Model what buyers do, not what sellers feel
A stage should describe something that has happened, such as a discovery call completed or a proposal sent, rather than a hope such as "looking good". Observable stages make forecasts more honest and updates faster.
Keep the stage count small
Five to seven stages is a common range. More than that and reps begin to skip or batch updates. If a stage never produces a meaningful decision, merge it with a neighbour.
Write exit criteria
For every stage, write one sentence that says what must be true to move forward.
- Who has agreed to what?
- Which field must be filled in?
- What is the next dated step?
When to add another pipeline
Use a separate pipeline when the process differs materially: new business versus renewals, partners versus direct, or different teams with different stages. Do not split only to reflect product lines that follow the same steps.
Plan limits differ: Starter includes 1 pipeline, Team includes 3 pipelines, and Business and above include unlimited pipelines.
Review it quarterly
Look for stages where deals stall or where reps skip ahead. Those are signs the stage is vague or unnecessary. Change one thing at a time so you can see the effect.