GTM Debt Assessment
Struggling to grow ARR and you want to know why? Take the assessment below to uncover your organizations GTM Debt blocking the path to revenue growth and take action to pay it down.
Name
*
First Name
Last Name
Company Email
*
Must be a company email (non-personal domain)
Company URL
*
Job Title
*
Please Select
Founder/CEO
Founder/not CEO
General Partner
Chief Financial Officer
Chief Revenue Officer
Chief Marketing Officer
Operations
Other
HQ Location
*
Please Select
US - Bay Area
US - Other
Canada
France
UK
Europe (not UK or France)
APAC
Other
Number of Company Employees
*
1-10
11-20
21-50
51-100
100+
Total Capital Raised
*
Self-funded/bootstrapped
$0 - $1M
$1M - $5M
$5M - $10M
$10M - $20M
$20M+
Annual Recurring Revenue (ARR) today
*
$0 - $500k
$500k - $1M
$1M - $5M
$5M - $10M
$10M+
What are your major strategic goals over the coming 12-18 months?
*
Grow revenue significantly, WITHOUT raising new capital
Grow revenue significantly, AND raise new capital
Getting profitable
Be acquired
IPO
Other
What top-line revenue growth are you forecasting over the next 12 months
*
3x or more
2-3x
1.5 - 2x
1 - 1.5x
Flat growth
Negative growth
Specifically related to go-to-market, what keeps you up at night?
RVNU Phases of SaaS Startup Growth
Take time to consume the 4 phases and 16 pillars of the outlined 'SaaS Startup Growth phases' above. Pick the number that most accurately depicts the stage of growth you are attempting to operate at today.
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1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
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Go-to-Market Debt Self Assessment
Phase 1: Idea Market Fit
Hypothesis
Phase 1: Idea Market Fit
The hypothesis of the problem we are trying to solve is clearly articulated and documented?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Market Analysis
Phase 1: Idea Market Fit
Competitors: We have documented a category-by-category, feature-by-feature, and product-by-product comparison between us and our perceived competitive set.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Unique Value Proposition: Our uniqueness is core to the effectiveness of our ICP’s business.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Unique Value Proposition: Without us, or a competing product/service, our client’s business will find it harder to compete over time.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Ideal Customer Profile: Our ideal customer profile is narrow, fully documented and socialized amongst the team.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Ideal Customer Profile: Are your teams confident which prospects to say “no” to?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Market Sizing
Phase 1: Idea Market Fit
Total Addressable Market (TAM): What is your estimated TAM today?
*
>$50bn
$20bn - $50bn
$10bn - $20bn
<$10bn
Don't know
Serviceable Addressable Market (SAM): What portion of the TAM is serviceable today, in your opinion (assume unlimited sales & marketing resources)?
*
>3%
2-3%
1-2%
up to 1%
not sure
Serviceable Obtainable Market (SOM): What is the size of the Serviceable Obtainable Market today, in your opinion (assume unlimited sales & marketing resources)?
*
>$500m
$200m - $500m
$100m - $200m
$50m - $100m
not sure
Minimal Viable Product
Phase 1: Idea Market Fit
Product/Service Critical Value: Our core offering that we deliver today, solves a pain point of our clients (ie: it measurably impacts company performance).
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Value Exchange Measurement: The value exchange can be measured from within the original product’s code base in $.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Your Idea Market Fit Score (out of 100)
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Go-to-Market Debt Self Assessment
Phase 2: Product Market Fit
Design Partner Acquisition
Phase 2: Product Market Fit
Design Partners: Our first batch of customers meet our hypothesized ideal customer profile (ICP), that we established in the idea market fit phase of growth.
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Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Measuring value exchange: Our first batch customers all proactively agreed to measure value exchange of our product/service as part of the agreement to work with us.
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Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Origin of foundational clients: Our first batch of customers were mostly from our network, versus running marketing or outbound campaigns.
*
Strongly disagree
Disagree
Neither agree or disagree
Agree
Strongly agree
We're too early for this
Top of funnel demand: The demand from the market is overwhelming, there is no sign of top of funnel saturation, rather you are struggling to keep up with the demand.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Prove Adoption & Usage
Phase 2: Product Market Fit
Proof of adoption: Using data you can prove all influencers on the client side have adopted the tool. (note: this means you have proof of usage to the point at which the influencer will have a grounded opinion on value exchange of using your product/service)
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Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Usage defined: You have internal alignment on the features of the product/service that provide the highest value to your clients.
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Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Proof of Usage: Using data you can prove usage of the features that deliver the highest value exchange to your customers.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Prove Value
Phase 2: Product Market Fit
Proof of value: Through real client conversations, you have been able to prove $ value of your product with 10+ clients.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Client validation of value: The $ value assigned has been signed off by the economic buyer at your client.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Value as an ICP iteration forcing function: You have used the feedback from your first customers to re-validate or iterate your hypothesis in the idea market fit phase of growth.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Realize Value
Phase 2: Product Market Fit
Pricing iteration: You have used the value exchange data captured from your first customers to iterate your pricing.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Fair pricing achievement: You can confidently state, with backup from clients, that your pricing sits in range between 10% and 20% of the value being exchanged.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Understanding prospect nuance: You are now very confident which prospects to say “no” to, and which to say “yes” to?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Your Product Market Fit Score (out of 100)
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Go-to-Market Debt Self Assessment
Phase 3: Go-to-Market Fit
Repeatability
Phase 3: Go-to-Market Fit
Documented sales playbook: You have developed a proprietary sales playbook that concisely documents how the founder won your first batch of customers, who were also able to clearly illustrate value exchange.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
'Programmatic' acquisition of net new customers: You have used your proprietary sales playbook to successfully acquire net new ICP customers from outside of your network.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Viable acquisition costs: Your pipeline conversion metrics (eg: lead to opp, discovery to close) have maintained a viable cost to acquire the customer (CAC) as volume has increased using new (non-network) acquisition channels (eg: email; outbound; events)
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Non-founder Sales
Phase 3: Go-to-Market Fit
Sales: At least one non-founder has been able to replicate or exceed the founder's sales success.
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Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Marketing: The volume of qualified opportunities per seller has been maintained or increased with the addition of at least one non-founder seller.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Reporting: Your CRM is the central source of truth, and illustrates inputs, outputs and efficiency metrics of your go-to-market org, spanning marketing, sales and customer success that enable you to manage your org by numbers?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Role Specialization
Phase 3: Go-to-Market Fit
Lead volume & quality: You have signal that proves the net new lead volume & quality available to you can support the sales reps you intend to hire.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Opportunity volume: Your AEs (sales reps) are overwhelmed with qualified opportunties.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Data validated resource decisioning: Your data pinpoints which activities, when specialized to a specific resource, would increase the yield per rep. (eg: every $1 spent in marketing will yield >$1 in net new sales)
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Burn rate calculation: You have calculated what forecasted burn rate you can sustain, and for how long while attempting to build your first sales pod(s), by documenting a bottoms-up forecast.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
GTM roles: You are confident what GTM roles you should specialize first, when and in what order, and what level of resource is required in each role, to maintain an optimal burn rate vs growth trajectory goals? (eg: (1 SDR, 2 AEs, 1 CS)*3)
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Hiring: You have a standardized hiring process & profiles with a scoring system that aligns with the competencies in each specalized role.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Onboarding: You have a standardized onboarding process to ensure new hires will ramp quickly and hit targets as planned.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Synchronised sales & finance revenue forecasts: You are confident your finance revenue forecasts match your sales revenue forecasts in your CRM.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Inter-department SLAs: Agreed upon ‘Rules of Engagement’ across GTM teams and roles, that capture lead/opportunity/deal volume and quality, with feedback loops for iteration of both volume and quality.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Sales Targets: You have set revenue targets (annually recurring revenue - ARR) doing a bottoms up calculation that backs into an expected yield on a per head basis.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Control Churn
Phase 3: Go-to-Market Fit
CS >> Product SLA: There is a service level agreement in place between CS and Product that ensures Product proactively considers adapting the roadmap in line with key client feedback.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Renewal/Expansion evidence: Your customers have renewed past year 1 and/or expanded their footprint with your product/service due to continuing exchange of value.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
New client onboarding tracking: You have documented onboarding stages with exit criteria that are tracked in the CRM.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Client retention tracking: You have documented the retention stages with exit criteria that are tracked in the CRM.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Client expansion tracking: You have documented the expansion stages with exit criteria that are tracked in the CRM.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Performance evaluation: You are evaluating performance of onboarding, retention and expansion using data and dashboards from the CRM.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Sustainability
Phase 3: Go-to-Market Fit
Opportunity volume: The data proves that the volume of opportunity at the top of the funnel sustains your growth goals for the next 12-24 months minimum.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
CAC Payback period: The data proves that payback period is consistently less than 12months quarter after quarter.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Quota performance: Your quota-carrying roles are performing in aggregate at an average of 70%+ to target quarter after quarter.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Forecast accuracy: The business can accurately forecast revenue targets within a +/- 10% variance to target quarter after quarter.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Your Go-to-Market Fit Score (out of 100)
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Go-to-Market Debt Self Assessment
Phase 4: Scale
Hire or Promote Leaders
Phase 4: Scale
Executive leader functions: You are confident which functional leaders you need to hire or promote onto your executive team in order to achieve scale (eg: VP Marketing, VP Sales, VP CS + VP Product + VP Eng + VP Finance all reporting to CEO)
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
GTM executive leader calibre: You have experience hiring leader(s), to manage and drive execution of the GTM playbook with performance to 80% participation QoQ and above at this stage of growth?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Expand GTM Org
Phase 4: Scale
New hire onboarding program: You have a new hire onboarding program in place across the GTM org built to actively reduce ramp time for each specalised role?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Performance standards & criteria by role: The GTM org has prerformance standards & criteria in place to ensure proper management & tracking to role-specific metrics and expectations?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Promotion pathing: The GTM org has promotion paths mapped for specalized roles in order to provide upward career paths and retain top talent within the GTM org.
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
New Lines of Business
Phase 4: Scale
Applicability of playbook to new opportunities: You can confidently use your GTM playbook to take your current product/service to a new geography, vertical, segment, etc. to expand new revenue?
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Access to capital: You have access to the capital required to fund your push to new lines of business
*
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree
We're too early for this
Your Scale Score (out of 100)
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Your GTM Debt Scores
Idea Market Fit
1: Hypothesis Score (out of 100)
2: Market Analysis Score (out of 100)
3: Market Sizing Score (out of 100)
4: MVP Score (out of 100)
Your OVERALL Idea Market Fit Score (out of 100)
Product Market Fit
5: Foundational Clients Score (out of 100)
6: Prove Usage & Adoption Score (out of 100)
7: Prove Value Score (out of 100)
8: Realise Value Score (out of 100)
Your OVERALL Product Market Fit Score (out of 100)
Go-to-Market Fit
9. Repeatability Score (out of 100)
10. Foundational AE/Non-Founder Sales Score (out of 100)
11. Build Sales Team Score (out of 100)
12. Control Churn Score (out of 100)
13. Sustainability Score (out of 100)
Your OVERALL Go-to-Market Fit Score (out of 100)
Scale
14. Hire Executives Score (out of 100)
15. Expand GTM Org Score (out of 100)
16. New Lines of Business Score (out of 100)
Your OVERALL Scale Score (out of 100)
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