Self-assessment · Free · v2.0
Score your GTM.
Rate each sub-item from 1 (getting started) to 5 (best-in-class). Your category and overall scores update live. Nothing leaves your browser unless you ask for a review.
Before you start · Your motion
How product-led vs. sales-led is your business?
Drag the slider to set your go-to-market motion. If you run both PLG and SLG, set it somewhere in the middle (e.g. 50/50). This does two things: it hides questions that are purely about the motion you aren't using, and it weights your final score — each question's relevance to your chosen mix is multiplied by your PLG/SLG split to determine how much it contributes to your overall score.
Why this matters
Why do you exist in the world? Who do you serve, what problem do you solve for them, and why should they choose you over the alternatives? This sounds obvious. It isn't. Most companies have some version of this written down somewhere and almost none of them have it working across the organisation. Marketing tells one version of the story. Sales tells another. The website says something different from the sales deck. The product doesn't quite match either. I've seen this in every company I've worked at and it ultimately means the company doesn't scale. In the early days you're typically selling to a passionate early adopter market who go seeking you out. They take pride in trying the cool new product but as you scale you now need to resonate with a market who are more stuck in their ways. Your story needs to unstuck them. This is the classic “crossing the chasm”… but what I've learned is that you're constantly crossing chasms and to do that your story needs to be crystal clear. The best companies have a clear and connected story from their mission statement all the way to product features. They have it verticalized. They have versions for different buyer personas. This is deep and important work.
Evidence to consider: ICP definitions, win/loss data, positioning doc, messaging hierarchy, competitive battlecards
ICP & Segmentation
What good looks like: A precise, multi-dimensional ICP that goes well beyond firmographics: it layers behavioural signals (what high-fit customers actually do in the product), needs-based criteria (the problem intensity that makes them buy), and disqualifying traits (a written anti-ICP that keeps sales and marketing from chasing poor-fit revenue). PLG and SLG customers have distinct, documented profiles because the person who swipes a credit card and the committee that signs an enterprise contract are different buyers with different journeys. The ICP is validated continuously against win/loss outcomes, churn analysis, and product usage cohorts rather than resting on founder intuition, and it is reviewed formally each quarter. Critically, it is operationalised: lead scoring, routing rules, campaign targeting, and territory design all consume the same ICP definitions, so every team is aiming at the same customer.
Your score
Positioning, Messaging & Competitive Intelligence
What good looks like: A single source-of-truth positioning document cascades from mission through category, product, and down to feature-level messaging, so the website, the sales deck, the product UI, and the analyst briefing all tell one coherent story. Audience variants exist for each buyer persona and priority vertical, and every customer-facing team can find and use them. Competitive intelligence is a continuous, funded function rather than a scramble before big deals: battlecards are refreshed on a defined cadence, win/loss interviews feed them, and sellers actually use them in live deals. CI insight also flows upstream, shaping the product roadmap and the positioning itself, so the story evolves as the market does rather than fossilising.
Your score
Category & Narrative Strategy
What good looks like: The company has made a deliberate, written choice about its category — creating a new one, redefining an existing one, or competing hard within one — and understands the cost and payoff of that choice. The category narrative is owned at the leadership level, not delegated to a content calendar, and it shows up consistently across PR, thought leadership, analyst relations, and product launches. Analysts are briefed on a regular rhythm and can accurately describe where the company sits; the narrative has been tested with real customers, not just admired internally. When the market shifts, the narrative is revisited deliberately rather than drifting one blog post at a time.
Your score