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Methodology · v2.0

The GTM Assessment Framework, in full.

11 categories. 28 sub-items. Each scored 1 to 5 against published rubrics, with the evidence you should be able to produce and the questions we ask in the intake.

Score interpretation

RangeStageWhat it means
1.0 – 2.0FoundationSignificant structural gaps. Focus on basics before optimising.
2.1 – 3.0BuildingCore elements in place but inconsistently executed. Prioritise highest-impact gaps.
3.1 – 4.0ScalingSolid foundation. Focus on integration, measurement rigour, and cross-functional alignment.
4.1 – 5.0OptimisingBest-in-class execution. Focus shifts to compounding advantages and growth inflection points.
Category 01Owner: PMM / Leadership

GTM Strategy — The Story

Evidence to gather: ICP definitions, win/loss data, positioning doc, messaging hierarchy, competitive battlecards

1.1

ICP & Segmentation

What good looks like: A precise, multi-dimensional ICP validated by data — not just firmographics but behavioural and needs-based signals — with distinct profiles for PLG and SLG customers.

1Critical Gap

No formally defined ICP. Target market described in broad strokes. No distinction between PLG and SLG customer profiles.

3Developing

ICP defined with firmographic data. Limited behavioural or needs-based layering. Segments inconsistently used across teams.

5Best-in-Class

Multi-dimensional ICP validated by win/loss, churn, and product usage. Distinct PLG and SLG ICPs. Reviewed quarterly.

Intake questions

  1. How do you define your ideal customer today, and what data validates it?
  2. Do you have separate ICPs for self-serve vs. sales-led customers?
  3. When was your ICP last reviewed against win/loss or churn data?
1.2

Positioning, Messaging & Competitive Intelligence

What good looks like: A single positioning document drives all messaging from mission to feature level, with audience variants. Competitive intelligence is a continuous function.

1Critical Gap

No formal positioning document. Marketing and sales tell different stories. No battlecards or systematic competitive tracking.

3Developing

Core positioning exists. Message broadly consistent but lacks audience variants. Battlecards exist but are not regularly updated.

5Best-in-Class

Positioning doc cascades into all comms. Audience variants in place. CI is a funded function feeding sales, PMM, and product.

Intake questions

  1. Do you have a single source-of-truth positioning document?
  2. How often are battlecards refreshed, and who owns them?
  3. How does competitive intelligence feed product roadmap decisions?
1.3

Category & Narrative Strategy

What good looks like: A deliberate point of view on the category — whether you are creating, redefining, or competing in one — embedded in PR, content, and analyst relations.

1Critical Gap

No category point of view. Reactive PR and content. Analysts unaware of the company.

3Developing

Category language exists in marketing but inconsistently reinforced. Some analyst engagement.

5Best-in-Class

Clear category narrative owned by leadership, reflected across PR, content, analyst relations, and product launches.

Intake questions

  1. What category are you in, and is it the right one?
  2. Who in leadership owns the category narrative?
  3. How does your category strategy show up in your marketing and PR activity?
Category 02Owner: Revenue Leadership

Channel & Monetisation Strategy

Evidence to gather: Channel mix model, pricing/packaging, customer journey map, CRM workflows

2.1

Channel Mix & Motion Design

What good looks like: PLG and SLG motions are deliberately designed, with clear handoff rules between self-serve and sales-assisted paths.

1Critical Gap

Channels evolved by accident. No clear PLG/SLG distinction or handoff model.

3Developing

PLG and SLG motions exist but overlap in confusing ways. Handoff rules informal.

5Best-in-Class

Each motion is purpose-built with documented handoff thresholds and shared targets across product, marketing, and sales.

Intake questions

  1. How is your revenue split between PLG, SLG, and partner motions today?
  2. What is the documented trigger for a self-serve account becoming a sales opportunity?
2.2

Pricing & Packaging

What good looks like: Pricing is built on willingness-to-pay research, aligned to value metrics, and tested regularly. Packaging supports both PLG entry and enterprise expansion.

1Critical Gap

Pricing set by gut feel. No willingness-to-pay data. Discounting unmanaged.

3Developing

Pricing reviewed occasionally. Some value-metric alignment. Packaging tiers exist but conversion is inconsistent.

5Best-in-Class

Pricing is an ongoing program with research, experimentation, and clear value metrics. Packaging optimised for both motions.

Intake questions

  1. When did you last conduct willingness-to-pay research?
  2. Is your pricing aligned to a clear value metric?
  3. What is your discount rate, and is it trending in the right direction?
2.3

Customer Journey & Lifecycle

What good looks like: Documented end-to-end journey from first touch to expansion, instrumented in CRM with automated stage transitions and lifecycle marketing.

1Critical Gap

No documented journey. Lifecycle communications ad hoc.

3Developing

Journey mapped at a high level. Some lifecycle automation, but stages are inconsistent across teams.

5Best-in-Class

Journey codified in CRM with automation, lifecycle comms, and shared metrics across marketing, sales, and CS.

Intake questions

  1. Do you have a documented end-to-end customer journey?
  2. How is the journey instrumented in your CRM?
  3. Is there a single owner of lifecycle communications?
Category 03Owner: Marketing Leadership

GTM Execution — Campaigns

Evidence to gather: Campaign plans, launch playbooks, attribution model

3.1

Always-on & Integrated Campaigns

What good looks like: Always-on demand programs feed the funnel continuously, complemented by quarterly themed integrated campaigns.

1Critical Gap

Marketing operates as a series of one-off activities with no always-on engine.

3Developing

Some always-on activity, but campaigns lack integration across channels.

5Best-in-Class

Always-on engine plus integrated campaigns running consistently with shared narrative across channels.

Intake questions

  1. What proportion of your pipeline comes from always-on vs. campaign-driven activity?
  2. How are integrated campaigns planned across paid, owned, and earned channels?
3.2

Launches & Playbooks

What good looks like: Documented launch tiers and playbooks, with PMM, product, marketing, sales, and CS roles defined for each tier.

1Critical Gap

Launches executed differently every time. No tiering. Sales surprised by launches.

3Developing

Launch process exists but inconsistently followed. Playbooks partial.

5Best-in-Class

Tiered launch framework with playbooks, dry runs, post-mortems, and a culture of learning.

Intake questions

  1. Do you have documented GTM playbooks for product launches and new market entry?
  2. When you entered your last new market or segment, was there a structured playbook?
Category 04Owner: Brand & Demand Gen

GTM Execution — Brand & Demand

Evidence to gather: Brand tracking, SEO data, paid mix, community metrics

4.1

Brand Building & Awareness

What good looks like: A funded brand program with clear measurement (unaided awareness, branded search, share of voice).

1Critical Gap

Brand is unfunded and unmeasured.

3Developing

Brand activity exists but measurement is loose.

5Best-in-Class

Brand investment is sustained, with measurement on awareness, consideration, and preference.

Intake questions

  1. How do you measure brand health today?
  2. What share of marketing investment goes to brand vs. demand?
4.2

SEO & Organic Discovery

What good looks like: Organic search is treated as a strategic acquisition channel with technical SEO, content programs, and link strategy aligned to ICP queries.

1Critical Gap

No SEO program. Organic traffic incidental.

3Developing

Some content investment for SEO, but technical SEO and link strategy lag.

5Best-in-Class

Comprehensive SEO program — technical, content, links — with measurable impact on pipeline.

Intake questions

  1. What is your monthly organic traffic, and how has it trended in the last 12 months?
  2. Is SEO treated as a pipeline channel or a content metric?
4.3

Paid Demand Generation

What good looks like: Paid spend is tied to pipeline targets with clear LTV:CAC discipline. Channel mix is balanced and tested.

1Critical Gap

Paid spend driven by vendor relationships, not pipeline math.

3Developing

Paid spend tied to MQLs but pipeline efficiency is unclear.

5Best-in-Class

Paid spend optimised against pipeline and revenue with clear unit economics by channel.

Intake questions

  1. What is your CAC payback period by channel?
  2. How do you prevent over-investment in any single paid channel?
4.4

Community & Advocacy

What good looks like: An owned community (or strong presence in relevant ones) generates content, advocacy, and acquisition.

1Critical Gap

No community presence.

3Developing

Some community activity, but contribution to acquisition or retention is unclear.

5Best-in-Class

Community is a measured contributor to pipeline, retention, and product feedback.

Intake questions

  1. Do you have an owned community, and what is its purpose?
  2. How does community contribute to retention or acquisition — is this measured?
Category 05Owner: Growth / Product

GTM Execution — Product-Led Growth

Evidence to gather: Activation funnel, PQL definition, sales-assist workflows

5.1

Activation & Time-to-Value

What good looks like: Activation is defined, instrumented, and continuously optimised. Time-to-value is measured per persona.

1Critical Gap

No activation definition. Onboarding undifferentiated.

3Developing

Activation defined for one persona, partially instrumented.

5Best-in-Class

Activation defined and measured per persona. Onboarding is personalised. Optimisation is continuous.

Intake questions

  1. How do you define activation for your product?
  2. What is your current activation rate, and how has it trended?
5.2

PQLs & Sales-Assist Handoff

What good looks like: Product-Qualified Leads have clear definitions and trigger sales-assist workflows. Marketing and sales motions don't collide.

1Critical Gap

No PQL model. Self-serve users may receive sales outreach randomly.

3Developing

PQL model exists but enforcement is loose; communications can collide.

5Best-in-Class

PQL model is enforced via lifecycle rules; sales engagement is timely and warm; collisions are prevented.

Intake questions

  1. How do you prevent a user in a sales sequence from also receiving marketing campaigns?
  2. When a self-serve user hits a seat limit or SSO requirement, what happens?
Category 06Owner: Revenue Leadership

GTM Execution — Sales & Success

Evidence to gather: Sales methodology, enablement programs, CS playbooks, NRR data

6.1

Sales Methodology & Enablement

What good looks like: A consistent sales methodology adopted across the team, with ongoing enablement and coaching.

1Critical Gap

No methodology; sellers freelance. Enablement is ad hoc.

3Developing

Methodology adopted unevenly. Onboarding exists but ongoing enablement weak.

5Best-in-Class

Methodology embedded; ongoing enablement and coaching tied to deal quality and ramp metrics.

Intake questions

  1. What sales methodology is in use, and how do you measure adoption?
  2. What is your average ramp time for a new AE?
6.2

Customer Success & Value Realisation

What good looks like: CS is value-driven, not reactive. Value realisation is defined consistently across CS, product, and marketing.

1Critical Gap

CS is reactive. No value realisation framework.

3Developing

Some segmentation in CS. Value realisation defined inconsistently.

5Best-in-Class

CS is segmented and outcome-driven. Value realisation is the shared definition of success.

Intake questions

  1. How do you define 'value realised' for a new customer?
  2. What is your gross and net revenue retention, and how is it trending?
6.3

Friction Reduction & Operational Excellence

What good looks like: Friction across the customer journey is systematically identified and removed.

1Critical Gap

No friction audit. Operational issues compound.

3Developing

Some friction work but reactive rather than systematic.

5Best-in-Class

Continuous friction reduction program with measurable impact on conversion and retention.

Intake questions

  1. Have you completed a friction audit?
  2. What are the highest-impact friction points right now?
Category 07Owner: Partnerships

GTM Execution — Partner

Evidence to gather: Partner program, alliance contracts, sourced/influenced pipeline

7.1

Partner Program Design

What good looks like: A clearly tiered partner program with defined economics, enablement, and joint GTM.

1Critical Gap

No partner program. Partner activity ad hoc.

3Developing

Partner program exists but underinvested. Few active partners.

5Best-in-Class

Tiered program with engaged partners contributing measurable sourced/influenced pipeline.

Intake questions

  1. What share of revenue is sourced or influenced by partners?
  2. How are partners enabled and incentivised?
7.2

Strategic Alliances

What good looks like: Strategic alliances are deliberate, with joint GTM, integrations, and reciprocal pipeline contribution.

1Critical Gap

No formal alliances.

3Developing

Alliances exist but joint GTM is light.

5Best-in-Class

Alliances drive measurable pipeline and product integrations co-marketed at scale.

Intake questions

  1. Do you have any formal strategic alliances, and how is their pipeline contribution measured?
  2. What integrations exist, and how are they co-marketed?
Category 08Owner: Marketing Ops / Creative

GTM Foundations — Creative & Content

Evidence to gather: Brand guidelines, content calendar, brief-to-approval workflow

8.1

Brand System & Creative Operations

What good looks like: A documented brand system with efficient brief-to-approval workflows, enabling speed without sacrificing quality.

1Critical Gap

No brand system. Each asset reinvented. Reviews are chaotic.

3Developing

Brand system exists but inconsistently applied. Reviews slow.

5Best-in-Class

Mature brand system with templates, governance, and predictable turnaround times.

Intake questions

  1. What does your brief-to-approval process look like for a new campaign asset?
  2. How do you enforce brand consistency across teams and agencies?
8.2

Content Strategy & Production

What good looks like: Content is mapped to journey stages and ICP needs, with a sustainable production engine.

1Critical Gap

Content produced reactively. No mapping to ICP or journey.

3Developing

Content calendar exists; production capacity inconsistent.

5Best-in-Class

Content engine produces on-strategy assets continuously, mapped to ICP, journey, and channel.

Intake questions

  1. How is content mapped to ICP and buyer journey stages?
  2. Do you measure content effectiveness by stage?
Category 09Owner: RevOps / GTM Ops

GTM Foundations — Data & Technology

Evidence to gather: MarTech stack diagram, data model, AI use cases

9.1

Data Foundation & Attribution

What good looks like: A trusted data model unifies product, marketing, sales, and CS data with credible multi-touch attribution.

1Critical Gap

Data fragmented. No shared definitions. Attribution disputed.

3Developing

Some integration; attribution exists but trust is mixed.

5Best-in-Class

Trusted unified data model. Attribution is credible and used in planning.

Intake questions

  1. Do marketing, sales, and product agree on revenue attribution?
  2. What is your single source of truth for pipeline?
9.2

MarTech & RevTech Stack

What good looks like: A rationalised stack matched to the GTM motion, with clear ownership and integration.

1Critical Gap

Sprawling stack with overlapping tools and unclear ownership.

3Developing

Some rationalisation but integration gaps remain.

5Best-in-Class

Stack is fit-for-purpose, integrated, and owned with regular ROI reviews.

Intake questions

  1. When did you last audit the GTM tech stack?
  2. Who owns stack architecture decisions?
9.3

AI in the GTM Workflow

What good looks like: AI is embedded in workflows (conversation intelligence, content, outreach personalisation, forecasting) with measurable impact.

1Critical Gap

AI experimentation only. No production use cases.

3Developing

AI deployed in 1–2 workflows with mixed adoption.

5Best-in-Class

AI embedded across multiple GTM workflows with measurable productivity and quality gains.

Intake questions

  1. What AI tools are embedded in your sales workflow?
  2. Are you using AI to personalise automated communications at scale?
Category 10Owner: GTM Ops / Chief of Staff

GTM Foundations — Planning & Project Management

Evidence to gather: Annual plan, OKRs, GTM calendar, product feedback loop

10.1

Annual & Quarterly Planning

What good looks like: A disciplined cadence aligns annual plan, quarterly OKRs, and GTM calendar.

1Critical Gap

Planning is ad hoc. OKRs misaligned across functions.

3Developing

Annual plan exists but quarterly cadence is inconsistent.

5Best-in-Class

Mature planning rhythm with cross-functional alignment and clear trade-off conversations.

Intake questions

  1. What does your annual planning cadence look like?
  2. How are GTM OKRs aligned to product and finance OKRs?
10.2

Product–GTM Feedback Loop

What good looks like: A formal loop captures field insights and feeds them into product roadmap decisions.

1Critical Gap

No feedback loop. PMM and product disconnected.

3Developing

Loop exists but informal, mostly Slack-driven.

5Best-in-Class

Formal loop with documented inputs, owners, and roadmap influence measured.

Intake questions

  1. Who owns the GTM-to-product feedback loop?
  2. How is the loop measured?
Category 11Owner: CRO / CMO / People

GTM Foundations — People

Evidence to gather: Org design, comp plans, hiring plan, enablement curriculum

11.1

Org Design & Roles

What good looks like: Roles are clear, headcount matches the GTM motion, and there is no critical-person risk.

1Critical Gap

Org chart unclear. Roles overlap or are missing.

3Developing

Org defined but several gaps or single points of failure.

5Best-in-Class

Org is purpose-built for the motion with succession planning and capacity modelling.

Intake questions

  1. Where are the most critical role gaps right now?
  2. What single-person dependencies exist in your GTM org?
11.2

Comp, Incentives & Culture

What good looks like: Compensation drives the right behaviours; culture supports collaboration across PLG and SLG motions.

1Critical Gap

Comp plans drive misaligned behaviours; PLG vs SLG tensions unresolved.

3Developing

Comp plans broadly fit, but tensions emerge at handoff points.

5Best-in-Class

Comp and culture deliberately reinforce shared outcomes across motions.

Intake questions

  1. Where do compensation plans create unhelpful tensions across the GTM org?
  2. How do you measure cross-functional collaboration?

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