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Growth Legendary · GTM · The instrument

The 24-question GTM diagnostic.

Four sections. Twenty-four statements. Score each from 0 (not at all true) to 3 (fully true). Answer honestly; a soft answer is a finding. The page adds it up and shows your weakest section. Nothing is stored and no email is needed.

01 · Positioning and category
The sentence a model repeats about you.

  1. 1.A customer can describe your category to their CFO in one sentence, without your help.

  2. 2.Your one-line description survives being pasted into a Slack message with no context.

  3. 3.The category name you use is one your buyer's boss would recognise, not one you invented.

  4. 4.You have named, in writing, the buyer you are not for.

  5. 5.Your differentiator is legible to a language model summarising three vendors.

  6. 6.Positioning has been revisited in the last 18 months; it is not the founding deck.

Section score: 0 of 18
02 · Demand and pipeline
Demand creation and demand capture are separate machines.

  1. 1.Your reporting distinguishes demand creation from demand capture.

  2. 2.Dark-social pipeline is treated as a channel with a budget, not filed as direct.

  3. 3.Every asset stands alone if screenshotted and forwarded with no context.

  4. 4.Sales and marketing share a single definition of a qualified opportunity.

  5. 5.Your outbound motion is built on defensible intent signals, not activity metrics.

  6. 6.You can see the channel your best accounts actually arrive from.

Section score: 0 of 18
03 · Packaging and motion
The largest lever most companies refuse to pull.

  1. 1.Your pricing and packaging have been revisited since they were first set.

  2. 2.Your value metric scales with customer value rather than punishing success.

  3. 3.Customers grow out of their starting tier; no tier is a dead end.

  4. 4.Discounting is governed, not learned by procurement faster than by sales.

  5. 5.You have a planned review cadence for the offer, not an emergency one.

  6. 6.The buying-committee map is documented for every large open deal.

Section score: 0 of 18
04 · Instrumentation and governance
One dashboard. One number. One accountable partner.

  1. 1.There is one revenue dashboard the CEO reads without translation.

  2. 2.Marketing, sales and success reconcile to the same taxonomy.

  3. 3.A new hire can operate the playbook without a shadow week with the founder.

  4. 4.One accountable owner sits between the three functions; handoffs are not ceremonial.

  5. 5.The board pack shows the machine rather than narrating last quarter's activity.

  6. 6.If your top three operators left tomorrow, the system would survive the quarter.

Section score: 0 of 18
Reading the score
60–72System-grade.
Your motion compounds. Revisit annually; the risk now is complacency.
42–59Working, unevenly.
One or two sections are strong; the others cap the whole. The gap is the constraint.
24–41Assembled, not designed.
The machine runs on individual heroics. It will not survive a doubling of headcount.
0–23Assumption stack.
There is a deck and there is activity. There is not yet a system.

Want the full version? The method shows how a diagnosis runs inside an engagement.