The 24-question GTM diagnostic.

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

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

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

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

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

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

1.Your reporting distinguishes demand creation from demand capture.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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