Ten areas. One score each. The numbers and the judgement behind it.
Revenue is the outcome: protect it, grow it. Operations is the gateway. Each area is rated 1 to 5 against written anchors. AI crunches the numbers; an experienced operator tests them against what the people say. When the two disagree, that disagreement is the finding.
The areas, grouped by what they protect or grow.
Can we grow it?
Pipeline management
What the numbers showCoverage after removing stale (no activity in 60 days) and overdue deals.
What experience addsWalk me through a deal that sat in one stage for three months. What did you do about it?
Sales process rigour
What the numbers showStage definitions and exit criteria in the CRM.
What experience addsShow me the last lost deal. At which stage should it have been disqualified, and who decided?
Outbound
What the numbers showPipeline and opportunities by source for 8 quarters.
What experience addsIf you doubled the outbound budget, where would the money go and what would you expect back?
Can we hold and predict it?
Forecasting
What the numbers showForecast against actual by quarter (accuracy and bias) over 4 to 8 quarters, from forecast snapshots and closed-won records.
What experience addsHow does a deal get into commit, and when did a committed deal last fall out? Who challenges the number?
Function assessment
What the numbers showPer function, from the records: presales win contribution and technical win rate.
What experience addsInterviews with each function lead and one practitioner. What do they need that they do not have?
Planning
What the numbers showPlan against capacity: headcount, quota, ramp and attainment history.
What experience addsHow was this year's number set, who challenged it, and what would you cut if the first quarter missed?
Is the engine built to repeat it?
Talent evaluation
What the numbers showQuota attainment by rep over 8 quarters (distribution and concentration), ramp time for reps hired in the last 24 months, regretted and non-regretted attrition, win rate by rep and by stage..
What experience addsWho would you rehire tomorrow, who would you not, and what does the next hire need that the last one lacked?
Sales and marketing tech stack
What the numbers showTool inventory with cost, owner and renewal date.
What experience addsWhich tool would you cancel tomorrow, and which number on the dashboard would you not trust?
Process and AI maturity
What the numbers showInventory of AI tools in live use (users, frequency, measured effect).
What experience addsWhat AI is in production today, who uses it daily, and what changed because of it?
GTM operating model
What the numbers showWin rate and deal size by segment.
What experience addsWho owns pipeline, who owns the forecast and who owns retention, and do they agree?
Function Assessment is scored as six sub-scores: presales, customer, SDR, AE, enablement and marketing. The area score is their average, rounded down on a half.
What a scored result looks like.
Scores of 1 or 2 are risks to revenue. A 3 holds but needs work. A 4 or 5 is a strength to build on. The total points to a verdict: Proceed, Adjust or Stop.
How the verdict is reached.
The ten scores add up to a total between 10 and 50. Up to 25 points to Stop, 26 to 35 to Adjust (price, terms or conditions), 36 and above to Proceed. A 1 on Forecasting, Pipeline management or the Customer function, which is where retention is scored, holds the verdict at Adjust, because predictability and the installed base decide whether the rest can be trusted.
The total is a guide, not the verdict. The operator’s judgement decides, and the thresholds are working figures that will be adjusted as real engagements accumulate. For a CEO’s own company the same bands read On track, Needs work and At risk.
Benchmarks are named public SaaS medians, with the source and company-size band stated in each report. Our own anonymised score base starts after the first engagements; until then we do not claim one.
Where the numbers come from.
AI reads every opportunity in the CRM and rebuilds the revenue line the pipeline could support. Where it sits below the management line, we size the gap and say what it does to value.
Contact
Want to see how a report reads?
The sample report shows the scorecard, evidence, action plan and benchmarking on an illustrative company.