GTM-OS Checklist

Strategy and positioning are the foundation of every other GTM domain. Weaknesses here compound downstream — bad ICP leads to poor lead quality, which leads to low conversion, which leads to hiring more people to compensate, which increases CAC further. Eight items in this domain: (1) ICP is defined to list-buildable specificity — not 'mid-market SaaS' but 'Series A-C SaaS with 50-500 employees, US-based, using Salesforce, with VP Sales title.' (2) Positioning is differentiated — you can articulate why you win in one sentence that does not apply to your competitors. (3) Pricing is value-based — it maps to the buyer's economic outcome, not your cost-plus model. (4) Market segmentation is documented — you know your TAM, SAM, and SOM with source data. (5) Win/loss analysis is current — updated within last 90 days from at least 20 deals. (6) Competitive intelligence is maintained — you have a one-page competitive brief updated quarterly. (7) Category narrative exists — you can explain what category you are creating or leading. (8) ICP is validated by revenue data — your actual best customers match your stated ICP.

Demand generation is the engine. Without predictable pipeline generation, nothing downstream matters. Ten items: (1) Primary channel is identified — one channel generates 50%+ of pipeline and is measured separately. (2) CAC by channel is tracked — you know which channels are efficient, not just which ones generate volume. (3) Pipeline coverage ratio is maintained at 3x+ of target — you have a system to monitor and respond when it drops below 3x. (4) Lead definition is agreed between sales and marketing — MQL criteria are documented and not disputed. (5) Content strategy maps to buyer journey — you have content for awareness, consideration, and decision stages. (6) SEO generates baseline inbound — you rank for at least 5 high-intent, non-brand keywords. (7) Paid media has positive ROI — not just volume, but pipeline per dollar spent. (8) Partner/referral channel is active — at least one referral source generates 10%+ of pipeline. (9) ABM list exists for enterprise segment — named accounts are targeted with coordinated campaigns. (10) Pipeline generation is reviewed weekly — there is a standing meeting with action items when coverage drops.

Sales execution is where pipeline becomes revenue. Ten items: (1) Sales playbook exists and is current — discovery questions, objection handling, demo flow, and close sequence are all documented. (2) Qualification criteria are enforced — MEDDIC, MEDDPIC, or equivalent framework is used on every opportunity above threshold. (3) Deal review cadence exists — weekly pipeline reviews happen with a defined format that creates accountability. (4) Forecast is submitted weekly — reps forecast at deal level, not total pipeline. (5) Sales cycle is tracked by segment — you know enterprise closes in 90 days and SMB closes in 21. (6) Multi-threading is standard practice — AEs are coached to have 3+ contacts active in every enterprise deal. (7) Competitive plays exist — you have documented talk tracks for top 3 competitive situations. (8) Demo environment is maintained — demo is up-to-date and not embarrassing. (9) Proposal/pricing approval process exists — AEs know when they can discount and when they need approval. (10) Post-sale handoff is documented — CS onboarding is kicked off within 24 hours of close.

Measurement is the operating nervous system. Without it, every decision is an opinion. Ten items: (1) CRM is the system of record — all deals and contacts are in CRM, not spreadsheets. (2) Funnel conversion rates are tracked by stage — L2M, M2O, O2C rates are known and reviewed monthly. (3) Revenue forecast is accurate within 15% at 60-day horizon. (4) CAC and LTV are calculated quarterly with fully-loaded costs. (5) NRR (net revenue retention) is tracked monthly — you know your expansion and churn rates. (6) Ramp tracking exists for new hires — time-to-quota for SDRs and AEs is measured. (7) Activity metrics are tracked — calls, emails, meetings, and pipeline created per rep per week. (8) Deal health scoring exists — at-risk deals are flagged before they slip. (9) Marketing attribution model is agreed — first-touch, last-touch, or multi-touch attribution is documented and consistent. (10) Board/leadership dashboard exists — one view with the 8 most important metrics updated weekly.

GTM is not complete without retention. Churn destroys compounding. Ten items: (1) Onboarding playbook exists — new customers follow a documented process in the first 30 days. (2) Success metrics are defined per customer — each account has a documented desired outcome that CS tracks. (3) QBR cadence exists for accounts over $25k ARR — quarterly business reviews happen and are documented. (4) Health scoring monitors accounts proactively — churn risk is flagged before the renewal conversation. (5) Expansion motion is systematic — CS knows the signals for upsell and has a playbook for it. (6) NPS or CSAT is collected quarterly — you have a feedback loop from customers to product. (7) Churn post-mortems happen — every churned account has a documented reason. (8) Renewal forecast is maintained — you know your ARR at risk in the next 90 days. (9) Champion change process exists — when a buyer leaves, there is a protocol for re-establishing relationships. (10) CS and product have a closed loop — customer feedback from CS reaches the product roadmap.

GTM-OS Checklist Workbook: all 48 items in a spreadsheet with scoring, priority weighting, and a gap analysis view that ranks which missing items have the highest impact on revenue predictability. Includes a 90-day remediation roadmap template.