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87nswer":{"@type":"Answer","text":"That is common. Score in order: a strong Scalability score does not matter if Stabilization is broken, since the earlier gap will eventually break whatever is built on top of it."}},{"@type":"Question","name":"Is any of this data saved or sent anywhere?","acceptedAnswer":{"@type":"Answer","text":"No. Everything runs in the browser. Nothing is saved, submitted, or sent unless you choose to book a call."}}]}</script>

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97    <h1>Four Phases. Twenty Criteria. The First One You Fail Is Where the Work Starts.</h1>
98    <p>Score any portfolio company against the same twenty criteria used in a live GTM Gap® diagnosis. No login, no email gate: mark Yes or No as you go, and the scorecard tells you exactly where the sequence breaks.</p>
99    <p><a href="https://calendly.com/revenue-reimagined/free-revenue-reimagined-strategy-call">Book a GTM Gap® Analysis</a></p>
100  </header>
101  <section><h2>How to score</h2><ul><li>Mark Yes or No for each criterion. Don’t overthink it. If you’re unsure, mark No, uncertainty is a finding.</li><li>Each phase has five criteria. A company needs at least four Yes responses in a phase to be considered through it. Don’t skip phases, they build on each other.</li><li>Score the phases in order. The first phase where a company scores below four is where the work starts.</li></ul></section><section><h2>01 Stabilization: stop the bleeding, create clarity</h2><ul><li>Leadership operates from one shared set of revenue metrics and definitions.</li><li>Every deal stage has documented criteria, no &quot;hope&quot; forecasting.</li><li>ICP and buyer personas are defined and used by both sales and marketing.</li><li>CRM data is trusted enough to drive decisions without manual cleanup.</li><li>Roles, ownership, and KPIs are unambiguous across the revenue org.</li></ul></section><section><h2>02 Foundation: build the base, standardize execution</h2><ul><li>A documented sales process exists and reps follow it instead of improvising.</li><li>Top performer behaviors have been captured and made teachable.</li><li>Handoffs between marketing, sales, and CS have clear criteria, no dropped opportunities.</li><li>Onboarding and ramp programs exist and reduce time-to-productivity.</li><li>Tech stack is rationalized: tools earn adoption, reps actually use what’s deployed.</li></ul></section><section><h2>03 Repeatability: drive consistency, prove it performs</h2><ul><li>Forecast methodology has stage-level rigor and produces predictable commit numbers.</li><li>Coaching frameworks are structured: managers develop reps systematically, not reactively.</li><li>QBR and review cadences run on schedule with clear insight and aligned priorities.</li><li>Pipeline analytics surface deal risk early instead of after deals stall.</li><li>Compensation and incentives reinforce the desired growth model.</li></ul></section><section><h2>04 Scalability: grow without breaking, scale with control</h2><ul><li>Market entry playbooks exist for each segment: expansion launches on a proven model.</li><li>Customer success drives expansion revenue, not just retention.</li><li>Leadership depth exists beyond the top layer: growth isn’t constrained by a few individuals.</li><li>Multi-segment GTM models run with the right motion and economics for each market.</li><li>Resource allocation follows performance data, not internal politics.</li></ul></section><section><h2>Reading the score</h2><p>Stabilization below four: the basics aren’t in place. Hiring more people or buying more tools will amplify chaos, not fix it.</p><p>Foundation below four: the team is improvising. Performance depends on individuals, not on a system.</p><p>Repeatability below four: top reps carry the number. Performance can’t be reproduced.</p><p>Scalability below four: the current motion works but won’t survive expansion into new segments, geographies, or motions.</p></section>
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