Most B2B SaaS companies don't have an execution problem. They have a clarity problem. This diagnostic identifies exactly where yours is.
12 questions · ~5 min
Scored across 4 GTM dimensions
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GTM Health Check0 / 12 answered
01 · Customer Zero
Market & ICP Clarity
How grounded is your understanding of who you serve and why they buy?
Question 01 of 12
How would you describe your current Ideal Customer Profile (ICP)?
We have a broad sense — B2B SaaS companies in our space — but haven't formally defined it
We have a documented ICP but it was defined internally, not validated with customer data
We have a validated ICP built from win/loss data, customer interviews, and closed-won analysis
Question 02 of 12
When your sales team loses a deal, how consistently do you know the real reason why?
We rely on what the rep reports — there's no structured win/loss process
We do occasional post-mortems but it's ad hoc and inconsistent
We have a structured win/loss program with third-party interviews that informs positioning and enablement
Question 03 of 12
How often does your executive team reference customer or market data in strategic decisions?
Rarely — most strategic decisions are driven by product vision and internal conviction
Occasionally, when data is available, but there's no systematic process to bring market insight to leadership
Regularly — product marketing owns a cadence of market signal delivery to leadership before decisions are made
02 · Chief Evangelist
Messaging & Narrative
Does your market message create clarity and belief, or confusion and noise?
Question 04 of 12
If you asked five different people on your team to explain your product's value proposition, how consistent would the answers be?
Very inconsistent — everyone has their own version of the story
Somewhat consistent — similar themes but different language and emphasis
Highly consistent — we have a documented messaging framework that the whole team uses
Question 05 of 12
How does your messaging perform when it reaches buyers — not your internal team?
We're not sure — we don't have a feedback loop connecting market response back to messaging
Mixed — it resonates in some segments but we regularly hear "we weren't sure what you do exactly"
Strong — buyers consistently reflect our language back to us and we can trace pipeline to specific messaging
Question 06 of 12
How clearly differentiated is your narrative from your top 3 competitors?
If you swapped our logo onto a competitor's page, the message would still basically work
We have some differentiated claims but they're not consistently supported by proof or sales enablement
Our differentiation is documented, defensible, and consistently used by sales in competitive deals
03 · Engine for Scale
GTM Execution & Launch
Does your go-to-market machine run on systems or heroics?
Question 07 of 12
How would you describe your most recent product or feature launch?
Reactive and stressful — we were pulling things together at the last minute across multiple teams
Mostly managed — we had a plan but execution was inconsistent and some key elements didn't happen
Well-orchestrated — we had a tiered launch framework with clear owners, timelines, and measurable outcomes
Question 08 of 12
How does your sales team currently use product marketing content and enablement?
They mostly ignore it or build their own materials — there's a trust gap between PMM and Sales
Mixed usage — some reps use it, others don't. We're not sure which content actually moves deals
Consistently used — enablement is built in partnership with Sales and we track content utilization and impact
Question 09 of 12
When cross-functional teams work on a GTM initiative, what does alignment actually look like?
We're aligned in the meeting — then everyone executes differently. There's no shared operating model
Reasonable coordination on major initiatives but we still rely on heroics and informal communication
We have a structured GTM operating model with defined roles, RACI, and a repeatable process for major initiatives
04 · Scale Readiness
PMM Function & Measurement
Is your product marketing function built to scale — or built around one person?
Question 10 of 12
How mature is your product marketing function today?
PMM is either missing, very junior, or embedded in another function — there's no dedicated PMM ownership
We have PMM resources but the function is reactive, spread thin, and lacks strategic influence
PMM is a strategic function with clear ownership, defined outputs, and measurable business impact
Question 11 of 12
How does your organization measure product marketing effectiveness?
We don't — PMM output is measured by volume of content produced or activities completed
We track some metrics (win rate, pipeline influenced) but there's no consistent PMM scorecard
We have a defined PMM metrics framework with leading and lagging indicators tied to revenue outcomes
Question 12 of 12
Looking ahead 12 months, what is your single biggest GTM concern?
We don't have a clear GTM strategy — we're executing tactically without a coherent plan
We have a strategy but execution is inconsistent and we're not confident it will scale
We have a strong strategy and operational model — our challenge is speed and resource capacity
You've answered all 12 questions. Ready to see where your blind spots are?
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Your GTM Blind Spots
Based on your responses, here's what's most likely holding your GTM back — and what to do about it.
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