Is this the same scorecard you use with real portfolio companies?

Yes. These are the same twenty criteria and four-phase sequence used in a live GTM Gap® diagnosis, simplified into a self-serve format.

What if we are not backed by a PE or VC firm?

The framework doesn’t care who owns the company. The same four phases and twenty criteria apply to any B2B revenue org, founder-led or not.

Does scoring 4 or 5 on a phase mean that phase is fully done?

It means the phase is strong enough to build on, not that it is perfect. The threshold exists to find the first phase that is actually blocking growth.

What if we score well on a later phase but poorly on an earlier one?

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.

Is any of this data saved or sent anywhere?

No. Everything runs in the browser. Nothing is saved, submitted, or sent unless you choose to book a call.

Four Phases. Twenty Criteria. The First One You Fail Is Where the Work Starts.

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.

How to score

Mark Yes or No for each criterion. Don’t overthink it. If you’re unsure, mark No, uncertainty is a finding.
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.
Score the phases in order. The first phase where a company scores below four is where the work starts.

01 Stabilization: stop the bleeding, create clarity

Leadership operates from one shared set of revenue metrics and definitions.
Every deal stage has documented criteria, no "hope" forecasting.
ICP and buyer personas are defined and used by both sales and marketing.
CRM data is trusted enough to drive decisions without manual cleanup.
Roles, ownership, and KPIs are unambiguous across the revenue org.

02 Foundation: build the base, standardize execution

A documented sales process exists and reps follow it instead of improvising.
Top performer behaviors have been captured and made teachable.
Handoffs between marketing, sales, and CS have clear criteria, no dropped opportunities.
Onboarding and ramp programs exist and reduce time-to-productivity.
Tech stack is rationalized: tools earn adoption, reps actually use what’s deployed.

03 Repeatability: drive consistency, prove it performs

Forecast methodology has stage-level rigor and produces predictable commit numbers.
Coaching frameworks are structured: managers develop reps systematically, not reactively.
QBR and review cadences run on schedule with clear insight and aligned priorities.
Pipeline analytics surface deal risk early instead of after deals stall.
Compensation and incentives reinforce the desired growth model.

04 Scalability: grow without breaking, scale with control

Market entry playbooks exist for each segment: expansion launches on a proven model.
Customer success drives expansion revenue, not just retention.
Leadership depth exists beyond the top layer: growth isn’t constrained by a few individuals.
Multi-segment GTM models run with the right motion and economics for each market.
Resource allocation follows performance data, not internal politics.

Reading the score

Stabilization below four: the basics aren’t in place. Hiring more people or buying more tools will amplify chaos, not fix it.

Foundation below four: the team is improvising. Performance depends on individuals, not on a system.

Repeatability below four: top reps carry the number. Performance can’t be reproduced.

Scalability below four: the current motion works but won’t survive expansion into new segments, geographies, or motions.