Ten minutes to a number.
Twenty questions in two halves. The first twelve score the machine inside your company. The last eight score what you actually know about the institutions you are selling to, which is the half nobody else asks about. No email required to see it.
Your engine
Twelve questions about the machine inside your company. Sixty of the hundred points.
The foundation
0 / 15Whether the machine has been built at all. Most companies at this stage have a product and a founder, and everything else is improvised.
01Can you state your ideal customer in one sentence, including asset size, and would your reps say the same sentence back?
02Is your sales process written down somewhere a new rep could follow it without asking anyone?
03If you opened your CRM right now, would the pipeline in it be true?
What you can actually see
0 / 15Revenue visibility comes before revenue growth. You cannot fix a number you cannot describe out loud.
04What is your win rate, closed won against everything that closed?
05How much pipeline are you carrying against your number?
06Do you run win and loss reviews where the reason recorded is the real reason, not the polite one?
The team and the plan
0 / 15Where good models go to die. Attainment assumptions cause more misses than bad reps ever have.
07What share of your quota carrying reps hit their number the last two quarters?
08Is there a weekly forecast conversation where numbers get challenged rather than just reported?
09Is there one revenue number that sales, marketing and product all look at?
Getting deals closed
0 / 15How deals actually move once they are live, and how much of that depends on one person.
10Do you map the full buying committee before the demo rather than after?
11Is there a named owner for expansion revenue inside existing accounts?
12How involved is the founder in closing large deals?
Your buyer
Every other revenue assessment stops at the four sections above. This half is the one that decides whether your forecast is real, because it is where the deals actually stall.
First, three things about your product
These do not move your score. They tell me which gate governs your deals, and they let this page count your real market from the FDIC and NCUA data.
What do you sell?
This decides which structural gate actually governs your deals.
Who can buy it?
Some products are written for one charter type and not the other.
What is the smallest institution that can actually run your product?
Price, staffing and implementation capacity all put a real floor under this.
What you know about the institutions you sell to
0 / 4013Do you know how many institutions in the country can actually buy what you sell?
14When a deal enters your pipeline, do you know where that institution sits in the contract or budget cycle that governs your product?
15Do you screen for institutions in the middle of a core conversion before you put the deal in the forecast?
16On your open deals, can you name the dollar figure that sends the purchase to their board?
17Do you ask about vendor management review and the security questionnaire by the second call?
18Before the demo, do you know who at the institution actually signs?
19What share of your target list has your team never contacted?
20Is every lost deal recorded in the same structure, so you can count the reasons later?
0/100
Keep going, 20 left
Your score updates as you answer. The read below gets more useful once every question has an answer. Your answers stay anonymous unless you hand over your email at the end.
0/60
0/40
What is costing you the most
Answer at least five questions and the weakest areas will show up here.
Score badly in one section and that section is your next quarter. Score badly in three and it is worth talking to someone.
Want someone to actually look?
The self check tells you where it hurts. The Market Count names the institutions you can win and the gate holding them, and the Revenue Audit adds the read on your machine.