Owner: @Ksenya (WIP)

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Objectives.

(1) Understand if there’s a systemic approach to sales, marketing and product. (2) Assess the company’s adherence with the Revenue Architecture framework and do a first gap analysis.

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1. System mapping

Strategy and alignement

Goal: Check if everyone plays the same game with the same rules.

• Shared strategy / company-wide
  • Alignement document shared and integrating: revenue, ops, tech
• Shared target & ICP
  • Is there a written ICP/segment definition used by both sales, marketing and product?
  • Do campaigns, pitches, roadmap docs explicitly reference these segments?
• Problem & value narrative
  • Is there a single, documented “problem → value → outcomes” story?
  • Do website, decks, sales script and product messaging look like different planets, or 1 coherent story?
• Strategic priorities
  • Are marketing OKRs, sales quotas and product roadmap tied to the same 2–3 strategic bets (e.g. “land mid-market X vertical”, “expand seat count in existing logos”)?

Signals of systemic approach

• One-page GTM / strategy doc known by the team.
• Same ICP and value props show up in marketing, sales, and roadmap docs.
• Quarterly priorities are mirrored in all 3 teams’ plans.

Non-systemic

• Each function has their own “ideal customer” and story.
• Roadmap driven mainly by founder / big customers, not by a shared strategy.

Operating model & cadence

Goal: See if there is a recurring, structured collaboration (vs. ad‑hoc chats).