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RevAssured · Diagnostic Framework
47
Diagnostic questions
5
Revenue pillars
~15
Minutes to complete

RevOps Diagnostic
Checklist

The exact framework used in every RevAssured engagement to identify where your revenue system is breaking — and what to fix first.

·
Kashish Saxena, CEO & Founder · 16+ years SaaS RevOps

How to use this checklist

Go through each item honestly. Check the box only if the statement is consistently and verifiably true in your organisation — not aspirationally true. Count your checks per section and use the scoring guide below to identify your highest-risk areas.

0–40% checked → Critical risk
40–70% checked → Needs attention
70–100% checked → Healthy
01

CRM Data Integrity

Is your CRM a source of truth — or a source of noise?

__ / 10 checked
Deal stages reflect buyer behaviour, not seller activityStage names describe what the buyer has done or committed to — not what your rep has done.
Critical
Every deal stage has a documented entry criterionThere is a written definition of what must be true before a deal can move to each stage.
Critical
CRM adoption rate is above 85% across the sales teamAt least 85% of deals, contacts, and activities are being logged consistently by all reps.
High
Less than 15% of open deals are "stale" (no activity in 14+ days)Stale deals are flagged automatically and reviewed in pipeline calls.
High
Data capture requirements are minimal and purposefulRequired fields exist only where data actively drives a business decision — not for completeness.
Medium
The CRM object model matches your actual commercial motionHow deals, contacts, companies and products are structured in the CRM mirrors how you actually sell.
High
Duplicate records are actively managed and under 5% of totalThere is an automated or regular process to identify and merge duplicate contacts and companies.
Medium
Closed-lost reasons are consistently recorded and reviewedEvery lost deal has a tagged reason. That data is reviewed at least monthly to identify patterns.
High
Management dashboards reflect real-time, trustworthy dataLeaders use CRM dashboards as their primary view of pipeline — not spreadsheets or manual reports.
Critical
Someone owns CRM health and is accountable for itA named individual reviews data quality regularly and has the authority to enforce standards.
High
02

Pipeline & Funnel Integrity

Does your pipeline predict revenue — or just describe activity?

__ / 10 checked
You have a documented pipeline coverage modelLeadership knows exactly how much pipeline is needed at each stage to hit the quarterly number.
Critical
Stage-to-stage conversion rates are tracked and benchmarkedYou know your average conversion rate at each funnel stage and how it trends over time.
High
Average sales cycle length is known and segmented by deal sizeYou have data on how long deals take to close — broken down by ACV, segment, or product line.
High
Deals above a threshold are multi-threaded (2+ contacts)For deals above your defined ACV threshold, there are at least two confirmed stakeholders in the CRM.
High
Win rates are tracked by rep, segment, and sourceYou can answer "which reps are winning most, in which segment, from which lead source."
Medium
Lead routing is automated and consistently appliedInbound leads are assigned to the right rep within a defined SLA — automatically, not manually.
High
Pipeline creation is tracked weekly, not just quarterlyNew pipeline added each week is measured and compared to targets to catch shortfalls early.
High
There is a defined ICP used consistently across Marketing and SalesThe Ideal Customer Profile is documented, agreed upon, and used to score and prioritise leads.
Critical
SQL definition is agreed upon by both Marketing and SalesBoth teams use the same definition of a Sales Qualified Lead — and it's documented in the CRM.
Critical
Revenue leakage points are identified and actively monitoredYou know where leads and deals most commonly drop off — and have alerts or reviews in place.
High
03

Forecast Confidence

Is your forecast a number you trust — or a range of assumptions?

__ / 9 checked
Forecast categories (Commit, Best Case, Upside) are explicitly definedEvery rep uses the same definition for each forecast category — documented in the CRM, not assumed.
Critical
Forecast accuracy is within ±10% in at least 3 of the last 4 quartersYour forecast reliably predicts actuals within a narrow band. Misses are the exception, not the rule.
Critical
A weekly forecast call runs with a fixed, documented agendaThere is a structured cadence for forecast review — consistent format, attendees, and outputs.
High
Manager overrides to rep forecasts are tracked and explainedWhen a manager adjusts a rep's number, the reason is documented and visible in the system.
Medium
Historical forecast vs. actual data is reviewed at least quarterlyThe team looks back at forecast accuracy to identify systematic biases and improve calibration.
High
Deal inspection uses a structured framework (e.g. MEDDIC or equivalent)Pipeline reviews follow a consistent set of questions that validate deal quality — not just deal size.
High
Late-stage deals are reviewed individually in weekly callsAny deal in the final two stages that is in the current quarter's forecast gets individual discussion.
High
The forecast methodology is documented and reproducibleIf the person who builds the forecast today were replaced tomorrow, the number would be built the same way.
Critical
Leadership takes the CRM forecast to the board without significant adjustmentThe number built in the system is the number that gets presented — not a manually adjusted "real" number.
Critical
04

GTM Alignment

Do Marketing, Sales, and CS operate as one system?

__ / 9 checked
The full customer lifecycle is mapped and agreed upon by all three teamsMarketing, Sales, and CS have a shared document defining every lifecycle stage from first touch to expansion.
Critical
MQL-to-SQL conversion rate is tracked and reviewed monthlyYou know what percentage of Marketing's leads become Sales Qualified Leads — and whether it's improving.
High
There is a documented Sales-to-CS handoff processEvery closed deal triggers a structured handoff that captures what was promised, key contacts, and success criteria.
Critical
Marketing and Sales review pipeline together at least monthlyThere is a joint meeting where both teams review pipeline quality, source performance, and conversion trends.
High
Expansion and upsell opportunities are visible in the CRM to SalesWhen CS identifies an expansion signal, it is flagged in the CRM and routed appropriately.
High
Each team's metrics include a shared revenue outcome metricMarketing, Sales, and CS are each held accountable to at least one metric that reflects the overall revenue system — not just their function.
High
SLAs exist for lead follow-up and handoff response timesThere are defined and enforced timeframes for how quickly leads must be contacted and handoffs must be acknowledged.
Medium
The CRM is the single source of truth for all three teamsNo team maintains a separate spreadsheet or tool as the "real" record of customer or pipeline data.
Critical
Early churn signals are shared with Sales and MarketingWhen a customer is at risk, that signal reaches the teams responsible for pipeline and new business — to inform ICP and qualification criteria.
Medium
05

Operating Cadence

Does your weekly rhythm drive results — or just consume time?

__ / 9 checked
There is a weekly pipeline review with a consistent formatEvery week, deals in the current quarter's forecast are reviewed in a structured meeting with the same agenda.
Critical
1:1s between managers and reps use CRM data as the foundationIndividual performance discussions are driven by CRM pipeline data — not conversations from memory.
High
There is a monthly business review covering the full revenue systemLeaders review pipeline health, funnel conversion, forecast accuracy, and GTM alignment on a monthly basis.
High
Action items from pipeline reviews are tracked to completionCommitments made in review meetings are documented and followed up in the next session.
High
Territory and quota design is reviewed and updated at least annuallyQuotas and territories are revisited based on market data and actual performance — not simply rolled over.
Medium
New rep ramp time and performance is benchmarked and trackedYou know how long it takes a new hire to reach full productivity — and you're measuring whether it's improving.
Medium
Board reporting uses the same data as internal management reportingThe revenue metrics shown to the board come directly from your operating system — not a separate prepared model.
Critical
Operational cadence is documented and doesn't depend on one personThe rhythm of reviews, calls, and reporting can continue if the RevOps owner is away for two weeks.
High
RevOps is present in strategic planning conversationsWhen Sales, Marketing, or CS make structural decisions, RevOps is part of the conversation — not informed after the fact.
High

Scoring Your Results

Section Your Score Status What it means
CRM Data Integrity (10 items) __ / 10 — 0–4: CRM is a liability. 5–7: Fixable gaps. 8–10: Strong foundation.
Pipeline & Funnel (10 items) __ / 10 — 0–4: Revenue is leaking silently. 5–7: Key gaps to close. 8–10: Healthy pipeline system.
Forecast Confidence (9 items) __ / 9 — 0–3: Forecast is a guess. 4–6: Structural issues present. 7–9: Trustworthy number.
GTM Alignment (9 items) __ / 9 — 0–3: Teams operating in silos. 4–6: Partial alignment. 7–9: Unified revenue motion.
Operating Cadence (9 items) __ / 9 — 0–3: Cadence is reactive. 4–6: Inconsistent rhythm. 7–9: Disciplined operating model.
Total __ / 47 0–18: High risk · 19–33: Moderate · 34–47: Strong Items marked Critical that are unchecked are your highest priority, regardless of total score.
Premium RevOps Advisory · revassured.com · kashish@revassured.com
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