Sales Day 10
Map out exactly how opportunities come into the business
Leadership needs a clear, honest view of which relationships and introductions are driving the pipeline, not assumptions.
SAMPLE - GTM Playbook Builder | Catalyst Systems
Instructions
This tool is meant to generate a sample GTM playbook, not investor-ready, legal, or financial advice. Use Update Playbook to have our AI think through your inputs. The focus, scores, and copy refresh from what you entered. What you see here is to get your gears turning, not a finished strategy for your board. How Mavenray approaches GTM playbooks .
Catalyst Systems's 100-Day Go-to-Market Plan
The Goal
Most business comes through referrals and repeat clients. That is a strong foundation, but growth slows when introductions slow down. This plan builds a second way to bring in new business.
Four things this plan is designed to do:
- Give sales reps a weekly action plan: specific accounts to call, introductions to ask for, and meetings to book, not just inbound leads to follow up on.
- Pick one new channel (outbound calling, events, or partnerships), assign one person to own it, and run a 60-day test with a defined budget.
- Make sure the website and sales deck say the same thing your best salespeople say in meetings.
- Track one simple number every month: how many qualified new opportunities came in that did not start as a referral.
Company
The company this playbook was built for. On a private playbook it is your firm; on the sample it is a demo company.
Catalyst
Overall readiness
Average of positioning, pipeline, and platform scores (0–100). Use it to track progress as you fill inputs, not as a board KPI.
59
Pipeline
Blend of channel diversity, over-reliance on one source, and whether you gave a real mix vs estimates.
58
Dominant focus
The single commercial bottleneck the next 100 days should treat as primary. Everything else in the plan supports this.
Trust and relationships are ahead of repeatable commercial systems
Days 1–30: Understand What's Actually Happening
Before changing anything, get an honest picture of how business comes in today. Most revenue still comes from existing relationships. That is fine, but it needs to be clearly documented before you try to build something new alongside it.
| Area | What to Do | Why It Matters | Due | How You'll Know It's Done |
|---|---|---|---|---|
| Sales | Map out exactly how opportunities come into the business | Leadership needs a clear, honest view of which relationships and introductions are driving the pipeline, not assumptions. | Day 10 | A single diagram showing lead sources with estimated percentages, agreed on by both sales and marketing |
| Sales | Write down the standard path from first introduction to a qualified opportunity | When every deal follows a different informal process, referral-based growth becomes hard to scale or hand off. | Day 21 | A one-page process document that gets used in deal review meetings |
| Operations | Assign one person to keep the CRM clean for new opportunities | You cannot scale outbound or paid marketing if you do not have reliable data on what is already in the pipeline. | Day 30 | New opportunities are entered with all required fields filled in at least 90% of the time |
Sales Day 21
Write down the standard path from first introduction to a qualified opportunity
When every deal follows a different informal process, referral-based growth becomes hard to scale or hand off.
Operations Day 30
Assign one person to keep the CRM clean for new opportunities
You cannot scale outbound or paid marketing if you do not have reliable data on what is already in the pipeline.
Days 31–60: Test Something New
Use the relationships and credibility you already have to launch one or two new ways of generating business, without disrupting what is already working.
| Area | What to Do | Why It Matters | Due | How You'll Know It's Done |
|---|---|---|---|---|
| Sales | Launch a pilot of one non-referral channel with a single owner responsible for results | Relying only on introductions puts growth at the mercy of other people's schedules and goodwill. A parallel channel reduces that risk. | Day 45 | A named channel owner is in place and tracking weekly progress metrics |
| Strategy | Create a simple, reusable offer that partners or existing clients can easily share | Advocates send more referrals when they know exactly who to send and what to say about you. | Day 60 | A one-page summary and an email template are ready and in use |
| Marketing | Update the website and sales deck so they match what your best salespeople actually say | When your website and sales deck tell a different story than your sales team tells in person, it creates confusion and undermines trust. | Day 60 | The homepage and deck are updated, and the sales team has signed off on the messaging |
Sales Day 45
Launch a pilot of one non-referral channel with a single owner responsible for results
Relying only on introductions puts growth at the mercy of other people's schedules and goodwill. A parallel channel reduces that risk.
Strategy Day 60
Create a simple, reusable offer that partners or existing clients can easily share
Advocates send more referrals when they know exactly who to send and what to say about you.
Marketing Day 60
Update the website and sales deck so they match what your best salespeople actually say
When your website and sales deck tell a different story than your sales team tells in person, it creates confusion and undermines trust.
Days 61–100: Make It Stick
Take the things that worked in the first 60 days and turn them into a permanent part of how you operate, so growth does not depend on any one person or deal.
| Area | What to Do | Why It Matters | Due | How You'll Know It's Done |
|---|---|---|---|---|
| Sales | Make the channel that worked in days 31–60 an official, funded part of the business | Pilots die when they end without a budget, an owner, or a target. Lock it in. | Day 75 | The channel is in the operating plan with a quarterly goal attached |
| Sales | Set specific referral and partner goals tied to named accounts | Relationship-based growth scales when your advocates know exactly who you want to meet next. | Day 90 | An account list and outreach plan are active |
| Sales | Hold a formal commercial review (similar to a quarterly business review) | Leadership and investors align faster when pipeline health, sales activity, and operational results are all reviewed together in one place. | Day 100 | The review has been held and next-quarter priorities are written down |
Sales Day 75
Make the channel that worked in days 31–60 an official, funded part of the business
Pilots die when they end without a budget, an owner, or a target. Lock it in.
Sales Day 90
Set specific referral and partner goals tied to named accounts
Relationship-based growth scales when your advocates know exactly who you want to meet next.
Sales Day 100
Hold a formal commercial review (similar to a quarterly business review)
Leadership and investors align faster when pipeline health, sales activity, and operational results are all reviewed together in one place.
After 100 Days: What Did We Learn?
The first 100 days are a starting point, not the finish line. Use these questions with your leadership team to capture what changed, and decide what gets invested in next.
| Topic | Questions to Answer |
|---|---|
| What worked | Which channels, outreach approaches, or operational fixes generated new pipeline or revenue you would do again? Who owned them, and what were the early signs they were working? |
| What didn't work | Which experiments, hires, or programs fell short? Be honest about whether something needed more time, or was simply the wrong bet. |
| What's next | Given your team's capacity and the risk of being too dependent on a small number of clients, what are the top 2–3 commercial priorities for next quarter? What will you stop doing to make room? |
| What to show the board | What data, customer proof points, or process improvements will you present at the next review? Assign a name and a date to each one. |
This section is for your team's working notes. Nothing here is scored or shared until you choose to.
Use this to align on what to do first. For hands-on shepherding, RevOps, or talent, see how Mavenray works with teams like yours. How Mavenray helps teams execute.