Sales Day 10
Map how opportunities actually enter the business
Trust is ahead of systems; leadership needs an honest picture of which relationships and introductions still drive the funnel.
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 .
Your 100-day focus
Complement referral strength with outbound and field sales discipline
Relationships and reputation are carrying the business. The next 100 days should protect that while you add motions that do not depend on who already knows you.
- Give SDRs or BDRs a weekly plan: accounts to call, intros to ask for, and meetings to book, not only inbound follow-up.
- Pick one non-referral channel (outbound, events, partners) with a named owner and a 60-day test budget.
- Make the story on the website and in the deck match what your best sellers say in the room.
- Track a simple monthly count: net-new qualified opportunities 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 Systems
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 · Diagnose & stabilize
Existing trust is carrying growth; this phase makes pipeline and operating discipline visible so that trust can scale.
| Type | Action | Why | Target | Done when |
|---|---|---|---|---|
| Sales | Map how opportunities actually enter the business | Trust is ahead of systems; leadership needs an honest picture of which relationships and introductions still drive the funnel. | Day 10 | Single diagram of sources with % estimates agreed by sales and marketing |
| Sales | Document the standard path from intro to qualified opp | Referral-led growth breaks when every deal follows a different informal path. | Day 21 | One-page playbook used in deal reviews |
| Ops | Assign one owner for CRM hygiene on new opps | Visibility has to catch up to reputation before you scale outbound or paid. | Day 30 | New opps created with required fields ≥90% of the time |
Sales Day 21
Document the standard path from intro to qualified opp
Referral-led growth breaks when every deal follows a different informal path.
Ops Day 30
Assign one owner for CRM hygiene on new opps
Visibility has to catch up to reputation before you scale outbound or paid.
Days 31–60 · Targeted activation
Turn relationship access into one or two repeatable motions without diluting what buyers already trust.
| Type | Action | Why | Target | Done when |
|---|---|---|---|---|
| Sales | Pilot one non-referral channel with a 60-day owner | Trust-based access needs a parallel motion so growth is not hostage to introductions alone. | Day 45 | Channel owner named; leading indicators tracked weekly |
| Strat | Package a repeatable offer for partner or customer introductions | Relationships scale when advocates know exactly what to say and who to send. | Day 60 | One-pager and email template in use |
| Mktg | Tighten message on site and deck to match talk track | Credibility erodes when digital touchpoints tell a different story than your best reps. | Day 60 | Homepage and deck updated; sales sign-off recorded |
Sales Day 45
Pilot one non-referral channel with a 60-day owner
Trust-based access needs a parallel motion so growth is not hostage to introductions alone.
Strat Day 60
Package a repeatable offer for partner or customer introductions
Relationships scale when advocates know exactly what to say and who to send.
Mktg Day 60
Tighten message on site and deck to match talk track
Credibility erodes when digital touchpoints tell a different story than your best reps.
Days 61–100 · Build the machine
Institutionalize the motions that worked in 31–60 so growth is less founder- or deal-dependent.
| Type | Action | Why | Target | Done when |
|---|---|---|---|---|
| Sales | Institutionalize the channel that worked in days 31–60 | Trust-led firms stall when pilots end without budget, owner, and metrics. | Day 75 | Channel in operating plan with quarterly target |
| Sales | Set referral or partner goals with named accounts | Relationship motion scales when advocates know who to target next. | Day 90 | Account list and touch plan active |
| Sales | Run a QCPR-style commercial review | Funds and boards align faster when trust, pipeline, and ops are on one scorecard. | Day 100 | Review held; next-quarter priorities logged |
Sales Day 75
Institutionalize the channel that worked in days 31–60
Trust-led firms stall when pilots end without budget, owner, and metrics.
Sales Day 90
Set referral or partner goals with named accounts
Relationship motion scales when advocates know who to target next.
Sales Day 100
Run a QCPR-style commercial review
Funds and boards align faster when trust, pipeline, and ops are on one scorecard.
After 100 days · Status, report, next plan
The first 100 days are a sprint, not the finish. Use this block with your leadership team or operating partner to capture what changed, and what gets funded next.
| Focus | Questions for your team |
|---|---|
| What worked | Which motions, channels, or fixes produced pipeline or revenue you would repeat? Name owners and leading indicators that proved reliable. |
| What did not | What experiments, hires, or programs under-delivered? Separate “not enough time” from “wrong bet.” |
| Prioritize next | Given capacity and concentration risk, what are the top 2–3 commercial bets for the next quarter? What will you stop doing? |
| Proof for the board / IC | What metrics, customer proof, or operating rhythm will you show at the next review? Tie each to a named owner and date. |
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.