1. Can we name the accounts that matter?
Ask sales and marketing to describe the ideal customer separately. Compare their answers. If they disagree on the buyer, business problem, or offer, more activity will amplify the gap.
- Which accounts have a clear reason to buy now?
- Which service lines are the strongest fit for those accounts?
- Where do we have credible expertise and delivery capacity?
2. Can a buyer explain our value?
Look at the language across your website, proposals, and sales conversations. A list of capabilities is not the same as a clear reason to choose the firm.
- What problem do we solve for a specific buyer?
- What evidence supports that promise?
- What does the buyer need to believe to take the next step?
3. Where does momentum stop?
Follow recent opportunities through the funnel. Use agreed stage definitions and look for repeated gaps between interest, qualification, and follow-through.
- Which sources create qualified conversations?
- Where do opportunities stall?
- Who owns the next step at each handoff?
4. Are partners running a shared play?
A strong relationship can open a door. A repeatable motion needs a shared account focus, a relevant offer, and clear responsibilities.
- Which partners share our priority accounts?
- What can we take to market together?
- How will both teams follow up?
5. What will we change first?
Summarize the evidence, choose the most consequential constraint, and name an owner. Sequence the next 90 days around that decision rather than launching every possible initiative.
- What evidence supports the priority?
- What depends on it being fixed?
- How will we know the change is working?