Configure scoring
Adjust weights, enable or disable elements and additional reads, reassign milestones between gates, and edit gate durations before scoring a transcript. Changes here are a working copy held in this browser tab — they do not modify the extracted rubric on disk.
Element weights
Set how much each element counts toward the weighted score, or turn one off to exclude it entirely. Turning an element off or back on rescales the remaining active elements so the total stays at 100%.
6 of 6 elements active.
| Element | Weight | Active | Definition |
|---|---|---|---|
| Metrics | % | The measurable business outcomes the customer expects a successful purchase to produce. | |
| Executive Sponsor | % | The economic buyer who controls budget and must approve the purchase. | |
| Decision Criteria | % | The formal and informal standards the customer will use to evaluate options. | |
| Decision Process | % | The steps, approvals, and timeline the customer will follow to reach a decision. | |
| Identify Pain | % | The business problem creating urgency for the customer to change. | |
| Champion | % | An internal advocate who sells on your behalf and carries influence with decision makers. |
Additional reads
These reads give the manager extra context on rep behavior and deal qualification alongside the scorecard. They never affect the weighted score — turning one off simply hides it from the scorecard.
Rep behavior
| Read | Active | Guidance |
|---|---|---|
| Discovery Depth | Discovery Calls slide (topics: Value Pyramid, Current State, Future State, Maturity Assessment, Path to Partnership, Key Team Map) and Example Discovery Questions slide's 'what to listen for' guidance | |
| Value Proposition Delivery | Value Prop slide (Strategy for Everyone / Actionable and Measurable / Dynamic and Adaptive) and Demo Types slide distinguishing the 'canned' Value Demo from the Custom Demo talk track that focuses on the customer's needs and goals | |
| Pricing Discipline | Pricing Rationale slide ('Avoid pricing discussions before we understand a business... push off pricing discussions, giving you time to learn more before putting a price tag out there') and Sales Flow / Sales Stages requirement that price be finalized at the ES Meeting / Go-No-Go stage (milestone 16, Exit SS4) |
Deal qualification
| Read | Active | Guidance |
|---|---|---|
| ICP Fit | ICP - Strategic Maturity slide's Level 1-5 fit ratings, combined with Example ICP - (Company) and Example ICP - Firmographic slides (employee size, industry, revenue, geography, organizational complexity) | |
| Persona Fit | Buyer Personas & Pain Points slides (1) and (2), which assign an explicit Influence Level (Budget Owner & Champion, Budget Owner, Champion & Influencer, Influencer, Champion) to each persona | |
| Purchasing Triggers | Key Purchasing Triggers slides (1) and (2), listing 8 triggers with 'why it matters' and 'how to identify it' guidance |
Milestone assignment
Each milestone belongs to one gate in the stage-gate model. Reassign a milestone if it better reflects how your process actually works. Every gate must retain at least one milestone, so a gate's only remaining milestone cannot be moved.
- 1.SDR Qualified
- 2.Value Demo
- 3.Scheduled First Discovery
- 4.Before State & Future State Drafted
- 5.MEDDIC Qualification Approved
- 6.Strategic Maturity Assessment Complete
- 7.Custom Demo Complete
- 8.Champion Built and Tested
- 9.Key Team Mapped Out
- 11.Leadership Demo Complete
- 12.EB POC Success Criteria Agreement
- 10.POC Success Criteria Built with Champion
- 13.Path to Partnership Drafted
- 15.TVE/POC (If Necessary) Complete
- 14.CS/Implementation Methodology Overview
- 16.Pricing Finalized
- 17.SOW + MSA + Contracting initiated
Gate durations
These are the expected day ranges for a deal to clear each gate. Edit the minimum and maximum per gate — the minimum cannot exceed the maximum.
| Gate | Min days | Max days | Guidance |
|---|---|---|---|
| Stage 0 (SS0) | Valid | ||
| Stage 1 (SS1) | Valid | ||
| Stage 2 (SS2) | Valid | ||
| Stage 3 (SS3) | Valid | ||
| Stage 4 (SS4) | Valid | ||
| SS0 to SS4 total | 59 days | 96 days |
Conversion & close rates
These are average stage conversion rates for a running 3 quarters. The AI assessment uses these, together with other criteria, to estimate percentage chance of closing by the CRM close date.
Stage conversion rates
| Stage | Conversion rate |
|---|---|
| Stage 0 to 1 | % |
| Stage 1 to 2 | % |
| Stage 2 to 3 | % |
| Stage 3 to 4 | % |
| Stage 4 to CW | % |
Stage close rates
| Stage | Close rate |
|---|---|
| Stage 0 to CW | % |
| Stage 1 to CW | % |
| Stage 2 to CW | % |
| Stage 3 to CW | % |
| Stage 4 to CW | % |