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Free GTM Skills / Measurement and reporting

Scorecard and OKRs

Turn a founder's revenue goal into three 90-day objectives with measurable key results, a weekly scorecard where every number has a source, a 30-minute weekly go‑to‑market meeting that reads it, and a 90-day review that resets the plan. Use when a company sets goals but never checks them, when marketing and sales argue about whose numbers are right, when the founder asks are we on track, what should we measure, set OKRs, build a scorecard, weekly marketing meeting, leading indicators, quarterly planning or is marketing working. Works on its own; the CRM report, if one exists, is the data source.

By Matt Santos, BOM Growth. Free under the MIT license.

Install

npx skills add BOM-Growth/b2b-gtm-skills --skill scorecard-and-okrs

Run it in your project folder, then ask Claude Code for scorecard-and-okrs by name or in your own words.

skills/scorecard-and-okrs/SKILL.mdView on GitHub

Goal: everyone on the go‑to‑market team knows the three things that matter this quarter, sees the same numbers every week, and knows whether the plan is working early enough to change it. Leading indicators (conversations, meetings, pipeline created) over lagging ones (revenue), because revenue is the result of what was done 60 days ago.

Before you start

This skill works on its own. If the person has their own marketing brain folder, read the goals, offers and any CRM or reporting files. If they do not have one, ask: the revenue or customer goal for the next 12 months in numbers, the current numbers (customers, average deal size, deals won last quarter, leads per month, close rate if known), where leads come from today, and what the team does each week.

Ask the founder what winning looks like in 90 days, in their words, before anything else. The objectives are a translation of that sentence, not a replacement for it.

Tools this skill uses when the person has them. None are required; the scorecard starts as a sheet.

Step Tool What for
Numbers HubSpot or Pipedrive reports; Google Analytics 4; the ad platforms; the booking tool Each scorecard line names one of these as its source
Scorecard Google Sheets, or a CRM dashboard once the numbers are trusted; Databox if they use it One tab per week, targets beside actuals
Meeting A recurring 30-minute calendar event; Fathom or Granola to record it; Slack for the actions The same agenda every week
OKRs One page in Google Docs Three objectives, read at every meeting

Steps

  1. Do the goal math backwards. Revenue goal, divided by average deal size, equals deals needed. Deals needed, divided by close rate, equals proposals or demos needed. Divided by the demo-to-discovery rate, equals discovery calls needed. Divided by the lead-to-call rate, equals leads needed. Divide by 12 for the monthly numbers and by 52 for weekly. Use the company’s real rates where known and a stated assumption where not; mark assumptions “(assumed)” and plan to replace them with real rates in 60 days. This chain is the scorecard.

  2. Write three objectives for the quarter. An objective is a plain sentence about a change in the business, not a task: “qualified pipeline from the wedge segment is predictable”, “the sales process runs without the founder on every call”, “the website is the top lead source”. Three, not five. If the founder has more, the fourth goes on a parking list for next quarter.

  3. Write two or three key results per objective. A key result is a number with a date: leads from the segment per week, demos held per month, days from lead to first call, proposals sent, website-sourced deals, cost per qualified lead. Each key result is measurable from a named source and sits on the scorecard. If it cannot be measured, it is not a key result; it is a task.

  4. List the initiatives under each key result. The projects and routines that will move the number: the outbound run, the homepage rewrite, the event, the content routine, the CRM fix. Each with an owner and a date. Initiatives are what the week’s work is; key results are how you know it worked.

  5. Build the scorecard. One row per number in the goal chain plus the key results. Columns: the measure, the source, the weekly target, then one column per week for the actual, then on track or off track. Ten to fifteen rows. Leading indicators at the top (leads by source, leads contacted within target, discovery calls held, demos held, proposals sent, pipeline created), lagging at the bottom (deals won, revenue, average deal size, sales cycle days). Add one row for each active channel with its leads and cost.

  6. Name the source and the owner for every row. Who pulls the number, from where, by when each week. A row with no source is removed until it has one. If the CRM cannot produce a number, that is a task for the CRM, and the number is tracked by hand until then.

  7. Set the weekly meeting. Thirty minutes, same time, same agenda:

    • Scorecard (10 minutes): each row, actual against target, on or off track. No stories unless off track.
    • Off-track rows (10 minutes): what happened, what changes this week, who owns it.
    • Initiatives (7 minutes): status in one line each, blockers.
    • Decisions and actions (3 minutes): written down, with owners, in the shared channel. The scorecard is filled before the meeting, not during it. Whoever runs sales and whoever runs marketing are both in the room; it is one go‑to‑market team.

  8. Set the monthly review. Thirty minutes extra once a month: the month’s numbers against target, what worked and what did not by channel, the two or three changes for next month, and a short written note that becomes the monthly report. If a client, a board or a partner gets a report, it is this note with a one-page summary on top.

  9. Run the 90-day review. In the last week of the quarter: each key result scored (met, close, missed) with the reason; what the quarter taught about the segment, the message, the channels and the team; the assumed rates replaced with real ones; and three new objectives for the next quarter. Decide what to stop, what to continue, and what to start, including whether the next step is a hire, a contractor or a tool.

Rules

  • Three objectives. Two or three key results each. More is a to-do list.
  • Every number has a source and an owner, or it is not on the scorecard.
  • Leading indicators drive the meeting; revenue is read, not debated.
  • Targets come from the goal math, not from last year plus ten percent.
  • The scorecard is filled before the meeting. The meeting is for decisions.
  • One go‑to‑market team, one scorecard. Sales and marketing do not keep separate numbers.
  • Change the plan when the numbers say so, at the monthly or quarterly review, not every week.

Output

Return the goal math chain with assumptions marked, the three objectives with key results and initiatives, the scorecard with sources and owners, the weekly meeting agenda, the monthly review and report template, and the 90-day review template.

If the person has their own marketing brain folder, save to it:

  • 3-strategy/goals.md: the goal math, the objectives and key results, dated by quarter
  • 4-playbooks/ as reporting.md: the scorecard definition, the meeting agenda and the review templates
  • 5-current/priorities.md: this quarter’s initiatives with owners and dates
  • 5-current/decisions-log.md: one line per weekly decision

If they do not have one, return the OKR page and the scorecard sheet as files. Do not set up a brain unless they ask.

Next: crm-setup if the sources for the rows do not exist yet. Any skill whose output is an initiative here. hire-and-ramp when the 90-day review says the next step is a person.

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