Write a GTM plan you can actually defend.
Verdict-first: the two or three bets, the motions, the targets, the capacity math, and the risks.
Inside: The verdict, the bets, the capacity math, and the risks.
Install it in one line, or paste it in.
~/.claude/skills/ and runs automatically when it is relevant.Connect your context. Set it to your motion.
it reads your real win rate, deal size, and cycle instead of using estimates, so the capacity math is grounded.
adds real funnel conversion so the top-of-funnel target is not a guess.
sizes the addressable market so the bets are checked against reality, not hope.
This was built for a B2B SaaS org planning a quarter or a year against a revenue target. Set these to your model:
Set the rates from your own history. Borrowed benchmarks are the fastest way to plan a number you cannot hit.
| Set this | What it is | Default / Example |
|---|---|---|
| PERIOD | the planning window | quarterhalffiscal year |
| TARGET | the number to hit | new ARRnet revenuelogos |
| MOTIONS | how you go to market | inboundoutboundpartnerexpansion |
| WIN_RATE | close rate by motion | your trailing-quarter actual |
| DEAL_SIZE | average deal | your trailing-quarter actual |
| CYCLE | average days to close | your trailing-quarter actual |
| CAPACITY | reps x ramped productivity | heads x per-rep numberramp-adjusted |
| BET_LIMIT | how many bets to allow | 3 (a plan with 7 bets has none) |
Everything the skill does, in full.
Takes your target and your constraints and structures the plan behind them. It forces the plan down to the two or three bets that actually matter, names the motion behind each, sets the targets, runs the capacity math that tells you whether the number is even reachable with the team you have, and lists the risks that would break it. It leads with the verdict: reachable, reachable-if, or not with this capacity.
- 1Verdict first
The plan opens with the call: REACHABLE, REACHABLE_IF, or NOT_WITH_THIS_CAPACITY. Everything under it is the evidence. A leader should get the answer in the first line and the reasoning in the rest. No burying the gap on slide 14.
- 2Two or three bets
The plan is forced down to a BET_LIMIT of two or three bets, each a specific way you intend to hit the number: a segment, a motion, a product line, a geography. A plan that lists everything commits to nothing. Each bet gets a target and an owner.
- 3Motion per bet
Each bet names the motion that delivers it and the few activities that motion depends on. Outbound bet, it names the account count and the touch model. Expansion bet, it names the base and the trigger. The motion is how the bet actually happens.
- 4Capacity math
The hard check. Ramped-rep capacity times productivity is compared to the target. Working from the target backward through WIN_RATE, DEAL_SIZE, and CYCLE gives the pipeline and the activity the plan requires, then that is checked against the heads and ramp you actually have. If the math does not close, the verdict is REACHABLE_IF and the gap is named in heads, pipeline, or rate.
- 5Risks that break it
Three to five risks, each with the assumption it threatens and an early signal that it is going wrong. Ramp slower than modeled, win rate reverts, a bet under-delivers. Risks are tied to the number, not a generic list.
- The plan opens with the verdict, never with context.
- Bets are capped at BET_LIMIT, each with a target and an owner.
- Capacity math is shown working backward from the target, not asserted.
- Every rate used is labeled as actual or estimate, and estimates are flagged.
- Each risk names the assumption it threatens and the signal to watch.
GTM PLAN · Q_ · target $4.0M new ARR VERDICT: REACHABLE_IF (short ~1.5 ramped reps, or +8pts win rate) The bets: 1. Mid-market outbound target $2.0M owner: Sales lead 2. Install-base expansion target $1.4M owner: CS lead 3. Partner-sourced target $0.6M owner: Partnerships Capacity math (backward from target): $4.0M / $40K deal = 100 deals 100 deals / 25% win = 400 qualified opps needed Current ramped capacity covers ~330 opps Gap: ~70 opps = ~1.5 reps or an 8-pt win-rate lift Top risks: 1. New-hire ramp slips a month -> watch week-6 pipeline per rep 2. Expansion trigger softer than modeled -> watch base usage trend 3. Partner motion is unproven -> watch first sourced opp by week 4
The deal size, win rate, and BET_LIMIT here are illustrative, not benchmarks. The capacity formula is real and the one thing you should not skip: target divided by deal size, divided by win rate, gives the opps you need, checked against ramped heads. Feed it your own rates. The framework does not change. The plan is yours.
Where an operator takes this next.
The plan works from the numbers you paste in. Here is where it stops going stale the week after you present it.
The plan stops being a slide and starts being a number you can watch move.
A scheduled Claude task reruns the capacity math weekly against live Salesforce pipeline, so the verdict updates before the QBR instead of at it.
Connect Snowflake or your warehouse so win rate and cycle length pull from actual closed-won data by motion, not a single quarter's estimate.
Wire Slack alerts to the specific signals named in each risk (new-hire ramp, base usage trend, first sourced partner opp) so a slipping bet surfaces in week 4, not at quarter-end.
One skill is the on-ramp.
A single skill does one job. Chained into a playbook, or run as a full build, it becomes a system. Here is where this one plugs in.