Quick intro — where are we starting from?

• Tell me your company name, one-sentence description of the product, and current funding stage.
• What is the primary objective of this raise right now? Options: Scale sales, Hire GTM / engineering, Enter new market / vertical, Extend runway, Product development, M&A / strategic options, Other
• How many full-time employees do you have and what's your best current ARR or run-rate estimate?
• Who is your primary buyer persona today? (pick the closest fit) Options: Hospital / Health system buyer (CIO/CMIO/Procurement), Enterprise IT buyer / Head of Infrastructure, Finance / CFO / Treasury, Payments / Head of Payments, Energy buyer / Facility Ops, Mid-market buyer / Ops leader, Other
• How soon do you need to finalize a lead investor / board partner? Options: Immediate — within 2 weeks, Near-term — 2–6 weeks, Normal — 6–12 weeks, Exploratory — >12 weeks

What keeps you up at night when you think about board partners?

• If the wrong board partner joined you, what single outcome would most derail your roadmap or valuation? Options: Leak of strategic IP / product roadmap, Portfolio conflict with a competitor, Pressure from LPs to exit early, No tangible GTM introductions or follow-through, Excessive control / governance friction, Other
• Have you experienced a harmful investor or sector partner before? Tell the story and the concrete consequences it created.
• Which signals do you look for that tell you a partner will be more brand than operational help? Options: Busy schedules, little follow-through, Reputation but few portfolio introductions, High-profile LPs but shallow sector experience, Generic advice not tied to our buyer persona, Other
• When you feel anxious about an investor relationship, how does that usually show up in decision-making? Options: Delay hiring key roles, Avoid strategic conversations, Push for higher valuation to compensate, Seek alternate offer even if worse fit, Other
• How do you prefer to validate a partner’s reputation—who do you call and what do you ask them? Options: Portfolio CEOs, Former founders they've worked with, Industry execs / customers, LPs or limited partners, Public signals (press, track record), Other

Show me the GTM bottlenecks — where should a sector partner actually move the needle?

• What’s the single GTM bottleneck that, if cleared, would most accelerate revenue growth in the next 90 days?
• Which metrics best describe your current GTM health (pick all that apply)? Options: Lead volume, Sales cycle length, Conversion rate (MQL→SQL→Opp), Average deal size / ACV, CAC / LTV, Churn / Retention, Other
• Describe the typical procurement cycle for your buyer — what timelines, committees, or pilots do you encounter?
• Where are you failing to hire or scale GTM talent? Be specific on roles, seniority, and hires you’ve tried but couldn’t land.
• When partners have helped you previously, what did ‘help’ look like in concrete actions (introductions, interview support, co-selling, thought leadership)? Options: Targeted buyer intros, Interview / hiring support, Co-selling / demo join, Market positioning and ICP refinement, Access to strategic customers (LPs), Other
• How do you evaluate the quality of an introduction—what must happen after the intro for you to call it successful? Options: Intro leads to qualified meeting, Intro engages procurement champion, Intro shortens sales cycle, Intro results in pilot / POC, Intro leads directly to paid engagement, Other

If a sector specialist could prove it in 30–90 days, what would that proof look and feel like?

• Would you prioritize guaranteed buyer introductions, hiring help, or proprietary market intelligence if you could only get one in the first 90 days? Options: Guaranteed buyer introductions, Hiring / recruiting GTM leaders, Proprietary market intelligence & ICP refinement, Structured community access to strategic buyers, A combination of the above
• What measurable success signals would convince you the partner delivered value in the first 90 days? Be specific on counts, outcomes, or KPIs.
• What timeframe for those signals would feel acceptable to you? Options: Within 30 days, Within 60 days, Within 90 days, Within 6 months
• What acceptance criteria would you use after close to sign off that the partnership is working (e.g., 3 qualified buyer meetings, first hire made, pilot secured)?
• Have you ever accepted a partner guarantee before? If so, what was promised and how did it land?

Who needs to say yes (and who could say no)?

• If one stakeholder vetoes this partner, is the deal dead, or can you negotiate around them? Options: Deal is dead, Negotiable with concessions, Depends on who vetoes, Unsure
• List the decision-makers involved in choosing a lead investor or board partner and their primary concern (e.g., CEO—execution; CTO—IP/data protection).
• Which roles have explicit veto power or final sign-off on governance? Options: CEO / Founder, Board chair / existing lead investor, CTO / Head of engineering, Lead product executive, Other investors / syndicate, Legal / compliance
• Are there external constraints that will shape your choice—existing LP preferences, strategic investor relationships, or potential acquirers in your cap table? Options: Yes — strategic LPs present, Yes — potential acquirer LPs present, No external constraints, Not sure / need to check
• What internal politics or cultural preferences should a prospective partner understand before engaging?
• How quickly can your decision-makers align—what is your target timeline to consensus? Options: Under 2 weeks, 2–4 weeks, 4–8 weeks, 8–12 weeks, Flexible / exploratory

Where might conflicts live—and how would you want them handled?

• If the fund had a portfolio company that later competed with you, what disclosures or structural guards would you expect up front?
• Which kinds of portfolio overlap would be unacceptable to you? Options: Same core product / feature set, Same named customers / buyers, Overlapping go-to-market territory, Shared proprietary data / integrations, Adjacent feature expansion potential, Other
• What mitigation steps would make you comfortable (e.g., partner recusal, Chinese walls, carve-outs, explicit non-compete periods)? Options: Recusal from relevant board votes, Formal Chinese wall between portfolio teams, Contractual carve-outs / exclusivity, Defined IP protections, Public disclosure of portfolio overlap, Other
• Do you want the chance to run back-channel references with portfolio founders and LPs before signing? If yes, which parties do you want to speak to first? Options: Portfolio CEOs, Former founders, Strategic LP contacts, Industry buyers / target customers, Other
• Tell me about a time you saw a conflict create real harm—what happened and how would you have wanted it resolved?

What would a successful 0–90 day onboarding and partnership actually look like?

• Would you rather have a guaranteed meeting with a target buyer in 30 days, a committed hire in 60 days, or a documented market intelligence brief in 30 days? Which matters most and why? Options: Guaranteed buyer meeting (30d), Committed hire support (60d), Market intelligence / ICP brief (30d), All three, if possible, Other
• What exact introductions would you want prioritized (company names, buyer roles, function), and how many introductions would feel meaningful in the first 90 days?
• What reporting cadence and visibility do you expect from a board partner in the first six months? Options: Weekly updates, Biweekly check-ins, Monthly summaries, Quarterly strategic reviews, Ad-hoc as needed
• What guarantees or acceptance criteria would you include in the term sheet or onboarding doc to ensure accountability after close? Options: Number of intros, Timebound hiring support, Dedicated partner hours per month, Introduction to specific LP customers, Other
• How much follow-on capital capacity do you expect from a lead partner, and what is the minimum and ideal range? Options: No follow-on needed, $5M–$10M, $10M–$20M, $20M+, Unsure / flexible
• Who on your team will own the execution of partner-driven introductions and hires post-close?

Final gut-checks — deal breakers, must-haves, and next moves

• If everything else were equal, what single non-negotiable would make you choose a sector specialist over a top-tier generalist? Options: Guaranteed targeted buyer intros, Partner has deep operator credibility in our buyer persona, No portfolio conflicts / strict disclosure, LP base without acquirer pressure, Clear follow-on capacity, Other
• List your top three deal breakers (things that would stop the process) and top three must-haves (things that would make you sign today).
• How ready are you to move forward on the timeline we discussed? Options: Ready immediately, Ready in 2–4 weeks, Ready in 4–8 weeks, Exploratory / not ready
• Which next step would be most useful right now? Options: Schedule intro call with lead partner, Share detailed GTM metrics and deck, Arrange back-channel reference calls, Receive a draft term outline, Other
• Who should we contact to run reference checks or to validate LP relationships (name, role, and contact preference)?
• Is there anything we haven’t asked that would change how you evaluate a sector-focused board partner?

• Current State & Impact Diagnosis
• Partner Match & 90‑Day Introduction Roadmap
• Hiring & Talent Acceleration Workshop
• Market Intelligence, Pricing & GTM Playbook
• Convergence & Commitment Review

• Ensure every recommended play ties back to the diagnosed consequence and is validated by the founder.
• Founder to provide 3-month revenue and pipeline metrics to validate consequence figures.
• CustomerNode/Partner to draft and share the single-sentence Current State, Consequence, and Future State for founder sign-off.
• Founder to list top 10 target accounts and known procurement contacts before the next meeting.
• Current Hiring State & Impact
• Agree top hiring priorities and the success metrics for each role.
• Secure partner commitment to sourcing timelines and candidate volume/quality targets.
• Define the interview scorecards and decision SLAs to avoid hiring delays.
• Founder to provide refined job descriptions and compensation ranges for the top 3 roles.
• Partner to deliver an initial shortlist or candidate sourcing plan within 10 business days.
• HR/Founder to schedule interview slots and assign scorecard reviewers.
• Problem-to-Play Mapping Recap
• Deliver a tailored GTM playbook with clear weekly activities and measurable outcomes.
• Provide pricing and procurement benchmarks the founder can use in live negotiations within 30 days.
• Recap Diagnosis & Future State
• Partner to send the detailed market intelligence report and GTM playbook (week-by-week) within 48 hours.
• Founder to select 2 pilot accounts for immediate activation and agree measurement criteria.
• Agree A/B test parameters for messaging and pricing to run over the next 60 days.
• One-line Recap of Diagnosis and Desired Future State
• Mutual sign-off on the integrated plan with named owners and a week-by-week timeline.
• Agree measurable acceptance criteria and proof points to validate Future State.
• Identify and document any conflicts or LP considerations and mitigation actions.
• Finalize and share the integrated Solution Experience one-pager (diagnosis, plan, owners, KPIs) for both parties to execute against.
• Schedule the first 30-day and 60-day KPI review meetings and add owners to the calendar.
• Partner to begin initial intros and candidate outreach within the agreed SLA and report progress at the first checkpoint.
• Produce a prioritized list of target accounts matched to named partner contacts.
• Agree a measurable 90‑day introduction pipeline with cadence, owners, and success criteria.
• Obtain partner commitment to initial intro volume and remediation steps if targets are missed.
• Partner to deliver a contact roster for prioritized accounts with intro owner and preferred opener within 48 hours.
• Founder to prepare and share two ideal customer profiles and any existing contacts at target accounts.
• Schedule the first block of 6 intros in the calendar and assign follow-up owners.
• Introductions & Meeting Objective
• Produce a single-sentence Current State describing where GTM is breaking.
• Agree a quantified Consequence that creates urgency (revenue/time/Risk).
• Define a single-sentence Future State that partnership will deliver and use to prove progress.
• Identify the immediate decision-makers and timing constraints for closing partnership commitments.
• Target Account Prioritization
• Integrated 90‑Day Plan Presentation
• Competitive & Procurement Landscape
• Role Prioritization & Success Metrics
• Founder One-sentence Current State
• Partner Sourcing Playbook
• Partner Contact Mapping
• Pricing & Commercial Benchmarks
• Acceptance Criteria & Proof Points
• Quantify Consequences
• Buyer Personas & Procurement Cycles
• 90‑Day Intro Pipeline & Cadence
• 90‑Day GTM Playbook
• Risks, Conflicts & LP Considerations
• Interview & Acceptance Process
• Validation: Tie Plays to Consequences
• Commitments & Validation
• Commitments, Owners & Next Steps
• Decision Roles & Constraints
• Intro Guarantee & Acceptance Criteria
• Synthesize Future State (One Sentence)
• Onboarding & Ramp Metrics
• Validation: Proof & Commit
• Validation & Agreement

• Internal Pre-Call Alignment
• Back-channel Reference Calls (Portfolio CEOs & Founders)
• Portfolio Overlap Technical Review
• LP Relationship & Exit-Pressure Screening
• Synthesis & Go/No‑Go Decision Meeting

• Draft an LP conflict memo summarizing risk levels, examples, and suggested contractual limits.
• Capture 2–3 verified, quantifiable examples of partner-driven GTM impact per reference.
• Identify any recurring negative signals about conflicts, competitive overlap, or exit pressure.
• Obtain permission to summarize or anonymize quotes for the investment committee memo.
• Record and upload call notes to the deal file with a 1–5 score for GTM help and conflict risk.
• Extract and save one short anonymous quote (if permitted) illustrating partner impact or a red flag.
• Flag any urgent negative signal to the deal lead within 24 hours for immediate escalation.
• One-sentence summary of overlap concern
• Produce a clear overlap classification: safe, manageable with conditions, or disqualifying.
• Specify concrete mitigation language and governance mechanisms if proceeding.
• Assign owners to produce a short overlap report for the investment memo.
• Create a 1‑page overlap map showing product, customer, and pipeline overlap and recommended covenants.
• Draft proposed contractual protections (e.g., customer carve-outs, disclosure obligations) for legal review.
• Request any missing customer lists or product docs from the founder to complete the analysis.
• LP roster & categorization
• Produce a risk-rated list of LPs with specific behaviors that could create exit pressure or conflicts.
• Agree on disclosure obligations and proposed mitigations to include in the deal terms.
• Decide whether any LPs require pre-close engagement or recusal arrangements.
• Meeting objectives & timeline
• If required, prepare a short founder-facing disclosure script and Q&A about strategic LPs.
• Flag high-risk LPs to legal for review of whether additional contractual protections (e.g., ROFR restrictions) are needed.
• One-sentence investment thesis & primary risk
• Reach a clear decision to proceed, proceed with conditions, or decline the investment.
• Define the exact contractual and operational mitigations required to proceed safely.
• Set responsibilities and timeline to finalize terms and disclosures within the 4–8 week window.
• If proceeding, draft term-sheet language and covenant clauses reflecting agreed mitigations.
• Prepare an investment memo annex summarizing references, overlap map, LP risks, and final recommendation.
• Notify founder of outcome and schedule the mutual-commit meeting with the agreed disclosure script and timelines.
• Produce a single, agreed current-state sentence that frames all conversations.
• Define the exact evidence and metrics we need from references and screens.
• Assign owners with deadlines and agree on scoring criteria for all inputs.
• Publish the reference call script, scoring rubric, and list of target references to the team.
• Share the founder-supplied portfolio overlap spreadsheet and LP list to owners.
• Schedule the external reference calls for the next 5 business days with assigned callers.
• Introductions & confidentiality
• Feature / capability mapping
• Current state confirmation
• Reference feedback summary
• Historical behavior & incentives
• One-sentence current-state summary
• Conflict scenarios and likelihood
• Portfolio overlap conclusion
• Key evidence required
• Tangible GTM help and examples
• Customer & contract overlap analysis
• Assign reference & screening owners
• Commercial conflict scenarios
• Disclosure & founder messaging
• Timing and cadence impact
• LP conflict assessment
• Mitigations & governance
• Conflict or information-sharing concerns
• Proposed deal conditions & communications
• Mitigation & governance
• Reference call script and scoring rubric
• Pre-work & artifacts
• Decision & next steps
• Next steps & decision thresholds
• Partner reputation & red flags
• Decision and next steps

• Seat a partner on the company's board
• Deliver five qualified customer introductions in 90 days
• Introduce three strategic corporate LP buyers
• Lead a two-day GTM workshop with operating partners
• Provide monthly sector intelligence dossier
• Introduce three senior commercial or product candidates
• Run an 8‑week strategic customer pilot
• Negotiate and secure customer pilot contracts
• Provide portfolio case-study and win‑story pack
• Syndicate and lead follow‑on funding rounds
• Activate access to strategic procurement channels
• Deliver board‑pack and KPI reporting templates

Seat a partner on the company's board

• Which type of partner representation do you want included in scope? Options: Full board seat (voting), Board observer (non-voting), Advisory seat (no formal board role), No seat required
• When should the partner begin attending board/board-adjacent meetings? Options: Immediately at close, Within 30 days of close, Within 60 days of close, After 90-day onboarding
• What ongoing time commitment do you expect from the partner (hours/month)? Options: <5 hours, 5-10 hours, 10-20 hours, 20+ hours, Unsure
• What governance rights are required or expected from the partner? Options: Standard information rights, Veto rights on certain actions, Consent rights for key hires/transaction, No special governance rights, Other (describe)
• What term length should the partner commitment cover (post-close)? Options: Until next financing, 12 months, 24 months, Indefinite/custom
• How should the partner's compensation/equity be structured (if known)?
• Are there known portfolio conflicts that would disqualify a partner or require mitigation? Options: Yes — we have specific competitors to avoid, No known conflicts, Unsure — need help assessing
• What acceptance criteria will you use to confirm the board seat arrangement is satisfactory after close?

Deliver five qualified customer introductions in 90 days

• Which buyer persona(s) should introductions target? Options: Chief Medical Officer / Clinical Buyer, Head of Procurement, Head of Revenue / CRO, Head of Product / CTO, Other (specify)
• What defines a "qualified" introduction for you? Options: Intro results in scheduled meeting, Decision-maker present, Budget/authority confirmed, Pilot or PO interest, Other (describe)
• Geographic scope for the introductions? Options: Global, Domestic only, North America, EMEA, Other (specify)
• Are introductions expected to include a partner-led warm context message? Options: Yes — partner will warm-introduce and attend initial meeting, Yes — partner will warm-introduce but not attend, No — cold intro or email only
• Do you require the introductions to lead to measurable outcomes (e.g., pilot, MQL, contract)? Options: Yes — pilot or contract, Yes — qualified pipeline meeting, No — awareness/feedback only
• Are there confidentiality or NDA constraints for these introductions? Options: Yes — NDAs required, No, Depends on buyer
• What metrics will indicate success for the 90-day five-intro commitment?

Introduce three strategic corporate LP buyers

• Which types of corporate LPs are priority (e.g., incumbent customers, channel partners, potential acquirers)? Options: Incumbent customers, Channel partners/distributors, Potential acquirers/strategics, Integrators/ISVs, Other (specify)
• What is the desired outcome of each strategic introduction? Options: Customer pilot, Commercial contract, Strategic partnership, Acquisition interest, Other (specify)
• Do introductions require an NDA or pre-shared materials? Options: Yes — NDA before intro, Yes — share executive summary only, No formal NDA required
• Are there specific corporate LPs you already have in mind to include or exclude?
• Should the introductions include the fund partner in the meeting or be an intro-only handoff? Options: Partner joins meeting, Partner does warm intro but does not join, Intro-only handoff
• Geography or market focus for these corporate buyers? Options: Domestic, North America, EMEA, APAC, Global
• What timeline do you expect to convert an introduction into a pilot or contract? Options: Within 30 days, 30-60 days, 60-90 days, Longer than 90 days

Lead a two-day GTM workshop with operating partners

• What are the primary objectives for the two-day workshop? Options: ICP definition, Sales process and playbook, Pricing and packaging, Customer success motions, Other (specify)
• Who should attend from your team (roles and number)?
• Do you prefer the workshop in-person or virtual? Options: In-person, Virtual, Hybrid
• Are there existing GTM artifacts (pitch, ICP, CRM) to be reviewed during the workshop? Options: Yes — we will provide, No — need help creating from scratch
• What follow-up deliverables should the workshop produce (e.g., playbook, prioritized ICP, 90-day plan)?
• What is your preferred timing window for running the workshop? Options: Within 2 weeks, 2-4 weeks, 4-8 weeks, Flexible
• How will you measure the workshop's success after 30/60/90 days?

Provide monthly sector intelligence dossier

• Which topic areas should dossiers prioritize (market sizing, competitor moves, procurement cycles, regulatory updates)? Options: Market sizing and trends, Competitor intelligence, Buyer procurement cycles, Regulatory and reimbursement updates, Other (specify)
• Which format do you prefer for the dossier? Options: Slide deck, One-page brief, Data dashboard, Detailed report
• Who should receive the dossier within your org (roles/emails)?
• Do dossiers need to include named account intelligence or only anonymized trends? Options: Named account intelligence, Anonymized/aggregated trends only, Mixed — some named, some aggregated
• Are there regulatory or confidentiality constraints on dossier distribution? Options: Yes — restricted distribution, No
• What level of detail do you require (high-level insights vs. actionable playbooks)? Options: High-level insights, Actionable playbooks and tactics, Data-rich analysis with sources
• Which cadence and delivery date each month is preferred? Options: First week, Second week, Third week, Flexible

Introduce three senior commercial or product candidates

• Which roles are you hiring for (title and seniority)?
• What minimum experience or domain background is required? Options: Sector-specific experience required, Enterprise sales experience required, Start-up stage experience preferred, Other (specify)
• What is the target compensation band (base + OTE / equity)?
• Are these candidates expected to relocate or work remotely? Options: Relocate, Remote, Hybrid/flexible
• Should introductions include a partner-led reference/assessment call? Options: Yes — partner will validate fit, No — intro only
• What timeline do you expect to hire from intro to offer? Options: <4 weeks, 4-8 weeks, 8-12 weeks, Flexible
• What success criteria will you use to evaluate candidate introductions?

Run an 8‑week strategic customer pilot

• What is the primary objective of the 8-week pilot? Options: Validate technical integration, Prove commercial value (revenue), Showcase outcomes for reference, Other (specify)
• What KPIs will determine pilot success?
• Who will be the customer sponsor and what level of authority do they have?
• Is a formal pilot contract/SOW required before work begins? Options: Yes — formal SOW and terms, No — informal agreement acceptable, Depends on customer
• What resources will your team commit during the pilot (FTEs, data access, integrations)?
• Are there data, security, or compliance requirements to support the pilot? Options: Yes — specific requirements, No
• What commercial conversion steps are expected if the pilot meets success criteria? Options: Paid pilot -> contract, Pilot -> expanded pilot, Pilot -> reference case then pursue sales, Other (specify)

Negotiate and secure customer pilot contracts

• What level of negotiation support do you require? Options: Lead full negotiation, Support with playbook and legal templates, Advisory only
• Which contract elements are most important to negotiate (pricing, IP, liability, term)? Options: Pricing/fees, IP & data rights, Liability & indemnities, Term & termination, Acceptance criteria
• Do you have legal counsel who must review terms, or should the fund coordinate legal review? Options: We have counsel, Fund coordinates review, Both
• How complex is the buyer's procurement process (procurement PO, legal signoff, multiple stakeholders)? Options: Simple — single signatory, Moderate — procurement & legal, Complex — enterprise RFP and multiple approvals
• Are payment milestones or up-front payment required for the pilot? Options: Yes — up-front payment, Yes — staged payments / milestones, No — free pilot
• What timeline do you expect for contract signature after terms are agreed? Options: <2 weeks, 2-4 weeks, 4-8 weeks, Longer
• Are there jurisdiction or regulatory clauses that must be included (e.g., HIPAA, GDPR)? Options: Yes — specify, No, Unsure
• What acceptance criteria will confirm the contract negotiation module is successful?

Provide portfolio case-study and win‑story pack

• What audience will the case-study pack target (sales prospects, investors, partners)? Options: Prospects / customers, Investors / LPs, Strategic partners, Press / analysts, Other (specify)
• Do you have portfolio permissions to use logos and quotes, or do we need fresh approvals? Options: Yes — permissions available, No — need to request approvals, Partial

• Term Sheet
• Subscription Agreement
• Side Letter — LP Constraints & Strategic Partner Terms
• Governance & Board Role Agreement
• Statement of Work (Onboarding & Introduction Commitments)
• Conflict & Portfolio Overlap Disclosure and Waiver
• Follow-On Allocation & Reserve Letter
• Closing Timeline & Milestone Plan
• Legal Closing Checklist & E-Signature Pack

• Success Validation Kickoff
• GTM Impact Review — Pipeline & Introductions
• Partner Outcomes & Reference Confirmation
• Follow-on Capacity & Alignment Review
• Ongoing Escalation, Enhancement & Cadence Planning

• Fund to circulate the formal follow-on policy and reserve table for the company's stage.
• Conduct three structured back-channel reference calls and record verbatim feedback.
• Fund to produce a one-page conflict register and recommended mitigations within 5 business days.
• If governance changes required, draft an amendment for board role/recusal terms for review.
• Schedule a decision follow-up with fund partners if founder requests partner replacement or additional safeguards.
• Fund Follow-on Policy Overview
• Agree a clear, written statement of the fund's follow-on capacity and constraints.
• Align on measurable milestones that will trigger follow-on consideration.
• Document decision owners, timelines, and any LP disclosures that affect execution.
• Founder confirms that follow-on alignment meets their expectations or requests escalation.
• Welcome & Objectives
• Model three performance scenarios with expected dilution and timing; share within 5 business days.
• Assign a decision-owner for follow-on approvals and add to governance RACI.
• Schedule a milestone review meeting timed to the next key metric checkpoint.
• Review Escalation Paths & SLAs
• Establish a clear operating cadence and escalation path with SLAs.
• Assign owners for top enhancements and agree the process for surfacing market intelligence.
• Ensure there is a shared mechanism to track issues, requests, and outcomes moving forward.
• Schedule the next review and list concrete deliverables to be produced before it.
• Create a shared issue tracker with prioritized items and owners; invite key stakeholders.
• Schedule recurring 30/90-day check-ins and add calendar invites with agendas.
• Assign owners for the top 3 enhancements and request short execution plans within 10 business days.
• Define SLAs for escalations (response within 24 hours, resolution owner within 5 business days) and publish to the founder.
• Create a one-sentence current-state definition that all parties can repeat.
• Agree 3 measurable KPIs that will prove partner-driven GTM impact.
• Define the future-state acceptance criteria and required evidence.
• Assign owners and timeline for delivering the agreed evidence and access.
• Founder to share CRM view and current pipeline export for KPI validation within 48 hours.
• Partner to supply list of introductions made and their contexts (date, company, buyer persona) within 48 hours.
• Fund ops to create a shared folder and grant access to evidence sources.
• Schedule the GTM Impact Review meeting (within 7 days).
• Recap Committed Introductions
• Establish the factual conversion rate from partner introductions to qualified pipeline.
• Capture buyer-level qualitative proof that introductions moved conversations forward.
• Agree corrective actions for gaps and owners/timelines for execution.
• Have the founder explicitly validate whether outcomes meet the acceptance criteria.
• Owner to contact top 5 buyer contacts for short feedback calls and summarize in one page.
• Update CRM records to tag leads by 'partner-intro' and funnel stage within 72 hours.
• Partner to schedule targeted re-intros for top 3 accounts where timing or targeting was the issue.
• Founder to document one change to pitch or demo that addresses buyer objections uncovered.
• Partner Activity Log Review
• Verify that the lead partner delivered the operational commitments and has the sector reputation claimed.
• Identify any material portfolio conflicts or LP-related exit pressures.
• Agree mitigation strategies or governance adjustments where conflicts exist.
• Obtain founder confirmation on partner retention or escalation to fund governance.
• Scenario Modeling Against Milestones
• Define Recurring Cadence (30/60/90-day)
• Back-Channel Reference Findings
• Introduction Outcomes & Conversion Metrics
• Current State Snapshot (one-sentence)
• Enhancement Backlog & Owner Assignment
• Portfolio Overlap & Conflict Screening
• Concrete Consequences & KPIs
• Buyer Feedback & Qualitative Proof
• Founder Expectations & Required Outcomes
• Mitigation & Governance Options
• Governance & Decision Triggers
• Feedback Loop: How Insights Flow to Fund & Portfolio
• Root-Cause Analysis for Non-Conversions
• Future-State Acceptance Criteria (one-sentence)