Saturn Five Operational Maturity Diagnostic

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About your company

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1. 1

   Our pre-sales team has a documented qualification process they actually follow.*

   1. ReactiveNo formal process; ad-hoc per deal2. DevelopingLoose checklist; followed sometimes3. ScalableDocumented and applied consistently4. LeadingRefined continuously with conversion data
2. 2

   Pre-sales engineers reuse demo assets and POC templates instead of building from scratch.*

   1. ReactiveEach rep builds their own2. DevelopingSome shared assets, often outdated3. ScalableCurated library, used most of the time4. LeadingLiving asset library with adoption metrics
3. 3

   Our Professional Services team delivers projects against a documented methodology.*

   1. ReactiveProject shape varies by consultant2. DevelopingMethodology exists but inconsistently applied3. ScalableStandard methodology with measured adherence4. LeadingMethodology evolves from post-project retrospectives
4. 4

   PS utilization, on-time delivery, and margin are tracked as live operational metrics.*

   1. ReactiveTracked sporadically or not at all2. DevelopingTracked monthly, mostly for review3. ScalableTracked weekly with active management4. LeadingTracked continuously and tied to forecasts
5. 5

   CSMs have a defined health-score model that triggers proactive intervention.*

   1. ReactiveNo health score; CSMs go on instinct2. DevelopingHealth score exists but rarely consulted3. ScalableHealth score drives a defined playbook4. LeadingPredictive model with measured intervention ROI
6. 6

   NRR and gross retention are owned by CS with explicit accountability and targets.*

   1. ReactiveNo clear ownership2. DevelopingCS aware of the metrics; weak accountability3. ScalableCS owns NRR/GRR with targets and reviews4. LeadingCS leadership compensated on retention outcomes
7. 7

   Support resolves common issues via documented runbooks instead of recreating answers each time.*

   1. ReactiveTribal knowledge; quality varies by agent2. DevelopingSome KB articles, often stale3. ScalableRunbooks for top issues, used routinely4. LeadingContinuously refreshed runbooks; deflection measured
8. 8

   Customer training is structured, on-demand where appropriate, and tied to product adoption.*

   1. ReactiveAd-hoc training requests handled by SMEs2. DevelopingSome self-serve content; weakly maintained3. ScalableCurriculum exists; adoption tracked4. LeadingTraining content drives measurable adoption lift
9. 9

   Our alliance/partner program contributes a measurable share of services revenue.*

   1. ReactiveNo partner program or revenue contribution2. DevelopingInformal partner relationships, ad-hoc co-sell3. ScalableDefined program with measured revenue share4. LeadingStrategic alliances with co-developed offerings
10. 10

    Renewals are forecast on a defined cadence with clear at-risk accounts and mitigations.*

    1. ReactiveRenewals managed reactively at expiration2. DevelopingQuarterly forecasts; weak risk visibility3. ScalableDisciplined forecast with at-risk playbooks4. LeadingPredictive renewal model tied to CS interventions
11. 11

    The handoff from Sales to Professional Services is documented and reliable.*

    1. ReactiveSales throws it over the wall2. DevelopingHandoff meeting happens, content varies3. ScalableStandard handoff template used consistently4. LeadingMeasured handoff quality; feedback loop to Sales
12. 12

    The handoff from PS to Customer Success preserves context, value drivers, and open risks.*

    1. ReactiveHandoff is informal or skipped2. DevelopingPS notes shared; quality varies3. ScalableDefined handoff with required artifacts4. LeadingCS measures handoff quality; closes loop with PS