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Sample Market Engineering Team Assessment — Northwind Robotics (Sample)

This is an illustrative sample. A fictional leadership team completed the Market Engineering Team Assessment; the data below is exactly what a real team receives: per-person scores by functional area, team averages, alignment gaps (divergence), and the qualitative reasons behind each score.

How scoring works

• Every question is answered twice: a quantitative score from 1 (not true / not done) to 5 (fully true / consistently done), and a required qualitative reason explaining why that score was given.
• Scores are averaged per participant per functional area (Product, Revenue, Team, Systems).
• Divergence (highest minus lowest participant score in an area) shows where the leadership team is misaligned — usually the most valuable output of the assessment.

The sample team

• Marcus Chen — CEO
• Sarah Williams — CRO
• David Park — CTO
• Jessica Rodriguez — CMO
• James O'Brien — Support

Scores by participant and functional area (1–5)

Qualitative responses (why each score was given)

James O'Brien (Support) — Product
Question: We validated we were ready for a full-fledged Beta program - we had established product quality targets, NPS scores, and other metrics to evaluate and improve production levels.
Score: 2/5
“Customers who do adopt are happy. Tickets are mostly 'how do I' not 'this is broken' — good signal.”

James O'Brien (Support) — Systems
Question: We developed applications and processes to quickly provision and enable customers.
Score: 2/5
“Helpdesk and knowledge base exist but aren't yet integrated with the product analytics.”

James O'Brien (Support) — Team
Question: We developed well-defined roles for our management team - every team member engaged in the customer support function as needed.
Score: 3/5
“Cross-functional handoffs (Sales → Support → Eng) are working. We'll need formal SLAs soon.”

David Park (CTO) — Product
Question: We validated we were ready for a full-fledged Beta program - we had established product quality targets, NPS scores, and other metrics to evaluate and improve production levels.
Score: 5/5
“The product is rock solid for what it does today. Coverage tests, monitoring, deploy pipeline — all green. The 'gap' is a market clarity issue, not a product issue.”

David Park (CTO) — Revenue
Question: We confirmed that the price of our product is determined by the value it delivers.
Score: 3/5
“Pricing works for our beta cohort. Friction in the funnel is on the GTM side, not the product.”

David Park (CTO) — Systems
Question: We developed applications and processes to quickly provision and enable customers.
Score: 3/5
“Provisioning is automated. Partners self-serve. We're ahead of where most MVP-stage companies are.”

Sarah Williams (CRO) — Product
Question: We validated we were ready for a full-fledged Beta program - we had established product quality targets, NPS scores, and other metrics to evaluate and improve production levels.
Score: 3/5
“Honestly, prospects keep asking for things we don't have. The MVP is functional but not yet sellable in three of our top accounts.”

Sarah Williams (CRO) — Revenue
Question: We confirmed that the price of our product is determined by the value it delivers.
Score: 2/5
“No real playbook yet. Every deal is artisanal. We're learning, but I can't scale this.”

Sarah Williams (CRO) — Systems
Question: We developed applications and processes to quickly provision and enable customers.
Score: 2/5
“Contract and invoicing flow is held together with duct tape and Slack messages.”

Marcus Chen (CEO) — Product
Question: We validated we were ready for a full-fledged Beta program - we had established product quality targets, NPS scores, and other metrics to evaluate and improve production levels.
Score: 5/5
“We're shipping, but I worry we're outpacing what the market has told us. Need tighter feedback loops.”

Marcus Chen (CEO) — Revenue
Question: We confirmed that the price of our product is determined by the value it delivers.
Score: 3/5
“Pricing experiments are happening but I'd like to see more rigor before we lock anything in.”

Marcus Chen (CEO) — Team
Question: We developed well-defined roles for our management team - every team member engaged in the customer support function as needed.
Score: 3/5
“Team is rowing together — that's our biggest asset right now.”

Jessica Rodriguez (CMO) — Product
Question: We validated we were ready for a full-fledged Beta program - we had established product quality targets, NPS scores, and other metrics to evaluate and improve production levels.
Score: 4/5
“We don't have a crisp value proposition we can hand to a buyer. Until we do, content and demand gen are guessing.”

Jessica Rodriguez (CMO) — Revenue
Question: We confirmed that the price of our product is determined by the value it delivers.
Score: 3/5
“There is no top-of-funnel motion to speak of. I cannot help Sarah hit her number without budget for paid plus a sharper message.”

Jessica Rodriguez (CMO) — Team
Question: We developed well-defined roles for our management team - every team member engaged in the customer support function as needed.
Score: 2/5
“Marketing is a team of one. That's the constraint.”

Reports generated from this data

• Executive Summary — key findings and recommendations
• Heatmap Analysis — strengths and weaknesses across functional areas
• Gap Analysis — critical gaps needing immediate attention
• Radar Chart — multi-dimensional performance view
• Sentiment Analysis — team confidence and concerns from qualitative answers
• Comments Report — all qualitative feedback by functional area and VIP level

Market Engineering Team Assessment — Traction Gap Partners. Contact: bruce@tractiongappartners.com · Home · Assessment overview (text) · Sample assessment (text) · Request access