First Name *

Last Name *

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Q1. Revenue Dependency: How dependent is revenue growth on you being personally involved week to week? *

It runs without me, I review not drive.

It mostly runs without me, but I mostly step in for key deals or decisions.

It often relies on me. I get pulled into execution regularly.

It depends upon me. If I step back, growth slows.

Q2. Forecast Accuracy: How accurate is your revenue forecast 60-90 days out? *

Reliable within a tight range.

Reasonably reliable, with occasional surprises.

Frequently off. We adjust targets mid-cycle.

Unreliable. Forecasting feels like guess work.

Q3. Decision flow: When cross-functional decisions are needed, what usually happens? *

Clear owners decide quickly with defined authority.

Owners decide, but escalations happen sometimes.

Decision stalls without alignment meetings.

Most decisions escalate to me.

Q4. Execution cadence: How consistent is commercial execution across weeks and months? *

Consistent , We run a repeatable cadence.

Mostly consistent with occasional dips.

Inconsistent. execution varies by person or team.

Chaotic. We are reactive most of the time.

Q5. Operating rhythm: How well-defined is your operating rhythm across functions? *

Clear weekly and monthly rhythm with metrics.

Some rhythms exist but not across all functions.

Meetings exists, but rhythms and outputs are unclear.

No real rhythm, We meet when things break.

Q6. Ownership and Accountability: How clear are ownership and accountability for outcomes? *

Crystal clear. Owners, metrics and standards are defined.

Mostly clear, with a few grey areas.

Often unclear. Work falls between functions.

Unclear. I end up being the default owner.

Q7.Market Access: How predictable is your market access moment? *

Predictable. We know what drives velocity.

Somewhat predictable, but cycles vary.

Unpredictable. Conversion rate swings.

We don't have reliable visibility or control.

Q8. Portfolio focus: How focused is your portfolio and visible effort? *

Highly focused. Clear priorities drive resources.

Mostly focused, with some distractions.

Spread thin across too many priorities.

No clear focus. Everything is urgent.

Q9. Role clarity in commercial team: How clear are roles and interfaces between sales, marketing, medical, access, and ops? *

Very Clear. Hand-offs, work well.

Mostly clear, with occasional frictions.

Often Unclear. Hand-offs create rework.

Unclear. I broker alignment across functions.

Q10. Process and system support: How well do your tools and processes support your commercial system? *

Strong. Tools and process reinforce execution.

Adequate, but some manual work remains.

Weak. Workarounds are common.

Poor. Tools create frictions and slows us down.

Q11. Leadership capacity for scale: How capable is your leadership layer below you at running the system? *

Strong. They lead independently and drive outcomes.

Developing, they lead but still need supporg.

Limited. They execute, but don't own outcomes.

Not in place, I am the leadership layer.

Q12. When you think about fixing this, what often stops you from taking next step? *

I am not fully sure what the real constraint is. Everything feels connected so I struggle to choose what to fix first.

I know what is wrong but I can not translate it into a practical plan my team will actually execute.

I worry the system will slow down if I step back. Letting go feels risky, so I stay involved to protect outcomes.

We are stretched thin, Time, attention, and capacity are the bottleneck, even if the direction is clear.