Catch that you’re product-ready but sales-unready.
Inspector evaluates positioning, sales capability, pricing compatibility and support infrastructure. The assessment reveals the team is product-ready but sales-unready, saving them from a premature, expensive push into the vertical.
Run Inspector- 1
Describe the task
Inspector separates "our product works in this vertical" from "we can actually sell into this vertical", the distinction that sinks most expansion bets. It scores four readiness dimensions independently, so a strong product signal never masks a weak sales, pricing, or support one, and hands you a structured go / no-go with the exact gaps that would have to close first.
The clearer your prompt, the more decisive the verdict. Tell Inspector which vertical you are entering, what your current motion looks like, and what a failed entry would cost you, and it will weight the readiness bar to the stakes instead of grading in the abstract.
Assess our readiness to enter the healthcare vertical. Score four dimensions independently: positioning, sales capability, pricing compatibility, and support infrastructure. Use current-motion.pdf (how we sell today) and vertical-brief.md (what this vertical demands). For each dimension: - Score 0-100 with the evidence and the specific gap if any - Judge it against the vertical’s real buying process, not our current one Do not average the scores, a single weak dimension can be a no-go. End with a structured go / no-go, the gaps that must close before entry, and a rough time-to-ready for each gap.
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Give Inspector context
In an Inspector workspace, give it two things: how you sell today, and what the target vertical actually demands, its buying process, compliance bar, price sensitivity, and support expectations. Inspector scores the distance between the two rather than grading your capability in isolation.
Be honest in the current-motion doc about where you are weak. Inspector’s value here is catching the unready dimension early; an over-flattering input produces an over-flattering go signal, and the vertical will correct it far more expensively.
Required contextA description of your current go-to-market motion, how you sell, price, and support todayA brief on the target vertical, its buying process, requirements, and expectationsOptional contextWhat a failed or premature entry would cost, so Inspector calibrates the readiness bar to the stakesAny early vertical wins or losses, as evidence for the sales-capability scoreYour current pricing model, so Inspector can test it against the vertical’s procurement normscurrent-motion.pdfvertical-brief.mdpricing-model.xlsx - 3
What Inspector creates
Inspector scores each of the four readiness dimensions on its own evidence, refuses to average a weak one away, and returns a structured go / no-go with the specific gaps that would have to close first. You get the verdict, a per-dimension breakdown, and a rough time-to-ready for each gap it flags.
From Inspector: Scored 4 readiness dimensions for the healthcare vertical against current-motion.pdf.
4Readiness dimensions scoredNo-goVerdict, for now2Gaps blocking entryReady2 dimensionsDimension Score Evidence Positioning 80 Product maps cleanly to the vertical’s top workflow, two design-partner LOIs Support infrastructure 70 Existing SLAs already meet the vertical’s uptime expectations Not ready2 dimensionsDimension Score Gap and time-to-ready Sales capability 30 No reps who have sold a 6-month compliance-gated cycle; ~2 quarters to hire and ramp Pricing compatibility 40 Per-seat model clashes with the vertical’s per-facility procurement; ~1 quarter to repackage "Product-ready, sales-unready, this is a no-go for now, not a no. The two gaps are closeable in roughly two to three quarters. Want me to build the hiring and repackaging plan to close them, or model what a premature entry would have cost?"
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Follow-up prompts
Build the plan to close the gaps
Inspector can turn the two blocking gaps into a dated readiness plan, so "no-go for now" becomes a sequenced path to go.
Turn the two blocking gaps into a readiness plan: the sales hires and ramp needed, the pricing repackaging, and a realistic date the vertical becomes a go. Sequence them so we are not paying for both at once.
Model the cost of entering early anyway
Sometimes the pull to move is strong. Ask Inspector to price what a premature push would likely cost, so the decision is made against a number.
Model the likely cost of entering the healthcare vertical now, before the sales and pricing gaps close: wasted spend, damaged early references, and opportunity cost vs waiting two quarters.
Re-assess when the gaps are closing
Save the assessment and re-run it as you hire and repackage, so you enter the moment readiness actually crosses the line, not before.
Save this as a runbook called "vertical-readiness", then re-run it against the same dimensions when I update current-motion.pdf, and tell me the moment the verdict flips to go.
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Tips and troubleshooting
The whole point is refusing to average
A blended readiness score of 55 hides a fatal 30 in sales capability behind an 80 in product. Ask Inspector to keep the dimensions separate and treat any low one as a potential no-go; that is what stops a strong product from dragging you into a vertical you cannot sell in.
Score against the vertical’s process, not yours
Readiness is relative to how the target buys, not how you sell today. Give Inspector a real brief on the vertical’s buying process and it will catch a mismatch, a six-month compliance cycle against your two-week motion, that a self-assessment would miss.
A no-go is a timeline, not a wall
Inspector attaches a rough time-to-ready to every gap, so a no-go verdict comes with the path and the date it becomes a go, not just a stop sign.
Ready to try it yourself?
Give Inspector your current motion and the vertical’s real demands, and get a structured go / no-go that catches the unready dimension before an expensive push does.
Run Inspector