RLM Executive Diagnostic Guide

Architect's Note: Use this tool internally during executive workshops to guide the conversation. Scroll to the specific sales models relevant to the client to prompt targeted diagnostic questions on Fulfillment, Revenue Risk, and Change Management.

General Deal Context & Strategic Intent

Establish the baseline context and urgency of the revenue streams we are diagnosing today.

Expected Deal / Impact Size (USD)

Urgency / Timeline (weeks)

Strategic Notes / Context

Establishing the L0 Baseline (Where the Game Starts)

This is where the architectural game begins. We do not start by asking clients about Salesforce objects; we ask them how they make money. By diagnosing their pain points across these fundamental L0 Sales Models (One-Time, Subscription, Usage, Milestone), we establish the foundation to later carve out the specific L1 Commercial Threads that will become the structural backbone of the entire RLM implementation.

Tracker	L0 Sales Model	Lifecycle Domain	The Executive Pain (The Noise)	Business Impact / KPI at Risk
o1	One-Time	Fulfill	"Physical hardware delivery is delayed, but we are already billing the customer, causing massive disputes."	Poor Customer Experience (CX) / High Dispute Rate
s1	Subscription	Quote / Renew	"Reps are overriding standard discounts on renewals to save deals, and Finance is finding out too late."	Gross Margin Erosion / Delayed Contract Cycle Time
s2	Subscription	Quote	"Upgrades mid-year require us to cancel the old contract and write a brand new one manually."	Net Revenue Retention (NRR) / High Admin Overhead
u1	Usage-Based	Bill	"We are under-billing for consumption overages because the mediation data never syncs with the invoice on time."	10% Revenue Leakage / ASC 606 Audit Risk

Example Quesionnaire Based on Sales Type

Example Quesionnaire to build to start the discussion instead of balnk page. Target is to complete the L0 Matrix by end of this excersize.

1. One-Time Products / Services

Quote & Configuration (The Pitch)

How effectively can reps configure, bundle, and price one-time goods without manual margin approvals or spreadsheet errors?

Fulfillment (Delivery of Value)

How seamlessly are physical goods or services handed off without manual reconciliation delays?

Revenue & Risk (Monetization)

Is revenue recognition strictly and automatically aligned with proof of delivery/fulfillment?

Change Model (Evolution)

How easily can the system handle post-signature order cancellations or returns without manual finance intervention?

Current Control (As-Is)

Target Control (To-Be)

2. Subscription / Recurring

Quote & Configuration (The Pitch)

How easily can sales configure complex subscription tiers, term lengths, and standard discounts without leaving the CRM?

Fulfillment (Delivery of Value)

Are digital entitlements and access provisioned instantly upon contract execution?

Revenue & Risk (Monetization)

How accurately does the system handle revenue recognition for complex mid-term prorations?

Change Model (Evolution)

Can sales reps seamlessly execute upgrades, downgrades, and co-terms without creating duplicate assets?

Current Control (As-Is)

Target Control (To-Be)

3. Usage-Based

Quote & Configuration (The Pitch)

How clearly are consumption tiers, base commitments, and overage rates defined and agreed upon during the initial quote?

Fulfillment (Delivery of Value)

How accurately is metered consumption tracked and mediated prior to reaching the billing engine?

Revenue & Risk (Monetization)

How often do you face billing restatements or disputes due to inaccurate usage data?

Change Model (Evolution)

How efficiently are mid-cycle adjustments to usage tiers, rates, or overages processed?

Current Control (As-Is)

Target Control (To-Be)

4. Milestone / Project-Based

Quote & Configuration (The Pitch)

How accurately are complex project deliverables and customized payment schedules scoped and priced in the initial quote?

Fulfillment (Delivery of Value)

How well are project dependencies and handoffs tracked to trigger partial stage completions?

Revenue & Risk (Monetization)

Is revenue recognition strictly aligned with signed performance obligations and milestone sign-offs?

Change Model (Evolution)

How disruptive is scope creep or timeline adjustment to the underlying revenue and delivery forecasts?

Current Control (As-Is)

Target Control (To-Be)