Back to library
GongGong

GTM Reporting Dashboard Build

Sales & GTM

What it tests

Ability to translate GTM strategy into a reporting layer that different stakeholders can actually use — without over-engineering or under-scoping

Format

  1. 1Candidate receives a brief: the company has a new VP of Sales who wants a weekly GTM dashboard covering pipeline coverage, rep activity, conversion rates by stage, and forecast vs. actuals
  2. 2Task 1: design the full dashboard in a tool of their choice (Google Sheets, Looker, Tableau, even a detailed wireframe) — must cover 3 audience layers: exec, manager, and individual rep
  3. 3Task 2: document the data sources, refresh cadence, and who owns each metric definition
  4. 4Task 3: flag 2 metrics that are commonly requested but are actually misleading — explain why and what to show instead

What to look for

  • Does the executive layer show 3–5 decision-making metrics — or a wall of data that requires interpretation?
  • Is the manager layer actionable (who needs coaching, which deals need attention) rather than just aggregated rep data?
  • Can they identify genuinely misleading metrics (e.g., 'number of activities' without quality signal) and articulate the substitution?
  • Is metric ownership documented — or left vague, which in practice means it belongs to nobody?

Adaptation guide

Provide your actual GTM reporting brief instead of a generic one — candidates who design against a real business context deliver more useful signal. For smaller companies, collapse the 3 audience layers into 2 (exec + team).

Full description

Format:

  1. Candidate receives a brief: the company has a new VP of Sales who wants a weekly GTM dashboard covering pipeline coverage, rep activity, conversion rates by stage, and forecast vs. actuals
  2. Task 1: design the full dashboard in a tool of their choice (Google Sheets, Looker, Tableau, even a detailed wireframe) — must cover 3 audience layers: exec, manager, and individual rep
  3. Task 2: document the data sources, refresh cadence, and who owns each metric definition
  4. Task 3: flag 2 metrics that are commonly requested but are actually misleading — explain why and what to show instead

Time: 90 minutes (take-home)

What to look for:

  • Does the executive layer show 3–5 decision-making metrics — or a wall of data that requires interpretation?
  • Is the manager layer actionable (who needs coaching, which deals need attention) rather than just aggregated rep data?
  • Can they identify genuinely misleading metrics (e.g., "number of activities" without quality signal) and articulate the substitution?
  • Is metric ownership documented — or left vague, which in practice means it belongs to nobody?

Adaptation: Provide your actual GTM reporting brief instead of a generic one — candidates who design against a real business context deliver more useful signal. For smaller companies, collapse the 3 audience layers into 2 (exec + team).

Use this template in NouSpark

Start with this assessment template and customize it for your hiring process.

Create Assessment