CGX Financial Infrastructure Program™ Financial Diagnostic

Find Out Exactly Where Your Financial Infrastructure Stands

Eight questions. Three minutes. A personalized score that tells you exactly where your financial infrastructure stands, and the clearest picture of your next move you have ever had.

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Q1. When you think about your facility books (QuickBooks, Xero, spreadsheets, etc.), which description feels closest to your reality today?

We don’t really have books, or if we do, they’re so behind I don’t look at them.

We have ‘something’ in place, but it’s months behind or only partly reconciled.

Books are generally up to date, but I don’t fully trust the details or categories.

Books are consistently current and reconciled; I can pull accurate numbers any time

Q2. It’s the 10th of the month. How do you know whether last month was a ‘good’ month financially?

Honestly, I go by my gut and whether there’s cash in the account.

I glance at bank balances and maybe a simple spreadsheet someone helps with.

I look at a Profit & Loss, but I mostly skim revenue and a few big expenses.

I review a full month‑end package (P&L, Balance Sheet, cash flow) and compare to prior months or targets.

Q3. How clearly can you see profit at the facility or per‑bed level?

I have no idea what profit per home or per bed actually is.

I have a rough sense, but it’s mostly guesses or back‑of‑the‑napkin math.

I can see profit per home, but it takes effort to pull it together and I don’t do it consistently.

I have clear, regularly updated numbers showing profit per home and/or per bed, and I use them to make decisions.

Q4. When you decide on big moves (hiring more staff, adding a van, changing payor mix, opening another home), what best describes your process?

Mostly instinct and urgency, residents need care, so I just do what feels necessary.

I talk to my manager or spouse/partner, and we decide based on how things ‘feel’ on the floor.

I look at some financial numbers, but they’re not organized into a clear decision framework.

I use specific financial metrics (margins, occupancy, staffing ratios, cash runway) to run scenarios before making a decision.

Q5. Which statement best describes how you pay yourself from the business?

I transfer money out when I need it and hope there’s enough for everything else.

I pay myself a somewhat regular amount, but I’m not sure if it’s tax‑efficient or sustainable.

I have a set owner pay approach, but it hasn’t been reviewed against taxes, risk, or growth in a structured way.

My owner compensation structure has been intentionally designed (or reviewed) for tax efficiency, stability, and growth, and I follow it consistently.

Q6. How would you describe your current financial systems and reporting rhythm?

Everything is scattered, paper, emails, maybe a basic software login I rarely use.

We have software, but reports are irregular or late, and no one really ‘owns’ the process.

We close the books most months and get reports, but we don’t have a consistent review meeting or clear agenda.

We have a defined month‑end process, consistent close date, standard reports, and a regular meeting where we review numbers and action items.

Q7. Thinking about the next 12–24 months, which feels most like your current planning style?

I’m mostly focused on surviving month to month; I’ll think about growth later.

I want to grow, but I don’t have numbers that tell me what I can really afford.

I have rough growth ideas (beds, homes, staff) but not a documented financial plan.

I use financial projections, capacity targets, and scenarios to plan growth and check whether expansion is realistic.

Q8. When you sit down with financial reports today, how do you honestly feel?

Overwhelmed or embarrassed, I usually avoid looking too closely.

Curious but confused, I understand some pieces but not enough to feel in control.

Comfortable reading them, but I’m not sure I’m asking the right questions.

Confident, I understand the reports, ask targeted questions, and use them to steer the business.