How clear is your team on what they own, what they’re responsible for, and what success looks like? *

Very clear. Everyone knows what they own and how success is measured.

Mostly clear. There are a few gaps or overlaps, but ownership generally works.

Inconsistent. Roles blur, and I still need to clarify who owns what.

Unclear. Confusion, duplication, and dropped responsibilities happen regularly.

How consistently can your team run the core parts of the business without relying on one person’s knowledge? *

Very consistently. Key processes are clear, documented where needed, and followed by the team.

Mostly consistently. The basics are in place, but some processes still depend on specific people.

Inconsistently. A lot of how we operate still lives in people’s heads.

Not consistently. People often create their own way of doing things or need frequent clarification.

As your client base or revenue grows, how well is delivery keeping up? *

Very well. We can grow without compromising quality, timelines, or consistency.

Mostly well. We’re delivering, but growth is starting to put pressure on the team.

It’s getting difficult. Delays, mistakes, or dropped balls are becoming more common.

We’re struggling. Growth is actively affecting our ability to deliver well.

How often does your team come to you for decisions they should be able to make themselves? *

Rarely. The team knows what they can decide and owns those decisions.

Sometimes. A few decisions still land with me that probably shouldn’t.

Often. I’m still involved in many day-to-day decisions across the business.

Constantly. Progress regularly depends on my input or approval.

If you stepped away from the business for two weeks, what would most likely happen? *

The business would keep moving. The team could operate without regularly checking in with me.

A few things would slow down, but the business would mostly run normally.

Several things would start getting stuck, and I’d probably still need to stay involved.

The business would struggle to operate effectively without me.

When you think about growing the business over the next 12 months, how prepared does your current operating model feel? *

Ready. We have the team, systems, and ownership to grow confidently.

Mostly ready. The foundation is there, but a few things need strengthening first.

Not quite ready. Growth would expose gaps in how the business currently operates.

Not ready. Adding more growth right now would likely create more pressure and complexity.

What would make the biggest difference in your business right now? *

Getting myself out of day-to-day operations

Creating more ownership across the team

Improving our systems and processes

Making delivery more consistent

Getting priorities executed without me driving everything

Preparing the business for its next stage of growth

One last step. Tell us a little about you before we show you your results.

Full Name

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