Business Health Assessment

This Business Health Assessment is designed to help you pinpoint where your business is strongest — and where small adjustments could unlock major growth. It focuses on our 7 Growth Pillars plus three additional diagnostic areas.

Typically valued at $500 — offered here at no charge to help you gain clarity, discover blind spots, and strengthen your foundation for growth.

Once completed you will receive a personalized Business Health Report (Red / Yellow / Green) showing where your business is thriving and where your biggest opportunities lie.

Takes about 20 minutes. Be brutally honest — this isn't a test, it's a check-up for your business.

First Name *

Last Name *

Email *

Phone

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Business Name *

How many years has this business been operating? *

Under 2 Years

2-5 Years

5-10 Years

10-20 Years

20+ Years

Approximate annual revenue *

Under $1M

$1M - $3M

$3M - $5M

$5M - $10M

$10M+

Total Number of employees (including part-time) *

1-5

6-10

11-20

21-50

50+

In one to two sentences, describe what your business does and who it serves. *

What is the single biggest challenge you are hoping this assessment will help you address? *

How would you prefer to review the results of this assessment? *

Email + 45-Minute Review Meeting

Email + I will schedule my own follow-up

Email Summary Only

Is there anything else we need to know about you or your business before we begin the assessment? *

Leadership & Owner Dependency

Measures how much of your business depends on you personally — and whether your leadership structure can handle growth without you at the center of everything.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

Key decisions in our business are made — and made well — without my direct involvement. *

Our business could operate at 80% or more of normal capacity if I were unavailable for two weeks. *

I am confident in my team's ability to handle problems and challenges without escalating everything to me. *

I spend most of my time on high-value strategic work rather than day-to-day operational tasks. *

Decisions in our business are frequently delayed or stalled because a key person — including myself — is unavailable. *

Our management structure is clearly defined, with each leader owning a distinct area of the business. *

What is one area of the business where you most need to reduce your personal involvement in the next 6 months? *

Process & Workflow Clarity

Turn what lives in people's heads into clear, repeatable systems your team can follow — and run without you.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

Our most important business processes are documented in a format the team can actually find and use. *

Our team follows documented processes consistently — not just when they feel like it or when I am watching. *

When a process needs to be updated, changes are documented, communicated, and adopted reliably. *

A new team member can get up to speed and deliver quality work using our existing documentation — without me personally training them. *

We have a regular rhythm for reviewing and improving processes — not just reacting when something breaks. *

The operational side of our business runs predictably regardless of who is involved on a given day. *

We have identified our most significant operational bottlenecks and have someone actively working to resolve them. *

What is the biggest obstacle to consistent process documentation and use in your business? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Processes are too informal — work lives in people's heads, not documents

Processes exist but aren't centralized or easy for the team to find

None — this area is strong

What is one process or system in your business that runs smoothly — even when you are not involved? *

Know Your Numbers

See exactly what's driving profit and where it's leaking.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

I have clear, reliable visibility into our key financial metrics — revenue, gross margin, and cash flow — at least monthly. *

Our financial data is accurate, timely, and presented in a format I can use to make decisions — not just tax-season summaries. *

We compare budget to actuals on a regular basis and use that comparison to make operating decisions. *

We use financial trends to plan ahead — not just to understand what already happened. *

Our team members who own key functions know which numbers they are responsible for and what success looks like. *

Our financial reviews lead to clear decisions and action — they are not just reporting exercises. *

When financial visibility is limited in your business, what is usually the cause? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Books aren't accurate or current enough to be useful for decisions

Data exists but isn't presented in a way that's easy to act on

None — this area is strong

What financial metric or report gives you the most useful insight into your business right now? *

Customer Journey & Retention

Capture more of the business you've already earned, without chasing new leads.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

Every customer moves through a consistent, intentional experience — from first contact through delivery and follow-up. *

We have a reliable system for gathering customer feedback and actually use it to make improvements. *

Our process for handling customer issues or complaints is clear, consistent, and results in a satisfactory resolution most of the time. *

We have a deliberate strategy for staying in contact with past customers and generating repeat business or referrals. *

We track customer retention rates, repeat purchase rates, or referral volume as regular business metrics. *

Any team member who interacts with customers delivers a consistent experience — not just our best performers. *

What is the biggest obstacle to delivering a consistent customer experience and building retention? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Customer experience depends too much on who handles it — inconsistent across the team

No reliable system for follow-up, feedback, or staying in touch after the sale

None — this area is strong

If you could fix one part of your customer experience that would have the most immediate impact on retention or referrals, what would it be? *

Team Accountability & Alignment

Build a team that knows what to do, without everything running through you.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

Every team member has a clear, written description of their core responsibilities and what success looks like in their role. *

We have a consistent, reliable process for setting goals and reviewing performance with each team member. *

When someone on the team misses an expectation, there is a clear and consistent process for addressing it. *

Handoffs of work or responsibility between team members or departments are clear, documented, and reliable. *

Our team meetings are structured, focused, and result in clear next steps with named owners. *

Work falls through the cracks or gets missed entirely on our team. *

When accountability breaks down on your team, what is usually the underlying cause? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Roles and expectations aren't defined clearly enough to hold people to

There is no consistent consequence when commitments are missed

None — this area is strong

If each team member took 10% more ownership tomorrow, where would it have the biggest impact on your business? *

Cost & Efficiency Audit

Identify what's wasting time and money, so growth actually turns into profit.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

We track costs and margins at the job, service, or project level — not just at the company level. *

We proactively review vendor costs, contracts, and overhead — not just when margins feel tight. *

We have clear visibility into where time and effort are being wasted in our operations. *

When we identify an operational inefficiency, we move quickly to fix it — and it doesn't sit on a list for months. *

Our revenue growth is translating into actual profit growth — not just more activity and more overhead. *

We have assigned ownership for monitoring and improving efficiency in the key areas of our business. *

When profit doesn't keep pace with revenue, what is usually the cause? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Costs and margins aren't tracked at the job or service level — only at the company level

Inefficiencies are identified but improvement projects keep getting delayed

None — this area is strong

Where does your business run most efficiently right now — and what's driving that? *

Pricing Strategy & Value Alignment

Make sure you're getting paid for the value you actually deliver.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

Our pricing strategy is intentional and documented — it is not set by intuition, competition, or what we have always charged. *

We know our profit margins by service line, product, or job type — and use that information to make pricing decisions. *

Our prices consistently reflect the full value we deliver — including overhead, profit, and indirect costs. *

We review our pricing on a regular cadence — not just when a client pushes back or margins drop. *

We can confidently explain our pricing to clients in terms of value — not just hours, materials, or market rates. *

Revenue growth in our business translates directly into margin improvement — not just more gross revenue. *

What is the biggest obstacle to having a confident, consistent pricing strategy? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Pricing is set by intuition or competition — not based on margin data or value delivered

Pricing hasn't been reviewed or updated as the business has grown

None — this area is strong

Where do you believe your business is most likely leaving money on the table right now? *

Annual Strategic Planning

Turn long-term goals into a clear plan your business actually executes.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

Our business has a clear written plan for the next 12 months that the leadership team actively works toward. *

Our top 3–5 priorities for this year are agreed upon and visible to the people who need to execute them. *

We hold structured planning or goal-setting sessions with leadership or key staff on a regular cadence. *

We track progress toward our annual goals on a consistent basis — and adjust when we are off track. *

Our team members understand how their daily work connects to the company's strategic goals. *

Our strategic plans translate into real execution — they are not just documents that get made and then forgotten. *

When strategic plans don't translate into execution in your business, what is usually the reason? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

The plan isn't visible or connected to day-to-day work for the team

Goals are set but progress isn't tracked consistently throughout the year

None — this area is strong

What would make it easier to turn your strategic goals into actionable priorities your team actually executes on? *

Technology & Systems

Assess whether your tools, data, and automation are helping your team, or slowing them down.

Rate each statement: 1 = Not at all / Never → 4 = Somewhat / Inconsistently → 7 = Fully / Always

Our core business tools are connected or integrated in a way that reduces manual data entry and duplication. *

Our team consistently uses the tools and systems we have in place — rather than workarounds, spreadsheets, or memory. *

We use automation to handle repeatable, low-judgment tasks — saving the team meaningful time each week. *

The data we need to make operational and financial decisions is reliable, timely, and easy to access. *

Our current technology supports our business needs — it is not creating meaningful friction or holding us back. *

What is the biggest obstacle to effective technology use in your business? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Tools are disconnected — too much manual entry and duplication between systems

The team uses workarounds instead of the tools and systems we have in place

None — this area is strong

What is one tool or system improvement that would save your team the most time each week? *

Growth Readiness

Measure whether your business is structurally prepared to handle growth, or whether more volume would just create more chaos.

If our revenue grew 30% in the next 12 months, our current team, processes, and systems could handle it without breaking down. *

We have a clear picture of what the business needs look like — team, systems, structure — at our next stage of growth. *

We have identified the specific constraints that would limit our ability to scale effectively. *

Our current leadership structure could absorb significantly more complexity without requiring me to do more. *

We are actively investing in the systems, team, and capabilities needed to support our next phase of growth. *

What is the biggest obstacle to preparing your business for the next stage of growth? (Select all that apply) *

Too busy — daily operations leave no time to focus on this

Lack of clarity — not sure what good looks like or where to start

No clear owner — this area falls through the cracks

Team isn't executing consistently — it's a follow-through problem

Known gap, not yet a priority — other things keep taking over

Current systems and team structure can't absorb more volume without breaking down

Growth planning keeps getting pushed aside by urgent day-to-day demands

None — this area is strong

What is the one thing that, if not addressed, is most likely to limit your growth in the next 12–18 months? *

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