Answer a few honest questions about the business. The pre-screen shows you where your structure is under pressure and what that is putting at risk, so you know what deserves a closer look before you spend on the fix.
Understand the structure before the solution. Otherwise, you're guessing.
Free, and no account needed. Eleven questions about how the business actually runs.
Honest in, honest out. Every question asks what really happens today, not how you'd grade yourself and not how you mean things to be.
Section 1 of 70%
Section 1 of 4
Business basics
Start with a quick snapshot of the business. This context shapes how the rest of the answers are interpreted.
Section 2 of 4
How much of this is you
What you have already tried, and who this business depends on.
1. What did you last try, to grow the business?
Hired someone
Raised prices
Put money into marketing
Took on a bigger job than usual
Nothing deliberate yet
2. And how did that go?
It worked and it stuck
It worked, then faded
It made things harder
3. If you walked away for 60 days, what happens to the business?
It stops, or it does not survive it
It limps, and I would be cleaning up for months
It runs. Someone would call me twice.
4. Are you the one making most of the decisions, day to day?
Everything routes through me
The big ones, and plenty of small ones
My team decides without checking
5. If the person you’d least want to lose quit tomorrow, could anyone else do their job?
No, and it is all in their head
No, but it is written down well enough to follow
One other person could
Yes, and more than one of them
6. Is how the work gets done written down anywhere?
No, it is mostly memory, spreadsheets or paper
We pay for tools the team does not really use
Some of it, with gaps we still fill by hand
Yes, and the team genuinely works out of them
Section 3 of 4
What you keep
Pricing, margin, and the numbers underneath them.
7. How did you arrive at what you charge?
By feel, or it is what I have always charged
Roughly what others in my market charge
Worked out from my costs and a target margin
8. Do you know what you actually keep on a job, after everything?
Not really
Roughly, and it has been getting thinner
Yes, and I watch it
9. Are your books current, and separate from your personal money?
Behind, and tangled with personal
Current enough, but not really separate
Reconciled monthly and completely separate
Section 4 of 4
Money and demand
How cash actually moves, and where the next customer comes from.
10. After the work is done, how long until the money lands?
I am chasing people for it
Slower than it should be
Fast, and I can count on it
11. Have you had a busy month and still struggled to cover the bills?
That happens a lot
Once in a while
No, busy months feel like busy months
12. If you needed three new customers next month, do you have a way to get them?
Honestly, I am not sure I could get three
Push harder and see; some months it lands
Ask around and hope word of mouth does it
Run the same process that brought in the last few
13. How much of next year’s work is already committed?
Nothing; every month starts from zero
I would have to check
Around half; the rest I still have to win
Most of it is signed, booked or on a retainer
Your diagnosis is ready
Enter your name and email to see your results. I'll follow up personally with your next step.
This tool provides a structural diagnostic read based on your answers. It is not financial, legal, or business consulting advice. Use it as a starting point for deeper conversation, not a final verdict.
FramRI