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An entire tool all to you
Not a generic PDF. A scored, banded, prescriptive report – the kind a consultant would charge four figures to produce.
Diagnose all 8 functions your business actually runs on.
Most “audits” check one thing and call it a day. This one scores every function – so you find the one that’s quietly bleeding, not the one that’s loudest.
This is what lands in your inbox.
Not a generic PDF. A scored, banded, prescriptive report – the kind a consultant would charge four figures to produce.
Business Health Diagnostic – Composite Report
What to do, in what order
- Reconcile the three numbers that drive cash, not all of them.
- Set one margin threshold as a decision trigger.
- Begin Financial Management EXPLAINED — the relevant chapters only.
- Map your tech & AI gaps to actual workflows.
- Pick the single highest-leverage automation.
- Document what’s working — and what to drop.
- Re-take the diagnostic; compare scores to baseline.
- Lock in the capability you’ve built.
- Only now consider adding a new area.
What the data says
/ 100
Amber — functioning, but exposed in two areas.
Your composite score of 68 places your business in the upper-middle band of the diagnostic. The system is in place, but execution and consistency are uneven across functions. This is the most common scoring band for businesses in the 10–200 person range — and the hardest one to move out of.
Your weakest areas — financial health and tech & AI readiness — share a common pattern: capability exists, but it isn’t yet feeding decisions. The next 90 days focus on closing that gap before adding anything new.
All eight areas
Each score is banded and weighted by impact — a 48 in a value-heavy area outranks a 64 in a supporting one. The report ranks them for you so you know what to touch first.
What’s likely breaking, and where to start
42 · Critical
Your financial visibility is the constraint on every other decision. Reports exist, but the numbers are roughly known, not reconciled — and the gap between what the data says and what actually changes in the business is wide. Pricing is partly defended, partly inherited. Customer profitability is tracked at a high level but isn’t used to shape where sales push.
The work at this stage is converting visibility into action. Take one number you review every month that doesn’t currently change behaviour, and make it a decision trigger: gross-margin-below-threshold triggers a pricing review; runway-below-six-months triggers a contingency plan…
The books that match your weak areas
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Every recommendation is mapped to a specific weak score — no generic reading list. The report links each title to the exact area it strengthens.
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