How to Use This Tool
For: Owner and executive team. Gather current source records and select one reporting date. Rate each statement from 0 to 4, citing evidence and dates. Leave unanswered questions blank rather than guessing.
- Enter the business and reporting details. Rate each item and record its source or limitation.
- Select Analyze. Review category scores, the highest gaps, evidence omissions, and any critical overrides.
- Assign owners, deadlines, and proof in the action register. Approve a decision and return monthly during installation, then quarterly.
- Save in this browser, export JSON for portability, and print or save a PDF for the executive record.
Scores are internal planning indicators. A critical item rated 0 or 1 causes a red status; under 75% question completion is incomplete. Only rated items enter score averages. Local save is limited to this device and browser profile. This tool provides no formal valuation or professional assurance.
1. Assessment Details
2. Rated Evidence
Rating scale: 0 no control or evidence · 1 ad hoc · 2 partial · 3 established · 4 measured and verified. Weights 2 or 3 reflect relative priority. Critical ratings of 0 or 1 trigger escalation.
| Driver | Statement | Rating | Evidence or limitation |
|---|---|---|---|
| Earnings Weight 3 · critical | Normalized operating earnings are positive or on an improving path | ||
| Earnings Weight 2 | Earnings trends are explained by documented operating drivers | ||
| Revenue Weight 3 · critical | Repeat revenue is measurable and supported by customer behavior | ||
| Revenue Weight 3 · critical | No single customer represents an unmanaged material exposure | ||
| Margin Weight 2 | Pricing discipline and margin by offering are monitored | ||
| Cash Weight 3 · critical | Profit converts to cash without persistent working capital strain | ||
| Scalability Weight 3 · critical | Capacity can grow without a similar increase in owner involvement | ||
| Operations Weight 2 | Critical delivery processes are repeatable and measured | ||
| Leadership Weight 3 · critical | A capable management team owns day to day performance | ||
| Defensibility Weight 2 | Brand, contracts, relationships, or know how support differentiation | ||
| Market Weight 2 | The addressable market and competitive position support growth | ||
| Risk Weight 3 | Key person, supplier, technology, and legal risks have mitigations | ||
| Capital Weight 2 | Investments are approved against return and liquidity hurdles | ||
| Evidence Weight 3 · critical | Value driver improvements are verified against the baseline |
3. Executive Results
Decision signal:
4. Category Analysis and Priority Gaps
| Driver | Rated | Rated score | Signal |
|---|
Highest rated gaps
5. Improvement Action Register
| Priority | Action and expected result | Owner | Due date | Completion evidence |
|---|---|---|---|---|
6. Executive Review and Approval
Baseline Evidence, Assumption and Diagnostic Review
Use this diagnostic as an internal planning indicator, not a guarantee of value, financial performance, valuation or operating outcome. Reconcile each material result to a dated source and approved definition. Separate observed, calculated, modeled, benchmark and judgmental inputs. Record confidence, limitations, scenario sensitivity, owner, decision threshold and unresolved evidence gaps.
| Review control | Customer entry |
|---|---|
| Baseline and source | [Metric, period, scope, source/version, definition, owner and reconciliation] |
| Assumption and uncertainty | [Assumption, benchmark, confidence, limitation, sensitivity and missing evidence] |
| Scenario and guardrail | [Base/downside/upside/no-action, cash, customer, quality, legal and operating limits] |
| Finding and action | [Finding, root cause, priority, owner, due date, decision and escalation] |
| Review and handoff | [30/60/90 review, repository, KPI owner, rebaseline trigger and approval] |