Your actual numbers, and how the company genuinely runs.
Not a survey, not a workshop, and not a junior analyst with a template. I take your management accounts, your reporting, and the way decisions actually route through the business, and I examine them the way an audit committee would: looking for where the design is capping growth.
It ends with a written findings report: precisely where the design is costing you, ranked by what each finding is worth, with the fix for each one. Scope agreed on one page before you commit. No retainer required, no pitch attached.
Around half the founders who take it need nothing further from me. The findings are theirs to execute, and the report is written so they can. The other half choose to keep me in the rhythm as their operating partner. Either outcome is a good one.
What gets examined
- The numbers: management accounts, unit economics, and whether the figures a board would rely on actually agree with each other
- Decision routing: which calls route to you, which should, and what the gap is costing in speed and senior time
- The operating cadence: what happens weekly, monthly and quarterly, and whether agreed things happen without chasing
- Reporting lag: how long a moved number takes to reach a decision, and what that lag priced into last quarter
- Accountability design: who owns what, in writing or in folklore, and where the folklore is failing