Operating Assessment
A focused project with me to understand your financial health, identify what’s holding back profitable growth, and build a 90-day plan. We start with the numbers and agree where to look more closely at how the business runs.
- Financial health and cash position
- Operating priorities and responsibilities
- Findings and priorities to work through together
- A ranked 90-day plan
Start with the numbers
We connect your P&L, cash position and operating data to understand where the business makes money, where cash gets tied up and which decisions need attention. The analysis focuses on the decisions you’re facing and the data available.
Customer economics
CAC, repeat purchase, LTV and payback help us understand what it costs to win a customer and how much that relationship contributes over time.
Product and channel profitability
Revenue, gross margin, fulfillment costs and paid media show where products and channels contribute to profit, and where growth adds cost without enough return.
Cash and working capital
Inventory, receivables, payables and runway show where cash gets tied up and what the business needs to fund its plans.
Financial risks
Customer or channel concentration, inventory quality and gaps in the data can affect decisions now and raise questions for a lender, investor or buyer later.
What's included
We also look at the parts of the business connected to those findings. Depending on the agreed scope, that can include product and channel priorities, inventory, team responsibilities or how decisions get made.
- Financial analysis focused on the questions we agree to answer
- A review of the operating priorities and responsibilities connected to those findings
- Written findings and a working session to discuss the choices in front of you
- A ranked 90-day plan with recommended actions and owners
Starts at $7.5K. Timing depends on the agreed scope and the condition of the source data. We confirm the work, fee and delivery schedule before we start.
How it works
Agree what we need to understand
We start with what’s happening in the business and the decisions you’re facing, then agree which financial and operating questions the assessment will answer.
Review the numbers
I ask for the financial and operating data needed for that scope. We identify gaps early, so the findings distinguish what the data shows from what still needs to be tested.
Connect the findings to how the business runs
I look at the priorities, responsibilities and decisions behind the numbers.
Build the 90-day plan
We work through the findings together and build a ranked 90-day plan: what to focus on, what to stop or simplify, and who owns each next step. If the main question is which of the things you are doing actually move the business, start with Focus.
Who this is for
Good fit
- Consumer brand doing $5M–$75M in revenue
- You need a clearer picture of what’s holding back profitable growth before deciding what to change
- Margins, CAC, payback, inventory, or cash feel harder than topline revenue suggests
- Growth priorities, inventory or team responsibilities need closer examination
- Ready to share the data and work through the findings
Poor fit
- Bookkeeping, tax, or monthly accounting support
- Confirmation of a plan without testing its assumptions
- Immediate day-to-day operating leadership
- A report with no founder or decision-maker involved
You can put the plan to work with your team. If you want continued support, we can discuss Founder Advisory or Operator in Residence, depending on the role you need me to take.