People & organisation — question 01 of 10
Does a second line of leadership own outcomes — not tasks?
People who answer for results without you in the room.
There is no second line Capable people; I still own outcomes Some functions genuinely owned Every major function has an accountable owner
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People & organisation — question 02 of 10
Is hiring ahead of need — or always behind it?
Pipeline, employer reputation, onboarding that works.
We hire in emergencies Reactive, usually late Planned for known gaps A running engine: pipeline, brand, onboarding
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Process & systems — question 03 of 10
Are the core processes written down and repeatable?
Could a competent new hire run them from the documentation?
They live in people's heads Some notes, mostly tribal Key processes documented, ageing Documented, used, and owned by someone
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Process & systems — question 04 of 10
Would your systems survive 2× volume?
The stack, the spreadsheets, the duct tape — honestly.
They creak today They'd break somewhere important Mostly fine; one or two known choke points Built with headroom — tested or confidently known
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Cash & finance — question 05 of 10
Is the growth funded — cash, facilities or committed capital?
Growth eats cash before it returns it.
We'd be betting the float Tight — one bad quarter from trouble Funded if the plan holds Funded with contingency for the plan slipping
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Cash & finance — question 06 of 10
Do you know your unit economics at the margin?
What the next customer actually costs and contributes.
Not really Blended averages only Known for the core offer Known by segment — and they hold at the margin
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Market & proposition — question 07 of 10
Is there demand evidence beyond the founder selling?
Pipeline that exists when you personally don't.
I am the pipeline Mostly founder-sourced A repeatable channel is emerging Multiple channels producing without me
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Market & proposition — question 08 of 10
Is the proposition repeatable — or rebuilt for every customer?
Bespoke heroics don't scale; products and playbooks do.
Everything is bespoke Bespoke with reusable parts Standardised core, custom edges Productised — priced, packaged, repeatable
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Leadership & governance — question 09 of 10
Has the founder's role been redesigned for the next stage?
What you'll stop doing is the real scale plan.
Same role, just busier I know it must change; it hasn't Changing — delegation underway Redesigned in writing, with dates
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Leadership & governance — question 10 of 10
Do your board and advisers match the stage you're going to?
The challenge that got you here won't get you there.
No board or advisers to speak of Suited to where we were Partly upgraded Built for the next stage, not the last one
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Scale readiness — your profile
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A note on honesty. Ten questions test the frame, not the future — markets, luck and execution still get votes. But growth is a stress test that always finds the weakest pillar first, and naming it before the strain arrives is the difference between scaling and snapping.
01 Growth as stress test Doubling load doubles strain on the weakest member — this finds it while it's still cheap to fix.
02 Five pillars People, process & systems, cash, proposition, leadership — scored separately, weakest named.
03 Sequenced moves Your lowest answers become this quarter's fix list, in the order a board would tackle them.
04 Founder next Pair it with the Bottleneck Test — businesses and founders usually share a constraint.
