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Are you better at this than you think? Or worse?
Complete the questionnaire to the best of your ability. Don't overthink anything.
How true is this for you?
0 - not true at all
1 - not true
2 - occasionally true
3 - sometimes true
4 - often true
5 - uncomfortably true
Section 1 - Customers and Value
1. I find myself describing what we do differently to different people, not because the audience is different but because I'm not entirely sure myself.
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2. I sometimes wonder whether our pricing reflects what we're worth, or just what felt manageable when we set it.
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There are customers I'd quietly admit I don't fully understand - why they bought, why they stayed, or why they left.
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When asked "why you, not your competitor?" I have an answer, but it's not one I'd defend hard against a sceptical buyer.
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Section 2 - Delivery
The work gets done well, but I'm aware it depends on a few people — including me — knowing things that aren't written down anywhere.
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If I doubled the workload tomorrow, I genuinely don't know whether quality would hold.
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The team operate based on what they pick up from me, not based on what they're explicitly accountable for in writing.
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There are bottlenecks in how the work flows through the business, and I think I know roughly where they are - but I haven't actually mapped them.
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Section 3 - Money
I read my numbers, but if pushed I'd struggle to explain in detail what's actually driving the trajectory.
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The difference between profit and cashflow is something I'd describe broadly, but I don't have a 13-week cashflow forecast I update and trust.
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If a sceptical investor asked me to walk through my unit economics line by line, I'd be doing some explaining as I went.
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My pricing decisions and my financial decisions don't feel as connected as they should.
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Section 4 - Direction
Important decisions tend to stay in my head rather than becoming operational systems or written commitments.
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I often feel busy without being confident the business is improving in a way that matters.
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My strategy, if I'm honest, is more of an intuition than something I could explain to my team in three sentences.
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I have metrics, but I'm not sure they're the right metrics — or that I'd notice fast enough if they started telling me something was wrong.
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Section 5 - Personal Effectiveness
The business depends more on me than I would comfortably admit.
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My identity and the business have become entangled in ways that make it hard to think about either independently.
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I delegate, but not in a way that genuinely lets go — there are things I review or redo because I don't fully trust the handover.
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I protect my energy and focus less than I should, and when I'm not at my best, the whole business feels it.
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Section 6 - Synthesis
I sometimes use AI to accelerate work I'm not fully qualified to evaluate.
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If I stepped back from the business for a month, I'm honestly not sure whether it would run, drift, or quietly start to fail.
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Section 7 - A few Last Specifics
Most of my day is set by whatever lands in front of me, not by what I decided in advance actually mattered most.
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We are growing, and that growth is quietly hiding whether the underlying business is getting healthier or just bigger.
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I generate ideas and direction far faster than the business can turn them into things that reliably happen.
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I run more on feel and instinct than on numbers and dials I actually watch, and mostly that has been enough.
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I can do most things in the business better than the people I would hand them to, so I end up keeping them.
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The business works because I pour myself into it at a level I could not honestly sustain for another two years.
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