Score Your Business Resilience

No/minimal revenue; runway is less than 6 months.

Generating revenue ($1k-$10k/mo); runway is between 6-12 months.

Revenue covers all basic expenses; runway is 12+ months without external capital.

Not calculable or LTV:CAC is less than 1x.

LTV:CAC is greater than 3x with positive contribution margins.

Negative profitability; OR have not yet begun tracking profitability metrics and free cashflow.

Revenue growth matches burn; path to profitability within 18 months.

Profitable with >20% EBITDA margin and positive free cash flow.

No formal financial model or cash flow visibility.

Basic spreadsheet forecast, updated monthly.

Rolling 12-month forecast with scenario planning updated weekly/bi-monthly.

Financials are neither filed nor audit-ready.

Professionally filed by bookkeeper but have not undergone a formal audit yet.

Audited financial statements available for the last 2+ years.

1-2 ongoing conversations with strategic investors/acquirers.

5+ ongoing conversations and at least 1 signed commitment secured.

No investor materials or exit narrative exists.

Exit memo drafted but not professionally sign-off.

Comprehensive exit memo back by valuation ranges and comparables.

No formal data room exists; corporate documents, contracts, and IP assignments are unorganized or missing.

Self-built data room contains basic corporate documents and regular investor updates, but lacks rigorous legal vetting.

Institutional-grade, structured data room is fully populated, vetted by legal/capital advisors, and ready for immediate due diligence.

Founder(s) do everything; single point of failure.

Several second-line leaders in place, but significant gaps remain.

Formal management team and board-approved succession plan; business runs post-exit without founders.

Unorganized or heavily fragmented Cap Table (e.g., many small family/friend investors, missing formal agreements, or unresolved co-founder equity splits).

Properly incorporated with a clean, digitized Cap Table (e.g., on Carta/Pulley), but features minor complexities like outstanding complex notes or unallocated option pools.

Optimized, institutional-grade Cap Table with clear vesting schedules, a well-managed option pool, and no predatory terms, blocking rights, or unusual shareholder restrictions.

No documented processes; knowledge is mostly in know-how.

Basic role delegation and some processes documented in a centralized knowledge hub.

All key processes (sales, support, dev) are fully documented and automated. (SOPs, Policies, etc.)

Highly rigid; fixed overhead (long-term leases, non-negotiable payroll, rigid vendor lock-ins) makes up the vast majority of burn. Cutting costs requires catastrophic down-sizing.

Moderately flexible; discretionary spending (marketing, software tiers, external agencies) can be paused quickly, but core personnel and infrastructure take 3–6 months to restructure.

High financial elasticity; over 50% of the cost structure is variable or highly agile (e.g., usage-based cloud infrastructure, scalable performance marketing, flexible contractor models), allowing immediate cash-preservation mode without killing core operations.

Single point of failure (single supplier, single geography, or indispensable founder).

Some cross-training and dual-sourcing in progress.

High redundancy; any single person or supplier can leave without critical disruption.

No risk awareness or formal plans in place.

BCP/DR drafted by management but hasn't been formally approved.

Formal BCP/DR tested annually with insurance and emergency protocols in place. (Board approved).

High concentration (e.g., >50% of revenue from one client).

Moderate concentration with 2-5 key customers.

Low concentration (<20% from any single client) and multiple channels.

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