Q1_People_Score

Q2_People_Score

Q3_People_Score

Q4_People_Score

People_Leadership_Raw

People_Leadership_Percent

Q5_Revenue_Score

Q6_Revenue_Score

Q7_Revenue_Score

Q8_Revenue_Score

Revenue_Engine_Raw

Revenue_Engine_Percent

Q9_Org_Score

Q10_Org_Score

Q11_Org_Score

Q12_Org_Score

Organizational_Structure_Raw

Organizational_Structure_Percent

Q13_Systems_Score

Q14_Systems_Score

Q15_Systems_Score

Q16_Systems_Score

Systems_Process_Raw

Systems_Process_Percent

Q17_Execution_Score

Q18_Execution_Score

Q19_Execution_Score

Q20_Execution_Score

Execution_Visibility_Raw

Execution_Visibility_Percent

Base_Scale_Readiness_Score

Founder_Dependency_A_Count

Founder_Dependency_AB_Count

Guardrail_Severe_Founder_Dependency

Guardrail_Broad_Founder_Reliance

FD_Business_Continuity_Severe

FD_Revenue_Independence_Severe

FD_Cross_Functional_Independence_Severe

FD_Knowledge_Independence_Severe

FD_Execution_Visibility_Severe

FD_Accountability_Independence_Severe

FD_Business_Continuity_AB

FD_Revenue_Independence_AB

FD_Cross_Functional_Independence_AB

FD_Knowledge_Independence_AB

FD_Execution_Visibility_AB

FD_Accountability_Independence_AB

Critical_People_Leadership

Critical_Revenue_Engine

Critical_Organizational_Structure

Critical_Systems_Process

Critical_Execution_Visibility

Critical_Dimension_Count

Guardrail_Critical_Dimension

Below50_People_Leadership

Below50_Revenue_Engine

Below50_Organizational_Structure

Below50_Systems_Process

Below50_Execution_Visibility

Below50_Dimension_Count

Flag_Multiple_Operating_Constraints

Highest_Dimension_Percent

Lowest_Dimension_Percent

Dimension_Spread

Flag_Uneven_Operating_Foundation

Base_Maturity_Level

Final_Maturity_Level

Final_Maturity_Classification

Classification_Was_Capped

Cap_Reason_Severe_Founder_Dependency

Cap_Reason_Critical_Dimension

Cap_Reason_Broad_Founder_Reliance

Primary_Constraint_People_Leadership

Primary_Constraint_Revenue_Engine

Primary_Constraint_Organizational_Structure

Primary_Constraint_Systems_Process

Primary_Constraint_Execution_Visibility

Primary_Constraint_Count

Flag_Primary_Constraint_Tie

Secondary_Constraint_People_Leadership

Secondary_Constraint_Revenue_Engine

Secondary_Constraint_Organizational_Structure

Secondary_Constraint_Systems_Process

Secondary_Constraint_Execution_Visibility

Secondary_Constraint_Count

Strongest_Dimension_People_Leadership

Strongest_Dimension_Revenue_Engine

Strongest_Dimension_Organizational_Structure

Strongest_Dimension_Systems_Process

Strongest_Dimension_Execution_Visibility

Strongest_Dimension_Count

Flag_Strongest_Dimension_Tie

Pattern_Severe_Founder_Dependency

Pattern_Broad_Founder_Reliance

Pattern_Critical_Constraint

Pattern_Multiple_Constraints

Pattern_Uneven_Foundation

Pattern_Balanced_Operating_Model

Growing quickly and feeling operational strain

Most meaningful decisions come back to me.

My team makes routine decisions, but I still make or approve many operating decisions.

Leaders make most decisions within their areas, with me involved primarily when something is unusual or high-impact.

Decision authority is clear, and capable leaders make operating decisions independently while I focus primarily on strategic and executive-level decisions.

How are day-to-day operating decisions typically made?

Important work or decisions tend to slow down or stop until I'm available.

The team can keep routine work moving, but important decisions, approvals, or problems often wait for me.

The business generally continues operating, with only certain higher-level issues requiring my involvement.

The business operates normally without my day-to-day involvement, and I can step in when strategic or genuinely exceptional issues require me.

When you're unavailable, what typically happens to the business?

I usually have to personally follow up or push work forward to make sure important things get done.

People understand many of their responsibilities, but follow-through and accountability are inconsistent without my involvement.

Most owners and leaders follow through on their responsibilities, with occasional gaps that require escalation or additional support.

Ownership is clear, people are accountable for outcomes, and missed commitments are addressed without depending on me to drive the process.

How would you describe accountability across the people responsible for running the business?

There is little meaningful leadership or ownership beyond me today.

I have people who can manage tasks or functions, but they still depend heavily on my direction.

Capable people own key areas of the business, although some still need support with higher-level decisions or leadership.

Capable leaders or owners run their areas effectively, collaborate across the business, and involve me when my role genuinely requires it.

How capable is your current leadership or ownership structure of running its areas of the business?

Most meaningful revenue depends directly on my relationships, selling, or personal involvement.

Others contribute to revenue generation, but I remain a major driver of opportunities, relationships, or closing.

The business has a functioning revenue engine beyond me, although I still play an important role in selected opportunities or relationships.

Revenue generation operates through a clear, repeatable approach that does not depend on my constant personal involvement.

Scale Readiness Score

SCALE READINESS SCORE™

How Ready Is Your Business to Grow Beyond You?

You'll evaluate: