Quick Check
Fast recognition and engagement. Weighted score, readiness status, dimension results, strengths, gaps, risk flags and three priorities.
Flagship Diagnostic · Investment, M&A & Exit
Tests leadership depth, founder dependency, talent, organisation, governance and value-creation readiness.
Quick Check
Tests leadership depth, founder dependency, talent risk, governance and value-creation readiness through an investor lens.
Diagnostic options
Fast recognition and engagement. Weighted score, readiness status, dimension results, strengths, gaps, risk flags and three priorities.
Deeper self-assessment with detailed weighted profile, interpretation, commercial impact, priorities and related tools and services.
Evidence-based advisory diagnosis with interviews, data review, validated findings and a 30/60/90 and 3-12 month roadmap.
What is measured
Whether the plan depends on a small number of individuals.
Investors discount plans that rest on founder or key-person dependency, because the risk sits outside their control.
Retention risk in the roles that deliver the plan.
Value creation plans assume the people delivering them stay. That assumption is rarely tested until diligence.
Whether People data and documentation survive scrutiny.
Weak documentation rarely kills a deal, but it lowers confidence, slows process and creates price adjustment leverage.
Whether the organisation can deliver the plan post-investment.
Capital accelerates whatever is already true. Weak organisational readiness simply produces faster problems.
Assess where you stand
Other diagnostics and practical tools connected to the same challenge.
Tests leadership depth, founder dependency, talent, organisation, governance and value-creation readiness.
Tests data, documentation, ER, reward, leadership and governance readiness for investor or buyer scrutiny.
Tests whether leadership, workforce, performance and People infrastructure can support growth.
Insights
Strategic thinking connected to this challenge, with the practical detail behind the headline.

Foundations & Setup · Risk & Compliance
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Performance & Reward · Leadership & Culture
Performance management should improve performance. The methodology should never be the starting point.
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