A fixed-scope commercial 360° assessment, from €500. Half fixes what limits scale, half prepares what investors test.
Most growth companies fail on execution, not ambition. The assessment names the constraints and turns them into work.
Score twelve dimensions - strategy, revenue engine, GTM efficiency, unit economics, org design, operations, technology - against companies at your stage in your market. Constraints ranked by magnitude, not by volume of opinion.
Cross-check the plan the leadership team is already executing against what the evidence supports. Which initiatives are load-bearing, which are optional, and which depend on something that is not yet true.
Win rates by stage, qualification discipline, forecast accuracy, discount behaviour, channel concentration and CAC payback - read from your own CRM and billing data rather than from the sales narrative.
Where decisions still route through the founder, which roles are single points of failure, where succession is undefined, and which two or three hires unlock the most capacity in the next two quarters.
One objective view of priorities, plan quality, execution dependencies and the improvements that matter most - so the leadership team argues about the sequence once, on shared evidence, instead of every quarter.
Four to six sequenced actions: one objective each, concrete deliverables, a single success metric, explicit pre-conditions, and a named owner on your side. Foundation fixes before the quick wins that depend on them.
Investors reward numbers that survive questioning, not polish. This half shows how the business reads from their side.
Connect market opportunity, traction, scalability, leadership capacity and capital needs into one evidence-backed story - with each claim traceable to a finding.
Identify weak evidence, inconsistent metrics, likely objections, and the questions most likely to surface in investor meetings - before the first one is booked.
Map missing evidence, fragile assumptions, ownership gaps and operational weaknesses before diligence begins, so the process tests the business rather than your document hygiene.
See which issues may influence valuation, terms, milestones, governance, or the perceived need for investor intervention - and which of them you can close before the conversation.
The metric set, cadence and board material a new investor will ask for in the first quarter - defined before the round rather than improvised after it.
The 90-day plan doubles as the post-close agenda: the same owners, evidence milestones and review cadence that a new investor would otherwise spend a quarter constructing with you.
The report helps leadership validate priorities, challenge current plans, expose scaling constraints and address weaknesses earlier, so the next investor conversation starts from evidence rather than assertion. It is preparation commissioned by the founder, not an endorsement issued by an investor.
Investors can scope a decision assessment. Founders and CEOs can validate priorities, plans, scalability, and investment readiness before outreach or due diligence.