Decision brief
The recommendation in plain language, with its conditions listed as checkable items. Read the conditions first: three conditions means three specific unknowns are load-bearing, not that the recommendation is weaker.
Illustrative output
An action-ready synthesis, not a pile of consultant slides.
A SCALEUP.report is a fixed-scope commercial 360° assessment of a growth company, delivered as a single decision brief rather than a deck. The report connects findings to decisions. It makes evidence quality, trade-offs, dependencies, and the post-close agenda visible in one structured view.
Recommended path
Proceed to confirmatory diligence-with three conditions.
The company shows real category pull and strong customer advocacy. The principal risks are enterprise concentration, founder-dependent sales, and weak implementation capacity.
01 Validate top-account renewal exposure
02 Hire an implementation leader
03 Formalise enterprise pipeline governance
Why the thesis can work
High-value workflowClear customer ROI and strong daily product relevance.
Account expansionMeaningful expansion inside mature, well-implemented customers.
Defensible data advantageDomain data compounds product value and customer switching cost.
| Finding | Severity | Evidence confidence | Investment implication |
|---|---|---|---|
| Revenue concentration Two enterprise accounts influence reported retention quality. | High | 86% | Rebuild account-level cohorts and validate renewal exposure. |
| Founder-dependent sales Founder remains involved in most strategic late-stage deals. | High | 91% | Treat repeatability as a condition, not a future aspiration. |
| International channel economics Partner activation and contribution margin are not yet evidenced. | Medium | 43% | Pause expansion until economics and ownership are validated. |
| Product roadmap capacity Customer commitments may crowd out platform work. | Medium | 61% | Confirm delivery capacity and roadmap trade-offs. |
Days 0-30
Stabilise the baseline
- Rebuild account-level retention cohorts
- Define sales qualification and forecast rules
- Recruit implementation leadership
Days 31-60
Reduce dependencies
- Separate founder sponsorship from sales ownership
- Install delivery capacity planning
- Create board-level commercial dashboard
Days 61-90
Test value creation
- Launch pricing and packaging experiment
- Activate mature-account expansion play
- Re-assess thesis-linked dimensions
Observed strengths
- High strategic pattern recognition
- Strong customer credibility
- Complementarity across product and commercial domains
Scaling dependencies
- Founder remains the default escalation path
- Conflict is delayed until decisions become urgent
- Decision rights are not explicit when founders disagree
Practical actions
- Define founder-only versus delegated decisions
- Introduce a conflict and escalation protocol
- Shift the founder to strategic sponsorship, not process ownership
Illustrative only. A real module requires informed consent, validated instruments, qualified interpretation, and an agreed protocol for sensitive information. It is not a clinical diagnosis or a standalone investment verdict.
Walkthrough
How to read each section.
Four sections, in the order a decision is actually made. Every figure above is fictional; the structure is not.
Risk & unknowns
Severity and evidence confidence are kept apart on purpose. Sort by confidence: low-confidence rows are the diligence agenda; high-confidence, high-severity rows are terms, not questions.
90-day plan
The findings sequenced into three thirty-day blocks with concrete actions. Check the first block: a high-severity finding with no action in days 0–30 means either the risk or the plan is overstated.
Leadership dynamics
FULL 360° PLUS only, and never a founder score. Read it against the plan: a plan needing delegated decisions, next to a founder who is the default escalation path, is a structural problem before it is an effort problem.
The company, figures and findings above are fictional and exist to show the structure of the output. The twelve dimensions behind them are on the methodology page; the three report levels are on the pricing page.
Make scaling with a clearer view.
Investors can scope a decision assessment. Founders and CEOs can validate priorities, plans, scalability, and investment readiness before outreach or due diligence.