Growth Assessment – Peachtree Business Coaching

Introductions – Profile

Business Profile

Tell us a little about your business so your results can be viewed in context.

What is your business name? *

What is your business website?

How long have you been in business? *

What is your annual revenue? *

How many people work in the business, including owners? *

Introduction – Financial Clarity

These questions examine cash flow, margins, reporting, forecasting, and your ability to make decisions using reliable financial information.

How current and reliable are your financial records? *I am not sure, or they are more than three months behind.They are usually one to three months behind.They are updated monthly, but I do not review them consistently.They are updated monthly and reviewed regularly.They are current, regularly reconciled, and used to guide decisions.

How well do you understand your margins and which products, services, customers, or jobs are most profitable? *I do not know our margins or most profitable work.I have a general idea based primarily on intuition.I know our overall margins but have limited detail.I regularly review margins by product, service, customer, job, or business line.We consistently measure profitability by segment and use it to make decisions.

How would you describe your cash-flow visibility? *Cash shortages frequently catch us by surprise.Cash flow is unpredictable and usually managed reactively.Cash flow is generally manageable, but we do not forecast it consistently.We regularly monitor cash flow and maintain a short-term forecast.We maintain a reliable forecast, adequate reserves, and clear plans for future cash needs.

How frequently do you review financial results and key financial indicators? *Rarely or never.Only when there is a problem.Occasionally, without a consistent schedule.Monthly using a standard report.Weekly or monthly using a consistent scorecard, targets, and trend analysis.

Introductions – Sales & Marketing

These questions examine lead generation, positioning, pipeline visibility, conversion, and the repeatability of your sales process.

How predictable is your flow of qualified leads? *Very unpredictable, with extended periods of little or no lead activity.Primarily dependent on referrals or the owner’s personal network.Somewhat consistent, but results vary significantly.Consistent through one or more reliable marketing channels.Highly predictable through multiple measured and reliable channels.

How clearly can your ideal customers understand why they should choose your business? *Our message is unclear or mostly based on price and general service claims.We know why customers choose us, but it is not clearly communicated.We have a general value proposition, but it is not consistently used.Our ideal customer, positioning, and value proposition are clearly defined.Our positioning is clear, differentiated, tested, and consistently used across marketing and sales.

How well do you track your sales pipeline? *We do not track it.It is tracked informally or primarily in someone’s head.We use a spreadsheet or basic tracking system.We use a CRM or structured system with defined sales stages.We track stages, activity, conversion rates, sources, and forecasts in a structured system.

How well do you understand and manage your sales conversion performance? *We do not know our close rate.We can estimate it, but do not calculate it.We calculate it occasionally.We track it consistently and review the results.We track conversion by source, salesperson, service, or customer type and actively improve the process.

Introduction – Operations

These questions examine processes, capacity, quality, bottlenecks, tools, and your ability to deliver consistently.

How standardized are your core business processes? *Most work is handled differently each time.Some repeatable processes exist, but they are mostly informal.Key processes are documented, but they are not always followed.Most important processes are documented and consistently followed.Processes are documented, measured, consistently followed, and regularly improved.

How effectively does the business address recurring operational problems? *The same problems occur constantly.Recurring problems are common and usually handled temporarily.We solve problems as they arise, but rarely investigate the underlying cause.We identify root causes and make lasting corrections to important problems.We systematically track issues, correct root causes, and measure whether improvements work.

How prepared are your operations to handle increased demand? *A meaningful increase in demand would immediately create major problems.We could handle a small increase, but the team is already stretched.We have some additional capacity, although certain bottlenecks would emerge.We could handle substantial growth with limited operational changes.Our processes, systems, suppliers, and capacity are intentionally structured for growth.

How effectively do your systems and tools support consistent execution? *Work depends heavily on memory, manual effort, or disconnected tools.We use basic tools, but information and work frequently fall through the cracks.We have useful systems, but adoption or integration is inconsistent.Our primary systems support consistent workflows and visibility.Our systems are integrated, consistently used, measured, and regularly improved.

Introduction – People & Leadership

These questions examine roles, accountability, communication, hiring, delegation, and the business’s dependence on its owner.

How much does the business depend on you personally for daily decisions and execution? *Nearly everything depends on me.Most important decisions and problems come through me.My team handles routine work, but I remain involved in most major decisions.The team independently handles most operations within clear boundaries.The business operates effectively without my daily involvement.

How clearly are roles and responsibilities defined? *Roles are unclear and important work is frequently missed or duplicated.People generally know their responsibilities, but there is frequent confusion.Most roles are understood, although responsibilities are not consistently documented.Roles, responsibilities, and decision authority are clearly defined.Roles are clearly defined, documented, measured, and adjusted as the business changes.

How consistently are team members held accountable for commitments and results? *Expectations and accountability are largely absent.Problems are addressed only after they become serious.Expectations exist, but follow-up and feedback are inconsistent.Commitments, results, and performance are reviewed consistently.The team operates with clear goals, regular feedback, measurable accountability, and consistent follow-through.

How prepared is your team to support the business’s next stage? *We are severely understaffed or lack critical capabilities.The team is frequently stretched and important skill gaps exist.The team can support current operations but has limited capacity for growth.We have capable people and a plan for the next roles or skills we will need.Our hiring, development, succession, and capacity plans are aligned with our growth strategy.

Introduction – Strategy & Execution

These questions examine goals, priorities, competitive advantage, action planning, and disciplined follow-through.

How clear is your direction for the next 12 months? *We do not have clear business goals.I have a general idea of where I want the business to go.We have goals, but they are not specific or documented.We have specific, documented, measurable goals.We have measurable goals supported by a clear strategy, milestones, and accountable owners.

How effectively does the business set and maintain priorities? *Nearly everything feels urgent and priorities change constantly.We have priorities, but daily problems regularly replace them.We identify important priorities but do not consistently protect time or resources for them.We maintain a limited set of clear priorities and review them regularly.Priorities are explicitly tied to strategy, resources, owners, deadlines, and measurable outcomes.

How consistently are plans converted into completed actions? *Plans rarely result in sustained action.We start initiatives, but many lose momentum or remain unfinished.Important actions are completed, but follow-through is inconsistent.Actions have clear owners and deadlines and are usually completed.We use a disciplined execution rhythm with owners, deadlines, progress tracking, and rapid removal of obstacles.

How regularly do you review results and adjust the plan? *We rarely review results against a plan.We review results mainly when something goes wrong.We review progress occasionally, but without a consistent process.We review results on a regular schedule and make adjustments.We consistently compare results with targets, learn from the data, and update actions and priorities.

Introduction – Priorities

Your answers here help identify the issue that deserves attention first and prepare for a potential Growth Review.

What is the single biggest challenge facing your business right now? *

What is the most important thing you want the business to accomplish in the next 12 months? *

If you could fix one problem in your business over the next 90 days, what would it be? *

Do you anticipate needing capital during the next 12 months for equipment, hiring, inventory, expansion, real estate, acquisition, or working capital? *

Introductions – Contact and Next Step

Enter your information below to receive your Growth Readiness Score and next-step recommendations.

Would you be interested in a complimentary one-hour review of your results? *Yes, I would like to request a Growth ReviewMaybe—send my results firstNot right now

Contact Information

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Financial Clarity

Sales & Marketing

Operations

People & Leadership

Strategy & Execution

Overall Growth Readiness Score

Find the constraint holding your business back.

A clearer picture of what needs attention next

Your Overall Score

Five Pillar Scores

Recommended Priorities

Five areas that shape business growth

Financial Clarity

Sales & Marketing

Operations

People & Leadership

Strategy & Execution

What happens next

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