01 · DIAGNOSE
Know what your business is capable of.
When everything feels urgent, know what deserves your attention first. The Owner’s Scorecard™ connects what happens on the floor, in the office, and in your numbers to a focused plan for improvement.
A diagnostic, not an open-ended engagement. We agree on scope, fee, timing, and the records needed before work begins.
What’s working. What’s costing you. What’s next.
We examine how work actually flows, where decisions get stuck, and what the financial evidence suggests.
Where does the owner remain the bottleneck?
What can and can’t be seen in pricing and margin?
Which systems and handoffs slow work down?
Where are customer or supplier dependencies concentrated?
What should change in the next 90 days?
Four practical takeaways. One clearer path.
Operating score
A five-category diagnostic view with evidence and assumptions documented.
Opportunity register
Potential improvements, impact, confidence, ownership, and dependencies.
90-day priority plan
A sequenced action plan weighing effort, risk, and expected value.
Readout with the owner
What to do first, what to measure, and what not to spend on yet.
An example of the view you gain.
60 / 100 — illustrative, fictional example
Owner load: 45 · Margin visibility: 60 · System strength: 55 · Pricing position: 75 · Concentration risk: 65.
The example averages five equally weighted categories. Actual scoring requires operational records, interviews, and documented judgment. This is not a client result, a validated assessment, or a promise of recoverable profit.
Transparent math: repeated work
Illustrative example: 150 orders per week × 7 manual minutes ÷ 60 × 52 weeks = 910 annual hours. At $32 per hour, this represents $29,120 of gross theoretical labor capacity.
This is not realized cash savings or project ROI. Implementation costs, error rates, and the amount of time actually recoverable must be evaluated. Freed time may be used for other work.
Start with a conversation, not a commitment.
Tell Jeff where work gets stuck and what you want the business to do better. Together, we’ll determine whether a Scorecard is a useful first step. There is no obligation to continue beyond the diagnostic.