SELF-ASSESSMENT: FIND YOUR STARTING STAGE

See My Recommended Starting Stage

Weight

Weight

Business Model and Focus

Company Organization and Roles

I’m still figuring out my ideal client and services; how we make money.

It’s mostly just me; roles are unclear.

We have a rough model, but it’s not written or consistent.

Some roles exist, but no organization chart or accountability scorecards.

Model is defined; we’re now documenting day‑to‑day operations.

Roles defined; we’re building basic systems.

Model is clear; we need better sales and financial rigor.

Roles clear; hiring processes need work.

Model is dialed in; we’re leading a team and tightening risk.

Team in place with meetings and metrics; risk management still questionable.

Model is proven; we’re planning growth or exit.

Team runs without me most days; I focus on strategy.

Company Systems and Standard Operating Procedures

Estimating and Pricing

No documented processes yet.

Ad‑hoc take‑offs; pricing isn’t consistent.

A few checklists exist but aren’t used consistently.

Using cost codes and some templates; needs accuracy.

Core workflows are documented and improving.

Estimating tied to cost codes; margins monitored and adjusted as needed.

We have estimating and project systems; need sales and finance depth.

Estimating margins based on production capacity and overhead resources.

Systems are strong across the business; we’re formalizing risk.

Estimating fully integrated with profitability and forecasting.

Systems are integrated; we’re optimizing and preparing to scale or exit.

Company Sales and Marketing

Company Branding

Leads are inconsistent; we rely on word‑of‑mouth.

No market outreach; market does not know we exist.

Some campaigns exist; no clear funnel metrics.

Have done some market study; we have not defined our market niche.

Defined sales process; improving close rates.

We know our market niche; we are positioning the company in the market.

Strong pipeline and sales playbook; quality clients.

Company is positioned in the market; we are building market penetration.

Scalable lead engine with unit economics tracked.

We are the leader in our market niche.

Client Management

Subcontractor Management

Client signs contract and project begins; client communication is sporadic.

We rely on the subcontractors to check their own work.

Client is informed of changes; Change Orders issued and confirmed by client.

Job sites are visited regularly by Supervisors; subcontractor work is reviewed.

Client signs Changes Orders; Client is kept up to date on schedule.

Quality of subcontractor work is monitored; supervisors are experienced.

Client signs off each milestone; client is aware of all project costs and changes.

Subcontractor Scopes of Work are comprehensive; inspection reports are filed.

Company Financial Clarity

Project Profitability

Books are messy; Chart of Accounts and Cost Codes not set up.

No formal review of job profitability; rely on estimator to build in profit.

Basic job costing; Work In Progress, Cash Flow unclear.

Change Orders created for variations from estimate; try to build in profit.

Chart of Accounts and Cost Codes in place; starting Work In Progress.

Budget-to-Actual reports are created for each project each month.

Reliable monthly rhythm; KPIs drive decisions.

Each project is reviewed for profitability; variances noted; remediation implemented.

Live dashboards with forecasting and scenario planning.

Leadership and Team

Strategy and Long‑Term Planning

I’m the bottleneck; little delegation.

We’re focused on immediate jobs; no long‑term plan yet.

Beginning to delegate; meetings are irregular.

12‑month plan exists; goals are emerging.

Weekly rhythm exists; role scorecards in use.

3‑year vision with targets; execution cadence in place.

Strong culture and accountability; managers own outcomes.

There is a clear scale or exit path; building transferable value.

Company runs without me most days; I coach and steer.