Financial Visibility Self Assessment

Financial Visibility Self Assessment

Congratulations on the progress your business has made to date. Leading growth, managing projects, and steering financial complexity requires vision, focus, and resilience.

This diagnostic toolkit is designed to give a clear view of your business's financial readiness for the next phase of growth. By the end of this short assessment, you’ll gain clear insights into your financial strengths and areas to work to improve predictability, profitability, and operational confidence.

Estimated time to complete : 10~15 minutes

Please share a few key details to personalise your Financial Visibility Diagnostic :
Name*
Business Name*
Email*
Annual Revenue $ Millions*
Number of Projects Completed Per Year*
Primary Business Strategy*

Differentiation - Competing through unique expertise, innovation, or specialized servicesCost Leadership - Competing primarily on price efficiency and operational disciplineRelationship Driven - Competing as a dependable partner, building long-term client trustOther

{name} Thanks for your response. Lets begin the Diagnostic process for {businessName} to assess financial readiness for growth

A. Invoicing & Receivables Health

Objective: Evaluate how effectively your company converts completed work into cash through disciplined and accurate invoicing process — a key driver of predictable cashflow and client trust
Q1. Timeliness of invoicing — How quickly are invoices issued once contractual work or milestones are completed ?*

Within 3-5 days — consistently on timeWithin 2-3 weeks — occasional delaysAfter 3+ weeks or irregularly — often delayed
Insight : Each week of delay can stretch your cash cycle and weaken visibility into future liquidity
Q2. Accuracy & Standardization of Invoices — How consistent and standardized is your invoicing format and review process ?*

Standard templates (e.g AIA) and approval steps followed for all projectsTemplates exist but aren’t always used consistentlyManual or adhoc invoicing, limited review
Insight : Inconsistent or manual invoicing can cause under/over-billing, disputes and delays in collections
Section A : Invoicing & Receivables Calculation

B. Accounts Payable Discipline

Objective: Evaluate how effectively your company manages outgoing payments — balancing supplier relationships, project cashflow, and financial control.
Q1. Payment Timeliness & Control — How structured is your payment scheduling process?*

Payments are released on a set schedule (weekly/biweekly) after verificationPayment timing depends on cash availability, sometimes delayedPayments are often reactive or ad hoc without clear scheduling
Insight : Irregular or reactive payments often strain supplier relations and reduce your ability to negotiate better terms.
Q2. Approval and Documentation — How standardized is your process for approving vendor invoices before payment?*

All invoices matched with POs and verified against delivery before approvalMost invoices reviewed, but process isn’t always followed consistentlyManual or informal approvals, often rushed or undocumented
Insight : Weak approval controls increase the risk of duplicate payments, unverified expenses, and cash leaks.
Section B : Payables Discipline Calculation

C. Cashflow Readiness

Objective: Evaluate how effectively your business plans and manages cashflows to maintain liquidity and fund growth. Weak cashflow visibility can stall expansion, strain operations, and force reactive financial decisions.
Q1. Cashflow Forecasting Horizon — How far ahead does your business forecast cash needs and availability?*

8–12 weeks ahead, updated weekly4–6 weeks ahead, updated occasionallyNo structured forecast; rely on current bank balance
Insight : Short forecasting horizons limit your ability to prepare for payroll, supplier peaks, tax payments, and delayed receipts, forcing reactive decisions.
Q2. Visibility & Integration of Cashflows — Does your forecast capture all major inflows and outflows — including receivables, payables, payroll, overheads, and taxes?*

Yes — comprehensive and reviewed weeklyPartial — some flows or updates are inconsistentNo — view is fragmented or reactive
Insight : Weak visibility of inflows and outflows creates blind spots; cash planning becomes reactive — leading to surprises or cash crunches.
Q3. Managing Funding Gaps — When short-term cash shortfalls are expected, how does your business typically respond?*

Planned — use reserves, credit facilities, or staged paymentsManaged reactively — last-minute adjustments or internal delaysFrequent surprises — scramble to cover essential payments
Insight : Reactive funding management disrupts project momentum and limits capacity to take on new work confidently.
Section C : Cashflow Readiness Calculation

D. Profit and Loss visibility

Objective: Give you a clear view of how much profit you’re really making today, what you’re likely to make in the coming months, and what factors could strengthen or weaken that profit. Strong visibility helps you make confident decisions about pricing, hiring, and growth.
Q1. Clarity on existing & expected Profits. How clearly can you see your true profit today — and how confidently can you predict what your profit will look like over the next few months?*

Clear — I see profit by job/business area and have a forward viewSomewhat clear — I understand the big picture but not the full storyNot clear — I rely on my bank balance or accountant’s reports
Insight: When you can’t see your profit drivers clearly, you may be growing revenue without growing profit — missing early signs of margin erosion.
Q2. Understanding Fixed Costs & Profit Sensitivity — How well do you understand how your ongoing monthly costs (payroll, overhead, tools, subscriptions, etc.) impact profit — and how changes in workload or pricing affect your bottom line?*

Very well — I know my monthly cost base and its impact on profitSomewhat — I know the general number but not how sensitive profit isNot well — profit surprises me when costs rise or workload changes
Insight: Without clarity on fixed costs, even a strong sales month can feel tight. Small increases in overhead or small drops in workload can erase profit without warning. Business growth amplifies hidden inefficiencies
Section D : Profit&Loss Calculation

E. Solvency & Financial Strength

Objective: Make sure your business has a clear view of its true financial position — knowing what you own, what you owe, and how much capacity you have to take on new projects or handle unexpected costs. Strong visibility here ensures you can grow without surprises.
Q1. Do you clearly know what your company owns and owes? This includes equipment, vehicles, materials, outstanding payments from clients, loans, leases, and other obligations.*

Yes — I have a complete, up-to-date picture of assets and liabilities.Partially — I know the major items but some details are unclear.No — I rely on general reports and don’t have a clear picture.
Insight: Without a full view of what you truly own and owe, it’s easy to overcommit to new projects or miss risks that could affect cashflow or growth.
Q2. Do you know how much financial room you have for growth and unexpected costs? This includes understanding debt levels, guarantees, bonds, and any commitments that might require cash or collateral.*

Yes — I know our leverage, guarantees, and have tested our capacity under potential project growth or challenges.Partially — I know some of our debt and commitments but haven’t modelled risk under growth or delays.No — I’m unsure about hidden obligations or how much extra capacity we have.
Insight: Hidden commitments or high debt can limit your ability to take on new work, hire, or invest — even if cashflow looks healthy in the short term.
Section E - Financial health Calculation

F. Project Financial Visibility

Objective: Ensure you have a clear picture of how each project is performing — financially and operationally — so you can protect margins, deliver on time, and grow sustainably.
Q1. Do you know the true profitability of each project in timely way?*

Yes — Costs, revenues, and margins for each project are regularly tracked.Partially — I know general profitability but not down to project-level detail.No — I rely on post-project accounting and estimates.
Insight: Without timely visibility of project-level profitability, underperforming jobs may go unnoticed, eroding margins and overall growth potential.
Q2. How well do you control project costs and timelines?*

Very well — deviations are tracked, managed, and corrective actions are taken immediately.Some control — most projects are on track, but occasional overruns occur.Poorly — cost overruns and delays often surprise me.
Insight: Weak cost or schedule control leads to margin loss, strained client relationships, and limits your ability to take on new work confidently.
Q3. Are contracts and change orders actively monitored and enforced?*

Yes — all contract terms, change orders, and potential claims are tracked and managed timely.Partially — some contracts or changes are managed well, others less so.No — I rely on post-project review or the accounting team only.
Insight: Poor change order or contract management risks delayed payments, disputes, and unbudgeted costs that can reduce project profitability margins.
Section F - Project Calculation

Q1 Red Count - A
Q2 Red Count - A
Q1 Red Count - B
Q2 Red Count - B
Q1 Red Count - C
Q2 Red Count - C
Q3 Red Count - C
Q1 Red Count - D
Q2 Red Count - D
Q1 Red Count - E
Q2 Red Count - E
Q1 Red Count - F
Q2 Red Count - F
Q3 Red Count - F
Total Red Counts
Total Calculation
Logic for Overall

Total 14 questions : Minimum score 14 and Maximum score 42

1. Green Zone : 38-42 & no red

2. Yellow Zone : 23-37 & red quantity less than 6 or,

37+ & 1 red

3. Red Zone : 6 red or more irrespective of score, or

14-22 score
{name}, based on your responses to Financial Readiness Assessment.

{businessName} overall financial systems and processes currently falls under
Green Zone — Healthy

Your current systems and processes show strong financial discipline. You have good visibility, predictable cashflow, and low operational risk.
Yellow Zone — Caution Required

You have a good foundation, but certain gaps in visibility and controls may create pressure during growth. Refining these areas will unlock more predictability, stronger profitability, and safer expansion
Red Zone — High Risk

Current processes create real financial risk. Cashflow gaps, weak visibility, and inconsistent discipline may create operational instability or cash strain. Strengthening these areas is essential before taking on new growth to avoid surprises.

Section C Red Count
Section F Red Count
Logic for 2 Qs

Green - Greater than 4

Yellow - Less than 5 & greater than 2 (ALL)

Red - Less than 3

Logic for 3 Qs ( Section C and F)

Green - Greater than 7

Yellow - Less than 8 & greater than 4 + Section Red count less than 2 (ALL)

Red - Less than 5 + Section Red Count greater than 1 (ANY)
Should be Empty:

Please share a few key details to personalise your Financial Visibility Diagnostic :

A. Invoicing & Receivables Health

B. Accounts Payable Discipline

C. Cashflow Readiness

D. Profit and Loss visibility