• 6 Profit Drivers™ Diagnostic

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  • 6 Profit Drivers™ Diagnostic

    Evaluate your business across six key pillars. Rate each statement from 1 (Absent) to 5 (Systemised).

  • Pillar 1 — Revenue Engine

    Assess your business's approach to revenue generation.
  • We have a consistent, predictable lead generation system.*
  • We track and actively improve enquiry-to-client conversion rate.*
  • Our marketing consistently attracts our ideal client profile.*
  • We intentionally increase average transaction value.*
  • Our sales process is documented and measurable.*
  • If revenue dropped 20%, we know exactly which lever to pull first.*

  • Pillar 2 — Margin Optimisation

    Evaluate your business's approach to pricing and profitability.
  • Our pricing is reviewed strategically at least annually.*
  • We know our gross margin by product/service line.*
  • Discounts are used strategically, not emotionally.*
  • We clearly understand which offers generate the majority of profit.*
  • Supplier/contractor terms are reviewed and optimised annually.*
  • We regularly identify and remove margin inefficiencies.*

  • Pillar 3 — Systems & Efficiency

    Review your business systems and operational efficiency.
  • Core processes are documented in usable SOPs.*
  • The business continues smoothly when key team members are absent.*
  • Manual processes are automated where possible.*
  • Delegation is outcome-based, not task-based.*
  • We understand operational capacity limits.*
  • The business can scale without increasing owner workload.*

  • Pillar 4 — Cash Flow & Forecasting

    Assess your approach to cash management and financial forecasting.
  • We know our exact monthly break-even number.*
  • We maintain clear visibility on cash runway.*
  • Cash flow is forecast 3–6 months ahead.*
  • Leading financial indicators are tracked consistently.*
  • Debtor management is disciplined and proactive.*
  • Owner remuneration is consistent and sustainable.*

  • Pillar 5 — Leadership & Strategy

    Reflect on leadership and strategic direction in your business.
  • I spend more time working on the business than in it.*
  • We have a clear 12–24 month strategic roadmap.*
  • Decision-making follows a structured cadence.*
  • Major business risks are identified and actively managed.*
  • The business is building enterprise value.*
  • The business could operate without me in 3–5 years.*

  • Pillar 6 — People

    Evaluate your approach to people and team development.
  • We have a clearly defined Ideal Employee Profile that guides hiring decisions.*
  • We use a structured strategy to attract high-quality candidates rather than relying on reactive recruitment.*
  • Our induction process is documented, consistent, and designed to accelerate early performance.*
  • Roles are clearly defined with documented responsibilities, decision rights, and measurable outcomes.*
  • We have a deliberate system for developing skills, leadership capacity, and performance.*
  • We are confident in team productivity, accountability, and output quality.*

  • Score Band: FRAGILE

  • Score Band: CONSTRAINED

  • Score Band: SCALABLE

  • Weakest Pillar: Revenue

  • Weakest Pillar: Margin

  • Weakest Pillar: Systems

  • Weakest Pillar: Cashflow

  • Weakest Pillar: Leadership

  • Weakest Pillar: People

  • Mixed Constraint

  • STRUCTURAL CLASSIFICATION: FRAGILE


    This result indicates that several core profit drivers require structural reinforcement.

    Revenue may be present; however, it may not yet be supported by predictable acquisition, disciplined margin management, consistent systems, strong cash visibility, aligned leadership, or clearly defined team capability.

    Performance at this stage often depends on sustained effort rather than structural design.

    As a result, modest disruptions, market shifts, pricing pressure, staff turnover, or cost increases  can have a disproportionate impact on profitability.

    The priority is stabilisation before expansion.

    Strengthening revenue reliability, margin discipline, operational clarity, financial visibility, leadership alignment, and team accountability will reduce volatility and create a stronger foundation for growth.

    STRATEGIC PRIORITIES:

    Foundation First

    • Strengthen Revenue Predictability
    • Clarify ideal client profile and stabilise acquisition channels.
    • Protect Contribution Margi
    • Align pricing and cost structure with profitability objectives.
    • Formalise Systems & Accountability
    • Implement basic operational, financial, and people structures before pursuing aggressive growth.

  • STRUCTURAL CLASSIFICATION: CONSTRAINED


    This result reflects a commercially functional business with untapped structural leverage.

    Revenue is generally stable. Margins are viable. Systems operate. Leadership provides direction. The team delivers.

    However, integration across these drivers may be incomplete. Growth may rely on continued leadership intensity rather than structural efficiency. Team capability may support current performance but not accelerated expansion.

    The opportunity at this stage is leverage.

    Refining system depth, improving capital allocation discipline, strengthening governance cadence, and clarifying role accountability can convert effort-based performance into scalable profitability.

     

    STRATEGIC PRIORITIES:

    Build Leverage

    • Systemise Core Operations
    • Reduce reliance on individual intensity through documented execution architecture.
    • Optimise Capital & Talent Deployment
    • Ensure pricing, reinvestment, and leadership allocation generate measurable return.
    • Institutionalise Governance Rhythm
    • Strengthen performance metrics, accountability cadence, and decision clarity.

  • STRUCTURAL CLASSIFICATION: SCALABLE


    This result reflects strong structural integrity across financial, operational, leadership, and people drivers.

    Revenue predictability supports planning. Margins are managed deliberately. Systems produce repeatable execution. Cash visibility supports confident decision-making. Leadership depth reduces concentration risk. Team capability reinforces performance.

    The business is positioned not only for growth, but for strategic optionality.

    At this level, the focus shifts from correction to optimisation, improving capital efficiency, strengthening leadership bench depth, and refining strategic positioning to enhance long-term enterprise value.

    The risk at this stage is not instability, but complacency.

     

    STRATEGIC PRIORITIES:

    Enhance Value

    • Improve Capital Efficiency
    • Increase return on invested capital and working capital velocity.
    • Deepen Leadership & Team Capability
    • Strengthen succession readiness and performance consistency.
    • Refine Strategic Positioning
    • Improve differentiation to enhance long-term valuation and optionality.

  • Weakest Pillar Deep Dive

    Revenue Engine
    This result suggests an opportunity to strengthen revenue predictability and acquisition structure.

    Lead flow may vary. Conversion processes may not be fully documented. Client quality or positioning may be inconsistent.

    Improving channel reliability and conversion clarity will enhance forecasting confidence and reduce reactive sales pressure.

  • Weakest Pillar Deep Dive

    Margin Optimisation
    This result indicates an opportunity to improve contribution margin discipline.

    Pricing alignment, cost structure oversight, or product mix optimisation may require refinement.

    Margin management is central to sustainable profitability and reinvestment capacity.

  • Weakest Pillar Deep Dive

    Systems & Efficiency
    This result suggests execution processes may rely more on individual effort than structured workflow.

    Documented systems, defined accountability, and operational clarity increase scalability and reduce leadership workload.

  • Weakest Pillar Deep Dive

    Cash Flow & Forecasting
    This result highlights opportunities to improve forward financial visibility.

    Strengthening receivables discipline, working capital management, and scenario planning increases decision confidence and reduces financial stress.

  • Weakest Pillar Deep Dive

    Leadership & Strategy

    This result indicates an opportunity to refine strategic clarity and governance rhythm.

    Clear priorities, structured decision cadence, and defined accountability improve alignment and long-term performance consistency.

  • Weakest Pillar Deep Dive

    People
    This result suggests an opportunity to strengthen human capital structure.

    Hiring criteria, role clarity, accountability frameworks, and capability development may not yet be fully systemised.

    As businesses grow, informal talent structures create variability. Structured recruitment, defined decision rights, measurable outcomes, and leadership development create execution reliability.

    Human capital strength supports both scalability and enterprise resilience.

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