Client Intake Form
Organization name
*
Organization website (or primary online presence)
*
Organization type
*
Nonprofit
Faith-based organization
Healthcare clinic
Camp/retreat center
School/education
Founder-led business
Automotive/service group
Other
Employee count
*
1–14
15–30
31–75
76–150
151–300
301+
Primary contact name and title
*
Email
*
example@example.com
Phone number
*
Please enter a valid phone number.
Format: (000) 000-0000.
Preferred contact method
Email
Phone
Text
Video call
Where is the team primarily located?
*
Single location
Multi-location (same region)
Multi-location (multi-state)
Distributed/remote
Hybrid distributed
Time zone for scheduling
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Why Now and What Success Looks Like
What prompted you to reach out right now?
*
Growth outpaced systems
Leadership transition
Missed goals / execution issues
Team conflict / morale drop
Operational firefighting
Board/investor pressure
Compliance/HR risk
Other
Which statements best describe your current reality? (Select all that apply)
*
Everything still runs through me
We’re busy but not effective
Good people but unclear systems
Operations/HR/culture feel reactive
We need help but not a full-time executive
Roles are unclear
Meetings don’t produce traction
We lack consistent metrics/reporting
In 2–4 sentences, what is the primary operational problem you want solved?
*
What would make this engagement a “clear win” in the next 90 days?
*
How urgent is the need?
*
Immediate (0–30 days)
Soon (1–3 months)
Planned (3–6 months)
Exploring (6+ months)
How confident are you that your team can execute priorities without outside operational leadership support?
1
2
3
4
Best
5
1 is , 5 is Best
Which engagement style are you looking for?
*
Hands-on embedded operational leadership
Mostly strategic advisory
Mix of both
Not sure yet
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Operational Clarity and Process Realities
Where are the biggest operational bottlenecks today?
*
Customer/client onboarding
Service delivery/fulfillment
Scheduling
Capacity planning
Vendor/partner coordination
Finance workflows (billing, AR/AP)
HR and hiring
Internal approvals/decision-making
Reporting/visibility
Other
Describe one “repeatable nightmare” process—something that breaks often or consumes leadership time.
How documented are your core processes today?
*
Not documented
Partially documented
Documented but not followed
Well documented and consistently followed
Upload any existing SOPs, process docs, or workflow diagrams (optional).
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of
Clarity of priorities across the organization
*
Priorities change constantly
1
2
3
4
Clear and stable priorities
5
1 is Priorities change constantly, 5 is Clear and stable priorities
Role clarity (who owns what)
*
Unclear/overlapping
1
2
3
4
Very clear operational ownership
5
1 is Unclear/overlapping, 5 is Very clear operational ownership
What best describes your operating environment?
Stable operations
Moderately changing
Rapid growth/constant change
Turnaround/crisis mode
Transition (merger, restructure, leadership change)
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Embedded Leadership, Stakeholders, and Decision-Making
Who will be the primary internal sponsor for this work?
*
Founder/CEO
Executive Director
COO/Operations lead
CFO/Finance leader
HR/People leader
Board chair
Other
Which best describes decision-making today?
*
Founder-centered
Leadership team consensus
Functional leaders decide independently
Unclear / inconsistent
Board-driven
What decisions are currently “stuck” at the top (or bouncing around) that you want to delegate or systematize?
*
Which stakeholders must be involved for success?
Executive team
Middle managers
Frontline leads
Board
Finance
HR
IT/vendor partners
Key external partners
How would you describe leadership alignment today?
Strong alignment
Mostly aligned with some friction
Fragmented priorities
Active conflict/misalignment
Leadership communication effectiveness
*
Frequently confusing/inconsistent
1
2
3
4
Clear, consistent, trusted
5
1 is Frequently confusing/inconsistent, 5 is Clear, consistent, trusted
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People Systems and Accountability
Hiring and onboarding maturity
*
Ad hoc
Basic
Structured but inconsistent
Strong and repeatable
People-system pressure points (select all that apply)
Hiring process
Onboarding
Performance expectations
Manager capability
Accountability/follow-through
Team communication
Culture/values drift
Retention
Role confusion
Conflict resolution
Accountability and follow-through
*
Low accountability
1
2
3
4
Strong accountability culture
5
1 is Low accountability, 5 is Strong accountability culture
What culture do you want to protect while improving structure and execution?
Current organizational structure documentation
No org chart
Org chart exists but outdated
Updated org chart + role descriptions
Clear structure + role expectations
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Systems and Tools
How well do your current tools support operations?
*
Tools are a major strength
Mostly fine with gaps
Tools create friction
Not sure
What systems/tools are in place today? (Select all that apply)
Accounting (QuickBooks, etc.)
Payroll/HRIS
CRM
Project/task management
Scheduling
Inventory
BI/reporting dashboards
Shared documentation/wiki
Custom spreadsheets
Other
Name the top 1–2 tools you want to improve usage of (or replace) and why.
Data and reporting reliability
Trustworthy
Mixed
Often disputed
Mostly unavailable
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