Most expensive business decisions start with an untested assumption.
You have a move in mind. Let's make sure your business supports it.
Tell me the move you're considering and a few things about how the money currently moves. You'll get back a first read on whether that move points at what's actually holding you back — or whether something else does.
Check Your Next Move™What you'll be asked.
Nothing you need to go and look up first. Rough numbers are fine — the read works on the shape of them, not the decimal places.
If you can't answer one of them, say so rather than guessing. Not knowing a number is a finding in its own right, and the Check is built to tell you that instead of pretending otherwise.
What comes back.
Your move named directly, and where it points — not a generic diagnosis. There are four ways this lands.
The move lines up
What you were already planning appears to point at the stage that's actually constraining things. You'd leave knowing your instinct held up against the numbers, which is worth two minutes on its own.
What follows: two figures to watch, and the point at which they'd tell you the picture changed. No pitch — if the move is right, the move is right.
Something else likely comes first
The move is reasonable, but there's a stage upstream of it that would change the return on making it. You'd get the stage named, and why it comes first.
What follows: worth quantifying properly before you commit the money. That's the Rewind™.
You're missing the number that decides it
The most common outcome, and often the most useful. Some decisions can't be made yet by anyone, including me. You'd get told which number to go and get before committing anything.
What follows: go and get the number. Come back when you have it — that's genuinely the whole instruction.
It's early for this kind of read
If the business is still being built, there isn't enough operating history for a backward read to say anything honest. The constraint at that stage is almost always the same one, and it isn't hiding.
What follows: FINDRS, which is built for that stage.
Why the Check stops where it does.
Two minutes of answers can identify which stage of your business looks thinnest. It can't identify why that stage is thin — and that's the part that decides what you should actually do.
Say the Check points at Conversion. That single finding has at least three causes, and they don't share a fix:
The right conversations aren't happening because the wrong people are arriving. The fix is upstream, in Leads — the opposite of what the finding seems to say.
The right people are arriving and the offer isn't landing. The fix is the offer, the price, or how it's framed. Leads are fine.
The right people arrive, the offer lands, and then nothing happens for four months. The fix is neither of the above — it's what happens between yes-in-principle and yes.
Which one it is depends on numbers this Check didn't ask you for.
That's not a tease. It's a real limit of what five self-reported answers can support. Telling you the stage is useful and free. Telling you which of the three you're in, and what it's costing you every month, means reading twelve months of your actual figures — which is what the Rewind™ is.
What this isn't.
It isn't a quote, a funnel, or a form with a diagnosis bolted on the end. Nobody calls you because you finished it.
It isn't a sales qualifier in disguise. One of the four results is that you don't need anything further, and that result is written to be as useful as the others.
[[PRIVACY-LINE]] — replace with your actual data handling, e.g. what's stored, whether you'll email, and how to get it deleted.