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Business Health Score

Score your business 0–100 across profit, margin, labor, cash, growth, customer risk and owner load.

Your numbers

Your result

Business Health Score
52/100
Rating
Fragile
Current net profit
$90,000
Net profit at a 12% marginAn illustrative target for a well-run general service business; verify against your business model and accounting.
$180,000
Profit left on the table
$90,000
Profitability40
Gross margin43
Labor cost control72
Cash position33
Growth60
Customer risk88
Owner load50
Financial visibility60

Fragile — 52/100

This is the profile of a business that looks fine from the outside and is one bad quarter from trouble. Cash and margin come first, in that order.

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What this number actually tells you

Most owners judge their business by how busy they feel and what the bank balance says on the first of the month. Neither one tells you whether the business is healthy. This score looks at the eight things that actually determine whether a small business survives, pays its owner and becomes worth something: net margin, gross margin, labor cost, cash reserves, growth, customer concentration, owner load and whether anyone is watching the numbers.

Choose your industry first. Net margin, gross margin and labor are scored against a profile for that business model; the remaining structural measures use the same anchors across industries. Profitability and margin carry the most weight because they fund everything else.

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How the math works

  • 01Each factor is scored on a 0–100 scale between a weak and healthy anchor. The selected industry changes the net-margin, gross-margin and labor anchors.
  • 02Weights: profitability 22, gross margin 16, labor cost 14, cash 14, owner load 10, growth 8, customer concentration 8, financial visibility 8.
  • 03Final score = sum(factor score × weight) ÷ sum(weights).
  • 04Industry profiles cover general services, HVAC/plumbing/electrical, restaurants, auto repair, med spas, agencies, contractors and retail. These are directional comparison ranges, not accounting standards.

What to do with the answer

  • Work the two lowest bars first. Fixing your worst area moves the score more than improving something you're already good at.
  • Re-score quarterly, not monthly. These are structural numbers and they move slowly.
  • If cash scored low, fix cash before anything else. Profitable businesses still die from timing.
  • If financial visibility scored low, that's the cheapest fix on the list and it makes every other fix measurable.

Want someone to read these numbers with you?

The Growth Assessment is a 30-minute conversation about what your numbers are telling you and what to fix first. No pitch deck, no PDF.

Schedule Your Growth Assessment Or call (737) 888-0415

Questions owners ask about this

What's a good business health score?

Above 80 means the fundamentals are solid and your constraint is scale. 65–80 is a working business that is underpaid. 50–65 is fragile — it survives on volume and owner effort. Below 50 means structural problems that revenue growth will make worse.

Why does net profit margin carry the most weight?

Because it's the only number that proves the whole system works. Margin, labor, pricing and overhead all end up there. A business with a 2% net margin has no room to absorb a bad month, a bad hire or a price increase from a supplier.

Why does the industry selector change my score?

Business models carry different cost structures. A healthy restaurant, contractor, agency and med spa should not be judged against one generic gross-margin or labor target. The selector adjusts those three anchors while keeping cash, concentration, growth and owner load comparable.

Is a 3-month cash reserve realistic for a small business?

It's the target, not the average. Most established small businesses run on less than one month, which is why a slow February or a single equipment failure turns into a credit-line problem. Build toward three months of operating expenses, held separately from the operating account.