Score your business 0–100 across profit, margin, labor, cash, growth, customer risk and owner load.
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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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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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) 888-0415Above 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.
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.
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.
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.
Business Diagnostics
Find out how much of the business only works because you're standing in it — and what that costs you.
Business Diagnostics
Can this business double without breaking? Score margin, capacity, process, cash and lead flow.
Profit & Pricing
What the business actually keeps after everything — including paying you properly.
Cash & Capital
How many months you can operate at your current burn — and what breaks first.