5
The Founder's Blind Spot Library
Business Health Scorecard

How healthy
is your
business?

A 25-question diagnostic across five dimensions. Score each honestly. The result will tell you where to focus, and what to stop pretending isn't a problem.

Christina Gentry  ·  Vasana Coaching & Consulting

How to use this

Five dimensions.
25 questions. One honest hour.

This scorecard covers the five areas that determine whether a business is genuinely healthy or just producing revenue. They are: Revenue, Margin, Team, Systems, and Founder Dependence. Most businesses score well on one or two and poorly on the rest, and the weak areas are almost always the ones the founder has been avoiding.

Score each question 1-5. Use the guide below. Don't average upward because you intend to fix something. Score where you are today, not where you're planning to be. The gap between where you are and where you want to be is exactly what this is designed to surface.

After completing all five dimensions, your results will appear on the Results page below. Your total and your lowest dimension score will show you where to focus first.

1-2
Critical
This area is actively costing you. Revenue, team stability, or business viability is at risk. Address before anything else.
3
Functional
Working but fragile. One bad month, one key departure, or one client loss could tip it. Worth watching and improving.
4-5
Healthy
This area is a genuine strength. It's not perfect, but it's not a constraint on your growth. Maintain and build from here.
$
Dimension 1 of 5
Revenue
Is revenue predictable, growing, and coming from the right sources, or is it sporadic, stagnant, and dependent on a handful of relationships that could disappear?
1.1How predictable is your revenue month to month?
1
Unpredictable
2
Very variable
3
Somewhat stable
4
Mostly predictable
5
Highly reliable
1.2How concentrated is your revenue, how much depends on your top 2-3 clients?
1
80%+ from 1-2
2
60-80% top 3
3
40-60% top 3
4
20-40% top 3
5
Well diversified
1.3How much of your revenue is recurring or contracted vs. project-based or one-time?
1
All one-time
2
Mostly project
3
Mixed
4
Mostly recurring
5
Majority recurring
1.4How clearly do you understand what is driving your revenue growth, which channels, offers, or clients?
1
No idea
2
Rough guess
3
Mostly clear
4
Clear by channel
5
Fully tracked
1.5How confident are you in your revenue for the next 90 days?
1
Very uncertain
2
Concerned
3
Cautiously ok
4
Fairly confident
5
Very confident
Dimension 1 total
— / 25
%
Dimension 2 of 5
Margin
Revenue is what you earn. Margin is what you keep. A business growing revenue while compressing margins isn't scaling, it's working harder to stay in the same place.
2.1Do you know your gross margin, revenue minus direct costs, right now?
1
No idea
2
Rough estimate
3
Know total only
4
Know by offer
5
Track monthly
2.2How healthy is your gross margin relative to your industry?
1
Under 20%
2
20-30%
3
30-40%
4
40-55%
5
55%+
2.3Is your margin trending in the right direction over the last 12 months?
1
Declining fast
2
Declining slowly
3
Flat
4
Growing slowly
5
Growing consistently
2.4Do you have at least 3 months of operating expenses in cash or accessible credit?
1
Under 2 weeks
2
1-4 weeks
3
1-2 months
4
2-4 months
5
4+ months
2.5Do you know which clients or service lines are most and least profitable, not just by revenue?
1
Not at all
2
Gut feel only
3
Know roughly
4
Know by line
5
Track monthly
Dimension 2 total
— / 25
Dimension 3 of 5
Team
A business is only as healthy as its people infrastructure. The question isn't just whether you have enough people, it's whether the right people are in the right roles with the right accountability.
3.1How confident are you that every person on your team is in the right role for where the business is today?
1
Major misfits
2
Several concerns
3
Mostly right
4
Right roles
5
Fully confident
3.2How clear is accountability on your team, does every person know what they own and how they're measured?
1
No clarity
2
Vague roles
3
Mostly clear
4
Clear ownership
5
Fully defined
3.3How is team morale and engagement right now?
1
Crisis level
2
Low
3
Adequate
4
Good
5
Excellent
3.4How would you rate your team's ability to deliver consistently without your direct involvement?
1
Falls apart
2
Struggles
3
Manages ok
4
Handles well
5
Fully capable
3.5Is there anyone on the team right now who you wouldn't hire today if you were starting fresh?
1
2+ people
2
One person
3
Borderline cases
4
No real concerns
5
Hire all again
Dimension 3 total
— / 25
⊞
Dimension 4 of 5
Systems
Systems are what turn a founder's knowledge into a business that can operate without the founder in every conversation. Without them, everything depends on memory, proximity, and heroics.
4.1How documented are your core processes, sales, delivery, onboarding, operations?
1
All in my head
2
Mostly informal
3
Some docs exist
4
Core docs written
5
Fully documented
4.2How consistent is your client experience, does every client get the same quality regardless of who delivers?
1
Highly variable
2
Often varies
3
Usually consistent
4
Mostly consistent
5
Always consistent
4.3How well does your technology and tooling support the business, or is it creating friction?
1
Major friction
2
Lots of workarounds
3
Mostly functional
4
Supports well
5
Fully optimized
4.4How easily could you onboard a new team member and get them producing in 30 days?
1
No process
2
Very difficult
3
Possible but slow
4
Structured process
5
Clear playbook
4.5Does your business have meaningful metrics tracked regularly, beyond just revenue?
1
Revenue only
2
Few basic ones
3
Some key metrics
4
Dashboard exists
5
Full scorecard
Dimension 4 total
— / 25
Dimension 5 of 5
Founder Dependence
The most important question in business health: how much does the business depend on you personally? A business that can't function without its founder isn't a business, it's a job with employees.
5.1If you stepped away for 30 days with no check-ins, what would happen to revenue?
1
Would collapse
2
Significant drop
3
Some disruption
4
Mostly fine
5
No impact
5.2Are there key client relationships that exist primarily because of you personally, not because of the business?
1
Almost all
2
Most of them
3
About half
4
A few key ones
5
Business-owned
5.3How much of your day is spent on work only you can do vs. work that could be done by someone else?
1
Under 10%
2
10-25%
3
25-50%
4
50-70%
5
70%+ strategic
5.4How would you rate your energy and sustainability right now, are you running on fumes or genuinely resourced?
1
Burning out
2
Stretched thin
3
Manageable
4
Good energy
5
Fully resourced
5.5Does the business have documented vision and values that would hold without you in the room?
1
Lives in my head
2
Talked about only
3
Partly documented
4
Written and shared
5
Team lives by it
Dimension 5 total
— / 25
Your results

Your business health score

—
out of 125
Complete the scorecard above
Revenue
—
Margin
—
Team
—
Systems
—
Founder Dependence
—
Where to focus next
1
Address your lowest-scoring dimension first
Not your weakest-feeling one, your actual lowest number. That's the floor the rest of the business is sitting on. Everything else you build will be limited by that dimension until you address it.
2
Retake this scorecard in 90 days
A scorecard only has value if you track it over time. Score this again in 90 days. The dimension that's moved the most tells you where your real leverage is. The one that hasn't moved tells you what you're avoiding.
3
Look at the pattern, not just the score
A business scoring 4s across four dimensions and a 1 in Founder Dependence has a very specific problem. A business with all 3s has a different one. The distribution of your scores often tells a clearer story than the total.
5
Vasana Coaching & Consulting

The score isn't
the problem.
What it reveals is.

Most founders already know, somewhere, that one of these dimensions is weak. The value of a scorecard isn't the discovery, it's the permission to stop pretending it isn't there. You now have a number. That number is the beginning of a different conversation.

If you want to work through what the score means for your specific business, and what to do about it, that conversation starts at Vasana.

vasanagroup.com
© Christina Gentry · All rights reserved