Operations diagnostic
Find your biggest operations bottleneck in 3 minutes
Answer 12 quick questions and get a practical diagnosis, a directional time and cost estimate, and next steps by email.
12 questionsAbout 3 minutesResult by email
What you get
A serious operational diagnosis across spreadsheets, reporting, onboarding, scheduling, and system fragmentation.
A directional view of time loss, cost of friction, growth risk, and the type of internal tool or workflow system most likely to remove the bottleneck.
12 quick questions, including quantified impact bands.
Primary and secondary bottlenecks, severity, and a practical solution direction.
Designed to be credible enough to forward to a founder, COO, or operations manager.
Progress snapshot
Completed questions
0/12
Where does your team spend the most repetitive admin time each week?
Choose up to 2.Selected 0 / 2
What it checks
What the twelve questions look for
None of them ask which software you run. They ask where work stops moving between people, which is the part a tool comparison will never tell you.
Handoffs between systems
Every point where information leaves one tool and reaches the next by way of a person. In a small operation this is usually where the lost hours are, and it is normally the cheapest thing to fix.
Work that gets entered twice
The same figures typed into a sheet, then an invoice, then a report. Beyond the time it costs, double entry leaves you with two versions of a number and no rule for deciding which is right.
How long it takes to answer a status question
If finding out where a job stands means asking a colleague, the status lives in someone's memory instead of in a system.
What depends on one person
The process that works because a particular person knows the exceptions. Most businesses discover the full list during that person's next holiday.
What you get back
A written result you can forward
The report arrives by email as soon as you finish. It is written for a colleague who did not take the audit.
Your primary and secondary bottleneck
Both named, with the reasoning shown. There are two because the second one is usually what makes the first hard to fix.
A directional estimate of what it costs
Hours per week, and what those hours are worth at your own numbers. This is a mini business case built from your answers and not a measured process audit, which the report states in those words.
The type of system that would remove it
A category and a realistic range, so you can weigh the fix against the problem. Where the honest answer is that it is not worth building, the report says so.
Nothing gets booked and no one calls you. The result arrives either way.