GREEN KNIGHT COACHING | BUSINESS GPS

Business GPS Assessment

A 10–12 minute scan of your structural foundations, founder dependency and revenue architecture.

10–12 minutes 5 modules Confidential

Module 1 of 5 Est. 10–12 min remaining

START

Your Details

All information is confidential and used solely to personalise your report.

Full Name *

Email Address * Your report will be sent to this address.

Phone Number

Company Name

Your Role

What best describes your business? *

I run the business alone Me plus contractors / freelancers Small team (1–5 employees) Growing team (6–20 employees) Established organisation (20+ employees)

📈 Module 1

Revenue Stability

How consistent is your monthly revenue across a 12-month period?

1 = Highly unpredictable 10 = Completely stable, predictable each month

5/10

What percentage of your revenue comes from your top 3 clients?

Less than 20% 20%–40% 40%–70% More than 70%

Which best describes your current revenue model?

Retainer / recurring subscription Mixed (retainer + project) Primarily project-based Transactional / one-off

What is your current annual revenue band?

Under $100K $100K–$250K $250K–$500K $500K–$1M $1M–$2M $2M–$3.5M $3.5M–$7M $7M+

How many months of operating capital do you currently hold as cash reserves?

Less than 1 month 1–3 months 3–6 months More than 6 months

🎯 Module 2

Sales Discipline

How consistently does your team follow a defined sales process?

1 = No defined process / ad-hoc 10 = Rigorously followed at every stage

5/10

Do you track conversion rates at each stage of your sales pipeline?

Yes — tracked rigorously with dashboards Informally tracked in CRM or spreadsheets Occasionally, no consistent approach Not tracked at all

What is your approximate close rate on qualified sales opportunities?

Less than 10% 10%–25% 25%–40% More than 40%

How often do qualified deals stall, go cold, or die without a clear reason?

Rarely — most losses have clear documented causes Occasionally — some unexplained losses Frequently — this is a recognised problem Almost always — we rarely know why deals die

Who primarily drives new business development in your organisation?

A dedicated, structured sales team Mixed — founder + sales team working together Primarily the founder with some team support Entirely the founder — no team involved in BD

👥 Module 3

Leadership Layer

How confidently do your senior leaders make decisions without your direct involvement?

1 = Cannot function independently 10 = Operate with full autonomy

5/10

What percentage of strategic decisions require your direct approval?

Less than 20% — team has genuine authority 20%–40% — I approve major decisions 40%–70% — most decisions come to me More than 70% — I approve almost everything

How would you rate your leadership team's ability to hold others accountable for outcomes?

1 = Accountability is avoided / non-existent 10 = Rigorously enforced

5/10

When you are absent for two or more weeks, how does the business perform?

Operates fully — no disruption, teams run independently Minor disruption — resolves quickly without my involvement Significant slowdown — I remain contactable and involved Near paralysis — I cannot realistically be absent this long

How many direct reports do you currently have?

⚖️ Module 4

Governance Rhythm

How regularly does your leadership team meet for structured strategic review?

Weekly — structured agenda, documented outcomes Monthly — formal review cycle in place Quarterly — strategic review only Rarely or never — ad-hoc meetings only

Does your business operate with documented Standard Operating Procedures for core processes?

Yes — comprehensive, maintained, and actively used Partial — some processes documented, others informal Informal — mostly verbal or in people's heads None — no documented processes exist

How clearly defined are KPIs for each department or functional area?

1 = No KPIs exist / unclear 10 = Every function has specific, measurable KPIs

5/10

How often are financial results reviewed against forecast at leadership level?

Weekly — real-time financial visibility Monthly — formal financial review each period Quarterly — reviewed at board/planning sessions Rarely — no structured financial review process

Rate your overall governance discipline — the degree to which decisions, accountability and rhythm are formally structured.

1 = Entirely informal / reactive 10 = Institutionally disciplined

5/10

🔑 Module 5

Founder Dependency

How frequently are you personally involved in direct client delivery or service execution?

Rarely or never — fully delegated to team Occasionally — for strategic accounts or exceptions Frequently — I am involved in most client work Almost always — I personally deliver most of the work

If you were removed from the business for 90 days, rate its probability of surviving and performing without you.

1 = Would collapse immediately 10 = Would perform at full capacity

5/10

How many core business functions currently depend directly on you personally?

0–1 functions 2–3 functions 4–5 functions 6 or more

In one sentence, describe the biggest structural challenge your business currently faces.

What would scaling this business require that you do not currently have in place?

Analysing Your Responses

Your structural diagnostic is being computed. This takes 15–30 seconds.

Scoring structural dimensions...

Classifying archetype...

Modelling revenue opportunity...

Generating report...

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🔍

Your Diagnostic Goes Deeper

Six more modules reveal the full picture of your business architecture — decision-making, leadership ownership, pipeline mechanics and the founder psychology driving it all.

🗺️ Decision Flow Mapping
⚡ Escalation Load Mapping
📊 Sales Pipeline Metrics
🧠 Founder Behavioural Patterns
🧭 Founder Mindset
🏆 Leadership Ownership Matrix
📋 Governance Discipline Audit

Approx. 15–20 minutes | 7 modules | Confidential

GREEN KNIGHT COACHING | BUSINESS GPS

Business GPS Deep Dive

A deeper diagnostic of your decision architecture, leadership effectiveness and founder psychology.

15–20 minutes 7 modules Confidential

Module 1 of 7 Est. 15–20 min remaining

🗺️ Module 1

Decision Flow Mapping

Who holds final authority over hiring decisions above a defined threshold?

Delegated fully to department heads — I am not involved Department heads recommend, I approve senior hires only I approve all hires regardless of level I make all hiring decisions personally

Who holds authority to approve pricing changes or discount decisions?

Sales team operates within approved bands without my approval Sales lead can approve within limits, I approve exceptions Most pricing decisions come to me for approval I personally approve all pricing and discount decisions

Who approves capital expenditure and operational spend above a defined threshold?

Finance/Ops has full delegated authority within budget Department heads approve within their budget envelope All material spend requires my approval I personally approve every spend decision above a low threshold

Approximately how many individual decisions per week require your personal sign-off?

What is the typical time delay between a decision being required and being made?

Same day — within hours 1–3 days 3–7 days More than one week

What percentage of decisions made by your team do you subsequently reverse or modify?

Rarely — under 5% 5%–15% 15%–30% More than 30%

⚡ Module 2

Escalation Load Mapping

On average, how many times per week do team members escalate problems or decisions to you?

What category do the majority of escalations fall into?

Genuinely novel / exception situations outside defined process Process ambiguity — team lacks clear operating procedures Authority gaps — team lacks confidence to make the call Preference — team defers even when capable of deciding

How long have the current escalation patterns been present?

Less than 6 months — relatively recent development 6 months–2 years 2–5 years — embedded in how we operate Since the business started — always operated this way

What is the primary reason your team escalates decisions to you?

They lack the formal authority to make this class of decision They have the authority but lack confidence to use it They know I prefer to be involved regardless They lack the capability to make high-quality decisions

What would need to structurally change for escalation volume to reduce by 50%?

📊 Module 3

Sales Pipeline Metrics

How many new leads or enquiries does your business generate per month on average?

What percentage of leads convert to a qualified sales opportunity?

What percentage of qualified opportunities reach the proposal or commercial stage?

What percentage of proposals or commercial conversations convert to closed deals?

What is your average deal value ($) for a new client engagement?

What is your average sales cycle length from first contact to signed agreement?

Under 1 week 1–4 weeks 1–3 months More than 3 months

🧠 Module 4

Founder Behavioural Patterns

How often do you reverse, modify, or override decisions that your team has already made?

Rarely — under 5%, only for genuinely material errors Occasionally — 5–15%, for quality or strategic reasons Frequently — 15–30%, I regularly adjust what the team decides Routinely — more than 30%, I am effectively re-making decisions

When team members make material mistakes, what is your typical behavioural response?

Structured debrief — what happened, what we learn, what changes Direct feedback — address it clearly but non-punitively Absorb it — take over the work personally to fix the situation Reactive — frustration response that discourages future attempts

Rate your genuine personal comfort level with delegating high-stakes decisions to your team.

1 = Profound discomfort — I need to be involved 10 = Full confidence in their judgement

5/10

How frequently do you work outside of expected or contracted business hours?

Rarely — I operate within structured business hours Occasionally — peak periods or specific projects only Frequently — evenings and weekends are a regular working pattern Almost always — working outside hours is my normal operating mode

What is the primary reason you maintain direct personal control over key business functions?

Quality standards — the team cannot yet match my output quality Trust deficit — I do not fully trust team capability or judgement Speed imperative — delegation is slower than doing it myself Identity — the work is connected to my sense of value and purpose

Rate your psychological readiness to step back from daily operations within the next 12 months.

1 = Not at all ready — this feels destabilising 10 = Fully prepared and motivated

5/10

🧭 Module 5

Founder Mindset

How would you describe the relationship between your personal identity and your business?

Clearly separate — it is a vehicle I lead, not an extension of who I am Mostly separate — but the business's performance significantly affects how I feel about myself Intertwined — my self-worth is closely tied to how the business performs day-to-day Inseparable — I find it difficult to think about myself without thinking about the business

What is your primary driver for wanting this business to grow or improve?

Freedom — I want it to run without me so I have genuine choice over how I spend my time Impact — I want to create meaningful change for clients and community Wealth — I want to build financial security and an enterprise I can eventually exit Legacy — I want to build something that outlasts me and carries meaning beyond money

What is your greatest concern about scaling or stepping back from the business?

Quality — the business will lose the standards that define it without my direct involvement Relevance — I am concerned I will become disconnected or redundant from what I have built Trust — I do not fully trust the team to make decisions the way I would Control — the business may evolve in a direction I would not have chosen

How clearly defined is your vision for what this business looks like in 5 years?

1 = No clear picture — operating month to month without a forward vision 10 = Precise, compelling vision with a clear path and milestones to execution

5/10

How ready are you to receive direct, challenge-oriented feedback that questions your current approach?

Highly ready — I actively seek challenge and outside perspective on my thinking Mostly ready — I welcome constructive, evidence-based challenge to my assumptions Moderately ready — I listen to feedback but direct challenge can feel uncomfortable Hesitant — I find it difficult when my thinking about the business is directly challenged

Which statement best describes how you operate as a leader most of the time?

Creating — developing strategy, building systems and enabling the team to perform Split — some strategic work alongside significant operational involvement Doing — I am in the work more than I am leading it Reactive — responding to escalations and crises more than directing the business

🏆 Module 6

Leadership Ownership Matrix

Does each senior leader have clearly documented accountability for specific business outcomes?

Yes — every leader has a documented scorecard or accountability map Partially — some have formal accountability, others do not Informally — accountability is understood but not documented No — accountability is ambiguous or sits primarily with me

How often do your leaders miss commitments or deliverables without facing a structured consequence?

Rarely — performance conversations happen promptly and directly Occasionally — misses are addressed but inconsistently Frequently — misses are tolerated without consistent follow-through Routinely — there is effectively no consequence for under-delivery

Rate the quality and regularity of performance conversations in your business.

1 = Performance is never directly discussed 10 = Structured, regular, outcome-focused

5/10

What proportion of your senior leaders would you classify as genuinely high-performing?

More than 80% — the team is strong 50%–80% — mostly strong with identifiable gaps 30%–50% — significant performance challenges exist Less than 30% — the leadership layer is a structural constraint

Do you have a documented, viable succession plan for key leadership roles?

Yes — documented, tested, and updated regularly Partial — exists for some roles, not all Informally considered but not documented No succession planning exists

What is the primary constraint in your current leadership layer?

Capability gap — leaders lack skills for the next growth stage Confidence gap — skills exist but are not exercised independently Authority gap — leaders lack mandate to act at the required level Alignment gap — leaders are not pulling in the same direction

📋 Module 7

Governance Discipline Audit

Does your business operate with a documented Annual Operating Plan (AOP) or equivalent strategic plan?

Yes — documented AOP with quarterly reviews and ownership Partially — some planning exists but not formally structured No — strategy is communicated verbally, not documented No structured planning process exists

How frequently is strategic direction reviewed against actual business performance?

Monthly — structured performance-to-strategy review Quarterly — formal review cycle Annually — strategic review at year end only No regular review — strategy is set and rarely revisited

Are board, advisory, or executive-level meetings structured with agendas, pre-read material, and documented outcomes?

Yes — consistently structured with full documentation Partially — some structure but inconsistently applied Minimal — meetings happen but lack structure No board or structured executive governance meetings

Does your business operate with a formal decision-rights framework such as a RACI matrix or authority matrix?

Yes — documented RACI or authority matrix, actively maintained Partial — some roles have documented authority, not all Informal — authority is understood contextually No — authority is undefined or defaults to founder

Rate the maturity of your business risk management framework.

1 = Risk is not actively managed 10 = Formal risk register, mitigation plans, quarterly review

5/10

Rate the quality of your management information systems — the data available to support decisions.

1 = Data is unreliable, delayed, or inaccessible 10 = Real-time, accurate, decision-ready

5/10

Generating Your Full Diagnostic

Scoring all dimensions and building your expanded report. This takes 20–40 seconds.

Merging all responses...

Scoring decision architecture...

Analysing founder psychology...

Generating expanded report...

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Business GPS Assessment

Your Details

Revenue Stability

Sales Discipline

Leadership Layer

Governance Rhythm

Founder Dependency

Analysing Your Responses

Submission Error

Your Diagnostic Goes Deeper

Business GPS Deep Dive

Decision Flow Mapping

Escalation Load Mapping

Sales Pipeline Metrics

Founder Behavioural Patterns

Founder Mindset

Leadership Ownership Matrix

Governance Discipline Audit

Generating Your Full Diagnostic

Submission Error

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