The X-Ray is a forensic teardown of your business. Forty factors across four pillars. What's broken, what it's costing you, and what has to get built so the business runs without you holding it together.
It ends with a ranked fix list and the steps to run each one. You keep it either way. Worst case, you walk away with a plan you can execute yourself. Best case, it's the blueprint we build from together.
You feel the drag. You can't name it, you can't price it, and you can't fix what you can't name. The X-Ray names it and prices it. Every finding gets a dollar figure attached and a place in line.
We score every factor across your whole business. Not a survey. A teardown.
Operations. Revenue. Financial. Team. Every business breaks in one of these four places.
Each broken factor gets a dollar number. Conservative. Defensible. Yours to check.
Your top ten problems in order of what they cost you, with the steps to run each one.
This isn't a scorecard with your name at the top. It's built from your business, in your words, with your numbers.
Your business on one page. What it is, what it does, where it sits.
Read this if you read nothing else. Score, tier, and what we found.
What the business is losing right now, and the three biggest wounds behind it.
Your score out of 240, your tier, and the breakdown by pillar.
What we found in Operations, Revenue, Financial, and Team. Plus what good looks like.
Five different risks scored. How trapped you are. How sellable you are. What breaks if you scale.
What the same broken systems cost you at the next revenue band, and the one after.
Every problem on one page, sorted by what it costs and how hard it is to fix alone.
Your top ten fixes, ranked, with the steps to run each one. This is the part you keep.
The honest arithmetic on running the fix guide yourself. Hours, timeline, and the bleed that keeps running.
All 40 factors itemized with dollar impact. The receipts behind every number in the report.
How the math works. Every number in the report is built on a method, not an opinion.
There's no version of this where you walk away with nothing. That's the whole point of doing the X-Ray first.
The report is yours. The score, the dollar figures, the ranked fix list, the steps under each fix. You keep all of it and you owe us nothing else. Plenty of owners do exactly that. If you hit a wall halfway through, the door's still open.
The X-Ray becomes the build plan. No discovery phase, no ramp-up, no guessing. We already know what's broken and what it costs, because we're the ones who took it apart. Day one of the engagement starts where the report ended.
No proposals, no discovery decks, no six-week sales cycle. You request it, we take the business apart, you get the report.
Seven questions, then you pick a time. Takes about 90 seconds. Enough that we're not spending the first fifteen minutes of the call on basics.
Forty-five minutes. This is where we take the business apart. Real questions about how it actually runs, not how the org chart says it runs. Most owners say more useful stuff in this call than they have all year.
The report is built inside three days of your call. Then we walk you through it live, section by section. You see the score get calculated, every number explained, and your top ten fixes ranked with the steps to run each one. Then it's yours. You leave with a plan you can execute either way.
This is the install. We don't hand you a binder and leave. We build the systems, put them in, and then we take you out of the business and see if it holds.
We go deeper than the X-Ray went. Full audit, first quick win delivered, and the diagnosis report that everything else gets built from. You get a measurable result inside the first three weeks.
Gate at Day 21. Exit here and you only pay for Phase 1.The full six-month execution plan gets built and you approve it in writing. Nothing gets touched in your business until you've signed off on what we're touching and why.
Gate at Day 42. Exit here and you only pay for what's finished.The systems that should've existed years ago get built and installed. Revenue, operations, team, finance, tech. Processes documented. Team trained. Everything live and running before we move on.
Gate at Day 105. Exit here and you only pay for what's finished.You step away. We run three live stress tests at Days 130, 155, and 173. Real operating conditions with the founder out of the room. Every failure surfaces and gets fixed inside the system we already built. By Day 180 you've got what you came for, plus the proof.
Day 180. Complete.Every one of these is in the agreement. None of it is a handshake.
At least one measurable result in the first 21 days, or you get a full refund.
If the diagnosis doesn't find substantially more recoverable money than the work costs, you get a full refund.
There's a gate at Day 21, Day 42, and Day 105. Leave at any of them and you only pay for the phases that are done. No reconciliation math, no arguing.
We don't get to say it works. The business has to prove it works with you out of the room, three separate times.
Most owners keep us on past Day 180. Not because they're stuck, because of what the six months produced and because a growing business needs its systems maintained properly instead of drifting back. It's month to month with 30 days notice. Nobody's locked in.
Where the money's going, where the structure's missing, and what it takes to turn this into something that runs, scales, and holds without you in the room.