Entry — fixed scope, fixed price, fixed duration
Business Performance Diagnostic
In weeks, not months, an evidenced answer to one question: what is actually constraining performance, what it is worth to fix, and in what order.
Business Performance Diagnostic
The situation
Something in the business is not performing, several explanations are plausible, and each supplier in the room is confident the answer is the thing they sell.
The position
The obvious answer is usually not the answer. Spending before the constraint is named is how a business buys activity instead of profit.
The evidence
We start with the economics — contribution by product, by customer and by segment, pricing and discounting behaviour, cost-to-serve, and where acquisition economics are measurable — then read all of it against the market, the competitive set and the sales process.
The end state
A ranked shortlist you can act on, each constraint carrying an indicative value, and a costed recommendation for the next step. One of the permitted outcomes is that you should do nothing.
The work
Typical scope
- Problem solved
- “Performance isn’t what it should be. We don’t agree on why, and every supplier who walks in recommends their own speciality.”
- Client profile
- Any owner-manager or founder considering an intervention and unwilling to commit to an open-ended engagement — or to a solution nobody has yet justified.
- Typical scope
- Revenue quality and mix; margin and contribution by product, service, customer and segment; pricing and discounting behaviour; cost-to-serve; acquisition economics where measurable; capacity and commercial efficiency; break-even. Read against market and competitive reality, proposition and positioning, the sales process and conversion, marketing effectiveness, and the operating model. Structured interviews with leadership and commercial staff; customer or lost-deal conversations where available.
- Outcome
- A short written diagnosis, a ranked shortlist of constraints with an indicative value attached to each, and a costed recommendation on what to do next — including the recommendation to do nothing, or to do something that earns FiMa no further fee.
We do
We do
- Gather and analyse the evidence
- Interview leadership and commercial staff
- Connect economics to market
- Rank constraints by value
- Recommend, and price the next step
We don’t
- Produce a 90-slide deck
- Recommend itself by default
- Require a follow-on engagement
- Provide accounting, tax, audit, statutory reporting or investment advice
Not sure which one you need?
Request a consultation45 minutes with a principal. No deck, no pitch. If we’re not the right answer, we’ll say so.