Seven-Minute Executive Diagnostic

Are you ready for the right capital relationship?

Test whether the objective, evidence, story, investor field, diligence posture, and conversation plan are strong enough to support selective engagement.

Seven readiness dimensionsImmediate resultNo email requiredNo promise of capital or introductions

0 of 7 dimensions complete

01 · ObjectiveCan leadership state what the capital must accomplish?

No—the goal is simply to raise capital. Partly—the use is broad and strategic tradeoffs are not explicit. Mostly—the objective and use are clear, but alternatives or consequences are unsettled. Yes—the objective, use, timing, alternatives, and tradeoffs are explicit.

02 · RequirementAre the amount, timing, and milestones defensible?

No—the amount is an estimate without a decision model. Partly—the need is estimated, but milestones or timing are loose. Mostly—the model exists, but assumptions or contingencies are not pressure-tested. Yes—the amount, runway, milestones, timing, and contingencies connect.

03 · EvidenceCan the operating case survive informed scrutiny?

No—the case depends mainly on narrative or top-line projections. Partly—evidence exists, but key claims or economics remain difficult to verify. Mostly—core evidence is credible, with known gaps still to close. Yes—performance, economics, market evidence, risks, and gaps are explicit.

04 · FitIs the right capital relationship defined beyond check size?

No—the field is defined mostly by who might invest. Partly—sector or stage fit is known, but relationship implications are unclear. Mostly—fit criteria exist, but exclusions or strategic conflicts need work. Yes—thesis, stage, sector, horizon, governance, influence, and conflicts are explicit.

05 · StoryDoes the story connect the opportunity to the capital use?

No—the materials describe the company but not the capital logic. Partly—the narrative is promising but inconsistent across leaders or materials. Mostly—the story connects, but objections and risk are not fully addressed. Yes—the opportunity, evidence, capital use, milestones, risk, and leadership case connect.

06 · DiligenceCan the company answer the next layer of questions consistently?

No—materials and answers would need to be assembled reactively. Partly—common materials exist, but ownership and consistency vary. Mostly—the core package is organized, with a known gap list. Yes—materials, owners, gaps, and consistent answers are controlled.

07 · ConversationIs there a selective path to the right conversations?

No—the strategy is broad outreach or waiting for introductions. Partly—some relationships are known, but fit and sequencing are unclear. Mostly—a priority field and owners exist, but thresholds or preparation vary. Yes—the field, rationale, owners, sequence, preparation, and thresholds are explicit.

This is a directional self-assessment, not a valuation, financing recommendation, securities offering, guarantee of capital, promise of an introduction, diligence opinion, or professional advice. Page visits and assessment starts or completions are recorded. Your answer choices, score, band, and gap stay in this browser unless you choose to contact us.

The lowest-scoring uncertainties worth resolving