Step 3

Results dashboard

Sample Diagnostic scored across the VectorIQ drivers and Versa 4I operating framework.

Enterprise Value ScoreiThe Enterprise Value Score is the overall readiness score across the six VectorIQ drivers. It is rules-based and used to classify Red, Amber or Green status.

Amber

Overall RAG Status

Amber readiness

Amber

Prioritise a 90-day value creation sprint, starting with financial resilience, then sequence the next two constraints.

AI-assisted reporting

Ready for AI-generated narrative

The VectorIQ report engine uses the active admin guidance when generating or regenerating this narrative.

Generate a tailored board narrative from the completed answers. The numeric scores remain rules-based, while AI improves the reporting language and follow-up angle.

Spider graph

4I balance profile

This view shows whether the business has an even value creation system, or whether one 4I module is creating a drag on execution confidence.

Amber

Rank 1

Insight

Deal Clarity Sprint

Insight is partially formed and should be strengthened through a focused sprint.

Rank 2

Influence

Value Thesis Workshop

Influence is partially formed and should be strengthened through a focused sprint.

Rank 3

Intervention

Execution Pod

Intervention is partially formed and should be strengthened through a focused sprint.

Rank 4

Impact

Exit Proof Pack

Impact is partially formed and should be strengthened through a focused sprint.

Versa 4I pathway

Modular advisory entry points

The 4I layer shows where the business is in the investment lifecycle and which consultancy module is most relevant now.

InsightiInsight tests whether the organisation has a clear, evidence-based view of current performance, risk, value leakage and the real constraints to value creation.

Deal Clarity Sprint

Amber

Diligence

Should we buy this company?

Insight is partially formed and should be strengthened through a focused sprint.

InfluenceiInfluence tests whether leaders, stakeholders and governance forums are aligned enough to make decisions, sponsor change and create confidence across the organisation.

Value Thesis Workshop

Amber

Value Planning

How do we create value?

Influence is partially formed and should be strengthened through a focused sprint.

InterventioniIntervention tests whether the organisation can convert recommendations into owned workstreams, operating cadence, capacity, delivery discipline and adoption.

Execution Pod

Amber

Execution

Can we deliver the plan?

Intervention is partially formed and should be strengthened through a focused sprint.

ImpactiImpact tests whether activity is translating into measurable commercial outcomes such as EBITDA movement, cash, customer improvement, execution confidence or exit evidence.

Exit Proof Pack

Amber

Exit Prep

Are we ready to sell?

Impact is partially formed and should be strengthened through a focused sprint.

VectorIQ driver scores

Financial ResilienceiTests whether cash, margin, forecast quality and value leakage are visible enough for confident board decisions.

Amber

Commercial TractioniTests whether revenue, pipeline, conversion, pricing, retention and customer pressure are repeatable and under control.

Amber

Operational ScalabilityiTests whether the operating model can scale without delivery drag, rework, capacity strain or inconsistent process discipline.

Amber

Leadership & CultureiTests whether leaders are trusted, decisions are clear, accountability is visible and the organisation has the confidence to act.

Amber

AI & Digital LeverageiTests whether data, automation and digital workflows can improve execution quality rather than adding complexity.

Amber

Behavioural AdaptabilityiTests whether the organisation can absorb change, learn quickly and overcome resistance when priorities shift.

Amber

4I operating scores

InsightiInsight tests whether the organisation has a clear, evidence-based view of current performance, risk, value leakage and the real constraints to value creation.

Amber

InfluenceiInfluence tests whether leaders, stakeholders and governance forums are aligned enough to make decisions, sponsor change and create confidence across the organisation.

Amber

InterventioniIntervention tests whether the organisation can convert recommendations into owned workstreams, operating cadence, capacity, delivery discipline and adoption.

Amber

ImpactiImpact tests whether activity is translating into measurable commercial outcomes such as EBITDA movement, cash, customer improvement, execution confidence or exit evidence.

Amber

Risk heatmap

Financial ResilienceiTests whether cash, margin, forecast quality and value leakage are visible enough for confident board decisions.

Amber

Commercial TractioniTests whether revenue, pipeline, conversion, pricing, retention and customer pressure are repeatable and under control.

Amber

Operational ScalabilityiTests whether the operating model can scale without delivery drag, rework, capacity strain or inconsistent process discipline.

Amber

Leadership & CultureiTests whether leaders are trusted, decisions are clear, accountability is visible and the organisation has the confidence to act.

Amber

AI & Digital LeverageiTests whether data, automation and digital workflows can improve execution quality rather than adding complexity.

Amber

Behavioural AdaptabilityiTests whether the organisation can absorb change, learn quickly and overcome resistance when priorities shift.

Amber

Top 3 constraints

Constraint 1Financial resilience is limiting enterprise value confidence.

The business may not yet have enough visibility over cash conversion, margin quality, revenue concentration, or financial control to support confident value creation decisions.

Why it matters

This can create value leakage through missed margin opportunities, weak cash discipline, and an investment story that depends on growth without enough proof of financial resilience.

Board question

Can the board see where cash, margin and revenue quality are strengthening or weakening every month?

Intervention focus

Build a cash, margin and concentration view that connects financial risk to operating decisions and board-level action.

Constraint 2Commercial traction lacks enough discipline or proof of repeatability.

The business may have commercial activity, but not enough repeatable evidence around pipeline quality, conversion, pricing power, retention, or customer concentration.

Why it matters

This weakens confidence in forecast delivery and can reduce buyer or investor belief that growth is predictable rather than dependent on heroic sales effort.

Board question

Is commercial performance being managed through a repeatable system, or through anecdotes and lagging revenue numbers?

Intervention focus

Install pipeline discipline, conversion evidence, pricing review and customer insight routines that show quality of growth.

Constraint 3Operational scalability may constrain growth or exit readiness.

The operating model may not yet be robust enough to absorb growth, integrate change, maintain delivery consistency, or scale without management overload.

Why it matters

Growth may convert into complexity rather than EBITDA, creating capacity pressure, service inconsistency and execution risk across the value plan.

Board question

Where will the current operating model break first if volume, complexity or change intensity increases?

Intervention focus

Review process maturity, capacity planning, delivery consistency and the workstream cadence needed to scale with control.

Recommended 90-day action plan

Action 1 | Financial ResilienceCash conversion diagnostic

Assess how quickly profit converts to cash, where working capital is trapped, and which operating behaviours are creating cash drag.

Commercial outcome

Improved cash visibility, reduced liquidity risk and a stronger evidence base for board or investor confidence.

Suggested owner

Finance lead with commercial and operations input.

Action 2 | Financial ResilienceMargin quality review

Separate sustainable margin from one-off gains, underpriced work, delivery leakage and cost allocation noise.

Commercial outcome

Clearer EBITDA quality, sharper pricing decisions and improved confidence in the value creation plan.

Suggested owner

CFO or finance lead with sales and delivery owners.

Action 3 | Financial ResilienceRevenue concentration review

Identify dependency risk across customers, channels, sectors or contracts, then test the resilience of the revenue base.

Commercial outcome

Reduced customer concentration risk and a more credible growth or exit narrative.

Suggested owner

Commercial lead with finance support.

Action 4 | Commercial TractionPipeline discipline reset

Define stages, qualification rules, probability assumptions and weekly review routines so pipeline becomes a management system.

Commercial outcome

More reliable forecast conversion and less value leakage from weak qualification or late-stage slippage.

Suggested owner

Sales or commercial director.

Action 5 | Commercial TractionConversion tracking review

Track lead-to-sale movement, bottlenecks and loss reasons so leadership can see where commercial momentum is being lost.

Commercial outcome

Improved revenue predictability and clearer evidence of repeatable commercial traction.

Suggested owner

Commercial operations or revenue lead.

Action 6 | Commercial TractionPricing review

Test whether pricing reflects customer value, delivery cost, competitive position and margin expectations.

Commercial outcome

Protected margin, cleaner value capture and fewer unprofitable growth pockets.

Suggested owner

Commercial lead with finance.

Action 7 | Operational ScalabilityProcess maturity review

Assess which core processes are documented, owned, measured and repeatable across teams or sites.

Commercial outcome

Reduced execution variation and a clearer route to scalable operating performance.

Suggested owner

Operations lead.

Action 8 | Operational ScalabilityCapacity planning model

Model demand, people, systems and delivery constraints so growth plans are matched to realistic capacity.

Commercial outcome

Fewer bottlenecks, better investment timing and more credible delivery planning.

Suggested owner

Operations lead with finance.

Action 9 | Operational ScalabilityDelivery consistency review

Identify where quality, service, delivery time or customer experience varies and why.

Commercial outcome

Improved customer confidence, lower rework and stronger operational proof for investors or buyers.

Suggested owner

Delivery or operations owner.

Commercial follow-on

Suggested consultancy pathway

Start with the lowest-scoring 4I module, then sequence the next advisory sprint once the first constraint has measurable ownership.

Priority 1: InsightDeal Clarity Sprint

Diligence

Separate genuine value levers from wishful thinking before capital is committed.

Consultancy intervention

Risk and value assessment, red flag analysis, and operational diligence challenge.

Strategic question

Should we buy this company?

Priority 2: InfluenceValue Thesis Workshop

Value Planning

Translate the investment thesis into aligned governance, KPI design, and management commitment.

Consultancy intervention

Leadership alignment, KPI framework, governance cadence, and IC-ready value creation plan.

Strategic question

How do we create value?

Priority 3: InterventionExecution Pod

Execution

Move value creation from presentation to operating rhythm, workstream delivery, and tracked benefits.

Consultancy intervention

Transformation leadership, PMO support, workstream cadence, and benefits tracking.

Strategic question

Can we deliver the plan?

Leadership temperament

Behavioural overlay for leadership teams

Use a temperament diagnostic as a follow-on coaching step to understand motives, interpersonal needs, team dynamics, and culture before launching a major value creation intervention.

Open Temperaments survey

Evaluating

Practical, reliable, and driven by mastery.

Useful for diligence, risk control, process confidence, and decision discipline.

Innovating

Logical, resilient, and driven by impact.

Useful for commercial challenge, transformation design, and strategic momentum.

Imagining

Purposeful, flexible, and driven by purpose.

Useful for narrative, customer insight, and energising change.

Achieving

Adaptable, engaged, and driven by interaction.

Useful for mobilisation, sales cadence, and cross-functional execution.

Enabling

Empathetic, aware, and driven by connection.

Useful for coaching, trust-building, and behavioural adoption.

Building

Measured, supportive, and driven by growth.

Useful for operating rhythm, team cohesion, and sustainable capability.