UNLOOP DIAGNOSTIC | mick-pennington

The UnLoop Diagnostic

Before you begin

This diagnostic isn’t a personality test. And it isn’t a survey about how you feel.

It’s a structural snapshot of how your business actually operates.

You’ll be asked about six systems that determine whether a company can grow without breaking: leadership, operations, finance, sales, workforce, and business development. Each question maps to a specific stage of business maturity — from early survival through fully scaled, strategic operations.

There are no “right” answers here. Only honest ones.

Some questions may feel uncomfortable. That’s usually a signal that a system is doing more work in your head than it is on paper.

Answer based on what is consistently true, not what you wish were true on a good week.

The goal isn’t to judge your business.
It’s to reveal what stage your operating system can actually support — so you can stop pushing uphill against invisible limits.

First name*

Last name*

Email*

Phone*

Company name*

Position*

These questions capture how you see your business today — your size, stage, and level of involvement.

How many full-time equivalent people work in your business today?*

1–3 — Founder + helpers

4–7 — Small team, informal roles

8–15 — Multiple functions emerging

16–30 — Managers required

31–60 — Cross-team coordination needed

61–120 — Real organizational structure

120+

What is your current annual revenue range?*

Under $250,000

$250,000 – $750,000

$750,000 – $1.5M

$1.5M – $3M

$3M – $7M

$7M – $15M

$15M – $30M

$30M+

What percentage of customer-facing decisions still require your direct involvement?*

0–10% — The business runs without me

11–25% — I step in for exceptions

26–50% — I’m still involved in many deals

51–75% — Most deals depend on me

76–100% — Nothing closes without me

If you took 30 days off, how would the business perform?*

It would largely stop — deals stall, decisions wait, customers feel it

It would limp — work gets done, but sales, quality, or cash would suffer

It would run, but slower — performance drops, but nothing breaks

It would run normally — results are consistent without me

It might improve — the team operates better without my involvement

Which stage best describes your company today? *

Startup -- We are still proving what works. Most things depend on the founder.

Ramp-Up -- Demand is real, but everything feels fragile and stretched.

Delegation -- We are trying to hand things off, but decisions and momentum still bottleneck.

Professional -- The company runs on plans, processes, and managers — not just people.

Integration -- Teams and systems work together across the business.

Strategic -- We actively shape the market and make deliberate bets.

Visionary -- The business is built to grow beyond its current leaders.

This section highlights the places growth is starting to create friction.

Check all that apply*

Cash flow feels tighter than revenue suggests

Sales results vary wildly month to month

Hiring the right people feels like guessing

We lose momentum when key people are out

Teams wait for approval instead of owning decisions

We can’t reliably forecast or plan

We’re busy but not scaling

Customers like us, but growth feels stuck

Quality drops as volume increases

New hires struggle to be effective

We lack real buy-in across the company

Our offerings are becoming less differentiated

This section looks at how your core systems operate day to day — not what’s written down, not what’s intended, but what reliably happens.

Answer based on what is consistently true, not what you hope will be true once things calm down.

BUSINESS DEVELOPMENT

We know who our ideal customer is and why they buy*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We actively pursue new business rather than relying on referrals*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We focus most of our growth effort on clearly defined market segments*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We operate from a documented revenue plan*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Our business development activities are tied directly to revenue targets*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We continuously adapt our offerings based on market data*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We regularly use customer and market feedback to change or refine what we sell.*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

MARKETING & SALES

Sales happens consistently, even without the founder*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We have defined target markets and buyer profiles*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We run a formal sales plan tied to revenue goals*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Marketing and sales are coordinated and measured*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We manage a predictable pipeline*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We can adjust pricing, mix, and messaging strategically*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Customer service and delivery feedback is actively used to improve how we sell and market*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

BUSINESS MODEL

We know which products or services are truly profitable*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We understand what it actually costs to deliver our work*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We price intentionally, not reactively*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Our offerings are designed to scale, not just sell*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We have clear rules for when to say no to bad revenue*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Our mix of customers, pricing, and delivery supports healthy margins*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We can change our model (not just our marketing) when the numbers demand it*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

This section looks at how your core systems operate day to day — not what’s written down, not what’s intended, but what reliably happens.

Answer based on what is consistently true, not what you hope will be true once things calm down.

FINANCE

We know our cash position at all times*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We hold a formal meeting at least once a month specifically to review our Key Performance Indicators (KPIs).*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We have a foundational financial system in place that allows us to track and preserve cash flow, not just record expenses.*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We track profit by product, service, or customer*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We operate from a budget*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We have financial controls and accountability*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We forecast revenue and expenses*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Financial data guides strategic decisions*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We use financial and operational numbers to decide what to do next — not just to report what happened*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

LEADERSHIP

The founder makes most decisions*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

The company has a set of clearly established KPIs that define what success looks like for the business*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

The founder has documented and communicated the company's Vision and Mission to the entire team*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Day-to-day operations are managed by leaders, not just the founder*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Leaders are accountable for results*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Priorities are clear and consistently reinforced*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Leadership teams work cross-functionally*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Leaders focus on strategy more than firefighting*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Leaders can make important decisions without needing the founder’s approval*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Every employee in the company understands exactly which KPI they are responsible for contributing to*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We have a consistent process to ensure employees know how the company makes and keeps money*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

OPERATIONS

Work gets done, even if it is chaotic*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We have defined processes for how work happens*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Each function has an owner*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Processes are documented and measured*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Operations are coordinated across teams*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We continuously improve how work flows*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

When teams have conflicting priorities, there is a clear way to resolve them*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

WORKFORCE

People get hired and trained ad hoc*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Roles and expectations are defined*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Team development plans exist *

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We can plan workforce needs*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

Talent strategy supports long-term growth*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

We actively develop people for the roles the business will need in the future.*

0 = Not true

1 = Occasionally

2 = Partially

3 = Mostly

4 = Fully

These statements reflect how your business operates right now.

Answer based on what is consistently true, not what you’re aiming for.

We have clearly defined functional leaders

Revenue goals are broken down by segment

We operate from a sales plan

The business runs when the founder steps away

Financial results are reviewed monthly

Performance issues are addressed quickly

Work does not rely on heroics

New hires become productive quickly

We can grow without chaos

Customers experience consistency

We know where profit comes from

Leadership meets regularly to run the business