Written business diagnostics
You're inside it every day, so you can't see it. I look from the outside, work out what your numbers are really saying, and write it down in plain English. No calls. No retainer. One document with an end.
Works for any business. Put in your own lines, jobs, locations, or products. This example is a trades shop, swap it for whatever yours are.
Two PDFs land in your inbox inside a week. The numbers, and the plan. Written to read, print, and hand to anyone on your team.
Above the line or below it. Known or not established. You see exactly where the business is strong, where it's leaking, and how sure I am about each one. No jargon, no filler, no twenty pages of throat-clearing.
You can feel it before you can prove it. The answer is usually already sitting in your own numbers. It's just that nobody has put them side by side.
Revenue, roughly what it costs to run, how many people, where customers come from. Round figures are fine.
Your numbers, your website, your reviews, your costs. The way a customer sees it and the way an accountant would.
The numbers: what's happening. The plan: what I'd do, in order, starting with three things for this week.
The example in the tool up top is real. Fifty staff, break-even, and the owner never saw it.
You've got options when something feels off in the business. Here's honestly how a teardown stacks up against the usual two.
| Teardown Report$197, once | A consultant$2k+ / retainer | Doing nothingthe default | |
|---|---|---|---|
| You get it in writing | ✓ | sometimes | ✗ |
| No calls or meetings required | ✓ | ✗ | ✓ |
| Fixed price, known up front | ✓ | ✗ | n/a |
| Ends. No ongoing commitment | ✓ | ✗ | ✓ |
| Tells you how sure it is, line by line | ✓ | rarely | ✗ |
| Puts the problem in writing you can act on | ✓ | sometimes | ✗ |
Not a knock on good consultants. Some are worth every dollar. This just isn't that, and it doesn't cost that.
I'm not going to spend twenty pages telling you what's wrong so I can sell you the fix. There's no fix to sell. You get the findings, you decide what to do, and it ends there.
Most reports state everything with the same confidence. That's how owners end up acting on guesses. Mine are graded, line by line.
Comes straight from your figures. No interpretation involved.
Worked out from your figures using an assumption, and the assumption is stated right there.
Something the data points at but can't prove. I'll tell you it's my read, not a fact.
The one piece of information that would turn a signal into an answer.
I'm Richard, I'm on Long Island, and I've been building and running my own businesses for years now. Affiliate sites, CPA offers, YouTube channels, an SEO business, a documentary channel, a bunch of different things in a bunch of different markets. I think that's the whole reason I can look at your business and actually see what's going on, because someone who's only ever run one kind of business is going to look at yours through that one lens, and they miss stuff.
Some of the things I built made money. Some of them I shut down when the numbers told me to, and honestly that's the part that matters here, because knowing when to stop doing something is the hardest call you make as an owner, and most of the people handing out advice have never actually had to make it with their own money on the line.
The example in the tool up top is a real one. The owner had been working twelve hour days for a year, and he was sure it was a marketing problem. It wasn't. He just couldn't see it from where he was sitting, and I could, because I wasn't inside it every day the way he was.