Self-Audit | fieldcraft

01 · Financial truth Can the company trust and use its own numbers?

01 How reliably does the company close the books?

Monthly, and trusted enough to run from. Monthly, but late, partial, or debated. Mostly when someone asks for the reports.

02 Which numbers shape decisions before the month is over?

Cash, margin, receivables, and revenue mix are visible in time. Some signals are visible, but not in one operating read. The important numbers usually arrive after the decision.

03 How often do leaders argue about the meaning of the numbers?

Rarely. The numbers are trusted, and the debate is about action. Sometimes. Definitions and timing still create confusion. Often. People bring different versions of the business into the room.

02 · Operating rhythm Do meetings, metrics, and commitments reinforce each other?

01 What does the main weekly meeting run on?

A small operating read and the commitments that must move. Updates, exceptions, and a few recurring numbers. Whatever is loudest that week.

02 How visible are commitments after they are made?

Owners, dates, and review points are clear. Owners are clear, but follow-up depends on memory. Commitments often disappear once the meeting ends.

03 How does the company choose quarterly priorities?

A few commitments tied to financial and operating reality. A practical list, but not always tied back to the numbers. Priorities change as pressure changes.

03 · Decision memory Can the business find its own thinking later?

01 Where do important decisions live?

In a written record with reason, owner, and review point. In notes, messages, or documents someone can usually find. Mostly in people's heads.

02 How often does the company remake the same decision?

Rarely. Old decisions and assumptions are easy to recover. Sometimes. The team remembers outcomes but not always reasons. Often. The same debates return with new labels.

03 What happens when a key person is unavailable?

The system holds enough context for work to continue. The team can manage, but with friction. Work stalls because the picture lived with that person.

04 · AI leverage Is AI attached to a real operating job?

01 How is AI used today?

For clear jobs: drafting, monitoring, research, routing, or memory. By a few people in useful but disconnected ways. Mostly experiments, prompts, or tool trials.

02 Are the inputs for AI workflows trustworthy?

Yes. The source information is known and approved. Partly. Good enough for drafts, not for operating reliance. Not yet. Inputs are scattered or uncertain.

03 Where does human judgment sit in the AI workflow?

Clearly. AI prepares or watches; people decide. Usually clear, but the boundary is informal. Unclear. The tool often becomes the process.

05 · Strategic story Can the company explain itself clearly?

01 How clearly can the leadership team describe the company right now?

The current reality, constraints, and next moves are easy to state. People are directionally aligned, but the story changes by audience. The company is mostly explained through fragments and anecdotes.

02 How ready is the company to explain itself to a lender, successor, investor, or key hire?

Ready. The numbers and narrative support each other. Close, but it would take work to assemble. Not ready without a scramble.

03 How visible is the next version of the business?

Clear enough to guide priorities and tradeoffs. Emerging, but not yet driving the operating rhythm. Mostly implied, assumed, or postponed.