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The scale-up audit

One day. Then you know how to take control of your growth, and what your first step is.

Beforehand, I read your figures, your documents and the minutes of your last three management meetings. On the day, we work through your company valuation together. By the end you have a clear order: what you start on Monday, and what comes next.

€500
One-off. If you carry on with us, the full amount is deducted from your next step.
One day
At a New Day Offices venue of your choice. Venue, food and drink are included.
A report
Every finding is backed by a quote, a figure or one of your own documents.

This is for you if

For most people this is day one: you want more control of your growth, but you are not yet sure what your business needs next.

You are growing faster than your structure
More work, more people, and you are still the one who has to know everything.
You and your business partner tell different stories
Ask you separately and you get two versions. That gap is usually where the unresolved issues sit.
You run on gut feeling
Your numbers sit in four systems, arrive three weeks late, and nobody knows them off by heart.
You are building a leadership team
You want to delegate, but nobody has ever written down who decides what. So meetings turn into discussions rather than decisions.
You are not sure about working with me
You want more control of your growth, but you do not want to commit for months straight away. This is day one: you see what I see, then you decide.
You want to do it yourself
You plan to use the platform, but would rather not start from a blank screen. The report tells you what goes in: your numbers, your roles and your order of priorities.

This is what a finding looks like

An example page from a report. Every finding shows where it comes from and what it costs you.

Scale-up audit · example
Finding 3 of 6

Decisions are made but never recorded

The minutes of your last three management meetings cover 31 topics, and not one decision with a name and a date next to it. I asked Pieter what was decided at the last meeting:

“I can't remember offhand. I think Sander was going to look into it.”
Consequence

Of those 31 topics, 13 came up a second or third time. A quarter of your meeting time goes on things already discussed: roughly 100 hours a year.

What you keep
  • A report with findings and recommendations, within two working days
  • Your company valuation, and the value gap between that figure and your exit ambition
  • Where your business stands, and what the next stage will ask of you
  • Who decides what, and where that causes friction today
  • The numbers you should see every week, and who tracks them

A report like this on your business, in your hands within a few weeks.

An intro call takes twenty minutes, with no obligation.

What you get on the day

By the end of the day you know four things: what your business is worth, where it stands, what your numbers say about that, and the order in which to tackle it.

01

Where you stand

How your strategy gets made, who is involved, and where it gets stuck. Based on our call and your own documents.

Working on growth
Often here
Rushing
You are growing faster than your structure. A lot is happening, but it all depends on you.
Grip on growth
You are growing and you know why. This is where you want to be.
Drifting
You go with whatever comes in. It works until it does not.
Keeping it running
Tightly organised, but the business is standing still. Everything runs, nothing moves forward.
Managing goals and operations
02

What your numbers say

Your Audit, metric by metric. What each number means and where to focus.

12-month retention
70%
Net Revenue Retention
112%
LTV : CAC
4,2 : 1
CAC payback
19 mnd
Customer lifetime
48 mnd
Revenue per FTE
€ 182.000

Example figures. On the day, these will be your own, from your Audit.

03

The way forward

From where you stand today to control of your growth. You get a clear order: where to start, what comes next, who in your business is involved, and which tools you need.

  1. 1
    Grip

    Your numbers in one place, and a set time to review them with your management team. What comes out of that determines which tools you need later.

  2. 2
    Control

    Your goals and decisions are written down, not just in your head. From here, your management team works with them.

  3. 3
    Team

    Who decides what, and who owns which work. This goes beyond your management team, to your team leads and the people doing the work.

  4. 4
    Performance

    Everyone now knows what they are responsible for. That is the moment to agree individual goals.

How it works

Beforehand I go through your numbers, your documents and your market. On the day, we gather information in the morning and in the afternoon I present what I see.

01Before
  • You fill in the Audit, which takes ten minutes
  • We have a call: I ask the tough questions and request your documents
  • Your bookkeeper sends your financials via their own link
  • I do my homework: your numbers, your pricing, your sales cycle and where customers drop out
  • I read your documents and the minutes of your last three management meetings, and prepare a draft valuation
02The day
  • In the morning we gather information: your numbers, your systems, your rhythm, your roles and the unwritten rules
  • We work through your company valuation together, including the assumptions behind it
  • In the afternoon I present what is not working, and the one thing to start on now
  • And you see where your business stands, what the next stage asks of you and the order to tackle it in
03After
  • You receive the report within two working days
  • It includes a recommendation, with or without Boldcaster
  • The report is yours, even if you buy nothing else
What it costs
€500

One-off, and everything is included: preparation, the day itself, the venue, food and drink, and the report. If you carry on with me afterwards, the full amount is deducted from your next step.

Questions