Your FounderOS audit

You first

We set your personal aim. The audit will measure the gap between that aim and what your company can give you today.

In 5 years, what does an ideal day of your work week look like?

Strategy & vision — no more operations Product / craft — the rest runs without me A few key decisions, light agenda Free of place and time None fits? Write it in one sentence

Your day, block by block

And your role, at that point?

Strategist CEO — no more closing or support Chairman / board — no more operations Focused on product / tech I'm out of the company None fits? Write it in one sentence

You and the machine, five years out

In that ideal life: how many truly disconnected weeks a year? weeks / year · Phone off, the company runs. The simplest test of your dependency.

Your year, week by week

To fund that life: what net income guarantees it? net, for you — not the company's revenue iWhat YOU take home after tax, for your personal life. Not the company's revenue. €/mo €/yr

How many founders need to live off the company?

the company will have to fund an equivalent goal for each of you

Just me 2 founders 3 founders 4 or more

Your company in 5 years?

I'm still running it Sold It runs without me I don't know yet

Your trajectory and the company's

In one sentence: what, in your view, holds your company back the most today? your hypothesis, in your own words — we pit it against the signals

Or pick the closest one:

Your hypothesisWhat you see from where you stand.

What your numbers sayRevealed at the end of the audit.

These answers stay private — they only appear in YOUR diagnosis, nowhere else.

Card 1 of 5 You

Who lives off the company: —
In 5 years: —
Unplugged: —
Your goal: —

Chapter 1 done

Your first card is down.

It says what you want to live. The next 4 cards will say whether your company can give it to you, and what's in the way.

Chapter 2 · Your company

Your role today

Thirty seconds to place you. It's your position in the machine that matters, not your title.

Your role

Founder / CEO Operating co-founder Operator / C-level Other

Time in the weeds / week iOperational work means doing the job yourself: delivering, selling, firefighting. The rest is steering: deciding, hiring, preparing what's next.

< 30% 30–60% > 60%

The higher this share, the more the company depends on you day to day.

Your company

These market markers frame the whole diagnostic. The site does the heavy lifting — you correct, you don't retype.

Website

Company

Model pick one, or describe if it's more specific

Total headcount (founders included) Company annual revenue optional — a rough number is fine iThe annual revenue you usually cite (e.g. your "ARR"). We pit it against the real net revenue we compute stream by stream. €/an

Your company map

We read your site while you answer: market, ICP, competitors, blind spots. Check your ideal customer, fix anything wrong.

Ideal customer (ICP) iICP = your ideal customer: the type of company (sector, size) and the person who signs. The one who buys fast, pays well and stays.

Review / fix the full analysis (optional)

Industry Market dynamics Competitors · comma-separated Value proposition Differentiation Blind spots / risks

Card 2 of 5 Your company

Your role: —
The company: —
Its model: —
Headcount: —

Chapter 2 done

Your company is on the table.

Who runs it, what it sells, how big it is. The next chapter puts it in numbers.

Chapter 3 · Your numbers

Your numbers, the real version

We rebuild your real numbers, stream by stream. Not the pitch ones — the bank ones.

At the end of this chapter: your real net revenue, margin and runway — computed live in front of you.

Overhead / month a ballpark is fine iYour fixed monthly costs that don't depend on a specific revenue: salaries, offices, tools, marketing… (≠ a stream's direct costs). € Cash on hand optional iThe cash you have today. Used to compute your runway (months of cash left). €

Your customers

Numbers you already know — we derive ARPA, LTV, churn and CAC.

How many active customers? iHow many customers actively pay / use today. A rough number is fine. Used to compute average revenue per customer (ARPA). Average customer lifetime iOn average, how long does a customer stay before leaving? In months. Used to compute churn and LTV. months New customers / month iHow many new customers you win per month on average. With acquisition spend, we compute your CAC. Acquisition spend / month optional iWhat you spend per month to acquire customers (marketing + sales). Divided by new customers = your acquisition cost (CAC). €

● FounderOS computes the truth · derived from your raw numbers

Computed revenue / year iYour gross revenue, computed from the streams you enter below and projected over 12 months. Before direct costs.

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Margin after direct costs / year iYour revenue minus direct costs, over 12 months at the current rate. Before your fixed costs: this is not a profit.

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Recurring ARR iOnly RECURRING streams (subscription, usage) × 12. Top-line services / one-off don't count — that's the real ARR.

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Gross margin iNet revenue ÷ gross revenue, across all streams (blended margin).

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Monthly result iNet revenue for the month − overhead (excl. acquisition spend, counted in CAC). Positive = profitable.

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Runway iMonths of cash at the current burn rate (cash ÷ monthly burn).

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Avg revenue / customer iARPA = monthly revenue ÷ number of customers. What a customer brings per month, on average.

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LTV (margin) iLifetime value = ARPA × gross margin × lifetime. What a customer brings net over their whole tenure.

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CAC iAcquisition cost = acquisition spend ÷ new customers. Optional.

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LTV / CAC iModel health: > 3 healthy, between 1 and 3 tight, < 1 you lose money acquiring.

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How it runs

These questions don't judge your company. They measure one thing only: how much it still depends on you.

In a week, how many important decisions get made without you? iAn important decision commits money, a client or a hire. We measure whether it can be made without you.

Most go through me A few happen without me The team largely decides on its own

What share of your sales pipeline goes through you directly? iYour pipeline = the deals in progress, from first contact to signature. The question: what share only moves when you handle it?

Nearly all of it More than half A minority Almost none

Your sales pipeline, share by share

How many people report directly to you?

Your machine, and who plugs into you

Which numbers do you look at every week — and who looks at them if you don't?

Revenue / cash — I watch them alone A dashboard shared with the team I look when I think of it — no ritual Nobody really follows them None fits? Write it in one sentence

What do you do in closing or production that is written down nowhere?

Almost everything lives in my head Sales rest on me, production is documented The production know-how isn't written The essentials are written and current None fits? Write it in one sentence

If the company had to double without you doubling your time, what breaks first?

Your chain, link by link

Your company's challenges

What you see as its biggest challenges — we'll trace the root cause together in the audit. Often, it's not where you'd expect.

Name the open fronts, unfiltered. We'll keep only one as the priority — that's the point.

What big initiatives are open right now? multiple choice

Where you're headed — and what you expect from us

A few answers to set your trajectory. It's what makes your program truly personalized.

Your direction, no detours. It's what will give meaning to the constraint we're about to surface.

What do you want to move on first in the next 90 days?

Accelerate growth revenue, customers Improve profitability margin, cash Get out of the weeds delegate, free up time Structure to scale systems, team None fits? Write it in one sentence

In 6 months, how will you know it worked? an undeniable, concrete win

＋50% revenue / MRR Profitable every month The company runs 2 weeks without me The team decides without me A raise / M&A process under way None fits? Write it in one sentence

To get there, what are you mostly counting on? your #1 lever — the one you're really betting on

More clients — acquisition / channels Raise prices / sell bigger Keep and grow current clients A new offer / product Hire / structure the team I don't have a clear plan yet None fits? Write it in one sentence

Last stretch. Next, we compute your numbers, then read them.

Card 5 of 5 Your direction

Over 90 days: —
In 6 months: —
Your lever: —
In 2-3 years: —

Chapter 5 done

Your direction is set.

What you want to move, and how you will know it worked. Your diagnosis is being prepared.

What comes next is your cockpit.

You've laid it all down. FounderOS now assembles your diagnosis on three levels.

Who is this diagnostic addressed to?

Your first name personalizes your cockpit — nothing else at this stage.

First name Last name

01

Your numbers

your P&L, the real version

02

Your machine

your execution system

03

Your direction

your 90-day objective (with the report)

From map to analysis to plan — all the way to your #1 constraint. After this button: your email, we send you a link — 30 seconds, free — and your diagnostic opens.

Find your #1 constraint in 15 minutes