Andrew RadosevichProcess & Documentation (10 Points)
Score yourself 1–5 on each: (1) Core workflows are documented as SOPs. (2) Intake and handoff processes are defined. (3) Quality control steps exist for key deliverables. (4) Billing triggers and financial processes are standardized. (5) Onboarding processes exist for new hires. (6) Escalation paths are defined. (7) Change management processes exist. (8) Client communication templates are standardized. (9) Vendor management processes are documented. (10) Institutional knowledge is captured, not person-dependent.
Performance & Metrics (10 Points)
(1) KPIs are defined for each function. (2) A dashboard exists that leadership reviews weekly. (3) Utilization or throughput is tracked. (4) Financial metrics are reviewed monthly (margin, cash flow). (5) Quality metrics are measured (rework rate, client satisfaction). (6) Cycle time is tracked (lead time, delivery). (7) Pipeline metrics are visible (conversion, velocity). (8) Team performance is measured against objectives. (9) Capacity vs. demand is visible. (10) Trends are reviewed quarterly for strategic planning.
People & Cadence (10 Points)
(1) Roles and responsibilities are clear, no 'gray work.' (2) A weekly operating meeting runs with a consistent agenda. (3) Meeting owners and action items are tracked. (4) Performance reviews happen at least quarterly. (5) Hiring criteria are defined before searches begin. (6) The founder is NOT the day-to-day bottleneck. (7) Team members can make decisions within defined boundaries. (8) Cross-functional communication happens regularly. (9) Training and development exists for key roles. (10) Succession or backup plans exist for critical functions.
Interpreting Your Score
80–100: Strong foundation. Focus on refinement and specialization. 60–79: Growth friction present. Prioritize visibility (KPIs) and process discipline. Under 60: Founder bottleneck risk. Install an operating rhythm, document core workflows, and clean up systems so execution becomes repeatable. If you scored under 60, a diagnostic engagement can identify your top 3 constraints in 2–3 weeks.
Common questions
How often should I run an operations audit?
Annually at minimum, or whenever you're entering a new growth phase (post-acquisition, new market, significant hiring). The scorecard gives you a baseline to measure improvement.
Who should complete the audit?
Ideally, leadership completes it independently, then compares scores. Gaps between leaders' perceptions often reveal the most important issues.
What's the most common low-scoring area?
KPI visibility and operating cadence. Most $5–15M businesses have some processes but lack the dashboards and weekly rhythm to manage performance consistently.