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DN8 Partners · Diagnostic · Sample report
Sample · 14-day diagnostic

What you get in 14 days

An anonymized sample report. It shows the structure and depth of the diagnostic: where the business loses money, who it rests on, and what to fix first. Your business will have its own numbers, these here are illustrative.

Profile
Manufacturing & trade
Employees
~140
Revenue
~$8M / year
Request
The owner wants to step out of operations
Data is anonymized and shown as an example. Figures are illustrative and not a promise of results.

01Key findings

How much the business loses per year
≈ $460,000
A combined estimate of losses from turnover, manual control, financial blind spots and operational misalignment. This is what tax reporting does not show.
  • The business rests on the owner. Half the decisions and the key clients run through one person. Stepping out of operations today is impossible without a stall.
  • Finance is blind. There is no management accounting, product margins are not calculated, cash gaps are patched by hand.
  • No backups on critical roles. If one of three key people leaves, a section stalls for months.

02A money map of losses

Loss areaWhat is happeningEstimate / year
Turnover of key people4 departures a year, hiring and ramp-up 3-4 months, sections sag≈ $120K
Manual controlDecisions run through the owner, a bottleneck, delayed orders and payments≈ $180K
Financial blind spotsNo management accounting, hidden costs, cash gaps≈ $90K
Operational misalignmentDowntime, rework, friction between departments≈ $70K
Total at stake per year≈ $460K
Estimates are built from 14 days of company data: interviews, data pulls, observation. In the real report each figure has a calculation behind it.

03Dependency map

Who and what the business rests on, and what stalls if that person leaves.

OwnerCritical

Holds key clients on personal relationships and half of the operational decisions. If they leave, everything stops.

Head of productionCritical

The only one who knows the whole process. No backup, no written procedures.

FinanceHigh risk

The numbers live in the owner's head and with one bookkeeper on a simplified system. There is no management picture.

Key clientsHigh risk

60% of revenue sits on three clients tied to the owner. The relationships are not secured anywhere.

04Financial blind spots

  • No management accounting, only tax.
  • Margins by product and client are not calculated.
  • True cost is blurred, part of the costs are hidden.
  • Cash flow is not forecast, gaps are patched manually.
  • Receivables are not under control, payments arrive whenever.
  • The owner does not see a weekly money picture.

05The first 90 days

What we set up and in what order. Each phase has a metric we are accountable for.

Weeks 1-3
Financial visibilityWe set up management accounting, cash flow and an owner's dashboard. We calculate the true margin.
Metric: the owner sees the money weekly
Weeks 3-8
Unloading the ownerOrg structure, delegation, procedures for key processes, moving decisions onto the team.
Metric: 50% of decisions leave the owner
Weeks 6-12
Stability and handoverBackups on critical roles, retention of key people, securing clients to the company, training the team.
Metric: the business holds 2 weeks without the owner
This is a sample

Your business will have its own numbers

A 14-day diagnostic will show exactly where you are losing, who you rest on, and what to fix first. Then you decide.

Order the diagnostic
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