Operations Maturity Score

Question 1 of 1010%

Question 1 of 10 · Documentation

How are your finance-related processes documented: billing, collections, payments, approvals, and the close?

All of them documented, kept current, and easy to find

SOPs live in a known place and stay current

Most of them written down in a known place

Some gaps but the important workflows are written down

Some processes documented, but outdated or scattered

Drafts exist but nobody trusts they're current

Nothing is written down knowledge lives in people's heads

Tribal knowledge runs the business

Question 2 of 10 · Continuity

When the person who runs billing, collections or the close is out for a week, what happens?

Coverage is documented and the work continues on schedule

We have backups but it's still rough

We scramble but eventually figure it out

Things break or stall until they're back

Question 3 of 10 · Information Flow

How well do your billing, accounting, payroll and payment systems agree with each other?

Systems are well-integrated, data flows automatically

Most workflows are integrated, with some manual gaps

A few key integrations, but most data moves manually

Lots of manual data entry between systems

Question 4 of 10 · Manual Effort

How much time goes into re-keying or reconciling the same information between systems?

Very little, the systems carry it between them

Some, under a few hours a month

A meaningful chunk of every close

A lot, it is most of what the close involves

Question 5 of 10 · Ownership & Accountability

When something goes wrong in billing, collections or the close, how quickly do you know who owns the fix?

Always clear, every step has a defined owner

Mostly clear, with occasional gray areas

Eventually clear, but takes some back-and-forth

Unclear usually a debate or it lands on the founder

Question 6 of 10 · Approvals

How are payments, invoices and spending commitments approved?

Thresholds and approvers are defined, and approvals happen without chasing

Approvers are known, though the thresholds are informal

Approvals happen, but usually after someone chases them

Everything routes to the founder

Question 7 of 10 · Bottleneck Visibility

Do you know where finance-related work consistently stalls or piles up?

We track where it stalls and address it systematically

We track informally and address bottlenecks reactively

We have a sense, but no data to back it up

Not really we just push through whatever comes up

Question 8 of 10 · Recurring Execution

How do you know the recurring finance work actually got done each month?

A close calendar with owners and completion criteria, reviewed each month

A checklist that is worked through and signed off

We notice when something is missing, usually late

Nobody is tracking it, the month just closes when it closes

Question 9 of 10 · Scaling Readiness

If transaction volume doubled in the next 12 months, how would these workflows hold up?

The workflows and systems would carry it without a rebuild

We could handle it, but the close would slip while we caught up

We would struggle, and would have to rebuild the process first

It would break, the current process is already at its limit

Question 10 of 10 · Handover

If someone new took over a finance-related workflow tomorrow, what would they have to work from?

A written process, the system access, and a named person to ask

Enough written down that they could run it within a few weeks

A partial checklist, and a lot of asking around

Whatever they can work out from the last few months of records

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