How ready is your operation to grow?

Score your operation across the risks that stall growing food brands: key-person dependence, scale-up, consistency, audit readiness, margins, and more. No sales call required.

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If your most critical employee left tomorrow, how much of what they know is written down?(Required)

Almost none of it. It lives in their head.

Some of it, scattered across documents and emails.

Most of it, in SOPs someone else could follow.

How does daily production actually run?(Required)

Habit and experience. People just know.

Written SOPs exist but the floor doesn't always follow them.

Current SOPs that the team follows and updates.

Does your product run the same way every time, whether on your floor or your co-packer's?(Required)

No. Results depend on who's working that day.

Mostly, with meaningful variation between runs or crews.

Yes. Consistent run to run, crew to crew.

Does your product perform at full production scale the way it does in the kitchen?(Required)

No. Scale-up keeps changing taste, texture, or yield.

Close, but batches drift and rework happens.

Yes. Scale-up is dialed in and repeatable.

If a major buyer required SQF or GFSI certification, how long would you need?(Required)

A year or more. The systems aren't built.

Several months of scramble.

Certified now, or ready within weeks.

How are food-safety and quality records kept, on your floor or your co-packer's?(Required)

Paper, after the fact. If a co-packer holds them, they're a black box.

A mix of paper and spreadsheets, entered when there's time.

Digital, captured at point of use, accessible anytime.

Do you know your true unit margin, including labor and waste?(Required)

Not really. The spreadsheet says one thing, the bank says another.

Roughly, updated once in a while.

Yes, tracked and current.

If a major retailer doubled your order tomorrow, could your production say yes?(Required)

Honestly, no idea how we'd make it.

We'd get it done, at the cost of chaos and margin.

Yes, with a plan for capacity and cash.

How many operational decisions can only one person make?(Required)

Nearly all of them. One person is the bottleneck.

The big ones. Day-to-day is delegated.

Few. Decisions run on defined roles and systems.

How much repetitive admin work (logs, reports, scheduling) is automated?(Required)

None. It's all manual.

Some spreadsheets and templates help.

A good share runs itself through automation.

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