BUSINESS ANALYSIS

HighLevel Scoping & Discovery

A structured commercial and operational analysis designed to diagnose how your business actually generates revenue, how leads are converted into customers, and where systems, processes, or data gaps are limiting growth—before any CRM configuration begins.

GHL BUSINESS ANALYSIS

Why Get Our Business Scoping & Discovery

We approach Scoping & Discovery as a commercial diagnosis, not a technical exercise. The goal is to understand how your business performs today, how revenue is generated and converted, and where inefficiencies, constraints, or gaps are limiting growth. Rather than focusing on tools or features, we analyse the underlying commercial processes—so the greatest opportunities for improvement can be clearly identified, prioritised, and acted upon with confidence.

Business-First Approach

We start with revenue, conversion, and operations—not tools—ensuring every recommendation is commercially grounded.

Focus on Impact

We prioritise changes that deliver measurable improvements in revenue, efficiency, or customer outcomes.

Structured Analysis

We use a consistent framework to uncover gaps, inefficiencies, and opportunities across your entire business.

Clarity and Direction

You leave with a clear understanding of what needs to change, why it matters, and what to do next.

BUSINESS REVIEW

Business Scoping Benefits

on revenue, conversion performance, and operational efficiency—before any changes are made. By analysing how your business generates demand, converts leads, and delivers outcomes, we uncover where value is being created, where it is being lost, and where improvements will have the highest commercial impact. This ensures that any future decisions are based on clear insight, not assumptions, and are aligned to measurable business outcomes.

Improve Revenue Performance

Identify how your business generates revenue, where value is being lost, and where small changes can unlock measurable growth across your core offers.

Increase Conversion Efficiency

Reduce friction across lead handling, qualification, and follow-up to improve conversion rates and move more opportunities through the sales process.

Strengthen Lead Handling

Ensure leads are captured, responded to, and managed consistently across all channels, reducing missed opportunities and improving overall lead quality.

Clear Commercial Structure

Move from reactive processes to a structured commercial model that supports consistent growth, clearer decision-making, and better performance tracking.

Improve Process Clarity

Clarify how leads, opportunities, and customers move through your business so your team can operate with consistency and reduced confusion.

Improve Decision Confidence

Strengthen visibility into key metrics and performance drivers so decisions are based on clear, commercially relevant information.

Improve Sales Consistency

Standardise sales stages, qualification logic, and follow-up processes so opportunities are managed consistently and conversion is improved.

Enhance Performance Visibility

Identify inconsistencies, breakdowns, and hidden inefficiencies in your processes so operations become more predictable and easier to manage.

Improve Speed-to-Lead

Ensure leads are responded to quickly and consistently, reducing delays, increasing engagement rates, and improving likelihood of conversion.

Strengthen Revenue Visibility

Improve how revenue and performance are understood across your business, providing clearer insight into growth drivers and future opportunities.

Improve Operational Efficiency

Reduce manual work, eliminate duplication, and streamline workflows so your team can operate more efficiently and focus on higher-value activity.

Improve Process Reliability

Identify broken logic, overlapping workflows, inconsistent setup, and hidden structural issues that reduce trust in the platform.

PRE-ONBOARDING OR IMPLEMENTATION STRATEGY

Understand the Business Before the System

Scoping & Discovery takes place before any implementation begins. Rather than starting with tools or features, we focus on how your business operates commercially—how demand is generated, how leads are converted, how delivery is fulfilled, and where inefficiencies or constraints exist.

Most projects fail because they begin with software rather than business reality. This phase ensures that any future system, process, or automation is grounded in how your business actually works, not assumptions or generic frameworks.

Revenue Model Analysis

We assess how your business makes money—your offers, pricing structure, deal values, and revenue drivers—to identify where growth can be accelerated.

Sales Process Mapping

We map your full sales lifecycle, from first enquiry through to closed customer, identifying drop-offs, delays, and conversion gaps.

Inbound Lead Process Review

We analyse how leads are captured, responded to, qualified, and followed up to identify missed opportunities and revenue leakage.

Customer Journey Mapping

We examine the full journey from initial contact through to delivery and retention to identify friction points and experience gaps.

Lead Quality & Conversion Analysis

We assess the types of leads you attract, which convert best, and where time is being wasted on low-value opportunities.

Operational Workflow Review

We evaluate how work flows through your business—from sales to delivery—to identify bottlenecks, inefficiencies, and capacity constraints.

Data & Visibility Assessment

We review what you can and cannot see in your business—reporting gaps, attribution issues, and decision-making blind spots.

Growth Opportunity Identification

We highlight the highest-leverage opportunities to improve revenue, conversion rates, efficiency, and customer value.

Lead Response & Speed Analysis

We assess how quickly leads are contacted, how consistently response standards are met, and where delays reduce conversion probability and revenue potential.

Revenue Leakage Analysis

We identify where potential revenue is being lost across the lifecycle—from missed leads to poor follow-up, low conversion, or weak retention

Commercial Bottleneck Identification

We isolate the single biggest constraint limiting growth—whether in lead generation, conversion, delivery, or capacity.

Performance Visibility & Reporting Gaps

We identify where lack of visibility prevents effective management—whether in lead handling, sales activity, or overall business performance.

Conversion Rate Breakdown

We analyse conversion at each stage of the funnel—from lead to qualified opportunity to closed customer—to identify where improvements will have the greatest impact.

Sales Cycle & Velocity Assessment

We analyse how long it takes to convert a lead into a customer, where delays occur, and how the process can be streamlined to increase speed and efficiency.

Pipeline Performance Analysis

We assess how leads move through each stage of your sales process, identifying where deals stall, drop off, or lose momentum.

Qualification Framework Assessment

We evaluate how leads are assessed for quality and fit, including whether criteria are defined, applied consistently, and aligned with your ideal customer profile.

Lead Assignment & Ownership Structure

 We examine how leads are distributed across your team, whether ownership is clearly defined, and where gaps create duplication, delays, or missed opportunities.

Manual Process & Inefficiency Audit

 We identify repetitive, manual tasks that slow the business down, create inconsistency, and limit scalability.

Demand Source Performance Review

We assess which channels generate the highest-quality leads, which underperform, and where investment should be increased, reduced, or reallocated.

Upsell & Expansion Opportunity Review

 We examine how additional revenue is generated from existing customers, including upsells, cross-sells, and renewals that may currently be underutilised.

WHY SCOPING MATTERS

Fix the Problem, Not the Symptoms

Without proper scoping, businesses often invest in systems or changes that do not address the underlying issues.

Common outcomes include:

  • Improving tools without improving results

  • Generating more leads without fixing conversion

  • Adding complexity without increasing efficiency

  • Scaling processes that are fundamentally broken

  • Making decisions without clear data or visibility

Scoping ensures that effort is directed at the root causes of underperformance—so improvements lead to measurable commercial outcomes.Poorly structured pipelines

WHO IS THIS FOR

Businesses That Need Clarity Before Action

This process is designed for businesses that want to make informed decisions before investing time or money into change.

  • Experiencing inconsistent or unpredictable growth

  • Generating leads but struggling to convert them

  • Unsure where revenue is being lost in the process

  • Managing operations that feel reactive or inefficient

  • Lacking visibility into performance and key metrics

  • Planning growth, expansion, or operational change

DELIVERABLES

What You Receive

A structured analysis that translates your business into clear, actionable insight.

  • Clear breakdown of your current revenue model and drivers

  • Mapped sales and lead conversion process

  • Identified leakage points in lead handling and follow-up

  • Customer journey and friction point analysis

  • Operational bottlenecks and capacity constraints

  • Data visibility gaps and reporting limitations

  • Prioritised list of high-impact improvements

  • Phased growth plan aligned to your commercial goals

BUSINESS ANALYSIS

Pre-Business Scoping Survey (Optional)

You can book a free consultation below. Before our call, you also have the option to complete the pre-business scoping survey below. This helps us understand your business model, revenue mechanics, inbound lead process, and operational workflows before we discuss any technical configuration.

You can skip any sections you are unsure of. The survey acts as a strategic intake, allowing us to identify how your business currently generates revenue, handles leads, and manages operations—and where gaps, inefficiencies, or friction may exist before we design your HighLevel architecture.

Business Scoping & Discovery

This survey is designed to help us understand your business model, revenue mechanics, inbound lead handling, and operational constraints. The aim is to identify the highest-leverage opportunities for growth, improve how leads are converted into revenue, and clarify where systems or process changes will have the greatest commercial impact..

Strategic Direction

Before we dive into the details of your business, we need to understand where you're headed. This section helps us define your commercial priorities, understand what success looks like to you, and identify the key constraints that are currently holding you back. The answers here will become our North Star—everything we recommend will be measured against how it helps you achieve these goals.

This helps us understand your top commercial priority.  Think about the single biggest commercial outcome you want to achieve. This could be revenue-based (e.g., hitting a specific number), market-based (e.g., entering a new geography), capability-based (e.g., building a sales team), or product-based (e.g., launching something new). Be as specific as possible—vague goals make it hard to build a focused plan. 
Who do you sell to? Select your target market
Do you sell to businesses or to individual people.. This helps us understand your sales motion, decision-making complexity, and how we need to structure your lead process. B2B typically involves longer sales cycles and multiple stakeholders. B2C usually means faster decisions but higher volume. If you select "Both", you will see questions tailored to each segment throughout the survey.
Choose the one number that, if it moved significantly, would transform your business. This becomes our North Star—everything we build or recommend will be measured against its impact on this metric. Don't list everything; pick the one that matters most right now. Think about what keeps you up at night or what would make the biggest difference to your bottom line.
Identify the single factor that, if removed, would allow you to grow faster- it's where the biggest opportunities lie. Common constraints include: not enough leads, sales process too slow, delivery team at capacity, unclear processes, cash flow limitations, or the owners workload being the bottleneck. We need to know where the pressure point is so we can focus our efforts where they'll have the greatest impact.
Describe the tangible outcomes that would tell you this engagement was a success. Think about what you want to see, feel, or measure. Paint a picture of your business operating at its best. This helps us align on what "done" looks like and ensures we're working toward the same vision. Be as specific as possible—numbers, feelings, processes, team dynamics—whatever matters to you.
This helps us understand whether we're building systems for today's scale or tomorrow's. A business planning organic growth needs different systems than one planning acquisitions or rapid expansion. This helps us build a roadmap that scales with you rather than needing to be rebuilt in 18 months.
Primary Optimisation Goal
This is a strategic trade-off question. Growth-focused businesses reinvest heavily and prioritise market share. Profit-focused businesses prioritise margins and cash flow. Efficiency-focused businesses streamline operations to reduce costs. Long-term value builds sustainable assets (often for exit). There's no wrong answer, but it determines how we prioritise recommendations and where we focus our efforts.
This is your priority issue—the thing that keeps you up at night or the frustration you encounter daily. It might be small but impactful, or large but critical. We use this to identify quick wins that build momentum and demonstrate value early. Don't overthink it—just tell us what would make the biggest difference to your day-to-day if it were fixed tomorrow.
Think about the potential revenue or growth that's currently sitting on the table. This could be leads you're not following up with, customers who could buy more, referrals you're not asking for, channels you're not using, or processes that could be automated. Identifying this helps us focus on high-impact areas where relatively small changes can unlock significant value.
If everything went perfectly—systems in place, team running smoothly, revenue where you want it, you working on the business rather than in it—what does that look like? Be specific about numbers, team size, processes, and how it feels to run it. This helps us understand your aspirations and gives us a clear target to work toward.

Business Model & Revenue
To build the right systems, we need to understand how your business makes money. This section helps us map your revenue architecture—your primary offers, pricing models, deal values, and profitability. Understanding these fundamentals allows us to design processes that support your actual business model, not a generic template. The answers here will directly inform how we configure pipelines, reporting, and automation.

Describe your main product or service—the thing that generates most of your revenue. Be clear about what you actually sell, not just the category. If you have multiple offers, pick the one that represents the core of your business. Think about how you would describe it to a new customer in one sentence.
List any additional ways customers can buy from you beyond your primary offer. This could be upsells, complementary services, premium tiers, one-off products, or anything else that generates revenue. Understanding your full revenue landscape helps us see opportunities for expansion and cross-selling.
Select the most relevant option
Select the model that best describes how you monetise. One-off means customers pay once per transaction (e.g., a product purchase, a project). Recurring means ongoing payments (subscriptions, retainers, memberships). Hybrid means a mix—perhaps a setup fee plus ongoing monthly payments, or a mix of one-off products and subscriptions. This affects how we structure pipelines, reporting, and customer lifecycle management.
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For one-off sales, this is your typical transaction size. For recurring models, this could be the average monthly or annual contract value. If you have multiple offer types, give us the average across your main revenue stream. This helps us calculate the financial impact of conversion improvements—small changes in conversion rate can mean significant revenue when multiplied by deal value.
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Give us your best estimate of current monthly revenue across all streams. Don't worry about precision—a rough figure helps us understand the scale of your business and the potential impact of improvements. If your revenue varies significantly month to month, give us an average over the last 3 months. This also helps us understand the size of the opportunity when we improve processes.
Profitability isn't just about price—it's about margin after costs (time, materials, overhead). Which of your products or services deliver the highest profit per sale? This helps us understand where to focus your sales and marketing efforts, and which offerings should be prioritised in your systems.
Which products or services have the lowest margins, or might even break even? Sometimes these are loss leaders or entry points that lead to more profitable work. Other times they're a drain on resources that could be better deployed elsewhere. Being clear about this helps us make smarter recommendations about where to invest your time and marketing budget.
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What revenue goal are you working toward? This helps us size the opportunity and build a roadmap that gets you there. Be ambitious but realistic—we need a target that stretches you but is achievable with the right systems and processes. This number will help us quantify the value of improvements and prioritise initiatives.

Ideal Customer Market
Understanding who you serve—and who you shouldn't serve—is critical to designing effective systems. This section helps us identify your ideal customer profile and recognise which segments create the most value. Clarity here allows us to build targeted marketing, sales processes, and reporting that focus on the customers who matter most to your business.

For B2C, examples include homeowners in the UK with properties worth £500k+, busy professionals aged 30–50, new parents looking for baby products, and fitness enthusiasts aged 25–40. Consider demographics, interests, location, lifestyle, and pain points. Specificity is power—vague profiles lead to vague systems. For B2B, consider industry, company size, location, revenue, and job titles. Examples include SaaS companies with 10–50 employees based in the UK, service businesses with £1M–£5M annual revenue, and marketing agencies with 5–20 staff.
Identify the person who ultimately says yes, signs, or makes the purchase. For B2C: e.g., the individual customer, the household decision-maker, the parent (for family products), the couple together. For B2B: e.g., CEO, Marketing Director, Owner, Head of Sales, Operations Manager, Finance Director. For B2B, this is often a specific role with budget authority. 
List the other people who have input into the decision but may not have final authority. In B2B, this might include IT managers, finance teams, end users, department heads, or external consultants. Understanding influencers helps us map the full buying committee and ensures your sales process addresses all stakeholders, not just the primary decision-maker.
Based on your experience, which customer segments convert most quickly and reliably? These are your sweet spot—the customers you want to attract more of. Describe what they have in common: For B2C, e.g., Customers who found you via referral, repeat buyers, customers with a specific urgent need, and those who've engaged with your content for 30+ days. For B2B: industry, size, problem, referral source, or any other characteristic, Early-stage startups (they move fast), established SMEs with clear budgets, businesses that have already tried a competitor, referrals from existing clients. 
 This helps us refine your targeting and qualification criteria to focus energy where it's most effective. For B2C: e.g., Price-sensitive bargain hunters, customers who require extensive education before buying, one-time gift buyers, and those who found you via discount channels. For B2B: e.g., Large enterprises with long procurement cycles, price-sensitive buyers who shop around, businesses with complex decision-making committees, sole traders with limited budgets
Beyond the initial sale, which customers deliver the highest lifetime value? They might buy repeatedly, purchase upsells, refer others, require minimal support, or stay with you for years. Identifying these helps us focus acquisition efforts on the highest-value segments and design retention strategies that keep them engaged. For B2C: e.g., Repeat purchasers, subscription customers, customers who buy across multiple product lines, loyal referrers, customers who join loyalty programmes. For B2B: e.g., Enterprise clients on 3-year contracts, customers who purchase the premium tier, clients who engage us for ongoing managed services, businesses that refer multiple new clients
Target Market Scope
How focused is your targeting? A narrow niche means you serve a specific industry, persona, or problem very deeply (e.g., "accountants who serve creative agencies"). A broad audience means you serve many different types of customers with a general solution (e.g., "small business accounting"). There are pros and cons to each—this helps us understand your positioning and how to structure your marketing and sales systems.

Offer Structure & Positioning
How you package, price, and position your offer directly impacts conversion rates and customer perception. This section helps us understand your current offer structure, what makes you different, and where prospects experience friction. Clarity here allows us to simplify your offer, strengthen your positioning, and remove obstacles that slow down the sales process.

Pricing Structure
Tell us how you package and price your offerings. Fixed packages mean customers choose from predefined options with set prices. Tiered plans mean different levels of service at different prices (e.g., Basic, Pro, Enterprise). Custom quotes mean each deal is priced individually based on scope and requirements. This affects how we configure your sales process, quoting workflow, and pipeline stages.
What makes customers choose you over alternatives? Be specific about your unique value proposition. This isn't just features—it's the outcomes, experience, or results that only you deliver. Think about what your customers say when they explain why they bought from you. Understanding this helps us position your offer effectively in marketing, sales conversations, and follow-up sequences.
Guarantees & Incentives
What reduces prospect risk?  What do you offer to reduce the risk for prospects or make it easier to say yes? This could be money-back guarantees, free trials, first-month discounts, referral incentives, no-contract options, or anything else that reduces purchase friction. Knowing this helps us understand how you overcome hesitation and whether we can strengthen these offers to improve conversion.
When prospects hesitate or say no, what reasons do they give? List the objections you hear most frequently. This helps us prepare responses, adjust positioning, and configure follow-up sequences that address these concerns. Understanding objections is the first step to overcoming them
In your sales process, where do prospects get stuck or ask clarifying questions? This might be understanding your pricing, the difference between packages, the setup process, technical requirements, or what exactly they'll receive. Identifying these friction points helps us simplify your offer and sales messaging to reduce confusion and speed up decisions.
Offer Clarity
Based on your experience, how easy is it for a new prospect to understand what you do and make a purchase decision? If there's friction or confusion, we'll work on simplifying the offer and buying process. This is a quick diagnostic—honest feedback helps us know where to focus.

Lead Generation & Demand Sources

Understanding where your leads come from—and which sources deliver the highest quality—is essential for scaling your business. This section helps us map your current lead generation channels, identify dependency risks, and uncover opportunities for new channels. The answers here will inform marketing strategy, budget allocation, and how we structure lead capture in your systems.

Lead Sources
Check all the channels that currently generate leads for your business. Be honest about what's actually working—we need an accurate picture of your current demand generation. If a channel isn't listed, you can add it in "Other". This helps us understand your lead mix and identify where we might need to diversify or strengthen.
Quality matters more than quantity. Which channels consistently deliver leads that convert to customers, have higher average deal values, or become long-term clients? List the top 1–3 channels based on quality, not just volume. This helps us focus investment on what's working best.
Give us your best estimate of total inbound leads per month across all channels. If you don't track this, give us a rough range—it's more important that we have a starting point than absolute precision. This baseline helps us measure the impact of improvements and understand the scale of your lead flow.
Cost Per Lead Visibility
Do you track how much you spend to acquire a lead from your paid channels? This includes ad spend, agency fees, and any other acquisition costs. Knowing CPL helps us calculate ROI, make smarter channel decisions, and understand what you can afford to spend to acquire a customer. If you don't track this, we can help set up tracking.
This is how much you spend versus how much revenue you spend. The return on investment of your marketing channels
This is about return on investment—how much you spend versus how much revenue each channel generates. Knowing this helps us understand which channels are profitable, which are breaking even, and which might be losing money. It's the difference between knowing your cost per lead and knowing your actual return. If you have this data, we can optimise spend toward the highest-ROI channels.
Are there any marketing or lead generation channels you're curious about but haven't yet invested in? This helps us understand where you see future growth opportunities and whether we should prioritise testing new channels as part of your growth plan.
Lead Source Dependency
If one or two channels generate most of your leads, that creates concentration risk. If that channel dried up tomorrow (algorithm change, ad account ban, market shift), would your business be in trouble? This helps us understand whether we need to diversify your lead sources to reduce risk and create more stable growth.

Lead Capture

This is often where the biggest hidden revenue leakage occurs. This section focuses specifically on how inbound leads are captured, responded to, and qualified. We'll map your current process to identify delays, drop-offs, and opportunities for automation. The answers here will directly inform how we design your lead management system to ensure no opportunity is lost.

Lead Entry Method
Tell us how leads physically get from their initial contact into your system. Are they manually entered into a spreadsheet? Does a form send an email notification? Do they go directly into a CRM? Understanding this helps us identify automation opportunities and capture gaps where leads might be getting missed.
Centralised Lead Capture
Do you have a single place where all leads live—whether that's a CRM, spreadsheet, or other system? Or are leads scattered across email inboxes, team members' phones, sticky notes, and different spreadsheets? A single source of truth is critical for tracking, follow-up, and accountability. If leads are scattered, they're almost certainly being missed.
Select the most relevant option for Lead Source Tracking
When a lead comes in, can you always see where they came from (e.g., Google ad, referral, social media, word of mouth)? Reliable source tracking helps you understand which marketing investments are paying off and which aren't. Without it, you're flying blind on marketing ROI.
Estimate the percentage of leads that actually make it into your system without being lost. If leads come in via phone calls that aren't logged, emails that sit in an inbox, or messages that get missed, they may be getting missed entirely. This is often a hidden source of revenue leakage. Most businesses underestimate this number.

Lead Response & Speed
This section reviews how quickly and consistently you respond to inbound leads—one of the biggest predictors of conversion. We'll look at response time, who handles initial outreach, and whether you have clear standards in place. Slow or inconsistent response is often the largest source of hidden revenue leakage.

Select Typical Response Time
How long does it usually take from the moment a lead comes in to the first time someone reaches out? Studies show that response time is one of the biggest predictors of conversion—leads responded to within 5 minutes convert at much higher rates than those contacted after 24 hours. If you don't know, give your best estimate.
Tell us which person, role, job function or team handles the initial outreach to new leads. Is it the owner, a dedicated sales person, an office manager, a virtual assistant, or whoever happens to be available? Clear ownership is essential for consistent follow-up. If it's "whoever is available," that's a red flag for inconsistency.
Response Time SLA
Do you have a documented service-level agreement or an informal understanding about how quickly leads should be contacted? Even an informal target helps with consistency. We can help formalise this if it's currently ad hoc. Knowing the expectation helps us measure performance.
Of all leads that come in, what percentage are actually contacted within your target response time? If you don't track this, give us your best estimate. This is a key metric for understanding how well your lead process is working. If this number is low, you're leaving money on the table.
Select the First Response Action
What's the first thing that happens when a lead is received? This could be an automated email, a personal email, a phone call, a text message, or a combination. Understanding this helps us assess whether your initial engagement is effective and whether we can improve it.

Lead Qualification
his section reviews how you determine which leads are worth pursuing and which aren't. Clear qualification criteria ensure your team focuses time on prospects most likely to buy, while consistent processes prevent good leads from falling through the cracks. Without clear standards, you risk wasting time on unqualified leads or missing opportunities with high-value prospects.

Qualification Criteria Defined
Documented lead qualification
For B2C, qualification criteria may include budget, timing, specific needs, and readiness to purchase. For example, the prospect has the required budget, needs the product within 30 days, aligns with the ideal customer profile, and has engaged with relevant content. For B2B, common qualification frameworks include BANT (Budget, Authority, Need, Timeline) or CHAMP (Challenges, Authority, Money, Prioritisation). BANT example — budget confirmed, clear buying authority, defined need, and a timeline within 90 days; or a custom model — company has 10+ employees, is UK-based, and is currently using a competitor.
Which person, role, job function or team determines whether a lead is qualified to move forward? This might be the same person who responds to leads, a dedicated SDR, a sales rep, or the owner. Clear ownership prevents leads from falling through the cracks and ensures accountability for the qualification step.
What's your process for leads who are interested but not ready to buy right now? Do you add them to an email nurture sequence? Put them in a follow-up list? Discard them? Return them to marketing? A clear process ensures you don't lose future opportunities and that leads are nurtured rather than abandoned.
Of all the leads that come into your business, what percentage end up becoming paying customers? This is your overall conversion rate. If you don't know exactly, give us your best estimate. This is one of the most important metrics for understanding sales effectiveness.
Give us your best estimates for how leads move through your funnel. These percentages help us identify where the biggest drop-offs are. If you don't track this, give us your best guess—we can refine it together. The sum of all percentages should equal 100% of your total leads.

Lead Assignment & Ownership
Once leads are captured and qualified, how they're assigned and followed up determines whether they convert. This section examines your lead assignment process, follow-up persistence, and visibility into the pipeline. The answers here will help us design systems that ensure every lead gets consistent, timely attention and that you have full visibility into what's happening.

Select the option that most resembles your current process
When a lead comes in, how is it decided who works on it? Is there a structured process (round-robin, by geography, by segment) or is it more informal (whoever responds first, one person handles all)? Clear assignment prevents duplication, ensures accountability, and makes sure leads don't fall through the cracks.
Lead Ownership Clarity
At any given moment, can you tell who is responsible for following up with each lead? Or are there leads that don't have a clear owner and may be getting missed? Clear ownership is essential for accountability and follow-through. If leads are unassigned, they're likely being ignored.
If a lead sits untouched for a certain period (e.g., 24 hours, 3 days), does anything happen? Is it reassigned? Is a manager notified? Is it added to a nurture sequence? A process for stalled leads prevents them from being forgotten and ensures no opportunity is permanently lost due to oversight.
Select the Option that matches your current situation
Have you had situations where two different team members contacted the same prospect because they didn't know someone else was already working on it? This creates a poor customer experience, wastes team time, and can damage your reputation. If this happens, we need to address lead assignment and visibility.

Lead Visibility & Tracking
This section reviews what you can see about your lead pipeline and follow-up activity. Visibility is the foundation of accountability—without it, you can't measure performance, identify bottlenecks, or coach your team effectively. We'll look at whether you can track open leads, ownership, follow-up consistency, and individual performance.

 If a lead doesn't respond to the first contact, how many times does your team attempt to follow up before giving up? Most businesses give up too early—research shows it often takes 5–12 touches to reach a prospect. Understanding your persistence helps us identify whether you're leaving opportunities on the table.
Describe the timing and sequence of your follow-up attempts. For example, do you call on day 1, email on day 3, call on day 7, etc.? Having a consistent cadence ensures you don't miss opportunities due to inconsistent effort. If you don't have a defined cadence, that's a common area for improvement.
Follow-Up Method
How much of your follow-up is done by humans versus automated systems? Manual follow-up is more personalised but can be inconsistent and time-consuming. Automated follow-up ensures consistency but may feel less personal. Mixed approaches combine the best of both—automation for consistency, human touch at key moments.
After how many attempts and over what timeframe do you stop following up with a lead who hasn't responded? Being clear about this helps you focus energy on active opportunities while still having a plan for re-engagement later. Knowing this also helps you measure the effectiveness of your follow-up process.
Re-Engagement Process
Do you have a system for staying in touch with leads who weren't ready to buy, or who went cold? This might be an email nurture sequence, quarterly check-ins, a remarketing campaign, or a periodic newsletter. Re-engagement can revive opportunities that would otherwise be lost forever.
Visibility into Lead Pipeline
What can you see at a glance about your lead pipeline? The more visibility you have, the better you can manage the process and spot issues early. Check all that apply. If you can't see some of these, that's an area where we can build better reporting.
Individual Performance Tracking
Do you know how each team member performs on metrics like response time, number of follow-ups, and conversion rates? Tracking by person helps you coach effectively, identify where support is needed, and recognise high performers. Without this, you can't manage performance effectively.
Where in your lead process do you feel like you're flying blind? Maybe you don't know what happens after a lead is passed to sales, or you can't see if follow-up is happening consistently, or you're not sure which sources

Inbound Friction & Revenue Leakage
This section helps us identify exactly where your inbound lead process is losing revenue. By pinpointing delays, bottlenecks, and manual steps that create friction in how leads are captured, handled, and followed up, we can prioritise fixes that will have the biggest impact on your conversion rates. The answers here often reveal opportunities for quick wins that immediately improve lead-to-customer conversion.

Think about where leads disappear in your current process. Do they get stuck in an email inbox? Does nobody follow up after the first call? Do they fall through the cracks during holidays or busy periods? Identifying leakage points is the first step to plugging them and recovering lost revenue.
What single factor slows down your lead process the most? This could be manual data entry, slow handoff between teams, lack of a follow-up system, unclear ownership, or something else. Bottlenecks are often where the biggest improvements can be made—fixing one bottleneck can improve the whole process.
What tasks are currently done manually that could be automated? Manual processes are often inconsistent, prone to error, and create delays. Identifying these helps us see where automation can save time, improve reliability, and free up your team to focus on higher-value work.
What do your sales or customer-facing team members say about the lead process? Do they complain about lead quality? Are they frustrated with the follow-up process? Do they feel they have enough information to work effectively? Your team often has the clearest view of what's not working—their feedback is invaluable.
What single improvement would have the biggest impact on your lead process? This could be automating a manual task, reducing response time, adding a qualification step, clarifying ownership, or implementing a follow-up system. Quick wins build momentum and demonstrate value early.
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Customer Journey & Handoff Friction
This section maps the end-to-end customer experience from first enquiry through to becoming a paying client—and beyond. By understanding where customers drop off, where friction occurs, and how handoffs between teams function, we can identify opportunities to smooth the journey, improve retention, and create a consistent experience that builds loyalty and reduces churn.

End-to-end client process (e.g., Enquiry → Discovery → Proposal → Contract → Onboarding → Go-live)
 e.g., During onboarding, after proposal sent, during contract review, before first payment, during implementation, after trial ends
What part of the customer journey feels most difficult, confusing, or frustrating for your customers? This might be a specific step that takes too long, requires too much effort, isn't clearly communicated, or feels like a hassle. Reducing friction improves conversion and retention.
Describe what a great experience looks like for your customers. What do they feel, what happens, and what outcome do they achieve? This helps us design systems that deliver that experience consistently, every time.
Describe what happens right after a customer commits to purchase. Is there a contract signed? A handoff to delivery? A welcome email? A kick-off call? A clear post-sale process sets the tone for the entire customer relationship and reduces early churn.
Team Handoff Issues
When a customer moves from one team to another (e.g., sales to delivery, marketing to sales, onboarding to support), does that transition cause confusion, delays, or dropped balls? Handoffs are common points of friction—getting them right is critical for a smooth customer experience.

Sales Process
Moving beyond lead handling, this section examines your broader sales process—the stages, ownership, and conversion metrics that determine how many leads become customers. Understanding your sales process helps us identify where deals stall, what causes them to be lost, and how to improve consistency and conversion rates.

Once a lead has been contacted and is interested, what happens next? Describe the typical next steps in your sales process. This helps us understand your sales workflow and where opportunities may be getting stuck or delayed.
List the key stages a lead goes through from first contact to becoming a paying customer. Think of this as your pipeline stages—the steps that define your sales process. Being clear on stages helps us build reporting and identify where leads get stuck.
For each stage you listed, who is responsible? Does one person handle everything, or do different people own different stages (e.g., SDR for top of funnel, AE for closing)? Clear ownership prevents handoff delays and accountability gaps.
At what stage in your sales process do prospects most often go quiet or decide not to proceed? Identifying these drop-off points helps us target improvements where they'll have the biggest impact on conversion rates.
Lost Deal Reasons
When prospects don't buy, what are the main reasons they give? Understanding this helps us address objections, improve your sales approach, and potentially adjust your offer or positioning. Check all that apply, and add any others in "Other".
On average, how long does it take from first contact to a signed deal? This helps us understand your sales velocity, set expectations for follow-up sequences, and benchmark against industry norms.
Sales Follow-Up Consistency
How repeatable and standardised is your sales follow-up? A consistent process ensures no leads fall through the cracks and every prospect receives the same quality of attention. Inconsistency often leads to missed opportunities.

Retention, Expansion & Lifetime Value
This section focuses on what happens after the sale—repeat purchases, upsells, referrals, and why customers leave. Understanding retention and expansion opportunities helps us design systems that increase customer lifetime value, reduce churn, and turn existing customers into a sustainable growth engine. Retention is often more profitable than acquisition.

Repeat Purchase Behaviour
Do your customers typically purchase from you multiple times, or is it usually a one-time transaction? This helps us understand whether retention and upsell strategies are important for your business and how to structure your customer lifecycle systems.
Expansion Revenue Streams
Do you have opportunities to generate additional revenue from existing customers? This might include upsells to higher tiers, cross-sells to other products, renewal processes, or ongoing service plans. Understanding these helps us design systems to capture this revenue systematically.
SReferral & Review Process most similar to your current setup
Do you have a system for asking happy customers to leave reviews, provide testimonials, or refer others? Referrals are often the highest-quality lead source, and reviews build social proof. A systematic approach here can significantly impact growth.
When customers leave, what reasons do they typically give? Understanding churn helps us identify retention opportunities and areas for improvement. If you don't track this, that's a common area to improve.
Are there segments of your existing customer base that could purchase more from you—either through upsells, additional services, or higher tiers—if you had the right offer and follow-up process? This helps us identify quick wins for increasing revenue from existing customers.
Select Retention vs Acquisition Priority
Where do you focus your growth efforts? Are you primarily focused on keeping existing customers longer, or on acquiring new customers? Both matter, but the balance helps us prioritise—retention-focused businesses need different systems than acquisition-focused ones.

Operations, Capacity & Delivery
Growth often reveals operational constraints. This section examines your capacity, fulfilment processes, and operational inefficiencies. Understanding these helps us ensure that as we improve lead generation and conversion, your business can actually deliver on the increased demand without breaking.

What's the main factor holding you back from growing faster? This could be time, team capacity, systems, cash flow, sales capacity, delivery capacity, or something else. Being honest about constraints helps us build a realistic plan that addresses the real bottleneck
Capacity Constraints
Which areas of your business are currently stretched thin? Check all that apply. Capacity constraints mean you might not be able to handle more demand without adding resources or improving efficiency. Identifying these helps us prioritise where to focus process improvements.
Are there specific steps in your delivery or onboarding process that consistently cause delays? This might be a dependency on one person, a slow manual process, a complex setup, or waiting on client input. Bottlenecks here can create customer frustration and limit your ability to scale.
Where do you lose the most time or money due to inefficient processes? This could be manual reporting, duplicate data entry across systems, approval delays, chasing clients for information, or anything that takes longer than it should. Fixing these frees up capacity for growth.
What problems keep happening in your operations? This might be missed deadlines, incorrect scoping, communication gaps between teams, billing errors, or something else that happens repeatedly. Recurring issues often indicate a process that needs to be fixed.
Scalability Readiness
If your lead volume doubled tomorrow, would you be able to handle it? Or would your team and processes be overwhelmed? This helps us understand whether we need to focus on capacity and efficiency before increasing demand, or whether you're ready to scale now.

Metrics & Decision-Making
This final section helps us understand how you measure performance, make decisions, and what tools you currently use. Understanding your data maturity and existing systems allows us to build on what's working and address gaps without creating additional complexity.

What key performance indicators do you regularly monitor? List the numbers you look at to understand how your business is performing. This helps us understand what matters to you and what reporting we need to build.
Known Business Metrics
Which of these common business metrics do you have visibility on? This helps us understand your data maturity and where we may need to build tracking. If you don't track some of these, that's okay—we can help set up systems to capture them.
Decision-Making Style
How do you typically make business decisions? Do you rely on data and metrics, or do you go with experience and intuition? Most businesses use a mix, but understanding your style helps us present recommendations in a way that resonates and fits your decision-making process.
What reports, dashboards, or numbers do you look at on a regular basis (weekly or monthly)? This helps us understand what information is most valuable to you and what reporting we should prioritise building.
What information do you wish you had but currently can't see clearly? This could be lead follow-up rates, sales rep activity, cost per acquisition by channel, or anything else that feels like a blind spot. Identifying these gaps helps us prioritise reporting improvements.

Tools, Systems & Process Friction
This section reviews the technology and tools you currently use to run your business—keeping it business-focused rather than technical. We want to understand your current ecosystem, identify where data lives, and uncover any tools that create friction, duplication, or inefficiency. The goal is to streamline your stack so systems work for you, not against you.

List all the software, apps, and tools you currently use to run your business. Include CRM, marketing tools, email, accounting, project management, and anything else. This helps us understand your current ecosystem and identify integration opportunities or areas of duplication.
Master Record, or Single source of truth. If there's a conflict between data in different systems, which one do you consider the source of truth? This helps us understand where your most reliable data lives and which system we should treat as the master record.
Are there any tools that create more problems than they solve? This might be duplicate data entry, systems that don't talk to each other, software that's too complex for your needs, or tools that your team avoids using. Identifying these helps us streamline your stack.
Are there processes that still rely heavily on spreadsheets, manual data entry, or manual coordination? This is often where automation can have the biggest impact. Being honest about manual dependencies helps us identify automation opportunities.
Where do your current tools or processes create friction for your team? This might be too many logins, slow performance, complex workflows, systems that require duplicate effort, or anything that makes work harder rather than easier.

Constraints, Timing & Ownership
Understanding your constraints, timeline, and internal ownership helps us scope the engagement appropriately and ensure we're aligned on expectations. This section helps us understand why you're addressing these issues now, what budget you're considering, and who will be driving change internally.

What's prompting you to focus on these improvements now? Is it missed revenue targets, team growth, inefficiency costing money, a recent loss, or something else? Understanding the trigger helps us align on urgency and prioritise accordingly.
Are there any specific deadlines or time-sensitive goals that we need to work toward? This might be the end of a quarter, a new hire start date, a fiscal year-end, a product launch, or an investment milestone. Knowing this helps us plan phasing.
Budget Range
What investment range are you considering for marketing? This helps us scope key areas of HighLevel appropriately and ensure we're aligned on timescales and areas of focus. If you're unsure, select "Not yet determined", and we can discuss options based on your priorities.
Team Adoption Readiness
How receptive do you think your team will be to new processes, systems, or ways of working? Change management is often the biggest factor in successful implementation. This rreadiness helps us plan training and communication.
What internal factors might make implementation challenging? Identifying risks early helps us mitigate them.
Who is the key people for each job function who will own this initiative internally? This person will be our main point of contact, will help drive adoption, make decisions, and remove obstacles. Please provide their name and role.

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Business Scoping & Discovery

This is a structured pre-implementation review designed to clarify how your business operates, where it underperforms, and what should be prioritised next.

We can help you

  • Understand how your business generates and converts revenue

  • Identify gaps in lead handling, follow-up, and conversion

  • Map your sales process and customer journey end-to-end

  • Highlight inefficiencies and operational constraints

  • Define a clear, prioritised roadmap for growth and improvement