A self-reported score and result band
3-minute business value check
Where is the business still depending on you?
Answer 8 plain-language questions about decisions, relationships, knowledge and management. You will see which forms of owner dependence may be limiting resilience, value and your options.
What you’ll receive
A useful starting point, not a diagnosis.
The owner-dependency signals behind it
Three operating tests to run next
A clear statement of what remains unproven
The check
Answer for how the company operates today.
Choose “Partly / it depends” when a condition varies by person, situation or owner availability.
0 of 8 answered
- 01
Routine decisions continue without me approving them or explaining what to do.
- 02
I could be unavailable for one complete operating cycle, with a three-week minimum, without important work or exceptions piling up.
- 03
Managers know which decisions they own and when they must escalate.
- 04
Critical workflows are performed consistently by more than one person.
- 05
Important customer, supplier and partner relationships can continue without depending on me personally.
- 06
Leaders receive a timely, trusted view of performance, margin, cash and risk without someone rebuilding it manually.
- 07
Critical roles have tested backups who can retrieve and use the knowledge required to do the work.
- 08
Someone other than me could find, open and explain ten current records that support important operating claims within two hours.
Who this is for
Profitable businesses where too much still returns to the owner.
For owners of profitable, privately held businesses with roughly 10–100 employees where important decisions, relationships, knowledge or problem-solving remain concentrated in one person.
Most useful when the owner wants time back, is preparing another leader, or is considering a sale, succession or leadership transition.
Why owner dependence affects value
A profitable business is not necessarily as valuable as it could be.
Current profit tells you what the business earns. Value also depends on whether those earnings can continue when the owner steps back, a key person leaves or leadership changes.
Built on operating evidence
Evidence before opinion. Test before declaring.
Shane Rooney, Principal of Rooney Advisors, has more than a decade of experience in supply chain and operations consulting, from manufacturing operations through strategy and implementation.
Rooney Advisors applies that discipline where critical decisions, relationships, knowledge and problem-solving remain concentrated in one person.
What happens next
Use the result to choose the next operating test.
You may be able to run the recommended tests internally. If the exposure appears material, a 25-minute conversation can determine whether the 14-Day Operational Transferability Diagnostic is a sensible next step.
The diagnostic is complete on its own. No follow-on work is required.