
For Founders, Boards & Investors in Nordic SMEs.
The β¬499 Reality Check That Could Save You Millions
42 tough questions. Instant results. Built by CEOs, investors, and founders whoβve led through crisis.
β 100% refund if not actionable
β Instant results after completion
β Tailored to Nordic SMEs

βWe Don't Need a Tool to Tell Us What's Wrong"
I hear this from 8 out of 10 business leaders.
That mindset kills companies:
βοΈ Companies using diagnostics: 60% turnaround success
β Companies without diagnostics: 34% success
βοΈ That's a 76% improvement in odds
Yet only 22% of companies use diagnostic tools.
Can you afford to be wrong?
Instant Results. No Consultant Needed.

The 6 Engines of Recovery
π’ 80β100 Excellent β Clear path to recovery
π‘ 60β79 Good β Recovery possible with changes
π 40β59 Critical β Major issues threaten recovery
π΄ 0β39 Lost Cause β Recovery unlikely
1 - PRIORITIES
β Leadership alignment
β Crisis management experience
β Decision-making processes
β Shareholder trust
2 - POSITION
β Productβmarket fit
β Value proposition
β Strategy clarity
β Competitive position
β IP protection
3 - PIPELINE
β Customer retention
β Revenue quality
β Commercial traction
β Sales process
β Marketing ROI
4 - P&L
β Revenue model
β Cost structure
β Cash burn
β Margins
β Forecasting accuracy
β Funding runway
5 - PEOPLE
β Team strength
β Talent retention
β Role clarity
β Execution capacity
β Culture under pressure
6 - POWER
β Board effectiveness
β Investor alignment
β Founder resilience
β Speed of tough decisions
A Recovery Isnβt a Plan β Itβs a Decision Few Make in Time
Why They Fail
60β75% of turnarounds fail due to inaction or delay. Recovery chances drop to under 10% if delayed.
β Escalation of Commitment: Leaders continue investing in failing strategies due to prior commitments, hoping for a turnaround without substantial changes.
β Stress-Induced Decision Paralysis: High-stress levels impair decision-making, leading to strategic errors and further decline.
β Organizational Pathologies: Secrecy, scapegoating, and passivity block effective decisions and timely intervention.
What Works
Use external tools to break internal bias loops.
β Bring in outside advisors with no political or emotional ties.
β Crisis-level leadership.
β Get brutally honest about whatβs working β and whatβs not
β Cost freeze and cash control.
β Acknowledge psychological dynamics as part of strategy, not separate from it.
β Communicate a clear turnaround execution planβfast.
β Score both financial and human dynamics before committing further funds.