Section 1 of 8

1
About Your Business
Help us understand the basics — what you've built, how long you've been at it, and the legal and structural foundation of the business.
Business Identity
Business Nature
2
Customer & Market Focus
Understanding who you serve — their profile, where they come from, and how revenue is distributed across segments — is foundational to designing the right growth architecture.
Primary Customer Type
Revenue Split by Customer Segment
Why this matters: Understanding where your revenue actually comes from — not just where you want it to come from — helps identify which customer relationships need protecting, which need developing, and which may be limiting your growth.
Customer Segment / Category Description (who they are) % of Total Revenue Geography
Revenue total: 0%
Customer Profile
3
Products & Services
List every product or service that generates revenue. Be as specific as possible — each SKU, service line, or revenue stream matters. This gives us the complete picture of what the business actually sells.
Revenue-Generating Products / Services
Include everything: Physical products, services, subscriptions, licensing, consulting, maintenance contracts, rental income, commissions — anything that brings money into the business.
Product / Service Name Category / Type % of Revenue Margin Level Stage
Revenue total: 0%
Product / Service Health
4
Revenue & Financial Health
We use this to understand the scale, trajectory, and financial momentum of the business — not to audit your books. All information is strictly confidential.
Revenue Scale
Financial Context
5
Aspirations & Vision
Where do you want to take this business? Be specific and honest — aspirations that are too vague or too conservative don't help us design the right architecture for growth.
Growth Targets
1
1-Year Vision
What must be true by end of next year?
3
3-Year Vision
What does a thriving business look like?
5
5-Year Vision
The big picture — where does this go?
Founder's Personal Aspiration
6
Organisation & Leadership
Help us understand who runs what. The people closest to execution are as important as the strategy itself — we need to know who they are, what they own, and how strong they are.
Team Size
Key Leaders
List your top 3-6 leaders — the people closest to running the business. Include the founder and all direct reports.
Leadership Strength Assessment
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3
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5
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7
8
9
10
Select a rating
7
Key Challenges
Be direct and honest. The challenges you describe here shape the entire engagement. There are no wrong answers — only incomplete ones.
Top Challenges Right Now
Deep Dive on Your Top 3 Challenges
Challenge #1 — Most critical
Challenge #2
Challenge #3
The root cause
Previous Attempts
8
Expected Outcomes
This is your chance to tell us exactly what success looks like. Be specific — the clearer your expectations, the better we can design an engagement that delivers them.
What Must Change
Priority Outcomes
Engagement Expectations
Contact Details
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Thank you for completing this.

Sanjay will review your responses before the first meeting. Everything you've shared is strictly confidential and will only be used to design the right engagement for your business.

sanjay@humanarchitect.in  |  +91 8722787787