Your business outgrew the way it's run.
BraunTrack works with owner-led companies to understand how much of the business depends on one person, find what is actually constraining performance, and decide what gets addressed first.
Fifteen questions, about six minutes, no cost. You get your score on screen before we ask for anything.
Every owner-led business sits somewhere on this line
Most owners can guess where they are. Very few have measured it, and the difference between guessing and measuring is usually the order in which things get fixed.
Some of this will sound familiar
- Your managers bring you decisions they could make themselves.
- The same problems come back three months after you solved them.
- Growth has produced more work without producing more control.
- The financials arrive accurate and too late to act on.
- Roles overlap, and it is not always clear who owns the outcome.
- You can name six things that need attention and not the order.
- A week away from the business costs more than it should.
None of these is a crisis on its own. Together they usually mean the same thing: the company has outgrown an informal way of managing it, and nobody has had a clear week to rebuild it.
You are not short of advice
Your accountant can tell you what happened. Your lawyer can tell you what you are exposed to. A consultant can describe what a better-run company looks like. All of that is useful and none of it is the missing piece.
What is usually missing is the part in between. Which of the fifteen things that need attention actually comes first. Whether it is a money problem, or a people problem wearing a money problem's clothes. Who owns it now that it has been named. And how you will know in ninety days whether it worked.
That is the work. It is less interesting than a strategy offsite and it is the reason things change.
Diagnose the business before prescribing the fix
Most advisory relationships start with a proposal. This one starts with a measurement.
The OWNER Business Diagnostic examines financial performance, operations, leadership structure, accountability and owner dependence together — because in an owner-led company they are never separate problems. You keep everything it produces, whether or not we work together afterwards.
How the work runs
Establish the baseline
Review the company's goals, financial position, management structure and current operating pressures — from documents and from the people doing the work, not from a questionnaire alone.
Identify the constraint
Separate the symptoms from the two or three things actually limiting the business. Most companies are working hard on the wrong list.
Set the priorities
A ninety-day agenda short enough to survive a busy month, and a twelve-month roadmap behind it.
Assign ownership and measures
One person accountable for each priority, by name, with a measure that will tell you in ninety days whether it worked.
Build the operating rhythm
The meetings, the numbers and the review cadence that keep the work moving when the initial energy has worn off.
Reduce the dependence
Move relationships, judgement and decisions out of one head and into the company — which is what makes the business durable, and what makes it worth something to anyone else.
Working with your existing advisors
Most engagements involve the client's accountant, and often their lawyer or lender. We do not replace them and we do not work around them. If you are an accountant, lawyer or commercial lender with a client who is stuck, there is a page written for you.
You don't need to fix everything. You need to know what comes first.
Start with the assessment if you want a read on your own company in six minutes. Start with a conversation if you would rather just talk it through.