Self-assessment · nothing gated
Three checklists, ten minutes each, nothing to send us. Every line is written so that ticking it means the thing is true of you today — a tick is a gap, not an achievement — and every line carries the dimension it maps to in the assessment method.
The three
Each stands alone. Take more than one if more than one applies.
Who buys, whose budget pays, what forces them to act, whether the cost case survives without a subsidy, and who owns the buyer relationship.
Maps to CC-1 through CC-5 and EC-2. Tick six or more and a Momentum Sprint is the instrument.
Work through it on screen → · Open the PDF → · About Momentum Sprints
How a leadership team behaves under pressure: what gets avoided, what gets deferred, what gets heard, who is in the room and what the board actually receives.
Maps to EC-3 through EC-7. Tick six or more and an Alignment Sprint is the instrument.
Work through it on screen → · Open the PDF → · About Alignment Sprints
About isolation rather than capability. Who you can say the honest version to, what goes unsaid, whether anyone is three months ahead of you, and what it is costing in decisions.
Maps to EC-3 and EC-7. Tick six or more and the cohort is the room.
Work through it on screen → · Open the PDF → · About the Mastermind
What these are not
The distinction matters more than it sounds.
A checklist tells you which instrument you need. It is answered from memory, by one person, in ten minutes, and nothing in it is verified.
An assessment answers a different question — should this position be taken, at what size, against what reserve — across twenty-four scored dimensions, each carrying an evidence grade recording where the evidence came from rather than how good the news was. It takes three weeks and it is commissioned by the fund, not by the company.
Use these to decide what to ask for. Do not use them to decide whether a company is fundable.
How to get more out of them
One instruction that changes the answer.
Complete it, then have someone with no position in the outcome complete it about you — a co-investor, an advisor, a spouse. The point of the second person is not their expertise. It is that they are not the one who has to be right.
Where the two counts differ by more than two, the gap between them is more interesting than either number.
If you are a fund: run these past the CEO rather than about them. A founder who completes one honestly has told you something no board update will.
