Current-State Assessment
“The numbers look fine on paper and something still feels wrong.”
What people usually say
Organizations rarely fail because of a single bad decision. They drift, because assumptions set years ago quietly stop being true and no one goes back to check.
A current-state assessment is a structured look at where you actually are: market, operations, financial trajectory, and the gap between the plan on file and the path you are on.
What gets examined
The proforma, rebuilt. I have taken a business unit’s financial proforma apart and found a material gap between the assumptions in the model and the actual trajectory. The finding prompted a course correction that averted a serious decline in days cash on hand. That work started as a routine analysis.
Market and demand. Who you are actually competing with, what the next cohort of consumers expects, and whether your product still matches your market.
Operating reality. Where margin is leaking, which initiatives are consuming leadership attention out of proportion to their value, and what the team would tell you if asked directly.
Governance and decision flow. How decisions get made, how long they take, and where they stall.
What you get
A written assessment with findings ranked by materiality, the rebuilt financial view, and a short list of the decisions the findings require. Delivered to the executive team and, where appropriate, presented to the board. Typical engagement is six to ten weeks.
This is often the first engagement. Planning goes better when everyone is starting from the same honest baseline.
Is this the right fit?
The fastest way to find out is a short conversation. No deck, no discovery fee. Send a note or email eric@ericmineart.com.