Most founders have never seen their own operation written down in one place. This is that document — built from what's actually in your systems, not from a single conversation about how things are supposed to work.
- What you get: a data inventory, an observed-reality report, a gap map, and the recorded review session — see below.
- What it costs: a flat fee for the whole engagement, agreed before we start — not an hourly meter, and no change orders inside the fixed scope below.
- How it's arranged: in two stages. A short scoping agreement first — no access to anything — then the snapshot itself. See "How this is arranged," below.
What you get
Four deliverables, built in this order because each one depends on the last:
Structured data inventory
Every one of the three in-scope systems, catalogued — not read once and summarized, but inventoried as source material you can check against your own records.
Observed-reality report
What's actually happening, derived from system records rather than from the interviews. The same four-source method behind the Mochlos methodology, applied to your business specifically.
Gap map
Where what the team says diverges from what the systems show, and where your own systems contradict each other. Usually the single most valuable page in the package.
Session recording + notes
The deliverable review session with you, recorded and annotated, so nothing said in the room gets lost once the call ends.
How this is arranged
Two stages, deliberately. Nobody hands a stranger credentials to the systems their business runs on before they know what they're buying — so we don't ask you to.
01Scoping — no access to anything
A short, fixed-fee scoping agreement. We work from what's public, what you tell us, and any documents you choose to share. No credentials, no system access, no connections. Out of it comes a written picture of where your operation actually hurts, which of your systems matter, and what the snapshot would cover. If you stop here, you keep that.
02The snapshot — read-only, in place
Only once the scope is agreed do we ask for read-only access to up to three of your systems — Monday, SharePoint, QuickBooks, whatever stack you already run; you specify which, and they come from the scoping conversation rather than from a guess. One structured elicitation session with the founder, 90 minutes. Up to two further sessions with key operators, 60 minutes each. From there we build the inventory, the report, and the gap map, and deliver the whole package. We agree the delivery date with you when we scope the work, once we know which systems are involved — we would rather give you a date we can hold than a number that sounds good on a website.
Throughout, your data stays in your systems. We read it where it lives and write our findings back to you.
What's explicitly out of scope
This is a diagnostic, not a build. It stays that way on purpose — a fixed scope is what makes a fixed fee and a date we can actually hold possible.
- No system configuration changes of any kind.
- No document drafting — no runbooks, SOPs, or role descriptions. (That's a different engagement.)
- No integration builds.
- No access to any system not named in scope.
You approve the export before we deliver it
The package we hand you is redaction-safe by process, not by promise: before delivery, you review and approve the export yourself. Nothing goes out that you haven't already seen and cleared.
How you'll know it worked
You should be able to name your top three operational gaps within 30 minutes of reading the deliverable. That's the bar we test the package against, together, in the review session — not a claim we make about it beforehand.
What happens next
Talk to us. The first conversation costs nothing and commits you to nothing — we'll tell you directly whether this is the right thing for your operation, and say so if it isn't. If it is, the scoping stage comes first, and the systems and sessions get agreed there rather than now, along with the delivery date. You get the four deliverables in a review session, with time to work through what they mean for your business — and if what turns up is worth building on, this is the entry point into the full methodology, not a dead end.