A Stress Test is a two to four week diagnostic of the system that produces your revenue. We interview the people who run it, score six pillars, and deliver a report that shows where it is leaking and what to fix first. It costs 7,690 EUR excluding VAT, and it is the only thing you have to buy.
Everything after the report is your decision, including doing nothing.
After 2008, regulators stopped asking banks whether they felt solid. Asking produced nothing useful, because every bank said it was fine and most of them believed it. So the question changed. Instead of asking about the present, supervisors ran the books against a scenario nobody wanted to think about, unemployment at a certain level, property down a certain percentage, funding markets closed, and watched which part gave way first.
The insight was not about banking. It was that a structure only tells you the truth under load. A commercial engine is the same. Ask a leadership team whether their pipeline is healthy and they will tell you about last quarter. Push the same structure against a scenario it would rather avoid, the founder out for two months, the best rep leaving, the largest customer churning, and you find out what was actually holding it up.
That is what we do, across six pillars, in your business rather than a bank's.
We agree who gets interviewed and what scenario we push against. You pick the people. Usually that is the founder or CEO, whoever owns revenue day to day, and one or two people close enough to the customer to contradict the leadership view.
The most important people are interviewed in person by one of our Commercial Architects. Around three hours each. You can include more people than that, and they answer digitally through our platform, which puts the same questions in the same order so the answers stay comparable rather than becoming a pile of opinions.
Every pillar is scored against a fixed rubric, so the result is a position rather than a mood. We also score the gap between what leadership believes and what the people closer to the customer describe. That gap is often the most useful number in the report.
Delivered inside the platform. Maturity score per pillar, the gaps behind each score, and a prioritised recommendation on what to do first, second and third. Written so it can be read by the board without translation.
We take you through it. Not a presentation, a working session where you argue with the findings. The ones that survive the argument are the ones worth acting on.
Not weaknesses. Every company has those, and a list of them is what makes consulting reports unreadable. We are looking for load-bearing weaknesses, the ones where the rest of the structure is resting on something that will not hold.
In practice that usually means one of a small number of patterns. Revenue that depends on one person's pattern recognition. A CRM bought before anyone decided what the process was. A qualification standard that exists in a document but not in anyone's behaviour. A price that gets discounted because the value proposition cannot carry it. The interesting question is never whether these exist, it is which one is currently the constraint.
A pillar scoring badly matters far less than a pillar scoring badly while carrying weight. The report says which is which.
If you are before product-market fit, we will say so and decline. A Stress Test reads patterns in deals that already happened. Too few deals and there is nothing to read, so you would be paying for an expensive opinion.
Same if you are looking for someone to run sales for you. That is a fractional CRO conversation, not this one. And same if nobody internally is going to live with the architecture after we hand it over, because then it becomes a document instead of a system.
We would rather say that on the first call than three weeks into the work.
Before the full Stress Test there is a short call. One of our Commercial Architects asks a handful of questions and gives you a first read on where it breaks. You find out whether the full test is worth doing.
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