Good evening
Here's where things stand.
Active clients
4
2 engaged · 2 exploring
Sessions scheduled
0
To be booked
Open actions
0
Pending diagnostic
Pipeline value
$348K
12-month CLV if all convert
Needs attention — Saint Mary's and Our Lady of Lourdes diagnostics are ready to schedule. No sessions booked yet.
Active engagements
SM
Saint Mary's College High School
Stage: PRE
PRE
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6
POS
POST
OL
Our Lady of Lourdes School Demo
Stage: PRE
PRE
PRE
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3
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4
4
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6
POS
POST
HB
Harrington & Bell Architects Demo
Not yet engaged
PRE
PRE
1
1
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POS
POST
CF
Clearview Financial Demo
Not yet engaged
PRE
PRE
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POS
POST
Pipeline
Track every engagement from first conversation to completion.
Exploring 2
Harrington & Bell Architects
Track 2 · Intro call done
Clearview Financial
Track 3 · Referred by investor
Engaged 2
Saint Mary's CHS
Track 1 · Pre-diagnostic
Our Lady of Lourdes School
Track 1 · Synopsis in progress
Active 0
Completing 0
Alumni 1
Vantix Systems
Track 3 · Completed Jan 2026
Clients
All current and past engagements.
Active
SM
Saint Mary's College High School
OL
Our Lady of Lourdes School Demo
HB
Harrington & Bell Architects Demo
CF
Clearview Financial Demo
Alumni
VX
Vantix Systems Demo
SM
Saint Mary's College High School
Engaged
Diagnostic progress
Strategic Clarity
Not started
Governance
Not started
People & Org
Not started
Financial
Not started
Operating Rhythm
Not started
Technology
Not started
Organisational health
Critical
Developing
Structured
Optimised
Complete sessions to generate your score
Next action
Live findings
Findings will appear here as sessions are completed
Engagement plan
Synopsis complete →
May 2026 · Done
Sessions 1–2
Strategic Clarity · Governance
Sessions 3–4
People · Financial Stewardship
Sessions 5–6
Operating Rhythm · Technology
Health Score delivered
Report + 90-day roadmap
Quick access
Pre-diagnostic client context. Click any field to edit.
How this engagement came about
The presenting problem — in their own words
Known challenges (pre-diagnostic)
Engagement goals — what success looks like
Sensitivity flags
Stakeholder map
Last edited: not yet saved
Session 1
Strategic Clarity
Mission · direction · priorities · stakeholder alignment
0 of 12 questions complete
Session 2
Governance & Decision Rights
Board · President · Principal · accountability · policy
0 of 13 questions complete
Session 3
People & Org Health
Staff structure · hiring · retention · leadership capability
0 of 12 questions complete
Session 4
Financial Stewardship
Budget visibility · revenue · controls · reporting quality
0 of 12 questions complete
Session 5
Operating Rhythm
Meetings · cadence · reporting · communication · execution
0 of 12 questions complete
Session 6
Technology & Systems
Stack · integration · data · digitisation · AI maturity
0 of 11 questions complete
Total diagnostic progress: 0 of 72 questions complete
Session 1 of 6
Strategic Clarity
Mission · direction · priorities · stakeholder alignment
SC-01
How would you describe the organisation's mission in your own words — and how consistently do you see it reflected in day-to-day decisions?
Listen for: whether mission is lived or decorative. Does leadership reference it unprompted?
SC-02
What are the organisation's top three priorities for the next 12 months — and how were they determined?
Listen for: clarity, process rigour, and whether leadership is aligned on the same priorities.
SC-03
Walk me through how a significant decision gets made here — who initiates it, who approves it, and who finds out afterward?
Listen for: governance clarity, speed of decisions, who is excluded from the loop.
SC-04
What does success look like for this organisation in 3 years — and how would you know if you were on track?
Listen for: specificity of vision, existence of measurable goals, shared understanding.
SC-05
Where do you feel the organisation's strategy is clearest — and where is it most ambiguous?
Listen for: honest self-assessment, awareness of gaps, tolerance for ambiguity.
Session 2 of 6
Governance & Decision Rights
Board · President · Principal · accountability · policy
GV-01
Describe the board's role in practice — how often do they meet, what do they focus on, and how involved are they in operational decisions?
Listen for: rubber-stamping vs active oversight; helpful involvement vs interference.
GV-02
How are decision rights distributed between the board, the president, and the principal?
Listen for: clarity of roles, areas of overlap, unresolved tensions.
GV-03
What happens when a significant policy change is needed — who initiates it, who decides, and how long does it take?
Listen for: process clarity, speed, whether the right people are in the room.
GV-04
How does the board hold leadership accountable — what metrics or milestones do they track?
Listen for: quality of management information, frequency, whether it drives decisions.
Session 3 of 6
People & Org Health
Staff · hiring · retention · leadership · accountability
PP-01
How would you describe the culture here — what behaviours are consistently rewarded, and what gets quietly tolerated?
Listen for: gap between espoused and lived values.
PP-02
Where are your current people risks — who are you most concerned about losing, and why?
Listen for: key-person dependencies, retention warning signs, succession gaps.
PP-03
How does performance management work in practice — how do people know if they're doing well or not?
Listen for: clarity of expectations, quality of feedback, courage in difficult conversations.
PP-04
What is the biggest capability gap in your leadership team right now?
Listen for: self-awareness, willingness to name the gap, whether it's being addressed.
Session 4 of 6
Financial Stewardship
Budget · visibility · revenue · controls · reporting
FN-01
How would you describe your current financial reporting — what does leadership see, how often, and how do they use it?
Listen for: quality of management information, whether it drives decisions.
FN-02
What is your current financial position — and how confident are you in the accuracy of that picture?
Listen for: financial literacy, confidence in the numbers, any known blind spots.
FN-03
Where are the biggest financial risks or uncertainties over the next 12 months?
Listen for: enrolment risk, cost pressures, revenue concentration, reserves position.
FN-04
How are financial decisions made — who has authority to spend, and at what thresholds does it escalate?
Listen for: clarity of delegated authority, controls, awareness of spending patterns.
Session 5 of 6
Operating Rhythm
Meetings · cadence · reporting · communication · execution
OR-01
Describe your typical week as a leadership team — what meetings happen, what gets decided, and what tends to fall through the gaps?
Listen for: rhythm vs reactivity; accountability vs activity.
OR-02
How do priorities get set and communicated across the organisation week-to-week?
Listen for: consistency of communication, how well the message travels down.
OR-03
What is your current approach to performance reporting — what gets measured, how often, and who acts on it?
Listen for: quality of data, whether it changes behaviour, who owns follow-through.
OR-04
Where do decisions most often stall or slow down — what are the typical bottlenecks?
Listen for: structural bottlenecks, individual blockers, cultural causes.
Session 6 of 6
Technology & Systems
Stack · integration · data · digitisation · AI maturity
TC-01
Walk me through the main tools your team uses to run the organisation — and where the friction or duplication tends to show up.
Listen for: tool sprawl, shadow IT, manual workarounds, integration gaps.
TC-02
How do you currently manage student data, financial data, and HR data — and how connected are those systems?
Listen for: fragmentation, manual reconciliation, data quality issues.
TC-03
What decisions are you making today that you can't currently make well because you don't have the right data?
Listen for: data gaps, reporting blindspots, decisions made on instinct rather than evidence.
TC-04
Where do you see the biggest technology opportunity for this organisation over the next 2 years?
Listen for: awareness of AI/automation potential, appetite for change, current maturity.
Highlights will appear here as sessions are completed. Each significant observation — positive, concerning, or critical — will be captured and displayed with its source dimension and session.
Recommendations will be built up as the diagnostic progresses. They will appear here with priority ranking, effort rating, and estimated score impact.
Document tracker
Org chart
Staff directory
Board bylaws
Annual budget summary
Technology contracts / SaaS
Partner notes — private
Last edited: not yet saved
Client lifetime value
Engagement type
Diagnostic + Retainer
Diagnostic fee
$4,000
Early adopter rate
Monthly retainer
$3,500
Track 1 rate
Committed months
12
TBC
Total engagement
$46,000
Diag + 12 months
2-year CLV
$88,000
With renewal
Diagnostic — Saint Mary's College High School
Six sessions across six dimensions. Work through each at your own pace — no session is locked.
Session 1
Strategic Clarity
Mission · direction · priorities · alignment
0 of 12 questions complete
Session 2
Governance & Decision Rights
Board · President · Principal · accountability
0 of 13 questions complete
Session 3
People & Org Health
Staff · hiring · retention · leadership
0 of 12 questions complete
Session 4
Financial Stewardship
Budget · visibility · revenue · controls
0 of 12 questions complete
Session 5
Operating Rhythm
Meetings · cadence · reporting · communication
0 of 12 questions complete
Session 6
Technology & Systems
Stack · integration · data · AI maturity
0 of 11 questions complete
Saint Mary's College High School → Diagnostic → Session 1 of 6
Session 1 — Strategic Clarity
Mission · direction · priorities · stakeholder alignment
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0 of 12 questions complete
Opening — frame the session
Opening Q1
Before we get into the specifics, I want to understand how you experience this organisation on a day-to-day basis. If you had to describe the energy of Saint Mary's right now in one or two words — what would they be?
Not scored. Use this to calibrate mood and establish rapport. Listen for: optimism vs fatigue, direction vs drift. This sets the emotional tone for everything that follows.
Opening Q2
What brought you to this role — and is the job what you expected it to be?
Not scored. Listen for: the gap between expectation and reality. This often surfaces the most honest statement of the presenting problem before any formal questions are asked.
Core diagnostic questions
Q1 of 8
How would you describe the school's mission in your own words — and how consistently do you hear it reflected in how decisions are made day to day?
Listen for: whether mission is lived or decorative. Does it inform resource allocation, hiring, and conflict resolution — or is it wall art?
Q2 of 8
What are the two or three things you most want to have achieved in this role by the end of your second year — and what's currently getting in the way?
Listen for: clarity of personal mandate vs inherited agenda. Are blockers structural, relational, or resource-based?
Q3 of 8
If I asked five different members of your leadership team what the school's top three priorities are this year, would I get the same answer?
Listen for: alignment vs fragmentation. Is there a shared operating plan or is everyone pulling in different directions?
Q4 of 8
When the school faces a difficult decision — something that requires trading off competing priorities — how does that conversation happen and who ultimately makes the call?
Listen for: distributed vs centralised decision-making. Does a clear process exist or does it depend on who's involved?
Q5 of 8
How does the school measure success — beyond academic outcomes? What numbers or indicators tell you it's having a good year?
Listen for: whether operational and financial health is tracked, or only mission outcomes. Are there leading indicators or only lagging ones?
Q6 of 8
What does the next three years look like for this school — and is that picture shared by the Board, the Principal, and the broader community?
Listen for: existence of a real strategic plan vs a compliance artefact. How widely is it understood and believed?
Q7 of 8
Where do you feel most confident in the school's direction — and where do you feel least confident?
Listen for: self-awareness and honesty. Whether the gaps named align with what you're observing. This is also a trust-building question.
Q8 of 8
How would you describe the morale and energy of the school right now — among faculty, staff, students, and the wider community?
Listen for: whether energy is direction-driven or event-driven. Is there genuine momentum or is the institution coasting on identity?
Closing — consolidate and transition
Closing Q1
Is there anything about the school's direction or strategic clarity that we haven't touched on — something you think I should understand before our next session?
Not scored. Listen for: the thing they've been waiting to say. Often the most important observation of the session comes here.
Closing Q2
On a scale of 1–10, how clearly defined do you feel the school's strategic direction is right now — and what would make it a point higher?
Scored — use as your overall dimension score. The "what would make it higher" follow-up often surfaces the single most actionable insight. Before our next session, it would be helpful to have the current strategic plan and any recent Board meeting minutes.
Saint Mary's College High School → Diagnostic → Session 2 of 6
Session 2 — Governance & Decision Rights
Board · President · Principal · accountability · policy
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0 of 13 questions complete
Opening — frame the session
Opening Q1
Last session we talked about direction and priorities. Today I want to go a level deeper — into how decisions actually get made here. Before we dive in, how would you describe your relationship with the Board right now in one sentence?
Not scored. Bridges from Session 1. Sets the emotional tone for what is often the most sensitive dimension. Listen for: the word they choose — "collaborative," "complicated," "improving," "frustrating."
Opening Q2
And your relationship with the Principal — how would you describe how you two work together day to day?
Not scored. Establishes the second key governance relationship before formal questions begin. Listen for: warmth vs formality, clarity vs ambiguity.
Core diagnostic questions
Q1 of 9
Walk me through how a significant budget decision gets made here — who initiates it, who advises on it, who approves it, and who finds out about it afterward.
Listen for: whether there's a clear process or whether it depends on who's involved. Informal processes reveal where real power sits.
Q2 of 9
How would you describe the Board's role in the day-to-day running of the school — and is that the right level of involvement in your view?
Listen for: signs of Board overreach into operations, or alternatively, Board disengagement. Both are governance failure modes.
Q3 of 9
Can you describe a recent situation where you weren't sure whether a decision was yours to make or the Board's — and how did you navigate it?
Listen for: specific examples that reveal where ambiguity actually lives. Vague answers suggest the boundary is everywhere unclear.
Q4 of 9
How do you and the Principal divide responsibilities — and how was that division established?
Listen for: whether there's a written delineation or an informal understanding. Informal always means contested under pressure.
Q5 of 9
When staff have a problem or a request, do they know who to go to — and does that actually happen in practice?
Listen for: whether accountability structures are clear to the people they govern. Confusion at staff level is a governance symptom.
Q6 of 9
What governance or policy documents exist — and when were they last reviewed? Are they actively used or largely ceremonial?
Listen for: the gap between documented governance and lived governance. Old policies reveal where the organisation has drifted from its stated intentions.
Q7 of 9
How does accountability work here when something goes wrong — is there a clear process and does it get followed?
Listen for: avoidance of accountability (common in mission-driven orgs), or punitive cultures that suppress transparency.
Q8 of 9
How does the school's relationship with the Lasallian Brothers network and the diocese shape how decisions get made here?
Listen for: external governance influences not visible in the org chart. Faith-based institutions often have shadow authority structures.
Q9 of 9
If you could change one thing about how decisions get made here, what would it be?
Listen for: the single biggest source of governance friction in the President's own words. This answer often contains the most actionable insight of the session.
Closing — consolidate and transition
Closing Q1
Is there anything about how governance or decision-making works here that we haven't covered — something important for me to understand?
Not scored. Listen for the unsaid. Often the most sensitive governance issue is named here for the first time.
Closing Q2
On a scale of 1–10, how clear and functional are the decision-making structures here right now — and what would need to change to move that score up?
Scored — use as your overall dimension score. Before our next session, it would be helpful to receive the Board bylaws and any documentation on the President/Principal role delineation.
Saint Mary's College High School → Diagnostic → Session 3 of 6
Session 3 — People & Org Health
Staff structure · hiring patterns · retention signals · leadership capability
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0 questions scored
Opening — frame the session
Opening Q1
When you think about your faculty and staff as a whole, what word or phrase best captures where they are right now?
Not scored. Listen for: collective energy, cohesion vs fragmentation, signs of change fatigue.
Opening Q2
Who are the two or three people — below President/Principal level — that the school could least afford to lose right now?
Not scored. Sets up key-person risk. Listen for how quickly names come, whether anxiety is attached.
Core diagnostic questions
Q1 of 8
How would you describe the culture here — what behaviours are consistently rewarded, and what gets quietly tolerated that probably shouldn't?
Listen for: the gap between espoused and lived values. The 'tolerated' question surfaces the most honest cultural diagnosis.
Q2 of 8
Walk me through how the school typically hires — and how confident are you that the process is bringing in the right people?
Listen for: discipline vs reactive hiring. Whether values and capability are both assessed, or just credentials.
Q3 of 8
What are your current retention concerns — which roles or individuals feel most at risk, and what's driving that?
Listen for: unaddressed dissatisfaction, compensation issues, workload imbalance, relationship tensions.
Q4 of 8
How does performance management work in practice — how do people know if they're performing well or not?
Listen for: clarity of expectations, quality of feedback culture, whether difficult conversations happen or are avoided.
Q5 of 8
How would you describe the capability of your current leadership team — are they equipped for what the school needs over the next three years?
Listen for: honest assessment of gaps, whether development is happening, whether the team reflects where the school needs to go.
Q6 of 8
Where are the clearest succession risks in this organisation — roles where a departure would create real operational disruption?
Listen for: key-person dependencies, whether succession planning exists or is purely reactive.
Q7 of 8
How do you handle underperformance here — can you give me a recent example of how a performance issue was managed?
Listen for: willingness to act, fairness of process, whether HR capability exists to support managers.
Q8 of 8
If you could change one thing about the people and culture of this organisation over the next 12 months, what would it be?
Listen for: the priority gap in their own words. Often reveals what they've tried and failed, or what they're afraid to attempt.
Closing — consolidate and transition
Closing Q1
Is there anything about the people side of Saint Mary's — strengths, risks, or dynamics — that we haven't covered?
Not scored. Surfaces anything held back. Often yields the most candid observation.
Closing Q2
On a scale of 1–10, how would you rate the overall health of your people and culture right now — and what would it take to move it a point higher?
Scored — use as your overall people dimension score.
Saint Mary's College High School → Diagnostic → Session 4 of 6
Session 4 — Financial Stewardship
Budget visibility · revenue diversification · financial controls · reporting quality
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0 questions scored
Opening — frame the session
Opening Q1
How comfortable do you feel with the school's current financial position — and how clear is your picture of it?
Not scored. Establishes financial literacy and comfort level. Listen for: confidence vs anxiety, clarity vs opacity.
Opening Q2
When did you last have a conversation with your CFO or business manager that left you feeling genuinely informed rather than reassured?
Not scored. Listen for: whether financial leadership is providing real visibility or managing upward.
Core diagnostic questions
Q1 of 8
Walk me through your current financial reporting — what do you see, how often, and how does it actually shape decisions?
Listen for: quality of management information, whether it drives decision-making or compliance. Frequency and format matter.
Q2 of 8
What is the school's current financial position — cash, reserves, tuition dependency — and how does that compare to three years ago?
Listen for: trajectory as much as position. Is the school getting healthier or more fragile?
Q3 of 8
What percentage of your revenue comes from tuition — and how do you think about that concentration risk?
Listen for: awareness of over-reliance, whether diversification is being actively pursued.
Q4 of 8
How does the budget process work here — who sets it, who owns it, and how closely is it tracked through the year?
Listen for: rigour of the budget process, whether actuals are tracked monthly, who has authority to reallocate mid-year.
Q5 of 8
Where are the biggest areas of financial uncertainty or risk in the next 12–18 months?
Listen for: enrolment pressure, cost structures, deferred maintenance, debt obligations, tuition assistance exposure.
Q6 of 8
How does tuition assistance work here — what are current levels, how are decisions made, and is it sustainable?
Listen for: whether financial aid is strategy-led or reactive, whether it's properly modelled.
Q7 of 8
What financial controls exist for procurement, expenses, and capital decisions — and how confident are you they're working?
Listen for: adequacy of controls, whether they're tested, whether there have been surprises or near-misses.
Q8 of 8
If you could have one piece of financial information you don't currently have — what would it be?
Listen for: the blind spot they're most aware of. Often the most practically useful answer in the whole session.
Closing — consolidate and transition
Closing Q1
Is there a financial strength or discipline in this organisation that you're proud of and want to protect?
Not scored. Closes constructively. Identifies what's working before the next session.
Closing Q2
On a scale of 1–10, how would you rate the school's current financial health and visibility — and what would move it a point higher?
Scored — use as your overall financial dimension score.
Saint Mary's College High School → Diagnostic → Session 5 of 6
Session 5 — Operating Rhythm
Meeting cadence · decision speed · reporting rhythms · communication flows · execution
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0 questions scored
Opening — frame the session
Opening Q1
How would you describe the pace of this organisation right now — fast, slow, or something more complicated?
Not scored. Establishes their felt experience of organisational tempo. Listen for: reactive vs proactive, chaotic vs disciplined.
Opening Q2
When you think about the last month, what's one thing that happened faster than you expected — and one thing that moved frustratingly slowly?
Not scored. Surfaces real operational experience. Listen for: bottleneck patterns, whether slow things are systemic.
Core diagnostic questions
Q1 of 8
Describe your typical week as a senior leadership team — what regular meetings happen, what gets decided, and what tends to fall through the gaps?
Listen for: rhythm vs reactivity. Whether meetings are decision-making forums or status updates. What isn't getting attended to.
Q2 of 8
How are priorities set and communicated from leadership to the rest of the organisation — and how confident are you the message lands clearly?
Listen for: consistency of communication, how well direction travels from leadership to middle management to frontline.
Q3 of 8
How do cross-functional decisions get made — ones that involve more than one department or reporting line?
Listen for: whether there's a clear process or whether they get stuck. Who convenes, who resolves disagreements, how long they take.
Q4 of 8
What does your current reporting structure look like — what does leadership review, how often, and who owns follow-through on actions?
Listen for: quality of performance data, frequency of review, whether actions get tracked to completion.
Q5 of 8
Where do things most commonly stall or slow down in this organisation — what are the predictable bottlenecks?
Listen for: structural bottlenecks, individual blockers, cultural causes like conflict avoidance or deference to hierarchy.
Q6 of 8
How does communication flow between the President's office, the Principal, department heads, and frontline staff?
Listen for: whether information flows up as well as down, whether there are filters or gatekeepers, whether bad news travels fast enough.
Q7 of 8
How does the school manage competing urgent priorities — when three important things land at once, how does the organisation decide what gets attention?
Listen for: existence of a prioritisation framework vs ad hoc response.
Q8 of 8
If you could redesign one meeting, process, or routine in this organisation tomorrow, what would it be — and why?
Listen for: the single biggest operational friction in their own words.
Closing — consolidate and transition
Closing Q1
Is there an operating rhythm or discipline in this organisation that you think is genuinely working well and should be protected?
Not scored. Closes constructively. Identifies existing strengths to build from.
Closing Q2
On a scale of 1–10, how would you rate the school's current operating rhythm — its ability to execute, communicate, and stay aligned week to week?
Scored — use as your overall operating rhythm dimension score.
Saint Mary's College High School → Diagnostic → Session 6 of 6
Session 6 — Technology & Systems
Current stack · integration gaps · data management · AI maturity · digitisation
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0 questions scored
Opening — frame the session
Opening Q1
When you think about technology at Saint Mary's — does it feel like a help or a headache?
Not scored. Establishes their felt relationship with technology. Listen for: frustration vs indifference vs genuine engagement.
Opening Q2
What's the technology or system that, if it stopped working tomorrow, would cause the most disruption?
Not scored. Surfaces critical dependencies. Listen for: single points of failure, reliance on one person's knowledge.
Core diagnostic questions
Q1 of 9
Walk me through the main tools and systems your team uses to run the school day to day — and where the friction or duplication tends to show up.
Listen for: tool sprawl, shadow IT, manual workarounds, integration gaps.
Q2 of 9
How do you currently manage student data, financial data, and HR data — and how connected are those systems?
Listen for: fragmentation between systems, manual reconciliation, data quality issues.
Q3 of 9
How confident are you in the quality and accuracy of the data you rely on for decisions — enrolment numbers, financial figures, staff records?
Listen for: awareness of data quality issues, whether key decisions are being made on unreliable numbers.
Q4 of 9
What decisions are you currently making without the data you'd want — things you're having to rely on instinct or assumption for?
Listen for: the most significant data gaps. Where the organisation is flying blind.
Q5 of 9
How tech-savvy is your leadership team and faculty broadly — and where are the biggest digital capability gaps?
Listen for: resistance to digital tools, training investment, whether leadership models digital behaviour.
Q6 of 9
What technology investments has the school made in the last three years — and which ones have delivered real value?
Listen for: whether investment has been strategic or reactive, whether ROI has been evaluated.
Q7 of 9
How does the school currently use data to support student outcomes — and how much of that is manual vs automated?
Listen for: early warning systems, pastoral data use, whether data supports teachers or creates more work for them.
Q8 of 9
Have you explored any AI tools for administrative efficiency — scheduling, reporting, communications? What's your current thinking?
Listen for: awareness and attitude toward AI. Openness vs anxiety. Whether any experimentation is already underway informally.
Q9 of 9
If you had a budget to spend on one technology improvement that would have the most impact on how this school runs — what would you invest in?
Listen for: where they feel the most pain. Often reveals the highest-leverage technology opportunity.
Closing — consolidate and transition
Closing Q1
Is there a technology or system here that you think is genuinely ahead of where most schools are — something worth acknowledging?
Not scored. Closes constructively. Acknowledges genuine strengths before the final dimension score.
Closing Q2
On a scale of 1–10, how would you rate the school's current technology maturity — its systems, data, and digital capability — and what would move it a point higher?
Scored — use as your overall technology dimension score.
Diagnostic Library
All questions across six dimensions. Filter by track to see differentiated question sets.
Active diagnostics
SM
Saint Mary's College High School
Track 1 · Session 1 not yet started · 0/6 complete
S1 — Strategic Clarity12 questions
How would you describe the institution's primary mission in your own words — and how much alignment do you see across leadership on that?
Probe: Where do you see the most tension between mission and operational decisions?
When you think about where the institution needs to be in three years, what does success look like for you personally?
Probe: How well-documented is that vision? Has it been shared with the board?
How clear is your own role and mandate as President? Are there areas where you feel your authority is ambiguous or contested?
Probe: Specifically around the Board, the Principal, and financial decisions.
What are the two or three things you are personally trying to change or improve this year — and what's getting in the way?
Probe: Are these formally part of your objectives, or informal priorities?
How would you characterise the relationship between the institution's Catholic/Lasallian identity and its day-to-day operational decisions?
Probe: Does the mission help or hinder decision-making in practice?
If you had to name the single biggest strategic risk to the institution in the next 18 months, what would it be?
Probe: Is this risk actively being managed, or more of a background concern?
How much visibility do you have into what's working well operationally versus what's under strain?
Probe: What information do you rely on to form that view?
How are strategic decisions typically made here — formally through the board, informally through leadership conversations, or something else?
Probe: Give me a recent example of a significant decision and how it happened.
Where do you feel most confident in your leadership right now? Where do you feel least confident?
Listen carefully — this often surfaces the real engagement agenda.
What would a successful engagement with us look like for you in six months?
Probe: What would you need to see to feel this was worth the investment?
S2 — Governance & Decision Rights11 questions
How would you describe the current relationship between the Board and the President's office — in terms of trust, communication, and boundary clarity?
Probe: Has this always been the dynamic, or has something shifted?
What decisions do you feel you can make independently, versus those that require board approval or informal consultation?
Probe: Is that written down anywhere, or is it understood convention?
How often does the board engage with operational matters that you feel are within your purview?
Probe: Can you give a recent example?
What is your relationship with the Board Chair like — and how does that shape how governance actually functions day to day?
Are there any decisions that consistently get stuck or escalated unnecessarily? Where does decision-making bog down?
Probe: Budget approvals, HR decisions, facilities?
How are policies made, reviewed, and communicated here? Is there a clear process?
Probe: Who owns policy — the board, the President, or is it informal?
How clear is the boundary between your role and the Principal's role in practice?
Probe: Where do you collaborate well? Where is it contested or blurry?
What does the senior leadership team look like — who is in it, how does it operate, and how effective is it as a decision-making body?
Is there a documented organisational structure? When was it last reviewed?
Probe: Does the structure reflect how things actually work, or is it legacy?
How are conflicts or disagreements at leadership level typically resolved?
Probe: Formally through process, or informally through relationships?
If you were to describe the governance health of this institution in one sentence, what would you say?
S3 — People & Org Health10 questions
How would you describe the overall culture here — what's strong, and what concerns you?
Probe: How does that compare to when you arrived?
How do you experience staff morale and engagement across the institution?
Probe: Faculty vs admin — is there a difference?
What does the hiring and onboarding process look like here? Is it consistent?
Probe: Who owns hiring decisions — you, the Principal, department heads?
How do you handle performance issues — is there a clear process, and is it followed?
Probe: Has there been a situation recently that tested this?
Who are the two or three most critical people in the institution — and what is your succession risk if they left?
How clear are people's roles and responsibilities — do people generally know what they own?
Probe: Where does role confusion create friction?
How does the admin team currently operate — do they function as a cohesive team or more as independent functions?
What professional development or growth opportunities exist for staff here?
Probe: Is this structured, or ad hoc?
How are difficult conversations handled here — with families, with staff, between leaders?
Probe: Is there a culture of directness or avoidance?
What's the biggest people or culture challenge you're carrying right now?
S4 — Financial Stewardship10 questions
How much visibility do you have into the institution's financial position on a day-to-day basis?
Probe: What reports do you receive, and how often?
Who owns financial reporting here — and how confident are you in its accuracy and completeness?
Probe: Has there been anything surprising in the numbers since you arrived?
How is the annual budget built — who is involved, and how closely does actual spending track to budget?
What are the institution's primary revenue streams, and how stable or predictable are they?
Probe: Tuition dependency, donations, diocese support — what's the mix?
Are there cost areas you feel are poorly controlled or lack visibility?
Probe: Staff costs, facilities, procurement — where are the gaps?
What is the board's role in financial oversight — do they have a finance committee, and is it effective?
Has the institution experienced financial stress in recent years? How was it handled?
What financial decisions can you make independently versus those requiring board approval?
Probe: Is there a written delegations policy?
How is cash flow managed? Is there a reserve policy?
If you could fix one thing about how financial information is produced or used here, what would it be?
S5 — Operating Rhythm10 questions
Walk me through a typical week in your role — what does your time actually go on?
Probe: Strategic work vs reactive/operational — what's the ratio?
What regular meetings or forums exist at leadership level? Are they effective?
Probe: Who attends, how often, what decisions get made?
How does information flow through the institution — from the board down to staff?
Probe: Where does communication break down?
How are priorities set and tracked across the academic year? Is there a planning cycle?
How reactive versus proactive would you say the institution's operating style is?
Probe: What typically pulls you into reactive mode?
What does the annual calendar look like in terms of key decision points — budget, staffing, board meetings, accreditation?
How is accountability managed here — do people follow through on commitments, and is that tracked?
What happens when something goes wrong operationally — is there a clear response process?
Probe: Give me a recent example if there is one.
How much of the institution's operating knowledge lives in people's heads versus documented systems?
If you could change one thing about how this institution operates on a day-to-day basis, what would it be?
S6 — Technology & Systems10 questions
What are the main technology systems the institution relies on — for students, for admin, for finance?
Probe: PowerSchool, QuickBooks, communications platforms — what's in use?
How well do these systems serve the institution's needs? Where are the biggest gaps or frustrations?
How is data managed here — is there a single source of truth for student records, staff information, finances?
Who owns technology decisions and IT here? Is that role clearly defined?
Probe: Is there an IT coordinator, or is it distributed/ad hoc?
How much of your admin work is still paper-based or manual versus digitised?
Probe: Approvals, HR processes, financial sign-offs.
How is the institution using AI or automation currently — in classrooms, in admin, anywhere?
Probe: Is there a policy on AI use?
What technology investments have been made in the last two years — and how have they landed?
How are communications managed — with parents, staff, the board? What platforms are used?
What cybersecurity or data privacy practices are in place? Is this actively managed?
If there was one technology problem you could solve tomorrow, what would it be?
Tooling Landscape
Recommended stack by track, maturity progression, and client-specific assessment.
Maturity progression
Early stage
Spreadsheets, email, basic accounting. Systems are personal, not institutional.
Structured
Dedicated tools per function, beginning to integrate. Reporting is periodic.
Optimised
Integrated stack, real-time visibility, AI leverage, documented workflows.
St Mary's College High School — current assessment
PowerSchool confirmed (student records). QuickBooks likely (financials — unconfirmed). Microsoft 365 in use. No CRM or project management tooling observed. No documented operating rhythm. AI policy unknown. Gap areas: financial reporting, admin workflow, board communication platform.
PowerSchool confirmed (student records). QuickBooks likely (financials — unconfirmed). Microsoft 365 in use. No CRM or project management tooling observed. No documented operating rhythm. AI policy unknown. Gap areas: financial reporting, admin workflow, board communication platform.
Finance & accounting
QuickBooks / Xero
Core bookkeeping and financial reporting
Blackbaud
Nonprofit/school-specific finance & fundraising
Excel / Google Sheets
Budget modelling — often the de facto CFO tool
Student information
PowerSchool
Student records, grades, attendance
Veracross / Blackbaud SIS
Alternative SIS — more integrated with finance
People & HR
BambooHR / Rippling
Employee records, onboarding, payroll integration
ADP / Paychex
Payroll processing
Manual / paper processes
HR files, performance reviews
Communications & productivity
Microsoft 365
Email, Teams, SharePoint
ParentSquare / Blackbaud Comm
Parent-school communications platform
Board portal (BoardEffect/Diligent)
Board documents, minutes, governance
Operations & planning
Notion / Asana
Project tracking, operating rhythm documentation
SharePoint / Google Drive
Document management
AI & automation
Microsoft Copilot
Embedded in M365 — drafting, summarising, analysis
ChatGPT / Claude
Individual use — no policy likely in place
AI governance policy
Student/staff use policy for AI tools
OL
Our Lady of Lourdes SchoolDemo
Engaged
Diagnostic progress
Strategic Clarity
Not started
Governance
Not started
People & Org
Not started
Financial
Not started
Operating Rhythm
Not started
Technology
Not started
Organisational health
Critical
Developing
Structured
Optimised
Complete sessions to generate your score
Next action
Live findings
Findings will appear as sessions are completed
Engagement plan
Synopsis complete →
April 2026 · Done
Sessions 1–2
Strategic Clarity · Governance
Sessions 3–4
People · Financial Stewardship
Sessions 5–6 + Health Score
Operating Rhythm · Technology
Quick access
Pre-diagnostic client context. Click any field to edit.
How this engagement came about
The presenting problem
Known challenges
Engagement goals
Sensitivity flags
Diagnostic not yet started. Open a session to begin.
No highlights yet. Complete diagnostic sessions to surface findings.
No recommendations yet. Complete the diagnostic to generate recommendations.
Engagement value
Diagnostic fee
$6K
Track 1 pricing
Monthly retainer
$3.5K
If converts
12-month CLV
$48K
Diagnostic + retainer
HB
Harrington & Bell ArchitectsDemo
Exploring
Diagnostic progress
Strategic Clarity
Not started
Governance
Not started
People & Org
Not started
Financial
Not started
Operating Rhythm
Not started
Technology
Not started
Organisational health
Critical
Developing
Structured
Optimised
Complete sessions to generate your score
Next action
Live findings
Findings will appear as sessions are completed
Engagement plan
Intro call complete →
March 2026 · Done
Proposal to be sent
Awaiting follow-up from Marcus
Diagnostic engagement
6 sessions · Track 2 format
Operating architecture
Partnership resolution + systems build
Quick access
Pre-diagnostic client context.
How this engagement came about
The presenting problem
Known challenges
Sensitivity flags
Diagnostic not yet started. Open a session to begin.
No highlights yet. Complete diagnostic sessions to surface findings.
No recommendations yet. Complete the diagnostic to generate recommendations.
Engagement value
Diagnostic fee
$8K
Track 2 pricing
Monthly retainer
$4.5K
If converts
12-month CLV
$62K
Diagnostic + retainer
CF
Clearview FinancialDemo
Exploring
Diagnostic progress
Strategic Clarity
Not started
Governance
Not started
People & Org
Not started
Financial
Not started
Operating Rhythm
Not started
Technology
Not started
Organisational health
Critical
Developing
Structured
Optimised
Complete sessions to generate your score
Next action
Live findings
Findings will appear as sessions are completed
Engagement plan
VC referral received →
April 2026 · Done
First call with CEO Priya Nair
Scheduled — awaiting confirmation
Diagnostic engagement
6 sessions · Track 3 format
Series B readiness programme
Target: Q3 2026 investor-ready
Quick access
Pre-diagnostic client context.
How this engagement came about
The presenting problem
Known challenges
Sensitivity flags
Diagnostic not yet started. Open a session to begin.
No highlights yet. Complete diagnostic sessions to surface findings.
No recommendations yet. Complete the diagnostic to generate recommendations.
Engagement value
Diagnostic fee
$22K
Track 3 pricing
Monthly retainer
$18K
If converts
12-month CLV
$238K
Diagnostic + retainer
VX
Vantix Systems Demo
Alumni
Diagnostic progress
Strategic Clarity
6.2/10
Governance
4.8/10
People & Org
5.1/10
Financial
5.4/10
Operating Rhythm
4.3/10
Technology
6.8/10
Organisational health
Critical
Developing
Structured
Optimised
6 of 6 sessions scored
Engagement outcome
$78K total engagement value · 5 recommendations implemented
Key findings
⚠ Governance — Decision rights undefined
⚠ People — VP Engineering mismatch
⚡ Finance — Reporting 3 weeks behind
View all findings →
Engagement timeline
Engagement complete ✓
Aug–Nov 2025 · 6 sessions
Operating Architecture Retainer
3 months · Oct 2025–Jan 2026
5 recommendations implemented →
All completed Jan 2026
$34M Series C closed
March 2026 · 4 months post-engagement
Quick access
Engagement summary
Presenting problem
Outcome
S1 · Strategic Clarity
6.2/10
10/10 questions · Complete
S2 · Governance & Decision Rights
4.8/10
10/10 questions · Complete
S3 · People & Org Health
5.1/10
10/10 questions · Complete
S4 · Financial Stewardship
5.4/10
10/10 questions · Complete
S5 · Operating Rhythm
4.3/10
10/10 questions · Complete
S6 · Technology & Systems
6.8/10
10/10 questions · Complete
Organisational Health Score
5.4 / 10
Structured — lower range
Moderate operational maturity. Significant structural gaps relative to Series C readiness. Governance and Operating Rhythm were the critical risk areas.
Key findings from all six diagnostic sessions.
Governance · Critical
Decision rights undefined at leadership level
No documented RACI or delegation framework. CEO making 60–70% of decisions that should sit with functional leads. Average decision latency: 11 days.
People · Critical
VP Engineering is a capability mismatch for current scale
Hired at 15 people, now managing 24 engineers. Consistent delivery misses. Two senior resignations cited management in exit feedback.
Finance · High
Financial reporting 3 weeks behind — not investor-grade
Monthly close averaging 18–21 days. No rolling forecast. Series C data room would take 6+ weeks to assemble.
Prioritised interventions. All completed January 2026.
Priority 1
People
Replace VP Engineering
Managed exit completed. Series C-ready engineering leader hired.
Priority 2
Finance
Implement monthly close acceleration
Fractional CFO engaged. Close now at 5 business days. Mosaic implemented for rolling forecast.
Priority 3
Governance
Decision rights framework implemented
Two-tier RACI documented. CEO decision involvement reduced by 38% in 60-day test.
Engagement value — realised
Diagnostic fee
$24K
6-session Track 3
Retainer (3 months)
$54K
$18K/mo × 3
Total realised
$78K
Engagement complete
Client outcome
Vantix Systems closed a $34M Series C in March 2026, four months after engagement completion. CEO Daniel Okafor cited the financial reporting and governance improvements as key factors in investor confidence. Referred Clearview Financial to Untangle in April 2026.
Tooling Landscape
Recommended stack by track, maturity progression, and client-specific assessment.
Maturity progression
Early stage
Spreadsheets, email, basic accounting. Systems are personal, not institutional.
Structured
Dedicated tools per function, beginning to integrate. Reporting is periodic.
Optimised
Integrated stack, real-time visibility, AI leverage, documented workflows.
St Mary's College High School — current assessment
PowerSchool confirmed (student records). QuickBooks likely (financials — unconfirmed). Microsoft 365 in use. No CRM or project management tooling observed. No documented operating rhythm. AI policy unknown. Gap areas: financial reporting, admin workflow, board communication platform.
PowerSchool confirmed (student records). QuickBooks likely (financials — unconfirmed). Microsoft 365 in use. No CRM or project management tooling observed. No documented operating rhythm. AI policy unknown. Gap areas: financial reporting, admin workflow, board communication platform.
Finance & accounting
QuickBooks / Xero
Core bookkeeping and financial reporting
Blackbaud
Nonprofit/school-specific finance & fundraising
Excel / Google Sheets
Budget modelling — often the de facto CFO tool
Student information
PowerSchool
Student records, grades, attendance
Veracross / Blackbaud SIS
Alternative SIS — more integrated with finance
People & HR
BambooHR / Rippling
Employee records, onboarding, payroll integration
ADP / Paychex
Payroll processing
Manual / paper processes
HR files, performance reviews
Communications & productivity
Microsoft 365
Email, Teams, SharePoint
ParentSquare / Blackbaud Comm
Parent-school communications platform
Board portal (BoardEffect/Diligent)
Board documents, minutes, governance
Operations & planning
Notion / Asana
Project tracking, operating rhythm documentation
SharePoint / Google Drive
Document management
AI & automation
Microsoft Copilot
Embedded in M365 — drafting, summarising, analysis
ChatGPT / Claude
Individual use — no policy likely in place
AI governance policy
Student/staff use policy for AI tools
OL
Our Lady of Lourdes SchoolDemo
Engaged
Diagnostic progress
Strategic Clarity
Not started
Governance
Not started
People & Org
Not started
Financial
Not started
Operating Rhythm
Not started
Technology
Not started
Organisational health
Critical
Developing
Structured
Optimised
Complete sessions to generate your score
Next action
Live findings
Findings will appear as sessions are completed
Engagement plan
Synopsis complete →
April 2026 · Done
Sessions 1–2
Strategic Clarity · Governance
Sessions 3–4
People · Financial Stewardship
Sessions 5–6 + Health Score
Operating Rhythm · Technology
Quick access
Pre-diagnostic client context. Click any field to edit.
How this engagement came about
The presenting problem
Known challenges
Engagement goals
Sensitivity flags
Diagnostic not yet started. Open a session to begin.
No highlights yet. Complete diagnostic sessions to surface findings.
No recommendations yet. Complete the diagnostic to generate recommendations.
Engagement value
Diagnostic fee
$6K
Track 1 pricing
Monthly retainer
$3.5K
If converts
12-month CLV
$48K
Diagnostic + retainer
HB
Harrington & Bell ArchitectsDemo
Exploring
Diagnostic progress
Strategic Clarity
Not started
Governance
Not started
People & Org
Not started
Financial
Not started
Operating Rhythm
Not started
Technology
Not started
Organisational health
Critical
Developing
Structured
Optimised
Complete sessions to generate your score
Next action
Live findings
Findings will appear as sessions are completed
Engagement plan
Intro call complete →
March 2026 · Done
Proposal to be sent
Awaiting follow-up from Marcus
Diagnostic engagement
6 sessions · Track 2 format
Operating architecture
Partnership resolution + systems build
Quick access
Pre-diagnostic client context.
How this engagement came about
The presenting problem
Known challenges
Sensitivity flags
Diagnostic not yet started. Open a session to begin.
No highlights yet. Complete diagnostic sessions to surface findings.
No recommendations yet. Complete the diagnostic to generate recommendations.
Engagement value
Diagnostic fee
$8K
Track 2 pricing
Monthly retainer
$4.5K
If converts
12-month CLV
$62K
Diagnostic + retainer
CF
Clearview FinancialDemo
Exploring
Diagnostic progress
Strategic Clarity
Not started
Governance
Not started
People & Org
Not started
Financial
Not started
Operating Rhythm
Not started
Technology
Not started
Organisational health
Critical
Developing
Structured
Optimised
Complete sessions to generate your score
Next action
Live findings
Findings will appear as sessions are completed
Engagement plan
VC referral received →
April 2026 · Done
First call with CEO Priya Nair
Scheduled — awaiting confirmation
Diagnostic engagement
6 sessions · Track 3 format
Series B readiness programme
Target: Q3 2026 investor-ready
Quick access
Pre-diagnostic client context.
How this engagement came about
The presenting problem
Known challenges
Sensitivity flags
Diagnostic not yet started. Open a session to begin.
No highlights yet. Complete diagnostic sessions to surface findings.
No recommendations yet. Complete the diagnostic to generate recommendations.
Engagement value
Diagnostic fee
$22K
Track 3 pricing
Monthly retainer
$18K
If converts
12-month CLV
$238K
Diagnostic + retainer
Sessions
All scheduled and completed diagnostic sessions across clients.
No sessions scheduled yet. Sessions will appear here once dates are set within a client engagement.