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About your business · sharpens your result
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AI Reality Check · 5 to 10 minutes
Find where AI actually pays off in your business.
Before you spend a dollar on a tool.
AI does not pay off where it is most impressive. It pays off where your business already concentrates time, cost, and judgment, and where you are ready to capture it. Six short sections. Rate each statement honestly, 1 (not true) to 5 (completely true). Answer how things actually are, not how you wish they were. The map is only useful if the scores are real.
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The reality check
No sign-up to start. The more of the optional fields you fill in, the more specific your result gets. You will see your map, your reading on all six dimensions, and your first three moves at the end.
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Leverage visibility
Where the work actually piles up
AI pays off where work concentrates. Most founders are surprised by where that really is.
I could write down, right now, the three tasks that eat the most paid hours each week, and roughly what each costs per month.
For at least one of those tasks, there is a written step-by-step of how it is actually done today, not just "how Sarah does it."
I know which of those hours genuinely need human judgment, and which are just moving information from one place to another.
Most of our work follows repeatable patterns; we are not reinventing the approach on every job.
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Decision leverage
The judgment and decision load
The highest-value AI rarely replaces a task. It supports a decision that bottlenecks on you or a key person.
In the last fortnight, work sat waiting more than once for a decision only I (or one key person) could make.
For the decision that waits on me most often, I could write down the rules of thumb I actually use to make it.
The information behind those decisions, prices, costs, history, precedents, is written down somewhere, not only in my head.
Some of the approvals and checks that route through me are pure routine: the answer is yes nine times out of ten.
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Context readiness
Whether the business has a memory
AI is only as good as the context you can give it. A business that runs on undocumented know-how cannot feed it.
How we price a job and how we deliver it are written down well enough that a smart outsider could follow them.
If our most senior person left tomorrow, their know-how would mostly survive in documents, templates, and systems.
A new hire could find the last three similar jobs, what we quoted, what happened, what we learned, without asking anyone.
There is one agreed place where important documents and decisions live, and people actually use it.
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Plumbing
Data and systems reality
Not a tech audit. A reality check on whether your information is reachable.
I could export a clean list of every job or order from the last twelve months, with dates, values, and status, in under an hour.
Our core systems, finance, operations, delivery, either talk to each other today, or could be connected without a major project.
When two systems disagree on a number, we know which one is right.
The spreadsheets we still run on are conveniences, not the actual system of record for anything critical.
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Compounding
What your experiments have taught you
The pattern of past attempts is the most honest signal you have. If you have not really put AI to work yet, choose N/A.
At least one AI thing we tried is still in use every week, months later.
Each new experiment started from what the last one taught us, not from zero.
We have killed at least one AI experiment deliberately, with a reason, rather than letting it quietly fade.
I could say within twenty percent what our AI attempts have cost so far, in money and in hours.
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Adoption
Whether your people will actually use it
The best system nobody adopts returns nothing. Organisational reality decides the result.
At least one respected person on the team already uses AI in their work without being told to.
I can name the person who would own an AI rollout, someone with the standing to change how others work, not just IT to install it.
The last significant change to how we work stuck: it is still how we do things a quarter later.
The team trusts that efficiency gains here mean better work, not a quiet plan for fewer people.
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In your own words · optional, but worth it
Two questions the scores cannot capture
24 statements to go.