Capital doesn't flow to businesses that just want it. It flows to businesses that can prove they're built to sustain it. Find out exactly where your infrastructure stands — and what to build first.
5
Domains
100
Pts per Domain
~10
Minutes
4
Result Tiers
Domain 1 of 5
0 / 100
Domain 1 of 5Market Readiness
20 pts possible
Check each statement that accurately reflects where your business stands today. This is your diagnostic — be honest with yourself.
I can clearly describe my ideal customer — who they are, what they need, and why they buy from me rather than a competitor.4 pts
I know the approximate size of my market — I can speak to Total Addressable Market (TAM), the portion I can realistically serve (SAM), and a realistic near-term target (SOM).4 pts
I can name my top 3 competitors and clearly articulate what makes my business different — not just in my opinion, but in a way that resonates with customers.4 pts
My market positioning is documented — I have a written value proposition that I use consistently in pitches, proposals, and marketing.4 pts
I have validated my market through real customer feedback, sales data, or market research — not just my own belief that the need exists.4 pts
Domain 2 of 5Financial Readiness
20 pts possible
Financial readiness isn't just about revenue. It's about knowing your numbers — all of them. Check what you can honestly confirm right now.
I know my true monthly cost of running the business — not just rent and payroll, but all expense categories broken down (COGS, overhead, owner compensation, subscriptions, etc.).4 pts
I know my break-even point — the minimum monthly revenue I need to cover all expenses, including paying myself.4 pts
I have current, accurate financial statements — at minimum a Profit & Loss statement and a balance sheet updated within the last 90 days.4 pts
I can calculate the unit economics of my business — cost per unit, gross margin per product or service, and price-to-cost ratio.4 pts
I have a written financial projection for at least the next 12 months — not a guess, but a model based on actual costs and realistic revenue assumptions.4 pts
Domain 3 of 5Operational Readiness
20 pts possible
A business that lives entirely in the founder's head cannot scale, cannot be evaluated by capital sources, and cannot survive the founder's absence. Check what's actually documented.
My customer acquisition process is documented — from first contact to closed sale, there is a written process that someone other than me could follow.4 pts
My service or product delivery process is documented — how we produce, deliver, and fulfill is written down with clear steps, not tribal knowledge.4 pts
My financial management process is documented — invoicing, collections, bill payment, reconciliation — someone could run these functions without me in the room.4 pts
I have documented vendor and supplier relationships — contracts, terms, contact info, and backup options are organized and accessible.4 pts
If I had to step away for 30 days, the core functions of my business could continue — because the processes are written down, not just in my head.4 pts
Domain 4 of 5Capital Readiness
20 pts possible
These are the structural prerequisites that lenders, investors, and grant programs check before they go any further. Check every item you have in place right now.
My business is registered as a legal entity (LLC, S-Corp, C-Corp, etc.) and the registration is current — no lapsed filings, no pending compliance issues with my state.4 pts
I have a Federal EIN and a dedicated business bank account — all business income and expenses flow through that account, completely separate from personal finances.4 pts
I have at least 2 years of filed business tax returns — or if newer, I have the financial documentation that replaces them (startup financial statements, bank statements, etc.).4 pts
My business has an established credit profile — DUNS/CAGE number, business credit accounts, and I have checked my business credit score within the past year.4 pts
I have a completed business plan or capital application document ready — not a draft, but a document I could submit to a lender, CDFI, or grant program today.4 pts
Domain 5 of 5Traction Readiness
20 pts possible
Traction is proof the business works — in the real world, with real customers. Capital sources want evidence, not projections. Check what you can substantiate right now.
I have documented revenue history — actual sales data, by month, showing growth or consistent performance over at least 12 months.4 pts
I have paying customers — not just interest or leads, but documented transactions. I can name the number, frequency, and average spend of my customer base.4 pts
I have documented social proof — testimonials, reviews, case studies, or reference customers I could put in front of a capital source today.4 pts
I have documented milestones and achievements — contracts won, partnerships formed, awards received, press coverage, or measurable growth metrics that demonstrate momentum.4 pts
My traction data is organized and presentable — I could pull together a traction summary for a pitch or application in under 24 hours without scrambling.4 pts
"Capital doesn't flow to potential. It flows to proof."
FundReady exists to close the distance between where you are and where capital requires you to be. The bBOK program builds every piece — section by section, document by document — until your business is the strongest application in the room.
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