Priority 1
Visibility & Resilience
Investigate how operating information reaches management, where exceptions become visible, and what Ryan must personally monitor in order to keep work moving.
- Industry
- Pest Control
- Employees
- 12
- Revenue
- $2M–$3M
- Years in business
- 7
- Owner role
- Owner / General Manager
- Owner hours
- 51–60 per week
ZOPSYS Business Assessment · V2.0
Your Operating Snapshot
01 · Your Objective
Reduce my day-to-day involvement
Supporting: Increase profit / margins; Build a stronger management team; Stabilize the business before pursuing growth
02 · Current Operating State
Operating Constraint Score
75.0 / 100
High Constraint
Higher scores indicate more reported operating constraint—not general business quality.
03 · Goal Gap
Owner Objective → Current Operating State → Goal Gap
Ryan wants to move from a heavily involved operating role to primarily leadership and strategy, while reducing his involvement from 51–60 hours per week to approximately 20–30 hours. Summit’s reported operating conditions suggest that the business currently depends on significant owner visibility, intervention, escalation, and coordination.
That gap—not the score itself—is what ZOPSYS investigates next.
04 · Strongest Indicated Foundation
People, Roles & Accountability; Systems & Integration
These areas showed the lowest level of reported constraint among the areas measured.
05 · Greatest Indicated Constraint
Revenue Flow & Capacity
Next: Visibility & Resilience
Strongest foundation is relative only — both areas still report High Constraint. People, Roles & Accountability and Systems & Integration are tied at 65.0.
06 · What We Would Investigate Next
Priority 2
Leadership & Key-Person Dependency
Determine which decisions, approvals, relationships, and exceptions currently require Ryan or another key person, and whether authority can be moved into defined roles and operating rules.
Priority 3
Revenue Flow & Capacity
Determine where lead response, follow-up, sales visibility, capacity planning, and customer growth are creating coordination work that could obstruct Ryan’s desired operating role.
07 · Six-Dimension Scorecard
Leadership & Key-Person Dependency
75.0 / 100
5/5 numeric · 0 excluded · Constraint rank 3
People, Roles & Accountability
65.0 / 100
5/5 numeric · 0 excluded · Constraint rank 5
Processes & Knowledge
70.0 / 100
5/5 numeric · 0 excluded · Constraint rank 4
Systems & Integration
65.0 / 100
5/5 numeric · 0 excluded · Constraint rank 5
Visibility & Resilience
85.0 / 100
5/5 numeric · 0 excluded · Constraint rank 2
Revenue Flow & Capacity
90.0 / 100
5/5 numeric · 0 excluded · Constraint rank 1
All outcome-linked investigation priorities
Investigation rank 1
Visibility & Resilience
High relevance · reported signal
Investigate how operating information reaches management, where exceptions become visible, and what Ryan must personally monitor in order to keep work moving.
- Primary: Reduce my day-to-day involvement — Owner monitoring limits stepping back.
- Supporting: Better management visibility — Directly named as a desired capability.
Investigation rank 2
Leadership & Key-Person Dependency
High relevance · reported signal
Determine which decisions, approvals, relationships, and exceptions currently require Ryan or another key person, and whether authority can be moved into defined roles and operating rules.
- Primary: Reduce my day-to-day involvement — Escalations to the owner consume owner time.
- Supporting: Routine decisions without escalating to me — Directly named as a desired capability.
Investigation rank 3
Revenue Flow & Capacity
Moderate relevance · reported signal
Determine where lead response, follow-up, sales visibility, capacity planning, and customer growth are creating coordination work that could obstruct Ryan’s desired operating role.
- Primary: Reduce my day-to-day involvement — Revenue coordination may route through the owner.
- Supporting: Steady controlled growth — Growth adds coordination load.
Your desired operating context
- Growth objective
- Steady controlled growth
- Desired owner role
- Leadership / strategy
- Desired capabilities
- Operate reliably when I’m unavailable; Routine decisions without escalating to me; Better management visibility
- Concerns
- Business remains too owner-dependent; Growth creates complexity
- Timeframe
- 6–12 months
- Current → desired owner time
- 51–60 hours/week → 20–30 hours/week
A reduction of roughly 30 hours per week.
- Biggest obstacle (your words)
- I’m still the person everyone calls when something changes. We have good people and software, but too much of the business still depends on me knowing what to do next.
Evidence coverage and exclusions
30/30 answered · 30 scored · 0 excluded · 0 missing · 6/6 valid dimensions
All 30 scored statements were answered with no exclusions, so all six dimensions contributed to the overall score.
08 · What a Systems Review Produces
Current-State Organization + Orchestration Map
- —Roles
- —Decisions
- —Workflows
- —Systems
- —Handoffs
- —Dependencies
- —Owner / key-person dependency
- —Escalation
- —Existing automation
The org chart shows who reports to whom. The orchestration map shows how work actually gets done.
Target-State Organization + Orchestration Map
- —Future roles
- —Authority
- —Systems
- —Automation
- —AI / digital capability
- —Human fallback
- —Metrics / reporting
Design the role first. Then decide who—or what—fills it.
Improvement Blueprint
- —Executive diagnostic
- —Baseline
- —Dependencies
- —Workflow / friction
- —Future state
- —Accountability
- —Decision rights
- —Systems architecture
- —Automation / AI opportunities
- —Dashboard requirements
- —Roadmap
- —Target operating model
- —Implementation scope
A prioritized plan that connects findings to the changes most relevant to your objectives.
Case study continues
The assessment identifies signals only.
It shows where the gap appears — not what causes it. The next stage follows what ZOPSYS examined in the Systems Review.
See What ZOPSYS Investigated Next