Greater Prairie Business Consulting Inc.

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25 Question Business Owner Dependency Assessment (BODA)SM

Below is a 25-question Business Owner Dependency Assessment (BODA) SM
This assessment evaluates how dependent the business is on the owner. A high owner dependency could jeopardize a successful exit, as buyer want businesses with effective leadership teams.

25 Question Business Owner Dependency Assessment (BODA)

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Section 1 — Leadership & Decision-Making:

1 / 25

1. Most key decisions in the business require my direct approval. (1 = Strongly Disagree, 5 = Strongly Agree.)

2 / 25

2. The business could operate for 30 days without my involvement.

3 / 25

3. There is a clear leadership team in place that manages daily operations. (1 = Strongly Disagree, 5 = Strongly Agree.)

4 / 25

4. I regularly delegate important responsibilities and authority to others.

5 / 25

5. Employees know who to turn to when I am not available. (1 = Strongly Disagree, 5 = Strongly Agree.)

Section 2 — Systems, Processes & Documentation:

6 / 25

6. Core business processes are documented and consistently followed.

7 / 25

7. Operational success does not rely on my personal methods or knowledge. (1 = Strongly Disagree, 5 = Strongly Agree.)

8 / 25

8. We have a formal onboarding process that others can run without me.

9 / 25

9. The business has documented contingency plans for unexpected leadership changes.

10 / 25

10. Sales, customer service, and operations run smoothly whether I’m present or not. (1 = Strongly Disagree, 5 = Strongly Agree.)

Section 3 — Client & Vendor Relationships:

11 / 25

11. Clients/customers regularly interact with team members other than me.

12 / 25

12. Key accounts are not overly dependent on my personal relationships. (1 = Strongly Disagree, 5 = Strongly Agree.)

13 / 25

13. Vendors and partners work directly with staff, not through me.

14 / 25

14. If I left suddenly, most customer relationships would remain stable. (1 = Strongly Disagree, 5 = Strongly Agree.)

15 / 25

15. We have multiple staff members who can manage important external relationships.

Section 4 — Financial & Strategic Oversight:

16 / 25

16. Financial management (billing, budgeting, reporting) is handled by others.

17 / 25

17. I am not the only person with access to or knowledge of key financial systems. (1 = Strongly Disagree, 5 = Strongly Agree.)

18 / 25

18. Strategic planning involves the leadership team—not just me.

19 / 25

19. Business performance metrics and KPIs are monitored independently of me. (1 = Strongly Disagree, 5 = Strongly Agree.)

20 / 25

20. The business has a CFO, controller, or financial advisor actively engaged in oversight.

Section 5 — Succession, Talent & Continuity:

21 / 25

21. A successor (internal or external) has been identified or is being developed.

22 / 25

22. Critical roles have backups or cross-trained personnel. (1 = Strongly Disagree, 5 = Strongly Agree.)

23 / 25

23. The business has a formal succession plan for owner exit or incapacity.

24 / 25

24. Key employees are likely to remain with the business if I were suddenly unavailable.

25 / 25

25. The business has the structure, systems, and leadership depth to operate long-term without me. (1 = Strongly Disagree, 5 = Strongly Agree.)

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Contact Information: Jim Talerico

Phone: 1-800-828-7585

E-Mail: info@gpbusinesssolutions.com

Address: 511 East John Carpenter Freeway, Suite 500, Irving, Texas 75062

Web Site: www.greaterprairiebusinesssolutions.com

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