Remodeler discovery diagnostic

Use this before the marketing decision spine when the team lacks dependable inputs. Answer separately for each service line or market that behaves differently.

Link to existing documents. Keep financials, customer information, and internal concerns in the client's private workspace. Never place passwords, recovery codes, or secret links here.

Score each area 0 = no usable answer, 1 = partial, or 2 = clear and supported. Use Unknown when evidence hasn't been checked. Unknown is a research task, not a bad score.

Direction and constraints

• What business outcome should marketing support in the next 12 months?
• What is the costliest current problem or most useful opportunity?
• What would too much or the wrong kind of growth look like?
• Which limits matter now: cash, sales time, design, field labor, project management, subcontractors, or schedule?

Score: __ / 2   Evidence or open question: ____________________

Work the company can sell

• Which projects, budgets, service areas, and service lines should increase or decrease?
• What work will the company decline, and why?
• How far out is the backlog? What is the current throughput constraint?
• Where do initial contract value and final project value tend to differ?

Score: __ / 2   Evidence or open question: ____________________

Optional depth when the answer changes the strategy:

• How does work differ by service line, geography, project type, and initial versus final contract value?
• What must happen in estimating, design, permitting, production, or trade capacity before more demand is useful?
• Which profitable work is hard to sell, and which easy-to-sell work creates an operational problem?
• What failure condition would make the company pause a market, service, or campaign?

Buyer and household context

• What triggers the search, and what outcome is the household trying to create?
• Who influences or approves the decision: partners, family, architect, designer, lender, or another advisor?
• What do buyers fear about price, disruption, timing, communication, design, and existing conditions?
• What criteria, objections, alternatives, and information sources shape the choice?

Score: __ / 2   Evidence or open question: ____________________

Optional depth:

• Who initiates the search, who feels the disruption most, who controls the investment, and who can stop the decision?
• What alternatives are being compared: waiting, moving, a smaller project, a specialty trade, another contractor model, or doing nothing?
• What private-home conditions, including children, pets, work, access, safety, temporary living, valuables, or accessibility, shape the choice?
• Which of these questions are useful for planning but too sensitive to collect before the company has a legitimate need?

Sales and project fit

• What makes a lead qualified or unqualified by project, budget, geography, timing, and expectations?
• What are the sales stages, who responds, and where do leads stall?
• What does closed mean in the current system?
• Which questions and objections should marketing answer before a conversation?

Score: __ / 2   Evidence or open question: ____________________

Optional depth:

• What observable event moves an inquiry into each stage?
• What percentage or count is known at each stage, from which source, and over which cohort?
• Which reasons for poor fit, loss, pause, or no decision are actually recorded?
• What context must travel from Marketing or Lifecycle to Sales, and what does Sales return?
• What does a useful decline or referral elsewhere look like?

Positioning and proof

• What three things should a good prospect remember?
• What does the company do differently in practice, and what proves it?
• Which project stories, reviews, process examples, credentials, or client language support the promise?
• What can the company say about cost, common problems, comparisons, and what to expect without overclaiming?

Score: __ / 2   Evidence or open question: ____________________

Optional depth:

• Which claims are company practice, recommendation, aspiration, or verified result?
• Which project examples show a decision, constraint, tradeoff, complication, or recovery rather than only a finished room?
• What does the company believe that a generic remodeler could not say with equal truth?
• What proof is strong but private, expired, unpermissioned, or too unlike the work the company wants next?

Demand and customer path

• Where do qualified inquiries come from now, and how confident is that answer?
• What role do the website, local search, referrals, content, email, social, paid media, and offline work play?
• Is the main gap discovery, trust, conversion, follow-up, project fit, or advocacy?
• Which past efforts worked, failed, or remain unknown?

Score: __ / 2   Evidence or open question: ____________________

Systems, ownership, and measurement

• Does every lead enter a shared system with source, stage, owner, and next action?
• Who owns decisions, approvals, channels, accounts, assets, vendors, and reporting?
• Which numbers come from accounting, CRM, call tracking, website analytics, and ad platforms?
• What breaks if a team member or vendor leaves tomorrow?

Score: __ / 2   Evidence or open question: ____________________

Optional depth:

• Which accounts and assets merely exist, and which are accurate, company-controlled, recoverable, operationally tested, and recently verified?
• Where do ad-platform, analytics, call, CRM, project, and accounting records disagree?
• Who can approve claims, spend, access, automation, public stories, and consequential changes?
• Which manual path must work before automation is allowed to carry it?

Decision handoff

• Lowest load-bearing area: ____________________
• Current bottleneck and evidence: ____________________
• Best next evidence to gather: ____________________
• Candidate play to discuss: ____________________
• Human decision owner: ____________________
• What would make us stop or reconsider: ____________________

Use the compact scores to find the weakest load-bearing input, then open only the optional module that can change the next decision. Build source-grounded company context with the Remodeler Context Pack Brief. Keep completed financial, household, staff, customer, vendor, and access answers in the private company workspace.