Diagnostic Brief Generator Tim Cynova · Internal Tool
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Org Health Diagnostic · Consultant Brief
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Org Health Score
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Engagement Fit
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Primary Constraint
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Start In
Qualifying Call
1Your Read
2Qualifying Call
3Value Conversation
4Close
Your read on this submissionEyes only — before you get on the call
Engagement fit
Tools to recommendHold these — do not share in the qualifying call
Watch for on the call
Before you dial in
Reviewed scores — you have a hypothesis you will not share first
Identified lowest-scoring domain and prepared one opening question about it
Reminded yourself: your job today is to assess fit, not demonstrate expertise
Ready to raise investment range before the end of the call if fit looks strong
Prepared to say "I do not think I am the right fit" and mean it if signals say no
Purpose of this conversation

You are here to assess fit — not to close. Determine whether a real opportunity exists and whether this CEO is ready to invest in structural work. You are the expert determining fit. Act like it.

Do not diagnose out loud. Do not name their problem before they do. Do not recommend tools. The Friction Finder already positioned you as the expert. This conversation is your proof of discipline.

How to open
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Then stop talking. Let them fill the silence. What they say in that moment is usually more useful than anything in the diagnostic data.

Questions to askGo deeper on the signal — do not solve
Raise the money conversation hereBefore you go deeper — not at the end
When to raise it
After you understand the scope and before you schedule a longer conversation. Price arriving as a surprise in the closing call is what produces "we need to think about it."
How to say it
"Before we go further, I want to make sure we are aligned on investment. Work at this scope typically runs between $X and $Y. Is that a range that makes sense for where you are right now?"
Then what
Stop talking. If they stay in the conversation, they have self-qualified. If they hesitate, surface it now rather than after hours of work together.
Disqualification signals — be ready to name themWalking away is the source of your authority
Purpose of this conversation

You have confirmed fit and they have qualified on investment. Now surface — in explicit terms — what it is actually worth to them to solve this problem. This is not about money yet. It is about what this costs them unsolved, and what becomes possible when it changes.

You are still not prescribing. You are helping them develop their own clear picture of the stakes. People trust conclusions they reach themselves. Ask questions and let them add it up.

Questions to askCost, consequence, upside — in that order
Readiness signals to watch forReady to propose vs. needs more time
What a strong value conversation produces

By the end of this conversation, the CEO should be able to articulate — in their own words — what this constraint has already cost them, what it will continue to cost them, and what opens up if it changes. When that happens, your proposal is not a persuasion attempt. It is a confirmation of a decision they have already made.

Purpose of this conversation

If the first three conversations happened well, this one is mostly logistics. The CEO trusts you. They have articulated the problem. They have named what it is worth. The proposal is a confirmation — not a pitch.

Present one option. A menu signals uncertainty. One clear recommendation with clear rationale is what expert authority looks like.

Proposed engagementOne option — built from conversations 2 and 3
How to state the price
"Based on what we have discussed, here is what I am recommending and here is the investment: [scope]. [Price directly.] That is what this engagement looks like."

Then pause. The silence after the number is theirs to fill, not yours. Do not apologize, do not soften, do not add qualifiers. You named the range in the qualifying call — this should not be a surprise.

If they ask for time to think
"That makes sense — take what you need. I will send the written proposal today so you have something concrete to review. I ask that we reconnect by [specific date] either way."

A real deadline is generous but firm. An open-ended "take all the time you need" signals that your time is not scarce. It is.

The proposal: what to include

The proposal is a written confirmation of what was discussed — not a document that has to do the selling. If it is doing the selling, something went wrong in conversations two and three.

Include: a brief summary of their constraint in your words, the recommended engagement and why, the scope, the duration, the deliverables, the investment, and a response deadline. No menus. No tiers. No options.

After the call — self-check
Did I give away the answer before I was paid to find it? (If yes, that is the practice for next time.)
Did I name the price without apologizing for it?
Did I present one option, not a menu?
Proposal sent within 48 hours with a response deadline included?
If I disqualified: did I say it clearly and offer a referral if I had one?