EDGE Business Assessment
Expose growth constraints by examining people, profit, and offer economics
- Difficulty
- Moderate
- Time to result
- ~weeks to results
- Steps
- 7
- Confidence
- 93%
The EDGE Business Assessment is a structured diagnostic used before advising a company on growth. It begins with a deep dive across the business rather than isolating a single symptom. The assessor identifies key players, examines overall profitability, compares the profitability of individual offers, and looks for opportunities to improve both growth and team development. The completed assessment then anchors a focused review conversation in which assumptions are challenged and priorities are selected. Its mechanism is diagnostic breadth followed by prioritization: gather a complete operating picture, expose differences between headline performance and underlying economics, connect those findings to organizational capacity, and choose the changes most likely to improve scalable growth.
Origin
Extracted from The Jasmine Star Show. Jasmine describes using the EDGE Assessment with consulting clients, equity-advisory companies, and all 20 members of her seven-figure founder mastermind.
Core principles
- 01Diagnose the whole business before prescribing growth
- 02Evaluate offers by individual profitability
- 03Connect team structure to growth opportunities
- 04Use focused questioning to challenge reported performance
- 05Turn assessment findings into development priorities
How to run it
- 1
Map the complete business
Collect a deep-dive view of the company’s offers, operations, economics, and organizational structure.
Pro tip Use one consistent assessment format across clients so findings are comparable.
Watch out Starting with a preferred solution can bias the diagnosis.
- 2
Identify the key players
Document who materially influences delivery, sales, operations, and strategic decisions. Clarify where responsibility and capability sit today.
- 3
Establish total profitability
Determine how profitably the company operates overall rather than relying on revenue or growth alone.
Pro tip Reconcile reported profitability with the period and costs being assessed.
Watch out High revenue can conceal weak economics.
- 4
Assess each offer
Break profitability down by individual offer to identify which products or services create or consume economic value.
Pro tip Include the operational effort and team capacity each offer requires.
Watch out Do not assume the highest-revenue offer is the most profitable.
- 5
Locate growth and team opportunities
Connect the financial findings to team structure, capability gaps, and opportunities for development or expansion.
- 6
Conduct a challenge session
Review the assessment directly with the founder, test assumptions, and push for clarity on weak or incomplete answers.
Pro tip Reserve dedicated one-on-one time rather than squeezing the review into a general meeting.
- 7
Prioritize interventions
Select the few changes that offer the strongest combination of profitability, growth potential, and organizational readiness.
Pro tip Assign owners and review dates to convert diagnosis into action.
Watch out An assessment without prioritization becomes an information archive.
In the wild
Jasmine asked each of 20 mastermind members to complete an EDGE Assessment. She then held a one-hour individual session with every founder to review growth opportunities, team development, and profitability.
→ Each founder received a business-specific diagnosis before the group event’s broader scaling work.
A founder discovers that a high-revenue service requires extensive founder time while a smaller recurring offer produces stronger margins. The assessment directs attention toward improving delivery capacity and expanding the economically stronger offer.
→ Growth priorities reflect offer-level economics rather than revenue alone.
Common mistakes
Treating revenue as profitability
Revenue does not show what remains after an offer’s delivery and operating costs. Assess both company and offer-level profit.
Ignoring team capacity
An attractive growth opportunity may be unscalable if responsibilities, skills, or operating capacity are missing.
Skipping the review conversation
A form alone cannot challenge ambiguous answers or expose the founder’s assumptions. Pair the assessment with a focused discussion.
Is it for you?
Best for
It is best for established businesses with multiple offers, team members, and enough operating history to assess profitability meaningfully.
Not ideal for
It is not ideal for a pre-revenue idea that has no team, offer economics, or operating data to examine.
From the transcript
“We have an edge assessment that when we work with consulting clients or if I'm sitting as an equity advisor.”
“We have our clients. We have the companies that I'm a part of do an edge assessment, which is a deep dive on their business,…”
“We understand their key players, we understand their profitability. We understand profitability of individual offers.”
From the episode
Quarterly Review: Behind the Scenes of My Biggest Lessons of Q3