Forcelis Business Diagnostic
Know where your business stands.
A structured analysis of your financial and operational information that identifies risks, inefficiencies and opportunities for improvement — and states what to do about each one.
Forcelis Business Score
Illustrative data-
Financial health
74 out of 100
Margin structure, cost base and result quality
-
Cash flow
58 out of 100
Real collection, aging and cash conversion
-
Commercial performance
81 out of 100
Customer mix, concentration, retention and pricing
-
Operational efficiency
63 out of 100
Inventory, purchasing and supplier structure
-
Accounting data quality
87 out of 100
Completeness and consistency of the underlying records
Scores shown are illustrative and do not describe any real company.
Five dimensions, scored on the same scale so they can be compared against each other and against the same company a period later. The score is not the deliverable — it is the index into it.
The output
What gets analyzed
Four areas, read together. Most of the findings that matter live at the seams between them.
Financial health
- Revenue
- Expenses
- Profitability
- Margins
- Cash flow
- Accounts receivable
- Accounts payable
Commercial performance
- Customer concentration
- Product performance
- Revenue trends
- Customer profitability
- Price dispersion
- Customer churn
Operational performance
- Inventory
- Suppliers
- Purchasing
- Operating costs
- Input cost inflation
- Efficiency
Accounting intelligence
- CFDI
- Income
- Expenses
- Transaction patterns
- Data inconsistencies
- Reconciliation gaps
Key findings
Findings, stated as decisions.
Each finding names what was observed, why it matters, and what should be done. The examples below are illustrative.
- High 01
Customer concentration represents a material commercial risk.
The top five customers account for a share of revenue at which the loss of one materially changes the year.
Quantify the exposure per customer and set a concentration target for the next four quarters.
- High 02
Accounts receivable grew faster than revenue.
Collection is slowing relative to sales. The gap is financed by the company, and it does not show up in the income statement.
Review credit terms by customer segment and separate genuine disputes from routine late payment.
- Medium 03
Inventory turnover is below expected performance.
A share of working capital is held in items that are not moving at the rate the rest of the catalogue does.
Identify the slow-moving items by value and decide, per item, whether to discount, return or stop reordering.
- Medium 04
Gross margin decreased in a key product category.
The decline is driven by input cost, not by price. It has been absorbed rather than passed through.
Compare purchase price movement against list price by category and decide where to reprice.
What you receive
A document your management team can work from.
Executive summary
The situation in one page, written for someone who will not read the rest.
Financial analysis
Results, margins, costs and cash, restated in managerial terms with history.
Operational analysis
Inventory, purchasing, suppliers and the working capital they consume.
Key risks
What could damage the business, ordered by exposure rather than by ease of fixing.
Key opportunities
Where margin, cash or capacity is recoverable, with an estimated size.
Recommended actions
A short, sequenced list with an owner and a way to measure each one.
How it works
Four steps, no system access required.
- 01
Scope conversation
A short call to understand the business, the period to analyze and the questions management already has.
- 02
You send the information
Files you download from your own systems. Forcelis never asks for your tax portal or banking credentials.
- 03
Analysis
Ingestion, normalization and analysis on the platform, followed by review by the people who will present it.
- 04
Findings session
A working session on the results and the recommended actions, with the full document delivered afterwards.
What is needed from you
The minimum is the first item. Everything else improves the depth of the analysis but is not required to start.
- CFDI for the period — issued and received, including payment complements
- Trial balance or general ledger, if available
- Inventory report, if the business holds stock
- Sales detail by customer and product, if it is kept outside invoicing
If something is missing, the affected metric is reported as unavailable with the reason. It is not estimated.
Start with the diagnostic.
It establishes the baseline. Everything after it — advisory, platform, managed services — is scoped from evidence rather than from a proposal.