The flagship UNQRN Diagnostic
Your business and technology are already connected. Your decisions should be too.
The Full Founder Diagnostic gives you one integrated view across business, product, growth and technology.
It is designed for founders who are tired of receiving separate answers to problems that are clearly affecting one another.
Launch price€1,190
Not two reports placed next to each other. One operating reality.
Read-only repository access is mandatory.
We have seen what happens when business and technology are managed in separate rooms.
- Marketing creates a promise the product is not ready to deliver.
- The development team builds features without a clear commercial priority.
- The founder pushes for speed without understanding the technical dependency.
- The technical team recommends major work without clearly explaining its business consequence.
Everyone may be acting rationally from their own perspective. The company still moves in several directions at once.
The Full Founder Diagnostic brings those perspectives together.
Martin begins with the business. Sebastian begins with the system.
What the company is selling, who it is serving, how it is positioned, how it can grow and which business and product priorities matter.
What the technology can support, where risk is accumulating, what is slowing delivery and which technical decisions affect the next stage.
- Is weak conversion really a messaging problem, or does the onboarding fail to deliver value?
- Is the roadmap commercially justified, or is the company building around the loudest requests?
- Is development slow because of the team, the architecture or unclear priorities?
- Should growth be accelerated, or would that place more pressure on an unstable product?
- Is a rebuild genuinely required, or would a focused sequence of fixes create more value?
The value of the Full Founder Diagnostic is not the volume of analysis.
It is the sequence.
Both halves of the company, then the joints between them.
Business model, product direction, customer segments, positioning, offer, pricing, go-to-market, sales, acquisition, activation, retention and commercial metrics.
Architecture, code quality, infrastructure, databases, integrations, visible security risks, performance, scalability, testing, CI/CD, observability, technical debt and development operations.
- Business–Technology Alignment
- Leadership Readiness
- Roadmap Coherence
It identifies where commercial and technical decisions depend on one another and where missing ownership is creating risk.
See how the problem travels through the company.
The Business and Technology Map connects each important objective with the blocker, the root cause, the actions required from business, product and technology, the dependencies and the correct sequence.
One thing the company is trying to achieve in the next 90 days.
- 01Current blocker
- 02Likely root cause
- 03Required business action
- 04Required product action
- 05Required technology action
- 06Dependencies
- 07Correct sequence
One sequence, not competing plans.
- One integrated Founder Scorecard showing maturity, risk and evidence confidence across the company.
- Critical, High-Priority, Development Opportunity and Not Now findings.
- The Business and Technology Map.
- One 90-day operating roadmap.
Not a marketing plan and a technical plan competing for the same time and budget.
One sequence showing what the company should stabilise, build, validate and scale.
Stabilise
Address the issues creating immediate risk, confusion or loss of control.
Build
Create the commercial, product and technical foundations needed for progress.
Validate and Scale
Test the new direction, measure the results and expand only what proves useful.
Up to three selected interviews with key team members may be included when required to verify evidence, ownership or dependencies.
The engagement concludes with a written report, a 60–90 minute final presentation and an approximately 30-minute follow-up after 14 days.
Leave knowing what is blocking the company—and what is not.
That is what control begins to look like.
- Why the company is currently stuck.
- Which problems are symptoms and which are root causes.
- Where the commercial and technical risks meet.
- What the evidence confirms.
- What remains uncertain.
- What should happen first.
- Who should own it.
- How the result should be measured.
- What the company should deliberately refuse to do for now.
Stop translating between separate advisors. See the whole company.
Launch pricing applies to the first three to five completed engagements. Payment is required in advance. Prices exclude VAT where applicable. Read-only repository access is mandatory.