The Business Loop Diagnostic — Customer Centric Solutions LLC

Instantly · free

My Loop Stack

The loops your GTM motion should compound
Which of the five your conditions can run today: Ready, Blocked or Not yet
Where your effort is going, and whether it can pay back at your stage
Your next one to three moves

Sample · seed B2B SaaS, 35 customers

ContentReady

TrustBlocked

SkillReady

UserNot yet

CapitalNot yet

Next business day · free

The written diagnostic

The verdict: a real loop, a funnel posing as one, or a funnel
The primary finding, with the evidence behind it
Priority loops for your GTM motion
Two or three hypotheses worth testing
“Is this a loop?” scored on the loop that matters most
Exposures, and the evidence only you hold

Written by me after looking at your company from the outside. A short read, not a data dump.

Want to go deeper? The Business Loop Stress Test runs on your own data and customer interviews, and is scoped on a discovery call.

Part 1 — Your motion

Which of these is closest to how you actually grow?

Pick the one that describes where most of your customers come from today — not the aspiration. This names the loops that should be compounding underneath.

How is the business capitalised right now?

Not a judgement, and not a proxy for size. It sets how many turns your slower loops have had, and which ones anyone can honestly assess yet.

Part 2 — Your current conditions

Roughly how many customers use it in a given month?

Customers, not seats — a 400-person account is one customer here. Estimate is fine.

How often does a typical customer actually use it?

Frequency sets how many times a loop can turn in a year. It matters as much as size.

Three months from now, could you tell me whether one specific customer is still using it?

Not whether retention is good — whether you can see it at the level of an individual customer.

Is there a named customer who would take a reference call this week?

Named. Not "probably someone would."

Does something you've made keep bringing you customers after you stop working on it?

Writing, tools, documentation, data, video — anything that kept working once you moved on.

Part 3 — What each cycle leaves behind

When you put money into growth, whose money is it?

Paid acquisition, sales capacity, inventory, channel incentives. Whether it returns matters — but whose money it is matters more.

When a customer comes back after a gap, do they start from where they left off — or from scratch?

Not whether they return. Whether anything they built up is still there when they do.

Part 4 — What starts the next cycle

Where does a new customer's first contact usually start?

The cue that begins a cycle. Whose surface is it on?

Does the next cycle start on its own, or do you have to start it?

A loop re-triggers itself. A campaign has to be run again.

Part 5 — Where the effort went (your channels)

Over the last two to three months, which channels did your growth effort actually go into?

This is the channel layer — where the work went, not the loop it was meant to build. Select everything that took real time: what you worked on, not what you meant to prioritise.

Of those, which one took the most time?

One answer. This is the only weighting the check uses — without it, ticking a box in passing would count the same as a month of work.

Optional

In one sentence each: what does a cycle of usage leave behind on both sides?

Not scored, and never included in a shared link. A real loop deposits on both sides every cycle — write these before you see the result.

What you end up with What the customer keeps that makes their next cycle better

0 of 12 answered

My Loop Stack

Calculated from your twelve answers alone. It shows where your conditions let each loop compound today. It is not a verdict. Whether your loops are real needs evidence, which is what the written diagnostic is for.

Your five loops, against your motion

Ready means your conditions let it compound now. Blocked means one precondition is missing. Not yet means your stage or scale cannot pay it back.

Your next moves

Your answers, played back

Your answers, as the four parts of a loop

A loop needs all four. Missing one and what looks like a loop is a funnel, a one-time event, or a vanity metric.

The rest of what you told me

Played back so you can check I read it correctly before I start.

How I run the written diagnostic: eight tests

The method is fixed. What changes is what your answers do to it.

Send three things and I will write your Business Loop Diagnostic.

Your name, your work email, and your company URL. The URL is the one that matters most: it is what lets me look at your company from the outside, which is where everything your answers cannot reach gets settled. Written by me, not generated.

I read every request myself and reply the next business day, either way. If the diagnostic will tell you something you don't already know, it's the reply. If it won't, I'll say so and point you somewhere that helps. In before 5pm PT means tomorrow; after that rolls to the next business day, and weekends and US holidays don't count. Sending shares your answers above, including the two boxes.

What this page is not. It does not tell you whether your growth runs on a real loop, a funnel posing as one, or a funnel. That is the verdict, and it needs evidence rather than answers: a real loop leaves behind two things after every cycle, a Compounding Asset you own and Retained Value the customer keeps, and no questionnaire can establish either. The Five Loop Types and the two-stock model are a framework by John Gusiff and Krzysztof Czubak, from The Stacking Moats Playbook: Business Models as Loops.

The Business Loop Stress Test

The written diagnostic proposes the hypotheses. The Stress Test resolves them with your own data and customer interviews, names the constraint holding your loop back, and turns the answers into an assigned action plan. It starts with a discovery call, because half the evidence isn't public.

Book a discovery call