Credit history
Financial borrowing and repayment history.
THE 3C POTENTIAL RATINGGive investors
Give investors
more than a pitch.
Show the strengths behind your vision. Understand the limitations. Make the support plan visible.
Bring Character, Capability and Capacity into the conversation—so founders, partners and investors can ask better questions before the next commitment.
14 days · No card · No automatic charge
Transparency gives you power.A clearer starting point for a serious conversation.
CharacterFoundationCapabilityBreadthCapacityDepth
THE IDEA. THE NUMBERS. THE PEOPLE.
Project potential deserves a closer look.
So does the person expected to deliver it.
A FULLER VIEW OF WHAT YOU BRINGThere are ratings
There are ratings
for almost everything.
Credit history, insurance risk, tenancy records and supplier viability each answer a particular question. Leadership readiness deserves its own conversation.
ADD THE PEOPLE PICTURE
What are you ready to deliver—and what support will you need?
The 3C Potential Rating considers reported behaviour, relevant skills and current capacity in the context of a project. It gives strengths and development needs a place beside the financial and commercial plan.
Explore the rating scaleA complementary leadership lens. Existing financial, identity, reference and due-diligence checks remain important.
WHY THE CONVERSATION MATTERSAmbition is essential.
Sources & definitions Ambition is essential.
Execution is demanding.
Still actively trading.
Of businesses that entered Australia’s business population in 2022–23, 49.2% were still actively trading at June 2026.
199,742 of 406,365 entries. Entries include reactivations; continued trading is not a profitability measure. Exits are not automatically failures.
ABS · 2026 release [1]Management was a nominated cause.
Poor strategic management was nominated as a cause of failure in 50.3% of initial external administrators’ and receivers’ reports lodged in 2024–25.
4,824 of 9,585 reports. Multiple causes can be nominated. This is not a rate for all Australian businesses or proof of intent.
ASIC · 2024–25 reports [2]Returned less than invested capital.
In a 2016 study of 245 completed U.S. angel investments, 70% returned less than the capital invested.
Most outcomes occurred in 2010–2016. A historical U.S. sample, not an Australian start-up failure rate or the percentage of investors who lost money.
Wiltbank & Brooks · 2016 [3]These are separate datasets with different populations and periods. They provide context for diligence and development; they do not measure 3C’s effectiveness or establish why an individual business failed.
GOOD INTENTIONS NEED PRACTICAL SUPPORT.UNDERSTANDING BEFORE ASSUMPTIONManagement problems
Management problems
can arise without
bad intentions.
Capability gaps, competing commitments, unclear responsibilities and weak oversight can turn a promising plan into a difficult delivery.
Someone can believe in a project and still lack the experience, time or support its next stage requires. Making those limitations visible creates a better starting point for advice, resourcing and shared accountability.
Market conditions, funding and team design also affect outcomes. A leadership assessment is one part of the picture.
See how insight becomes a support planA LIMITATION UNDERSTOOD CAN BE PLANNED AROUND.Knowing your limitations
Knowing your limitations
is an advantage.
You can seek the right expertise. Share responsibility. Put controls in place. Adjust the pace. Give investors and partners a more considered account of the road ahead.
MAKE YOUR PERSONAL SWOT ACTIONABLEFrom a hidden gap
From a hidden gap
to an agreed response.
Recognition alone is a starting point. Decide what needs to happen, who will own it and when it will be reviewed.
ILLUSTRATIVE SCENARIO · CAPABILITYUnderstand the limitation.
Understand the limitation.
Design the response.
This example shows how a SWOT conversation can become an agreed support plan. It is not a member assessment or a prediction.
A strength to build on
Customer insight and strong supplier relationships.
The development need
Cash-flow forecasting experience needs strengthening.
Project exposure
Stock and growth costs could arrive before customer payments.
A practical mitigation plan
Engage a finance adviser, test a 13-week cash-flow forecast and agree spending limits.
AccountabilityFounder + finance adviser
Review pointWeekly review against actual cash movements.
The assessment identifies questions to explore. Agreed actions, independent checks and follow-through give the conversation practical value.
A RECORD YOU CAN RETURN TOUnderstand yourself
Understand yourself
in the context
of the work ahead.
Reflect across 99 statements—33 for each C. Capability questions adapt to your activity, including technology, invention, construction, property, health, creative work and established business services.
- Project context
Assess the role, activity and stage you are preparing for.
- Evidence and coverage
See which answers are rated and where information is missing.
- A practical development plan
Record actions, owners and review dates.
- An ongoing conversation
Save assessments and revisit them as skills and circumstances change.
ILLUSTRATIVE RESULT · EXAMPLE DATA
A clearer starting point.
Retail expansion · founder readiness
Character75/100
Capability50/100
Capacity75/100
A useful next conversation
Strengthen cash-flow planning with specialist support before increasing stock commitments.
Example only. Self-assessed and independently unverified. Reviewed professional feedback appears separately in 3C Standing. Scores describe supplied ratings; they do not predict investment returns or certify a person.
Discover 3C StandingMAKE IT PART OF HOW YOU PREPAREBefore the commitment.
Before the commitment.
Then throughout the journey.
Make a 3C conversation a regular preparation step when a project, responsibility or partnership changes.
- 01
Reflect
Set your project context and complete the assessment.
- 02
Discuss
Review strengths, gaps and missing evidence with relevant people.
- 03
Agree
Document support, responsibilities and practical controls.
- 04
Review
Check actual delivery and reassess when circumstances change.
Be taken seriously through the quality of the conversation.
Acknowledge what needs support, explain your response and show how you will stay accountable. Funding and partnership decisions remain with the people making them.
YOUR NEXT STEPChoose how you’ll
Choose how you’ll
build the picture.
Start your individual assessment free, or discuss a package for your management, investment or leadership context.
Founders
For the person building the vision.
A$39/ month
Proposed launch price · includes GSTStart my free trial- Individual assessment & project context
- 22 capability modules
- Development plans & project reviews
- Snapshots, printable reports & exports
Managers
For developing management practice.
A$299/ month
Proposed launch price · includes GSTDiscuss this package- Planned access for up to 10 leaders
- Role-based development workflows
- Planned manager review tools
- Organisation onboarding by arrangement
Investors
For structured leadership diligence.
A$499/ month
Proposed launch price · includes GSTDiscuss this package- Planned coverage for up to 10 ventures
- Proposed portfolio review dashboard
- Member-controlled standing report links
- Pilot design and onboarding discussion
Leadership teams
For an organisation’s next chapter.
A$999/ month
Proposed launch price · includes GSTDiscuss this package- Planned access for up to 50 people
- Proposed team coverage & reporting
- Organisation permissions planned
- Facilitated rollout by arrangement
Begin with clarity. Your individual trial lasts 14 days with no card or automatic charge. The proposed individual Founder membership includes one active project; each additional active project is proposed at A$15/month including GST. Paid checkout is not active. Organisation packages are in preparation and require a separate agreement.
FOR ADVISERS, COACHES & PROFESSIONAL FIRMS
Explore commercial packages Make discovery part of your client service.
Explore Commercial Affiliation for 25–500 connected accounts, client discovery invitations and proposed partner revenue share.
A FEW QUESTIONS, ANSWERED CLEARLYRead the scoring and review policy
Understand what you’re starting.
Will a 3C Rating help me secure funding?
It can help you prepare a more structured discussion about leadership readiness, gaps and support. It does not guarantee funding, validate a valuation or predict a project’s success. Investors should carry out their own checks.
Is identifying a weakness a bad result?
It can be a useful development finding. A clear limitation allows you to discuss training, advice, partnerships, delegation, controls or a more realistic timetable. The value comes from the response and follow-through.
Is my score the same for every project?
Each project has its own self-assessment context and rating. A retail expansion can require different capabilities and capacity from a sales role or an event. Reviewed-feedback Standing currently describes profile-wide professional dealings and is displayed separately.
Is this a credit score or an industry-certified standard?
The current rating is a descriptive, unvalidated assessment index. It is not a creditworthiness measure, character certification or independently established industry standard. The methodology is published and future validation is required for predictive or selection uses.
Who can see my answers?
Your assessment records are private to your signed-in account. You choose whether to share an exported report or a Standing report link. Commercial partner score-summary access requires a separate member choice; raw answers and private evidence are excluded.
What happens after the free trial?
Assessment editing pauses after 14 days. You can export your saved records while retained. There is no automatic paid conversion. Continued access requires a separate arrangement.
SOURCES YOU CAN INSPECT · CHECKED 15 NOVEMBER 2026
The context behind the numbers.
Australian business and insolvency data are shown alongside a separately labelled historical U.S. investment study. No current Australian aggregate angel-investment loss rate is claimed.
[1] Australian business survival
ABS, Counts of Australian Businesses, July 2022–June 2026, released 18 August 2026. Table 3 (2022–23 entries) and Table 16: 199,742 ÷ 406,365 = 49.2%. Entries include reactivations and reclassifications. A business exit can reflect sale, merger or restructuring; continued trading is not proof of profitability.
[2] Management in insolvency reports
ASIC, 2024–25 Insolvency Statistics, Series 3.1, Tables 3.1.1 and 3.1.3.1. Calculated share: 4,824 reports nominating poor strategic management ÷ 9,585 initial reports = 50.3%. Causes are reported by administrators/receivers and can overlap. The data do not establish intent or a single cause.
[3] Historical angel-investment outcomes
Wiltbank & Brooks, Tracking Angel Returns, 2016 ACA Summit presentation. The two datasets contain 109 + 136 completed U.S. investments; 70% returned below 1× capital. Most outcomes occurred in 2010–2016. Still-active investments are excluded; selection and VC-visibility limitations apply. This is not a percentage of invested dollars lost.