The free offer
The AIRA-DX© Stoic Analysis
A business diagnosis, not a marketing analysis. It doesn't look at your brand, your website or your communication: it looks at where the money comes in, where it's lost, who decides, who executes and where the process stalls. Then it tells you the three things to tackle first.
- Free, and the PDF arrives before the call
- Maximum 12 a week: that's the real capacity
- You get there from the check-up, and you decide together
What you get, exactly
All inside a PDF report, which is yours and stays yours even if you decide not to talk to us again.
Why it's called Stoic
We don't ask you to commit to results. We ask you to commit to actions.
The whole analysis comes down to a single operational distinction: what depends on your company and what doesn't.
INPUTS depend on you — calls made, follow-ups completed, contacts logged, surveys sent. OUTPUTS don't — revenue, contracts signed, closing times. They're a consequence, and no one can commit to them in advance without lying.
So we don't ask for commitments on outputs: we ask for commitments on inputs, and we show with the numbers why those inputs produce those outputs.
The practical advantage is that there are no more alibis. If the inputs were honoured and outputs stay low, it's a quality problem and it gets fixed together. If the inputs weren't honoured, the system was never fed. Either way, it shows in the numbers, not in opinions.
The method, in plain view
Four vital areas, measured one by one
We show them because showing them is what stops the word "free" from sounding like a hook. It's about six questions per area: twenty-three in total, and none of them are filler.
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01 Area
Relational Engineering
The relational capital the company has and doesn't count: how many referrals really come in, who brings them, whether anyone has the mandate to govern them, and whether there's a reciprocity agreement with whoever introduces clients.
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02 Area
Automation and Processes
What happens every time without anyone having to remember it, and what instead depends on one specific person being in the office that day. It's the area that decides whether the method holds up as you grow.
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03 Area
Positioning and Marketing
What you sell, to whom, and why someone should choose you. It's not about looks: it's about whether the offer can be explained in thirty seconds by someone who doesn't work for you — that is, by a Connector.
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04 Area
CRM and Pipeline
Where contacts end up, who calls them back, how many get lost along the way and at which step. The cemetery of inaction, when it exists, shows up here — and it almost always exists.
The two axes
The distance between where you are and where you say you want to go
Each area is measured twice, and the diagnosis lies in the difference between the two measurements.
Reality and Desire
Reality is what the data and observation say the company does today, area by area. Desire is what the entrepreneur states they want, on the same scale and the same areas.
The distance between the two is the Gap. It's not a grade and it's not a judgement: it's a measure of how much energy it will take to get where you say you want to go. A company at the base level that wants to stay there has no gap at all; an excellent one aiming higher has an enormous one.
The area with the widest gap has a name
In the system it's called the main wound, and it's the one addressed first. Not the most serious one overall: the one where the distance between what you do and what you want is greatest, because that's where energy is being wasted right now.
It's also why two companies with the same revenue and the same sector get two different diagnoses.
The scale
The Maturity Level, from 1 to 5
The Gap tells you how far there is to go; the level tells you where you're starting from. They're two different pieces of information and you need both.
| Level | Name | What it means |
|---|---|---|
| 1 | Chaos | The lowest rung on the scale. None of the analyses carried out so far has produced this outcome. |
| 2 | Managed (unstable) | Things get done, but they hold up only as long as the person doing them does. Remove that person, and the process stops. |
| 3 | Defined | There's a stated way of working, and it's written down somewhere. It isn't measured yet, so you don't know if it works. |
| 4 | Optimised | The process is measured and self-corrects based on the numbers, not on end-of-month impressions. |
| 5 | Strategic | The highest rung. None of the analyses carried out so far has reached it. |
What the analyses done so far show
Four numbers, and one doesn't suit us
61
Stoic Analyses completed
9 March – 7 August 2026 · analyses with a generated report, excluding two internal test rows
42 out of 61
Have their main wound in the relational area
Same window · the area with the widest Gap among the four measured
44 out of 61
Stop at level 3, "Defined"
Same window · ten at level 2 and seven at level 4
0
Companies that reached level 5. The uncomfortable number, published on purpose.
Same window · the highest rung on the scale has never been reached
Zero is the number that hurts us most, because it says that in five months of diagnoses we still haven't met a company that's excellent across these four areas. We publish it anyway, with its window and its method, the same as we do with every other number: the network's measures follow the same rule.
The matrix
Every symptom is traced back to the cause that produces it
It's the step that avoids consulting's most expensive mistake: treating what hurts instead of what causes it. Someone who buys a richer incentive to get more referrals is doing exactly that.
| Symptom | Structural cause | Therapy |
|---|---|---|
| Satisfied clients, spontaneous referrals close to zero | A structural conflict: introducing a colleague from your own area exposes your client base and creates a competitor. No reward offsets that risk. | The conflict isn't offset, it's removed: referrals only to non-competitors — a different province, a different specialisation. |
| The salesperson can't find new names to call any more | The sphere of influence the company already has has never been mapped: you go looking outside for what was never counted inside. | Mapping the seven pools of the first source of Connectors, then activation in order of yield. |
| A referral or two comes in, but it never repeats | Reciprocity was never agreed: whoever introduced a client did a favour, and favours don't repeat on command. | A written reciprocity agreement and the Reciprocity Engine: the debt becomes a tracked position instead of a thank-you. |
The first row is a real case: a B2B SaaS company with over a thousand active clients and €1.4 million in revenue, high stated satisfaction and a referral flow that was practically zero. Everyone's first guess — "we need a richer incentive" — was wrong.
The outcome
Three surgical priorities, and the rest is left alone
Nobody acts on a report with fifteen recommendations: you read it, you nod, and you file it. You attack the widest gap with the shortest lever, and deliberately leave the rest where it is.
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01 Ten minutes
The profiling questionnaire
It arrives once the analysis has been agreed, and it starts from the answers you already gave in the check-up. It isn't a registration form: every question serves to place the company on one of the four areas.
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02 Up front
You receive the report as a PDF
Before the call, not during it. So the twenty minutes together are spent discussing the result instead of gathering it, and you arrive having already read it. The report is yours and stays yours.
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03 Twenty minutes
The call
You read the report together and decide whether it makes sense to continue. Twenty minutes are twenty minutes: if more time is needed it's agreed afterwards, not taken from that slot.
Twelve analyses a week. That's capacity, not a lever.
Each one costs half a day of real work from someone who knows how to do that work. Twelve is as many as we can deliver without lowering quality, and when the week is full we move to the next one. A piece of someone's reputation ends up in your hands: if the appointment is set, we expect you to be there.
Qualification
Who we give it to, and who we don't
The Stoic Analysis is for companies with at least 10 stable people between employees and contractors, or €1 million in revenue, with an average ticket above €5,000 and consultative-style selling. B2B, or B2C with a ticket of €500 or more.
Between 5 and 9 people it isn't a no: it's case by case, and we assess it during qualification by looking at ticket size and sector.
Under five people, there's a different door
We don't turn you away and we don't waste your time with a diagnosis that would prescribe a structure you don't have yet. The right path starts at MigaMATCH: you get introduced to people in your target through B2B matchmaking, and the structure gets built afterwards, if and when it's needed.
Frequently asked questions
What people ask us before starting
How do you get there?
It starts with the AIRA-SCAN© check-up: ten questions and three minutes. The extended report arrives by email, then within one working day a person calls you, and on that call you assess together whether the Stoic Analysis makes sense for your company. There's no "request" button, and that isn't rudeness: it's what makes the twelve-a-week limit real.
Is the Stoic Analysis really free?
Yes, and it isn't philanthropy: it's our filter. It costs us half a day of real work and we do a maximum of twelve a week, so we offer it to companies in target knowing some of them will become clients and some won't. Anyone who walks away with the three priorities and executes them on their own has still received exactly what we promised.
How much time does it take?
The check-up is three minutes. If the analysis goes ahead, the profiling questionnaire is ten minutes and the report arrives as a PDF before the call, so the twenty minutes together are spent reading it, not gathering it. Twenty minutes are twenty minutes: if more time is needed it's decided afterwards, not taken from that slot.
What is the diagnosis based on?
On four areas measured on two axes: the reality tracked by your data and the desire you state yourself. The distance between the two is the Gap, and the area with the widest gap is the one addressed first. The score is deterministic and reproducible: none of the three priorities comes from an opinion.
What if in the end you tell me you have nothing to sell me?
It happens, and it's one of the expected outcomes. The analysis looks at where the money comes in, where it's lost, who decides and where the process stalls: if your company's biggest problem isn't relational, we tell you, and we also tell you where we think it is. Selling a programme to someone with a different problem is the fastest way to get the work handed back to you.
Where does the data I give you end up?
On the MigaMATCH platform, which belongs to the same company and has a stricter privacy notice than the site's own: it states the logic behind the profiling, the use of artificial intelligence in generating reports, the no-training policy, and deletion of data sent to the AI service within seven days. Consent to profiling is separate from consent to marketing, and the second is optional.
How you get there
You don't book it: you start from the check-up
The Stoic Analysis doesn't have a "request" button, and that isn't rudeness: it's what makes the twelve-a-week limit real. There's only one path, and it's public.
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01 Three minutes
Take AIRA-SCAN©
Ten questions, no sign-up needed to start. The score is calculated by your browser and shows up right away: your company's Relational Potential Index and the dimensions where you're losing the most points.
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02 By email
You receive the extended report
A breakdown of your result, dimension by dimension. It's the only point where we ask for your address, and we ask for it after you've already seen the number.
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03 One working day
A person calls you
Not to sell you anything: to hear whether what you read matches your company. If the working day passes without us reaching out, call us and hold us to it.
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04 Together
You assess whether the analysis makes sense
On that call, the two of you decide together. The check-up doesn't entitle you to the Stoic Analysis and we don't pretend otherwise: if your company doesn't have the right characteristics, or if your biggest problem isn't relational, we tell you right there.
Twelve a week. That's why there's no "request" button.
A form open to anyone, with a stated limit of twelve, means one of two things: either the limit is fake, or the filter exists but stays silent. We prefer the stated filter — it's the Fifth Law applied to our own funnel, not to your company.
Anyone introduced by a Connector doesn't need to go through any questionnaire: the number is 0549 888808.