Evaluate your business's funding readiness with our proprietary scoring algorithm
The business is completely informal, unregistered, and has no tax ID or legal documentation.
The business is partially registered (e.g., business name only), but lacks a TIN or required operating licenses.
The business is fully registered but has lapsed documentation (e.g., no recent renewal, inactive TIN, no business permit).
The business is legally registered with an active TIN and has most of the required permits/licences, but may lack one minor item.
Fully registered and compliant, with active tax registration, all necessary business permits/licences, and good standing with all relevant regulatory bodies.
Idea stage or business has not yet launched operations. No prior experience or transactions.
Less than 6 months in operation with no revenue and minimal market engagement.
6–12 months in operation with some small transactions, early customer activity, or MVP/pilot progress.
1–3 years of operation, consistent revenue, clear milestones (e.g. staff hired, products launched, contracts signed).
Over 3 years of operation, well-documented growth history, clear revenue streams, and success stories or impact metrics to show traction.
The founding team has no experience in the business's industry or any prior leadership/entrepreneurial role.
Founders have limited experience or come from unrelated industries with no transferable skills.
At least one team member has some relevant experience or background; limited leadership or growth experience.
Team has a combined mix of skills; some prior experience in similar businesses or industry; limited success history.
Team includes individuals with direct industry experience, proven success in similar ventures, and complementary skill sets (e.g., operations, finance, marketing, strategy).
Business or owner has a poor credit history (e.g. active loan defaults, bad credit report, or pending legal actions).
Credit history is unknown or mostly negative; references are unavailable or mixed.
Some minor issues in the past (e.g., late payments) but no major red flags or defaults.
Positive track record of financial responsibility; some formal credit history or strong informal reputation.
Excellent credit history, no defaults, transparent repayment behavior, strong references from prior lenders or partners.
No formal structure; decisions are made solely by the founder with no external oversight or support.
Limited informal advisory relationships (e.g., friends or mentors), but no structured board or professional advisors.
A basic governance structure exists, but with unclear roles, infrequent meetings, or inactive participation.
Active advisory board or internal governance structure (e.g., board meetings, management oversight), but not yet diversified in expertise.
Structured governance with an engaged board of directors or professional advisors offering legal, financial, or strategic guidance regularly.
The business idea is vague or doesn't address a clearly defined problem. The solution lacks purpose or relevance.
The problem is somewhat defined, but the solution feels generic or not well-articulated. The value proposition is unclear.
The business identifies a real customer problem and offers a viable solution, but lacks clarity in how it uniquely creates value.
The problem and solution are clearly defined, and the value proposition shows a moderate level of uniqueness or innovation.
The business tackles a pressing, well-researched customer problem and presents a unique, well-differentiated solution with a clear and compelling value proposition.
The target market is too small, niche, declining, or undefined. No data or research provided.
The market is limited in size or demand growth is uncertain. Basic market definition but no sizing or growth data.
The business operates in a moderately sized market with some potential. There is a general idea of market trends and size.
The market is sizable and growing, and there's reasonable evidence of demand (e.g., reports, trends, or local indicators).
The business targets a large, high-growth market with strong demand, clear TAM/SAM estimates, and strong alignment with sectoral or national development priorities.
The product/service is undifferentiated — a direct copy of existing solutions with no added value or moat.
Minor points of difference exist, but the competitive advantage is weak or easily copied.
The business shows some competitive edge (e.g. pricing, distribution), but lacks a long-term moat or IP.
There's a clear and defensible value proposition that gives the business an edge (e.g. tech, partnerships, brand strength).
The business possesses a significant and defensible competitive advantage (e.g. patented tech, exclusive access, unique capabilities) that is hard to replicate and clearly positions it ahead of rivals.
No marketing or sales strategy exists. Target customer is vague or misunderstood.
Basic ideas around sales and marketing exist but are not clearly aligned with customer needs or market realities.
The go-to-market plan includes some defined channels and tactics, but lacks detail, testing, or local adaptation.
The business has a solid, realistic plan to reach and serve customers, informed by research and local insights.
There's a well-researched, multi-channel go-to-market strategy based on deep customer insight, with proven traction or strong engagement strategies tailored to the Ghanaian/local market.
Pure idea stage. No revenue, no users, no pilots, and no external validation.
Concept tested informally or piloted with minimal data; no customers or revenue yet.
Early traction with small user/customer base, a few transactions, or at least one pilot/partnership validating the business model.
Consistent and measurable traction — recurring revenue, contracts, user growth, or successful pilots underway.
Strong momentum — growing revenue, partnerships, repeat customers, or product-market fit demonstrated through demand. Validation includes letters of interest, signed contracts, or growth KPIs.
No clear plan yet for how the business makes money. Just an idea or early-stage concept.
Some income streams exist, but they are limited or unstable (e.g., from one customer or a single product).
The business has one or two clear income sources, but they are still developing and may not scale well.
The business has multiple income sources that are already bringing in money and can grow over time.
A strong, well-structured business model with several reliable and scalable revenue streams. The model is proven and profitable or close to it.
No financial records, no income yet, and unclear about costs or profit margins.
Some revenue but poor record-keeping or unclear if profits are being made. Expenses may be too high.
Moderate income and some understanding of profit margins, but unclear on cash flow or cost per customer.
Good revenue, some profits, and solid understanding of costs and pricing. Finances are under control.
Excellent revenue or profit performance. Strong understanding of unit economics like customer lifetime value vs. acquisition cost. Financials are tracked and improving.
No financial forecasts or just guessed numbers with no explanation.
Projections are too optimistic or not linked to any research or evidence.
Some numbers make sense, but the assumptions behind them are not clearly stated.
Forecasts are based on reasonable assumptions and supported by basic data (e.g. market size, pricing, sales targets).
Clear, data-backed projections with detailed logic. Numbers are ambitious but believable and grounded in market or internal evidence.
No plan for when or how the business will make a profit or generate steady cash.
Plan exists but not clear how profits will be reached or if the business can survive financially in the short term.
There is a general plan to become profitable in 1–2 years, but cash flow is tight or unstable for now.
Clear path to profitability or stable cash flow in the near future. Forecast shows breakeven in 6–18 months.
The business is already profitable or has strong cash reserves and clear plans to maintain or grow positive cash flow.
No accounting records or financial statements. Finances are tracked informally or not at all.
Some records exist, but they're incomplete or not up to date. Hard to present to a funder or bank.
Basic income and expense records are kept. Simple statements (e.g., Excel sheets) are available if needed.
Regular bookkeeping is done. Financial statements (income, balance sheet, cash flow) are available and updated.
Financials are well-organized, accurate, and transparent. Audited statements or professional accounting records are available.
No specific plan — just a general idea to "grow the business."
The plan is vague (e.g., "marketing" or "operations") without details or timelines.
Some explanation of how the funds will be used, but not broken down into clear stages or linked to goals.
Good breakdown of how the money will be used (e.g., X for equipment, Y for staff), and tied to specific growth targets.
Well-documented and realistic use of funds with milestones and clear outcomes. Each cedi or dollar spent has a purpose that directly helps the business scale.
Already heavily in debt or has past issues with repayments. Taking more funding would be risky.
Has existing debt and limited ability to repay more. Cash flow is not stable enough yet.
Some loans or debts are in place but manageable. Ability to repay is fair.
Minimal debt and good repayment track record. Monthly income can comfortably support more debt if needed.
No debt or very low debt, and excellent financial strength to manage additional investment or loans.
No assets available and cannot provide a guarantor. No collateral.
Very limited assets (e.g. laptops, furniture) that may not satisfy a lender's requirements.
Some assets available (e.g. vehicle, equipment, land under shared ownership), but not sufficient for a large loan.
Valuable assets are available to secure medium loans (e.g. land, owned equipment, inventory).
High-value collateral (e.g. titled land, buildings, fully owned machinery) and/or a credible guarantor ready.
No personal investment yet — looking for outside funding only.
Small personal contribution (e.g. mobile money budget, shared resources), but limited commitment.
Moderate financial input (e.g. ₵5,000–₵20,000 or reinvested revenue), but no major risks taken.
Strong personal investment — founders have contributed savings, assets, or loans and actively reinvest profits.
Founders have made significant capital investments (₵50,000+ or equivalent), and have strong financial and emotional commitment to the business.
Risks are not identified or acknowledged. No plan in place.
Risks are mentioned, but there are no specific actions to address them.
Key risks are identified, and a few basic ideas to handle them are in place (e.g., insurance, cutting costs).
Business has clear mitigation strategies for major risks (e.g., backup suppliers, cost controls, legal protection).
Full risk analysis done. Contingency plans and response strategies are in place (e.g., currency hedging, fire insurance, market diversification, succession plan).
No awareness or action on environmental or social responsibility. No governance or ethical practices in place.
Some concern for the environment or people, but no clear practices or policies. No team accountability or oversight.
The business tries to follow good practices (e.g. waste management, worker safety), but not formalized.
Clear and ongoing efforts to follow ethical, fair, and sustainable practices. Some documentation or internal rules exist.
Strong ESG practices in place — such as sustainability policies, ethical labor practices, community programs, and active governance systems. These are monitored and improved over time.
The business is purely for profit, with no visible social or community impact.
Indirect impact (e.g., hiring a few people), but no clear intention to create broader social value.
Some positive outcomes (e.g., job creation, empowering youth/women, rural support), but not a major part of the business model.
Strong social benefits are evident and somewhat built into operations (e.g. working with underserved communities).
Social and economic impact is central to the business. It aligns with national goals (e.g., SDGs, food security, digital inclusion). Business intentionally drives change for good.
No clear plan for paying back loans or providing investor returns. Just hopes or vague promises.
Rough idea for repayment or exit (e.g., "we'll grow and pay back"), but no financial plan or schedule.
There is a basic repayment plan or exit strategy, but it lacks detailed figures or timelines.
Solid plan with clear repayment structure (for loans) or future exit (for equity) in 3–7 years.
Detailed, realistic strategy for returns — e.g., loan repayment through cash flow, or investor exit via acquisition, dividends, or buyback.
No partnerships or collaborations. The business operates entirely on its own.
A few informal relationships exist, but nothing strategic or documented.
One or two formal partnerships or pilot clients, but still early stage.
Several valuable partners (e.g., suppliers, clients, distributors, accelerators) support the business's growth.
Strategic partnerships are a major strength — including brand-name clients, institutions, or programs that boost scale, reputation, or revenue.
Easily overwhelmed by setbacks; slow to respond to changes or challenges.
Some signs of perseverance, but team struggles with change or uncertainty.
Team shows basic resilience and is learning to pivot or adapt.
Demonstrated ability to bounce back from hard times (e.g. COVID impact, market shocks). Adaptation and problem-solving are evident.
Highly resilient, resourceful, and adaptable team with real stories of overcoming adversity and adjusting quickly to new realities. Investors trust you'll survive the storms.
