01 About the businessThis lets us compare businesses fairly and understand which funding or support may be relevant.
Which best describes your role? * Select one Owner or founder Managing director or chief executive Director Senior manager People, HR or learning lead Another role
How is the business legally set up? * Select one Limited company (Ltd) Limited liability partnership (LLP) Partnership CIC or social enterprise Another structure Not sure Prefer not to say
Which best describes the ownership? Select one Owner-managed or family-owned Employee-owned Management-owned Private-equity backed Part of a larger group Something else Prefer not to say
What kind of construction or built-environment work does the business mainly do? * Select one Main contracting or general construction Specialist contracting or trade services Housebuilding or development Infrastructure or civil engineering Professional services or consultancy Manufacturing, products or supply Facilities, repair or maintenance Retrofit or low-carbon construction Something else
How many people regularly work in the business? * Select one Fewer than 50 50–99 100–149 150–249 250 or more It varies significantly Not sure
What was the business’s approximate turnover in its latest financial year? Select one Under £5 million £5m–£9.9m £10m–£24.9m £25m–£49.9m £50m or more Not sure Prefer not to say
How long has the business been trading? Select one Under 5 years 5–10 years 11–20 years 21–40 years More than 40 years
Is a significant ownership or leadership change likely within five years? Select one Yes, and plans are underway Yes, but planning has barely started Possibly Unlikely Not sure Prefer not to say
What is the nearest town or city to the business’s main UK base? Optional Choose a suggestion if you can. We use this to understand local demand; it does not identify an address.
02 Direction, growth and investmentGrowth can mean scale, stronger margins, resilience or a more valuable business—not only employing more people.
Which best describes the business’s direction over the next three years? Select one Actively pursuing rapid growth Pursuing steady, controlled growth Prioritising profit or productivity over size Prioritising stability and resilience Consolidating or reducing some activity Preparing for an ownership or leadership transition The leadership team has not agreed a direction Not sure
Has the business delayed or reduced a worthwhile investment during the past two years? If so, what was it and what held it back?
What is the most important business decision your leadership team expects to face during the next three years?
03 Performance and organisational capacityWe are interested in where capacity is lost and what makes improvement difficult—not in judging performance.
How consistently can leaders see project performance early enough to act? Select one Consistently across the business On most projects or teams It varies considerably Usually only after a problem or period end Visibility is limited Not sure
If one or two key senior people left unexpectedly, what would happen? Select one The business has credible cover and succession There would be disruption, but it would be manageable Important decisions or relationships would be seriously affected Part of the business could not operate effectively Not sure
When the leadership team agrees that something should change, how often is it implemented and sustained? Select one Nearly always Often Sometimes Rarely It depends heavily on the person leading it Not sure
Which best describes the business’s systems and data? Select one Mostly integrated and trusted Useful, with some important gaps Fragmented across teams or systems Too dependent on spreadsheets or manual work Systems exist but are not used consistently Not sure
04 Strategic priorities and opportunitiesThese reflect issues currently appearing in construction policy, sector plans and regional growth priorities.
Which one should the business make progress on first? Select one Succession or leadership transition Next generation of leaders Productivity and delivery Commercial resilience Building safety and quality Digital systems and data AI or automation Operational net zero Retrofit or low-carbon markets Procurement or supply chains Innovation adoption Workforce and good work None of these
How ready is the business to act on that priority? Select one Already taking substantial action A clear plan exists Exploring what to do We know it matters but not how to proceed Not started Not applicable
What makes this priority difficult for the business?
05 Testing possible supportSelecting an idea does not commit you to taking part. It helps us see which offers merit further development.
Which offers could be genuinely useful to the business? Choose up to three Strategic succession and ownership transition Prepare for sale, family succession, employee ownership, management buyout or a planned leadership handover. Future construction leaders Develop capable managers and leaders who can take wider responsibility across the business. Leadership-team effectiveness Improve strategic alignment, accountability, decision-making and collaboration at senior level. Commercial resilience and profitable growth Strengthen margins, cash flow, contract decisions, payment resilience and growth choices. Productivity and consistent project delivery Reduce avoidable delay, rework, variation and inconsistency across projects or teams. Digital decision-making and management information Get more useful, timely information from systems and make better technology choices. Workforce and management pipeline Plan skills, recruitment, retention, progression and the move into supervision or management. Net-zero and retrofit market readiness Assess operational changes and opportunities in retrofit, low-carbon work and regional supply chains. Winning public-sector and major supply-chain work Improve readiness for procurement, frameworks, partnerships and larger customers. Adopting innovation with confidence Evaluate, test and implement useful technology or new working methods without chasing hype.
Who would be most likely to take part? Select one Owner, board or executive team Directors or functional heads Senior managers Middle managers or project leaders A mixed group from the business It depends on the topic Nobody at present
When might the business realistically act on one of the selected areas? Select one Within six months Within a year Within one to three years Later than three years Not sure No action is currently planned
Without publicly supported provision, what would the business be most likely to do? Select one Buy similar support privately at the same scale and time Act later or at a smaller scale Try to address it internally Rely on informal advice, networks or existing suppliers Probably take no action Not sure This helps funders understand what their support would make possible that would not otherwise happen.
Which funding arrangement would the business be most likely to consider for valuable support? Select one Paying the full commercial price Co-investing alongside public funding Making a small contribution Only taking part if fully funded It would depend on the offer and evidence of value Not sure None
06 What difference should support make?Imagine the support had been genuinely useful. What would be different in the business 12 months later?
What do people designing business support most often misunderstand about medium-sized construction businesses?
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