What the questions cover

• Company profile: size, stage, and how long it has operated.
• Business model: how the company creates and captures value.
• Customers and market: who is served and the competitive environment.
• Delivery and operations: how the product or service is produced and delivered.

How to answer well

• Use plain, factual language — describe reality, not the pitch deck.
• Include numbers where you have them (revenue band, team size, customer count).
• Note anything unusual about the model; edge cases often drive the diagnosis.

When you are unsure

If you do not know something, say so or give your best estimate and flag it. A clearly marked assumption is more useful than a confident guess that misleads the analysis.

Common mistakes

• Describing the aspiration instead of the current state.
• Leaving out constraints that materially shape what is possible.
• Over-summarising to the point that the specifics disappear.