3DMAI Commercial Intelligence Engine - Rules v1.0

Your Commercial Performance Review.

The same analysis used by commercial directors at UK businesses - 60+ commercial rules, deterministic calculations, P1–P4 priority findings. Walk into any meeting with this.

Your Business

Your Data

Your Review

Profile completeness0%

Select your business type to begin

Who is this review for?

My own business

A full commercial review of a business you run or advise, using its own figures

Another company

Evaluate a competitor, prospect, supplier, or acquisition target from their published or supplied figures

What type of business do you run?

Distributor / Importer

Buy and sell physical goods. Building, KBB, electrical, hardware, industrial, wholesale

Manufacturer

Make physical products. Engineering, food, packaging, print, specialist manufacturing

Service Business

Sell time and expertise. Trades, landscaping, maintenance, facilities, construction

Online Business

E-commerce, marketplace, dropship, digital products, subscriptions

Professional Practice

Consultants, agencies, advisers, accountants, specialist professional services

Mixed / Other

A mix of the above, or a business type not listed here

A few quick questions

Approximate annual revenue

Why we ask

Revenue (turnover) is the total amount customers pay you before costs. It helps us put margins and cash figures in context - a 30% margin means something different at £200k than at £3m.

Biggest commercial concern right now

Why we ask

This tells the engine where to focus first. If margin is your concern, it prioritises pricing and cost rules. Not sure? Select that - the engine will find what matters most from your data.

How do most customers pay you?

Why we ask

Payment timing drives cashflow. A profitable business can be cash-poor if customers take 60+ days to pay. This shapes the cashflow analysis.

Do you hold stock or inventory?

Why we ask

Stock is cash sitting in a warehouse. If you hold significant stock, the engine analyses how efficiently it converts to sales and whether too much cash is tied up in slow-moving lines.

About your finances

Are you VAT registered?

What this means

VAT registration means you collect VAT from customers and pay it to HMRC quarterly. This creates a timing gap between cash in and cash out that significantly affects cashflow analysis.

Are your figures before or after VAT?

What this means

If you charged £120 (including £20 VAT), your revenue figure could be £120 (with VAT) or £100 (without). Most management accounts use figures excluding VAT. Your accountant will know.

Anything unusual in your figures this period?

What this means

One-off events (large contract, insurance payout, asset sale, redundancy cost) can make figures look better or worse than normal trading. The engine needs to know to avoid misleading conclusions.

How do you pay yourself?

Why we ask

Many owner-directors take a small salary plus dividends. If dividends are not shown in the accounts, the profit figure may look higher than the true economic return. This helps us show an accurate picture.

About your people and customers

How many people work in the business?

What to include

Count everyone on the payroll - full and part time. Don't include self-employed contractors. Directors who take a salary count as employees. This enables revenue per employee and NLW exposure analysis.

Biggest customer - % of your revenue?

Why we ask

If one customer is a large share of revenue, losing them could be devastating. Think about which single customer spends most with you - roughly what percentage of total sales do they represent?

Foreign currency exposure?

What this means

If you pay suppliers in euros or dollars, exchange rate moves directly affect your costs. A 10% adverse move can significantly change your margins. This activates FX risk analysis.

Your 12-month goal?

Why we ask

Your goal changes which opportunities get priority. Growing revenue needs different actions than improving margin or reducing cashflow stress. This shapes how recommendations are ranked.

What would you like to do?

Full Commercial Review

Complete analysis across all domains - P1 to P4 priority findings, 90-day plan

Specific Question

Ask one focused commercial question about your data

Quick Health Check

Enter key figures for an instant commercial health snapshot

Your specific question

Your business data

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Drop files here or click to browse

P&L, balance sheet, aged debtors, stock report, customer summary - CSV, Excel, PDF, Word

Current period (this year)

Annual revenue (£)

Revenue / Turnover

Total sales before any costs. Your accountant calls this "turnover." Enter excluding VAT if you are VAT registered - most accounts work this way.

Cost of goods / Direct costs (£)

Cost of Goods Sold

The direct cost of what you sell - materials, bought-in stock, direct labour if manufacturing. Does not include rent, salaries of office staff, or overheads. Your accountant calls this COGS or "cost of sales."

Fixed overheads / Indirect costs (£)

Overheads

Costs that exist regardless of how much you sell - rent, salaries, utilities, insurance, vehicles, subscriptions. Does not include what you already entered as cost of goods.

Trade debtors (£ owed to you)

Trade Debtors

The total amount customers owe you on outstanding invoices right now. Find this on your aged debtors report or balance sheet. This is used to calculate debtor days.

Trade creditors (£ you owe suppliers)

Trade Creditors

The total you owe to suppliers on outstanding invoices. From your aged creditors report or balance sheet. Used to calculate creditor days and cash conversion cycle.

Stock / inventory value at cost (£)

Stock Value

The value of unsold stock or inventory at what you paid for it (cost price, not selling price). From your stock report or balance sheet. Enter 0 if you don't hold stock.

Current bank balance (£)

Cash / Bank Balance

Your current bank account balance today, or at the end of the last accounting period. Used to assess cash runway and liquidity.

Monthly fixed costs (£)

Monthly Fixed Costs

What you must pay each month regardless of sales - staff, rent, utilities, etc. Used to calculate cash runway (how many weeks until cash runs out at current burn rate).

Prior year (for comparison - greatly improves analysis)

Prior year revenue (£)

Prior year gross margin %

Prior year margin

The gross profit percentage from your previous year's accounts. Gross profit ÷ revenue × 100. Even an approximate figure helps the engine detect margin deterioration.

Prior year trade debtors (£)

Prior year stock value (£)

Additional context (optional - improves specific findings)

Top customer revenue (£ or % of total)

Freight / delivery cost (£ total this year)

Freight charged to customers (£)

Slow / aged stock value at cost (£)

Slow stock

Stock that hasn't sold in 6+ months. If you know this figure from your stock report, enter it here. The engine uses it to calculate GMROI and stock rationalisation opportunity.

Any other context the engine should know

3DMAI Commercial Intelligence Engine

Initialising analysis...

○Reading and parsing business data

○Running deterministic calculations

○Evaluating 60+ commercial rules

○Scoring and prioritising findings (P1–P4)

○Drafting evidence-based explanations

○Identifying evidence gaps

○Building 90-day action plan

3DMAI Commercial Performance Review

Commercial Performance Review

Analysis based on data provided

This review is based on financial data and information provided by the user. It constitutes commercial analysis, not audit, legal, tax or regulated financial advice. All findings are classified by evidence type - FACT, CALCULATION, INFERENCE or ASSUMPTION. Evidence gaps are explicitly stated. Financial impacts are presented as low/base/high ranges. The user remains responsible for all commercial decisions.

◆ Commercial Health Scorecard

◆ Executive Summary

◆ Calculated Metrics

◆ Priority Findings & Recommendations

Ask a follow-up question about your review - 10 of 10 questions remaining