Leadership decision-alignment diagnostic
A focused review of where leadership disagrees and what the evidence says, so the team can commit to a decision.
Book a diagnostic intro
Timeline /
2-3 weeks
Engagements typically start at /
$15,000
You receive /
5 deliverables
Who it’s for
Leaders disagree
Each executive reads the same numbers differently.
Decisions keep reopening
Choices get revisited instead of carried out.
Debate replaces data
Arguments run on opinion and seniority.
Fit
Helpful when
You have a live product, data the team can pull, and a decision stuck between competing views. Leaders are willing to act on what the evidence shows.
Not helpful when
You have no live product yet, or leaders have already decided and want validation. That is a different service.
How it works
1
Starting conversation
The decision at stake, each leader's view, your goals, the stack, and what you think is blocking agreement.
2
Data and stakeholders
Table descriptions, or a person who knows the data, plus time with the leaders involved. First data request.
3
Evidence testing
Tuesday and Thursday check-ins on what each view holds up against, open questions, and where the evidence leans.
4
Alignment readout
Each competing view, what the evidence says about it, and a recommended decision with the reasoning.
5
Optional: support the rollout
Stay on to help carry out the decision, scoped as separate work.
Every view in the room gets tested, including yours. The position with the loudest support is often not the best supported.
What you receive
Decision and KPI review
Evidence test of each competing view
Options compared side by side
Decision recommendation
90-day plan to commit
If the evidence does not settle the question, I will tell you where it stops.
Examples
A senior executive pushed an idea the data did not support
The team was hesitant and the data did not support the idea. Rather than reject it, I reframed it as a short, time-boxed live event and worked with designers to reduce risks and strengthen its value. The event worked for both the executive and the team; a broader rollout raised the revenue floor.
Which platforms and regions for an unreleased major game
Market analysis, comparable games and platform behavior pointed to emerging markets, but their economics did not fit the game. I compared breaking new ground, avoiding those regions and a hybrid designed for regional profitability and wider portfolio value. The decision was the hybrid.
Questions