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The MethodAlignment Diligence™

How we examine alignment.

Professional success depends on more than capability. Our diligence runs across six dimensions, the economics of getting them wrong, the questions others do not ask, and the way the work proceeds.

01The FrameworkSix Dimensions

Six dimensions of alignment diligence

Professional success depends on alignment across six dimensions that determine whether a person, a role and an institution will compound — or quietly come apart. Select a dimension.

02The EconomicsCost of Misalignment

Most professional failures are not failures of capability. They are failures of alignment.

IWrong successionA leadership transition built on the wrong premise erodes value for years before the cause is named.
IIWrong promotionA capable performer is advanced past the conditions in which they were capable.
IIIWrong platformThe right person on the wrong platform is never the constraint — and never the solution.
IVWrong environmentResourcing and unwritten power decide outcomes more reliably than any credential.
VWrong incentivesReward structures pull quietly against the outcome the institution intended.
VIWrong timingA decision reached too early, or too late, to hold — against the arc rather than along it.

Each is an alignment failure — and each is visible in advance to those who know where to examine.

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We optimise for durability,
not for acquisition.

03InquiryQuestions We Examine

Questions we examine

Alignment diligence begins with questions others do not ask. These inquiries reveal whether assumptions remain untested — and whether a decision will compound or corrode over the years that follow.

I

Would this person still choose this platform if nobody knew its name?

Motivation reveals itself the moment prestige is removed from the equation.

II

What happens after the title is secured?

A move made for the name on the door tends to lose its hold within the first year.

III

What assumptions remain untested?

Most appointments fail because a critical assumption was never examined.

IV

Who benefits most from this decision?

Incentives rarely point where the org chart suggests they should.

V

What must be true for this appointment to succeed five years from now?

Long-term alignment requires clarity about the conditions that must still hold.

04Process

How the work proceeds

We begin with conversation and move through context and assessment to perspective. The relationship extends well beyond the decision itself.

IConversationUnderstanding the decision, the person and the institution — privately, and without obligation.
IIContextExamining the environment and the conditions that will shape the appointment.
IIIAlignment assessmentEvaluating capability, motivation, judgment, environment, trajectory and institutional fit.
IVDecision perspectiveA considered view of whether the decision will compound or corrode over time — including what cannot yet be known.
VLong-term relationshipCounsel that continues beyond the decision, as the alignment is tested by time.
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Confidential by design

Examine alignment before the decision

A first conversation is confidential and exploratory. There is no form, no funnel and no obligation.

Begin a conversation → Read observations →