Five days from now, you'll know exactly what to change.
Get your Top 5 People Moves — ranked, sequenced, and role-level.
Book a Staff Analysis Founding cohort — a limited number of engagementsNot everything that's wrong. The five things that, changed, move the most — ranked and sequenced.
Most diagnostics fail in the same way: they hand you a list of forty things, every one of them “a priority,” and the list goes in a drawer. Nothing changes, because everything was urgent and nothing was first. The Top 5 People Moves are built to do the opposite.
Five isn't a marketing number. It's the constraint that forces the work to be honest. Anyone can generate a backlog — the hard part is deciding what matters most when you can only do a handful of things at once. Cutting to five means ranking: the move that takes the most load off, the risk that hurts worst if ignored, the bottleneck whose removal speeds up everything downstream. A leadership team running 20–100 people can absorb five real changes in a quarter. It cannot absorb twenty. So we deliver the five that change the most, not the long list that changes nothing.
A list of twenty priorities is a list of zero. Five is the number a team can actually run.
This is the discipline that keeps the work clean: every move is role-level. It names a seat, a span, a decision right, or an owner — never an individual. We won't tell you who to fire, and we won't quietly grade your team behind their backs. That's not squeamishness; it's where the leverage actually is. The recurring failures in a growing company are structural — an overloaded seat, an orphaned decision, a missing function — and they'd bite whoever was sitting there. Fix the structure and you fix it for good. Swap the person and the seat breaks the next one too.
You still make every people call. You just make it knowing exactly what the seat needs to hold — which is a far better place to decide from than a gut feeling.
The moves are described by the problem they fix and the impact of fixing it — by mechanism and severity, never with invented numbers. They tend to take a few shapes:
One role has quietly accumulated three jobs. Splitting it relieves the person drowning in it and gives each job a real owner.
A recurring decision that nobody clearly owns, so it stalls or defaults back to the founder. Assigning it removes a standing bottleneck.
A management level that relays information instead of owning an outcome. Removing it shortens the path between question and answer.
A call being made two levels above the people who actually have the information. Pushing it down makes it faster and better at once.
A whole area of work being absorbed in the cracks because no seat owns it. Naming the seat stops the leakage.
The five aren't a menu — they're ordered. Ranked by leverage, then arranged into a 90-day sequence, because some moves unblock others and order matters. You don't get a pile of recommendations. You get a first thing to do on Monday, and a clear path through the quarter. That sequence is what turns the scale-ready verdict from a grade into a plan.
The five moves fall out of reading all three layers — people, structure, and systems — against where your company is actually overloaded and exposed. Five days, operator-run, one fixed fee. You leave with the verdict, the five moves, and the sequence to run them.
Get your Top 5 People Moves — ranked, sequenced, and role-level.
Book a Staff Analysis Founding cohort — a limited number of engagements