Kifu. The whole engagement, at one address.
You know the consulting relationship as it is usually practised: an inbox. A forty-page report no one can find again, a deck nobody is sure is the latest version, three attachments sent on a Friday evening — and a conversation that starts from zero at every meeting. We deliver differently. One link and one password, handed over on the first day: the whole file lives there, and it stays there until the decision.
An interface, not a delivery.
Built for your file.
It is an interface drawn for your decision: your deadlines, your figures, your documents, each in its place. What the file calls for, the page carries — a time ribbon when a deadline commands, a slider when a hypothesis can be moved, nothing when nothing warrants it.
It moves between your visits.
Countdowns run, statuses change, deliverables appear as they are signed, and the log records what has moved since you were last here. A frozen file is a PDF with a password; this one is consulted the way you check on something.
It does not age.
Its upkeep is carried by the engine, continuously: what is produced enters it the day it is produced. You do not wait for the next meeting to know where the work stands — and the hours we do not spend rebuilding slides go back into judgment.
Design, applied to the relationship.
An engagement is decided as much by how information circulates as by the analysis itself. As long as that circulation runs on attachments, part of the work is lost in transit: you search, you ask again, you read a superseded version, you redo in a meeting what was already written somewhere. Putting a link at the centre of the relationship removes that loss. What it gives back is decision time, to the person who decides.
It is the same doctrine, taken one notch further: designing the interface between what the chain produces and those who must decide on it. A better-presented document changes nothing about a decision. An interface does.
What makes this bespoke sustainable is our AI-native workflow: each interface is designed, sculpted for your decision — and it evolves with the file, organic, never frozen.
Thirty seconds, on a phone, between two meetings: where the file stands, what remains to be settled, and what has moved since yesterday.
One file, several readers.
An executive who gave two hours of interview, a supervisory board that arbitrates, an investment director who commissioned the work: they have neither the same interests nor the same rights. Each opens their own address and finds only what concerns them — not hidden, simply never sent. That is what makes it possible to bring several parties into one file without asking anyone to take trust on faith.
Demonstration — Composite scenarios, drawn from real situations — the companies, people, figures and facts are fictional. In a real file, no reader knows the others exist: the selector below belongs to this page only.
He commissioned the engagement and he signs. He opens everything: the substance, the reservations, the priced proposal, and what we do not know.
TB08 — Leadership team assessment
TERRALBA — regional-brand preserves and condiments. Eighteen months after the fund came in, the plan called for eleven per cent growth; the company is delivering four.
Framing and scope
The question requalified, the people selected, consents gathered.
Reading of the leadership team
Six dimensions, two loops: the state of the engine, the state of the transmission.
The fulcrum and the roadmap
Where a limited action reverses the dynamic — and in what order.
Individual debriefs
What was collected, what is done with it, what comes back to each person.
What follows the diagnosis
Scope, amounts, exit terms.
- Settle a single formulation of the Vision, carried by the fund and by the CEObefore the committee on 23 September
- Rearm the governance into a steering body — the gap to the thesis opening every committeeOctober 2026
- Set the date of the six-month fair test, and what it will measureimmediate
- 9 SeptemberThe fulcrum is delivered. It is not the man: it is the transmission.
- 6 SeptemberThe reading of the team is delivered. Engine virtuous, transmission broken.
- 2 SeptemberInterviews closed: seven executives, fourteen hours, no postponements.
- 26 AugustFraming settled. The question about a person is requalified into a question about governance.
Faithful reproduction — the countdowns above recalculate at every opening
A deliverable, opened.
The first screen of deliverable 01, as it opens from its card. The essentials read in one minute; the rest waits for whoever wants to verify.
Reading of the leadership team
Six dimensions, two loops: the state of the engine, the state of the transmission, and the point where a limited action reverses the dynamic.
- 01Execution is not the issue. Across the four quadrants, TERRALBA runs in a virtuous regime: decisions taken on Monday are applied on Tuesday.
- 02Two ventures live under the same roof. The one the CEO embodies every day — the fine regional house. The one in the investment thesis — the national platform. The second is formulated in the deal documentation, and nowhere else.
- 03Governance records figures without confronting the intent: the quarterly committees are reporting meetings. That is where transmission stops.
- 04Replacing this CEO would break an engine that runs, to treat a fault that is not his. The question of the person must be delayed and instrumented, not settled on a dashboard.
- Key Resources — real, and recognised inside and outEstablished
- Critical Functions — held; no vacancy in the posts that commandEstablished
- Synergies — fluid between the two sites, without formal procedureEstablished
- Commitment — deep, anchored to the person of the CEO more than to the ventureReservation
- Vision — it qualifies: formulated, shared, embodied, communicated. Only one of the two isEstablished
- Governance — a reporting body, not a steering oneEstablished
- The CEO's capacity to carry the thesis once it is shared — the fair test will measure itNot established
Why this reading does not conclude on the person
The regime observed — a virtuous engine under a broken transmission — produces the same signals as a leadership failure: a gap to plan, announced projects that do not land. It differs on one verifiable point: the intent never reached the organisation. Until that fact is corrected, no observation about the CEO can be interpreted — he has not refused to carry the thesis; he never received it. The fair test at six months, once the Vision is genuinely shared, is what will make the question of the person investigable. It will then be answered, documented and defensible.
What is not established is not asserted.
Yours would open on day one.
Bring a real situation. Thirty minutes later, you will know what it would take to investigate it, how long, and what we would not know how to do.
This is the form. The substance is read elsewhere: the two demonstration dossiers, opened in full.