Kifu. What you receive on day one.
One link and one password, handed over on the first day of the engagement. This is the workspace of an assessment engagement, reproduced in full — its countdowns actually run, its index recomposes according to who is looking. The only departures from a real file: this one opens without a password, and the company does not exist.
Demonstration — composite case, drawn from real situations. The company, names and dates are fictitious.
One file, three readers, three addresses.
The one who signs, the body that arbitrates and those who provided the material have neither the same interests nor the same rights. Each opens their own address, with their own password, verified server-side: what an access level must not see is not hidden — it is simply never sent. And in a real file, no reader knows the other access levels exist — the selector below belongs to this demonstration only.
The one who signs — the investment director who commissioned the engagement. 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 10 August committee
- Rearm the governance into a steering body — the gap to the thesis opening every committeeSeptember 2026
- Set the date of the six-month fair test, and what it will measureimmediate
- 27 JulyThe fulcrum is delivered. It is not the man: it is the transmission.
- 24 JulyThe reading of the team is delivered. Engine virtuous, transmission broken.
- 20 JulyInterviews closed: seven executives, fourteen hours, no postponements.
- 13 JulyFraming 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.