Three reads. Each one ends in a decision.
The usual answer to a hiring question is a sales office with a phone. Ours is a read: what your market actually looks like — what the companies hiring from you are paying, who is leaving whom, what the people you want actually value — before any name is named, and before we ask whether you want to hire at all.
- 01
Compensation Band Correction
Most pay models lag the offers being made in private. We close the gap in four weeks.
- 02
Offer-Gap Read
Your offers are not being declined on pay. They are being declined on everything around it.
- 03
Retention Diagnostic
Before you spend a year replacing the people you might lose, find out which ones you are actually about to lose.
Compensation Band Correction
Most pay models lag the offers being made in private. We close the gap in four weeks.
Scope
Four weeks · written deliverable + one leadership presentation
Situation
You set pay from your last benchmark, and new hires now come in above the people already doing the job.
Complication
The companies quietly absorbing your people are not your traditional competitors, and what they value shifted a generation ago. Your pay model is one or two refresh cycles behind the offers being made in private.
Question
What does compensation in your trade and market actually look like right now, and where does your payroll sit against it?
The read
A four-week read delivers a current pay model, a band-by-band comparison against the companies hiring from you, the private-offer signal we hear in conversation, and a framework for the next hire, whether or not we are involved in it.
Commitment
If you do not have a framework you did not have before, we say so on the deliverable.
Offer-Gap Read
Your offers are not being declined on pay. They are being declined on everything around it.
Scope
Three to four weeks · written deliverable + one leadership briefing
Situation
You have an offer stack: base, a path to ownership, tenure as loyalty.
Complication
Base, partnership, and tenure are not what project variety, immediate cash, and schedule autonomy are. You are offering the right answer to a question the people you want are not asking.
Question
What are people in your trade and market actually weighing in 2026, and where is the gap to what you are offering?
The read
A three-to-four-week read of your offer against what people in your trade and market tell us they value, with the misalignment dashboard tuned to your discipline.
Commitment
The opening question — do you know what your future labor pool is looking for — is free. The structured read is the engagement.
Retention Diagnostic
Before you spend a year replacing the people you might lose, find out which ones you are actually about to lose.
Scope
Six to eight weeks · six to twelve structured interviews · written report + leadership briefing
Situation
Your senior team is the company. You think you have a hiring problem.
Complication
Many of the seats your company depends on are not your next hire. They are your senior people, courted in private by firms you may not be tracking. By the time you see the offer letter, the conversation has been alive for months.
Question
Which of your senior people are most exposed right now, to whom, what would it cost to lose them, and what would it take to keep them?
The read
A six-to-eight-week read: six to twelve structured interviews with your senior team, run by us under written confidentiality. You get a prioritized exposure list, the realistic competitor for each, and what a defensible counter would have to include.
Commitment
When the read shows the right move is a partnership, an acquisition, or a different structure, we say so, and we broker the conversation if you want it.
Before a read, and after one.
The Market Intelligence Report. One metro, one occupation, one quarter, fully cited: where wages sit against cost of living, openings and quits against 2019, who is hiring against you, and who moved. Most engagements begin with one. What goes into it
When a read surfaces a seat you decide to fill, we handle that under the same engagement, with the same people, on terms written before the work starts. It is the downstream of the read, never the reason for it.
We hold one engagement per market segment per quarter, so the read we deliver to you is not the read we deliver to your competitor.