A fixed-scope, fixed-timeline diagnostic that tells your board and your leadership team exactly where decision quality is breaking down, and why, before it costs you a hire, a round or a co-founder.
Most leadership problems are visible to everyone inside the company and named by no one. The Scan is a structured, time-boxed way to get them on the table with precision instead of politics.
Over 14 days, a Kuma partner who has run a company like yours interviews your executive team, maps how decisions really move (not how the org chart says they move) and tests what the board sees against what the leadership team is willing to say out loud.
You get a written diagnostic and a live debrief, not a binder that sits in a drawer.
Three steps, one fixed timeline.
One-on-one interviews with the CEO, founders and each C-suite executive, plus a review of board materials and recent decision history. We listen for where decisions actually stall, not where the org chart says they should flow.
We cross-reference every interview against communication patterns and decision records to find the two or three friction points that drive the slowdown, separating what is a strategy problem from what is a leadership problem.
A clear written diagnostic report, then a facilitated debrief with the C-suite and, where useful, the board. It names the bottlenecks and lays out what a resolution path looks like.
Concrete outputs, not a binder.
A written Executive Diagnostic Report naming the specific friction patterns, decision bottlenecks and structural drag found
A facilitated board or C-suite debrief to align leadership on what was found
A prioritised view of which issues need a 60 to 90 day intervention and which the team can resolve directly
A confidential record the board can use to understand execution risk without the leadership team feeling audited
Fixed scope, fixed timeline. Exact pricing depends on team size and the number of executive interviews, and is confirmed on the intro call.
Founders or CEOs of Series A to C companies (roughly 40 to 250 people) where decision velocity has visibly dropped
Co-founder or executive teams with unresolved tension that is starting to show up in company results, not just in private
Boards or lead investors who need an honest read on whether a stall is a market problem or a leadership problem, before the next round