Siloed teams destroying margin. Brokers blocking sales. Key-people dependencies. We make them visible in time to act on them
The way an organization is actually wired — not as the org chart shows, but as people actually work — directly determines execution speed, margin, retention cost, and integration success. Most deal teams and operating partners are making structural decisions with partial information. We fix that
| Financial risk | What we surface | Where it shows up |
|---|---|---|
| Revenue concentration | Where client relationships are structurally dependent on a small group invisible on the org chart | ARR at risk, NRR, logo churn |
| Execution drag | Siloed departments creating friction, bottlenecks, and duplicated effort that inflate costs | Operating margin, cash burn |
| Key-people dependency | Where knowledge and influence are concentrated in individuals not visible in formal seniority | Retention cost, valuation degradation |
| Integration failure | Where two organizations' informal networks collide rather than mesh | M&A synergy realisation, integration cost overrun |
| Management gaps | Managers who hold authority on paper but lack real network influence | Department underperformance, OpEx inefficiency |
| Restructuring risk | Proposed changes that sever informal dependencies that sustain revenue | EBITDA erosion post-restructure |
We analyse pseudonymised communication metadata from Microsoft 365, Google Workspace, and Slack — how people actually communicate and collaborate, not what they say in surveys or interviews
Evidence is structural and auditable. No AI or black box is used
We never access message content.Whether you are a PE operating partner, a strategic buyer, or a management consultant, the conversation starts here
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