These aren't hard conversations. They're clarity filters. If any of the three fit, a Clarity Review is the wrong purchase — and we'd rather name that in the hero than discover it in week three.
A Clarity Review's output is a move already drafted. If you can't approve and deploy that move inside 30 days, the Review goes cold — and the moment it was diagnosing moves past you.
The 30 days isn't a sales clock. It's a calibration. Most of the walls we find have a window. If your window is "next quarter, maybe, depending on budget," the Review won't earn its keep.
If the outcome you're hoping for is someone confirming the plan you already have, a Clarity Review is the wrong purchase. The Review regularly names a problem different from the one the client walked in with. If that would be unwelcome news, we're not the right firm.
This isn't a judgement. Reassurance is a legitimate want. It just isn't what we sell, and pretending otherwise wastes both our time.
If the wall in the way is that the CEO and the board disagree on what the company is, or that a founder is managing around a co-founder, or that a channel head is working against the commercial org — those are real walls, but they're not walls we can knock down with a Clarity Review.
We'll name them plainly if we spot them, and refer you to people whose job that actually is. But we don't pretend a Review is the tool for that job.
"We'd rather send you away clean than carry a deliverable you can't use."Selligence working rule · no exceptions
Six questions. One diagnosis. Finite positions a week. The founder reads every one.
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