Bring the decision where the organization became hard to read.
The first conversation is not a pitch.
It is a structured read of where clarity disappeared, what decisions are carrying hidden risk, and whether Compass is the right next step.
1. We clarify the organizational context.
2. We identify the likely Navigation Gap.
3. We decide whether Diagnostic, Navigation System or Enterprise is the right fit.
Who should attend
The person responsible for the decision, and the person closest to the hidden work.
What we discuss
The meeting, decision, or recurring pattern where interpretations split.
What happens next
If COMPASS is useful, the right scope becomes clear. If not, the session should still clarify the problem.
The useful questions arrive before the call.
Is COMPASS an advisory engagement?+
Not in the usual sense. Compass is a navigation system. The work is to make context visible so leaders can make better decisions from reality, not from a louder opinion.
Who should be in the first conversation?+
Usually the CEO, CTO, an Engineering Director, or the person who feels the mismatch between executive intent and team reality most clearly.
What if the company already has dashboards?+
Dashboards show signals. COMPASS helps leadership understand what kind of work produced those signals and what kind of decision the moment requires.
How do we know if this is a fit?+
The first session is designed to answer that. If the problem is not a navigation problem, the next step should be something else.