Companies outgrow their structure.Most hire around it. We redesign it.
What we hear
What breaks as you grow
Most companies don't fail from a lack of ambition. They fail because their goals never get translated into what those goals actually require: which capabilities, which roles, which decisions, in what order. About seventy percent of startups scale prematurely, hiring and adding structure faster than the business can absorb. It's the most common cause of failure, and it starts with a translation nobody did.
The founders are the bottleneck.
Every real decision still routes through the same one or two people, no matter how many you've hired since.
Layers added for control.
Coordination layers get added to feel safe at scale, and stay long after the risk they were built for is gone.
Roles written for the last stage.
What fit the last stage stops fitting the next one. Nobody rewrites the role, so the person in it quietly stops fitting either.
Hiring as the fix.
Every gap becomes a req. Design debt stops living on the org chart and starts living on the payroll.
How the goal becomes people
Five things, always in this order.
Every engagement produces the same five things. What changes is which ones need the most work.
Goals → Goal Map
What the ambition actually requires, broken into capabilities, not just a roadmap.
Roles → Role Canvas + Decision-Rights Table
Who owns which outcome, who decides what alone, in one page.
Organization → Ownership Map
The minimum structure those roles need to work together, no more.
Hiring plan → Sequenced Hiring Plan
Who to hire, in what order, filtered by the roles you actually defined. Some planned hires disappear here.
AI → Leverage Map
At every step: what work can be removed instead of hired for.
Hiring is the last step of this sequence. Not the first response to pain.
What changes
You know who to hire next.
Not “a senior marketer.” The precise role, its decisions, its first 90 days. And just as often: which planned hires you don't need at all.
Decisions get made without you.
Not because you let go. Because someone else now genuinely owns the call, and everyone knows it.
New people land in weeks.
Not quarters. The same design that defined the role defines their first 90 days.
Payroll buys capacity, not complexity.
Every hire connects to a goal, not to a pain, whether it's hire number six or number sixty.
Who this is for
Founders & CEOs
You feel the structure lagging the business. Decisions still funnel through the same small group at the top. The next hire won't fix what the design won't do.
VCs & angels
Premature scaling is the most documented cause of startup failure. Before a term sheet, we assess whether a founding team and its structure actually fit what the next stage needs. After, the Sprint runs as a repeatable readiness check across portfolio companies.
Venture studios
You assemble founding teams around ideas with no track record yet. We map what the idea actually requires, capability by capability, and help get the founding structure right before there's a company to hire into.
Leaders inside larger orgs
Redesigning how a bigger org actually works, around people and modern tooling, instead of adding another layer of process. Same logic, different scale.
The practice
We've helped startups grow from a handful of people to unicorn, watched teams scale past a few hundred without losing the plot, and prototyped systems that used talent and company signal to make hiring and performance calls the org couldn't make on its own.
We've sat in the founder's seat, the operator's seat, and the board's seat, and seen the same shape of problem every time: the org outgrows the design, and nobody notices until hiring stops fixing it.
We use AI where it removes real friction. Not to plug holes, not for its own sake. The work is designing what actually works.
Ways in
Three ways in.
Sprint
2–3 weeks · fixed feeDiagnostic and prioritized redesign. Yours whether we continue or not.
Embedded
1–2 days/wk · defined periodInside the team. Roles restructured, decisions rewired, hiring stood up.
Fractional
Ongoing · specific mandateSeat in the leadership team when the redesign has to be lived.
The right moment
Talk to us right before you start hiring, not after. Once people are in the building, every fix gets ten times harder.