Every engagement ends with a decision you can defend.
The decision arrives in writing, and which document depends on the engagement. Two are reproduced here in full. The companies are invented. The reports are not, and nothing in them has been simplified for display.
Notice what these documents refuse to claim.
Findings are graded by the quality of the evidence behind them, not asserted flat.
Every report states what it has ruled out and what remains untested.
The method names what not to fund, which is usually the thing about to be funded.
A deck is built to project confidence. A diagnosis is built to report findings. That difference is visible on every page below.
Value Proposition Readiness Brief
What the Value Proposition Diagnostic produces. Tests whether the value story will carry the launch, and names the barrier most likely to emerge if it does not.
The reduction in thirty-day readmissions has not yet been shown prospectively in the US settings being sold into.
The brief flags the company's own headline claim as not yet supported, before the launch budget is committed.
Executive Diagnosis Report
What the Adoption Sprint produces, with an evidence appendix behind it. Its first part is the Adoption Read, which finds what is actually blocking adoption. The report then redirects the capital behind fixing it.
I ran the test. I still wrote the script.
One clinician, from the evidence behind the read. The product worked. The prescribing behavior did not change. Closing that gap is the whole job.
The structure is fixed before the answer is known.
Every Executive Diagnosis Report carries the same eight parts, and an evidence appendix behind them. The parts are set before the work begins, so findings cannot be arranged to suit a conclusion.
The diagnosis, stated plainly.
One graph of actual adoption behavior.
Where adoption breaks, and the single constraint behind it.
The evidence, and its limits.
The trap this prevents.
Where the capital should go instead.
The sequence of action.
A ninety-day roadmap and a checkpoint to re-diagnose.
Cohort and stakeholder coverage.
Data sources and their limitations.
Supporting evidence and verbatims.
Alternative explanations, and what was ruled out.
Remaining evidence gaps.
The appendix exists so the read can be argued with. That is the point of it.
Start with a Fit Check.
A short, free conversation that confirms there is enough evidence to run the diagnosis, and whether now is the right time.