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Price: $7,500+ | Quoted on inquiry | Scales with board size
The relationship between a founder or executive and their board is one of the most structurally consequential relationships in any organization — and one of the least examined at the structural level. This report maps what happens when the leader's motion field meets the collective field of the board. Where those fields amplify each other. Where they create friction. And what the combined field is actually capable of sustaining through pressure, disagreement, and high-stakes decision-making.
Decision it informs: Proceed / renegotiate / intervene.
Who this is for: Founders and CEOs preparing to navigate a significant board moment — fundraising, restructure, transition, or conflict. Boards assessing their structural relationship with a new or incoming executive. Investors who want structural data on the founder-board dynamic before committing capital.
What you get: A structural analysis of the founder or executive's motion field mapped against the collective board field — where the fields are compatible, where they produce drag, what the relationship is built to sustain, and where it will structurally break down under pressure.
Problems it addresses: Founder-board relationships that deteriorate despite shared values and stated alignment. Boards that cannot hold a founder through a crisis. The executive who performs brilliantly until the board is in the room.
Risk it mitigates: Capital deployment into a leadership structure that will fracture. Governance conflict that destroys company value. Investor relationships that collapse at exactly the wrong moment.
When it's used: Before a fundraising round closes. Before a new board member or executive is seated. When board-founder tension has no apparent rational explanation. Never after a board conflict has become public.
Gap it fills: Board advisory and governance frameworks address process, roles, and accountability structures. This report addresses the structural motion compatibility between the people — which is the layer that determines whether the governance structure actually functions when it is needed most.
Price: $7,500+ | Quoted on inquiry | Scales with board size
The relationship between a founder or executive and their board is one of the most structurally consequential relationships in any organization — and one of the least examined at the structural level. This report maps what happens when the leader's motion field meets the collective field of the board. Where those fields amplify each other. Where they create friction. And what the combined field is actually capable of sustaining through pressure, disagreement, and high-stakes decision-making.
Decision it informs: Proceed / renegotiate / intervene.
Who this is for: Founders and CEOs preparing to navigate a significant board moment — fundraising, restructure, transition, or conflict. Boards assessing their structural relationship with a new or incoming executive. Investors who want structural data on the founder-board dynamic before committing capital.
What you get: A structural analysis of the founder or executive's motion field mapped against the collective board field — where the fields are compatible, where they produce drag, what the relationship is built to sustain, and where it will structurally break down under pressure.
Problems it addresses: Founder-board relationships that deteriorate despite shared values and stated alignment. Boards that cannot hold a founder through a crisis. The executive who performs brilliantly until the board is in the room.
Risk it mitigates: Capital deployment into a leadership structure that will fracture. Governance conflict that destroys company value. Investor relationships that collapse at exactly the wrong moment.
When it's used: Before a fundraising round closes. Before a new board member or executive is seated. When board-founder tension has no apparent rational explanation. Never after a board conflict has become public.
Gap it fills: Board advisory and governance frameworks address process, roles, and accountability structures. This report addresses the structural motion compatibility between the people — which is the layer that determines whether the governance structure actually functions when it is needed most.