The Company Wiring Map
Most owners can name the friction in their company but not explain it, because the problem is rarely the people and almost never the org chart. It is how the people are wired, and how that wiring lands on each other under pressure. The wiring map makes that visible in one picture, so you can stop guessing and start deciding.
A live wiring map. The company is fictional, the product is real.
Walk the map before you buy
Ridgeline Mechanical is a fictional 24-person company built to show the real product. Every screen below comes straight from the working map.
Each person on your leadership team takes the assessment and gets their own private report. It is theirs, written to them, and it is worth having on its own.
Everyone on one picture, with the reporting lines, the strong working pairs, and the places where two people are quietly grinding against each other. You can talk to the map and ask it about a person, a pairing, or a restructure you are considering.
We sit down and go through it together. Not a slide deck handed over at the end, a working conversation about what you are looking at and what you should do about it.
The whole thing in plain language you can act on, and re-read in three months when the next decision comes up.
The map stays live for a year, and so does the coach built into it. When you are weighing a hire or a seat change, the picture is already there.
Assess someone you are thinking about hiring and see how they would land on the team you actually have, before you make the offer.
What it costs
Being straight about what is not in that number, because the last thing you need is a surprise later. Ongoing coaching is separate. An interim operator engagement is separate. So is a standing new-hire read once the twelve months are up. If any of those turn out to be the right next thing, that is a different conversation and a different price.
Owner-led companies, usually somewhere between five and twenty-five million in revenue, most often in the trades and in industrial work. The pattern is nearly always the same. You built the thing, you know every person in it by name, and the growth has quietly outrun the structure. Decisions still land on your desk because nobody is quite sure who else they belong to, and the people you trust most are the ones closest to burning out.
If you are running a company where nobody is grinding and every seat is obviously right, you do not need this and I will tell you so on the call.
Nobody gets a colour, a letter, or a type they carry around like a name tag. The read is about how you work, where you struggle, and what you need from the people around you.
There is no number, no ranking, and no verdict on anyone. It is a coaching instrument, not a selection test, and it should never be the only reason you move on someone or move them out.
Everyone takes it themselves and gets their own report. What the map shows you about the team is a pattern read, not a private file on each person.
Tell me about the company and how many people sit on the leadership team. If the wiring map is the right move I will say so, and if it is not I will tell you that instead.