Approach — ALIGNOS™
A method, not amethodology.
ALIGNOS™ is how we operate inside an engagement. Four movements, one cadence, and a small set of artifacts your team can actually run — designed to converge strategy, capital, organization, and AI on the number that decides the business. The method was born in the field: fifteen years as an EOS self-implementer, years of running OKRs, and the Disciplined Entrepreneurship framework, fused into one operating system — and carried by a team that has gone from zero to scale, never handed to junior staff.
Premise
Most founders aren’t under-strategized. They’re misaligned.
ALIGNOS™ exists to collapse those documents into one.
The four movements
How ALIGNOS™ runs.
Align
We name the two or three constraints that actually govern the next twelve months, quantify them against the P&L, and get the principals in the room to agree on what’s true before we agree on what to do.
Locate
We map the workflows, decisions, and dependencies where those constraints live — the specific meetings, roles, and systems where value is created or lost. Strategy becomes coordinates, not adjectives.
Instrument
We define the small set of numbers that decide whether we’re winning — cost per action, cycle time, real profitability, close rate — and wire them into a cadence the operator can run without us.
Operate
We move with the team through the first two quarters of execution — weekly on the work, monthly on the trajectory — until the operating model is stable enough to run without an advisor in the loop.
“Alignment isn’t agreement. It’s the same picture of what’s true.”
Cadence
The rhythm the method runs on.
The work.
A working session with the operating owner of each constraint. Short, decisions-only, moves the plan forward or names why it didn’t.
The trajectory.
A read of the instrument panel with the leadership team. What the numbers say, what’s bending, what has to change before next month.
The plan.
The plan itself is rewritten against reality — not extended, not repainted. If the constraints have moved, the plan moves with them.
Artifacts
What you keep.
The Alignment Read
A short, unvarnished document naming the constraints that actually govern the year — quantified against the P&L, signed by the principals. Not a deck. The reference the rest of the work returns to.
The Operating Plan
The moves, the sequence, the owners, and the number each move has to hit. Written to be run by the executive team on a Monday, not admired in a boardroom on a Thursday.
The Instrument Panel
The small set of numbers that decide whether we’re winning — cost per action, cycle time, real profitability, close rate — wired into a cadence the operator can run without us.
The Decision Log
A running record of the calls we made, what we believed when we made them, and what we’ll know later that will tell us whether we were right. Institutional memory instead of institutional amnesia.
A method is only worth the discipline behind it.
If ALIGNOS™ sounds like the way you already want to run — bring us the constraint that’s in the way and we’ll walk you through how it applies to your business.