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human
renaissance
A ship's hull towering in dry dock under warm floodlights at night, a lone worker with a pressure hose at its base and a patch of terracotta primer on the plating.

PI · Performance improvement

When the operating system is the constraint.

Revenue, margin, delivery, and cadence rebuilt around measurable outcomes — not another hire.

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Plate /05a — dry dock

68% Win rate, from 29%
92% Forecast accuracy
4× Annual revenue growth

01 · Selected outcome

What the work produces.

A ship's bow rising floodlit through the full height of frame in night dry dock, one small worker looking up from the staging, terracotta primer on the plating. Plate /05b — dry dock
PI · /05 Performance improvement

Performance work starts where the operating system breaks

A stalled company rarely has one broken metric.

90-day Performance baseline
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02 · The bridge

Two fluencies, one scorecard.

The board-language term, the plain-language line, and the engineering metric that actually moves it.

Margin recovery
Margin recovers when release cycles shorten. We price the connection and manage both numbers on one weekly scorecard.
deployment_frequency · lead_time
Win rate
Win rate by segment is the leading indicator most boards read a year late. We instrument it, then move it.
pipeline_stage_conversion
A worn bearing and its new replacement side by side on a shop cloth with feeler gauges, a red tag tied to the old part under caged worklamp light. Plate /05c — dry dock
A bare lime-plaster wall in warm bone tones raked by low golden light, trowel texture reading as soft topography and shadow deepening to warm charcoal at one edge.
A stalled company rarely has one broken metric. The same system usually explains win rate, forecast accuracy, delivery drag, and margin compression. We fix the operating architecture before prescribing another hire.
Justin Leader · CEO, Human Renaissance
Hands pinning the next card to a planning wall of blank index cards joined pin to pin by one taut red thread.
Plate /31 — the red threadEvery card owned and dated.

03 · How the engagement runs

Running the Performance improvement engagement.

Open a phase for the detail.

Phase 01 Diagnostic Assessment Days 1–14

We baseline the operating system against the value-creation thesis.

  • Constraint baseline in dollars
  • Decision-rights and cadence audit
  • 90-day scorecard wired to current systems
Phase 02 Operating Plan Days 15–21

The diagnostic becomes a sequenced plan with owners and dates.

  • Per-constraint move with a target
  • Committee and decision-rights design
  • 30 / 60 / 90-day cadence
Phase 03 Implementation Days 22–90

An operator runs the plan from inside the system.

  • Weekly reviews with the accountable executive
  • Interim leadership where the constraint demands it
  • Rolling scorecard against baseline
Phase 04 Value Capture Days 91–120

We hand the system back with a measured lift and a clean transition.

  • Final scorecard against baseline
  • Permanent leadership transition plan
  • Documented playbook and decision map

04 · Related intelligence

Field notes that support the work.

Read the briefs
A felt-lined drawer of fitted measuring instruments in window light, a red-tipped scriber in the center recess.

Brief · PI

Your AI Center of Excellence Is a Filing Cabinet, Not an Org Chart

Most AI Centers of Excellence are an org chart with no paperwork behind it.
A hand lifting a printed stack from the tray of a daylit office desk, the terracotta pencil cup at its corner.

Brief · PI

Stop Selling Prompts. Sell the Workflow They Break Inside Of.

A prompt pack is a one-time invoice that decays.
Measuring instruments laid mid-use on baize as a red-tipped scriber marks a line.

Brief · PI

The Margin That Wasn't There: Auditing AI Vendor Dependency Before You Sign

A SaaS target's 82% gross margin can hide a single-vendor API bill that quietly halves it.

05 · Before the first call

Operator-grade answers.

  • What is the first 30 days of performance improvement?

    We baseline the metrics, find the constraints, and separate symptoms from root causes. That usually means revenue architecture, delivery bottlenecks, technical debt, finance cadence, and leadership decision rights.

  • How do you measure impact?

    Win rate, forecast accuracy, CAC payback, NRR, gross margin, utilization, delivery velocity, working capital, and EBITDA expansion. The exact scorecard depends on the operating constraint.

Five colleagues seen from behind at a wall of pinned cards in early light, one pointing at a single terracotta card among the blank ones. Plate /30 — the standup
A panelled door ajar at night spilling warm lamplight across a herringbone floor, the corner of a worked desk visible through the gap.

Start here

Find the constraint before the quarter hardens.

A 14-day diagnostic. No retainer until we agree on the work.

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