Clarity
Whether people below the exec team can state the priority for this quarter. Leaders almost always score this higher than their teams do.
Culture, org design and people operations
Run the same 20 questions twice. The gap is the finding
Your client names culture as the problem. Nobody in the business has defined it, nobody has measured it, and the proposal ends up on a CEO’s desk asking for budget against a belief. Two scored runs of one instrument replace the belief with a distance, and a distance is something a board can act on.
Not open yet. Ours scores your own pipeline, which is the fastest way to judge whether a scored instrument belongs in yours.
One instrument, released twice
What leaders answer
- Everyone here could state this quarter’s priority.
- Decisions we make hold.
- People tell us when something is broken.
What their staff answer
- I could state this quarter’s priority.
- Decisions we are given hold.
- I tell someone when something is broken.
Sample stems. The wording has to stay comparable across both runs or the distance between the scores means nothing.
Today
Referral is a queue, and a queue is not a pipeline
Most of this work arrives by referral, by somebody reading you on LinkedIn, or by a conversation at an HR event. All three are warm and none of them is yours to turn up or down. When the quarter is quiet there is no lever to pull.
The traffic exists. People who type “staff turnover” and “our managers are not managing” into a search bar at half past ten at night land on your writing and read it. Then they leave, because the only thing on the page is a form that asks who they are.
Nobody fills in a contact form to admit their culture is in trouble. They will answer 20 questions about it in private.
The cost
The scoping conversation is where you do the work for free
90 minutes establishing what the client means by culture, a proposal written from it, and a decision taken in a room you are not in by a CEO who has never heard any of it.
The scoping call is not wasted. It is unbilled time spent on a deal that may not exist, and it happens before you know whether there is a budget behind it. Everything it establishes is qualitative, so the proposal that follows argues for a belief and the CEO is entitled to hold a different one.
Over 40%
That figure describes the market, not this offer. It is here because it names the room your proposal actually dies in: your champion is convinced, somebody in the next chair is not, and neither of them has a number to point at.
What we would build
The Leadership-Employee Perception Gap
One instrument, two populations, released separately. Each side gets its own score. The distance between the two is the headline, and the widest gap is the scope of the work.
A single-population survey tells a CHRO what their staff think, which they broadly already suspect. Two populations tell them something nobody in the business can produce on their own: that the board and the floor are not describing the same company.
That is not a softer finding than an attrition figure. It is the reason for the attrition figure, and it is the only version of this conversation that ends in a signed scope.
Decision speed
How long a decision takes to make and how often it is reopened. The two questions get very different answers depending on who is in the room when it happens.
Voice
Whether raising a problem is safe and whether anything follows. This is the item that most often explains an attrition figure nobody could account for.
Manager capability
What a line manager does when they are out of their depth. Org design work usually starts here, and this is the evidence for it.
What they get
A document that survives being forwarded to the person who signs
Buying groups average 13 internal and 9 external participants (Forrester, 2026). Your CHRO speaks to you. The other 21 read whatever they are sent, so the artefact has to hold up without you in the room to explain it.
In the report
- Two scores per dimension, leaders and staff, side by side.
- The distance between them, ranked widest first.
- The single item with the largest disagreement, quoted as both sides answered it.
- Where the cohort was too small to report, said plainly rather than averaged away.
- What the widest gap usually costs a business of that size, and what the first 90 days of fixing it looks like.
The contents of the report, not a result. RampFunnels is pre-launch and has no client findings to publish.
How it runs
Every question has to move a score or it does not go in
Four steps, in order. The first is the only one with a hard stop, because a wrong model makes everything after it wrong too.
The model
Four or five dimensions that separate a client worth a proposal from one worth a quarterly note. You sign it before anything is designed, and you argue with it first.
Two runs, one instrument
The same stems, worded for the two populations, released separately. Identical wording across both runs is what makes the difference between the scores mean anything.
The gap report
Two scores per dimension and the distance between them, ranked widest first, as a PDF with your name on it. The widest gap is the headline and usually the scope.
The routing
A wide gap and a signed-off people budget goes to your diary. A narrow gap goes into a sequence that re-opens at their next planning cycle rather than next Tuesday.
It runs on software you licence yourself. That line is the cheapest in the project and we tell you what it costs before you commit. The work is the model, the two comparable question sets, the reporting rules and the routing.
Your channels
The two places your audience already reads you
Your audience is already there and already reading about culture. A lead gen form turns that into a job title. A scored perception gap turns it into a client with a number they now want explained. Same spend, qualified leads at the end of it.
Content and webinars
A registration list is people who were free on a Thursday. The same webinar with a scored run behind it hands you the ones whose exec team and staff disagree most.
Packages
Three packages, fixed scope, nothing open ended
Package 1
The perception gap, built
The model, both question sets, the scoring, the two-population reporting logic, the gap report and the live build.
Package 2
The pipeline around it
Everything above, plus the LinkedIn and webinar entry pages, the sequences written against their widest gap, and the routing into your CRM.
Package 3
The re-measure
Everything above, plus a paired re-run at the end of a programme, cohort reporting across the clients you have scored, and somebody reading the responses each month.
Prices are not published yet because they are not final. When they are, they go on the pricing page as numbers, not as a form.
Questions
What consultants ask before they commission one
They do, and it reports one population back to itself. This reports two and publishes the distance between them, which is a finding rather than a percentage. It is also five minutes long rather than a fortnight of internal comms, so it can run as a first conversation with a client you have never worked with.
Your turn
Take one before you commission one
Ours scores your own pipeline on the four things that decide whether the people reading you become clients, and names the one losing you the most.
Not open yet. When it opens, the score and the report are yours whether or not we ever speak.