Not much. I usually work directly with your team, observe how things actually happen, and document from there. Your involvement is light, usually just alignment and review.

It’s the most common starting point, but not required. If you already know exactly which system needs to be stabilized, we can begin there with a short assessment to confirm scope.

Whoever actually knows how the work gets done. That might be one person or a few. Leadership doesn’t need to be deeply involved unless you want to be.

That’s normal, and often the reason clarity work helps. We start by observing what really happens, then create something stable enough for others to rely on.

Growing teams where knowledge lives in people’s heads. Often this includes support, operations, customer success, onboarding, or teams navigating complex internal tools.

That’s part of the conversation. If recurring confusion or fragility is slowing things down, we can talk through what’s happening and whether clarity work would help.