Most leadership decisions in logistics are still made through a mixture of experience, instinct, internal opinion and how someone comes across.
Sometimes that works well. Sometimes it doesn't.
A senior executive can present well, win the role, spend eighteen months somewhere and move on to something larger before anyone has established what they actually achieved. The next appointment then becomes the evidence that the last one worked. Meanwhile, people who did genuinely difficult things quietly don't get the same credit.
There is a second problem underneath it. Being in post when something happened is not the same as having caused it. "EBITDA doubled while they were CFO" is evidence. "They doubled EBITDA" is a claim, and it needs more than a date range to stand up. Most CVs, and most interviews, quietly convert the first into the second.
And capability is highly contextual. Someone can be exceptional in one environment and misaligned in another. A leader who was right for a £70m founder-led operator may not be right for a PE-backed scale phase. Someone who thrives in operational stability may struggle in ambiguity, restructuring or transformation.
On paper, all of them look impressive.
That's the gap RHOMB sits in.
Not recruitment. Not psychometrics. Not consultancy.
What RHOMB produces
What happened
A reconstructed account of the career: roles, scope, dates, ownership changes, company events, market conditions at the time. Built from sources with their provenance kept, not from the CV.
What can be attributed to them
Where the individual was directly accountable, where they contributed, and where they were simply present. The distinction most assessments skip, and the one that changes the answer.
What the evidence supports
The strongest case for the appointment, the strongest case against it, the contradictions we couldn't resolve, and the things we cannot establish from the evidence available. Stated plainly, including where we don't know.
Who it’s for
Private Equity investors evaluating leadership ahead of acquisition, transition, or, exit.
Boards and Chairs making succession or structural decisions.
Founders and owner-operators preparing scale, sale, or leadership change.
CEOs making high stakes hiring or promotion decisions and wanting more than instinct.
Where it helps, RHOMB applies its own measures — market positioning, contextual fit, and the gap between the two. These are analytical tools, not the product.
How to engage
Product
Worked example
Decision Check
Decision Review
What it answers
What this looks like applied to an appointment this market already made
One specific question about one leader, one team, or one appointment
Full diagnostic where the decision is material.
Investment
No charge, sent privately
Typically four figures
Typically five figures
What RHOMB can't do
We can't tell you what someone will do next. We can tell you what they've done, under what conditions, and how much of it is genuinely theirs.
Some things don't exist in the evidence: the actual mandate they were given, what the board expected, who originated a decision, why they really left. Where those gaps matter to your decision, we say so and tell you who could answer them.
We don't make the decision. We test the judgement underneath it.
If you're making a consequential decision about leadership and want something more reliable than instinct, get in touch.