Three ways to engage.
One standard of evidence
How we start
You bring the decision, usually in a conversation before anything is written down.
We agree the question - precisely enough that we'd both know whether it has been answered.
We establish what's already known, then research what isn't.
We test both sides: the strongest case for the current view and the strongest case against it, and what would have to be true for it to be wrong.
Where something material can't be established from the evidence (the actual mandate, why someone left, what a board expected) we say so and suggest who could answer it. With your agreement, that can include the individual or referees.
You get the answer, and you decide.
Models
Worked example
No Charge
What this looks like applied to an appointment the market has already made. Sent privately to people weighing up a real decision.
Decision Check
Typically four figures
One defined question about one leader, one team or one appointment. The core of what RHOMB does. Common questions include succession readiness, whether to recruit externally, an external candidate against the internal alternative, and leadership risk ahead of a deal.
Decision Review
Typically five figures
A fuller piece of work where the stakes justify it: a CEO or COO succession, the management of a business you're about to acquire, or whether a leadership team can carry a sale or a growth phase. Written to stand up in a boardroom or an investment committee.
What we need from you
The decision and its context, and anything you already know that the public record won't show: the actual mandate, what the board expects, what's worrying you. It's kept separate from the public evidence and marked as yours.
Confidentiality
Engagements are confidential. We don't contact the individual, referees or anyone else without your agreement.