For Enterprise

    Design learning on what you know.

    Start by finding out how ready your people are, as individuals and as a group. Then check what they actually put to use afterwards.

    Outcomes

    From who finished to who improved

    Move from what you delivered to what actually changed.

    See the group before you build the course

    Know how your people learn before you design or adapt a programme.

    Make practical design choices

    Use what you learn about each person, and the group, to shape order, support and delivery.

    Outcomes you can see

    Start with a baseline, then check what changed using measures your business already trusts.

    Try it small, then grow

    Run a short trial with one team, look at what changed, and decide from there.

    What you measure

    Something leaders can act on

    • →A starting point, what shifted, what people produced, and your own KPIs
    • →A clear picture of the whole group and its patterns
    • →Debrief sessions built around your team
    • →Fits alongside the training you already run
    • →Simple summaries for leaders
    • →Honest claims about what this did and didn't change

    Start with a 30-day trial

    Try it with one team. See what changes. Then decide whether to roll it out.

    Five Dimensions

    What the questionnaire looks at

    Personal MasteryHow ready someone feels — self-acceptance, curiosity, drive.
    Emotional ResilienceHow well someone bounces back — flexibility, steadiness, self-belief.
    Neuro-QuadrantHow someone thinks: thinking, intuition, feeling, senses.
    Enneagram ProfileWhat motivates someone, what they avoid, their strengths and blind spots.
    Path to LearningA clear, personal action plan.

    Companies usually choose the Advanced Learning Report ($42 per person), which includes a view of the whole team and a debrief built around them.

    See Example Report
    Examples

    What this looks like in practice

    Fast-growing technology firm

    New hires answer the questionnaire when they join. The group view shows how confident they feel and how they take on new material, so induction is ordered to suit them.

    What to measure. Time to get up to speed, rework, early leavers.

    Leadership development group

    Facilitators see what will affect how people join in, reflect and use what they learn under pressure, then change the mix of practice and peer work.

    What to measure. How well people apply it, and what managers notice.

    Practical apprenticeship learning

    The profile shows why some trainees struggle when theory comes before hands-on work. Trainers change the order, keeping the same goals.

    What to measure. Performance in practice, rework, completion.

    One person, one plan

    A coach uses the Advanced Report to build a realistic plan of study, practice, feedback and support.

    What to measure. Actions completed, and confidence with unfamiliar work.

    These are examples, not results we are claiming. On a real programme we agree the starting point and what we can fairly claim before anything begins.