{"id":19655,"date":"2026-09-10T16:03:59","date_gmt":"2026-09-10T14:03:59","guid":{"rendered":"https:\/\/www.wingmind.co\/?page_id=19655"},"modified":"2026-09-10T16:03:59","modified_gmt":"2026-09-10T14:03:59","slug":"selected-engagements","status":"publish","type":"page","link":"https:\/\/www.wingmind.co\/en\/selected-engagements\/","title":{"rendered":"Selected Engagements"},"content":{"rendered":"
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Selected Engagements<\/p>\n

Examples of Human Due Diligence, Leadership Assessment & Organizational Diagnostic Assignments<\/h1>\n


\nWINGMIND supports PE, Growth and VC investors, Boards and CEOs when leadership and organizational factors can materially affect an investment, a growth plan or company performance.
\n<\/strong><\/p>\n

These selected engagements illustrate how WINGMIND approaches different situations \u2014 from pre-investment Human Due Diligence to scaling, underperformance, leadership transitions and organizational breakdown.<\/p>\n

We do not assess leaders in isolation. Most engagements combine two perspectives: the capabilities and dynamics of the leaders themselves, and the organization they are expected to lead.<\/p>\n

Depending on the question, the scope can range from a focused CEO or founder assessment to a broader review involving the executive team, multiple management layers and organization-wide diagnostics.<\/p>\n<\/section>\n

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Focused, independent and designed for decision-making<\/p>\n

Get to the essentials without creating a heavy consulting process<\/h2>\n

WINGMIND assessments are designed to identify the leadership and organizational factors that materially affect execution, risk and value creation \u2014 without turning the process into an exhaustive audit.<\/p>\n

Most engagements can be conducted remotely, across geographies and time zones, with limited disruption to management teams, and can typically be completed within a few weeks.<\/p>\n


\nThe scope is designed around the decision to be made \u2014 not around a standardized methodology. Focused when it can be. Broader when it needs to be.
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Selected situations<\/p>\n

From investment decisions to underperformance, scaling and leadership transitions<\/h2>\n

The following examples are anonymized to protect client confidentiality while preserving the nature of the situations, assessments and decisions involved.<\/p>\n<\/section>\n

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Engagement 01<\/p>\n

Pre-Investment Human Due Diligence<\/p>\n

Growth Investment<\/h2>\n

Situation<\/strong>
\nAn investor was assessing a fast-growing company facing increasing financing pressure and questions around the organization\u2019s ability to sustain its growth trajectory.<\/p>\n

What we assessed<\/strong>
\nFounders and senior leaders, management depth, organizational structure, decision-making and execution capability.<\/p>\n

What emerged<\/strong>
\nThe review highlighted leadership maturity gaps, key-person dependencies and weaknesses in the operating model that could constrain execution at the next stage.<\/p>\n

Decision informed<\/strong>
\nThe investor gained an independent view of the leadership and organizational risks to factor into the investment decision and potential post-deal priorities.<\/p>\n

Explore Human Due Diligence \u2192<\/strong><\/a><\/p>\n<\/section>\n

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Engagement 02<\/p>\n

Underperforming Portfolio Company<\/p>\n

Independent Board Diagnostic<\/h2>\n

Situation<\/strong>
\nA PE-backed company was experiencing declining revenue, continued cash pressure and strategic drift. The Board needed to understand whether the problem sat primarily with the CEO or more broadly within the organization.<\/p>\n

What we assessed<\/strong>
\nCEO and leadership team, strategic alignment, organizational effectiveness and employee perspectives across the company.<\/p>\n

What emerged<\/strong>
\nThe diagnosis separated CEO-related issues from broader organizational weaknesses and identified leadership instability, strategic misalignment and significant execution gaps.<\/p>\n

Decision informed<\/strong>
\nThe Board was presented with two actionable scenarios, including a possible CEO transition and the organizational priorities associated with each option.<\/p>\n

Explore Organizational Assessment \u2192<\/strong><\/a><\/p>\n<\/section>\n

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Engagement 03<\/p>\n

Founder-Led Company in Crisis<\/p>\n

Leadership & Organizational Review<\/h2>\n

Situation<\/strong>
\nA founder-led company was facing cash-flow pressure, operational inefficiencies and high employee turnover, raising concerns about its ability to continue operating effectively.<\/p>\n

What we assessed<\/strong>
\nThe founders, executive-team dynamics, strategic priorities, decision-making and organizational effectiveness.<\/p>\n

What emerged<\/strong>
\nThe review identified excessive centralization around the founders, dysfunctional executive dynamics, unclear priorities and unnecessary business complexity.<\/p>\n

Decision informed<\/strong>
\nThe recommendations contributed to management changes, the closure of non-core activities and a simpler operating model. The company subsequently returned to profitability.<\/p>\n

Explore Executive Assessment \u2192<\/strong><\/a>
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\nOrganizational Assessment \u2192<\/strong><\/a><\/p>\n<\/section>\n

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Engagement 04<\/p>\n

Underperformance & Organizational Breakdown<\/p>\n

Post-Investment Review<\/h2>\n

Situation<\/strong>
\nFollowing a period of declining performance, rising employee turnover and a deteriorating internal climate, shareholders wanted to understand what was actually driving the deterioration.<\/p>\n

What we assessed<\/strong>
\nThe executive team, organizational structure, accountabilities, management practices and employee feedback across multiple levels of the company.<\/p>\n

What emerged<\/strong>
\nThe review identified unresolved leadership conflicts, overlapping responsibilities, weak accountability and structural friction that had progressively impaired execution.<\/p>\n

Decision informed<\/strong>
\nThe findings informed leadership changes and organizational restructuring. Employee turnover subsequently declined and revenue growth resumed.<\/p>\n

Explore Organizational Assessment \u2192<\/strong><\/a><\/p>\n<\/section>\n

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Engagement 05<\/p>\n

Scaling Readiness<\/p>\n

Founder-Led Growth Company<\/h2>\n

Situation<\/strong>
\nA profitable company preparing for a new phase of international expansion wanted to assess whether its leadership and organization were ready to scale.<\/p>\n

What we assessed<\/strong>
\nThe founder\u2019s evolving role, executive-team effectiveness, management depth, organizational structure and decision-making.<\/p>\n

What emerged<\/strong>
\nThe review highlighted excessive dependency on the founder and identified leadership responsibilities, management capabilities and organizational mechanisms that needed to evolve.<\/p>\n

Decision informed<\/strong>
\nThe work helped clarify the leadership transition and organizational changes required to support the next phase of growth and international expansion.<\/p>\n

Explore Executive Assessment \u2192<\/strong><\/a>
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\nOrganizational Assessment \u2192<\/strong><\/a><\/p>\n<\/section>\n

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Engagement 06<\/p>\n

Post-Merger Executive Team<\/p>\n

Leadership Integration<\/h2>\n

Situation<\/strong>
\nFollowing a merger, the newly combined executive team was experiencing significant internal tensions, unclear roles and ineffective decision-making.<\/p>\n

What we assessed<\/strong>
\nExecutive-team dynamics, individual roles, accountabilities, governance and the structural factors reinforcing conflict.<\/p>\n

What emerged<\/strong>
\nSeveral apparently interpersonal tensions were rooted in unclear responsibilities, decision rights and organizational design.<\/p>\n

Decision informed<\/strong>
\nThe work helped clarify roles, strengthen executive-team alignment and improve coordination and decision-making.<\/p>\n

Explore Executive Team Assessment \u2192<\/strong><\/a>
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\nCEO & Board Advisory \u2192<\/strong><\/a><\/p>\n<\/section>\n

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Different questions, different levels of depth<\/p>\n

From a single executive to an entire organization<\/h2>\n

A focused engagement may involve a single CEO, founder or senior executive.
\nA broader Human Due Diligence or Organizational Assessment can combine leadership interviews, executive-team assessment, psychometrics, 360\u00b0 feedback, employee surveys and analysis of structure, roles, decision-making and organizational effectiveness.<\/p>\n

The same focused approach can also be deployed at scale when the situation requires it.<\/p>\n

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100+ engagements<\/h3>\n

Leadership, team and organizational assignments across critical business situations.<\/p>\n<\/div>\n

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10 countries<\/h3>\n

International experience supporting companies, investors and leadership teams.<\/p>\n<\/div>\n

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Up to 120 executives assessed in one programme<\/h3>\n

Large-scale leadership assessment across multiple management levels within a single organization.<\/p>\n<\/div>\n

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Up to 3,000 employee voices in one diagnostic<\/h3>\n

Organization-wide diagnostic gathering perspectives across a single company.<\/p>\n<\/div>\n<\/div>\n<\/section>\n

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Where WINGMIND typically intervenes<\/p>\n

Leadership and organizational questions across the investment and company lifecycle<\/h2>\n
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Pre-Deal Human Due Diligence<\/h3>\n

Assessing founders, CEOs, management teams and organizational readiness before an investment.<\/p>\n<\/div>\n

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Post-Deal & 100-Day Priorities<\/h3>\n

Identifying leadership and organizational issues that could affect execution of the investment thesis.<\/p>\n<\/div>\n

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Growth & Scaling<\/h3>\n

Assessing whether leadership, management depth and organization are ready for the next stage.<\/p>\n<\/div>\n

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Underperformance & Crisis<\/h3>\n

Diagnosing whether performance issues are driven by leadership, strategy, organization \u2014 or a combination of the three.<\/p>\n<\/div>\n

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Leadership Transitions<\/h3>\n

Helping investors and Boards make better-informed decisions around CEO and senior leadership changes.<\/p>\n<\/div>\n

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Governance & Organizational Change<\/h3>\n

Clarifying roles, decision rights and organizational conditions when the operating model needs to evolve.<\/p>\n<\/div>\n<\/div>\n<\/section>\n

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Facing a leadership or organizational question?<\/h2>\n

Before an investment, during a period of growth or when performance starts to drift, an independent assessment can help clarify what is really happening \u2014 and what decision should follow.<\/p>\n


\nBook a confidential conversation
\n<\/a><\/p>\n


\nExplore Human Due Diligence
\n<\/a><\/p>\n<\/section>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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