How do you evaluate consultant performance and collect feedback from families?

Like any business, we learned through our own early trials. On day one, we didn’t have a perfect system for identifying what made a consultant exceptional versus merely good. But we were relentless about figuring it out. Over time — through hundreds of engagements, honest post-cycle debriefs, and paying very close attention to which clients had transformative experiences versus satisfactory ones — we identified the strongest signals. What to look for. What the desirable qualities actually are, both for the client’s experience and for the kind of people we want to work alongside.

More importantly, we got better at detecting and screening for those qualities from the jump. The recruiting process we run today is the product of years of refinement — learning what predicts great performance, what looks promising on paper but doesn’t translate, and what the rare gems who “have it all” actually look like before they’ve worked a single case for us. When you get that filter right — when every person on the team earned their spot through a process that’s been pressure-tested across hundreds of hires — the feedback writes itself. Our clients tell us what we already know: they’re in good hands. And when something isn’t working, we hear that too, quickly, because we’ve built the kind of trust where families tell us the truth.