Executive Transition Advisory

In eight weeks: a written next step, tested in the market, dated for 90 days.

Private advisory for a senior whose role has been removed or emptied. Four sessions. Conversations you hold yourself, which can kill a weak idea before you build on it. Not a CV mill. Not a job guarantee.

Book 30 minutes

For CHROs in a reduction · outplacement partners · the executive paying for it

Who it is for

The competence is intact. The structure that organised it is gone.

This is for you ifA senior role has been removed or emptied. A generic outplacement seat is the wrong instrument. The next move, another chair or a practice of your own, has not been tested on anyone.

This conversation ends ifYou need eighty seats next month. You need a placement rate for a slide. You want the market conversations taken for you. You want clinical work billed as a career programme.

Teams still inside the firm are a different engagement. That one is the Human Capacity Project.

The four weeks that matter

Assess. Hypothesis. Test. Decide.

Four 90-minute sessions over eight weeks. Between them you run the tests. Contact is limited to that work.

Assess

Weeks 1 and 2. What changed and what did not, and the difference between a lost role and a lost direction.
Output: the Transition Diagnostic.

Hypothesis

Weeks 3 and 4. One direction, not a catalogue, written as a claim someone outside the room can test.
Output: the Positioning Hypothesis.

Test

Weeks 5 and 6. A small set of conversations, each with a question attached. What does not survive is replaced.
Output: the Market Validation Record.

Decide

Weeks 7 and 8. The direction, the actions at 30, 60 and 90 days, and what would force a revisit.
Output: the Executive Transition Brief.

The bar at day 56

Three things are true at the end, or the engagement failed.

The directionOne paragraph the executive can state in writing and defend without hedging.

The conversationsHow many were held, with whom, and what each one was asked.

The verdictThe hypothesis stands, is revised, or is dead. Written, with a 90-day project dated underneath it.

What the payer seesStarted, completed, bar met or not. No recordings, no notes, no verbatim.

How it starts

Thirty minutes, and a straight answer.

The callWith the CHRO, the partner firm, or the executive. If this is the wrong instrument, we say so on the call.

The diagnostic, if the problem is not yet namedNinety minutes and a written diagnostic. Credited if the eight weeks start within fourteen days.

The eight weeksAfter session two, either side can stop. Unused weeks are not billed. The diagnostic stays with the executive.

The review, optionalTwo sessions once the 90-day project has met reality. Not a placement retainer.

Employer-funded, firm-funded, or paid by the executive. The figure is given on the call.

Who

One practitioner. One method.

Joseph Scorselo, psychologist, Amsterdam. Thirty years of practice with senior leaders, executives and operators. Psychology is the method. It is not the name on the invoice: no diagnosis, no clinical notes, no treatment.

Joseph Scorselo, Amsterdam

Questions

What payers ask first.

Do you place people?No. We make the next step testable. No job board, no CV mill, no placement rate.

Is this outplacement?No. No workshop, no forty-person caseload, no platform seat.

Can the employer fund it?Yes. As a named senior measure inside a package or a social plan. Procurement and a data agreement come first, and consent is signed separately by the executive.

Can an outplacement firm use this as a module?Yes. Scope, reporting and confidentiality are contracted with the firm. The executive remains the client for the work itself.

What if the direction is independent work?Then weeks five and six still have to survive contact with the market. Building demand for a practice is a later decision, and only once a first fee has been paid.

The factory produces documents. This produces a decision that has already met the market.

Joseph Scorselo

Book 30 minutes

joseph@scorselo.com