This is what your board receives on Day 5.

Reports describe. This decides.

Nine artifacts assembled in five business days, each one designed to be lifted into a board pack or operating cadence. The point isn't comprehensiveness — it is decisions the team owns the moment Phive walks out.

Five business days. No discovery workshops. No questionnaires.

1. Day 1

   Intelligence Baseline

   Phive arrives with the diagnosis already complete. Company research dossier, outside-in coherence scan, change capacity score, in-flight initiative inventory, baseline economics — presented to the executive team. No questionnaires. No discovery workshops.

   Produced · Process Overview · Aspiration → Gap Bridge · initial hypothesis

   The executive team sees their organization through a lens they have never had access to.

2. Day 2

   Executive Input

   The executive team responds to the Day 1 hypothesis. Internal data that can't be seen from outside — initiative budgets, team capacity, political constraints, board mandates — gets layered in. The model adjusts while the outside-in discipline stays as the anchor.

   Produced · Refined assumptions · validated and challenged hypotheses
3. Day 3

   Structural X-Ray

   The rebaselined model is presented — the honest view after combining outside-in intelligence with inside reality. Competitive implications and AI-native disruptor analysis. The gap between aspiration and bias-filtered reality, quantified.

   Produced · Competitive Implications · AI-Native Moonshot · rebaselined gap analysis

   The team sees three things at once — where they actually are, what competitors are doing, and what an AI-native disruptor would build from scratch. The cognitive gap creates the urgency for options.

4. Day 4

   Options Architecture

   Three tension-spanning options are presented and stress-tested. Assumptions challenged, refined, aligned. The workbook updates in real time as assumptions shift. Move card owners confirmed, sequencing validated against capacity.

   Produced · Three Options (refined) · 14 Move Cards (with confirmed owners) · workbook (assumption-aligned)
5. Day 5

   Decision Room Delivery

   The complete Decision Room is delivered. Terminal deck walks the board through the narrative. Four decisions are presented. CLO charter reviewed. The executive team leaves with everything they need to present to the board and begin execution.

   Produced · Terminal Deck · CLO Charter · complete workbook · cost model · glossary · story map

   The board walks in, works through the options, and walks out with the execution architecture designed.

Three options. Four decisions.

Each option declares an explicit posture across seven binary tensions and stays consistent. None is a hybrid trap. The choice belongs to the board.

14 move cards. Each readable in 60 seconds.

Every move declares its purpose, its provenance against the existing AI portfolio, expected impact post-discount, the connected aspiration drivers, an owner, a sequence window, and its primary failure-mode risk. Cards are designed to lift directly into board appendices and briefing decks.

Coherence Leadership Office charter.

Not a recommendation. A standing executive body with named seats, defined decision rights, operating cadence, and kill-switch authority. Membership is anonymized below to role.

The sample read is one layer. The Decision Room is nine more.

The sample read on the homepage shows the outside-in coherence scan — the diagnostic foundation. The AI Strategy engagement builds nine additional artifacts on that foundation: three options, a formula-traced workbook, 14 move cards, a governance charter, and the competitive analysis that frames it all. The sample is where it starts. The Decision Room is what the board gets on Day 5.