Whole-organization behavioral assessment for operating partners. Network science and linguistic cultural fit applied to vertically integrated AI infrastructure portcos. Five deliverables, thirty days, fixed price. Built around the 100-day plan, not around HR.
Employees are three times more likely to quit within ninety days of an acquisition announcement.
At a five-hundred-person portco, a five percent voluntary departure rate is twenty-five people. At blended replacement cost it is $875K to $1.5M of direct exposure before productivity loss, before integration delay, before the cascading second-tier departures that follow the carriers out the door.
Standard human-capital diligence interviews ten executives. We map the other four-hundred ninety. The same five hundred people. Two different organizations.
Hyperscaler relationships sit with one Director. The PPA portfolio sits in another Director's personal energy-trader relationships. Interconnect queue position lives in the Grid Integration Director's FERC contacts. The carbon math depends on a data pipeline one observability engineer designed. None of it appears on the org chart. We measure the variables PE actually loses money on, and we attach a dollar figure to each one.
Most reorgs move boxes on the formal hierarchy. Half the load-bearing relationships are not on it. The PPA structurer is the only formal bridge between Grid Power and AI Compute. The hyperscaler-renewal relationships sit in two Directors' inboxes. Our Real Power Map overlays the advice network on the org chart, identifies the integration connectors, and tells you which moves will hold.
The result: a reorganization that preserves load-bearing relationships and removes the friction the formal hierarchy was hiding.
No software install. No IT integration. No HRIS dependency. One sponsor at the portco, an anonymous survey, a report and a sixty-minute walkthrough before the 100-day plan is finalized.
Vertically integrated platforms pairing compute, power, and sustainability. Buy-and-build with 5–10 tuck-ins. The carriers are Directors with hyperscaler and FERC relationships built over a decade. We name them.
PPA portfolios, interconnect queue positions, renewable offtake desks. The assets are non-fungible and the relationships are personal. We map both before the 100-day plan assumes either is institutional.
$500M to $3B AUM. Active operating partner programs. A single OP relationship is potentially eight to fifteen simultaneous deployments across the portfolio. AI Infra is the spearhead vertical.
"One mechanical engineer carried the rack-level thermal designs for the next two density generations. The Director of Cooling owned the vendor relationship. Either departure was recoverable. Both inside twelve months would have repriced the platform."
"The integration plan named the compute–power bridge as the moat. The data said the two divisions were running as separate companies. We saw it before the missed hyperscaler renewal."
"This is not a values problem. Cooling does not need an offsite. It needs carrier identification and retention before the rack-density roadmap moves load onto a structure that cannot bear it."
Three constructs most assessments collapse into one. Content. Fit. Strength. Keeping them apart is the methodological contribution. The four-scenario integration playbook follows from it.
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