It is the one hiring rule we do not bend. A consultant who has never had to make payroll, fire someone, or carry a bad quarter personally can describe the situation accurately and still misjudge what it costs to be in it.
At the top of the network there are three names: Paolo A. Ruggeri and Andrea Condello, who founded OSM, and Ivan Zorzetto, who leads OSM International. Their story is here.
Below that, what matters to you is one person. You get a named senior consultant who runs the engagement from the diagnosis onward. Not an account manager who introduces you and disappears, and not a rotating team where you explain your business again every quarter.
Behind them there is a technical director who reviews the work, and specialists who come in where the engagement needs one — financial control, sales, training. The relationship stays with one person, because half of this job is knowing a company well enough to spot what has changed.
Owned a company, or managed one, or carried a team through something difficult. Experience of the seat, not just study of it.
It would be difficult to justify asking clients to be read by an instrument we do not apply to ourselves. It also tells us who is suited to which kind of client.
Consultants go through the same management programme we sell, including the Mind Business School, and are reviewed on the work they deliver rather than on what they sell.
Each country in the network is run by a partner company with its own team, its own language and its own understanding of local employment law. When you book a diagnosis you are routed to the partner covering your country, not to a head office that will call you back at an inconvenient hour.
Where we do not yet have a partner, the request comes to OSM International directly and we tell you plainly what we can and cannot do from a distance.
The diagnosis is run by the senior consultant who would actually work with you. It is also how you find out whether you want to.
