Human capability intelligence
The measurement layer for enterprise leadership. A baseline before the work begins, behavior tracked over time, and evidence of what actually changed.
The gap
Organizations spend millions developing their leaders. Almost none can say what it changed. The trust between a coach and a leader has to stay private, so the outcome goes unmeasured, and the spend goes undefended.
"What did the spend actually do?"
Budgets clear the board, then disappear into a gap where no one tracks whether behavior changed or performance moved.
"Which vendor do we standardize on?"
Every provider wants to pull you into its own system. Buyers are left stitching together tools that never share a source of truth.
"How do we measure without surveilling?"
You can't read the coaching conversation, and you shouldn't. But everything around it can be measured, with the right instruments and enough people using them.
The platform
Measure what leadership development actually produces. When matching is needed, Naru can provide that too.
A baseline before the work begins, behavior tracked after it. Change and return, translated into the language the boardroom already speaks.
High participation is what makes the signal real, and the same signal makes the match right. Most leaders in a program already have someone. When one doesn't, the platform closes the gap.
The measurement layer
No one reads the conversation between a coach and a leader. What gets measured is everything around it: participation, follow-through, team performance, attrition. Observable shifts, read at a cadence the board understands.
i.
Short assessments set the starting point, mapped to the competency model you already trust.
ii.
Competency shifts measured after the work, for the leader and the team they lead.
iii.
Behavior change and return, stated in boardroom language.
iv.
Integrates the stack you run instead of replacing it. A layer, not a lock-in.
In market
Following five working sessions with a major U.S. asset manager, the client has asked us to structure a six-month pilot. Vendor and security review are underway, with the next working session being scheduled.
Status · pilot in scopingPilot status
Client name withheld under NDA. Detail available on a walkthrough.
Naru Evidence
One page per program: return under three attribution scenarios, competency lift, retention, and program health. Shown here with demonstration data.
Return under three attribution scenarios
Program health
The roster, when you need it
The platform carries a vetted roster of world-class coaches, but the roster isn't the product. The product is the intelligence that puts your whole development stack to work: internal mentors, existing vendors, your own senior leaders.
When a leader does need a coach, the connection is a click away and already wired into the measurement layer. When they don't, the platform stands on its own.
Request a walkthroughPowered by CoachFinder
CoachFinder is the matching module inside the platform: the roster and connection layer, not the product you buy.
The people behind the model
The measurement model is developed with business-school faculty and practitioners who have run talent and performance at global institutions.
The team pairs the architect behind a major technology company's opportunity-scoring system with a former global head of learning and development at a top-tier bank, now teaching at a leading European business school. Between them, a decade of hard-won lessons about what actually moves when you measure leadership.
For CHROs & heads of L&D
See how a baseline, a 90-day cadence, and competency tracking turn development spend into a number the board can read.