Keep the judgment you can't replace.
When your organization goes through an acquisition, a merger or a redesign, the judgment your key people carry is what's most at risk. RoleUp captures it and puts it to work, so you get what the change was meant to deliver.
Solid line: with RoleUp. Dashed: without. Shaded: value kept. Before, the event (acquisition, merger, redesign), chaos, recovery, the new normal. With RoleUp the organization reaches its intended outcome; without, judgment is lost and it falls short.
Performance over time
41 percent of employees say their organization cut management layers last year. Restructuring led all reasons for US job cuts in August 2026.
Korn Ferry; Challenger (Challenger, Gray & Christmas, the firm that publishes the monthly US job-cuts report)
Knowledge gets written down.
Knowing doesn't.
The procedures are in the manual. The reasons behind them live in the people who wrote it, and in the people who learned to bend them. When a role is consolidated, a founder finishes an earn-out or a department is handed to an agent, that knowing leaves with them. The tools that plan a reorganization model the boxes. None of them can tell you what's inside.
We accelerate teams.
You depend on a few people who can't fully explain what they do. When they leave, when someone new joins, or when everything has to go through them, the whole team slows down. The expertise exists. The problem is getting it out of their heads and into the hands of the people who need it.
Capture. Clara talks with your people, one at a time, in their own words. She draws out how they decide, not just what they do, using methods built to study expert judgment in high-stakes work.
Model. What they know becomes a record the organization keeps: attributed to the person who said it, approved before it's used, queryable by anyone with a reason to ask.
Share. The people who need that judgment get it where they work, when they need it, with the name of the person it came from.
Two ways in.
1. Mergers & acquisitions
Keep what you paid for.
You're buying or combining a business whose value sits in a few people. We map the key persons and the judgment the business depends on them for, pre-close or at close, then capture it through the earn-out or before integration day, while it's still theirs to give. Start with the judgment diligence map.
2. Restructuring
Keep what your people know.
You're flattening, consolidating or automating, and the people carrying the new roles don't have what the old ones knew. We map where the judgment sits before the decision is made, including what's safe to hand to an agent and what isn't, then capture from the roles being consolidated, openly and on terms the people can accept. Start with the judgment density map.
How we work with your people.
We ask people how they decide. That's personal, so we work by four rules and put them in writing. You always know why you're being asked. What you contribute is yours, by name, and travels with you. Nothing is captured to prepare a decision about you that you haven't been told about. Aggregate data never identifies a group smaller than five.
And for whoever owns the risk: Clara surfaces judgment, she never decides or acts. Every answer traces to an approved claim, an approver and a date. Your data stays where you say.
Why us.
Method
Clara doesn't improvise her questions. She runs an interview built on the Critical Decision Method and Applied Cognitive Task Analysis, the techniques cognitive scientists developed to understand how firefighters, clinicians and military teams decide under pressure, where the person can't explain the rule because they've never had to say it out loud. Forty years of that research says the only way in is a structured conversation about real cases, and that it has never scaled because it needs a trained interviewer. Clara is that interviewer. The method's co-originator sits on our advisory board.
Experience
The team behind Clara has spent its careers watching what gets lost between the project plan and the people who make it work: transformation and knowledge programs at IBM, Deloitte and the BC Government, enterprise architecture at Dell and Hootsuite, twenty years of technology and change leadership inside a major BC health authority, and twenty years of building go-to-market in regulated markets. That gap is the product.
Tell us where you’re at
Deal or reorganization, one line on what's changing, and a work email. We reply within one business day with what the first map would look like for you