How do you evaluate consultant performance and collect feedback from families?

Like any organization, we learned through our own early experience. On day one, we didn’t have a perfect system for identifying what made a consultant exceptional versus merely good. But we were intentional about figuring it out. Over time — through hundreds of engagements, honest post-cycle debriefs, and paying close attention to which clients had transformative experiences versus satisfactory ones — we identified the strongest signals. What to look for. What the desirable qualities actually are, both for the client’s experience and for the kind of people we want to work alongside.

More importantly, we got better at detecting those qualities before someone ever works a single case for us. The recruiting process we run today is the product of years of refinement — learning what predicts great performance, what looks promising on paper but doesn’t translate, and what the rare people who bring everything to this work actually look like from the start. When you get that filter right — when every person on the team earned their spot through a process that’s been tested across hundreds of hires — the feedback tends to confirm what we already know. Our clients tell us they’re in good hands. And when something isn’t working, we hear that too, quickly, because we’ve built the kind of relationship where families feel safe telling us the truth.