You've seen deals that looked right on paper but underperformed.

The question is whether the incentive structure was quietly undermining everything.

THE SCENARIO

It’s the 28th of the month. You’re $600 short of your sales quota. You’ve got one company left in your pipeline that would let you hit the goal. Problem is, they’re not ready to commit and want a couple more weeks to decide. You know you can give them the time and they’ll close as a solid long term client or, if you push, you can get them closed today.

What do you do?

Now imagine instead of the 28th it’s the 3rd of the month.

Does that change your answer?

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What you just felt was incentive gravity. You’re the same person with the same morals but the answer is determined by the pull of the incentive structure, not the character of the rep.

When that client churns in 90 days the explanation will be that the sales rep was overly aggressive and prioritized personal gain over client success.

The structure rarely gets questioned.

The rep does.

WHAT WE DO

Stidham Dynamics reads incentive plans and identifies where the structure is pulling, even before that pull has manifested.

The deliverable is a Map of Gravity. It’s a visual and written diagnostic of where the incentive gravity pulls and what it’s positioned to produce.

We looked at how the market currently approaches this problem. The way we work isn't arbitrary. Each constraint exists because removing it would compromise what you're paying for.

WHY IT WORKS

We are an audit firm, not a redesign firm.

If we pursued redesign contracts, we’d have an incentive to find problems you can hire us to fix. That conflict is structural. The findings are the engagement. There’s nothing to sell you on the other side of the debrief.

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You get the read. Not the sales pitch disguised as one.

We read your documents cold.

No internal presentations, no leadership interviews, no existing explanation for why things are the way they are. Internal narrative contaminates findings. It shapes what a consultant looks for before they’ve looked at anything. We don’t carry it in.

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The findings are the reality. Not the story designed to fit what you think you already know.

We don't look at your historical data.

P&Ls and commission reports tell you what already happened. The diagnostic tells you what the structure is positioned to produce, including under conditions that haven't arrived yet. Every firm working from historical data is fitting findings to behaviors that already exist. That's not a read. That's a rationalization. In diligence or value thesis, that means your model assumes the future behaves like the past. The diagnostic tells you what the structure is built to produce next.

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The past tells you what happened. The diagnostic tells you what's next.

Our engagement is a fixed price, all in.

This isn’t a loss leader designed to get us in the door before selling you the larger offer. The diagnostic is the complete transaction. The price you see is the price you pay, start to finish.

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The debrief is the end of the engagement. Not the start of the next one.

We don’t compare your plan against market benchmarks or competitors.

What your industry does with its incentive structures has no bearing on what your structure is producing. Benchmarking tells you where you stand relative to the field. It tells you nothing about what your architecture is built to do.

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Your structure isn’t average. The read shouldn’t be either.

It's not a months-long engagement. It's five days.

The entire engagement is conducted on documents. No discovery calls, no intake interviews, no relationship-building before the work begins. The first conversation is the debrief

We don't know if the structure is good or bad. We don't know if it's aligned with the intended strategy or the risk the deal can absorb. By the end of the week, you will.