Key person risk
When your best people leave, their judgement goes too.
A senior partner takes twenty years of knowing what to do with them. The handbook does not hold it, the files do not hold it, and the next person learns it again from scratch.
Imora gives your firm a reasoning fingerprint of its own: how you price, when you walk away, what you never promise, written down from the judgement your people are already recording. You decide what goes in, anyone can ask it, and it stays when they go.
How a firm builds a house view
Four steps, and a person decides at every one of them.
- 1
Your people answer, privately
Each person builds their own reasoning fingerprint from real scenarios. Nobody else can read it, not even the account owner.
- 2
Agreement surfaces on its own
Where two or more people independently reach the same judgement, it is proposed. One person saying something five times is depth, not agreement.
- 3
You decide what the firm holds
An owner or manager adopts it, rewords it, or rejects it. You see how many said it, how much evidence sits behind it, and whether it contradicts something you have already adopted.
- 4
The firm can answer from it
Ask the firm a question and it answers from what it adopted, showing which principles it used. Where it has not decided, it says so.
The promise, both halves at once
Most ways of solving this quietly take something from somebody. This one does not.
The firm keeps
Everything it adopted, in its own words, with the reasoning intact. It carries on answering, and new people learn from it.
The person keeps
Their own reasoning fingerprint and their own twins, which go with them. Nobody runs a twin in their name after they leave.
That is why people answer honestly while they are with you, and honest answers are the only thing here worth having.
Questions a managing partner asks
- What happens to our knowledge when a senior person leaves?
- Whatever your firm has formally adopted into its house view stays with the firm: it is your position, in your words, and it keeps working for the people still there. That person's own reasoning leaves with them, because it is theirs. We do not keep running a twin in a departed person's name, and nobody is impersonated.
- Is this just an average of what everyone in the firm thinks?
- No. Averaging two opposing views produces something nobody holds. A point is only proposed once two or more people have independently reached it, and it becomes the firm's only when an owner or manager adopts it, in your own words if you prefer. Where two statements are about the same subject but not clearly the same point, we show you both and say so rather than calling it agreement.
- Can we remove someone's contribution later?
- Yes, at any point, during their employment or after it. Anything only they held is retracted. Anything others also hold stays, with less support behind it. You see exactly what would change before you confirm, and rewording a principle into the firm's own words does not stop it being removable.
- Do our people have to take part?
- No. Contributing is a separate choice each person makes for themselves, and it is off until they switch it on. People answer candidly about how they really decide only when that choice is genuinely theirs, and candour is what makes any of this worth having.
- What can a managing partner actually see?
- Usage, fidelity, unanswered questions, seats and spend. Never anyone's calibration answers, evidence or transcripts. The one thing adoption shows is the principle itself, named, for people who switched contributing on, because you cannot judge whether to adopt something without reading it.
- What does it do when the firm has not decided something?
- It says so and stops. It will not guess, and it invents nothing to fill the gap. Knowing where your firm has no settled position is usually more useful than a confident answer nobody agreed to, and it tells you what to adopt next.
Start with one expert
A house view needs a few people contributing before it says anything useful. The place to begin is one person answering five scenarios, which takes about ten minutes.