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Every scorehas a minute

This is the Alice Report for one session: a synthetic leadership team of eight, in Timefold, 171 minutes, four eras. The names are invented. The structure, the indicators, the timestamps and the pages are exactly what a session owner opens 15 minutes after the last decision. Read it the way the debrief reads it: Moments first, scores second.

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Holographic bar chart rising from a laptop Sample report · synthetic team · sample names

The Alice Report

Team
Northwind Logistics leadership team
World
Timefold
Date
Thursday, June 11, 2026
Participants
8 of 8 invited
Duration
2 h 51 min (171 minutes)
Eras completed
4 of 4
Last decision
01:55:00
Report generated
14 min 32 s after the last decision
Session owner
Dana Whitfield, Chief Operating Officer

Goal entered at onboarding

Find out why decisions in the weekly operations review take so long, and whether the problem is me.

Eras: Alexandria 48 BC — The Burning Library · Venice 1498 — The Mint Conspiracy · Amsterdam 1702 — The Flooded Shipyard · Orbit 2100 — The Dormant Engine

How to read this page

Twelve pages, in the order the report opens them. Hover a cell for its number and level. Pick a participant to open their Gap Card. The seven pages a buyer uses most are marked.

Sample report · synthetic team · sample namesGenerated 14 min 32 s after the last decision

The Alice Report

Northwind Logistics leadership teamTimefoldThursday, June 11, 20268 of 8 participants171 minutesEras 4 of 4Last decision 01:55:00Report ready 02:09:32

Executive Dash · one page · for the sponsor, the C-level and the investment committee

Three conclusions

  1. Decisions close through one voice. 58% of decision-closing statements came from P1, including seven closed while not captain. Indicator 41, yields the lead when asked: 23rd percentile. Dimension 5, Roles: 23rd percentile.
  2. Conflict is suppressed, not absent. 14 interruptions in Venice, 11 by P3 and P6. Zero uses of Cancel the Order. Two of six disagreements resolved in the Room. Dimension 2, Conflict: 31st percentile.
  3. The best plan in the session came through a side channel. The Venice plan adopted at 00:49:10 was P8's, via a 30-second Quiet Counsel. Never captain; asked for a view twice in 171 minutes. Indicator 17, influence without authority: 88th percentile.

On the goal you entered

Find out why decisions in the weekly operations review take so long, and whether the problem is me.

Median decision latency 104 s against a Cohort median of 81 s. Under P5 and P7 as captains: 71 s and 64 s, with voices heard before commit rising from 3 to 5. The latency is not the team's. It is a pattern of who closes, and it moved when the captaincy did.

Team Dynamics

Seven team-level dimensions on a 1-5 scale against the Cohort median. The percentile is printed at the end of each bar.

TrustDimension 1
3.457th pct
ConflictDimension 2
2.631st pct
VoiceDimension 3
2.942nd pct
VelocityDimension 4
2.734th pct
RolesDimension 5
2.423rd pct
PressureDimension 6
3.871st pct
LearningDimension 7
3.664th pct
above the Cohort medianbelowup to the medianCohort median, sample

Team Potential

52nd-66thcohort percentile band

confidence high

Weighs Pressure (71st) and Learning (64th) above Roles (23rd) and Velocity (34th). Pressure and Learning are hard to teach; Roles and Velocity are what a 90-Day Playbook moves fastest. 4 of 4 eras, audio attributed for 97.1% of the session.

The one thing to do first

Playbook step 1: decision rights in writing, by day 7, owned by P1 Dana.

People-Risk Map

Money lines use the salary bands the session owner entered at booking. Where an assumption is ours, the line says estimate.

  1. Warning

    01Decision bottleneck at the COO

    58% of decision-closing statements; Indicator 41 at the 23rd percentile; median latency 104 s, falling to 71 s under other captains

    $102,000per year · estimate7 leaders waiting 2.1 hours per week on one decision-maker, 48 weeks, at the loaded rate from the bands entered at booking

  2. Critical

    02Suppressed conflict between Network Operations and Finance

    11 of 14 Venice interruptions by P3 and P6; zero uses of Cancel the Order; Indicator 91 missed twice by P6

    $120,000-480,000exposureReplacement exposure if one of the two leaves within 12 months: 50-200% of annual salary (SHRM/Forbes) on the VP band entered at booking

  3. Serious

    03An unrecognized situational leader

    The Venice plan was P8's; Indicator 17 at the 88th percentile; never captain; asked for a view twice in 171 minutes

    $95,000-380,000exposureLoss exposure if she leaves: 50-200% of the band entered at booking. The cost of the next plan nobody hears is not priced.

People-Risk exposure$317,000-962,000per year · estimate

Sample report · synthetic team · sample namesReport generated 14 min 32 s after the last decision

Page by page

Twelve pages. One session.

Every page below is from the same sample session: Northwind Logistics, Timefold, Thursday, June 11, 2026, last decision at 01:55:00, report ready at 02:09:32. Non-round numbers are sample product data. The tile codes stay beside the names throughout, because the Assessor scored tiles, not titles.

  1. 00

    Cover

    Everyone

    Team, world, date, participants, duration, eras completed, the last decision and the line every owner reads first: generated 14 min 32 s after the last decision.

    1. P1 Dana Whitfield Chief Operating Officer 2 captaincies
    2. P2 Ruben Castellanos Director of Regional Operations Never captain
    3. P3 Marcus Oyelaran VP Network Operations 1 captaincy
    4. P4 Tomas Lindqvist Director of Fleet 1 captaincy
    5. P5 Elena Vasquez-Moore Head of People 1 captaincy
    6. P6 Jonah Feld Chief Financial Officer Never captain
    7. P7 Aiko Tanaka Director of Technology 1 captaincy
    8. P8 Priya Raghunathan Head of Customer Operations Never captain

    The Assessor scored tiles P1-P8. Names and roles were joined to the report after the scores were final.

  2. 01

    Executive Dash

    buyer page C-level, sponsor, investment committee

    Three conclusions in plain sentences. Team Potential as a cohort percentile band, never a score out of 100. The People-Risk Map: three risks, each with a money line from the salary bands the owner entered at booking; where an assumption is ours, the line says estimate. The one thing to do first.

    People-Risk Map

    Money lines use the salary bands the session owner entered at booking. Where an assumption is ours, the line says estimate.

    1. Warning

      01Decision bottleneck at the COO

      58% of decision-closing statements; Indicator 41 at the 23rd percentile; median latency 104 s, falling to 71 s under other captains

      $102,000per year · estimate7 leaders waiting 2.1 hours per week on one decision-maker, 48 weeks, at the loaded rate from the bands entered at booking

    2. Critical

      02Suppressed conflict between Network Operations and Finance

      11 of 14 Venice interruptions by P3 and P6; zero uses of Cancel the Order; Indicator 91 missed twice by P6

      $120,000-480,000exposureReplacement exposure if one of the two leaves within 12 months: 50-200% of annual salary (SHRM/Forbes) on the VP band entered at booking

    3. Serious

      03An unrecognized situational leader

      The Venice plan was P8's; Indicator 17 at the 88th percentile; never captain; asked for a view twice in 171 minutes

      $95,000-380,000exposureLoss exposure if she leaves: 50-200% of the band entered at booking. The cost of the next plan nobody hears is not priced.

    People-Risk exposure$317,000-962,000per year · estimate

    Severity by maximum exposure: critical from $400,000, serious from $200,000, warning below.

  3. 02

    Team Dynamics Wheel

    Sponsor, team lead

    Seven team-level dimensions, each computed from its own signals across the whole session, scored against the Cohort with the world named beside every percentile. Confidence is stated per dimension; the reasons are on the Method and Confidence page. Drawn here as bars so the Cohort median reads as a line; the report draws the same seven on a wheel.

    Team Dynamics

    Seven team-level dimensions on a 1-5 scale against the Cohort median. The percentile is printed at the end of each bar.

    TrustDimension 1
    3.457th pct
    ConflictDimension 2
    2.631st pct
    VoiceDimension 3
    2.942nd pct
    VelocityDimension 4
    2.734th pct
    RolesDimension 5
    2.423rd pct
    PressureDimension 6
    3.871st pct
    LearningDimension 7
    3.664th pct
    above the Cohort medianbelowup to the medianCohort median, sample
  4. 03

    Heat Map 25x5

    buyer page HR, L&D, team lead

    Twenty-five competencies by five levels: Absent, Emerging, Working, Strong, Signature. Each cell is the number of participants, out of eight, at that level. Levels are defined by how often and how reliably the indicators fired, not by comparison with colleagues.

    • Communication3.17team mean
    • Collaboration3.23team mean
    • Leadership3.20team mean
    • Execution3.27team mean
    • Adaptability3.12team mean

    1 Absent cell in 200. The floor is high.

    9 Signature cells, across seven people. The ceiling is specific.

    The lowest rows, Delegation, Flexibility and change, Conflict resolution, Adaptive leadership, are the rows the three conclusions on the Executive Dash came from.

    Open the Heat Map 25x5 in the report above
  5. 04

    Moments

    buyer page Everyone who reads a score

    The minute behind every score. Timestamped transcript excerpts, text only; raw audio was deleted within 24 hours of this session and the client did not opt in. The Reel is the same data as a timeline. Sixteen Moments are in the sample; the full report holds every indicator event with its excerpt.

    1. 00:31:05 Alexandria, 60-second peak P1, P2

      Alice: "I'm closing the east door in sixty seconds. Decide." P1 at 00:31:12: "Scrolls over the ledgers. Go." P2 at 00:31:20: "The ledgers were the whole point." No reply.

      86 fired (P1), commit in 7 s inside a peak. 31 missed (P1): the dissenting voice was not returned to.

    2. 00:47:40 Venice, mission 4 P8, P3

      Quiet Counsel, 30 s, private and unscored. P3 at 00:48:02: "Okay. Priya's right. We check the die, not the ledger." Decision committed after 212 s. Plan adopted at 00:49:10.

      17 fired (P8), influence without authority. 23 fired (P3), credits a teammate by name.

    3. 01:21:10 Amsterdam, mission 8 P2

      Alice: "We lost Ruben. Clock paused. Sixty seconds to reconnect." Reconnected at 01:23:45.

      No indicators scored for P2 in mission 8. Persistence indicators for P2 at low confidence. Clock paused 2 min 35 s.

    4. 01:51:05 Orbit, mission 12 P5, P2, P7

      Silent Minute, used by P5 on P2. P2 in chat at 01:51:20: "Valve 3 is the odd one. Check the serial." P7 at 01:51:35: "Ruben says valve 3." P5 at 01:52:30: "Ruben, you back? Anything we missed?"

      75 fired (P2), re-engages after Silent Minute. 8 fired (P5), checks in with the silenced teammate. 23 fired (P7).

  6. 05

    Captain Log

    Founders, diligence teams

    Who held the captaincy when, and what changed under each captain: median latency to commit, voices heard before a commit, decisions closed by someone who was not captain, and how the seat changed hands.

    Captaincies · 00:15 to 01:55captaincy handover by card
    1. 1 P1 DanaAlexandria 48 BC · 00:18-00:40 · missions 1-3 96 slatency 3 of 8voices heard 0closed by a non-captain Rotation
    2. 2 P3 MarcusVenice 1498 · 00:40-00:58 · missions 4-5 148 s (peak 212 s)latency 3 of 8voices heard 3closed by a non-captain Card: Hand Over, used by P3 after Alice's cut at 00:56:40
    3. 3 P5 ElenaVenice 1498 · 00:58-01:05 · missions 6 71 slatency 5 of 8voices heard 1closed by a non-captain Rotation
    4. 4 P4 TomasAmsterdam 1702 · 01:05-01:30 · missions 7-9 88 slatency 4 of 8voices heard 2closed by a non-captain Rotation
    5. 5 P1 DanaOrbit 2100 · 01:30-01:32 · missions 10 (opened) no commitlatency —voices heard 0closed by a non-captain Card: Hand Over, used by P1 at 01:32:15 after a request from P7 at 01:31:40
    6. 6 P7 AikoOrbit 2100 · 01:32-01:55 · missions 10-12 64 slatency 5 of 8voices heard 1closed by a non-captain Last decision at 01:55:00
    Under P5 and P7 the median latency to commit was 71 and 64 seconds with five voices heard; under P1 and P3 it was 96 and 148 seconds with three. The team got faster and wider every time the seat moved away from the two Closers. 7 decisions were closed by someone who was not captain, every one of them by P1.
  7. 06

    Card Ledger

    Facilitators, partners

    All eight Opportunity Cards: used or unused, by whom, when, on whom, what followed, and the indicators each one feeds. The card that was not used is the finding.

    1. 01 Unused

      Cancel the Order

      Not reached for in four eras

      Four captain decisions were disputed aloud. None was overturned.

      Indicators 30, 45

    2. 02 Used

      Replay

      P7 at 01:41:20 · Orbit, mission 11, after a failed sequence

      Retry with the coolant first. Mission completed at 01:46:05.

      Indicators 50, 84

    3. 03 Used

      Five More Minutes

      P4 at 00:47:12 · Venice, mission 4

      Commit came 50 s later, at 00:48:02. The extension was not needed in full.

      Indicators 47, 62

    4. 04 Used

      Quiet Counsel

      P8 at 00:47:40 · With P3, the captain, for 30 s

      Plan adopted at 00:49:10. The debased die found at 00:53:30.

      Indicators 17, 26

    5. 05 Used twice (available once per era)

      Hand Over the Captaincy

      P3, then P1 at 00:58:20; 01:32:15 · P3 to P5 in Venice; P1 to P7 in Orbit

      Median latency fell from 148 s to 71 s in Venice, and from no commit to 64 s in Orbit.

      Indicators 41, 46

    6. 06 Used

      Ask a Local

      P6 at 01:09:30 · Amsterdam, mission 7: the shipwright

      Autonomy 100 to 85 (sample). P6 named the cost aloud before asking. The hint was used.

      Indicators 9, 10

    7. 07 Used

      Personal Mission

      P6 at 01:32:50 · Orbit: log the engine manual for the Finance archive before the team logs it

      Pursued for 9 min 20 s. Disclosed to the captain at 01:42:10, before the final sequence. The team's goal was not harmed.

      Indicators 16, 32

    8. 08 Used

      Silent Minute

      P5 at 01:51:05 · On P2

      P2 switched to chat within 15 s and sent 3 messages. P7 read them aloud. P2 re-engaged by voice at 01:52:20.

      Indicators 8, 75

  8. 07

    Gap Cards

    buyer page Each participant; sponsor by access policy

    One per participant: three strengths, two gaps, the team-role tendency, the decision style under the Clock, three Moments as evidence and one recommended pairing. A card never says what someone is. It says what they did, at which minute, and how often.

    • P1DanaCloser
    • P2RubenAnchor
    • P3MarcusCloser
    • P4TomasSteward
    • P5ElenaDiplomat
    • P6JonahScout
    • P7AikoSpark
    • P8PriyaNavigator

    All seven tendencies are present. Two Closers hold 58% of the decision-closing statements between them, and the one Navigator in the room never held the seat. Each participant receives their own Gap Card; the sponsor sees what the access policy set at onboarding allows.

    Open a Gap Card in the report above
  9. 08

    90-Day Playbook

    buyer page Sponsor, team lead

    Twelve steps in three sprints, a checkpoint at days 30, 60 and 90, an owner on every step. Every step traces to a Moment or a dimension on the pages above; none of them is generic.

    Sprint 1 · days 1-30

    Open the floor

    1. 01 Decision rights in writing P1 Dana · day 7
    2. 02 The last-voice rule P5 Elena · day 10
    3. 03 Rotate the chair of the operations review P1 Dana · day 14
    4. 04 One written disagreement per week between Network Operations and Finance: the problem, two options, the decision rule P3 Marcus with P6 Jonah · day 21

    Checkpoint, day 30interruptions per operations review under 5 (P5 tallies); chair rotation in place; Pulse-Test 1.

    Sprint 2 · days 31-60

    Move the seat

    1. 05 P8 chairs the peak-season planning stream P8 Priya · day 35
    2. 06 Technology briefings on one page P7 Aiko · day 40
    3. 07 P6 owns the risk register for the depot consolidation and writes the downside before each gate, as at 01:09:30 P6 Jonah · day 45
    4. 08 Regional-fleet pairing P4 Tomas · day 55

    Checkpoint, day 60median decision latency in the operations review under 90 s; share of decisions closed by P1 under 40%; P5 tallies both.

    Sprint 3 · days 61-90

    Make it hold

    1. 09 Pre-mortem on the next quarterly plan, run by P8 P8 Priya · day 65
    2. 10 Replay practice P7 Aiko · day 72
    3. 11 Peer accountability P2 Ruben · day 80
    4. 12 Pulse-Test 2 at day 90 P1 Dana · day 90

    Checkpoint, day 90Pulse-Test 2; Playbook completion; the decision on a second session.

    12 steps, 3 sprints, an owner on every step, spread across 8 participants on purpose: the Playbook is the first delegation. Every step traces to a Moment or a dimension on the pages above.

  10. 09

    Method and Confidence

    buyer page Methodologists, technical readers, DPOs

    What was measured, coverage, how many of the 92 fired, which could not be observed and why, confidence per dimension, and what Alice could not observe. The report is decision support for a human debrief, not an automated decision about anyone.

    Sample report · synthetic team · sample names Page 09 · Method and Confidence

    97.1%of the session attributed to a participant tile

    23 unattributed utterances, all in the first six minutes, while P7 was without headphones; echo.

    P2 disconnected 01:21:10-01:23:45; Clock paused 2 min 35 s; persistence indicators for P2 in Amsterdam mission 8 at low confidence.

    Confidence by dimension

    • 1Trusthigh
    • 2Conflicthigh
    • 3Voicehigh
    • 4Velocityhigh
    • 5Rolesmedium
    • 6Pressurehigh
    • 7Learningmedium

    Indicators

    84 of 92 fired at least once. 8 could not be observed and are marked not observable, not Absent:

    • 11, keeps a character relationship usable for later
    • 12, anticipates what the outside party will need next
    • 16, reaches agreement between conflicting Personal Missions
    • 19, keeps the agreement after the pressure drops
    • 36, flags a rule breach instead of hiding it
    • 45, accepts Cancel the Order without retaliation
    • 56, keeps an artifact for a later era instead of spending it
    • 77, combines two artifacts in an unscripted way

    The largest single reason: Cancel the Order was never used, so no captain could be scored on accepting it (Indicator 45).

    What Alice could not observe

    Faces. Emotions. Personality. Anything outside the Room. The 30 seconds of Quiet Counsel at 00:47:40, which are private by design. Anything after the last decision at 01:55:00. Raw audio: deleted within 24 hours; client did not opt in.

    This report is decision support for a human debrief, not an automated decision about anyone. The percentiles are as of the moment the report was generated; the Cohort grows with every session.

  11. 10

    Talent Matrix

    buyer page HR systems

    The assessment matrix as a table: 25 competencies by 8 participants, scores 1-5, with the team mean. The export carries the indicator numbers and Moment timestamps behind each cell as additional columns. Excel and HRIS-ready formats; Growth and above.

    Per participant · scores 1-5 where 1 is Absent and 5 is Signature · swipe for the full row

    Tile · nameMean (25)SignatureStrongWorkingEmergingAbsentTendency
    P1 Dana Whitfield3.2019960Closer
    P2 Ruben Castellanos3.28081610Anchor
    P3 Marcus Oyelaran2.88131380Closer
    P4 Tomas Lindqvist3.401101220Steward
    P5 Elena Vasquez-Moore3.40291130Diplomat
    P6 Jonah Feld2.80141091Scout
    P7 Aiko Tanaka3.04231460Spark
    P8 Priya Raghunathan3.60114910Navigator
  12. 11

    Pulse-Test

    buyer page Sponsor

    Shown here as the page appears 119 days after the session. The Pulse-Test is the one self-report instrument in Alice and it is labeled as such: 21 items, three per dimension, about the last 30 days of real work. It answers whether the right column changed anything the team can feel.

    Session baseline → day 90 · self-reported delta baseline, observed day 30 day 90
    1. Trust 3.4 → 3.9 +0.5
    2. Conflict 2.6 → 3.4 +0.8
    3. Voice 2.9 → 3.6 +0.7
    4. Velocity 2.7 → 3.5 +0.8
    5. Roles 2.4 → 3.3 +0.9
    6. Pressure 3.8 → 3.9 +0.1
    7. Learning 3.6 → 4.0 +0.4

    Day 30: 8 of 8 responded · Day 90: 7 of 8 responded · Playbook completion at day 90: 11 of 12; step 10 completed on day 96

    The sponsor's own tally, entered in the Workspace: median decision latency in the weekly operations review, 104 s in the session to 71 s at day 60; share of decisions closed by P1, 58% to 36%. Decision at day 90: the operations group runs Blackout next quarter.

The debrief

Moments first, scores second

The Alice Report is compiled within 15 minutes of the last decision and is on screen when the debrief opens. Alice leads it, and asks the team to look at the Moments before it looks at the scores. On Growth and Enterprise the success manager can lead it instead.

“Why did you decide that in the Mint? What else could you have done?”
Alice, in the debrief

Sample report · synthetic team · sample names

This report was synthetic. Yours will not be.

Twelve pages, 92 indicators, a Moment behind every score, 15 minutes after the last decision. The names above were invented; the structure, the timestamps and the pages are what your session produces.

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