How to read this example. Filters explore a prepared synthetic snapshot. Recommendations, targets and timings are proposals to review, not measured outcomes or included delivery commitments. Self and manager ratings are assessment perspectives; access and visibility are agreed for each engagement.
What was measured
Five conversations with every client advisor, held by EVA in their own language over three weeks, plus one assessment pass by each boutique manager. Nothing was filled in on a form; everything keeps its reasoning in the workspace.
30 questions across 8 themes, scored 1 to 10, plus one overall score for "my boutique".
Boutiques rate 5 head-office departments on 4 statements; the departments rate the boutiques back.
9 selling competencies, self-rated 1 to 4, assessed separately by the boutique manager, with access set by the client’s role permissions, plus the 3 each advisor wants to grow.
20 factual statements about how each advisor actually sells, placed on two axes: transactional to relational, new clients to existing clients.
Short quizzes per category, scored 0 to 10, so training goes where the gap is.
Key results at a glance
Three decisions this analysis puts on the table
Computed from the people in view. Each one names an owner and a 90-day test.
Engagement, theme by theme, boutique by boutique
Collaboration between the boutiques and head office
Assessed competencies: what advisors say, what managers confirm
Self-rating versus manager assessment, average per competency
The three competencies advisors most want to grow
Manager-assessed level by boutique
Selling styles: how each boutique actually sells
Every advisor in view, placed by style
Style mix by boutique
Product knowledge by category
One advisor, one page
One possible individual view, using synthetic advisor profiles. EVA and Customer Success configure access for employees, managers, HR and other authorised viewers according to each client’s wishes and use case.
From the analysis to the decisions
Fix the loudest signal
- The weakest engagement theme in the weakest boutique gets a named owner and a visible change within 30 days.
- The worst boutique-to-head-office pair meets in person, with the four statements on the table.
- Each advisor's three chosen competencies go into their development plan as written.
Train where the gap is
- Product training rebuilt by category and boutique from the quiz results, not from the catalogue.
- Manager-assessed levels drive who coaches whom inside each boutique.
- Style mix used to plan the floor: a Hunter on the door, a Confidant on the top-client appointments.
Measure again
- Re-run the engagement conversation only; six questions, ten minutes.
- Re-ask the collaboration statements for the pair that was fixed.
- Match the style and competency profiles of the top performers against the recruiting brief for the next hires.