Lighthouse

People write it. Software keeps it.

You can buy the tools, the engagements, or the pairing of both — and the pairing is what the whole thing is designed around. Software handed over empty gets abandoned; an engagement without software decays into a document.

Start here

Which stage you actually need

Three questions, asked in framework order. The first gap decides it — and we ask them this way on purpose, because most organizations arrive wanting a route when they never settled what they are.

Can you state what your organization is in one sentence a new hire could repeat from memory — and that a competitor could not also claim?

Does every quality you claim to be excellent at have a leading and a lagging measure attached to it?

Can you name, concretely, the problems standing between you and your next milestone?

Your starting point

Answer the questions and the first gap decides it. We ask them in framework order on purpose — a route built on a borrowed identity is precise and pointed the wrong way.

Software + service

The pairing, which is the real product

A stage run with your team, and the product that holds its output afterwards. Starting here is the default recommendation.

Software + service

Engagement + its tool

A stage run with your team, and the product that keeps its output alive afterwards. This is the pairing the whole thing is designed around.

What the price scales on

Engagement fee plus the annual licence, with the first year of software included in the engagement — because software handed over empty gets abandoned.

  • Everything in the engagement
  • The partner product, configured during the work rather than after it
  • First year of the licence included
  • Handover: your team operating the loop without us

Best for: Most organizations. Starting here is the default recommendation.

Software + service

The full thread

All three engagements in order, all three products, and the loop running end to end — from the soul of the company down to the rule somebody follows on a Tuesday.

What the price scales on

Staged over nine to twelve months, billed per stage so you can stop. We would rather you stop after Illuminate than carry a belief you do not hold.

  • Illuminate, Navigate and Solving, in order
  • All three products with the upward path live
  • One heuristic traced end to end, weakest link found and fixed
  • The organization on one page, for its leadership

Best for: Organizations willing to find out that their current description of themselves is wrong.

Software only

Tools on their own

For organizations that have already done the thinking and need somewhere for it to live.

Software only

One tool

A single product — Shining Ray, Compass or Archer — configured to a belief and constellation you already have.

What the price scales on

Per organization, annual. Not per seat: a belief everyone can see is the entire point, and charging per head would work against it.

  • One product, configured to your belief
  • Everyone in the organization, no seat counting
  • Upgrades while you hold the licence

Best for: Organizations that have already done the thinking and need somewhere for it to live.

Software only

The full suite

All three products with the upward path live between them, plus the vertical apps as they ship.

What the price scales on

Per organization, annual, at less than three single tools — because the suite is worth more to you and cheaper for us to support.

  • Shining Ray, Compass and Archer
  • The upward path — Archer writes to Compass, Compass to Shining Ray
  • Resinen Sales, Delivery and People as they ship

Best for: Organizations running the whole thread, where a learning has somewhere to travel.

Service only

Engagements on their own

For organizations that need the thinking done properly once, and can maintain it themselves.

Service only

One engagement

Illuminate, Navigate or Solving, run with your team — people working alongside yours to produce the belief, the constellation, or the heuristics.

What the price scales on

Fixed fee per engagement, scoped by stage rather than by hours. You are buying an outcome with a test attached, not a number of days.

  • Evidence work: history, tenure, decisions already made
  • Your practitioners writing it with us, not receiving it
  • The stage's own gate — competitor test, measurability, the four tests

Best for: Organizations that need the thinking done properly once, and can maintain it themselves.

About the numbers

There aren't any yet, and that's deliberate

No figures on this page
Every line above describes what is being charged for and what it scales on — which is the part that is actually hard to get right. The figures themselves are Resinen's to set once the three products ship. A made-up number would make this page look finished and be worth nothing to you.

Engagement durations are real: four to six weeks for Illuminate, six to eight for Navigate, one waypoint — typically three to six months — for Solving. Those come from the framework's own waypoint horizons rather than from a rate card.

For an organization

Three tools, one per altitude

Each with a working preview. What it is for, what it refuses to do, and what moves between them. These used to live on a page of their own — they are here because this is where everything buyable belongs.

IlluminateSoulIn development

Shining Ray

Find what you innately are, and protect it from everything that isn't about it.

A single beam held steady on one thing. What it lights is the belief; what it keeps out is everything else.

A working preview

Built from the same design system as the product itself. Press things — the controls are real and the data is from the worked example.

Shining RayHartley & Osei · The filter
Preview
The belief being protected

Be the best firm in the country at protecting family businesses across generations

v2 · refined once in 14 monthsRefinement came from C-121
Every challenge is judged on one question

If we ignore this, does it hurt our ability to be the best at what we believe?

Yes → signal, let through, may refine the belief. No → noise, blocked, reason recorded.
0In the queue
3Ruled noise
1Ruled signal
HealthyFilter health
C-114Managing partner · 2d ago
Cited 4× sinceNoise

A senior partner wants to build an M&A practice. The fees are materially higher than succession work.

Ruling, with reason

Declined. The work does not protect family businesses, so higher fees are irrelevant to the belief.

C-117Marketing · 6d ago
Noise

A rival firm has rebranded itself as "innovation-led" and is winning press.

Ruling, with reason

Ignored. It has no bearing on whether we are the best at protecting family businesses.

C-121Associate, disputes · 9d ago
Refined the beliefSignal

More family businesses in our region are being sold to private equity rather than passed to the next generation.

Ruling, with reason

Let through. The belief was refined: protecting a family business can also mean guiding the family through a good sale.

C-126Head of practice · yesterday
Noise

Two associates have asked whether we should take general commercial litigation to smooth revenue in slow quarters.

Ruling, with reason

Declined, with the reason shared firm-wide. Revenue smoothing is a real problem; it is not a reason to stop being one thing.

Not yet shipped
Shining Ray is in development. This preview is honest about behaviour and layout, not a screenshot of a running system.

Why it exists

Ask most organizations what they are and you get a sentence their whole industry could use. That is not weak marketing — it is structurally useless, because nothing downstream can be derived from it. Illuminate finds the real answer from evidence, and Shining Ray keeps it from eroding.

Because the value is in the record, not the rule. A belief with two hundred rulings behind it can settle an argument. A belief on a slide cannot.

The loop

Four steps, in order. The order is the discipline — skipping one is how this stage fails.

A challenge arrives

Anyone can file one: a fashionable market, a rival's rebrand, an internal fear, an opportunity that looks lucrative and feels wrong.

One question is asked

If we ignore this, does it hurt our ability to be the best at what we believe? That is the only question, and Shining Ray will not let you skip it.

A verdict is recorded, with its reason

Noise is blocked. Signal is let through and may refine the belief. The reason is required either way — a verdict without one is not a ruling.

The ruling becomes precedent

Next time something similar arrives, Shining Ray surfaces what you already decided and why. Your belief accumulates case law.

Try the move it is built around

Three challenges arrive at one firm's belief. Rule each one noise or signal before you see what they did — telling a false light from a real one is a judgement, and Shining Ray exists to force it, record it and remember it. It cannot make it for you.

Worked example · fictional firm
If we ignore this, does it hurt our ability to be the best at what we believe?Yes → it is signal, and may refine the belief. No → it is noise, and is blocked.
0/3Unsorted

A senior partner pushed to build an M&A practice because the fees were higher.

Noise

Declined. The belief gave a clear reason: the work does not protect family businesses.

A rival firm rebranded itself as "innovation-led."

Noise

Ignored. It had no bearing on the firm's belief.

More family businesses were being sold to private equity instead of passed down.

Signal

Let through. The belief was refined: protecting a family business can also mean guiding the family through a good sale.

What the third one teaches

The signal did not break the belief — it made it wiser. “Be the best firm in the country at protecting family businesses across generations” stayed exactly as written; what deepened was the firm's understanding that protecting a family business can also mean guiding the family through a good sale.

A shield that blocks everything turns a belief into a blindfold. Plenty of companies have defended a belief so well that they missed the moment the world moved on.

What's in it

The belief, versioned

Stated once, every refinement tracked. A belief should rarely change, so its version history is itself a signal about how well the filter is working.

Intake from anywhere

Filed by anyone, not just leadership. The fears that matter are usually held furthest from the room where decisions get made.

Precedent search

Every past ruling, searchable and citable, matched automatically against new challenges.

The blindfold warning

If almost everything is ruled noise, your shield has become a wall — and companies have defended a belief so well they missed the world moving on. Shining Ray watches the ratio and says so.

One ruling, up close

The belief itself went through two drafts, and the difference between them is the whole discipline. Toggle between the one that failed the competitor test and the one that passed.

Second draft · rooted in the identity

Be the best firm in the country at protecting family businesses across generations

Passes
A large corporate firm could not say this and have it be true. It names what the firm innately is, and who for.

What it won't do

Shining Ray cannot

Shining Ray cannot tell you whether something is noise or signal. That is a judgement, made by people who know the business. What it can do is force the question, demand a reason, remember the answer, and warn you when your pattern of answers has stopped being honest.

In the suite

Receives belief refinements pushed up from Archer when solving reveals something the belief did not anticipate.

NavigateMacroIn development

Compass

Turn the belief into a direction you can steer by, and measure whether you are.

The instrument you check before every decision. It does not choose the destination; it tells you whether you are still pointed at it.

A working preview

Built from the same design system as the product itself. Press things — the controls are real and the data is from the worked example.

CompassHartley & Osei · Monday morning
Preview
Active waypoint · 1 of 3

Launch a proactive succession review service for existing clients

Month 4 of 6Brightens Foresight, Trust
TrustBright
Leading1.8+0.3 this quarter
Lagging86%proven at close
Resinen Sales
DepthMedium
Leading214 h+18 h this month
Lagging71%proven at close
Resinen People
CalmMedium
Leading44%no change in 5 weeks
Lagging63%proven at close
A leading measure that has not moved in 5 weeks is not leading anything. Source: Manual entry.
ForesightDim
Leading22+22 since launch
Lagging19%proven at close
Resinen Delivery

Four stars, eight measures, one active waypoint. Press Show lineage to see what each number is accountable to.

Not yet shipped
Compass is in development. This preview is honest about behaviour and layout, not a screenshot of a running system.

Why it exists

A single north star is too simple for a real organization. Excellence is three to five qualities together — and each one needs a number, or it is a wish. Compass holds them and shows you every morning whether they are getting brighter.

Because brightness is a time series, not an opinion. You cannot tell whether a star got brighter from a deck written at the start.

The loop

Four steps, in order. The order is the discipline — skipping one is how this stage fails.

Your constellation is built

Three to five stars, each serving the belief, each distinct, each measurable. A quality that cannot be measured gets rewritten until it can.

Measures connect

Integrations where they exist, manual entry where they don't, native feeds from the Resinen suite. Every star needs a leading and a lagging measure before it counts.

Brightness is rated, honestly

Bright, Medium or Dim, against evidence rather than optimism. The gap is the star whose dimness most limits the belief, which is not always the dimmest.

The next three waypoints are set

Only three. Concrete milestones, each naming the stars it brightens. When one completes a new third is added, and the horizon stays three deep.

Try the move it is built around

Four qualities, one of them dim. Rate them and watch the shape change — a line between two stars is only as bright as its dimmer end, so one weak quality drags the whole constellation down. That is the view Compass opens on.

Worked example · fictional firm
Point at a star to read its measures
TodayForesight is dim, and it is the one that matters

Then the horizon: the next three legs, in the order where finishing each one makes the next possible at all. Close one and a new third appears.

Next6 monthsBrightens Foresight, Trust

Launch a proactive succession review service for existing clients

Biggest gap, and the easiest sale since clients already trust the firm

Not yet12 monthsBrightens Trust

Next-generation program: build relationships with heirs before the handover

Builds on the relationships the reviews open up

Not yet18–24 monthsBrightens Depth

Become the recognized authority: an annual family business report and referral partnerships with accountants

Needs the track record from waypoints 1 and 2

Only three are ever planned: far enough ahead to give direction, close enough to be specific.

What's in it

The constellation view

Every star, its brightness, and the lines between them — and a line is only as bright as its dimmer end, so one weak star visibly weakens the shape.

Lineage on every tile

Each number names its measure, its star, and the belief that star serves. The only dashboard where a metric has to justify its presence.

Stale measure flags

A leading measure that has not moved in weeks is not leading anything. Compass flags it rather than drawing a flat line and calling it data.

Waypoint horizon

Three deep, never more, with before-and-after capture at close so a brightness change is recorded rather than remembered.

Why brightness has to be a time series

Sixteen weeks of training for a race. The leading measure moves every week, so you can steer. The lagging measure stays blank until race day, when steering is over. A star needs both before Compass counts it.

Week 16 of 16
Leading measure672 kmDistance run so far. Moves every week, so it tells you during the work whether you are on track.
Lagging measure3:41:08Finishing time. Proves the result, but only on race day — by which point steering is no longer possible.
A star with only a lagging measure is unprovable until it is too late. One with only a leading measure is busy without being better.

What it won't do

Compass cannot

Manual entry decays. Anything a person types weekly stops being typed by about week six, which is why the integration surface is the real roadmap — and why the Resinen apps exist, so part of your constellation never depends on someone remembering.

Where the numbers come from

Integrations where they exist, manual entry where they don't, and native feeds from the Resinen apps — which exist precisely so some measures populate themselves. Planned alongside Compass, not shipped.

Resinen SalesCompassPipeline, retention and client-tenure measures
Resinen DeliveryCompassProject outcomes and cycle measures
Resinen PeopleCompassTraining hours, tenure and capability measures

In the suite

Reads the belief from Shining Ray. Receives measures and waypoint reshapes pushed up from Archer.

SolvingMicroIn development

Archer

Name what blocks the next waypoint, and write the rule that clears it for good.

An archer needs a target before a shot means anything. The target is always the next waypoint, and the arrow is the rule you write.

A working preview

Built from the same design system as the product itself. Press things — the controls are real and the data is from the worked example.

ArcherHartley & Osei · Compose a heuristic
Preview
Source
Waypoint required
The four tests
  • Short enough to remember without looking it up
  • Specific enough to act on todayContains a vague verb — better, improve, more
  • Reusable across many situations
  • Traces to a star and to the belief
Sent back for sharpening

Archer will not save a heuristic that fails a test. A vague rule in a library is worse than no library — nobody can act on it and everyone can cite it.

Not yet shipped
Archer is in development. This preview is honest about behaviour and layout, not a screenshot of a running system.

Why it exists

A solution fixes one situation. A heuristic keeps working in every similar situation long after anyone remembers who wrote it. Archer is built to produce the second kind, so what accumulates is not a closed-ticket archive but a record of how your organization decides.

Because a rulebook has to be findable at the moment of the decision, not filed in a document somebody wrote during an engagement.

The loop

Four steps, in order. The order is the discipline — skipping one is how this stage fails.

Problems are named concretely

"Clients don't see value in prevention" is workable. "Growth is hard" is a feeling. Archer tags each by source: people, clients, process or resources.

Each problem attaches to the active waypoint

Enforced, not suggested. Anything belonging to a later waypoint goes to a parking lot marked out of scope, because solving tomorrow's problems brightens nothing today.

A heuristic is crafted

Short enough to remember without looking it up. Specific enough to act on today. Reusable across many situations. Traceable to a star and to the belief.

Measured, then sent upward

Before-and-after measures go to Compass. Waypoint reshapes go to Compass. Anything touching the belief goes to Shining Ray. Nothing stays at the bottom.

Try the move it is built around

A vague instruction clears nothing. Watch one sharpen into a rule a person can act on tomorrow without asking anyone — and watch the four tests tick off as it does. Archer gates on exactly these.

Worked example · fictional firm
Weak

“Be more proactive with clients.”

“Communicate our value better.”

Strong

“Age, siblings, silence” — Approach clients whose founder is over 60, who have more than one child in the business, and who have no written succession plan.

“Lead with a story, not a service” — Share one real, anonymized case in every client meeting.

A solution fixes one situation. A heuristic keeps working in every similar situation, long after we have left.

What's in it

Waypoint-scoped intake

A problem without an active waypoint cannot be worked. This single constraint is what stops Archer becoming a generic issue tracker.

The four tests, as a gate

A heuristic is validated on write against all four. Failing one sends it back for sharpening rather than into a backlog.

Your heuristic library

Tickets close; heuristics accumulate. After three years this is the most valuable thing in the suite — a written account of how your company decides.

The belief as tiebreaker

When a team deadlocks, Archer surfaces the belief and the relevant precedents. Some arguments no amount of debate settles, and the belief does.

The part that compounds

Problems get tagged by source, because a people problem and a process problem are not cleared the same way. Each card holds the real one from the worked example.

And nothing stays at the bottom. One rule's effect climbs from the rule itself up to the belief it refined — the loop that keeps the whole framework honest.

IdentityUnchanged. The identity was right; the work simply proved how deep it ran.
BeliefThe belief holds. It did not need to change — only the understanding beneath it did.
StarThe firm begins asking whether this deserves a star of its own.
WaypointWaypoint 2 is reshaped: the next-generation program now includes facilitated family meetings.
HeuristicThe reviews happen. Partners start noticing something the plan never predicted.
Reached the topWithout this loop the framework becomes a plan that slowly drifts from the truth.

What it won't do

Archer cannot

Archer will not write heuristics for you. Producing a rule that is short, specific and reusable is the hard creative act at the centre of this work; software can only hold the constraints, check them, and remember what you wrote.

In the suite

Reads the active waypoint and stars from Compass, the belief and precedents from Shining Ray. Writes back to both.

Why a suite

The methodology is the data model

Shining Ray holds the belief and every ruling made to protect it. Compass holds the stars, their measures and the next three waypoints. Archer holds the problems and the rules written to clear them. Which makes a question no other software can answer — how does this rule of thumb serve the belief? — just a path through three systems.

ArcherCompassbefore-and-after measures, waypoint reshapes
CompassShining Rayevidence that a star — or the belief — needs refining
Shining RayCompassthe belief every star has to serve
CompassArcherthe active waypoint, and the stars it must brighten

If the upward path is a first-class feature, this is one system. If it is an export button, it is three tools that happen to share a login.

The one rule

You cannot start in the middle

Compass is useless without a constellation, and a constellation is useless without a belief. The tools install in order, and we will say so if you ask for a later one without the earlier work.

Compass without a belief

A dashboard of numbers nobody can justify. It will look like progress and measure nothing that matters, because no star has anything to serve.

Archer without a waypoint

A generic issue tracker. Problems with no target and heuristics with nothing to trace to — which is every backlog you have ever seen.

A belief without Shining Ray

A sentence on a wall. Within a year it has been quietly abandoned by whoever was in the room when something lucrative arrived.

How we price

Four rules we hold to

These cost us money in specific, predictable ways. They are here because the alternative costs you more.

No seat counting

A belief that only leadership can see is not a belief. Software is priced per organization, so there is never a reason to keep someone out of it.

Billed per stage, not per project

You can stop after any stage. We would rather lose the next engagement than have you carry a belief you do not actually hold.

The first year of software is in the engagement

An empty database handed over at the end of a project gets abandoned by month three. The product is configured during the work, with your data in it.

We will refuse the wrong order

Ask for Navigate without Illuminate and we will say no, and tell you why. A route built on a borrowed identity is precise and pointed the wrong way.

Boundaries

What this is not

A brand refreshIdentity here is discovered from evidence, not designed.
A five-year planWe only ever chart the next three waypoints.
A dependencyHeuristics are built so they keep working after we leave.
A workshop ending in a document nobody opensEvery star carries a number.

A solution fixes one situation. A heuristic keeps working in every similar situation, long after we have left — which makes you more capable rather than more dependent on us.

Before you talk to us

See how it works before you commit

Philosophy explains the three stages with the instruments live on the page, and the Classroom publishes complete worked examples. Both exist so that by the time we speak, you already know whether the method fits.

The order, one more time

1. IlluminateShining RayAn innate identity, a simple belief, and a working filter around it
2. NavigateCompassA north constellation of measured stars, and the next three waypoints
3. SolvingArcherHeuristics, before-and-after measures, and learnings that travel back up