Back founders and their teams on people-risk data.
Not on gut feeling.

We add structured people-risk intelligence to the underwriting process, so you can see how a founding or management team makes decisions under pressure before money moves.

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Three problems
every deal team faces.

Financial and commercial diligence tells you what a company has done and what the market will allow. Neither tells you how the people running it make decisions when the plan stops working, which often determines the outcome.

References are chosen,
not sampled.

The list comes from the founder.
The people who would give you the real story are rarely on it.

Pitch meetings reward preparation.

You are meeting a team at its most rehearsed, in the one setting it has prepared hardest for. That is not a read on how it handles a missed quarter.

Team risk appears too late.

Co-founder gaps, a CEO who cannot delegate at scale, conviction that stopped testing itself. All of it was there at signing. None of it was visible.

01 · People-risk read

Know how the team holds together before you commit.

R180 maps each founder and executive against six dimensions built for investment decisions, then reads the team as a unit rather than a set of individuals. You get a clearer view of fit and friction before decisions are made on pitch meetings, references, and gut feeling alone.

  • Team Behavior Report

    A single view of the team, scored across all six dimensions, written for the investment committee.

  • Co-founder alignment map

    Where the founders genuinely agree on what matters, and where the gaps sit.

  • Individual Insights Report

    A digestible view of what drives each participant and what shapes their decisions under pressure.

02 · Risk flags and board prompts

Know what to probe before the investment committee.

R180 highlights where the team is strongly aligned, where there may be a values gap, and what the deal team should explore in the next conversation.

  • Risk flag summary

    The three or four tendencies most likely to cause trouble in this specific company.

  • Board question guide

    Structured questions to help the deal team and the board explore those risks early.

  • Deal team debrief

    A session with one of our organizational psychologists to give the team a shared language for what the data shows.

03 · Post-close and portfolio support

Carry the insight into the hold, not just the decision.

The assessment does not stop at signing. R180 gives investors and boards a clearer view of what may help this team succeed, where it may need support, and what to watch for early.

  • First 100 days brief

    What this team needs now. Who to back, who to develop, and where a second-in-command may be required.

  • Six-month re-measure

    Behavioral drift across the hold, so you can see whether what you flagged at close is improving.

  • Portfolio view

    Compare teams across everything you back on a consistent lens instead of partner memory.

What people-risk
costs investors.

65%

of high-potential startups fail because of conflict between co-founders.
Noam Wasserman, The Founder’s Dilemmas, Harvard Business School (Source)

23%

of startup post-mortems name “not the right team” among the causes of failure.
CB Insights (Source)

71%

of mature buyouts missed their EBITDA margin targets.
Bain & Company (Source)

From kickoff to a team
read in seven days.

Deal timelines do not wait. Here is what the process looks like during a live diligence window,
so you can plan around it instead of guessing.

Day 0

20-min scoping call

We listen first. You tell us the team, the stage, and the decision you’re facing. We come back with a scope and turnaround before anything begins.

Days 1 to 3

Participant assessment

Each participant completes a 30-minute interactive assessment at their convenience. We send reminders, track completion, and handle support.

Day 5

Reports delivered

Team Behavior Report delivered to the deal team. Individual Insights Reports released to each participant.

Day 7

Debrief

A session with one of our organizational psychologists to walk through the findings, the risk flags, and the board questions.

Month 6

Re-measure

A behavioral drift report showing what has moved since close.

What people-risk diligence is and is not.

We surface potential people-risk factors that investors can investigate alongside their existing diligence. It is not a prediction of success or failure. It is not a background check, an integrity screen, or a warranty on anyone’s future conduct. It does not tell you whether to do the deal. It gives you structured evidence on how a team is likely to operate under pressure, so you can ask better questions and put the right support in place.

The decision remains yours.

What investors ask about people-risk diligence.

Yes. Participation is consented to, and every participant completes the assessment knowingly and receives their own report. R180 does not run a covert assessment. The consent is part of what makes the data worth having, because people answer honestly when the process is framed as support rather than judgment.

No, it strengthens them. References tell you what chosen people are willing to say. R180 gives you a structured read on how the team actually makes decisions, so you know which questions to take into those reference calls.

No. Personality tests describe behavior style. R180 measures what each founder values and how the team makes decisions under pressure, scored across dimensions built for investment decisions and read at the team level.

Yes. A typical engagement goes from a 20-minute scoping call to a psychologist debrief in seven days. Each participant needs only 30 minutes for the assessment.

A Team Behavior Report scored across six dimensions, a co-founder alignment map, a risk flag summary with a board question guide, and a debrief with one of our organizational psychologists.

Participants consent before they start and receive their own Individual Insights Report. Data is used only for the engagement it was collected for. See our privacy policy for details.