Why I built Verings.
I spent two decades inside enterprise transformations, first as a consultant at McKinsey, then alongside the leaders who had to make the change actually happen. The same pattern repeated everywhere.
Every good engagement starts the same way: before anyone proposes a solution, you listen. You talk to the people who actually do the work, across levels and teams, and you find the issues the org chart hides. Done well, that diagnostic is the most valuable fortnight of the whole programme. It’s where the real problems surface, where assumptions get tested, and where the plan earns its credibility.
But that diagnostic is also slow, expensive, and political. It takes a team of consultants weeks. It costs a fortune. And the moment people sense their answers might find their way back to the boss, candor evaporates, and a diagnostic without candor is just an expensive opinion.
The belief behind the product
Managers and executives shouldn’t need a six-figure budget and a three-month study to understand their own organisation. The interviews, the synthesis, the prioritised issue map, the first cut of a plan. Most of that can be done faster, cheaper, and more honestly with the right system doing the listening.
So Verings does exactly what I used to do at the start of an engagement, as software: it scopes the right questions with you, interviews your organisation one confidential conversation at a time, and hands you back a segmented map of the real issues and a drafted plan for what to do about them. And because organisations don’t stand still, it now keeps listening afterwards too: a short, anonymous team pulse that runs on a cadence between diagnostics.
Confidentiality is the whole game
The one thing I refused to compromise on is the thing that makes any of it work: people have to trust that their honesty won’t be used against them. You never see an individual’s answers, only patterns across segments, with small groups protected. That’s not a feature toggle; it’s the foundation. It’s why people tell the truth, and why the diagnosis is worth having.
Who it’s for
The new manager trying to understand a function fast. The executive integrating an acquisition or steering a turnaround. The leader who senses something is off but can’t quite name it. If you need to understand what’s really going on in your organisation, and you want the truth rather than the version that survives the meeting, this is for you.
— Ibrahim Daudali, Founder