Most mis-hires stem from an indefensible process, not the wrong candidate. The cause is identifiable, the method structured, the outcome auditable.
Seven in ten executive appointments underperform against the mandate they were hired to lead. The average mis-hire costs USD 3.2 million in losses and compounding organisational drag. The cause is consistent: decisions grounded in opinion rather than observed behaviour.
Athir replaces subjective judgement with observed behaviour under authentic board-level pressure. More than five hundred behavioural data points are captured across each assessment, each traceable to a defined competency and a specific moment of executive decision-making.
A board-ready, auditable report is delivered within twenty-four hours. Every score is traced to timestamped behavioural evidence, with no evaluator bias recorded across protected categories. Each finding is structured to withstand board, legal and regulatory scrutiny.
From role calibration to a board-ready report in twenty-four hours. No scheduling. No evaluator variance. No subjectivity.
Define the role, seniority level, and organisational context. Athir calibrates the simulation to the exact competency demands of the position, ensuring relevance to the mandate.
The candidate receives a secure link and enters a sixty-minute live simulation. Every response is captured as structured behavioural evidence, traceable to a defined competency.
Within twenty-four hours, receive eight competency scores, timestamped behavioural evidence, explicit risk indicators, and a clear, defensible board recommendation.
A representative candidate assessed via the Athir methodology, each rating traced to a specific simulation decision.
Enterprise Executive Benchmark · Full Simulation
Identified two competitive threats within eight minutes and articulated a multi-quarter positioning response without prompting. Board-level pressure did not alter the strategic framing.
Allocated budget under constraint with explicit return-on-investment rationale. Declined a high-profile initiative on financial grounds while proposing a staged alternative, demonstrating commercial rigour under pressure.
Rejected an ethically marginal approach presented by a direct report, doing so transparently and documenting the reasoning. No hesitation was observed under time pressure.
Responded to a retention risk with a values-led conversation rather than a counter-offer, articulating a clear organisational vision without recourse to false urgency or deflection.