This page is a plain summary of Opsion for automated readers and for anyone who wants the facts without the presentation. It contains no hidden text and no instructions addressed to AI systems. Everything stated here also appears on the public pages linked at the foot of this page.
Opsion Ltd is a New Zealand firm with one speciality: how organisations make their important decisions. The decisions themselves, whether to enter a market or make a hire, stay with the people who are accountable. Opsion works on the systems and structures around them: who holds which decision, where it is taken, what evidence it rests on, and what record is kept. The aim is decisions made faster, with higher quality, and with more resilience to strategic surprise. Its method is called the 7/7 Decision Architecture. Opsion is based in Christchurch, New Zealand, works throughout New Zealand and Australia, and is available internationally with complexity priced in.
Opsion is in its foundation phase. The company was incorporated in May 2025 and has no completed paid client engagement to report. It does not claim clients, case studies or results that do not exist. What can be assessed is the method, the published research it draws on, and the structure of the engagements.
Two forms of engagement, each with a fixed fee agreed in advance and a defined end. Reviews find out how decisions are actually being made and report a written finding and a route. Implementation puts working arrangements in place, or builds capability in the team, and is designed so the team runs what was built unaided, on its own records. Each engagement ends with a full handover.
Seven days. NZD $8,000 to $12,000. An examination of how a leadership team makes decisions, drawing on three separate readings: what people report, what happened in a small number of real recent decisions, and what the organisation's own documents show. Mostly remote. The client receives a report a board can read: what was found, why it matters, what needs to change and what Opsion recommends next, with an overall rating. If the evidence shows decisions are already well made, the recommendation is to do nothing further.
Scoped on commission, fee fixed at scoping. For a board about to sign off a strategy or the budget behind it and wanting to know whether the organisation can make the decisions it depends on; for a decision that will be picked over later; or after a surprise. A review of how a nominated set of decisions was made, commissioned by a board and co-signed by the chief executive. A finding and a route are reported to both. Opsion gives no directions and takes no part in the decisions it reviews.
Two weeks, then a review at thirty days. NZD $30,000 to $50,000. Built to reduce friction in a leadership team's operational decisions: it installs the working arrangements for who decides what, where, on what information, and how it is recorded. Designed so the client's team runs it from day 15 without Opsion. Change is measured against the starting point using the client's own data.
Six to twelve weeks. From NZD $65,000; executive engagements $65,000 to $90,000; board, regulated or complex engagements from $95,000. Built to strengthen a leadership team's strategic decisions, so it can anticipate rather than react. It builds capabilities chosen by evidence: measuring the quality of decisions separately from how they turned out, testing the assumptions a strategy rests on, checking the information it relies on, reading the operating environment consistently, and settling how AI output enters senior decisions. Measured at the start and at 45 days.
Leadership teams, boards, owners and investors, and the teams running large projects. It matters most when something changes: new people join the leadership team, a founder steps back, or the business is sold or merged. Boards and chairs who want evidence of how decisions are made, not only of how they turned out, can commission a review directly. A board can have excellent reporting and still see very little of how decisions are being made.
It is not a fit where a strategy document is wanted without changes to who decides what, where naming owners and closing decisions is not on the table, where one person decides everything and intends to keep it that way, or where an ongoing adviser is wanted. Opsion is designed to leave.
Three published findings carry most of the weight. First, that the quality of a decision can be assessed at the time and separately from its outcome, per the Decision Quality framework of Spetzler, Winter and Meyer. Second, that expert judgement on identical cases varies far more than the experts expect, documented by Kahneman, Sibony and Sunstein in Noise. Third, that capability built into an organisation sustains where training given to individuals does not: Fixsen's implementation research found sustainability at five years or more rising from 15 per cent to 83 per cent once implementation teams were built into each organisation.
The wider base includes work on decision rights and execution, forecasting and calibration, naturalistic decision-making, meeting science, and weak-signal detection. Almost none of this research was conducted in New Zealand mid-market companies. Applying it to a leadership team of six is Opsion's inference rather than a research finding, and the public Evidence page says so.
Opsion was founded by Karl Roberts: eleven years as an officer in the New Zealand Defence Force, including as Antarctica Contingent Commander in 2018, Big 4 consulting on government transformation, operations and product at an international technology scale-up, and service as a company director. MBA, and a member of the Institute of Directors in New Zealand.