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Leadership • Media • Systems

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REACH Framework · Systems Performance

Why REACH focuses on performance, not confrontation

What equity revealed about how systems fail — and how to fix them

I am a nationally recognized expert on systems failure and performance. Some people encounter my work through conversations about racism and equity, because racism is one of the clearest signals of how systems break under strain.

The work has never been about labels. It has always been about identifying predictable system mistakes — and correcting them at scale.

When equity is framed only as a moral argument, organizations stall. When it is treated as a systems performance issue, leaders can design better outcomes.

REACH is the discipline that emerged from that insight.

How we define equity in systems performance

REACH reduces system mistakes, improves access, and strengthens performance at the intersection of culture and industry best practice.

Equity is treated as a performance condition — a measure of whether systems reliably reach the people they are designed to serve under real-world pressure.

The 7As of Organizational Performance

A1
Availability
Is the system sufficiently resourced to meet demand?
A2
Accommodation
Does the system adapt to how people actually operate?
A3
Accessibility
Can people realistically reach what the system offers?
A4
Affordability
Are cost and tradeoffs creating hidden barriers?
A5
Acceptability
Does the system earn trust and engagement?
A6
Awareness
Are signals and pathways clear?
A7
Accountability
Are failures measured, owned, and corrected?
Why I Built REACH
Founder perspective · Systems performance
REACH in Practice
Applied systems discipline · Field and industry

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