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The Ultimate Inside Track?
Since 1998 businesses in the UK and overseas have consulted Brian Snellgrove for certain key decisions - mainly in the area of recruitment. Whilst maintaining the strictest confidentiality, they report that using Brian's services has saved them thousands on the candidate selection process itself and prevented untold costs and disruption arising from placing the wrong person in the job. But how does this approach square up to regular corporate methodologies of businesslike, objective reasoning? Does it, or indeed should it, have a place in our scientifically minded 21st century thinking? Quite possibly.
Historically it was normal practice for those in authority to consult trusted individuals with highly developed intuitive capacities for important decisions. More contemporary influential figures like Einstein, Churchill and even Bill Gates have freely admitted to relying on their non-rational faculties in equal measure to their rational. Regan was well-known for consulting his intuitive advisor. And recent research in cognitive science reveals that using our unconscious or intuitive processes almost always leads to better long-term decision making.
Brian's business portfolio originally begun as an offshoot of his private work. He soon discovered the very real possibility of saving substantial amounts of money.
In a nutshell, Brian's wholly professional abilities have earned him the confidence of a wide variety of business people. Effectively he has been the quiet inside track - especially in the area of selecting new employees for key positions - a process that can be extremely costly. The employer will draw up a short list of candidates, and provide a list of criteria which each candidate must meet for the job e.g.: motivation, honesty, team player, technical ability etc. The first names of those candidates are then given to Brian to "remote view".
There need be no pictures, no surnames. Brian then assesses them, giving the employer a quantifiable percentage rating, matching the minimum required for the job against their actual level. The results? Uncannily accurate.
"Your rapid appraisal, just given the candidates names, saved us considerable time" wrote one Director of a well-known software company. Total confidentiality is assured - a factor which is a part of Brian's work.
So how does Brian "prove" his abilities to potential employers?
When a company makes an initial business inquiry Brian encourages them to have a personal assessment. Then they might ask about a specific person - normally first names only for confidentiality - or a specific situation. He then tells them what he views. Those who have used his services always report favorably and come back for more.
Whatever they believed to start with, along the way they realise that this process is a vvaluable asset to the business. | 
