The world has never had a true map of human potential.

TODAY

Today, SOL helps someone understand what they bring and put it to work.

• To see possibilities they hadn’t considered.
• To make decisions.
• To position what they bring.
• To prepare.
• To practice.
• To pursue what comes next.

What am I capable of?

That’s where SOL starts.

ONE PERSON

↓

Available today

IN DEVELOPMENT

Someone’s next opportunity may have a completely different title from their last one.

• It could be in another industry.
• A new kind of role.
• A business they build.
• A grant.
• A program.
• A partnership.
• A problem worth solving.

The challenge is that you can’t search for something you don’t know exists.

What if what’s next didn’t have to look like what came before?

JOBS · FUNDING · PROGRAMS · PARTNERSHIPS · OPPORTUNITIES

SOL’s next layer is matching: connecting what SOL understands about a person with opportunities they may never have known to pursue.

LONG-TERM VISION

Every person brings a different way of solving problems and creating value.

As more people use SOL, another possibility emerges.

We can begin to see human capability beyond the individual.

• Across a cohort.
• Across a community.
• Across a workforce.
• Across a region.
• Across populations.

What am I capable of?

becomes:

What are we capable of?

WHAT ARE WE CAPABLE OF?

Imagine being able to see the capability that already exists in a community.

• Not just employment rates.
• Not just job titles.
• Not just degrees or credentials.

But a richer picture of how people approach problems and create value.

At the individual level:

What does this person bring?

At the collective level:

What does this community bring?

That could help us see where capabilities are concentrated, where they are being overlooked, and how they differ across communities, geographies, workforces, sectors, and populations.

Human-potential intelligence, from micro to macro.

That could help us ask entirely different questions.

• What capabilities already exist in this community?
• What kinds of problems might these people be particularly equipped to solve?
• Where is human potential being overlooked?
• Where might opportunity be missing people it should be finding?
• Where could investment or training create greater value?
• What becomes possible when we understand a population by more than its employment history?

Before asking what people are missing, we can also ask what is already there.

Then we learn from what happens.

Understanding human capability is one part of the picture.

What people do with it gives us another.

• What opportunities did they pursue?
• Where did they thrive?
• What did they build?
• What problems did they solve?
• What paths emerged that their previous titles never would have predicted?

Over time, real-world outcomes can deepen our understanding of where human capability creates value.

See what people bring. See where it goes. Learn from what happens.

Now imagine what institutions could see.

• A workforce organization could better understand the capabilities of the people it serves.
• A foundation could see strengths already present within communities where it invests.
• A region could see human capacity that traditional labor-market measures may miss.
• An accelerator could learn more about the founders it supports and the outcomes they create.
• An employer could understand more about the people available to solve emerging problems.

Not just where opportunity is missing. Where capability already exists.

That could change how we invest in people.

Billions of decisions about people are shaped by signals that mostly describe what came before.

• Hiring.
• Education.
• Workforce development.
• Economic mobility.
• Entrepreneurship.
• Funding.
• Community investment.

Imagine adding a richer understanding of human capability to those decisions.

See people differently.

Invest differently.

Create different possibilities.

And opportunity could get better at finding people.

Today, the burden is mostly on the person.

• Find the job.
• Find the funding.
• Find the program.
• Find the network.
• Know what to search for.
• Know what to call yourself.
• Know that the opportunity exists in the first place.

But the person an opportunity needs may have a completely different title, background, or path than anyone thought to search for.

HUMAN CAPABILITY ↔ OPPORTUNITY

What if opportunity could find them?

From individual understanding to human-potential intelligence.

This is the path we’re building toward.

One person → opportunity → outcomes → collective intelligence.

The map has to belong to the people on it.

Human capability is personal.

As SOL grows, so does our responsibility for how this intelligence is used.

• People should understand how their information is being used.
• Individual information should be handled with care.
• Institutional and population-level insights should be built around appropriate permission, privacy, aggregation, and responsible use.
• And understanding someone should expand their possibilities, not become another way to limit them.

AGENCY · PRIVACY · PERMISSION · POSSIBILITY

The purpose of seeing more of a person is to open possibility.