Built because the most important decisions still lack a causal model.
Rejoyce is building inside Decision Intelligence, on a methodology authored across 25+ strategic execution engagements. The platform is new. The work underneath it isn’t.
Decision Intelligence has emerged as a real category — and the strategic layer is still mostly unbuilt.
Decision Intelligence (DI) is the discipline of making higher-quality decisions, faster, with the evidence trail to defend them. It has been recognized as a transformational technology category and now has a defined competitive set of platforms operating inside it.
Most of the DI category today operates at the operational layer — decisioning, orchestration, governance. That work matters. It is also not where executive teams make the calls that actually move the business: capital allocation, transformation sequencing, market positioning, M&A. Those decisions live at a different altitude, and the DI category has, until recently, been thin there.
Rejoyce occupies the strategic layer of Decision Intelligence. The platform is the substrate executives interrogate when the question isn’t “what happened” or “what should the next decision be” but where is execution exposed, why, and what fixes it. The category is validated. The strategic layer of it is still being defined — and we are deliberately defining ours inside it.
A methodology authored in practice, not invented for a platform.
The methodology Rejoyce productizes was not designed in a vacuum and bolted onto software. It was authored across 25+ strategic execution engagements over fifteen years — at MBB consulting (BCG’s Customer Experience and Corporate Finance Strategy practices) and inside Fortune 500 operating contexts (Liberty Mutual, Bank of America), and through portfolio operating work since.
Across those engagements, the same structural pattern kept appearing: leadership had committed to something critical — a transformation, a post-merger integration, an AI program, a pre-exit narrative — the mandate was clear, but the causal connection between execution and outcome wasn’t visible. Hero work compensated. Initiatives stalled quietly. The fix, every time, was the same architecture: a causal model linking financial outcomes to capability constraints, with confidence-qualified evidence at every node.
That methodology has a home in Zero Fog, the founder-led practice where the work has been done and continues to be done in the room. Zero Fog and Rejoyce are peer firms operating one discipline: Zero Fog practices it, Rejoyce productizes it. See how the two firms relate →
The structural advantage of this arrangement is concrete: every Rejoyce install begins with a substrate that has already been used to do this work, not a generic framework being built against your data for the first time. The 30-day install is calibration to your business — not construction from scratch.
The substrate is the leverage.
Rejoyce is building the Strategic Execution Intelligence layer inside the Decision Intelligence category — deliberately, sector by sector. Calibration is the work, and we don’t compress it. Enterprise SaaS is live today; additional sectors are in build and sequenced by calibration progress and market demand. We’d rather be honest about coverage than imply infrastructure we haven’t built.
Founded by Jayven Rappa — former BCG (Customer Experience and Corporate Finance Strategy practices), with prior operating work at Bank of America and Liberty Mutual, and continuing founder-led delivery through Zero Fog. The two firms were designed as peers from the outset: one to productize the substrate, one to practice the discipline. LinkedIn →
See the causal read on your business.
The fastest way to understand what Rejoyce is, is to point the model at your own business — about 10 minutes, self-guided, calibrated to your sector. If your situation calls for senior practitioners in the room rather than software you operate, Zero Fog is the peer firm built for that.