How TrueFaro was built
The thinking behind the interview.
TrueFaro brings together ideas from interviewing, motivation research and practical thinking about how people find a new direction.
Those ideas shaped the questions, how answers are examined, and how possible directions are developed.
The aim is simple: help you find directions worth taking seriously, with a clear reason to consider them.
Three ideas behind the interview
A conversation, not an interrogation
Motivational Interviewing — Miller & Rollnick
This influenced the conversational style: open questions, thoughtful follow-ups and reflecting back what someone has said.
The aim is to help you work things out — not steer you towards an answer chosen for you.
Real moments, not just labels
Critical Incident Technique — Flanagan
Instead of stopping at “I’m creative” or “I’m good with people,” TrueFaro asks about something that actually happened.
What were you doing? Which part did you enjoy? What drained you?
Concrete moments give the interview something real to work from.
Understand what made it rewarding
Self-Determination Theory — Deci & Ryan
TrueFaro also looks at what made an experience satisfying — including autonomy, competence and connection with other people.
The useful question isn’t only what you enjoyed, but why you enjoyed it.
A convincing story isn’t enough
One of the rules behind TrueFaro is:
“Point to their words, or make it a question.”
AI can create a convincing explanation from very little. That doesn’t make the explanation true.
TrueFaro looks across different experiences, checks where an apparent pattern doesn’t fit, and gives you room to correct the read.
The aim is a useful perspective you can examine — not a verdict about who you are.
From insight to directions
Being good at something doesn’t mean you want to spend your days doing it.
TrueFaro separates the roles you’ve held from the activities you actually want more of, then looks at how those could translate into different kinds of work or businesses.
Personal fit isn’t enough on its own. A direction also has to work with your time, money, responsibilities and the real world.
That is why the report treats directions as possibilities to investigate, not answers to accept.
Some of the thinking behind it
The early work on TrueFaro also drew on research into post-exit founders, including work from Yale School of Management. That was part of TrueFaro’s original focus, not research on TrueFaro itself.
What this does — and doesn’t — claim
These methods and sources informed the design. They do not constitute an endorsement or scientific validation of TrueFaro.
TrueFaro is not a psychological assessment, therapy or a prediction of business success.
Its purpose is to give you useful possibilities to consider — while leaving the judgment with you.
Find directions worth taking seriously.