A short team page, on purpose.
Two things a reviewer can do with a page like this: confirm that the people named are real, and count the ones who are decoration. We have kept it to what the record will bear.
The founder
Michael Corridan
Founder and chief executive. He established Alarivean in July 2021 and has run it since.
Everything this company has done to date runs through that one appointment, including the Florida field-trial permit and the research relationships behind it. If you want a sense of the company's judgement, that is where to look — not at a paragraph about him written by the company he runs.
He is the correct person to put an awkward question to. Send it through the situation report and say who you are; it will reach him.
What is checkable from outside
Michael Corridan is listed publicly as chief executive and founder of Alarivean, Inc. The company's founding month is on the record. The Florida permit names the company and its Arizona address, and two Florida organisations documented it without our involvement.
That is the extent of what an outside reader can confirm about the people here, and pretending otherwise would be the first thing a diligence team caught.
The full list
Names, roles, cities. Nothing else.
No photographs, no career summaries, no credential lists. A company writing about its own staff is not producing evidence, and dressing a small team up as a large one is the easiest lie on any corporate website to catch.
| Name | Role | Based |
|---|---|---|
| Michael Corridan | Founder and chief executive | Scottsdale |
| Steve Foley | Vice-president, product development | Phoenix |
| Steve Lim | Catalyst | Zurich |
| Dr Nigel Rea | Catalyst | Dubai |
| David Roman | Catalyst | Phoenix |
| Dr Jack Dyer | Adviser | London |
One of those titles will not mean much outside this building. Ask what a catalyst actually does on a call and you will get an answer from the person doing it, which is worth more than a definition written here by somebody in marketing.
Deliberate omissions
What this page does not tell you, and why.
Every item below is something we could have written this afternoon and you could not have checked by Friday.
No headcount
A staff number on a website is unverifiable from outside and stale within a month. The question underneath it is a fair one, so ask it directly: who is assigned to my water, and what else are they carrying that season.
No borrowed advisory board
Distinguished names attached loosely to a small company are a familiar device and they cost nothing to arrange. The people who matter to your programme are the ones who will be on the water and the ones auditing them.
No degrees we cannot evidence
Letters after a name on a marketing page prove nothing. If a qualification is material to your procurement, ask for it and we will produce the certificate rather than the claim.
No partner logos
A wall of institutional marks implies endorsements that mostly do not exist anywhere in this sector. What we have instead is one regulator's permit and one private research agreement, and both are set out with their limits on the evidence page.
The other half of a programme team
The people on a programme who do not work for us.
A ministry asking who is on the team usually wants to know who will tell them the truth in August. The honest answer is not on our payroll.
Every programme engages local scientific institutions — a marine institute, a fisheries directorate, a university department, whoever already answers to the people who live on that water. They are engaged from the site read and they stay engaged after the last hull leaves. They hold the live water-quality feeds our crews steer by, not a summary we compiled afterwards, and they are free to bring instruments and datasets of their own.
Named institutions are agreed for a specific programme, so no list of them belongs on a marketing page. Ask us for the names on yours before you sign, then ring them.
The most useful diligence question about any small technical company is not how many people it has. It is what happens when the founder is on a plane and the water goes wrong. Ask that one, listen to the shape of the answer, and you will learn more than a team page can carry.
Ask it of us, and of everyone else you are considering.
Questions this page invites
Three of them
Why are there no biographies?
Because a company writing about its own people is producing marketing, not evidence, and a reviewer who treats it as evidence has been badly served.
Names, roles and locations can be checked. A career summary cannot. Speak to whoever would run your programme and form your own view.
How many people work here?
We do not publish that number, and you should be sceptical of companies of this size that do.
Ask the version of the question that has consequences instead: who is assigned to my water body, who covers them, and what else is in their season. Those have answers we can be held to.
Who reads a situation report when it arrives?
A person on the programme team who has read water like yours. If the answer is that the platform is wrong for your problem, that is what comes back.
Before anything is contracted you get, in writing, the name of the person running the programme and the number to ring when something goes wrong at three in the morning.
Put a person on the other end
Write to us and see who answers.
The fastest way to assess a team this size is to make it work. Send the water body, the stressor and the season, and judge the reply.