Workshops and talks
Executive programs for teams that decide
Every program comes from a problem that repeats in real organizations. Choose by pillar, by format, or by the challenge in front of you.
Choosing where to grow
Every company is offered more ways to grow than it can follow. Strategy starts by deciding which ones to let go by.
Growth nobody chose scatters attention and leaves capabilities half-built. This intensive workshop turns a pile of opportunities into a choice: what gets pursued, what does not, and in what order.
- Duration
- 4 hours
- Investment
- Request a proposal
From excellent employee to effective leader
How to identify, prepare and develop the right people before promoting them.
The best technician is not automatically the best supervisor. This workshop separates performance from potential and prepares the transition before it happens.
- Duration
- 2 hours
- Investment
- From $950
Leading is not managing
Real leadership begins with people.
Managing organizes tasks; leading moves people. An executive talk on the difference, and on what it costs to confuse them.
- Duration
- 1 hour
- Investment
- From $500
Questions an owner should be able to answer
Running a company on numbers does not require accounting; it requires knowing what to ask, who to ask, and how often.
An intensive workshop for owners and directors with no financial training: the questions that define a company's health, the vocabulary needed to ask them, and where each answer actually lives.
- Duration
- 4 hours
- Investment
- Request a proposal
Running a digital transformation
Handing a transformation to the systems area is the most reliable way of ensuring it never happens. Direction comes from the top: a short portfolio, named owners, and a written rule for stopping what is not moving.
An executive program for the team that has to decide what gets transformed, in what order, with which people and under whose authority, and then hold those decisions when daily operations claim the same people back.
- Duration
- 16 hours
- Investment
- Request a proposal
The clocks your business runs at once
A business in Puerto Rico does not answer to one authority. It answers to several, and none of them hands you the whole picture.
This is not a workshop on how to file. It is where an owner sees, on a single sheet and often for the first time, every calendar the company actually lives with.
- Duration
- 3 hours
- Investment
- Request a proposal
The manager who will not delegate
How to stop being the bottleneck of your own organization.
When every decision runs through one person, the limit of the company is that person’s calendar. This workshop turns delegation into structure rather than good intentions.
- Duration
- 2 hours
- Investment
- From $950
What the financial statements never show
Customer concentration, dependence on one person, undocumented knowledge and a single supplier: exposures with no ledger account that decide the year.
An executive talk on the business risks no accounting record captures, why they accumulate for perfectly good reasons, and the early signal that gives each one away.
- Duration
- 1 hour 30 min
- Investment
- Request a proposal
What your books owe you
When a month is genuinely closed, what to check before accepting it, and which questions belong to the owner.
An intensive workshop for owners who receive numbers without knowing what they can require: what well-kept books produce, what you check before accepting them, and which conversation is yours to have with whoever keeps your records.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
Where it fits and where it does not
The useful question is not what artificial intelligence can do, but which part of your actual operation is worth pointing it at.
A judgement workshop, not a tools workshop. You leave with a short, ordered list of where to apply AI in your company — and the list of where not to, which is usually the more valuable one.
- Duration
- 3 hours
- Investment
- Request a proposal
Your company is already telling you
The data you need to run the business already exists inside it. The problem is not collecting it — it sits in seven places that do not talk to each other.
Business Intelligence does not start by buying a tool. It starts by deciding which questions your company must be able to answer at any moment, and that decision belongs to the owner.
- Duration
- 3 hours
- Investment
- Request a proposal
A forecast that gets corrected in time
Ranges instead of a single number, written assumptions, and a rule that forces a correction before the surprise arrives.
The forecast is built once, filed, and reopened in December to see how wrong it was. This workshop builds one that is revised while there is still something to do about it.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
A price is decided, not calculated
Cost sets the floor. Value and position set everything above it, and a discount settles the price without anyone calling it pricing.
Most of the work of setting a price happens outside the spreadsheet. This workshop separates the decisions that make up a price and treats the discount as what it is: a pricing decision taken in a sales conversation.
- Duration
- 4 hours
- Investment
- Request a proposal
A screen that gets opened every Monday
Not the dashboard that impresses in the presentation, but the one a leadership team opens out of habit because it changes their week.
A build workshop: you leave with the executive dashboard designed — its thresholds, its owners and the meeting where it is read. The design, not the technical implementation.
- Duration
- 4 hours
- Investment
- Request a proposal
A snapshot and a film
A balance sheet measures one instant and an income statement measures a stretch of time; most misreadings begin by confusing the two.
A workshop on reading a balance sheet and an income statement through the question each one actually answers, and on recognizing what neither can tell you about your business.
- Duration
- 3 hours
- Investment
- Request a proposal
A tool will not tidy what is untidy
Disorder does not disappear when a new tool arrives. It gets automated.
A diagnostic day for organizations about to invest in artificial intelligence: what has to be in order first, what can be fixed quickly, and what is better postponed until the process genuinely exists.
- Duration
- 6 hours
- Investment
- Request a proposal
A trade with clients is not yet a company
What has to exist before the business has an offer, money and a name of its own.
A venture is one person selling their judgement. A company is an entity with a defined offer, an economy of its own, and a reputation that does not travel in the founder's phone. This program builds that step.
- Duration
- 16 hours
- Investment
- Request a proposal
Accounting you can actually use
Receipts arrive as text messages, two people classify the same expense differently, and the chart of accounts was inherited from another company.
Organizing the accounting means deciding who records what, with what evidence, by when and under which name. This intensive workshop builds that system for a small company and leaves it documented for whoever runs it next.
- Duration
- 4 hours 30 min
- Investment
- Request a proposal
AI in HR without handing over judgement
Sorting documents is one thing. Deciding about a person is another, and the second one has to be explainable.
HR is where these tools are most tempting and most delicate: it deals in people, sensitive information and decisions somebody will have to stand behind. This workshop separates administrative help from the judgement that stays human.
- Duration
- 3 hours
- Investment
- Request a proposal
AI, automation and the future of work
Automating is not replacing people. It is freeing capacity.
An executive reading, without the hype, of what automation can and cannot do today in a small or mid-sized company.
- Duration
- 1 hour
- Investment
- From $500
An AI strategy the company can sustain
A tool bought by each department is not a strategy: it is several contracts and no shared criterion.
An executive program for deciding where artificial intelligence may touch the business, who answers for each use, what information never leaves the company, and how the next investment is decided without repeating the last one.
- Duration
- 16 hours
- Investment
- Request a proposal
Asking well is the work
The difference between an unusable result and a usable one is rarely the tool. It is what you handed over, and how you checked what came back.
A practical workshop on briefing an AI system with the context, format and review standard a professional setting requires before the output is worth anything.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
Automation freezes the process
A badly designed process does not improve when you automate it. It runs faster, becomes harder to change, and turns into the official way the company works.
A workshop on the work that comes before any tool: mapping the process as it actually runs, redesigning it, and deciding whether it is stable enough to be fixed in place.
- Duration
- 3 hours
- Investment
- Request a proposal
Before the resignation letter
By the time someone gives notice the decision is old, and the conversation that might have changed it is no longer on the table.
Retention is not won with a counteroffer. It is won in ordinary weeks: how shifts get assigned, who is offered the good work and what happens to a complaint raised twice.
- Duration
- 1 hour 15 min
- Investment
- Request a proposal
Before you say yes to the big contract
The opportunity that doubles your volume also doubles whatever was already not working.
A company can win the contract it chased for years and then lose clients, staff and quality over the months that follow. This workshop tests real capacity before the commitment rather than after it.
- Duration
- 3 hours
- Investment
- Request a proposal
Being right and being believed
Technical correctness does not produce influence on its own. Whether a warning gets acted on in time depends on something built months earlier, in small matters nobody filed as important.
An executive talk on how professional credibility is built and how it is spent: commitments met, estimates corrected before they fall due, limits declared before anyone asks, and what happens on the day you have to raise a problem.
- Duration
- 1 hour 30 min
- Investment
- Request a proposal
Collecting on time, paying on purpose
The invoice goes out three weeks after the work, and collection starts on the day the owner gets around to calling.
Receivables and payables are one system of decisions, not two separate lists. This workshop sets the invoicing process, the aging-based collection routine, and a payment criterion that protects both the cash and the supplier relationship.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
Competing without cutting the price
If all a company can say about itself is that it looks after clients and charges fairly, clients end up comparing prices, because price is the only thing they can compare.
When a company cannot say how it is different, the client compares the only thing left: price. This workshop uses the company's own cases to find its real advantage and what it takes to sustain it.
- Duration
- 3 hours
- Investment
- Request a proposal
Deciding in January what is paid in April
Planning and filing are months apart, and the gap is usually discovered when nothing can be done about it.
By the time you file, the year has already happened. This workshop works on the business decisions that carry tax consequences while they are still decisions.
- Duration
- 4 hours
- Investment
- Request a proposal
Deciding to grow with the numbers in front of you
Hiring, buying equipment or opening a second location often gets decided because the company feels busy.
Any growth decision can be examined before it is made: how much cash it consumes, how long it takes to come back, and what happens if the projection does not hold. A working day spent on the company's real decisions, using a method the team can repeat.
- Duration
- 7 hours
- Investment
- Request a proposal
Decision-making under pressure
How to decide when information is short, urgency is long, and waiting has a price too.
Bad decisions rarely come from bad intent. They come from using the wrong method for the kind of decision in front of you. This workshop hands over that method.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
Diagnose before you quote
A salesperson who lists features competes on price; one who understands the problem competes on judgment.
Consultative selling is not a closing technique. It is a way of running the conversation. This intensive workshop covers the questions that surface the real problem, the proposal that answers it, and objections met without an automatic discount.
- Duration
- 4 hours
- Investment
- Request a proposal
Discipline today, results tomorrow
How to turn strategy into consistent execution.
Most strategies do not fail because they were badly thought out. They fail because nobody defined the rhythm that sustains them.
- Duration
- 3 hours 30 min
- Investment
- From $1,750
Every department did its part
Sales delivered, production delivered, billing delivered, and the client still walked away with a bad experience.
Customer experience happens between departments, not inside them. This intensive workshop walks one real client's journey end to end and finds the points where the company becomes hard to deal with.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
From operator to CEO
The change of trade nobody announces: stepping out of the business in order to run it.
Founders operate. Owners who grow a company have to stop operating it, and that shift does not happen on its own. This workshop works the transition with criteria rather than intentions.
- Duration
- 4 hours
- Investment
- Request a proposal
From the email thread to a flow with states
Nobody can say where a request stands without asking two or three people, and each of them answers something different.
Turning a manual process into an automated flow starts by making it visible: states, owners and conditions for moving on. This intensive workshop builds that design and only then decides which part a tool should carry.
- Duration
- 4 hours
- Investment
- Request a proposal
Getting back to work after an interruption
What is restored first, who decides when the owner cannot be reached, and what customers and staff are told while everything is still missing.
Few companies lack a continuity plan. They have one nobody has read, written for an interruption other than the one that arrived. This session builds the version that can actually be run.
- Duration
- 5 hours
- Investment
- Request a proposal
Having the number is not having decided
Between seeing a figure and doing something different because of it there is a gap most companies never install.
An executive talk on the stretch everyone skips: what turns a figure into a decision, and why adding more data does not shorten that distance.
- Duration
- 1 hour 30 min
- Investment
- Request a proposal
Hiring on evidence
Why a pleasant conversation predicts so little, and what to ask for instead.
Nobody looks like a bad hire on day one. This intensive workshop rebuilds selection around evidence you can gather before you sign, rather than the impression a good interview leaves behind.
- Duration
- 4 hours
- Investment
- Request a proposal
Invoice and reconcile without retyping
The invoice is typed by hand from an order the system already held, and at month end somebody types the same thing again to make it balance.
An intensive workshop on the administrative side of finance: issuing documents from the event that creates them, capturing spending where it happens, chasing payment without chasing it personally, and reaching reconciliation with less typing and exactly the same controls.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
It is almost never bad faith
Most tax problems in a small company begin as an administrative shortcut nobody fixed while fixing it was still cheap.
The costliest tax mistakes are rarely decisions; they are habits. This talk walks through the administrative lapses that pile up over a cycle and how to catch them while they can still be undone.
- Duration
- 1 hour 30 min
- Investment
- Request a proposal
Job descriptions people actually use
Written to post a vacancy, filed on the hire date, reopened only when two people are arguing about whose task it was.
A useful job description is not a list of verbs. It states results, the decisions the role can make alone and the line where someone else's responsibility begins.
- Duration
- 3 hours
- Investment
- Request a proposal
KPIs every manager should know
Few indicators, well chosen, reviewed on a cadence — the opposite of a dashboard nobody opens.
Most companies do not suffer from a shortage of data. They suffer from a surplus of ownerless indicators. This workshop cuts the dashboard down to what actually changes a decision.
- Duration
- 3 hours
- Investment
- Request a proposal
Leading each person differently without playing favorites
The hire who started in March needs instructions; the twelve-year veteran needs room. Most supervisors hand both the same thing.
Situational leadership is not a menu of styles; it is a reading of how much direction and how much support a person needs on a given task. This workshop teaches the reading, and how to shift gears without the team calling it favoritism.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
Likelihood, impact, and who answers for it
How to turn a list of worries into an instrument with an owner, a tolerance threshold and a date for the next review.
A workshop that builds a risk matrix on your company's real risks, starting with the step most matrices skip: defining what the scales actually mean.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
Meetings that decide
When the same open list reappears week after week, the agenda is not the problem — the meeting has no authority to close anything.
A management meeting exists to settle what nobody can settle alone. This workshop rebuilds the team's actual meeting: what gets dropped, what gets decided and what gets written down.
- Duration
- 2 hours
- Investment
- Request a proposal
One person takes the money, records it and reconciles it
Nobody has to suspect anyone to see the risk: the company grew, and the whole handling of money stayed in the same pair of hands.
Internal control is not an accusation. It is the structure that protects the company and, just as much, the person handling the money, and this intensive workshop designs controls sized for a small company, where separating duties is hard and still possible.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
Professionalizing without splitting the family
The role is inherited, no one is ever reviewed, and the hard conversation keeps getting postponed because everyone will be at dinner on Sunday.
Professionalizing a family business does not mean removing the family. It means deciding what is settled by role and what is settled by kinship, and no longer mixing the two in a single conversation.
- Duration
- 7 hours
- Investment
- Request a proposal
Reaching filing season with nothing to rebuild
Filing season is not prepared when it arrives. It is prepared across all the months when nobody was thinking about it.
When a year's information is scattered, filing season turns into a reconstruction project that swallows the whole back office. This corporate day organizes records, owners and rhythm so the close is a summary rather than an investigation.
- Duration
- 7 hours
- Investment
- Request a proposal
Saying it while it still helps
At the annual review, an employee finally hears about something their supervisor noticed in February and chose to let pass.
Feedback loses its value with distance and with vagueness. This workshop builds the habit of a specific observation, delivered close to the event, in language the person can turn into different behavior.
- Duration
- 3 hours
- Investment
- Request a proposal
Scenarios, not forecasts
The point is not to guess next year but to know what the company would do in each case, and which signal would show that case arriving.
Nobody knows what next year will bring, and almost every plan assumes it does. This executive talk replaces the single forecast with several scenarios and the decisions the company would take in each.
- Duration
- 1 hour 30 min
- Investment
- Request a proposal
Solving the wrong problem
The expensive mistake is rarely in the analysis. It is in the statement nobody argued with, written as a sentence that already carried the solution inside it.
An intensive workshop on how a professional meets a problem: how it is stated, how it is bounded, what evidence is needed before forming a view, and how to build genuinely different options instead of one option with two companions.
- Duration
- 4 hours 30 min
- Investment
- Request a proposal
The budget and what actually happened
Approved in December, consulted in January, filed away by March. Nobody compared the plan with the bank statement while there was still time to act.
A budget earns its keep only when someone compares it with reality every month and does something about the gap. This intensive workshop builds the budget, installs that review, and sets spending rules that do not depend on the owner's signature.
- Duration
- 4 hours
- Investment
- Request a proposal
The business the company thinks it has
Who it is for, what it promises, how it delivers and where it earns: four answers that have to hold each other up.
Almost every company can describe what it does. Far fewer can say who it is for, what exactly it promises, how it delivers that and where the money is made, without the four answers contradicting one another.
- Duration
- 7 hours
- Investment
- Request a proposal
The case that has been open for months
When the problem with one person is no longer an incident but a pattern: what to diagnose, what to record, and where management's reach ends.
Patience does not resolve a difficult case, and neither does one isolated conversation. This workshop works the long case: diagnosis before action, a conversation that leaves an agreement, documentation, escalation, and the line where legal counsel takes over.
- Duration
- 3 hours
- Investment
- Request a proposal
The chain behind the goal
Every area pursues its own part in good faith; nobody has drawn what the result everyone expects actually depends on.
A financial goal is the last link in a chain that runs through clients, operations and people. This working day draws that chain, finds the missing links and decides which one to test first.
- Duration
- 6 hours
- Investment
- Request a proposal
The client who never complained
Retention is settled in how the service was designed, not in the manner of whoever answers the phone.
Courtesy can be trained and it shows. Retention has to be designed. This workshop treats service as a system with owners, evidence and known points of failure, rather than as a company value.
- Duration
- 3 hours
- Investment
- Request a proposal
The cost of doing it twice
Waste rarely shows up in a financial statement. It shows up in the material thrown out, the order run again, and the trip that did not need to happen.
This training day walks the operation looking for whatever gets consumed without reaching the client: rework, waiting, over-ordering, unnecessary movement, and work done because it has always been done.
- Duration
- 6 hours
- Investment
- Request a proposal
The decline already in your records
Your own history, read for movement rather than totals, so that what is slipping shows up while there is still time to act.
A customer stops buying and the company finds out at year-end, though the signal sat in its own records for months. This session practices that reading before the closing date forces it.
- Duration
- 4 hours
- Investment
- Request a proposal
The demo is not the criterion
Choosing technology starts by writing down what the process has to do and who decides, and ends with the questions no presentation volunteers: whose data is it, and what does leaving cost.
A workshop for building the requirement and the scoring matrix before seeing a single option, and for taking your own cases into every presentation instead of following the supplier's script.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
The first sixty seconds
How a difficult conversation gets prepared, how it opens, and what to do when it goes off the rails.
A difficult conversation is won or lost in how it opens and in what happens when the other person reacts. This intensive workshop works one complete conversation, and most of it is practice.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
The first thirty days
A new hire spends week one waiting for access and learning the job by interrupting whoever happens to be nearby.
Onboarding is not a welcome folder or a stack of forms. It is the sequence that decides how long someone takes to be useful and how much of the job they end up learning by guessing.
- Duration
- 2 hours
- Investment
- Request a proposal
The form your business is set up in
A decision usually made once, quickly, at the very beginning, and never looked at again since.
An executive talk on the questions to ask before forming, changing or keeping a business structure. It does not say which to choose — that is not settled in a room.
- Duration
- 1 hour 30 min
- Investment
- Request a proposal
The inventory nobody trusts
You buy what was already in the back room, and run out of what the system counted as available.
When the records and the shelves disagree, the company buys just in case and promises delivery dates with fingers crossed. This intensive workshop works on counting, recording movements, and the reorder rules that hold the number steady.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
The job you have not been offered yet
Preparing to lead is not waiting for the appointment. It is building, while you are still an individual professional, what the post will demand from its first week.
An executive program for professionals who intend to arrive at their first management post prepared: what actually changes in the craft, what to build before the appointment, what to find out before accepting, and how the first weeks are held together.
- Duration
- 16 hours
- Investment
- Request a proposal
The org chart and the real company
Nobody designed the structure you have now. It accumulated, one hire and one half-finished reorganization at a time.
Before drawing new boxes it pays to see the structure the company already runs on: who actually decides, which responsibilities have no owner, and which have two.
- Duration
- 4 hours
- Investment
- Request a proposal
The presentation that asked for nothing
A recommendation nobody says out loud is not a recommendation. The person deciding needs to know what is being asked of them before hearing how you got there.
An intensive workshop for professionals who present analysis, proposals and findings to the people who decide, and who leave the room with the work done well and the decision still untaken.
- Duration
- 4 hours
- Investment
- Request a proposal
The procedure exists and nobody follows it
The team still works from memory, even though the procedure is written, approved and sitting in the shared folder.
Procedures are not abandoned out of defiance. They are abandoned because they were written by someone who does not do the work, never corrected when the system changed, and never missed when ignored.
- Duration
- 3 hours
- Investment
- Request a proposal
The profit is not in the bank
The income statement says the year is going well and the bank account says otherwise. Both figures can be right at the same time.
An executive talk on a single question: why a company making money on paper runs out of cash, and where the money that profit never shows actually goes.
- Duration
- 1 hour 30 min
- Investment
- Request a proposal
The review that decides something
What gets evaluated, what it is measured against, and what changes afterwards: the whole cycle, not December's form.
A review system earns its place only if something is different once it is over. This full day builds the cycle that makes that possible, starting long before the form.
- Duration
- 7 hours
- Investment
- Request a proposal
The same company, now on screens
Digitizing changes what the work runs on. Transforming changes who decides, what gets done and what the company stops doing. Confusing the two costs budget and costs the word.
An executive talk on the difference between putting a process on a screen and changing how the business works, and on why calling the first one a transformation closes the conversation about the second.
- Duration
- 1 hour 15 min
- Investment
- Request a proposal
The second and third follow-up
Almost everyone makes the first follow-up. The sale is usually decided by the ones after that, when there is no fresh news to offer.
Opportunities are not lost at the quote. They are lost in the silence that follows. This workshop settles who owns each open conversation, how often it is picked back up, what to say with no news, and when to close it out.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
The signature that checks nothing
Some controls stop a real error. Others only record that somebody passed through, and this session separates the two.
Almost every company has controls. A good number of them amount to an approval given without looking, because the person approving was never told what they are supposed to find.
- Duration
- 3 hours
- Investment
- Request a proposal
The spreadsheet that outlived the system
Implementations do not fail on go-live day. They fail in the weeks after, while the old method is still available and nobody has the authority to close it.
An intensive workshop on the human side of a technology implementation: who loses what, how long two methods run side by side, who closes the old one, and how to notice early that the team has quietly gone back.
- Duration
- 4 hours
- Investment
- Request a proposal
The standard nobody told you
Almost nobody is given, on arrival, a definition of what it means for their work to be good. The criterion assembles itself out of other people's corrections, and sometimes it never assembles at all.
A workshop on the judgement a professional applies to their own work before handing it over: what finished means for each thing they produce, how to review themselves, and how to agree the standard with whoever receives it.
- Duration
- 2 hours
- Investment
- Request a proposal
The strategy in the calendar
The announced priority is a new segment; the owner's week, the spare money and the best people are still busy propping up the usual operation.
A company does what it funds, not what it declares. This workshop compares announced priorities with where time, money and the best people really go, and decides where each priority's resources will come from.
- Duration
- 3 hours
- Investment
- Request a proposal
The team stops telling you
A supervisor's emotional intelligence shows up in the gap between what happens and what they say back.
What a supervisor does in the thirty seconds after bad news decides which news reaches them next time. This workshop trains that interval, not leadership in general.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
The time work spends waiting
Measuring how much of a cycle is work and how much is queue, so the constraint is found where it sits rather than where the complaints are loudest.
An intensive workshop on measuring a real flow end to end, separating working time from waiting time, and telling a capacity constraint apart from a queue created by how work is prioritized.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
The week that filled itself
Almost everything that displaced your plan came through a door you opened: a yes given standing in a corridor, a message answered on the spot, a request accepted without asking when it was due.
A workshop on a professional's own week: where the commitments that fill it come from, how they get accepted, how they are renegotiated in time, and what stays out by choice rather than by oversight.
- Duration
- 2 hours 30 min
- Investment
- Request a proposal
Two pockets, one account
As long as personal spending and business spending run through the same place, nobody can say what the company earns or what you earn.
A workshop on a single discipline: separating the owner's money from the company's money, putting draws on a defined footing, and understanding what mixing them costs later.
- Duration
- 2 hours
- Investment
- Request a proposal
What got pasted into a chat window
Nobody authorized anything. Someone wanted to finish quickly and pasted a client's entire document into a tool the company does not own.
AI governance in a small company is not a committee: it is knowing which tools are in use, with what information, who reviews the output, and what happens on the day something goes wrong. This intensive workshop puts those rules in writing.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
What had to happen to move it forward
Stages defined by something the buyer did, not by what the seller is hoping for.
A sales process is not a list of opportunities sorted by optimism. It is a set of stages with exit criteria somebody can check, and a record that outlives the person who made the sale.
- Duration
- 4 hours 30 min
- Investment
- Request a proposal
What has to come first
A roadmap is not a list of projects with dates on it. It is the sequence that recognizes what depends on what, and how much change the operation can absorb at one time.
An intensive workshop for building the sequence of a transformation: mapping dependencies, locating the windows in which the operation can take change, and deciding in writing what does not start yet.
- Duration
- 4 hours 30 min
- Investment
- Request a proposal
What is yours to decide now
The appointment changed the list of decisions that belong to you, and nobody handed it over in writing. Part of what you used to ask about is now yours, and part of what you now settle never was.
An intensive workshop for newly appointed supervisors: which decisions became theirs, which have to go up, how to escalate without handing the matter away, and how to settle things that need cooperation from people they hold no authority over.
- Duration
- 3 hours 30 min
- Investment
- Request a proposal
What the company can sustain today
No score tells you how much change an organization can carry. That gets read dimension by dimension, and averaging the dimensions hides exactly what needs to be seen.
A workshop for reading the company's actual readiness dimension by dimension, without averaging them, and leaving with the list of conditions still missing and the name of whoever answers for each one.
- Duration
- 3 hours
- Investment
- Request a proposal
What to automate first, and what never to automate
Criteria for ranking the candidates: which ones give real time back, which ones do not, and which belong in a person's hands.
An intensive workshop for deciding which processes in your company deserve automation and in what order, including the tasks that look perfectly suited to it and are not.
- Duration
- 4 hours
- Investment
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When they ask for documents from three years ago
By the time the request arrives, the preparation should already be done; what follows is handing over, not reconstructing.
The request arrives on a Tuesday and asks for paperwork from several closings back. The company spends weeks reconstructing what it should have produced in an afternoon. This day prepares that handover.
- Duration
- 7 hours
- Investment
- Request a proposal
Where each record lives
Before connecting systems you have to decide which one rules on each thing, who may create it, who may correct it, and what happens when two versions disagree.
An intensive workshop for inventorying where every business entity is recorded today, agreeing a definition all departments can sign, and assigning a system of record and field-level responsibility before any connection gets built.
- Duration
- 3 hours 30 min
- Investment
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Where that number comes from
Tracing an indicator back to its source, and settling the case where two reports of the same metric disagree.
Monthly sales: one figure in the system, another in the manager's spreadsheet, and neither entirely wrong. This session works on where the number originates, not on which indicator to pick.
- Duration
- 3 hours
- Investment
- Request a proposal
Written for whoever was not there
How to capture a process that currently lives in the head of the person who runs it, in enough detail for someone else to run it tomorrow.
A full training day spent producing written procedures that have been tested: capturing the process as it is actually performed, writing it on one page, and handing it to someone who does not know the job.
- Duration
- 7 hours
- Investment
- Request a proposal
Your largest client is not your most profitable
The line that bills the most may be carrying the rest of the business or draining it, and the bottom of the income statement cannot tell you which.
Profitability is decided product by product, client by client and service by service, not on the last line of the income statement. This workshop covers cost allocation, contribution margin, and finding out which part of the business is carrying the rest.
- Duration
- 3 hours
- Investment
- Request a proposal
A program for your team
Tell us about your organization, the approximate number of participants and the dates you have in mind. We will prepare a tailored proposal.