Learn by building

Courses for the journey of building a business

Pick the stage of the Builder Journey you need most. Each course helps you build one real piece of your business, from a Customer Model to a Product Prototype and an AI Workflow.

Customer Understanding

Three units: evidence or assumption; the job the customer needs done; forces of change and the evidence model. Learners leave with a one-page Customer Evidence Model built from at least five real conversations, each conclusion backed by a quote.

Offer

Turning a real customer problem into something worth buying. Offer takes learners from "what can we sell?" to "what progress is worth buying?": defining the buying situation, outcome, value, mechanism, scope, proof, risk and pricing, then testing willingness to buy with market evidence.

Sales: Understand Before You Persuade

Three units: understanding who is buying and why; talking about value rather than features; leading the conversation to commitment. Learners leave with a segmented customer list, a pitch rewritten around a real customer's pain, and a recorded call with a next step the customer agreed to.

Internal Controls for a Small Team

Three units: finding the real gaps, building controls with tools already at hand, and keeping controls in place over time. Learners leave with three to four controls running and a monthly review.

Reading Buying Signals and Closing Small B2B Deals

Three units: reading buying signals, finding pain with a budget, and closing on the next step. Learners leave with a buyer-side map and a re-filtered list of opportunities from their own live pipeline.

Positioning

Three units: finding what you are really being compared with, writing a checkable positioning statement, and testing it against customers' words. Learners leave with a positioning statement that passed ten checks and a list of content to rewrite.

Thirteen-Week Cash Forecast

Three units: building a thirteen-week sheet, separating certain items from uncertain ones, and updating weekly. Learners leave with a sheet in use and a fifteen-minute update routine.

Financial Reporting People Actually Read

Three units: choosing numbers for the reader, writing a one-page report, and setting a reporting rhythm. Learners leave with a one-page report actually sent and feedback received.

Hiring With a Scorecard

Three units: writing the scorecard before posting the job, asking questions that draw out evidence, and scoring then deciding. Learners leave with a scorecard and a question set for the role they are hiring.

Pricing Beauty Services

Three units: the real cost of one service, a price list clients can read, and raising prices the right way. Learners leave with a complete cost sheet, a rewritten price list, and one price rise carried out.

Measuring Client Progress

Three units: body weight lies; choosing metrics clients can see; showing clients progress before they lose heart. Learners leave with three metrics for each client group, a re-measuring rhythm, and a way to report results.

The First Ten Customers

Three units: finding ten people with the problem, selling by hand, and learning from those ten. Learners leave with a list of real people, at least three paying customers, and an evidence-based decision on whether to continue.

Choosing Where AI Helps

Three units: three axes for screening tasks; the tasks AI gets wrong; piloting one task. Learners leave with a screened task list, one task chosen with reasons, and one pilot with measured results.

Define the Problem First

Three units: requests are solutions in disguise; writing problems in terms of users and evidence; knowing when it is solved. Learners leave with three written problem definitions and a done condition for each.

Quoting Without Losing Money

Three units: take-off before pricing; your own labour is a cost; variations on paper. Learners leave with a take-off sheet for their latest project and a variation form used for real.

Cup Costing

Three units: counting everything that goes into a cup; spillage and waste; from cost to selling price. Learners leave with the real cost of their three best-selling drinks and one decision on price or portion.

Inventory Turns

Three units: turnover measured by product group; dead stock eats capital; clear it or keep it. Learners leave with turnover for each product group, a dead-stock list, and one clearance decision carried out.

Customer Onboarding

Three units: defining the first value milestone, designing the first thirty days, and spotting stuck customers. Learners leave with an onboarding process that has run.

Reporting to the Board

Three units: preparing the board pack, running the meeting, and handling difficult discussions. Learners leave with a board pack template and one meeting run the new way.

Validating the Problem

Three units: finding a real problem, talking with customers, and reading the evidence. Learners leave with fifteen conversations held and a well-founded conclusion.

Member Retention

Three units: finding the week people quit, understanding the reasons in that week, and intervening at the right time. Learners leave with their gym's drop-off curve and one intervention run for four weeks.

Shelves That Sell

Three units: measuring shelf productivity; allocating shelf space by sales; planograms and keeping shelves full. Learners leave with revenue per shelf metre for two categories and a new planogram trialled for two weeks.

The Discovery Call

Three units: preparing and opening, digging deeper with questions, and ending with a decision. Learners leave with their own question set and three real calls recorded using the framework.

Message Testing

Three units: building a test that changes only one thing, reading results correctly, and deciding when the data is not yet enough. Learners leave with one test completed and a decision with its reasoning recorded.

Unit Economics

Three units: choosing the unit and calculating revenue per unit, including all costs, and reading the numbers to make decisions. Learners leave with a unit economics table for two main products.

Making the Case for an Investment

Three units: writing assumptions as checkable numbers, measuring by cash flow and payback period, and setting a stopping point before starting. Learners leave with an investment case for the very decision they are weighing.

The First Thirty Days

Three units: real work in the first week, a thirty-day checkpoint, and short regular conversations. Learners leave with a thirty-day path for a specific role.

Kitchen Loss Control

Three units: measuring the gap, separating four sources, fixing the largest source and keeping the rhythm. Learners leave with a loss figure for their five main ingredients and one source fixed.

Making Every Cup the Same

Three units: measuring variation, tools and portions, and regulars' variations. Learners leave with variation figures before and after, a portion set in use, and a written table of variations.

Designing a Course Around Outcomes

Three units: outcomes and content are two different things, writing outcomes as things learners can do, and reordering by outcome. Learners leave with rewritten outcomes and a reordered course.

Chair Utilization

Three units: measuring chair hours with the right denominator, reading recurring gaps, and filling them with services that fit the slot. Learners leave with a capacity table by time slot and one service trialled for four weeks.

Churn Signals

Three units: signals live in behaviour rather than words, three measurable signals, and what to do when you see them. Learners leave with a tracker for three signals and one intervention round completed.

Customer Health

Three units: choosing signals, combining them into a measure, and using it to allocate time. Learners leave with a customer health table in use.

Executive Communication

Three units: choosing and repeating the message, delivering bad news, and listening upward. Learners leave with an annual message and an upward-listening channel in use.

Founder Focus

Three units: choosing one thing, saying no, and protecting your time. Learners leave with a goal for the current stage and a week that has been reorganised.

Data Good Enough to Use

Three units: good enough for which decision, the three common failure points, and handing over with limits. Learners leave with a checked data table and a written statement of its limits.

Near-Expiry Stock

Three units: seeing near-expiry stock; first in, first out on the shelf and in the storeroom; an exit path for near-expiry goods. Learners leave with a weekly expiry log and the value of discarded goods four weeks before and after.

Pipeline Hygiene

Three units: defining stages by behaviour, cleaning the pipeline, and forecasting by commitment. Learners leave with a re-filtered pipeline and a forecast figure they can explain.

Channel Economics

Three units: calculating customer acquisition cost correctly, reading it alongside the value a customer brings, and the channel-stopping test. Learners leave with a cost table per channel and one channel tested by stopping it.

Pricing Decisions

Three units: calculating the impact in advance, changing the price and measuring the response, and changing the structure instead of the number. Learners leave with a costed pricing decision and a plan to measure the response.

Small Business Tax Compliance

Three units: the obligations calendar, document records, and the errors most often penalised. Learners leave with an obligations calendar in use and a document set checked against the list.

Inventory Control

Three units: setting reorder points, narrowing the gap between records and stock, and handling dead stock. Learners leave with reorder points for the main items and one stock count completed.

Performance Conversations

Three units: preparing with facts, leading the conversation, and ending with a change that has milestones. Learners leave with one prepared conversation and a written agreement on change.

Sourcing and Supplier Terms

Three units: receiving standards, seasonal prices, and when switching suppliers loses money. Learners leave with a receiving standards sheet in use and a switching-cost calculation.

Choosing and Buying Your Main Ingredient

Three units: blind tasting, batch tracking, and how to switch a key ingredient. Learners leave with a blind-tasting result, a batch log in use, and a switching plan if one is needed.

Assessing Learners

Three units: what a test right after learning measures, every wrong answer pointing to one gap, and using results to change the next lesson. Learners leave with a rewritten test and one lesson changed by its results.

Client Records and Treatment History

Three units: records others can read, capturing them during the service with very few fields, and making a sixty-second pre-read a habit. Learners leave with their salon's record template and four weeks of real use.

The Guest Journey

Three units: walking the journey as a guest, finding the three most annoying points, and fixing then measuring. Learners leave with a journey map of their property and one point fixed with before-and-after measurement.

User Interviews

Three units: asking about what has happened, recording verbatim, and reading ten interviews. Learners leave with ten recorded interviews and one evidence-based conclusion.

Delegating and Letting Go

Three units: recognising what you are holding on to, delegating with decision rights, and checking by results. Learners leave with a list of delegated work and a new checking mechanism.

Cash Runway

Three units: calculating runway, reading cash flow, and extending runway. Learners leave with a number of months and a thirteen-week cash flow sheet.

Pricing Memberships and Packages

Three units: pricing from real costs, designing plans, and raising prices. Learners leave with a costed price list and a planned price rise.

Change Orders

Three units: recognising variations, drawing up an addendum, and talking about money. Learners leave with an addendum template and rules applied on one project.

Occupancy and Rate

Three units: reading two numbers together, pricing rules, and filling rooms without discounting. Learners leave with a seasonal rate table and adjustment rules.

Deciding What to Build First

Three units: gathering requests, ordering them, and saying no. Learners leave with a prioritised list and three refusals actually delivered.

Choosing a Software Vendor

Three units: requirements written from real work, a trial with criteria, and the cost of staying versus the cost of leaving. Learners leave with a requirements table and a trial plan.

Difficult Customer Conversations

Three units: saying no, handling it when you are wrong, and withdrawing a promise. Learners leave with three prepared scripts and at least one conversation held.

Getting Customers to First Value

Three units: what first use means, shortening the path, and catching signs of being stuck. Learners leave with a defined first-use milestone and a seven-day process.

Store Shrinkage

Three units: measuring shrinkage by counting; separating shrinkage by source; layers of control for a small shop. Learners leave with their shop's shrinkage rate and three measures run for a month.

Proposals That Get Read

Three units: who the proposal is written for, a one-page structure, and the pricing section. Learners leave with a real proposal sent and feedback from their internal champion.

A One-Person Content System

Three units: real idea sources, a rhythm chosen for your worst week, and a four-step process. Learners leave with a bank of thirty ideas, a committed rhythm, and four weeks of content prepared.

Collecting Receivables

Three units: preventing bad debt before the sale, a milestone-based reminder process, and handling customers who do not pay. Learners leave with a reminder process in use and a segmented customer list.

Cost Allocation

Three units: choosing the right allocation basis, separating what should not be allocated, and reading the results to make decisions. Learners leave with a profit and loss by product line where every number traces back to a basis.

Vendor Management

Three units: setting measurable targets, building a meeting rhythm based on numbers, and deciding to keep or switch. Learners leave with a target sheet for one supplier and one meeting run for real.

Compensation Structure

Three units: building grades and pay bands, benchmarking against the market, and explaining decisions. Learners leave with a pay framework for existing roles.

Food Safety in a Small Kitchen

Three units: temperature and time control points, logbooks and accountable people, and how to prove compliance and handle incidents. Learners leave with a set of control points, a logbook in use, and an incident procedure.

Throughput at Peak Hour

Three units: measuring making time and waiting time, removing waits before cutting steps, and when to add people or machines. Learners leave with a time map for one drink and one change measured before and after.

Keeping Teaching Quality Even

Three units: the in-house gap and why nobody measures it, measuring the share of students who do the work, and lifting the middle group with cheap, re-measured changes. Learners leave with data for four classes and one measured change.

Selling Home Care With the Service

Three units: measuring by attach rate, suggestions tied to what was just observed, and keeping it from becoming pushy by tracking repurchase. Learners leave with data per technician and four weeks of real use.

Listings That Convert

Three units: the questions before clicking buy; writing descriptions that answer them; photos that answer what words cannot. Learners leave with a list of real customer questions and a product page rewritten around them.

Real Margin by Channel

Three units: gathering channel costs, calculating profit per order, and deciding by channel. Learners leave with a real profit table for every channel they sell on.

A Meeting System

Three units: auditing the meeting calendar, designing four types of meeting, and running them to reach decisions. Learners leave with a new meeting calendar and a decision-record template.

Pricing From Day One

Three units: knowing the real cost, setting the first price, and raising prices. Learners leave with a new price list and one price rise carried out.

Class Capacity and the Timetable

Three units: measuring capacity, building the schedule, and handling empty spots. Learners leave with a new schedule and a measured fill rate.

Job Schedules and Promised Dates

Three units: scheduling with milestones, protecting the schedule, and handling delays. Learners leave with a schedule for one project and rules for taking on work.

Cancellation and Deposits

Three units: tiered policies, deposits, and handling cancellation requests. Learners leave with a new policy and a handling script.

Holding Scope Once Work Starts

Three units: locking scope, blocking interruptions, and cutting in the right places. Learners leave with a locked scope and one cut carried out.

Risks of Putting AI Into Work

Three units: classifying tasks by the damage if wrong, placing people in the right spot in the flow, and three often-overlooked risks. Learners leave with a classification table and a flow with checkpoints.

The Renewal Conversation

Three units: starting early, opening with results, and handling discount requests. Learners leave with a renewal calendar and a results summary for their largest customer.

Renewal and Retention

Three units: preparing early, the renewal conversation, and handling discount requests. Learners leave with a renewal calendar and a results file for each customer.

Margin by Category

Three units: gross margin by category; the role of each category; decisions to add or remove. Learners leave with a margin table by category for their shop and an add or remove decision backed by data.

Negotiating Without Discounting

Three units: preparing before the table, trading terms instead of price, and handling pressure. Learners leave with their own concession table and one real negotiation recorded.

Landing Pages

Three units: the order of the reader's questions, writing each block, and measuring and fixing. Learners leave with a page reorganised around those questions and one before-and-after measurement round.

Budgeting

Three units: building a budget tied to the operating plan, reading monthly variances, and revising the budget mid-year. Learners leave with a well-founded budget and a monthly review rhythm.

Incident Response and Postmortems

Three units: handling the incident as it happens, running the retrospective, and tracking changes. Learners leave with an incident procedure and one retrospective run for real.

Why Good People Leave

Three units: reading early signals, asking before it is too late, and fixing systemic causes. Learners leave with a list of current signals and one change made.

Scheduling and the Real Cost of Labour

Three units: the hourly demand curve, the real cost of labour, and building shifts from the demand curve. Learners leave with a data-driven shift schedule and a real cost-per-hour figure.

Seasonal Drinks

Three units: which seasonal drinks are worth launching, launching and measuring, and removing them on time. Learners leave with a chosen seasonal drink with a removal date set in advance and a reusable season file.

Students Who Drop Midway

Three units: finding the valley in sessions four to seven, placing a visible result just before it, and reading attendance records to intervene early. Learners leave with their own course's drop-off curve and one measured change.

Keeping Your Best Technicians

Three units: why good people leave and the early signs, measurable skill levels, and how to split when clients follow a person. Learners leave with their salon's skill ladder and one real conversation held.

Reading the Numbers to Run the Company

Three units: three statements tell three different stories; three questions every month; spotting problems early and what to do. Learners leave with a working monthly numbers review and three fixed questions.

Packing and Shipping Without Errors

Three units: building the line, measuring and finding the bottleneck, and handling wrong orders. Learners leave with a process that has run and a measured error rate.

Leading Through a Crisis

Three units: reading the true severity, setting up the response structure, and getting out of the crisis. Learners leave with a crisis playbook and a contact list.

The Founder Sells

Three units: finding people to meet, running the meeting, and reading rejections. Learners leave with a customer pipeline and thirty outreach attempts made.

Designing a Training Program

Three units: programmes with progression, reusable session plans, and adjustment. Learners leave with an eight-week programme and three session plans.

Warranty and Post-Handover Defects

Three units: warranty terms, handling call-backs, and learning from defects. Learners leave with new terms and a post-handover defect log.

Costing a Tour

Three units: three layers of cost, pricing by group size, and deciding to accept or decline. Learners leave with a pricing sheet for a real tour.

Specs Other People Can Build From

Three units: writing enough rather than writing long, pointing out where people must ask, and delegating with decision rights. Learners leave with a spec that someone else has followed.

Rolling Automation Into Real Work

Three units: choosing tasks worth automating, running in parallel then cutting over, and keeping it alive. Learners leave with a parallel-run plan and an owner handover document.

Periodic Business Reviews

Three units: preparing, running the session, and turning conclusions into actions. Learners leave with a review framework used for real three times.

Recovering When You Get It Wrong

Three units: the first hour, fixing exactly what was lost, and closing the root cause. Learners leave with a response framework and one root cause fixed.

Promotions and Shelf Prices

Three units: reading a promotion; measuring a promotion after it runs; shelf price and till price. Learners leave with an evaluation of three past promotions and a price-change process without mismatches.

Cold Outreach

Three units: choosing the list, writing the first message, and following up. Learners leave with one measured real send and their own response rate.

Attribution Without Lying to Yourself

Three units: three ways to assign credit and the bias of each, the blind spots in the data, and deciding budgets when the evidence is only half there. Learners leave with a budget allocation table with a stated confidence level for every line.

Capacity Planning

Three units: calculating real capacity, reading the impact of a new order, and keeping a safe load level. Learners leave with a real capacity figure and a number-based way to decide whether to accept an order.

Labor Law Compliance

Three units: the document set and checkpoints, a calendar of deadlines, and knowing when to ask. Learners leave with a reviewed document index and a deadline calendar.

The Economics of a Delivery Order

Three units: the real margin on a delivery order, margin by dish and the dish mix on each channel, and decisions on promotions and channel menus. Learners leave with a margin table by dish and a decision on the next promotion.

Regulars at a Drinks Shop

Three units: rhythm instead of totals, programmes that reach the right group, and when the rhythm breaks. Learners leave with a rhythm table for regulars and one measured re-engagement round.

Working With Parents

Three units: complaints come from surprises, contacting parents when there is no problem, and being specific instead of writing long reports. Learners leave with a contact schedule, a three-line message template, and before and after figures.

Hygiene and Safety That Actually Runs

Three units: a sterilisation process that works on busy days, patch testing in the right place, and the first three minutes of an incident. Learners leave with a reorganised tool flow and four weeks of real use.

Managing Client Expectations

Three units: fixing expectations with physical samples, inspection milestones, and handling expectation gaps. Learners leave with an expectation set for a real project and one inspection round completed.

Cutting the Return Rate

Three units: finding the real reasons, fixing them before purchase, and filtering risky orders. Learners leave with a table of return reasons and one change with a measured result.

Setting Company Goals

Three units: choosing goals, cascading them to departments, and keeping a quarterly rhythm. Learners leave with three annual goals and a cascade table.

The Cofounder Relationship

Three units: splitting roles and equity, setting a rhythm of conversations, and handling problems when they arise. Learners leave with a written agreement and a meeting rhythm in place.

The Economics of One Coach

Three units: real income, the contribution of each class type, and the class mix. Learners leave with a contribution table and a proposed new mix.

Working With Subcontractors

Three units: choosing a crew, the lump-sum agreement, and milestone inspections. Learners leave with an agreement template and an inspection checklist.

Housekeeping and Upkeep

Three units: cleaning standards, time and norms, and scheduled maintenance. Learners leave with a room checklist and a year-round maintenance calendar.

Launching and Measuring

Three units: launching group by group, choosing the number, and reading the results. Learners leave with one measured launch and a written conclusion.

Writing Requests a Machine Can Use

Three units: enough context, the shape of the output, and reusable templates for the whole team. Learners leave with three templates used for real and a shared place for the team to use them.

Account Notes Someone Else Can Use

Three units: what to record, where to keep it, and handing over a customer. Learners leave with a four-part file for their three largest customers and one handover completed.

Triaging Customer Requests

Three units: classifying, the first reply, and recurring causes. Learners leave with a classification table and a list of fixed causes.

The Till at Rush Hour

Three units: measuring the checkout; moving slow tasks away from the counter; people and tills for peak hours. Learners leave with transactions per hour before and after, and an hourly till-opening schedule.

Expanding Existing Accounts

Three units: tracking changes inside the customer, finding the second opportunity, and proposing expansion. Learners leave with an account tracker for existing customers and one expansion proposal actually sent.

Lifecycle Email

Three units: tying emails to what customers have done, writing one email for one action, and measuring by action. Learners leave with three event-triggered email sequences and an action-based measurement table.

Quality Control

Three units: placing checkpoints in the right places, measuring by defects that escape, and tracing causes instead of adding inspection. Learners leave with a new checkpoint map and escaped-defect figures before and after.

Team Structure as You Grow

Three units: reading signs that the structure is too tight, choosing how to split, and paying the cost of changing. Learners leave with a diagnosis and a costed split proposal.

Designing the Menu

Three units: the cost of a long menu, dropping dishes without losing customers, and layout and presentation. Learners leave with a shorter menu and a before-and-after measurement.

Every Seat in the Shop

Three units: measuring each seating zone by hour, reading why a zone is dead, and changing the layout with cheap, re-measured changes. Learners leave with a zone map and one change measured before and after.

Enrolment

Three units: counting the four enrolment stages, finding where people drop and why, and fixing the middle stage then re-measuring. Learners leave with their own four-stage table and one change with before and after numbers.

Before-and-After Photos That Prove Something

Three units: comparable photos, asking permission properly, and using them as evidence. Learners leave with a fixed photo spot, a consent template, and ten photo pairs taken to standard.

Second Purchase

Three units: measuring repurchase by cohort, the golden time window, and reaching back out the right way. Learners leave with a customer cohort table, a measured time window, and one re-engagement round completed.

Closing the Feedback Loop

Three units: loose feedback is unusable; grouping it into evidence-backed clusters; reporting back to customers. Learners leave with three feedback clusters, one passed to the product team, and one report-back loop completed.

Terms With Your Suppliers

Three units: five terms, preparing to negotiate, and keeping the relationship. Learners leave with a table of current terms and one negotiation carried out.

Hard Decisions

Three units: classifying decisions, deciding with incomplete information, and reviewing decisions. Learners leave with a decision log and three pending decisions closed.

The First Hires

Three units: deciding whom to hire and when, choosing the person, and bringing them into the work. Learners leave with a role description and a selection process already used.

Screening Before You Take Someone On

Three units: the screening form, reading the answers, and member files. Learners leave with a screening form trialled on five people.

Material Waste

Three units: measuring waste, the four sources of waste, and surplus stock and storage. Learners leave with the real waste figure for one project and one change carried out.

Managing Reviews

Three units: reading reviews as data, responding, and asking for reviews. Learners leave with a six-month analysis and a review request process.

Packaging and Pricing What You Sell

Three units: consolidating into three plans, setting prices, and changing prices. Learners leave with a streamlined price list and a planned price change.

Security Basics for Small Businesses

Three units: what would hurt most to lose, the three cheapest layers, and preparing for the day something goes wrong. Learners leave with an asset table and a backup that has been test-restored.

Writing It Down So Others Can Take Over

Three units: customer files, work procedures, and handovers. Learners leave with usable files for five customers and one tested handover document.

Allocating Your Time Across Accounts

Three units: tiering customers, setting a rhythm, and serving large groups. Learners leave with a tiering table and one week run on the new rhythm.

Ordering for the Store

Three units: order quantities from sales; visit schedules and minimum stock; working with distributors. Learners leave with an order sheet for their two largest distributors and the amount of stock reduced.

Forecasting for a Team

Three units: two buckets, committed and possible, calibrating for each salesperson, and the conversation with leadership. Learners leave with a combined team forecast and one period fully reconciled.

Brand for Small Companies

Three units: separating what is fixed from what can change, writing it as a usable document, and testing it on newcomers. Learners leave with a two-page document and proof that three other people can use it.

Writing SOPs People Follow

Three units: writing short and checkable procedures, placing them where the work happens, and keeping them alive with a revision mechanism. Learners leave with a one-page procedure used for real by the people doing the work for two weeks.

Training First-Time Managers

Three units: delegating, following up without micromanaging, and giving feedback. Learners leave with a three-month path for a new manager.

Getting Guests to Come Back

Three units: measuring the return rate correctly, the failures nobody notices, and the group that comes a few times then disappears. Learners leave with a real return figure and a way to reach the group easiest to win back.

Waste in a Drinks Shop

Three units: the three kinds of waste and which is largest, measuring by on-the-spot logging, and reducing it with tools. Learners leave with two weeks of real waste figures and one change measured before and after.

Running a Blended Course

Three units: which sessions can move online, designing online sessions around what students do, and keeping attendance. Learners leave with a classified blended schedule and one online session run for real.

Bookings and No-Shows

Three units: calculating the real loss, reminding and confirming, and deposits plus scheduling. Learners leave with their salon's real loss figure and four weeks of trialling one change.

Working Capital for a Small Shop

Three units: drawing the cash cycle, finding where money sits, and shortening the cycle. Learners leave with their own cash-cycle days and one change with a measured result.

The Leadership Team

Three units: choosing people for the leadership team, building a team that can work things through, and handling people who no longer fit. Learners leave with a team assessment table and one difficult conversation held.

The Founder's Decision Log

Three units: recording, reviewing, and finding patterns. Learners leave with a decision log in use and two patterns drawn from it.

Injuries and Referral

Three units: handling it on the spot, a referral network, and returning to training. Learners leave with an incident procedure and a list of three people to refer to.

Payment Terms

Three units: payment stages and deposits, collecting on time, and handling bad debt. Learners leave with new payment terms and a collection process.

Your Channel Mix

Three units: the real cost of each channel, channel share, and growing direct bookings. Learners leave with a channel comparison table and a plan to shift the mix.

Getting Teams to Agree

Three units: assigning roles, handling objections, and closing. Learners leave with a role table and one decision closed and recorded.

Consolidating the Tools You Have

Three units: counting everything, the real cost of a tool, and removing one tool to simplify. Learners leave with a complete tool table and one removal completed.

Building a Team That Handles Hard Calls

Three units: writing down how you do it, handing it over in four steps, and accepting less than perfect. Learners leave with one type of call fully handed to someone else.

Growing Existing Customers

Three units: spotting the signs, making the offer, and asking for referrals. Learners leave with an evidence-based list of opportunities and three offers made.

The Regulars' Basket

Three units: reading the basket; understanding regulars through evidence; adding one item to the basket. Learners leave with average basket value before and after, and a list of items regulars are buying elsewhere.

Lost Deal Reviews

Three units: getting real answers, reading the real cause, and turning it into change. Learners leave with five lost-deal interviews and one change applied to how they work.

Customer Research

Three units: asking about behaviour that has already happened, leading the interview, and drawing usable conclusions. Learners leave with eight interviews and three conclusions that led to specific changes.

Finding the Bottleneck

Three units: finding the bottleneck by measurement, exploiting it before investing, and following it as it moves. Learners leave with a bottleneck identified by numbers and one exploitation round completed.

Choosing What to Automate

Three units: eliminate before you automate, choose by frequency and cost of errors, and calculate the break-even point. Learners leave with a ranked task list and a well-founded decision.

Culture as Practices

Three units: reading the culture you have, turning values into habits, and embedding them in three places. Learners leave with one habit running and one place where it is embedded.

Opening a Second Location

Three units: the cost placed on the first location, the person who stands in, and the operations that must be written down before signing. Learners leave with a well-founded decision and a list of conditions that must be met before opening day.

Training a New Barista

Three units: why newcomers quit in weeks two and three, teaching one drink at a time to a milestone, and letting newcomers check themselves. Learners leave with an eight-week path and a pass mark for each drink.

Timetabling and Room Capacity

Three units: measuring capacity by time slot, separating real constraints from habit, and rescheduling in a way that can be handed over. Learners leave with a capacity table, a list of real constraints, and one measured new schedule.

Designing Treatment Packages

Three units: a package built around a measurable result, stopping points and what to say when a result is not reached, and pricing by result. Learners leave with a rewritten package and one real sales round.

Pricing and Promotions That Do Not Eat the Margin

Three units: calculating the cost of a discount, choosing the format, and escaping the spiral. Learners leave with one promotion that was costed and measured.

Running a Quarterly Business Review

Three units: preparing, leading the session, and turning it into action. Learners leave with one session completed and an action list with owners and deadlines.

Strategic Choices

Three units: recognising real strategy, choosing where and how to play, and testing the choices. Learners leave with a one-page strategy and a list of assumptions that must hold true.

Raising Money Early

Three units: deciding whether to raise, preparing, and running the process. Learners leave with a well-founded decision and a document pack if they choose to raise.

Talking About Food Within Your Scope

Three units: boundaries, common questions, and signs that call for referral. Learners leave with a set of standard answers and a list of places to refer to.

Your Portfolio of Work

Three units: recording at the right moment, selecting and telling the story, and using it to close deals. Learners leave with a portfolio of three projects and a recording routine.

Safety and Incidents

Three units: recognising risks, handling incidents when they happen, and learning from them. Learners leave with a risk list and a one-page response procedure.

Reading the Evidence of Use

Three units: setting up measurement, observing users, and telling signals apart. Learners leave with three metrics in use and one observation session completed.

Measuring What a Tech Investment Returns

Three units: choosing the number, measuring before changing, and reading results honestly. Learners leave with a baseline measurement and a results reading after three months.

Store Shift Staff

Three units: the tasks of a shift; shift handover and till checks; new staff in their first two weeks. Learners leave with task lists for three shifts, a handover template, and an onboarding path used for one person.

Choosing Which Accounts to Chase

Three units: finding the good-customer profile from data, writing scorable criteria, and dropping the rest. Learners leave with a scored list and a third of accounts removed.

Launches

Three units: success criteria set in advance, a backwards schedule with owners, and the first customer group. Learners leave with a complete launch plan and three locked-in criteria.

Mapping the Process as It Really Runs

Three units: capturing the real process, drawing it as a readable map, and reading the gap between reality and documentation. Learners leave with a real process map confirmed by the people who do the work.

Operational Metrics

Three units: the conditions of a usable metric, pairing metrics with actions, and preventing metric gaming. Learners leave with a five-metric table with owners.

People Data

Three units: choosing metrics that lead to action, reading without going beyond the data, and boundaries when data is about people. Learners leave with a three-metric dashboard and a usage rule.

Cash Flow in a Restaurant

Three units: the timing gap between money in and money out, a thirteen-week cash calendar, and how to manage when short. Learners leave with a cash calendar in use and a list of options ranked by cost.

Evidence That Learning Happened

Three units: evidence is a pair of same-type work separated in time, collecting it without extra work, and showing it to outsiders. Learners leave with a set of evidence pairs for one class and one parent showcase run for real.

Neighborhood Marketing

Three units: the salon's real catchment area, the three cheapest ways to reach it, and measuring by new clients. Learners leave with a catchment map, one activity running, and four weeks of data.

Repeat Guests and Referrals

Three units: counting returning guests; finding what creates a second stay; making referrals easy to happen. Learners leave with two figures for the last six months and one specific change made to the first stay.

Selling on Live Streams

Three units: preparing the session, hosting it, and calculating profit. Learners leave with one session completed and its real profit sheet.

Getting Other Teams to Actually Deliver

Three units: writing the request, prioritising, and following it through. Learners leave with a request template and three items that have gone through it.

Content That Earns Trust

Three units: content that answers real questions, using real people properly, and the path from viewer to trial. Learners leave with an eight-week content plan.

Workshop Capacity

Three units: measuring capacity, finding the bottleneck, and deciding on investment. Learners leave with a weekly capacity figure and a costed decision.

Retiring What You Already Built

Three units: finding dead parts, calculating the cost of keeping them, and removing them properly. Learners leave with a list of dead parts and one removal completed.

Handover and System Documentation

Three units: finding dependencies, writing what people actually open, and handing over by doing it for real. Learners leave with a dependency map and one completed handover.

Local Partners

Three units: choosing partners, clear agreements, and lasting relationships. Learners leave with a partner list and a one-page agreement template.

Opening a Second Store

Three units: is the first shop ready; choosing a site with data; managing two locations remotely. Learners leave with a readiness self-check, a comparison of three counted sites, and five weekly tracking numbers.

Understanding Parents and Learners with Evidence

Three units: placing a statement on the right rung, pulling assumptions out of hiding and ranking them by the cost of being wrong, then turning confident claims into numbered hypotheses and choosing the cheapest test. Learners leave with their own centre's assumption log and one completed test.

Understanding Diners with Evidence

Three units: placing a statement about diners on the right rung, pulling assumptions out of hiding and ranking them by the cost of being wrong, then turning confident claims into numbered hypotheses and choosing the cheapest test. Learners leave with their own restaurant's assumption log and one test completed on real guests.

Understanding Drink Customers with Evidence

Three units: placing a statement about guests on the right rung, pulling assumptions out of hiding and ranking them by the cost of being wrong, then turning confident claims into numbered hypotheses and choosing the cheapest test. Learners leave with their own shop's assumption log and one test completed on real guests.

Understanding Beauty Clients with Evidence

Classroom Management in the Lesson

Three units: counting dead minutes in a lesson; rewriting the lesson so everyone has something to do; handling the rest with an intervention ladder, a short rule set and an incident log. Learners leave with a rewritten lesson plan and a case file.

Essay

Writing to find out whether you really understand. Essay helps learners turn messy thoughts into clear claims, structured reasoning and conclusions based on evidence.

Founder Story

Three units: choosing what is worth telling; frame and sequence; telling it right for the listener. Learners leave with three versions of one real story from their company, for three different listeners, already told and revised from feedback.

Message

Three units: who needs to hear it and why; a core message with hierarchy and framing; the right channel at the right time, measured by behaviour. Learners leave with a one-page message for a real task of their own, sent and with the recipients' response measured.

Argument

Three units: an argument that stands up; speaking to the right person; objections and the limits of persuasion. Learners leave with a one-page argument for a real decision at their own company, already tested on a critic.

Problem Framing

Three units: separating what you see from what you think; tracing to the root cause; writing a problem frame that does not hide a solution. Learners leave with a one-page problem frame for a real problem at their company, with a cause tree checked against data and success criteria written before choosing a solution.

AI Builder

Three units: delegating work to the right place; from a problem to a gradable prototype; putting it in front of real users and iterating. Learners leave with a work-split map, a prototype with a 30-example grading set, and two weeks of data from real users.

Strategy into Work

Three units: the chain from purpose to activities; customers, difference and advantage; a project portfolio turned into a roadmap. Learners leave with a one-page strategy chain, a positioning statement tested with real customers, and a four-quarter roadmap with projects cut.

Learning Without an Answer Key

Three units: framing learning questions and finding sources; practising and producing learning work; feedback, reflection and transfer. Learners leave with a four-week learning plan for a new area of their company, a learning product reviewed by real users, and a reflection log with at least one transfer to other work.

The Conan Journey

From a single question to a builder's capability.

Each course answers one Clarity Question. Walk the whole chain and you build the capability to learn, think, understand people, pick the right game, create an offer, communicate it and build something that runs.