Workshop for
function heads
In 2 days each function head surfaces the growth opportunities inside their function (product, marketing, sales, operations, finance, HR, etc.), picks 3–5 priorities with metrics, and leaves with a 90-day plan for their function.
Map of the function
A full map of your function: where you leak money / time / quality, where you're under-monetizing, which KPIs aren't tracked, where there's friction with neighboring functions.
Prioritization ICE × function KPI
Every identified opportunity is run through two axes: Impact / Confidence / Ease + expected impact on the function's main KPI. The output is a short list of where to invest the team's resources, and the rationale for what you deliberately drop.
Stress test of priorities
Each chosen priority is run through a digital council of 4 challengers: CEO (top-down view), head of an adjacent function (side view), executors from your team (bottom-up view), and a skeptic. The goal is to find blind spots before the team hits them 2 months in.
Initiative trees
Each of the 3–5 priorities is broken down into 5–10 concrete actions: an owner from your team, resources, metric, deadline. Not "launch ABM" — but "compile a list of 50 target accounts by April 20, write 8 case studies for their segments, and close 8 deals by end of Q3".
90-day action plan
What must happen in weeks 1, 4, 8, 12. Who owns what across the team. When the first checkpoint is. Which metrics we watch every week.
Function 6-month roadmap
The horizon beyond 90 days: dependencies on adjacent functions, when we hire people, the 6-month budget, how to sync with the CEO's business plan. The final unpacking happens through the "Thinker" — for presenting to the CEO or defending the budget.
KPIs aren't working anymore
The metrics that worked a year ago still paint a nice picture, but the function isn't moving. The team reports "on plan" — and the CEO sees no movement. The measurement model needs to be rebuilt.
Launching a new product, line, or region
Launch is in 3 months and inside the function it's still unclear: how the function rebuilds, who we hire, which processes change, what gets added to KPIs. You need a concrete plan, not general principles.
Prepping for a leadership change
The current head is leaving — the handover needs structure. Or you've just hired a C-level — they need a Day-100 plan you build together in the first weeks.
Annual plan for the function
End of Q4. In January you don't want "priorities for the year from a brainstorm" — you want a structured plan with numbers, owners, and metrics that you can defend in front of the CEO and hold for 9–12 months.
Friction with adjacent functions
Marketing is fighting with Sales. Product doesn't get what the CEO is asking for. Operations pulls one way, Sales the other. You need targeted alignment on roles, KPIs, and ownership zones.
Not separate metrics and channels — a single picture: where you earn, where you leak time and quality, where the hidden KPI upside sits. Most function heads break their function down piece by piece — but don't see the whole.
Through prioritization by impact on the function's main KPI, you walk away not with 14 team ideas, but with 3–5 bets worth six months of resourcing. And the rationale for choosing those exact ones.
Not "let's implement AI in marketing" — but "AI here saves 12 hours/week of ops work and frees the team for strategic". Concrete scenarios for your function.
A 90-day plan broken down by week, with team owners and metrics. An initiative tree for each priority. Working documents your team operates against.
We run each priority through 4 perspectives (CEO, adjacent function, team, skeptic) and surface blind spots. This kills the "team said OK, then 2 months later we hit a wall in Sales" — the classic functional-lead blind spot.
You leave with 6 docs you can bring to the CEO and adjacent C-levels — "here's my plan, here are the dependencies, here's what I need from you". This sharply cuts the risk of "wait, we thought you owned that" moments.
| Time | Topic | What we do with AI | Result |
|---|---|---|---|
| 09:00–10:00 | Calibration | Align the agenda against the pre-collected metrics and processes of your function | A shared "where we start from" picture |
| 10:00–12:30 | Function map | We feed processes and KPIs into the "Function Map" and get the full list of opportunities | Artifact #1 — map with 15–30 items |
| 12:30–13:30 | Lunch | ||
| 13:30–14:00 | Map review | Joint discussion and refinement with the team | A refined map |
| 14:00–16:00 | Prioritization | ICE × impact on the function's KPI for each item | Artifact #2 — top 3–5 priorities |
| 16:00–16:30 | Break | ||
| 16:30–18:00 | Stress test | Digital council: CEO, adjacent function, team, skeptic | Artifact #3 — risk map |
| 18:00–18:30 | Day close | Wrap-up · homework between the two days | Ready for day 2 |
| Time | Topic | What we do with AI | Result |
|---|---|---|---|
| 09:30–10:00 | Back to day 1 | Check with overnight thoughts · finalize priorities | Confirmed list |
| 10:00–12:30 | Initiative trees | Breaking each priority down into actions, owners, metrics | Artifact #4 — initiative trees |
| 12:30–13:30 | Lunch | ||
| 13:30–14:00 | Metrics | What we count weekly · what monthly | Metric tree |
| 14:00–16:00 | 90-day plan | Weeks, owners, checkpoints | Artifact #5 — 90-day plan |
| 16:00–16:30 | Break | ||
| 16:30–17:30 | 6-month roadmap | Final unpacking via "Thinker" | Artifact #6 — 6-month horizon |
| 17:30–18:00 | Handoff | Transfer of all 6 artifacts · agreement on next steps | All artifacts in hand |
AI-Thinking
A proprietary methodology for finding growth opportunities, grounded in neuroscience — it reproduces the cognitive process of enhanced thinking, without the biases humans naturally bring
TRIZ
Techniques for surfacing contradictions and non-obvious solutions within existing processes
ICE × KPI
Initiative prioritization with a focus on impact on the function's main KPI
de Bono / Six Hats
The basis for the stress test: 4–6 different perspectives on every decision
Working Backwards
Packaging initiatives by starting from the end result — the Amazon approach
OKR-light for mid-market
Goal-setting without corporate bureaucracy — for hands-on owner-operators
For specific workshop and support tasks, I bring in top-tier experts with profiles that match your context. During the workshop, 0–2 C-level experts may join as needed. During support — they come in for a deep-dive on a specific initiative and step out when the task is closed.
Data Science / AI Engineering
Setting up ML infrastructure, choosing the LLM stack for the task, estimating cost and implementation time, designing RAG/agent systems. Plugged in for stress-testing AI initiatives and the implementation phase.
Strategic marketing
GTM rebuild, ABM strategies, repositioning, balancing brand × performance. For relaunching marketing or entering new segments.
Finance and unit economics
Preparing for funding rounds or M&A, modeling P&L under chosen priorities, defending the numbers in front of an investor. For raising capital or selling the business.
Operational efficiency
Rebuilding production and service processes, reducing cost of goods, lean practices, supply chain optimization. For tasks of margin-driven growth.
HR and team scaling
Building and retaining teams from 50 to 500 people, rebuilding the motivation system, hiring the first C-levels, retaining key people through growth.
Legal and M&A
Corporate structure, due diligence for a round or sale, IP protection, contractual architecture for major deals, counterparty checks for partnerships.
I've worked with each of these experts and know their strengths exactly.
The final decision is yours. Their involvement is included in the price
Task-driven
An expert plugs in for a specific priority or question — not "abstract consulting", but a deep dive on initiative #2 across 2–4 meetings.
Pay-as-you-go
Not on the client's payroll, not on mine. Hourly or package billing, transparent invoice. No retainer models.
Quality guarantee
I personally pick the expert for the task from a vetted network. If the level isn't right — replacement within 48 hours, at my cost.
Single point of contact
You talk to me. I coordinate the experts, keep the context, own the result. No need to re-explain anything to anyone.
Access to a McKinsey / BCG / EY+1 level, without the overhead of corporate consulting
| Regular team offsite | Function workshop | |
|---|---|---|
| Output format | A 40-slide roadmap + a list of ideas | 6 working documents with owners from the team |
| How ideas are found | Brainstorm on a flipchart | Systematic analysis via AI tools |
| Prioritization | By the lead's intuition or whoever speaks loudest | By ICE × impact on the function's KPI |
| Decision validation | None, or internal to the team | Stress test from 4 angles (CEO / neighbors / team / skeptic) |
| Resulting plan | "Workstreams" for the quarter | 90-day plan with weeks and named team members |
| 3 months later | Half-done and another brainstorm | Optional support for 3 / 6 / 12 months |
A plan isn't a result yet.
Support is a separate decision. You have 30 days after the workshop to opt in. Before you decide — 2 reference calls with clients who've already been through it.
| Tier | What's included | Price |
|---|---|---|
| Light | 1 weekly call + working chat + review of the team's docs | from $2.8K/month |
| Standard | 2 weekly calls + work with the client's team + hands-on at key milestones | $3.3K – $5.5K/month |
| Full | Full embed + an execution team of 2–5 (product, analyst, AI engineer) | from $5.5K/month |
CAC payback 22 → 11 months
in 9 months
Apply
and within 24 hours
get a plan for your function:
- / 01A 2-day workshop plan tailored to your function
- / 02A list of deliverables — what your result looks like
- / 03Recommended team composition for the workshop
- / 04A price range and what drives it