Can you run this remotely?

Yes, and the run sheet changes when we do. Remote attention collapses faster, so a remote day is shorter, the blocks are tighter, and the exercises are checked in a shared document rather than by walking the room. Remote also sits at the lower end of the range because there is no travel and no venue.

How many people should be in the room?

Six to sixteen is where this works. Below six the exercises lose the comparison that makes people improve. Above sixteen we cannot get to everyone while they are stuck, which is the only moment that actually teaches anything, and the day quietly turns back into a lecture.

Our IT team will not let us install software. Is that a problem?

It is the single most common obstruction and we plan for it before the day. Every exercise has a browser-only route, we bring a mobile hotspot, and we ask for the account and access check to be done the week before rather than at 09.30. Assume some logins will still fail on the day. We build the morning around that.

Why is the range so wide?

Because three different things sit inside it. A remote half-day of material we already have, for a technical team who want to be there, is at the bottom. A fully custom in-person day for executives, with pre-work interviews and a bespoke workbook, is at the top. The audience and the amount of custom content move it more than the group size does.

What happens after the day?

A forty-five minute follow-up call two weeks later is included, and it is deliberately placed there rather than the next day. Two weeks is long enough for people to have hit the real friction and short enough that they have not given up. That call is where we fix what is not sticking.

Will you use our own data and documents in the exercises?

That is the whole design. A week before the day we send a three-question form asking what eats the most time, what a real example of that work looks like, and what has stopped them trying before. The exercises are then built on their own reports, invoices and proposals. Nothing is anonymised for you unless you ask.

Consulting, Product & Talent

Training and workshops your team leaves having built something

A day built so that your people work on their own real files for most of it, and our own talking time is capped before the run sheet is finished.

From: $300–$5,000/day
Typical time: per session
Usually bought by: Corporates, teams

What this actually solves

Somebody senior has already said it in a meeting, probably three times. Everyone should learn this. Everyone should be using it. And nothing happened, because saying it in a meeting is not a plan and the people who were meant to act on it have no time and no starting point. Meanwhile one or two people picked it up on their own and the rest did not, so the capability exists in the company but only in a corner of it.

That is the real purchase here, and it is worth being blunt about it. You are not buying education. You are buying movement. The measure of the day is not whether people found it interesting. It is whether, at half past four, everyone in the room is looking at a thing they built themselves, on their own work, that they will use again on Monday. Everything in the way we run these sessions comes from that one distinction, and it is why the structure looks different from a training course.

The second thing it solves is quieter. When one or two people in a team are far ahead on a tool, the rest stop asking, because asking exposes how far behind they are. A room where everyone is stuck at the same time, on the same exercise, removes that. The exercises are built so that the confident people hit a wall too.

What we do, and in what order

The most important number in this whole service is how long we speak, and the run sheet holds it down before anything else about the day is designed. Everything else is your people typing. A trainer who talks all day feels like they worked very hard, and everybody goes home tired and does nothing the next day.

The pre-work form, one week ahead. Three questions, sent to every attendee. What part of your week takes the most time. What is a real example of it, which file or report or email. Have you tried this before, and if so what stopped you. It takes each person twenty minutes and it is the cheapest quality improvement available, because the exercises are then written on top of the answers. One week before, twenty minutes each, half a day for us to build from.
The run sheet. Every block on the day is marked as us talking or them working, and the totals are added up before anything is designed further. If our share creeps past a quarter of the day, a slide comes out and an exercise goes in. Learning objectives are written as by the end each person will have produced a specific thing, never as will understand. Half a day to a day.
The access check, 09.30 on the day. Accounts, logins, corporate firewall, admin rights. Some of them will not work. This is not a warm-up block, it is the first enemy of every workshop ever run, and we arrive with a mobile hotspot and a route through every exercise that needs nothing more than a browser, because company laptops usually cannot install anything. Thirty minutes, and it is protected time.
The day itself. A short why, on your own data, live rather than on a slide. Then three exercises, each on the attendees' own real work, with a teaching block sitting between the first and second where the technique is corrected and the first exercise is redone. An honest block in the afternoon on where this goes wrong, covering wrong answers, confidentiality and blind trust. Then everyone shows the room what they made. 09.30 to 17.00.
What you keep. A thin slide deck, a thick hands-on workbook with every exercise written out and space to work in, a one-page cheatsheet meant to be pinned at a desk, and the session recording. Delivered within two working days.
The follow-up call. Forty-five minutes, two weeks later, included in the price and not sold separately. Two weeks after the session.

Tools, so you know what you are getting. Google Slides or Canva for the deck, Google Forms for the pre-work and the feedback, Google Docs or PDF for the workbook, Excalidraw for diagrams drawn live on screen rather than pre-made, Zoom or Google Meet when remote, and Loom for the follow-up.

What moves the price

The range is $300–$5,000/day, per session, and three things decide where you land in it.

Who is in the room. A day for executives is always dearer than a day for the team that reports to them. The preparation is heavier, the tolerance for a slow block is nil, and the examples have to be built from decisions they actually make.

How much of it is custom. Running material that already exists, on generic examples, is one job. Building three exercises from the pre-work answers so the day is entirely on your own reports and your own data is a different one, and it is the difference between the bottom and the top of the range more than anything else.

In person or online. Travel, venue and printed workbooks add real cost, and they are the clearest reason two otherwise identical days are not priced the same.

What usually goes wrong

The trainer talks all day. This is the most common failure and it feels like diligence while it is happening. A day of good explanation produces a room of people who understood everything and can do none of it, because nobody learned a skill by watching one. The fix is arithmetic, done before the day rather than discovered during it. Add up the talking minutes and the working minutes separately. If talking is more than a quarter, delete a slide and add an exercise, and repeat until the sum works.

The tool gets taught instead of the work. Nobody in the room signed up to learn a tool. They want their weekly report written faster, their invoices chased without thinking about it, their proposal drafted before Thursday. When the examples stay general, and the class practises on a sample email that belongs to nobody, everyone nods and nothing survives contact with Monday. Every exercise has to run on the attendee's own document. That is what the pre-work form is for, and skipping it is what turns a good day into a forgettable one.

Nobody checked the logins. Some people arrive with an account that does not work, a firewall that blocks the tool, or a laptop that will not let them install anything. If that is discovered at 10.15 the first exercise is already dead and the day never recovers its rhythm. It has to be handled twice, once by asking your IT team the week before and once again in a protected block at the start, with a browser-only fallback and a hotspot for the cases where the answer is still no.

See where the site stands before you brief anyone.

If the site is already live, start from what it scores rather than from a guess. The audit reports what it checked, what it found, and — the part most tools leave out — what it could not check, and why.

See the website audit Talk about this work

Questions people ask before they commit.

Can you run this remotely?: Yes, and the run sheet changes when we do. Remote attention collapses faster, so a remote day is shorter, the blocks are tighter, and the exercises are checked in a shared document rather than by walking the room. Remote also sits at the lower end of the range because there is no travel and no venue.
How many people should be in the room?: Six to sixteen is where this works. Below six the exercises lose the comparison that makes people improve. Above sixteen we cannot get to everyone while they are stuck, which is the only moment that actually teaches anything, and the day quietly turns back into a lecture.
Our IT team will not let us install software. Is that a problem?: It is the single most common obstruction and we plan for it before the day. Every exercise has a browser-only route, we bring a mobile hotspot, and we ask for the account and access check to be done the week before rather than at 09.30. Assume some logins will still fail on the day. We build the morning around that.
Why is the range so wide?: Because three different things sit inside it. A remote half-day of material we already have, for a technical team who want to be there, is at the bottom. A fully custom in-person day for executives, with pre-work interviews and a bespoke workbook, is at the top. The audience and the amount of custom content move it more than the group size does.
What happens after the day?: A forty-five minute follow-up call two weeks later is included, and it is deliberately placed there rather than the next day. Two weeks is long enough for people to have hit the real friction and short enough that they have not given up. That call is where we fix what is not sticking.
Will you use our own data and documents in the exercises?: That is the whole design. A week before the day we send a three-question form asking what eats the most time, what a real example of that work looks like, and what has stopped them trying before. The exercises are then built on their own reports, invoices and proposals. Nothing is anonymised for you unless you ask.

Often taken together.

Start with the brief, not the invoice.

Send what you are trying to achieve. You get a written scope, a price and a date — or an honest “this is not the right service for that”.

Talk about Training & workshops All Consulting, Product & Talent services