Each session covers one decision, and the lab that follows is where you make it for your business, with the hosts and the other CEOs around the table. By the end of day two, your plan is written.
We spend time on your business with you first. How the work flows, where the hours go, which problem you most want solved. The labs are built around the answer.
Pre-workThe obvious structure is a day of learning followed by a day of building. We rejected it. By the second morning you would be tired before the useful part began. So the days alternate: you hear something, then you use it on your own business while it is fresh.
We open with companies, not forecasts. Seeing an AI-run business from the inside changes what the room believes is possible.
Session
Which parts of a company like yours it changes, and why most AI projects fail. Then the first lab, on your own numbers.
Lab
The moves, ranked by how fast each pays back, and the build-or-buy call on each. The second lab writes it into your plan.
Lab
The first evening belongs to the room. A piece of the plan already written, and a table of CEOs who have spent the day on the same problem.
Evening
Who to hire, who to appoint, who to train, and in what order. The lab turns it into your people plan.
LabThe rules you will run this under, sized to your company rather than a bank's. The lab writes them down.
Lab
Everything from the two days, sequenced into a plan detailed enough to start on Monday. This is the document you take home.
LabWe close by building something live, out of the material of the two days. It is the last thing you see, and usually the thing people talk about afterwards.
Finish
The planWritten in the labs, finished before you leave. A 90-day roadmap in order, the build-or-buy decisions with their reasoning, who to hire and when, the rules you run it under, and your own daily setup so that you use this yourself.
