Pricing

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A crisis, simulated

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First-quarter management habits and a plan

Complete management practice, from feedback to crisis calls

High-stakes decisions, negotiation and board reporting

Leadership style, strengths and values profile

Core management conversations for every manager

Delegation backed by team feedback on roles

Steering meetings to a decision

Team assessment of values, roles and priorities

Decisions, hard news and money under crisis pressure

Risk research, board report and crisis rehearsal

Presenting to senior and sceptical audiences

Pay evidence and negotiation rehearsal

Practice saying no, pushing back and asking

Influence with peers, sponsors and partner teams

Difficult-manager role plays with career options research

Renewals, complaints and expansion conversations

Partner recruitment, from pitch to commitment

Customer evidence before the build

The moments that decide a live deal

Committee selling, from discovery to close

Demo rehearsal, from product facts to close

Founder selling, with a pricing decision

First deal, from company research to close

Prospecting, from first pitch to the executive call

Territory research, then the first calls

Shop floor sales and service conversations

Metrics and conversations for leading a sales team

Consistent answers to repeated objections

Cold calls, from opener to close

Product knowledge tested in customer conversations

Launch conversations for the go-to-market team

Support calls, including renewals and saying no

Quarterly board pack built from company figures

Board pack with a questioning rehearsal

Sourced diligence on a target and its market

Investor readiness from market evidence to pitch

Founder readiness assessment through to business plan

Entry research for a new country or segment

Pricing, positioning and go-to-market plan

Strategy refresh with decision rehearsals

Annual plan and budget grounded in sourced risk

A problem worked to its root cause, a verdict on the opportunity it opens, a scored pitch and a ninety-day plan, in two rooms.

One capability decision, weighed three ways

Company goals cascaded into team and individual KPIs

Quarter-end KPIs and follow-up conversations

Pay case and review conversations for review season

Company, role and first conversations for new joiners

Employee relations cases through to the hearing

Pay evidence, interview and offer rehearsal

Diagnosis and reset for a stuck team

Organisation pulse results and an action plan

Next career step, from values to salary

Comprehensive leadership evaluation

Team training plan for one quarter's budget

Onboarding process built from evidence and tested

Consistent hiring, from role brief to offer

Fair, consistent panel interviewing

Role design with team input, filled from inside

Pay recommendations with a rehearsed defence

Retention talks backed by pay and career evidence

Influencing leaders and evidencing people advice

Early informal mediation of workplace disputes

Restructure decisions and the conversations that follow

Career choice backed by self and market evidence

Life decision, money and the hard conversation

Country, city, pay and budget research for a move

Customer demand and pricing for a side business

Oral defence, including unprepared questions

Student team roles and agreement before presenting

Team case analysis, from research to defence

Idea testing and pitch rehearsal for student founders

Clinical decisions, hard conversations and ethical calls

Frontline crisis decisions, from first call to hearing

Safeguarding judgement, from first concern to panel

Regulated client advice, from objections to hearings

Hearing questions drawn from your own documents

Sector research method with claim checking

Policy brief research with a defence rehearsal

Country, city, risk, regulation and trade research

Whether a market is real, where it is growing, and where the opportunity sits