Programs

Sales · Self-serve

Founder-Led Sales

Founder selling, with a pricing decision

Six rooms: five simulations and one guided pricing document. Each simulation is built around the participant's role and seniority, and the document around their own product and situation. Unlimited attempts.

6 rooms · about 1 hour 40 min

Start program

Who it's for: Founders, co-founders and solo consultants doing their own selling, at any stage.
Format: Self-serve
Program sessions: 6

Who it's for

Founders, co-founders and solo consultants doing their own selling, at any stage.

Output

A scored report after every simulation, with the moment that earned each score, one recommended focus and a trajectory across every attempt
Five real conversations run in the week after their rehearsal, and an objection list in the customer's words with a true answer against each
A pricing decision carrying the value metric, the pricing model, the anchor and tiers, the competitive anchor and the discount rules
Scored against published frameworks: Behaviour-Grounded Discovery, Underlying-Job Framing, Enterprise Deal Qualification and Consultative Question Sequencing; the pricing decision is built on Value-Based Pricing, the Pricing Power Audit and Anchor and Tier Design

Program contents

Problem discovery · Customer Discovery
Deal qualification · Sales Discovery
Demo sequencing · Product Demo
Objection composure · Objection Handling
Closing the decision · Closing and Commitment
Pricing discipline · Pricing Strategy

How the program works

A self-serve program for a founder selling their own product, built on Renatus. Five simulation rooms and one guided pricing decision · Six weeks, one room a week, a real conversation after each · Unlimited attempts · Ongoing thereafter.

The rooms

Customer Discovery

Simulation

Calibration: role title, stage (early idea, pre-MVP, early product, or established product looking at a new segment), industry or sector, and a brief description of your working context.

Sales Discovery

Simulation

Calibration: role title, sales role (BDR or SDR, AE, Senior AE or Enterprise rep), industry or sector, and a brief description of your working context.

Product Demo

Simulation

Calibration: role title, demo role (sales engineer, AE, product specialist or founder), industry or sector, a brief description of your working context, and the designated sales reference.

Objection Handling

Simulation

Calibration: role title, sales role (choose AE, as in week 2), industry or sector, a brief description of your working context, and the designated sales reference.

Closing and Commitment

Simulation

Calibration: role title, sales role (choose AE, as in week 2), industry or sector, and a brief description of your working context.

Pricing Strategy

Framework

You are the source.

Why this program exists

You built the product, you know it better than anyone will, and for the next year you are the only person selling it. Every meeting counts, and the price you name in it is the one you will be held to. This program prepares you through five simulations and a guided pricing decision. Ren builds each scene from your real role, stage, industry and context, and plays every person in it from your first question to the close, so every scene is new, adjusting according to each response. Then it walks you through the pricing decision with everything you heard as the input.

What you'll achieve

A scored report after every simulation, with unlimited attempts: each dimension with the moment that earned its score, one recommended focus, and a trajectory across every attempt
Five real conversations run in the week of their rehearsal, and an objection list in the customer's words with the true answer against each
A pricing decision carrying the value metric, the pricing model, the anchor and tiers, the competitive anchor and the discount rules

At a glance

Who it's for: Founders and co-founders doing their own selling, pre-revenue with a product to show or past the first few customers, and solo consultants selling their own practice. Every room calibrates to your stage or your sales role. It assumes a product or service you can show, a price even if it is provisional, and real people to talk to in the next six weeks.
Cadence: 6 weeks
1: Problem discovery · Customer Discovery · Read Evidence vs Opinion; three real interviews
2: Deal qualification · Sales Discovery · Read Listening and Disqualification; one real discovery call
3: Demo sequencing · Product Demo · Read Priority Discovery and Honesty on 'Can It Do X?'; one real demo
4: Objection composure · Objection Handling · Read Explore Before Responding and Composure; update the objection list
5: Closing the decision · Closing and Commitment · Read Blocker Surfaced and Holding the Ask; two real asks
6: Pricing discipline · Pricing Strategy · Read Discount Rules; publish the price; set the ongoing plan

Session by session

Week 1: Problem discovery

Interview a customer about their problem without telling them what it is.

Customer Discovery

Week 2: Deal qualification

Find the real problem, who decides and when, and end a call that should end.

Sales Discovery

Week 3: Demo sequencing

Find the three things the prospect cares about, show them in that order and nothing else.

Product Demo

Week 4: Objection composure

Explore each objection before answering, answer truthfully, and hold your price.

Objection Handling

Week 5: Closing the decision

Find the real blocker, ask for the decision in one sentence, and stay quiet until the buyer speaks.

Closing and Commitment

Week 6: Pricing discipline

Set the price, the value metric, the tiers and the discount rules, and defend each one.

Pricing Strategy

Six rooms from the first interview to a price you can defend, run weekly, measured over time.

Start program

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

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability