A method that gets reinvented for every client is a service. A method that runs identically is a product, and only a product can be handed to someone else to run. So the spine never changes — variation is confined to seven named slots, listed at the bottom of this page.
Each phase produces an artifact and closes at a gate. A gate that is passed without being met is the reason engagements overrun, so we check backwards before we ever sell additional days.
Decide whether this is a real engagement, which vertical it belongs to, and what paper it needs. Nothing is promised here.
Establish, in your own words, what is broken. Scored against the five failure modes. We interview the person who will own the system and, separately, the person currently holding it together by memory.
Convert findings into a sequenced, costed plan — the Map. Sequenced by dependency, not severity. Each fix assigned to blueprint, deployment, or your own staff, and priced against the published rate card.
Stand up your software environment and get your owner operating it: pipeline stages, custom fields, intake forms, booking rules, templates, store, courses, analytics, migration, users and permissions.
Put the operating method in your hands. Provision gave you the software; Install gives you the practice. Blueprint library and curriculum mapped to your programs and audience, plus the people system stood up.
Run one real program with your people, not for them. Our Ambassadors lead the first segment; your staff lead a later segment the same day while we observe. Debrief immediately.
Make the system outlive the person who bought it. SOPs written in your voice, using your terminology and your org chart. Evidence package handed over. Review scheduled.
Provision is remote technical work. Install and First Cycle are on-site facilitation. Different work, different people, different capacity — and conflating them is how engagements get under-scoped.
So your included Ambassador Days are never spent on software configuration. Onboarding is a separate one-time fee, quoted at Prescription.
Software configuration, integration, migration, admin training. Remote. Drawn from the technical bench.
Program delivery, facilitation, staff training. On your site, within fifty miles. Drawn from the field bench.
Everything above is identical in every sector. These seven cells are what change. If a prospective vertical cannot be expressed in them, that is the test for whether it belongs in the model at all.
| Slot | Higher education | Community and nonprofit | Corporate |
|---|---|---|---|
| Buyer | Center director, dean, or associate dean | Executive director or program director | CSR, community relations, or talent lead |
| Signer | Dean or designated authority; rarely the buyer | Executive director or board chair | Procurement, not the buyer |
| Paper | Academic or research partnership agreement; MOU for general cooperation | MOU; financial collaboration agreement where funding is shared | Vendor onboarding, PO, insurance certificates, master services agreement |
| Success metric | Enrollment pipeline, regional presence, student development outcomes | Participants served, capacity retained, sustainability after handover | Workforce pipeline reach, documented community impact, reportable outcomes |
| Evidence package | Outcomes plus recruitment funnel data | Participant outcomes formatted for funder reporting | Metrics formatted for a corporate giving report |
| Calendar anchor | Academic year; avoiding finals, breaks, and the first two weeks of term | Grant cycle and program season | Fiscal year and budget approval window |
| Lead proof | Jupiter Mission and the Presidential Medallion | Grace James Academy and SummerWorks | Jacobs Engineering renewal and documented outcomes |