Overview
The problem this solves
Most businesses using AI feel busier, and few see it in the profit line. The few that do have changed how the work is done, starting from a real problem, and moved it to a decision. Founders and owners of established businesses know their problems well; what they rarely get is the time and the structure to take one all the way: the true cost, the root cause, the opportunity it opens, the backing it needs and the plan that makes it happen. This program gives them that, in one sitting, through a guided conversation with Ren and a simulation that rehearses the pitch.
Each product runs once, in order, and each starts from the result of the one before. The founder names the problem that costs the business most and Ren works it to a root cause and a recommended path. Ren then tests the opportunity that path opens and gives a straight verdict built around the one assumption that would sink it. The founder pitches that verdict to the people who have to back it, played by Ren, and gets a scored report with the moment that earned each score. Room 2 turns the verdict into a ninety-day plan, in the session for those with time, at home at home afterwards for the rest. The facilitator reads every output as it lands and sees the group's pattern once three have run the pitch.
Why they use it
- Put a real figure on the problem that costs the business most, and find its root cause before spending on a fix.
- Get a straight verdict on the opportunity, and know the one assumption to test first.
- Rehearse the pitch to the partner, the board, the family or the bank before the real meeting.
Facilitators and business coaches
- Run a complete workshop in two hours, with every participant working on their own business.
- Read each problem, verdict and pitch as it lands, and bring one question to the debrief.
- See the group's pattern once three have run the pitch, and know where founders lose the room.
How it works
Three kinds of work carry the program. In Problem Analysis and Opportunity Assessment the founder is the source: Ren guides the conversation section by section, presses a vague answer for the figure or the evidence behind it, and the document builds as they answer. Problem Analysis returns the problem, its cost, its root cause, the options weighed and a recommended path. Opportunity Assessment returns a verdict on the opportunity that path opens. Presentation Under Pressure is a simulation: Ren builds the scene from the audience the founder names and plays that audience from the opening to the last question. Room 2 is guided again, and returns the plan.
When a guided product finishes, the document is ready to use: a recommended path with next steps, a verdict with the risks named in advance, or a plan with a named owner on every item. When the pitch closes, Ren writes the report: each dimension scored from 0 to 100 against a published rubric, tied to the moment that earned it, and compared with a reference benchmark for the participant's seniority.
A participant can retake any product as often as they want. Every attempt on the pitch charts the trajectory dimension by dimension, and a guided product re-run is a new, dated version to set beside the last. The facilitator sees every output as it lands: each document, each scored pitch, a Ren summary of each participant across the rooms they have finished, and the group's pattern once three have run the pitch.
The three products in Room 1 run in one sitting with the facilitator in the room; the fourth follows for those with time. Tell participants the outputs inform the debrief and the next attempt. They are never an appraisal input.
Scoring
How Renatus fits
Two rooms carry the program: three guided documents and one simulation. A guided product returns a document built from what the participant states, pressure-tested by Ren as they answer; it carries no score. The simulation scores four dimensions from 0 to 100, and the overall score is the mean. Strong is 70 and above, Developing is 30 to 69, Emerging is below 30. It also shows how each dimension compares with a reference benchmark for the participant's seniority.
The organisation sets the context
Upload your values, procedures, frameworks and policies at set-up. Ren applies them in every room, along with current governmental policies. Three layers carry the context: program memory for every program, session memory for one session, product memory for each individual product. Ren also carries each participant's earlier results into the next. You decide what your people rehearse.
Each room starts from the one before
Problem Analysis ends with a recommended path; Opportunity Assessment starts from it. The verdict is what the participant pitches in Presentation Under Pressure, and the plan in Execution Plan delivers it. Ask participants to keep each report open and bring its result into the next room in two or three sentences.
For a workshop of several businesses, run one program per business
Program memory holds that business's facts: what it sells, to whom, its size and who is attending. Ren treats it as established and works every question and scene around that business.
The pitch looks things up as it goes
Presentation Under Pressure looks up current public information on the fly when it matters to the scene, and does not store it.
Attempts
A room can be retaken as often as the participant wants. They open their earlier report and choose New Attempt; Ren re-asks calibration, draws a scene for their current role and level, and the new report is scored on the same dimensions and charts the trajectory across every attempt. A fresh run from the room's start page would produce an unlinked report with no trajectory.
Voice
Every simulation runs in text or voice. In a crowded workshop room, run the pitch in text; at home before the real meeting, run it again in voice.
Your view
In My Programs you can read each participant's reports, a Ren summary of each participant across the rooms they have finished, the trajectory on every retaken room, and the team report once three have finished a room. A participant can run every room in their own language; Ren's evaluation and the summary come to you in yours. Open it before every one-to-one. A falling line on a room a participant has done well before is the earliest warning you will get.
The rooms in program order:
Problem Analysis
Framework
Problem Analysis
Assess the problem that costs the business most: what it is, what it costs, why it is happening and which option addresses the cause. The document builds from what the participant states.
Opportunity Assessment
Framework
Opportunity Assessment
Assess whether the opportunity the recommended path opens is worth pursuing, and how. The document builds from what the participant states.
Presentation Under Pressure
Simulation
Presentation Under Pressure
Assess how the participant pitches the verdict to the people who have to back it. The scene builds around the audience named and moves with the questions asked.
Scores Lead Argument, Evidence Handling, Question Response, Poise.
Execution Plan
Framework
Execution Plan
Assess whether the verdict can be planned with a named owner and a date on every item. The document builds from what the participant states.
Renatus scores
Every simulation returns dimension scores from 0 to 100 and an overall score that is the mean. Strong is 70 and above, Developing is 30 to 69, Emerging is below 30. Each dimension score is anchored to a published rubric and tied to a moment in the scene. Every report carries what worked, the risk signals, strengths, development areas, blind spots only where evidenced, a recommended focus with a first step and a thirty-day success signal, and an intelligence brief. Presentation Under Pressure also shows how each dimension compares with a reference benchmark for the participant's seniority. The guided documents are not scored; a further run of any of them is a new, dated version to set beside the last.
Attempts
Every attempt on a room is scored on the same dimensions. The report then shows the trajectory across all attempts, dimension by dimension, and the cover names the attempt. This is the measure the program is built on. A rising line is improvement. A falling line, on a room a participant has done well before, is the earliest warning a manager will get.
What the scores rest on
For your own reference. Presentation Under Pressure: the Minto pyramid principle and Aristotelian rhetoric after Heinrichs. The documents are built on published methods: Problem Analysis on the 5 Whys and a weighted decision matrix; Opportunity Assessment on the value proposition canvas, assumption-based planning, customer development, Porter's competitive positioning and opportunity cost analysis; Execution Plan on the 90-day sprint, the critical path method, OKRs and SMART goals. Every scored report names its own at the foot.
What Ren does not score
Whether the problem chosen is the right one, whether the opportunity will succeed, whether the plan will work, or the conduct of the participant. Every assessment and simulation report carries the platform's own statement at the top: it is a structured analytical tool, not a clinical diagnostic, its results are a starting point for reflection rather than fixed truths about a person, and they are never the sole basis for an employment, promotion or performance decision. The scores inform the development conversation and the next attempt. They are never an appraisal input.
Your notes from the workshop
You are not marking. One line per room per participant is enough:
Ways to run it
- Facilitator-led (this guide). A two-hour workshop: the program's purpose in fifteen minutes, then Room 1 in order with a short peer swap after Problem Analysis, and a debrief. Execution Plan follows, in the session for those with time and at home afterwards for the rest.
- Assigned, without sessions. A business lead assigns the two rooms in the same order, reads each output as it lands, and takes the pitch report into the next leadership meeting.
- Onboarding. For a new general manager or a successor taking over the business: the two rooms close together, on the problem they inherit, before their first ninety days begin.
- Ongoing. Each quarter, the founder runs the two rooms again on the next problem, and retakes the pitch before each real meeting that needs backing. Section 8 lists rooms to add.
- Run for a client. A facilitator or consultant owns the program in My Programs, invites the client's founders or leadership team, runs the workshop, and reports to the client at fixed points. Section 8 says what to deliver and when.
The rooms are the same in all of them. Only the pace and who reads the results change.
Adapting the program
Running it as a facilitator
This guide is written for it: the agenda is under Problem Analysis in section 5. Two adjustments cover most groups.
A large room
With thirty or more founders, keep the swap after Problem Analysis to pairs at the same table, and choose the three debrief founders from the reports, not from volunteers.
Two people from one business
Each works the same problem separately. Comparing the two verdicts after Opportunity Assessment is often the most useful moment of the day for that business.
Running it for a client
A facilitator or consultant sells the program to a client and runs it from their own My Programs. Start one program per business from the template, invite the client's founders or leadership team by email, and write each business's program memory. Renatus then shows you every document, each scored pitch, a Ren summary per participant and the group's pattern once three have run the pitch.
What to deliver to the client:
- After the workshop. Each business's problem, verdict and pitch report, and the group's pattern on the pitch.
- After Execution Plan. Each plan, its first actions and owners.
- At thirty days. The result of each assumption test, and whether the plan goes on or stops.
Tell the client at the outset what the outputs are for. They inform the debrief and the next attempt. They are never an appraisal input.
Other ways to run it
Assigned, without sessions
A business lead assigns the two rooms in the same order, reads each output as it lands, and takes the pitch report into the next leadership meeting.
Ongoing
Each quarter, the founder runs the two rooms on the next problem, and retakes the pitch before each real meeting that needs backing. Rooms to add from the library:
What not to change
Keep the order. Each room starts from the one before, and a pitch without a verdict has nothing to defend. Keep one problem per participant: a second problem halves the depth of both.
