Programs

Strategy · Facilitator-led

Product Launch

Two sourced market reports, three launch decisions and a pitch under pressure, over six weeks, measured over time.

A six-week program for product and founding teams taking a built product to market, assigned by a head of product, a founder or a facilitator, built on Renatus. Two research rooms, three document rooms and one simulation room · Six weeks, one room a week · Unlimited attempts · Ongoing thereafter.

6 weeks · 6 rooms · Total time 2 hours 35 min

Who it's for: Product teams launching a new product or a major new line, and founding teams taking their first product to market, assigned by a head of product, a founder or a facilitator.
Cadence: 6 weeks
Format: Facilitator-led
Program sessions: 6

Who it's for

Product teams launching a new product or a major new line, and founding teams taking their first product to market, assigned by a head of product, a founder or a facilitator.

Output

Two sourced reports on the competitive field and what it charges, each with a confidence rating on every finding
A positioning statement, a pricing decision and a go-to-market plan, each built from what the team states and pressure-tested by Ren
A scored report on the launch pitch, with the moment that earned each score and a trajectory across every attempt; for the manager, a team report once three have finished the room
Scored against published frameworks: the Minto pyramid principle and Aristotelian rhetoric after Heinrichs; the documents are built on a five-step positioning method, category choice, value-based pricing, a pricing power audit, anchor-and-tier design, the segment-position-channel-price method, phased launch-sprint planning and RACI accountability; the research reports rest on named, cited sources

Program contents

Competitive position — Competitive Landscape
Pricing landscape — Pricing Analysis
Positioning decision — Product Positioning
Pricing decision — Pricing Strategy
Launch plan — Go-to-market strategy
Launch under challenge — Presentation Under Pressure

How the program works

The rooms

Competitive Landscape

Research

Set-up: the industry, the sub-sector, the region and the participant's role.

Pricing Analysis

Research

Set-up: the industry, the sub-sector, the region and the participant's role.

Product Positioning

Framework

Set-up: the product or service, the competitive alternatives, the unique attributes, the value delivered, the target segment and the market category.

Pricing Strategy

Framework

Set-up: the product or service, the buyer segment, the value metric, the competitive anchor, the willingness to pay and the current pricing, if any.

Go-to-market strategy

Framework

Set-up: the product or service, the target segment and why it is first, the positioning, the channels, the pricing and the launch team.

Presentation Under Pressure

Simulation

Calibration: role title, the audience (a single senior stakeholder, the board, the executive committee or a hostile external audience), the industry and a line of working context.

Why this program exists

Product and founding teams launch on assumptions: a price copied from a competitor's website, a channel chosen because the founder already knows it, a positioning line written the night before the launch post. The team finds out only once the product is live, from users who are not the customers it expected, at a price nobody can defend, in a category the market cannot place. This program prepares them through research and a guided decision at every step. Ren researches the field the product is entering, works through positioning, pricing and the go-to-market plan with the team's own product as the source, and closes by putting the finished plan in front of an audience that has not agreed to it yet.

What you'll achieve

Two sourced reports on the competitive field and what it charges, each with a confidence rating on every finding
A positioning statement, a pricing decision and a go-to-market plan, each built from what the team states and pressure-tested by Ren before it is written down
A scored report on the launch pitch, with the moment that earned each score, and unlimited attempts, each a new defence, charted against every attempt before it

At a glance

Who it's for: Product teams launching a new product or a major new line, and founding teams taking their first product to market. It assumes there is a product, or a firm enough concept to price and position, and a market it is entering; validating the customer before that point is Customer Discovery for Product Teams. It works for a team of three or a launch team of ten, and it is assigned by a head of product, a founder or a facilitator.
Cadence: 6 weeks
1: Competitive position · Competitive Landscape · Read the report and the exploitable gap
2: Pricing landscape · Pricing Analysis · Read the report and the confidence rating
3: Positioning decision · Product Positioning · Read the positioning statement and the verdict
4: Pricing decision · Pricing Strategy · Read the discount rules and what the answers reveal
5: Launch plan · Go-to-market strategy · Read the launch sprint and the launch team
6: Launch under challenge · Presentation Under Pressure · Read Question Response and Poise; read the team report; set the ongoing plan

Session by session

Week 1: Competitive position

Know who else is already in the market, how they compete, and the exploitable weakness in the product's position, before anything is decided.

Competitive Landscape

Week 2: Pricing landscape

Know what the market charges and which model is gaining share, before setting a price.

Pricing Analysis

Week 3: Positioning decision

Land a positioning the target segment recognises, with a category to claim.

Product Positioning

Week 4: Pricing decision

Set a price the market accepts and the business can defend under negotiation.

Pricing Strategy

Week 5: Launch plan

Put the segment, the positioning, the channels and the price together into one plan.

Go-to-market strategy

Week 6: Launch under challenge

Defend the plan to an audience that has not agreed to it, before the real one does.

Presentation Under Pressure

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