Programs

Goals and performance · Facilitator-led

Quarterly Goal Review

Three working documents and two simulations, over four weeks, that close a quarter and set the next.

A four-week program for managers with a target, a budget line or a team, closing a quarter and setting the next, assigned by their manager, a strategy or people lead or a facilitator, built on Renatus. Three document rooms and two simulation rooms · Four weeks, one room a week then two · Unlimited attempts · Re-run every quarter.

4 weeks · 5 rooms · Total time 2 hours 5 min

Who it's for: Department heads, team leads with a plan or a budget line to report against, functional managers who set their team's next quarter, and the directors who do the same for a group of teams.
Cadence: 4 weeks
Format: Facilitator-led
Program sessions: 4

Who it's for

Department heads, team leads with a plan or a budget line to report against, functional managers who set their team's next quarter, and the directors who do the same for a group of teams.

Output

Three documents in the manager's own words: the metrics audited with a counter-metric for the headline, every variance classified and the one decision the pattern demands, and next quarter's team KPIs, each connected to a company KPI with thresholds and an owner
A scored report after each simulation with the moment that earned each score, and a trajectory across every attempt
For the manager's manager, a Ren summary of each participant and a team report
Scored against published frameworks: Care and Challenge, Conversation Layers, the Minto pyramid principle and Aristotelian rhetoric after Heinrichs; the documents rest on Goodhart's Law, vanity versus actionable metrics, counter-metric pairing, variance classification and the KPI cascade

Program contents

Measurement integrity — Metrics audit
Variance judgement — Budget vs Plan Variance
Next-quarter KPIs — Team KPIs
Accounting for the quarter · Performance conversations — Presentation Under Pressure · Performance Conversation

How the program works

The rooms

Metrics audit

Framework

Set-up: what is currently tracked, the headline metric, whose metrics these are, what behaviour the metrics are driving, what is prompting the audit, and who the audit is for.

Budget vs Plan Variance

Framework

Set-up: the period being reviewed, what plan it is being measured against, the headline budget lines and actuals, the variances already known to leadership, and who the variance review is for.

Team KPIs

Framework

Set-up: the function or department the manager leads, which company KPIs this team's metrics support, the five to ten metrics that make up the team's dashboard, green, amber and red thresholds for each, and an owner, a data source and a review cadence for each.

Presentation Under Pressure

Simulation

Calibration: role title, the audience (a single senior stakeholder, the board, the executive committee or a hostile external audience), industry or sector, a brief description of working context, and the organisation website as an option.

Performance Conversation

Simulation

Calibration: role title, the situation type (coaching a high performer, underperformance, a PIP or an exit conversation), industry or sector, a brief description of working context, and the organisation website as an option.

Why this program exists

A manager closing a quarter has to say what the numbers mean, decide what changes, set the next quarter's KPIs and hold the conversation the numbers point to, in the same fortnight, with a template and a deadline. This program prepares them through three working documents and two simulations. Ren builds the audit, the variance review and next quarter's team KPIs from what the manager states about their own quarter, pressure-testing every soft answer, and then plays every person in the two scenes that test a manager at quarter end: the review upward, and the conversation with the person whose numbers missed.

What you'll achieve

Three documents in their own words: the metric set audited with a counter-metric for the headline; every material variance classified, the buried ones named, and the one decision the pattern demands with a recommended call; and next quarter's team KPIs, each connected to a company KPI, with thresholds, an owner and a cadence
The quarter accounted for upward once before it counts, and the performance conversation the numbers require held once in the room before it is held for real
A scored report after each simulation with the moment that earned each score, and unlimited attempts, each a new scene, charted against every attempt before it

At a glance

Who it's for: Managers with a target, a budget line or a plan to report against, at the end of a quarter: department heads, team leads with a P&L line, functional managers, and the directors who set the next quarter for a group of teams. It is assigned by their manager, a strategy or people lead or a facilitator; the manager's lines are for whoever that is. Every document room takes the manager's own numbers, and every simulation calibrates to role and audience, so one cohort can hold a first-year team lead and a director. It assumes participants have their quarter's figures and know their team.
Cadence: 4 weeks
1: Measurement integrity · Metrics audit · Read Behaviour Rewarded and Recommendations; read the recommendations list with a decision on each
2: Variance judgement · Budget vs Plan Variance · Read The Decision and Buried; read the one-page decision; read the Ren summary across two rooms
3: Next-quarter KPIs · Team KPIs · Read Cascade and Thresholds; check every KPI connects to a company KPI and has an owner and a cadence
4: Accounting for the quarter · Performance conversations · Presentation Under Pressure · Performance Conversation · Read Lead Argument and Question Response; read Clarity of Message and Path Forward; read the team report; set the ongoing plan

Session by session

Week 1: Measurement integrity

Find out what the metrics the team tracked this quarter rewarded, and decide what changes before the next set is written.

Metrics audit

Week 2: Variance judgement

Classify every material variance honestly, name the ones a net figure hid, and land on the one decision the pattern demands.

Budget vs Plan Variance

Week 3: Next-quarter KPIs

Define the five to ten KPIs the team watches next quarter, each connected to a company KPI, with thresholds, an owner, a data source and a review cadence.

Team KPIs

Week 4: Accounting for the quarter · Performance conversations

Present the quarter and its decision to a senior audience that doubts a number, and hold ground

Presentation Under Pressure Performance Conversation

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