Programs

Leadership · Facilitator-led

Senior Leader

Seven leadership simulations and a board report, run over five weeks, measured over time.

A five-week program for directors and executives, assigned by a chief executive, a chair, an HR director or a facilitator, built on Renatus. Seven simulation rooms and one document room · Five weeks, one or two rooms a week · Unlimited attempts · Ongoing thereafter.

5 weeks · 8 rooms · Total time 4 hours 30 min

Who it's for: Directors, vice presidents, C-suite executives and founders, and the senior managers about to step up to those roles, in a peer cohort or one at a time.
Cadence: 5 weeks
Format: Facilitator-led
Program sessions: 5

Who it's for

Directors, vice presidents, C-suite executives and founders, and the senior managers about to step up to those roles, in a peer cohort or one at a time.

Output

A scored report after every simulation, with the moment that earned each score and one recommended focus
A board report built from the leader's own period: KPIs against plan, exceptions named, decisions requested and risks stated, ready for the next board meeting
A trajectory across every attempt, and for the manager a Ren summary of each leader and a team report
Scored against published frameworks: the Cynefin framework, Boyd's OODA loop, principled negotiation (BATNA and ZOPA), anchoring and concession theory, Rest's four-component model, bounded ethicality (Bazerman and Tenbrunsel), Klein's recognition-primed decision-making, crisis communication discipline, stakeholder salience (Mitchell, Agle and Wood), interest-based negotiation (Fisher and Ury), the Minto pyramid principle, Aristotelian rhetoric after Heinrichs, readiness-matched leadership style (after Hersey and Blanchard) and adaptive leadership (Heifetz and Linsky)

Program contents

Strategic judgement · Negotiating terms — Strategic Decision · Negotiation
Ethical judgement · Decision under uncertainty — Ethics Test · Crisis Decision
Influence without authority — Stakeholder Influence
Reporting to the board — Board Report
Presenting under challenge · Leading under pressure — Presentation Under Pressure · Leadership Simulation

How the program works

The rooms

Strategic Decision

Simulation

Calibration: role title, seniority (director, C-suite, founder or board member), industry or sector, a line of working context, and the organisation's website as an option.

Negotiation

Simulation

Calibration: role title and seniority, negotiator level (early career, mid, senior, executive or founder), industry or sector, the organisation's website as an option, and a real upcoming negotiation to mirror where there is one.

Ethics Test

Simulation

Calibration: role title, role power (individual contributor, manager or senior leader), industry or sector, a line of working context, and the organisation's website as an option.

Crisis Decision

Simulation

Set-up: role and seniority, industry context, and the type of crisis, such as a regulatory probe, the loss of a key person, a financial shock or an operational outage.

Stakeholder Influence

Simulation

Calibration: role title, stakeholder type and history (peer, senior or partner; friendly, neutral or sceptical), industry or sector, a line of working context, and the organisation's website as an option.

Board Report

Framework

Set-up: the period being reported, the company stage and context, the board's composition, the headline KPIs, where things are off-plan, the decisions being requested from the board, and the material risks the board should know.

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 line of working context, and the organisation's website as an option.

Leadership Simulation

Simulation

Calibration: role title and leadership level (team lead, manager, senior manager, director, C-suite or founder), industry or sector, team or organisation size, and the organisation's website as an option.

Why this program exists

Directors and executives decide with incomplete information, agree terms that bind the organisation for years, hold the line when a shortcut is offered, and take a pack into a boardroom where one member has already made up their mind. The higher the role, the fewer people will say afterwards how it went. This program prepares them through simulation and one document. Ren builds each scene from the leader's real role, seniority and sector, plays every person in it from the first decision to the close, and builds the board report from what the leader states, so every room is new and moves with each decision.

What you'll achieve

Rehearsal of the strategic call, the negotiation, the grey area, the crisis, the blocker, the board pack, the hostile room and the capstone scenario, with unlimited attempts, each a new scene for their current level, charted against every attempt before it
A scored report after every simulation: each dimension with the moment that earned its score, strengths, development areas, blind spots where evidenced, and one recommended focus with a first step
A board report built from their own period: KPIs against plan, exceptions, decisions requested, risks, asks and appendices, ready for the next board meeting

At a glance

Who it's for: Directors, vice presidents, C-suite executives and founders. It is assigned by their chief executive, their chair, an HR director or a facilitator; the manager's lines are for whoever that is. Every room calibrates to role, seniority and sector, so one cohort can hold a founder, a chief financial officer and a first-time divisional director. It assumes participants already run a function, a business unit or an organisation. It rehearses the judgement that position asks of them, and scores it the same way every time.
Cadence: 5 weeks
1: Strategic judgement · Negotiating terms · Strategic Decision · Negotiation · Read Clarity of Framing and Time Horizon; read Concession Pattern
2: Ethical judgement · Decision under uncertainty · Ethics Test · Crisis Decision · Read Ethical Recognition and Cost Tolerance; read Escalation Decision and Communication
3: Influence without authority · Stakeholder Influence · Read Reading the Room and Durability; read the Ren summary across five rooms
4: Reporting to the board · Board Report · Read the Decisions Requested and the Exceptions; check the board date
5: Presenting under challenge · Leading under pressure · Presentation Under Pressure · Leadership Simulation · Read Question Response and Poise; read Pressure Response; read the team report; set the ongoing plan

Session by session

Week 1: Strategic judgement · Negotiating terms

Establish how the leader frames a strategic decision with incomplete information, and how they anchor, concede and hold position in a negotiation.

Strategic Decision Negotiation

Week 2: Ethical judgement · Decision under uncertainty

Notice the ethical dimension in a request before it is public, and decide, escalate and communicate with incomplete and conflicting information.

Ethics Test Crisis Decision

Week 3: Influence without authority

Read what a senior peer or an external party weighs, make the case in their terms, and leave with an agreement that holds.

Stakeholder Influence

Week 4: Reporting to the board

Build the next real board report: one message, exceptions named, decisions requested.

Board Report

Week 5: Presenting under challenge · Leading under pressure

Present the board report to a room that has already formed a view and hold ground

Presentation Under Pressure Leadership Simulation

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