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Week 1: Opportunity judgement
Decide whether the opportunity is real before you spend evenings on it.
Careers · Self-serve
Five rooms from idea to a first paying customer, run weekly, measured over time.
A self-serve program for an employee starting something on the side, built on Renatus. Three guided documents and two simulation rooms · Five weeks, one room a week · Unlimited attempts · Ongoing thereafter.
5 weeks · 5 rooms · Total time 1 hour 55 min
Sign up to continueAnyone with a job who wants to start something alongside it: a service, a product, a course, a small shop, a consultancy of one.
A self-serve program for an employee starting something on the side, built on Renatus. Three guided documents and two simulation rooms · Five weeks, one room a week · Unlimited attempts · Ongoing thereafter.
Set-up: the opportunity, the problem it solves and for whom, the market, the competition, what it takes, and the risks.
Calibration: your role, your stage (early idea, pre-MVP, early product, or an established product looking for a new segment), the industry and a line of context.
Set-up: what you are pricing and the buyer segment, the value metric the price rests on, the competitive anchor, what the buyer would pay and why, and your current pricing if you have any.
Set-up: the decision and the amount involved, your current position, what matters to you financially, the options on the table, your time horizon, and your constraints.
Calibration: your role title, your experience (choose founder-seller), the industry, a line of context, and your website if you have one.
You have a job, and an idea for something on the side. Most people either let the idea sit for a year untested, or spend evenings building before anyone has said they would pay. This program prepares you through five rooms Ren builds around your own business, so each verdict rests on evidence, not enthusiasm. It works through whether the opportunity is real, who will buy it, what to charge, what it costs you, and how you say it in sixty seconds, in that order.
Decide whether the opportunity is real before you spend evenings on it.
Learn to run a customer conversation that finds out what people have done, not what they say they would do, before you run five real ones.
Set a defensible price: the model, the value metric, the anchor, the tiers and the discount rules that protect them.
Work through what the business costs you in money and time, honestly, with the job still in the picture.
Describe the business in sixty seconds to someone who was not expecting it, with one proof point and one specific ask.