Programs

Strategy · Facilitator-led

Strategy Sprint

Two sourced research reports, a plan, a board pack and two rehearsal simulations, over six weeks, measured over time.

A six-week program for leadership teams and founder chapters preparing a strategy refresh, run by a strategy lead or chapter facilitator, built on Renatus. Two research rooms, three guided documents and two simulation rooms · Six weeks, one or two rooms a week · Unlimited attempts · Facilitator-led, with a weekly session.

6 weeks · 7 rooms · Total time 2 hours 55 min

Who it's for: Leadership teams of established businesses refreshing their strategy, and founder chapters where each member runs the program for their own company.
Cadence: 6 weeks
Format: Facilitator-led
Program sessions: 6

Who it's for

Leadership teams of established businesses refreshing their strategy, and founder chapters where each member runs the program for their own company.

Output

Two sourced reports on the market and the competitive field, with a confidence rating on every section
A ninety-day plan with a named owner and a date on every milestone, and a board pack built from it
A scored report from each rehearsal room with the moment that earned the score, a trajectory across every attempt, and for the facilitator a Ren summary of each participant and the team's pattern
Scored against published frameworks: the Cynefin framework, the OODA loop, the Minto pyramid principle and Aristotelian rhetoric; the research reports rest on named, cited sources

Program contents

Sourced market view — Market Intelligence
Competitive position — Competitive Landscape
Strategic choice — Strategic Priorities
Plan with named owners — Execution Plan
Reporting to the board — Board Report
Deciding under uncertainty · Defending the strategy — Strategic Decision · Presentation Under Pressure

How the program works

The rooms

Market Intelligence

Research

Calibration: the participant's role, the industry, the sub-sector, the region and the specific countries.

Competitive Landscape

Research

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

Strategic Priorities

Framework

Set-up: the current business situation and context, what is generating the most value right now, what is consuming energy without proportional return, the three things to focus on in the next ninety days, and what would prevent execution on them.

Execution Plan

Framework

Set-up: what the participant is trying to achieve and by when, where they are now, the four-phase execution timeline, the things that absolutely must happen, who is responsible for each item, what could derail the plan, and how they will measure progress.

Board Report

Framework

Set-up: the period being reported, the company stage and context, the board's composition, who is on it and their relevant networks or sectors, the headline KPIs, where things are off-plan, the decisions requested from the board and the material risks the board should know.

Strategic Decision

Simulation

Calibration: role title, seniority (director, C-suite, founder or board member), industry, a line of working context, and the kind of strategic scenario to rehearse: a market exit or double-down, an acquisition, capital allocation across competing bets, a pivot with team implications, a build, buy or partner choice, or the strategic response to a competitor's move.

Presentation Under Pressure

Simulation

Calibration: role title, the audience (a single senior stakeholder, the board, the executive committee or a hostile external audience), industry, a line of working context, with the organisation's website as an option.

Why this program exists

Leadership teams and founder chapters set strategy on a deadline, usually with more opinion in the room than evidence: the market size nobody sourced, the competitor read from memory, a priority nobody can trace to a finding. This program prepares them through sourced research and a guided conversation with Ren. Ren researches the market and the competitive field from named sources, guides the team section by section through the choice, the plan and the board pack, and in the last week plays the person the pack has to convince.

What you'll achieve

A sourced market and competitive picture, cross-checked against a confidence rating, before any priority is argued from memory
Three ranked priorities, a plan with a named owner and a date on every milestone, and a board pack built from the plan
A scored report from each rehearsal room with the moment that earned the score, unlimited attempts, each a new scene calibrated to their seniority
The trajectory across every retaken room, charted attempt by attempt

At a glance

Who it's for: Leadership teams of an established business preparing a strategy refresh, and founder chapters where each member runs the program for their own company. It is run by the team's own lead, a chapter facilitator or a strategy consultant. Every research room takes the participant's own market and calibrates to it; both simulations calibrate to seniority and, for Presentation Under Pressure, to the audience the pack goes to. It assumes each business already has a market, customers and numbers; it is not for the idea stage. It works for one leadership team of five or a chapter of twelve.
Cadence: 6 weeks
1: Sourced market view · Market Intelligence · Read the confidence ratings and the market size range; collect the sealed priority cards
2: Competitive position · Competitive Landscape · Read each participant's weakest position and the exploitable weakness
3: Strategic choice · Strategic Priorities · Bring the sealed cards; read the three priorities and the finding behind each
4: Plan with named owners · Execution Plan · Read each plan's critical path and named owners; note any milestone still owned by a team
5: Reporting to the board · Board Report · Read Decisions Requested and Material Risks; check each risk against the plan
6: Deciding under uncertainty · Defending the strategy · Strategic Decision · Presentation Under Pressure · Read Trade-off Recognition and Time Horizon; read Question Response and Poise

Session by session

Week 1: Sourced market view

Replace the team's assumed market size with a sourced range, and find the single dynamic that makes the market both attractive and hard to win.

Market Intelligence

Week 2: Competitive position

Know who controls the market, the structural reason they win, and the most exploitable weakness right now.

Competitive Landscape

Week 3: Strategic choice

Choose three priorities for the next ninety days, each traceable to a finding, and name what stops to make room.

Strategic Priorities

Week 4: Plan with named owners

Convert priority one into a plan with a named owner and a date on every milestone.

Execution Plan

Week 5: Reporting to the board

Put the plan and the period's numbers in front of the board in one document that leads with the headline, names the exceptions and asks for decisions.

Board Report

Week 6: Deciding under uncertainty · Defending the strategy

Decide on the top strategic bet with incomplete information, at the seniority the decision sits at

Strategic Decision 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