Velocity
AI for Sales Teams · 2–3 days · Virtual
For sellers, sales managers and anyone who owns a number.
Selling has always been a volume-and-judgement problem: too many accounts, too little time to prepare properly for any of them. AI does not replace the judgement. It removes the reason you never had time to use it — the research, the drafting, the CRM admin, the follow-up that slips. Velocity rebuilds a seller's week around that.
- Review
- Where the team's selling hours actually go, measured rather than guessed, and an honest audit of the tools already paid for and unused.
- Overview
- What changes in a sales motion when research, drafting and qualification stop being manual — and, just as important, what does not change and should not.
- Presentation
- Working with Claude and Codex as a seller: account research, personalised outreach at volume, call preparation, objection handling, proposal drafting, and keeping the CRM current without touching it.
- Exercise
- The majority of the program. Each seller builds their own assistant, then runs it against their real pipeline — real accounts, real emails, reviewed live by a facilitator before anything is sent.
- Summary
- Each seller leaves with their own written playbook, a cadence they have committed to, and a 30-day measurement plan so the effect is visible rather than assumed.
Day 1Foundations and prompting for sellers. Account research and territory triage. Building a first working assistant.
Day 2Outreach that does not read as automated. Call preparation and live objection handling. Proposal and follow-up drafting.
Day 3 (optional)Automation: connecting the CRM, sequencing follow-up, and each seller shipping one automation that runs without them.
What exists at the end
A per-seller assistant configured to your ICP and offer, an outreach sequence approved by a manager, and a measurement plan tied to your CRM rather than to feelings about the week.
Groundwork
AI Across the Business · 5 days
For whole teams — one or two people from each function.
Sales is the usual starting point because it is the easiest to measure. It is rarely where the most time is lost. Groundwork takes a week and works across the business: generative AI foundations first, then a method for choosing what to improve, then the automation itself — function by function, with each area leaving with something running rather than a list of ideas.
- Review
- Each function maps its own week and marks the steps that exist only because a person remembers to do them. This map is the raw material for the rest of the program.
- Overview
- What generative AI is genuinely good at, where it is unreliable, and how to tell the difference before you build on it. Governance, data handling and the limits, covered honestly.
- Presentation
- Working sessions per function: sales, marketing, operations and delivery, finance and admin, customer service, and people and hiring. Each with its own worked examples on your data.
- Exercise
- Teams build. By the close of the week each function has at least one workflow implemented and in use, not a prototype waiting for someone's spare month.
- Summary
- A prioritised backlog for the next quarter, owners named against each item, and the measurement in place to know whether it worked.
Day 1Generative AI foundations. Prompting as a skill. Where models fail, and what that means for anything you build on them. Data handling and governance for a small team.
Day 2Process improvement method: mapping a process, measuring what it truly costs, and choosing between automating it, redesigning it, or stopping it altogether.
Day 3Automation and agents. Connecting the tools you already own. Where an agent should draft and a human should decide — and how to design that boundary deliberately.
Day 4Function deep-dives. Sales: research, outreach, pipeline hygiene. Marketing: content production, repurposing, campaign measurement. Operations: intake, scheduling, handoffs. Finance and admin: invoicing, chasing, reconciliation, reporting. Service: triage, first response, knowledge. People: job specs, screening, onboarding.
Day 5Build and commit. Each function implements its first workflow, presents it to the others, and takes ownership of it with a review date.
What exists at the end
One live workflow per function, a shared prompt and process library your team owns, a prioritised quarter of follow-on work with named owners, and a governance note covering what your team will and will not put into an AI tool.
The Proving Ground
AI Build Sprint · 3 days · Competitive
For owners, managers and leadership teams.
A business game with real stakes. Teams pick a genuine problem from your business, then have two days to build a complete answer to it — solution, plan, systems, brand, go-to-market — and present it to your leadership on the final day. One team wins. In practice the company usually leaves having solved several problems at once, because every team was working on something real.
- Review
- Leadership puts the candidate problems on the table before day one — the processes that hurt, the opportunities nobody has had time to chase.
- Overview
- Day one levels the room: generative AI concepts, the processes it changes, and the tools, so that a team with no technical background competes on thinking rather than tooling.
- Presentation
- Rapid clinics as teams need them — business modelling, CRM and sales process design, building and publishing, KPI definition, brand and content, go-to-market.
- Exercise
- Two full days of building. Facilitators work the room rather than the front of it.
- Summary
- Presentations, judging by your own leadership, an award for the winning team — and a decision on which solutions carry on past the workshop.
Day 1Generative AI concepts, processes and tools. Teams form and choose the business case or process they will take on.
Day 2Build. Each team produces a business plan and an implementation plan; stands up a CRM with its sales process and methodology; builds the website or publishes the app; develops any algorithms or calculations the solution needs; defines KPIs and metrics; and creates a content map, a marketing plan, sample posts and videos, branding, and a go-to-market strategy.
Day 3Final build, then presentations. Teams compete. Leadership judges on what would be most meaningful for the business, and the winning team is recognised.
What exists at the end
Several working solutions to real problems, built and demonstrated rather than proposed — and a leadership team that has seen what its own people can do with these tools, which changes the conversation about adoption more than any slide does.