Change how a team works, not just how it talks.
A workshop changes a conversation. A programme changes an operating rhythm — because every session ends with something applied to real work before the next one starts.
The measurable difference between a good day and a programme is what the team is still doing in month three.
A metric tree, a capacity plan, a decision-rights map, a data contract — built on your own work, not exercises.
People who went through it together keep escalating to each other instead of upward. That effect is worth as much as the material.
Who it is for
- One team going deep on the way it works.
- A cohort of managers from across the organisation — usually the stronger option, because the friction is between functions rather than inside them.
- An organisation that bought a workshop day and wants the rest of the department to have it.
- Assembled from the catalogue against what you actually need. No fixed syllabus is sold off the shelf.
The shape of it
- Format
- 6–10 weeks, live
- Rhythm
- One 2-hour session a week
- Group
- One team or a cohort
- Assembled from
- 34 modules, 5 tracks
I hold a CTO seat day to day. That is the point: you are not being taught by someone describing a job they left, and the material is drawn from a job I am still doing.
What actually happens
A weekly live session, applied work in between on your own product, and a written artefact at the end that the team keeps.
- Scoping
A conversation and, where it helps, the health check. What the programme covers is decided from what the instrument and the conversation say — not from a brochure.
- A weekly live session
Two hours. Taught live, on demand — nothing is pre-recorded, because a session where nobody can ask a question is a video, not training.
- Applied work between sessions
Small, real, and on their own product. The homework is the programme; the session is where it gets argued about.
- A closing artefact
Every programme ends with something written that the team keeps and uses.
What you leave with
- A working artefact per module — the specific ones depend on the assembly.
- A changed rhythm with named owners, not a set of intentions.
- A cohort that has argued productively in front of each other and can keep doing it.
- The full materials pack for everyone who attended.
What it costs
A cohort seat is €1,999 per person for the whole programme, excluding VAT, minimum eight. In-house starts at €18,000 and is typically €22,000–30,000 for a full team — usually the right shape for a programme, because the applied work between sessions runs on one shared product.
How you know it worked
Corporate training gets renewed on evidence, not enthusiasm. Two numbers are agreed at scoping, and only one of them is promised.
The Health Check the promise
Twelve statements, scored one to five, answered separately by each function, a week before and eight weeks after. The headline number is not the average — it is the spread between the functions. That spread closing is the product.
One metric you already track context, not promise
Chosen with you at scoping from what your tooling already produces: escalations per month, percentage of sprint scope changed mid-sprint, estimate-to-actual variance, lead time for changes. Reported as supporting context. I do not promise a number I do not control.
Is this the right thing for your team?
Thirty minutes. You describe what is going wrong; I tell you which of these actually fits, including when the answer is none of them.