Learn The Motion.
Do The Work.

Expansion should be the most predictable revenue in your business. In most companies it's the least — no number, no owner, no timing — so the only motion anyone runs is the batch blast, which fails and confirms the belief that it doesn't work. The Build is two days, ten teams, one machine: measure the latent revenue sitting in your customer base, then build the system that collects it. Ownership assigned before anyone flies home.

• Your Latent Revenue Number — the counterfactual that makes the gap visible and ownable
• The Expansion Inventory — everything you actually have to offer the base
• Strategic Unbundling — what comes out of the front-end sale and gets earned later at full value
• The Milestone Map — the observable moments that signal readiness, so timing stops being random
• The Orchestration Playbook — who does what, when, with a name at the top of it

Not open to the public — you can't buy entry to the Build until you've been vouched for. How the vouch works. Teams, not individuals: CEO, CRO, VP Sales, RevOps.

The complete framework for maximizing customer lifetime value. From the RAC formula to expansion pipeline design to the exact plays that move customers from entry-level to maximum value. Full day, intense, leaves nothing on the table.

• The RAC formula and why it changes everything
• Building an expansion pipeline from scratch
• Signal detection and milestone-based plays
• Compensation structures that incentivize expansion
• The conversation frameworks that actually work

Built for CS leaders who already get the theory but haven't operationalized it. We spend half a day mapping your specific expansion motion, identifying your signals, and building the plays for your team to run.

• Mapping your actual expansion opportunities
• Building a milestone-based trigger system
• Training your team to have the conversation
• Measuring what matters (and what doesn't)

For CEOs, CROs, and board-level stakeholders who need to understand what their CS org should actually be delivering — and how to hold them accountable to real commercial outcomes.

• What CS should actually own in the revenue motion
• How to measure CS as a revenue function
• The org design and comp structure that unlocks it
• Why most CS orgs are built to fail commercially