StratStar — AI Navigation To Your Strategic North Star
v1.0 Last saved: 29 Jan 2026, 10:55
Open the AI coaching panel — ask Claude questions about your strategy, get gap analysis, request suggested actions, or explore how to strengthen any objective or goal.
Your always-on strategic advisor
Build Start or rebuild your strategy with AI ▼
Launch the AI-guided strategy builder — connects AI then walks you through mission, vision, objectives, goals and actions.
Monitor Check how your strategy is performing ▼
Progress overview — health score, velocity counter, KPI cards by status, drift alerts, quick update strip, and weekly priorities.
Leadership read-only brief — mission and vision, objectives with nested goals and status badges, and this week's top-priority actions. Suitable for sharing in meetings.
RAID report — AI-generated Risks, Assumptions, Issues, and Dependencies for the whole strategy. Generate once, then add or edit entries manually. Stored between sessions.
Weekly check-in (5 min) for a quick pulse on completions, blockers, and next-week focus. Monthly check-in (15 min) assembles a live briefing and records your notes. Quarterly review (AI-assisted, 30 min) produces a phase progress assessment and suggested priority changes.
Explore your strategy in a different format — choose Organogram (hierarchy chart), Timeline (Gantt), or Owner Workload.
Explore your strategy
Org-chart view of the full strategy hierarchy — expand and collapse branches to explore how objectives, goals, and actions connect.
Gantt-style timeline showing all items with due dates, grouped by phase. Use to spot scheduling gaps or overloaded periods.
Owner workload view — one column per person showing all their assigned items across every level. Columns with more than 10 items are highlighted as overloaded.
Update Manage progress and configure your strategy ▼
Switch to a different working view — Grid (main strategy pyramid), Kanban (status board), or Commitments.
Working views
Default strategy view — the full pyramid layout with all objectives, goals, and actions as expandable cards. Click any card to spotlight it and its parent hierarchy.
Kanban board grouped by status — drag cards between Not Started, In Progress, At Risk, and Complete. Filter by level, phase, owner, or objective.
Weekly Commitments — add and track what the team commits to this week. See carry-forwards from last week, completion trend, and full history.
Select multiple items at once. Click to enable — checkboxes appear on every card. Tick the cards you want, then use the action buttons that appear to change owner, status, phase, priority, or due date in one step.
AI scans all actions and suggests logical prerequisites — "Action A cannot start until Action B is near complete". Review and accept before any changes are applied.
Phase design, AI phase generation, company context, strategy intelligence documents, bulk editing, import, and wizard resume.
Configure your strategy
Edit your execution phase structure — rename phases, change timeframes and end dates, set purpose and exit criteria, add or remove phases. AI can suggest an appropriate structure based on your strategy.
AI analyses every action and assigns it to the most appropriate execution phase based on strategic intent, dependencies, and phase exit criteria. Proposals shown in a review modal — nothing changes until you apply.
Your company Q&A answers — always included in AI calls when you use AI features. Cyan means data is loaded and ready.
Documents with "Include in AI" toggled on are sent with AI requests. Cyan means documents are loaded and ready.
Continue your saved strategy wizard session from where you left off.
Editing tools
Select multiple items at once. Checkboxes appear on every card — tick items then apply owner, status, phase, priority, or due date changes in one step. Also available as a direct button in Update.
Filter by status, priority, owner, or due date — plus smart filter presets and tag filters. Button turns cyan when any filter is active.
Status
At Risk
Shows only objectives, goals, and actions that have been flagged as At Risk — work in danger of not completing on time.
Not Started
Shows only items with Not Started status — work that has been planned but not yet begun.
Priority & Owner
High Priority
Shows only items marked as High priority. Use to focus on the most critical work in flight.
No Owner
Shows items without an assigned owner — useful for identifying unowned work that needs allocating.
Dates
No Due Date
Shows items without a due date set — useful for ensuring all work has been scheduled.
Due This Quarter
Shows only items due within the current calendar quarter — useful for sprint planning and quarterly reviews.
Overdue
Shows items whose due date has already passed. Act on these first.
View
Completed Actions
Shows the completed actions section at the bottom of the strategy view — hidden by default to keep the view focused on active work.
Clear all filters
Remove all active filters and return to the full unfiltered strategy view.
Tags
Sort objectives, goals, and actions independently. Active sort mode shown next to each level name.
Objectives 
Default order
Objectives appear in the order they were created — oldest first. This is the original entry sequence.
By date
Objectives sorted by due date, earliest first. Items with no due date appear at the end.
By priority
Objectives sorted High → Medium → Low priority. Unset priority appears last.
By owner
Objectives sorted alphabetically by owner name. Unassigned items appear at the end.
Goals 
By objective
Goals grouped under their parent objective, following the objective order. This is the default grouping.
By date
Goals sorted by due date across all objectives, earliest first. Items with no due date appear at the end.
By priority
Goals sorted High → Medium → Low priority across all objectives.
By owner
Goals sorted alphabetically by owner name across all objectives.
By phase
Goals grouped by their assigned execution phase — useful for seeing which phase each goal belongs to.
Actions 
By goal
Actions grouped under their parent goal, following the goal order. This is the default grouping.
By date
Actions sorted by due date across all goals, earliest first. Items with no due date appear at the end.
By priority
Actions sorted High → Medium → Low priority across all goals.
By owner
Actions sorted alphabetically by owner name across all goals.
By phase
Actions grouped by their assigned execution phase — shows what is planned for each phase at a glance.
Clear all sorts
Reset all levels — objectives, goals, and actions — back to their default sort order.
Settings AI setup, data management, version control ▼
Configure your Anthropic API key and select which Claude model to use. Required to enable all AI features when running StratStar outside Claude.ai.
Track how much of the AI context window your strategy uses and estimate per-session token costs.
Export/import strategy data and export due dates to your calendar as an iCal file.
Data management
Download the full strategy as a JSON file — use as a backup or to transfer to another device.
Load a previously exported JSON backup file, replacing the current strategy data.
Generate an iCal (.ics) file of all due dates — import into Google Calendar, Apple Calendar, or Outlook.
Save named snapshots and restore previous versions of your strategy. Use before making significant structural changes.
Version control
Save a named snapshot of the current strategy to your local version history. Use before making significant changes.
Browse all saved snapshots and restore a previous version of your strategy.
Choose the local folder where version snapshots are automatically saved.
Destructive actions — clearing all strategy data. Always export a backup first.
Destructive actions
Clear all current strategy data and start fresh. This cannot be undone — export a backup first if needed.
Restore the built-in TwoTwoFive demo data. This will overwrite your current strategy data.
Mission
MISSION
Our mission is to empower physical commodity participants to make better decisions through experiential simulation-driven learning.
✎
▼
Vision
VISION
Our vision is to be the world leader in talent development for commercial decision-making in physical commodities, defining the global industry benchmark.
0%
↑ Links to Mission
Objectives (8)
TECHNOLOGY & PRODUCT
DATA, BENCHMARKING & CERTIFICATION
COMMERCIAL MODEL & REVENUE
SALES & CUSTOMER EXPERIENCE
PARTNERSHIPS & ECOSYSTEM
SCALABILITY & OPERATING MODEL
BRAND & MARKET POSITION
PEOPLE, CULTURE & LEADERSHIP
✎
▼
Objectives
OBJECTIVE
⭐ High Priority
Product Team
Q4 2027
TECHNOLOGY & PRODUCT
0%
↑ Links to Vision
Build a Defensible, Scalable Product Platform Create a modular, cloud-ready simulation and learning platform (Ignite 2.0) that becomes the industry standard for capability development and assessment. Acquirer Value Driver: IP defensibility, software platform, future scalability.
Goals (6)
T&P: Goal 1.1: Enable Seamless Client & Platform Integration by Q2 2026
T&P: Goal 1.2: Establish a Fully Understood, Maintainable Core Platform by Q2 2026
T&P: Goal 1.3: Embed AI-Driven Intelligence Across the Learning Lifecycle by Q4 2026
T&P: Goal 1.4: Transition Ignite into a Cloud-Native, Modular Simulation Platform by Q1 2027
T&P: Goal 1.5: Establish a Scalable Multi-Asset Product Roadmap by Q2 2027
T&P: Goal 1.6: Unify Assessment, Analytics & Benchmarking into a Single Experience by Q4 2027
✎
▼
OBJECTIVE
⭐ High Priority
Data Team
Q4 2026
DATA, BENCHMARKING & CERTIFICATION
0%
↑ Links to Vision
Expand Proprietary Data, Benchmarking & Certification Develop a robust data engine, competency model and certification framework establishing TwoTwoFive as the global benchmark for physical trading performance. Acquirer Value Driver: Network effects, proprietary datasets, industry-standard benchmark.
Goals (4)
DB&C: Goal 2.1: Establish an Industry-Validated Competency Model by Q3 2026
DB&C: Goal 2.2: Build a Scalable, Anonymised Industry Data Asset by Q4 2026
DB&C: Goal 2.3: Secure External Validation & Industry Partnerships by Q4 2026
DB&C: Goal 2.4: Launch an Industry-Recognised Certification Framework by Q4 2026
✎
▼
OBJECTIVE
⭐ High Priority
Commercial Team
2027
COMMERCIAL MODEL & REVENUE
0%
↑ Links to Vision
Shift Revenue Mix Toward Recurring, Multi-Year Contracts Increase predictable, subscription-based revenue through enterprise academies, annual licensing, and seat-based pricing. Acquirer Value Driver: Revenue quality, ARR growth, reduced key-client dependency.
Goals (4)
CM&R: Goal 3.1: Establish Pricing Models That Support Multi-Year Commitments by Q2 2026
CM&R: Goal 3.2: Secure Anchor Clients on Longer-Term Commercial Commitments by Q4 2026
CM&R: Goal 3.3: Increase Proportion of Recurring Revenue in the Business by End-2027
CM&R: Goal 3.4: Achieve Scalable ARR from Licensing & Subscriptions by Q4 2027
✎
▼
OBJECTIVE
⭐ High Priority
Sales Team
2027
SALES & CUSTOMER EXPERIENCE
0%
↑ Links to Vision
Build a High-Performing, Scalable Sales & Customer Experience Engine Develop scalable enterprise-grade sales and customer success capability with structured offerings, predictable pipeline, account growth, and excellent client experience. Acquirer Value Driver: Scalable, repeatable commercial model; retention/expansion; reduced founder dependency.
Goals (5)
S&CE: Goal 4.1: Establish a Disciplined, Data-Driven Sales Engine by Q2 2026
S&CE: Goal 4.2: Institutionalise Customer Success Across Enterprise Accounts by Q1 2027
S&CE: Goal 4.3: Drive Systematic Expansion Within Existing Enterprise Accounts by End-2027
S&CE: Goal 4.4: Deliver a Consistently Excellent Client Experience by Q4 2028
S&CE: Goal 4.5: Establish Clear Market Positioning to Support Sales & Leadership by Q2 2026
✎
▼
OBJECTIVE
⭐ High Priority
Partnerships Team
Q4 2028
PARTNERSHIPS & ECOSYSTEM
0%
↑ Links to Vision
Scale Globally Through Strategic Partnerships and Distribution Expand reach through exchanges, NOCs, trading hubs, universities and ecosystem partners to embed 225 across major global markets. Acquirer Value Driver: Market expansion, ecosystem leverage, distribution scalability.
Goals (5)
P&E: Goal 5.1: Establish Repeatable Partner-Led Delivery Models by Q3 2026
P&E: Goal 5.2: Build a Credible Global Partner Ecosystem by Q1 2027
P&E: Goal 5.3: Make Partnerships a Material Growth Channel by Q4 2027
P&E: Goal 5.4: Establish Physical and Commercial Presence in Priority Regions by Q2 2028
P&E: Goal 5.5: Institutionalise Partner Engagement and Governance by Q4 2028
✎
▼
OBJECTIVE
⭐ High Priority
Operations Team
2028
SCALABILITY & OPERATING MODEL
0%
↑ Links to Vision
Institutionalise Operations to Reduce Key-Person Dependency Build systems, processes, and capacity to scale without founder bottlenecks. Acquirer Value Driver: Reduced key-person risk, operational maturity, scalability.
Goals (6)
S&O: Goal 6.1: Secure Financial Capacity to Scale Independently of Founders by Q4 2026
S&O: Goal 6.2: Standardise Core Business Operations End-to-End by Q2 2026
S&O: Goal 6.3: Productise Learning Content and Delivery by Q4 2026
S&O: Goal 6.4: Embed Quality Assurance as a System, Not an Individual Effort by Q1 2027
S&O: Goal 6.5: Decouple Revenue Delivery from Founder Involvement by Q4 2027
S&O: Goal 6.6: Institutionalise the Operating Model Across the Organisation by Mid-2028
✎
▼
OBJECTIVE
⭐ High Priority
Marketing Team
2027
BRAND & MARKET POSITION
0%
↑ Links to Vision
Strengthen Brand Authority & Market Position Build a recognised brand associated with excellence in physical trading capability development. Acquirer Value Driver: Brand equity, market positioning, customer acquisition efficiency.
Goals (5)
B&M: Goal 7.1: Establish a Clear, Consistent Market Narrative by Q2 2026
B&M: Goal 7.2: Be Recognised as a Thought Leader by Q4 2026
B&M: Goal 7.3: Increase Senior-Level Visibility and Industry Presence by Q3 2027
B&M: Goal 7.4: Grow Brand Awareness in Priority Global Markets by End-2027
B&M: Goal 7.5: Secure Independent Validation of Brand Credibility by Q2 2028
✎
▼
OBJECTIVE
⭐ High Priority
People Team
2027
PEOPLE, CULTURE & LEADERSHIP
0%
↑ Links to Vision
Invest in People, Culture & Leadership for Scale Build the team, culture, and leadership capability required to scale successfully. Acquirer Value Driver: Leadership bench strength, cultural strength, retention, reduced founder dependency.
Goals (5)
P,C&L: Goal 8.1: Build a Scaled Leadership and Capability Backbone by Q2 2026
P,C&L: Goal 8.2: Establish a Clear, Consistent Capability Framework Across the Company by Q3 2026
P,C&L: Goal 8.3: Strengthen Leadership Effectiveness at All Levels by Q4 2026
P,C&L: Goal 8.4: Achieve High and Sustainable Employee Engagement by End-2027
P,C&L: Goal 8.5: Embed a Product-Centric, Continuous Innovation Culture (THRIVE) by Q2 2026 (and ongoing)
✎
▼
Goals
GOAL
⭐ High Priority
Product Manager
Q2 2026
T&P: Goal 1.1: Enable Seamless Client & Platform Integration by Q2 2026
0%
↑ TECHNOLOGY & PRODUCT
Establish Ignite as an easily integrable platform within client LMS and enterprise systems.
Actions (3)
Define an enterprise reference integration architecture by Q1 2026
Release API layer + SSO integration capability by Q2 2026
Conduct integration testing with 2–3 pilot clients by Q2 2026
✎
▼
GOAL
⭐ High Priority
Product Manager
Q2 2026
T&P: Goal 1.2: Establish a Fully Understood, Maintainable Core Platform by Q2 2026
0%
↑ TECHNOLOGY & PRODUCT
Create a clearly documented and transferable technical foundation for Ignite 1.0.
Actions (3)
Complete technical audit + remediation roadmap by Q2 2026
Establish platform operational ownership (deployability + documentation + onboarding) by Q2 2026
Implement a quality baseline for critical paths by Q2 2026
✎
▼
GOAL
Product Manager
Q4 2026
T&P: Goal 1.3: Embed AI-Driven Intelligence Across the Learning Lifecycle by Q4 2026
0%
↑ TECHNOLOGY & PRODUCT
Use AI to enhance scenario generation, behavioural insight, and adaptive learning at scale.
Actions (3)
Approve a prioritised AI roadmap (ROI + risk controls) by Q2 2026
Establish AI governance (ethics, quality, privacy, evaluation) by Q3 2026
Deliver two production-grade AI capabilities by Q4 2026
✎
▼
GOAL
⭐ High Priority
Product Manager
Q1 2027
T&P: Goal 1.4: Transition Ignite into a Cloud-Native, Modular Simulation Platform by Q1 2027
0%
↑ TECHNOLOGY & PRODUCT
Evolve Ignite from desktop into Ignite 2.0: scalable, cloud-ready, API-enabled.
Actions (3)
Approve cloud migration strategy (target state + phases + cost model) by Q2 2026
Deliver Ignite 2.0 'minimum cloud product' by Q1 2027
Establish enterprise security/compliance posture by Q1 2027
✎
▼
GOAL
Product Manager
Q2 2027
T&P: Goal 1.5: Establish a Scalable Multi-Asset Product Roadmap by Q2 2027
0%
↑ TECHNOLOGY & PRODUCT
Define and execute roadmap enabling expansion across assets and features.
Actions (4)
Publish a 3-year multi-asset roadmap with business cases by Q4 2026
Define tiered product offerings + modular simulation packs by Q4 2026
Prove multi-asset model with one new vertical beyond oil by Q2 2027
Establish product governance (Product Council + quarterly roadmap lock + 'what NOT to build') by Q2 2026
✎
▼
GOAL
Product Manager
Q4 2027
T&P: Goal 1.6: Unify Assessment, Analytics & Benchmarking into a Single Experience by Q4 2027
0%
↑ TECHNOLOGY & PRODUCT
Deliver integrated assessment and performance intelligence layer across Ignite.
Actions (3)
Define unified analytics/assessment product blueprint by Q2 2027
Deliver MVP unified dashboard integrating assessment + benchmarking by Q4 2027
Embed assessment-to-learning feedback loops (adaptive pathways) by Q4 2027
✎
▼
GOAL
⭐ High Priority
Data Lead
Q3 2026
DB&C: Goal 2.1: Establish an Industry-Validated Competency Model by Q3 2026
0%
↑ DATA, BENCHMARKING & CERTIFICATION
A clear, evidence-based competency model exists and is externally credible.
Actions (3)
Publish Competency Model v1 (white paper + role mapping) by Q2 2026
Secure external validation via advisory + academic partners by Q3 2026
Integrate competency model into delivery + platform tagging by Q3 2026
✎
▼
GOAL
⭐ High Priority
Data Lead
Q4 2026
DB&C: Goal 2.2: Build a Scalable, Anonymised Industry Data Asset by Q4 2026
0%
↑ DATA, BENCHMARKING & CERTIFICATION
An anonymised dataset derived from learning/simulation activity is available for insight and benchmarking.
Actions (4)
Establish data governance + anonymisation framework by Q2 2026
Standardise data capture across programmes and simulations by Q4 2026
Create scalable client data-sharing terms + incentives by Q2 2026
Publish first benchmark insight report by Q4 2026
✎
▼
GOAL
⭐ High Priority
Data Lead
Q4 2026
DB&C: Goal 2.3: Secure External Validation & Industry Partnerships by Q4 2026
0%
↑ DATA, BENCHMARKING & CERTIFICATION
Key industry bodies and partners formally support or recognise the competency and certification framework.
Actions (2)
Secure 2+ validation partnerships by Q4 2026
Obtain third-party methodology review (credibility audit) by Q4 2026
✎
▼
GOAL
⭐ High Priority
Data Lead
Q4 2026
DB&C: Goal 2.4: Launch an Industry-Recognised Certification Framework by Q4 2026
0%
↑ DATA, BENCHMARKING & CERTIFICATION
A credible, market-recognised certification offering is live and adoptable by institutions.
Actions (2)
Launch certification v1 (levels, criteria, secure delivery, verification) by Q4 2026
Bundle training + assessment + certification into role-based pathways by Q4 2026
✎
▼
GOAL
⭐ High Priority
Commercial Lead
Q2 2026
CM&R: Goal 3.1: Establish Pricing Models That Support Multi-Year Commitments by Q2 2026
0%
↑ COMMERCIAL MODEL & REVENUE
Pricing structures actively incentivise longer-term contracts across learning and platform offerings.
Actions (2)
Define pricing architecture for learning + platform by Q2 2026
Define packaging + licensing guardrails ('no bespoke by default') by Q2 2026
✎
▼
GOAL
⭐ High Priority
Commercial Lead
Q4 2026
CM&R: Goal 3.2: Secure Anchor Clients on Longer-Term Commercial Commitments by Q4 2026
0%
↑ COMMERCIAL MODEL & REVENUE
A core group of clients are committed to multi-year relationships and account growth plans.
Actions (2)
Secure 3–5 anchor multi-year agreements by Q4 2026
Institutionalise account planning + renewal readiness by Q4 2026
✎
▼
GOAL
Commercial Lead
2027
CM&R: Goal 3.3: Increase Proportion of Recurring Revenue in the Business by End-2027
0%
↑ COMMERCIAL MODEL & REVENUE
Recurring and contracted revenue forms a meaningful and growing share of total revenue.
Actions (1)
Increase recurring revenue to ≥10% of total revenue by End-2027
✎
▼
GOAL
Commercial Lead
Q4 2027
CM&R: Goal 3.4: Achieve Scalable ARR from Licensing & Subscriptions by Q4 2027
0%
↑ COMMERCIAL MODEL & REVENUE
Demonstrate licensing as a meaningful revenue stream.
Actions (1)
Achieve £160k ARR from licensing/subscriptions by Q4 2027
✎
▼
GOAL
⭐ High Priority
Sales Lead
Q2 2026
S&CE: Goal 4.1: Establish a Disciplined, Data-Driven Sales Engine by Q2 2026
0%
↑ SALES & CUSTOMER EXPERIENCE
Sales activity, forecasting, and pipeline management are reliable, repeatable, measurable.
Actions (2)
Implement standard enterprise sales process + CRM discipline by Q1 2026
Establish repeatable demand generation by Q2 2026
✎
▼
GOAL
⭐ High Priority
Sales Lead
Q4 2026
S&CE: Goal 4.2: Institutionalise Customer Success Across Enterprise Accounts by Q1 2027
0%
↑ SALES & CUSTOMER EXPERIENCE
Customer success is delivered consistently and measurably across all enterprise clients.
Actions (2)
Establish customer success playbook + standard metrics used in 100% of enterprise accounts by Q1 2027
Define an enterprise adoption framework by Q4 2026
✎
▼
GOAL
Sales Lead
2027
S&CE: Goal 4.3: Drive Systematic Expansion Within Existing Enterprise Accounts by End-2027
0%
↑ SALES & CUSTOMER EXPERIENCE
Account growth is driven by proactive expansion rather than reactive renewals.
Actions (1)
Increase enterprise account expansion revenue by 25% by End-2027
✎
▼
GOAL
Sales Lead
Q4 2028
S&CE: Goal 4.4: Deliver a Consistently Excellent Client Experience by Q4 2028
0%
↑ SALES & CUSTOMER EXPERIENCE
Client satisfaction and advocacy reflect a best-in-class experience.
Actions (1)
Achieve NPS ≥60 across major programmes by Q4 2028
✎
▼
GOAL
⭐ High Priority
Sales Lead
Q2 2026
S&CE: Goal 4.5: Establish Clear Market Positioning to Support Sales & Leadership by Q2 2026
0%
↑ SALES & CUSTOMER EXPERIENCE
Sales is supported by coherent, credible market narrative and GTM strategy.
Actions (1)
Define GTM positioning + competitive differentiation materials by Q2 2026
✎
▼
GOAL
⭐ High Priority
Partnerships Lead
Q3 2026
P&E: Goal 5.1: Establish Repeatable Partner-Led Delivery Models by Q3 2026
0%
↑ PARTNERSHIPS & ECOSYSTEM
225 has proven, repeatable partnership models for co-branded academies and joint delivery.
Actions (2)
Define standard partner models (co-branded academy, distribution, licensing) incl. economics, roles, IP by Q2 2026
Launch one jointly branded academy with a flagship partner by Q3 2026
✎
▼
GOAL
Partnerships Lead
Q1 2027
P&E: Goal 5.2: Build a Credible Global Partner Ecosystem by Q1 2027
0%
↑ PARTNERSHIPS & ECOSYSTEM
A small number of high-quality strategic partners actively extend reach, credibility, and distribution.
Actions (1)
Secure three strategic partnerships (exchanges, NOCs, universities) by Q1 2027
✎
▼
GOAL
Partnerships Lead
Q4 2027
P&E: Goal 5.3: Make Partnerships a Material Growth Channel by Q4 2027
0%
↑ PARTNERSHIPS & ECOSYSTEM
Partnerships contribute a meaningful share of new business and pipeline.
Actions (1)
Generate 20% of new business via partnerships by Q4 2027
✎
▼
GOAL
Partnerships Lead
Q2 2028
P&E: Goal 5.4: Establish Physical and Commercial Presence in Priority Regions by Q2 2028
0%
↑ PARTNERSHIPS & ECOSYSTEM
225 has an established footprint and distribution capability in priority global hubs.
Actions (1)
Establish presence in two hubs (Middle East and Asia) by Q2 2028
✎
▼
GOAL
Partnerships Lead
Q4 2028
P&E: Goal 5.5: Institutionalise Partner Engagement and Governance by Q4 2028
0%
↑ PARTNERSHIPS & ECOSYSTEM
Partners are actively managed, enabled, and aligned through a formal ecosystem programme.
Actions (1)
Launch partner programme + annual summit starting Q4 2028
✎
▼
GOAL
⭐ High Priority
Operations Lead
Q4 2026
S&O: Goal 6.1: Secure Financial Capacity to Scale Independently of Founders by Q4 2026
0%
↑ SCALABILITY & OPERATING MODEL
The business has sufficient growth capital to fund platform, data, and go-to-market scale.
Actions (1)
Secure £500k–£1m growth capital by Q4 2026
✎
▼
GOAL
⭐ High Priority
Operations Lead
Q2 2026
S&O: Goal 6.2: Standardise Core Business Operations End-to-End by Q2 2026
0%
↑ SCALABILITY & OPERATING MODEL
All critical operational processes are documented, standardised, and repeatable.
Actions (2)
Document and standardise all core business processes by Q2 2026
Implement a Founder Time-Release Plan by Q2 2026
✎
▼
GOAL
⭐ High Priority
Operations Lead
Q4 2026
S&O: Goal 6.3: Productise Learning Content and Delivery by Q4 2026
0%
↑ SCALABILITY & OPERATING MODEL
Curricula and delivery methodologies are codified, transferable, consistently deliverable.
Actions (1)
Codify 100% of course curricula and delivery methodologies by Q4 2026
✎
▼
GOAL
⭐ High Priority
Operations Lead
Q3 2026
S&O: Goal 6.4: Embed Quality Assurance as a System, Not an Individual Effort by Q1 2027
0%
↑ SCALABILITY & OPERATING MODEL
Quality standards consistently applied across programmes and instructors.
Actions (1)
Design QA by Q3 2026 and implement by Q1 2027
✎
▼
GOAL
Operations Lead
Q4 2027
S&O: Goal 6.5: Decouple Revenue Delivery from Founder Involvement by Q4 2027
0%
↑ SCALABILITY & OPERATING MODEL
Majority of delivery performed by trained faculty rather than founders.
Actions (1)
Ensure ≥80% of delivery is by non-founder faculty by Q4 2027
✎
▼
GOAL
Operations Lead
2028
S&O: Goal 6.6: Institutionalise the Operating Model Across the Organisation by Mid-2028
0%
↑ SCALABILITY & OPERATING MODEL
Unified operating model consistently understood and applied.
Actions (2)
Establish quarterly operating cadence (OKRs, QBRs, resource allocation) by Q1 2027
Roll out unified operating model + playbook with full adoption by Mid-2028
✎
▼
GOAL
⭐ High Priority
Marketing Lead
Q2 2026
B&M: Goal 7.1: Establish a Clear, Consistent Market Narrative by Q2 2026
0%
↑ BRAND & MARKET POSITION
Coherent, differentiated brand identity and messaging across channels.
Actions (1)
Launch unified brand identity + messaging framework by Q2 2026
✎
▼
GOAL
Marketing Lead
Q4 2026
B&M: Goal 7.2: Be Recognised as a Thought Leader by Q4 2026
0%
↑ BRAND & MARKET POSITION
Associated with high-quality insight on commercial decision-making in physical markets.
Actions (1)
Publish four flagship thought leadership pieces by Q4 2026
✎
▼
GOAL
Marketing Lead
Q3 2027
B&M: Goal 7.3: Increase Senior-Level Visibility and Industry Presence by Q3 2027
0%
↑ BRAND & MARKET POSITION
Sustained presence in high-value industry forums and conversations.
Actions (1)
Deliver three major industry events or speaking engagements by Q3 2027
✎
▼
GOAL
Marketing Lead
2027
B&M: Goal 7.4: Grow Brand Awareness in Priority Global Markets by End-2027
0%
↑ BRAND & MARKET POSITION
Brand recognition and recall increase meaningfully among target institutions.
Actions (1)
Achieve 25% growth in brand-awareness metrics by End-2027
✎
▼
GOAL
Marketing Lead
Q4 2026
B&M: Goal 7.5: Secure Independent Validation of Brand Credibility by Q2 2028
0%
↑ BRAND & MARKET POSITION
External endorsements reinforce authority and trustworthiness.
Actions (2)
Secure two external accreditations/endorsements by Q2 2028
Establish Industry Advisory Council by Q4 2026
✎
▼
GOAL
⭐ High Priority
People Lead
Q2 2026
P,C&L: Goal 8.1: Build a Scaled Leadership and Capability Backbone by Q2 2026
0%
↑ PEOPLE, CULTURE & LEADERSHIP
Critical roles and leadership capacity in place to support growth and platform scale.
Actions (2)
Recruit Product Manager, Data Lead, Customer Success Lead by Q2 2026
Build enterprise SaaS/academy sales capability aligned to licensing by Q2 2026
✎
▼
GOAL
⭐ High Priority
People Lead
Q3 2026
P,C&L: Goal 8.2: Establish a Clear, Consistent Capability Framework Across the Company by Q3 2026
0%
↑ PEOPLE, CULTURE & LEADERSHIP
Capabilities, expectations, and development paths are clearly defined and shared.
Actions (1)
Define and roll out company-wide competency framework by Q3 2026
✎
▼
GOAL
People Lead
Q4 2026
P,C&L: Goal 8.3: Strengthen Leadership Effectiveness at All Levels by Q4 2026
0%
↑ PEOPLE, CULTURE & LEADERSHIP
Leaders equipped to scale teams, make decisions, and sustain performance.
Actions (1)
Implement leadership development programme by Q4 2026
✎
▼
GOAL
People Lead
2027
P,C&L: Goal 8.4: Achieve High and Sustainable Employee Engagement by End-2027
0%
↑ PEOPLE, CULTURE & LEADERSHIP
Employees are motivated, aligned, and committed to the mission.
Actions (1)
Improve employee engagement to ≥80% by End-2027
✎
▼
GOAL
⭐ High Priority
People Lead
Q3 2026
P,C&L: Goal 8.5: Embed a Product-Centric, Continuous Innovation Culture (THRIVE) by Q2 2026 (and ongoing)
0%
↑ PEOPLE, CULTURE & LEADERSHIP
Innovation is systematic, cross-functional, and centred on product improvement.
Actions (2)
Run quarterly innovation and learning events starting Q2 2026
Embed innovation ownership into roles, objectives, and performance reviews by Q3 2026
✎
▼
Actions
ACTION
⭐ High Priority
not started
Q1 2026
Define an enterprise reference integration architecture by Q1 2026
↑ T&P: Goal 1.1: Enable Seamless Client & Platform Integration by Q2 2026
Standard patterns for SSO, LMS, HRIS, and data contracts so integrations are repeatable (not bespoke).
Success Criteria:
• Reference patterns documented for: SSO (SAML/OIDC), LMS (LTI/xAPI/SCORM where relevant), HRIS data feeds, user provisioning • Standard data contracts defined (key entities + required fields + validation rules) • 'No bespoke by default' principle agreed; exceptions require written approval • Pilot integration requirements mapped to standards with <20% bespoke work
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Release API layer + SSO integration capability by Q2 2026
↑ T&P: Goal 1.1: Enable Seamless Client & Platform Integration by Q2 2026
Deliver enterprise-ready API and authentication integration.
Success Criteria:
• SSO implemented and tested with 3+ pilot clients • ≥99% login success rate across pilots; authentication completes <2 seconds median • API documentation published (OpenAPI specs + integration runbook) • Zero P1 security incidents during pilot testing
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Conduct integration testing with 2–3 pilot clients by Q2 2026
↑ T&P: Goal 1.1: Enable Seamless Client & Platform Integration by Q2 2026
Validate real integration scenarios with real client systems.
Success Criteria:
• 3 pilots completed spanning: 1 LMS, 1 HRIS (or identity provisioning), 1 internal system or reporting feed • Bidirectional data flow proven with ≥99% accuracy • Integration support burden measured and reduced (runbook resolves ≥80% of issues without engineering involvement) • Client IT sign-off achieved for each pilot
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Complete technical audit + remediation roadmap by Q2 2026
↑ T&P: Goal 1.2: Establish a Fully Understood, Maintainable Core Platform by Q2 2026
Identify architecture risks, dependencies, technical debt, and security gaps with prioritised fixes.
Success Criteria:
• Audit report published covering architecture diagrams, dependencies, deployment flow, security posture, key-person risks • Technical debt backlog created and prioritised by business impact/effort • Remediation roadmap approved with quarterly targets
Owner: Technical Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Establish platform operational ownership (deployability + documentation + onboarding) by Q2 2026
↑ T&P: Goal 1.2: Establish a Fully Understood, Maintainable Core Platform by Q2 2026
Make the platform runnable and maintainable by more than one person/team.
Success Criteria:
• End-to-end deployment runbook completed and tested • 2+ engineers able to deploy to production independently • Developer onboarding pathway published; new engineer can contribute within 10 working days • Core system documentation repository created and actively used (architecture, APIs, environments, incident response basics)
Owner: Technical Lead
✎
▼
ACTION
not started
Q2 2026
Implement a quality baseline for critical paths by Q2 2026
↑ T&P: Goal 1.2: Establish a Fully Understood, Maintainable Core Platform by Q2 2026
Define and enforce minimum automated testing and release discipline for high-risk workflows.
Success Criteria:
• Critical paths identified (e.g., login, enrolment, simulation launch, completion, results capture) • Automated tests in place for agreed critical paths (baseline target set and met) • Release checklist instituted (peer review + rollback plan + logging checks) • Production defect rate reduced by measurable target (e.g., -30% QoQ after baseline implemented)
Owner: Technical Lead
✎
▼
ACTION
not started
Q2 2026
Approve a prioritised AI roadmap (ROI + risk controls) by Q2 2026
↑ T&P: Goal 1.3: Embed AI-Driven Intelligence Across the Learning Lifecycle by Q4 2026
Decide which AI use-cases matter, and in what order, tied to measurable value.
Success Criteria:
• 5+ candidate AI use-cases evaluated with ROI, feasibility, and compliance risk scoring • Top 2 'thin-slice' pilots selected for delivery in 2026 with clear acceptance metrics • AI roadmap approved and reflected in product roadmap and resourcing plans
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q3 2026
Establish AI governance (ethics, quality, privacy, evaluation) by Q3 2026
↑ T&P: Goal 1.3: Embed AI-Driven Intelligence Across the Learning Lifecycle by Q4 2026
Guardrails for AI-generated content and recommendations; monitoring for drift and bias.
Success Criteria:
• AI governance policy approved (privacy, transparency, bias checks, human-in-the-loop rules) • Evaluation harness defined (accuracy, relevance, bias, latency, drift) with thresholds • Incident process defined for AI issues (content errors, hallucinations, unsafe recommendations) • Legal/compliance review completed and signed off
Owner: Product Manager
✎
▼
ACTION
not started
Q4 2026
Deliver two production-grade AI capabilities by Q4 2026
↑ T&P: Goal 1.3: Embed AI-Driven Intelligence Across the Learning Lifecycle by Q4 2026
(1) Scenario variation acceleration, (2) performance insight feedback loop.
Success Criteria:
• Scenario creation time reduced ≥50% while maintaining ≥85% quality rating from SMEs/trainers • Performance insight outputs delivered within defined SLA after simulation completion; trainer adoption ≥80% • User trust measured (e.g., ≥75% 'useful and trustworthy' in pilot feedback)
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Approve cloud migration strategy (target state + phases + cost model) by Q2 2026
↑ T&P: Goal 1.4: Transition Ignite into a Cloud-Native, Modular Simulation Platform by Q1 2027
A board-approved plan for how Ignite becomes cloud-native without blowing scope.
Success Criteria:
• Migration plan approved with: phases, risk mitigation, rollback procedures, and cost forecasts • Target modular boundaries defined (what becomes services/modules vs stays together) • Non-functional requirements set (availability, latency, security posture, audit logging)
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q1 2027
Deliver Ignite 2.0 'minimum cloud product' by Q1 2027
↑ T&P: Goal 1.4: Transition Ignite into a Cloud-Native, Modular Simulation Platform by Q1 2027
Online access + core simulation workflows + enterprise-grade baseline.
Success Criteria:
• Pilot cloud deployment supports 100+ concurrent users with agreed performance targets • ≥99.9% uptime during pilot period (or equivalent reliability target with incident reporting) • Legacy desktop dependency reduced for core workflows (clearly defined scope) • User satisfaction ≥85% for 'accessibility and stability' in pilot cohort
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q1 2027
Establish enterprise security/compliance posture by Q1 2027
↑ T&P: Goal 1.4: Transition Ignite into a Cloud-Native, Modular Simulation Platform by Q1 2027
Security controls and evidence suitable for institutional procurement.
Success Criteria:
• Security controls implemented and documented: encryption at rest/in transit, RBAC, audit logs, secrets management, vulnerability management • Pen test completed with zero critical vulnerabilities • Incident response and DR principles defined (RPO/RTO targets set and tested at least once)
Owner: Product Manager
✎
▼
ACTION
not started
Q4 2026
Publish a 3-year multi-asset roadmap with business cases by Q4 2026
↑ T&P: Goal 1.5: Establish a Scalable Multi-Asset Product Roadmap by Q2 2027
Decide what assets/features come when and why.
Success Criteria:
• Asset prioritisation model defined (market size, client demand, competitive position, build complexity, revenue potential) • Roadmap approved with quarterly milestones, resource needs, and revenue assumptions • Top 3 expansion targets selected with clear 'why now' rationale
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Define tiered product offerings + modular simulation packs by Q4 2026
↑ T&P: Goal 1.5: Establish a Scalable Multi-Asset Product Roadmap by Q2 2027
Packaging that supports licensing, upsell, and partner distribution.
Success Criteria:
• Core/Advanced/Portfolio/Crisis tiers documented with inclusions/exclusions • Modular packs defined (asset packs, analytics packs, certification packs) • Clear licensing rules (who can use what, seat/cohort/enterprise rules, expansion triggers) • Sales and CS trained; proposals standardised to packaging
Owner: Product Manager
✎
▼
ACTION
not started
Q2 2027
Prove multi-asset model with one new vertical beyond oil by Q2 2027
↑ T&P: Goal 1.5: Establish a Scalable Multi-Asset Product Roadmap by Q2 2027
Validate the architecture and go-to-market for a second major asset.
Success Criteria:
• One new asset vertical launched and delivered to real clients • Reuse target hit (e.g., ≥60% reuse of platform components/content structures) • 20+ client engagements or equivalent commercial validation within 6 months of launch
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Establish product governance (Product Council + quarterly roadmap lock + 'what NOT to build') by Q2 2026
↑ T&P: Goal 1.5: Establish a Scalable Multi-Asset Product Roadmap by Q2 2027
Prevent scope creep and ensure enterprise value stays central.
Success Criteria:
• Product Council established with decision rights and monthly cadence • Quarterly roadmap lock process in place • 'Do not build' list maintained and referenced in decisions • Roadmap changes tracked with rationale and trade-offs
Owner: Product Manager
✎
▼
ACTION
not started
Q2 2027
Define unified analytics/assessment product blueprint by Q2 2027
↑ T&P: Goal 1.6: Unify Assessment, Analytics & Benchmarking into a Single Experience by Q4 2027
Clarify the user experiences and what becomes 'industry benchmark standard'.
Success Criteria:
• Blueprint defines: learner dashboard, manager dashboard, benchmarking views, certification progress tracking • 'Key benchmark metrics' agreed and standardised • Executive reporting templates aligned to CS motion and renewal/expansion
Owner: Product Manager
✎
▼
ACTION
not started
Q4 2027
Deliver MVP unified dashboard integrating assessment + benchmarking by Q4 2027
↑ T&P: Goal 1.6: Unify Assessment, Analytics & Benchmarking into a Single Experience by Q4 2027
A coherent single experience (not separate dashboards).
Success Criteria:
• MVP used by enterprise clients with ≥90% satisfaction for 'insight usefulness' • Self-serve reporting covers top 10 client reporting needs • Reduction in manual reporting effort by ≥50% for internal team
Owner: Product Manager
✎
▼
ACTION
not started
Q4 2027
Embed assessment-to-learning feedback loops (adaptive pathways) by Q4 2027
↑ T&P: Goal 1.6: Unify Assessment, Analytics & Benchmarking into a Single Experience by Q4 2027
Use assessment results to recommend next learning actions and pathways.
Success Criteria:
• Adaptive recommendations tested with measurable improvement (e.g., +20% completion, +15% competency uplift vs control) • User trust ≥80% on 'recommendations make sense'
Owner: Product Manager
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Publish Competency Model v1 (white paper + role mapping) by Q2 2026
↑ DB&C: Goal 2.1: Establish an Industry-Validated Competency Model by Q3 2026
Produce v1 of the competency model grounded in expert input and existing data.
Success Criteria:
• 20+ expert inputs gathered (interviews/workshops) • Model covers 8+ role types and multiple seniority levels • Competencies mapped to 50+ scenarios or decision moments • v1 published and incorporated into brand thought leadership pipeline
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q3 2026
Secure external validation via advisory + academic partners by Q3 2026
↑ DB&C: Goal 2.1: Establish an Industry-Validated Competency Model by Q3 2026
Make the model externally credible and defensible.
Success Criteria:
• Advisory group of 5–10 senior practitioners established • 2+ academic partnerships agreed (research or validation) • 3+ employer endorsements or validation statements secured (anonymised if required)
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q3 2026
Integrate competency model into delivery + platform tagging by Q3 2026
↑ DB&C: Goal 2.1: Establish an Industry-Validated Competency Model by Q3 2026
Make the model operational, not a PDF.
Success Criteria:
• Priority simulations mapped to competencies and observable behaviours • Trainer adoption ≥85% for competency language in debriefs and reporting • Platform tagging implemented for skills/competencies (where platform supports it)
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Establish data governance + anonymisation framework by Q2 2026
↑ DB&C: Goal 2.2: Build a Scalable, Anonymised Industry Data Asset by Q4 2026
Define privacy, anonymisation protocols, consent, and governance.
Success Criteria:
• Data governance policy approved (GDPR, retention, access controls, audit logs) • Anonymisation standard defined and tested (re-identification risk assessed) • Contractual templates created for client consent and data use
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Standardise data capture across programmes and simulations by Q4 2026
↑ DB&C: Goal 2.2: Build a Scalable, Anonymised Industry Data Asset by Q4 2026
Ensure consistent data capture to make benchmarking statistically meaningful.
Success Criteria:
• Common schema defined for learner/simulation/assessment events • Data completeness ≥95% on required fields across deliveries • Automated data quality monitoring in place with alerts and owner
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Create scalable client data-sharing terms + incentives by Q2 2026
↑ DB&C: Goal 2.2: Build a Scalable, Anonymised Industry Data Asset by Q4 2026
Make it easy and compelling for clients to contribute data.
Success Criteria:
• Standard data-sharing addendum approved by legal and used in contracts • Incentive mechanism defined (e.g., benchmark access tier, discounts, certification benefits) • ≥10 organisations agree to participate in anonymised benchmarking programme by end-2026
Owner: Data Lead
✎
▼
ACTION
not started
Q4 2026
Publish first benchmark insight report by Q4 2026
↑ DB&C: Goal 2.2: Build a Scalable, Anonymised Industry Data Asset by Q4 2026
Convert data asset into market authority and sales leverage.
Success Criteria:
• Benchmark report includes performance distributions, role-based insights, skill gap trends • Distributed to 50+ organisations and referenced in sales conversations • Establishes repeatable annual report pipeline (2027 onward)
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Secure 2+ validation partnerships by Q4 2026
↑ DB&C: Goal 2.3: Secure External Validation & Industry Partnerships by Q4 2026
Formal relationships with exchanges/associations/universities that increase credibility and reach.
Success Criteria:
• 2+ signed agreements (affiliate/partner status, co-marketing rights, or validation statements) • Partners willing to be referenced publicly (or via approved anonymous phrasing) • Partnership deliverables defined (events, co-authored content, distribution channel)
Owner: Data Lead
✎
▼
ACTION
not started
Q4 2026
Obtain third-party methodology review (credibility audit) by Q4 2026
↑ DB&C: Goal 2.3: Secure External Validation & Industry Partnerships by Q4 2026
Independent review of benchmarking/certification methodology.
Success Criteria:
• Independent report produced with strengths, limitations, and improvement plan • Findings incorporated into v2 methodology improvements for 2027
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Launch certification v1 (levels, criteria, secure delivery, verification) by Q4 2026
↑ DB&C: Goal 2.4: Launch an Industry-Recognised Certification Framework by Q4 2026
Deliver a credible certification product institutions can sponsor.
Success Criteria:
• Certification levels defined with assessment criteria and passing standards • Secure delivery and verification mechanism in place (digital credentials + verification portal) • First 100 professionals certified (or equivalent first-year target) with ≥90% satisfaction • Employer sponsorship present (e.g., ≥40% employer-funded registrations)
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Bundle training + assessment + certification into role-based pathways by Q4 2026
↑ DB&C: Goal 2.4: Launch an Industry-Recognised Certification Framework by Q4 2026
Make certification part of enterprise workforce development pathways.
Success Criteria:
• 3+ role-based pathways defined (e.g., analyst, trader, risk/commercial) • At least 2 enterprise clients adopt pathways for talent programmes • Clear employer outcomes defined (hiring, promotion, succession planning support)
Owner: Data Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Define pricing architecture for learning + platform by Q2 2026
↑ CM&R: Goal 3.1: Establish Pricing Models That Support Multi-Year Commitments by Q2 2026
Multi-year incentives, pilots/onboarding, renewal pricing, and upgrade paths.
Success Criteria:
• Pricing model documented with 1–3 year contract incentives and clear unit metrics (seat/cohort/enterprise) • Pilot/onboarding model defined (if used) with conversion path to annual licence • Tested with 5+ prospects; pricing objections captured and resolved • Internal pricing approval process defined (who can discount and why)
Owner: Commercial Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Define packaging + licensing guardrails ('no bespoke by default') by Q2 2026
↑ CM&R: Goal 3.1: Establish Pricing Models That Support Multi-Year Commitments by Q2 2026
Prevent bespoke pricing and scope creep; standardise how you sell.
Success Criteria:
• Standard deal templates cover ≥80% of opportunities • Exceptions process defined and used (tracked quarterly) • Sales and CS trained on packaging rules and upsell triggers
Owner: Commercial Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Secure 3–5 anchor multi-year agreements by Q4 2026
↑ CM&R: Goal 3.2: Secure Anchor Clients on Longer-Term Commercial Commitments by Q4 2026
Lock in key accounts with multi-year academies/licensing.
Success Criteria:
• 3–5 anchor clients signed into 2–3 year commitments (or equivalent structured academy commitments) • Each anchor account has an expansion plan (modules, seats, assets, certification pathways) • Renewal risk reduced (documented success plans in place)
Owner: Commercial Lead
✎
▼
ACTION
not started
Q4 2026
Institutionalise account planning + renewal readiness by Q4 2026
↑ CM&R: Goal 3.2: Secure Anchor Clients on Longer-Term Commercial Commitments by Q4 2026
Make renewal and growth repeatable, not founder-led.
Success Criteria:
• Top 10 accounts have account plans and QBR cadence • Renewal playbook adopted; renewal forecasting accuracy improves quarter-on-quarter • 'Expansion triggers' defined and used in QBRs
Owner: Commercial Lead
✎
▼
ACTION
not started
2027
Increase recurring revenue to ≥10% of total revenue by End-2027
↑ CM&R: Goal 3.3: Increase Proportion of Recurring Revenue in the Business by End-2027
Transition revenue mix toward repeatable, predictable contracts.
Success Criteria:
• Recurring revenue measured quarterly with clear definitions (MRR/ARR) • Renewal rate and churn tracked; corrective actions taken • Recurring share trending upward quarter-on-quarter
Owner: Commercial Lead
✎
▼
ACTION
not started
Q4 2027
Achieve £160k ARR from licensing/subscriptions by Q4 2027
↑ CM&R: Goal 3.4: Achieve Scalable ARR from Licensing & Subscriptions by Q4 2027
Demonstrate licensing as a meaningful revenue stream.
Success Criteria:
• £160k ARR achieved with clear customer cohort reporting • Churn held within defined threshold (e.g., gross churn <10% annually, or agreed benchmark) • Expansion revenue demonstrates 'land and expand' dynamics
Owner: Commercial Lead
✎
▼
ACTION
⭐ High Priority
not started
Q1 2026
Implement standard enterprise sales process + CRM discipline by Q1 2026
↑ S&CE: Goal 4.1: Establish a Disciplined, Data-Driven Sales Engine by Q2 2026
Standard stages, qualification, forecasting discipline, and reporting.
Success Criteria:
• CRM live with defined stages and mandatory fields • ≥90% pipeline data accuracy and consistent stage usage • Weekly pipeline reviews running with clear accountability • Forecast accuracy improves (baseline set; measurable uplift by mid-2026)
Owner: Sales Lead
✎
▼
ACTION
not started
Q2 2026
Establish repeatable demand generation by Q2 2026
↑ S&CE: Goal 4.1: Establish a Disciplined, Data-Driven Sales Engine by Q2 2026
Content + events + partner-sourced lead flow with attribution.
Success Criteria:
• Lead sources tracked; attribution model in place • Minimum lead/meeting targets agreed and achieved for 2 consecutive quarters • Conversion rates measured by channel; underperforming channels improved or stopped
Owner: Sales Lead
✎
▼
ACTION
⭐ High Priority
not started
Q1 2027
Establish customer success playbook + standard metrics used in 100% of enterprise accounts by Q1 2027
↑ S&CE: Goal 4.2: Institutionalise Customer Success Across Enterprise Accounts by Q1 2027
Make CS repeatable with defined operating rhythm and measures.
Success Criteria:
• CS playbook published (onboarding, adoption, QBRs, renewal readiness, escalation) • Customer health scoring defined and adopted for all enterprise accounts • QBR cadence established with top accounts • Renewal risks surfaced early (≥90 days) with action plans
Owner: Sales Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Define an enterprise adoption framework by Q4 2026
↑ S&CE: Goal 4.2: Institutionalise Customer Success Across Enterprise Accounts by Q1 2027
Activation milestones, usage SLAs, executive reporting cadence, renewal readiness.
Success Criteria:
• Adoption milestones defined (30/60/90 days) by product/package • 'Executive outcomes report' template standardised and used in QBRs • Adoption KPIs tracked and correlate with renewal/expansion outcomes
Owner: Sales Lead
✎
▼
ACTION
not started
2027
Increase enterprise account expansion revenue by 25% by End-2027
↑ S&CE: Goal 4.3: Drive Systematic Expansion Within Existing Enterprise Accounts by End-2027
Repeatable expansion playbooks and triggers across accounts.
Success Criteria:
• Expansion playbook defined and adopted • Expansion triggers operational (usage thresholds, new roles, new assets, certification pathways) • Expansion revenue tracked by account with quarter-on-quarter improvement
Owner: Sales Lead
✎
▼
ACTION
not started
Q4 2028
Achieve NPS ≥60 across major programmes by Q4 2028
↑ S&CE: Goal 4.4: Deliver a Consistently Excellent Client Experience by Q4 2028
Institutional-level satisfaction and advocacy.
Success Criteria:
• NPS measured quarterly with consistent methodology • ≥60 achieved and sustained for 2 consecutive quarters by 2028 • Structured feedback loop drives measurable improvements in delivery quality and CS
Owner: Sales Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Define GTM positioning + competitive differentiation materials by Q2 2026
↑ S&CE: Goal 4.5: Establish Clear Market Positioning to Support Sales & Leadership by Q2 2026
Battlecards, buyer personas, win/loss messaging, ROI story.
Success Criteria:
• Positioning statement and category narrative finalised • Competitive differentiation documented and used in proposals • ROI/impact claims defined and supported with evidence or pilot data • Win rate improves vs baseline (target set by Q4 2026)
Owner: Sales Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Define standard partner models (co-branded academy, distribution, licensing) incl. economics, roles, IP by Q2 2026
↑ P&E: Goal 5.1: Establish Repeatable Partner-Led Delivery Models by Q3 2026
Standardise partner deals so they can scale.
Success Criteria:
• 3 partner models documented with revenue share, responsibilities, enablement requirements • IP ownership and licensing terms approved by legal • Partner onboarding kit created (pitch deck, playbook, templates, FAQ) • At least one partner reviews and validates model clarity
Owner: Partnerships Lead
✎
▼
ACTION
⭐ High Priority
not started
Q3 2026
Launch one jointly branded academy with a flagship partner by Q3 2026
↑ P&E: Goal 5.1: Establish Repeatable Partner-Led Delivery Models by Q3 2026
Prove the model with a real partner and cohort.
Success Criteria:
• Academy launched with minimum 20 participants (or agreed cohort size) • Partner satisfaction ≥4.0/5.0 • Profitability demonstrated for both parties • Repeatable delivery playbook produced and reusable
Owner: Partnerships Lead
✎
▼
ACTION
not started
Q1 2027
Secure three strategic partnerships (exchanges, NOCs, universities) by Q1 2027
↑ P&E: Goal 5.2: Build a Credible Global Partner Ecosystem by Q1 2027
Build the core ecosystem with credible anchors.
Success Criteria:
• 3 signed partnerships spanning at least 2 categories • At least 1 tier-1 brand partner • Each partner has joint value proposition and activation plan (marketing, cohorts, referrals) • Quarterly partner cadence established
Owner: Partnerships Lead
✎
▼
ACTION
not started
Q4 2027
Generate 20% of new business via partnerships by Q4 2027
↑ P&E: Goal 5.3: Make Partnerships a Material Growth Channel by Q4 2027
Partnerships become a real channel, not a logo list.
Success Criteria:
• ≥20% of new contract value partner-sourced • Partner-sourced pipeline ≥30% of total pipeline value • 3+ partners actively generating leads • Partner satisfaction and NPS maintained (target set, e.g., ≥50)
Owner: Partnerships Lead
✎
▼
ACTION
not started
Q2 2028
Establish presence in two hubs (Middle East and Asia) by Q2 2028
↑ P&E: Goal 5.4: Establish Physical and Commercial Presence in Priority Regions by Q2 2028
Sustainable regional footprint (not just travel).
Success Criteria:
• Anchor client or anchor partner in each region • Local commercial capability established (entity/partner structure and resourcing) • At least one programme delivered in each region with strong satisfaction metrics • Regional pipeline and P&L tracking operational
Owner: Partnerships Lead
✎
▼
ACTION
not started
Q4 2028
Launch partner programme + annual summit starting Q4 2028
↑ P&E: Goal 5.5: Institutionalise Partner Engagement and Governance by Q4 2028
Governance, tiers, enablement, and co-marketing at scale.
Success Criteria:
• Partner tiers defined with requirements and benefits • Partner portal/resources available (enablement materials, co-marketing templates) • Quarterly partner business reviews running • Annual summit held with ≥80% strategic partner attendance
Owner: Partnerships Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Secure £500k–£1m growth capital by Q4 2026
↑ S&O: Goal 6.1: Secure Financial Capacity to Scale Independently of Founders by Q4 2026
Fund product/platform, data engine, and GTM scale for 18–24 months.
Success Criteria:
• Capital secured with runway 18–24 months • Use of funds allocated and tracked (product/GTM/data/ops) • Investor governance cadence established (quarterly updates, board/advisory structure)
Owner: Operations Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Document and standardise all core business processes by Q2 2026
↑ S&O: Goal 6.2: Standardise Core Business Operations End-to-End by Q2 2026
SOPs, templates, ownership, and review cycles.
Success Criteria:
• Minimum 15 core processes documented (sales, onboarding, delivery, instructor mgmt, finance, HR) • Process owners assigned and trained • Quarterly process review cadence established • New hire onboarding includes process training
Owner: Operations Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Implement a Founder Time-Release Plan by Q2 2026
↑ S&O: Goal 6.2: Standardise Core Business Operations End-to-End by Q2 2026
Identify and systematically eliminate or automate the highest-friction founder-dependent workflows so the founder can materially shift time from day-to-day delivery and firefighting to technology transformation, capital raising, partnerships, and strategic leadership. Dependencies: Requires Goal 6.2 (Standardise Core Business Operations) to provide process visibility and documentation discipline Requires Goal 8.1 (Leadership & Capability Backbone) to assign ownership of newly systemised workflows Requires Objective 1 (Technology & Product) direction to determine which workflows should be automated, tool-enabled, or redesigned Requires leadership commitment to enforce role clarity and decision rights (no silent re-absorption by founder)
Success Criteria:
Top 5 founder-draining workflows explicitly identified, mapped, and prioritised (e.g. delivery coordination, client communications, customisation decisions, scheduling, reporting, approvals) Each workflow assigned to one of three systemisation paths: Eliminate (no longer required or simplified), Delegate (clear role ownership with authority), or Systemise (tool-enabled, automated, or templated) Named owner assigned for each workflow (non-founder) with documented decision rights and escalation paths Supporting tools/processes implemented (e.g. CRM, LMS, delivery playbooks, reporting templates) so workflows run without founder intervention Founder operational involvement in these workflows reduced by ≥40% (measured via time audit or weekly time allocation comparison vs baseline) Founder weekly time reallocated to transformation priorities (technology roadmap, investment conversations, partner development, senior client strategy) “Founder dependency check” embedded into quarterly operating reviews to prevent regression
Owner: Unassigned
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Codify 100% of course curricula and delivery methodologies by Q4 2026
↑ S&O: Goal 6.3: Productise Learning Content and Delivery by Q4 2026
Instructor-ready playbooks and consistent debrief methodology.
Success Criteria:
• All modules have objectives, facilitator guides, materials, and assessment links • Train-the-trainer programme created • 2+ non-founder instructors deliver modules using documentation to quality standards • Content versioning and update process in place
Owner: Operations Lead
✎
▼
ACTION
⭐ High Priority
not started
Q3 2026
Design QA by Q3 2026 and implement by Q1 2027
↑ S&O: Goal 6.4: Embed Quality Assurance as a System, Not an Individual Effort by Q1 2027
Standards, review cycles, instructor accreditation, and quality scorecard.
Success Criteria:
• QA framework documented (content, delivery, instructor standards) • Instructor accreditation launched; all active instructors accredited by Q2 2027 • Quality scorecard applied to 100% deliveries • Client satisfaction maintained/improves while scaling non-founder delivery
Owner: Operations Lead
✎
▼
ACTION
not started
Q4 2027
Ensure ≥80% of delivery is by non-founder faculty by Q4 2027
↑ S&O: Goal 6.5: Decouple Revenue Delivery from Founder Involvement by Q4 2027
Scale faculty pool while maintaining quality.
Success Criteria:
• ≥80% billable delivery hours delivered by non-founders • Faculty pool ≥6 accredited instructors • Client satisfaction for non-founder delivery ≥4.2/5.0 and not below founder baseline • Founder time freed for strategy, GTM, product, partnerships
Owner: Operations Lead
✎
▼
ACTION
⭐ High Priority
not started
Q1 2027
Establish quarterly operating cadence (OKRs, QBRs, resource allocation) by Q1 2027
↑ S&O: Goal 6.6: Institutionalise the Operating Model Across the Organisation by Mid-2028
The operating rhythm that makes strategy execution real.
Success Criteria:
• OKR methodology adopted and trained • Quarterly OKR setting and QBR calendar established • Resource allocation tied to OKRs • 4 consecutive quarters executed with measurable progress and accountability
Owner: Operations Lead
✎
▼
ACTION
not started
2028
Roll out unified operating model + playbook with full adoption by Mid-2028
↑ S&O: Goal 6.6: Institutionalise the Operating Model Across the Organisation by Mid-2028
Decision rights, ways of working, cadence, and governance embedded in onboarding and reviews.
Success Criteria:
• Operating model published (structure, decision rights, governance, cadence) • 100% team trained; model embedded into onboarding • Annual refresh cycle established
Owner: Operations Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Launch unified brand identity + messaging framework by Q2 2026
↑ B&M: Goal 7.1: Establish a Clear, Consistent Market Narrative by Q2 2026
Positioning, value propositions, and messaging consistency across all sales and delivery assets.
Success Criteria:
• Brand guidelines and messaging framework published • Website and core collateral aligned (minimum: proposals, decks, case studies) • Brand consistency audit passes ≥90% of external materials • Messaging validated with 5+ target buyers/clients
Owner: Marketing Lead
✎
▼
ACTION
not started
Q4 2026
Publish four flagship thought leadership pieces by Q4 2026
↑ B&M: Goal 7.2: Be Recognised as a Thought Leader by Q4 2026
White papers/research pieces anchored in competency + benchmarking insights.
Success Criteria:
• 4 substantial pieces published with original frameworks/data-backed insight • Combined reach ≥5,000 views (or agreed KPI) and ≥20 qualified leads • Content used in enterprise sales cycles and partner conversations
Owner: Marketing Lead
✎
▼
ACTION
not started
Q3 2027
Deliver three major industry events or speaking engagements by Q3 2027
↑ B&M: Goal 7.3: Increase Senior-Level Visibility and Industry Presence by Q3 2027
Build authority and reach decision-makers.
Success Criteria:
• 3 speaking engagements secured (≥1 tier-1 conference) • Presentations repurposed into marketing assets • ≥10 qualified leads and/or ≥2 partnership conversations directly attributable
Owner: Marketing Lead
✎
▼
ACTION
not started
2027
Achieve 25% growth in brand-awareness metrics by End-2027
↑ B&M: Goal 7.4: Grow Brand Awareness in Priority Global Markets by End-2027
Measure and improve awareness in target geographies and segments.
Success Criteria:
• Baseline brand awareness survey completed in 2026 • Follow-up survey shows ≥25% increase in aided awareness • Inbound leads and organic traffic show sustained YoY growth (targets set and met)
Owner: Marketing Lead
✎
▼
ACTION
not started
Q2 2028
Secure two external accreditations/endorsements by Q2 2028
↑ B&M: Goal 7.5: Secure Independent Validation of Brand Credibility by Q2 2028
Professional body, academic, or industry accreditation that buyers recognise.
Success Criteria:
• 2 relevant accreditations achieved and used in proposals and marketing • Accreditations referenced in ≥50% of proposals by end-2028 • Buyer feedback indicates improved trust/credibility
Owner: Marketing Lead
✎
▼
ACTION
⭐ High Priority
not started
Q4 2026
Establish Industry Advisory Council by Q4 2026
↑ B&M: Goal 7.5: Secure Independent Validation of Brand Credibility by Q2 2028
Senior practitioners guide roadmap and validate credibility.
Success Criteria:
• 5–7 members recruited across commodities and geographies • Quarterly cadence established with clear agenda and outputs • Council contributes to roadmap, competency model, and credibility statements/testimonials
Owner: Marketing Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Recruit Product Manager, Data Lead, Customer Success Lead by Q2 2026
↑ P,C&L: Goal 8.1: Build a Scaled Leadership and Capability Backbone by Q2 2026
Build leadership spine for product, data, and customer outcomes.
Success Criteria:
• PM hired by Q1 2026; owns product governance and roadmap • Data Lead hired by Q1 2026; owns data asset delivery and governance • CS Lead hired by Q2 2026; owns adoption system and renewals motion • Each role has 90-day outcomes achieved and retained >18 months
Owner: People Lead
✎
▼
ACTION
⭐ High Priority
not started
Q2 2026
Build enterprise SaaS/academy sales capability aligned to licensing by Q2 2026
↑ P,C&L: Goal 8.1: Build a Scaled Leadership and Capability Backbone by Q2 2026
Add commercial capacity that can close multi-year enterprise deals.
Success Criteria:
• Named sales ownership established with quota and pipeline targets • Multi-year deal pipeline built (baseline and target defined) • Demonstrable improvement in sales cycle management and forecasting
Owner: People Lead
✎
▼
ACTION
⭐ High Priority
not started
Q3 2026
Define and roll out company-wide competency framework by Q3 2026
↑ P,C&L: Goal 8.2: Establish a Clear, Consistent Capability Framework Across the Company by Q3 2026
Role expectations and progression framework used internally.
Success Criteria:
• Framework covers all roles (core + role-specific + leadership) with behavioural indicators • Integrated into hiring, onboarding, and performance reviews • ≥80% of team completes self-assessment in first year • Development pathways documented for key roles
Owner: People Lead
✎
▼
ACTION
not started
Q4 2026
Implement leadership development programme by Q4 2026
↑ P,C&L: Goal 8.3: Strengthen Leadership Effectiveness at All Levels by Q4 2026
Practical leadership capability building aligned to operating model.
Success Criteria:
• Programme launched including coaching/peer learning and core management skills • Pre/post leadership effectiveness measurement shows improvement • 360 feedback implemented for leaders • Leadership improvements reflected in engagement drivers (clarity, trust, growth)
Owner: People Lead
✎
▼
ACTION
not started
2027
Improve employee engagement to ≥80% by End-2027
↑ P,C&L: Goal 8.4: Achieve High and Sustainable Employee Engagement by End-2027
Measured engagement improvement sustained over time.
Success Criteria:
• Baseline engagement survey completed in 2026; annual surveys show consistent improvement • ≥80% engagement by End-2027 and turnover ≤15% annually • Action plans created and delivered for weakest drivers
Owner: People Lead
✎
▼
ACTION
not started
Q2 2026
Run quarterly innovation and learning events starting Q2 2026
↑ P,C&L: Goal 8.5: Embed a Product-Centric, Continuous Innovation Culture (THRIVE) by Q2 2026 (and ongoing)
Visible cadence to generate improvements and learning.
Success Criteria:
• ≥70% participation per event • ≥5 actionable ideas generated per event • ≥20% of ideas implemented within 6 months • Innovation metrics tracked (ideas, cycle time, impact)
Owner: People Lead
✎
▼
ACTION
⭐ High Priority
not started
Q3 2026
Embed innovation ownership into roles, objectives, and performance reviews by Q3 2026
↑ P,C&L: Goal 8.5: Embed a Product-Centric, Continuous Innovation Culture (THRIVE) by Q2 2026 (and ongoing)
Make innovation part of 'how we work', not an extracurricular.
Success Criteria:
• Innovation included in role descriptions and quarterly OKRs • Performance reviews include innovation contribution • Each employee has at least one improvement/innovation objective per quarter • Budget/time allocation for experimentation defined and used
Owner: People Lead
✎
▼
Bulk Edit active — tick the checkboxes on cards above to select items, then use the action buttons to apply a change to all selected items at once.
0 items selected
Set Owner
Set Status
Set Phase (goals & actions only)
Set Priority
Set Due Date