Establish a shared economic frame for value creation, align the cohort on outcomes, and set clear intent for how revenue, margin, and discipline compound into enterprise value over the program.

“Growth is optional. Value creation is not.”

Primary Discipline
Enterprise Readiness

Secondary Discipline
Strategic Positioning

Core Content

• MSP / MSSP market dynamics and consolidation reality

• How buyers actually evaluate value (revenue quality, margin, scale, durability)

• The Value Acceleration Arc
  (Position → Revenue → Customers → Operations → AI → Leadership → Valuation)

• Case contrast: similar revenue, materially different enterprise outcomes

• Setting ambition: what “meaningful value lift” looks like in 12–24 months

Deliverables

• Individual Value Thesis
  A concise statement linking strategic focus to revenue, margin, and valuation intent

• Value Acceleration Model
  How changes in revenue architecture, margin discipline, and scale affect enterprise value

• Cohort Commitment Target
  Public commitment to a revenue, margin, or structural outcome to pursue during Phase 2 and validate in Phase 3.

Outcomes

• Founders share a common language for value creation

• Clear orientation toward building value, not diagnosing problems

• Participants enter Phase 2 with intent, urgency, and alignment

• Each online module is understood as a lever — not a lesson

Clarify what the firm is building, why it wins, and how that position translates into durable enterprise value.

“Stop competing everywhere. Start winning somewhere.”

Primary Discipline
Strategic Positioning

Secondary Discipline
Enterprise Readiness

Core Content

• Differentiated value proposition in a crowded MSP/MSSP market

• Trusted advisor vs commodity IT vs security-led positioning

• Buyer perspectives: what private equity and strategic acquirers actually value

• Strategic tradeoffs: what you do — and what you intentionally don’t

Deliverables

• Strategic Positioning Map

• Buyer-Relevant Value Narrative

• Service Focus & Tradeoff Declaration

Outcomes

• Clear, defensible market position aligned to buyer logic

• Strategic focus that guides revenue, delivery, and growth decisions

Design a revenue model that scales cleanly, commands margin, and supports valuation expansion.

“Build revenue buyers trust — not revenue you have to chase.”

Primary Discipline
Financial Control

Secondary Discipline
Strategic Positioning

Core Content

• Productized services and repeatable offers

• Recurring revenue mix and contract structure

• Pricing power, margin floors, and discount discipline

• Revenue quality vs revenue volume

Deliverables

• Revenue Architecture Blueprint

• Pricing & Packaging Framework

• Margin Floor & Discount Guardrails

Outcomes

• Predictable, repeatable revenue engine

• Improved revenue quality and margin discipline

Turn retention, expansion, and customer relationships into a defensible economic moat.

“Revenue you don’t have to resell every year.”

Primary Discipline
Strategic Positioning

Secondary Discipline
Financial Control

Core Content

• Retention and churn economics

• Net Revenue Retention (NRR) drivers

• Expansion and upsell motions tied to customer outcomes

• Forecasting durable growth from existing customers

Deliverables

• Customer Capital Model

• NRR Improvement Plan

• Key Account Expansion Playbook

Outcomes

• Higher retention and expansion efficiency

• More durable, buyer-valued revenue streams

Protect margin and throughput as revenue scales.

“More output. Less chaos.”

Primary Discipline
Operational Discipline

Secondary Discipline
Organizational Resilience

Core Content

• Service delivery standardization

• Utilization and labor economics

• SLA performance tied directly to margin

• Scaling without burnout or heroics

Deliverables

• Operational KPI Dashboard

• Utilization & Capacity Model

• Margin Protection Action Plan

Outcomes

• Margin protection as the business scales

• Increased capacity without proportional headcount growth

Apply AI and automation where it directly improves EBITDA and scale.

“Turn automation into EBITDA — and EBITDA into enterprise value.”

Primary Discipline
Operational Discipline

Secondary Discipline
Financial Control

Core Content

• High-ROI AI and automation use cases

• PSA/RMM optimization and workflow compression

• Cost reduction vs capacity expansion decisions

• Translating automation outcomes into financial impact

Deliverables

• AI Use-Case Prioritization Map

• AI Pilot Plan

• ROI-to-EBITDA Impact Model

Outcomes

• Measurable margin or capacity improvement

• AI applied with financial discipline, not experimentation

Use security, risk, and compliance as revenue and valuation multipliers — not just delivery obligations.

“Turn risk into revenue.”

Primary Discipline
Strategic Positioning

Secondary Discipline
Enterprise Readiness

Core Content

• MSSP and security-led valuation signals

• Compliance-driven service packaging (HIPAA, PCI, SOC 2, etc.)

• Moving from tool resale to advisory positioning

• Differentiation under buyer diligence

Deliverables

• Security & Compliance Revenue Playbook

• Differentiation Narrative for Buyers

• Compliance-Led Service Package Design

Outcomes

• Stronger differentiation in competitive and diligence scenarios

• Security and compliance positioned as growth drivers

Reduce founder dependency and scale growth through people, systems, and accountability.

“Get out of the way — without losing velocity.”

Primary Discipline
Organizational Resilience

Secondary Discipline
Operational Discipline

Core Content

• Leadership depth and decision cadence

• Accountability structures tied to revenue and profit

• Incentives and compensation aligned with growth goals

• Transitioning sales from founder-led to system-led

Deliverables

• Leadership Operating Model

• Accountability & Decision Cadence Map

• Sales Ownership & Incentive Framework

Outcomes

• Reduced key-person risk

• Growth execution owned by the organization, not the founder

Translate all prior improvements into enterprise value and strategic optionality.

“Know what it’s worth — and why.”

Primary Discipline
Enterprise Readiness

Secondary Discipline
Financial Control

Core Content

• Valuation mechanics and MSP/MSSP multiples

• How revenue quality, margin, and scale compound into value

• Buyer expectations and diligence priorities

• Positioning for exit, recapitalization, or disciplined long-term ownership

Deliverables

• Valuation Narrative

• Multiple Expansion Levers Map

• Exit / Optionality Positioning Brief

Outcomes

• Clear understanding of enterprise value drivers

• Credible positioning for exit, recap, or continued growth

Synthesize the work of Phase 2 into a coherent enterprise value narrative, validate progress against stated intent, and position participants for exit, recapitalization, or disciplined continued growth.

“Prove the value you’ve built — and make it legible to buyers.”

Primary Discipline
Enterprise Readiness

Secondary Discipline
Financial Control

Core Content

• Synthesis of Phase 2 outputs into a single enterprise value story

• Translation of revenue, margin, customer, operational, AI, and leadership improvements into valuation logic

• Buyer and investor expectations: what matters, what doesn’t, and why

• Mock investor / acquirer panels with live feedback

• Simulated diligence discussion: KPIs, narratives, and red flags

• Positioning workshop for acquisition, recapitalization, or long-term ownership

Deliverables

• Enterprise Value Narrative
  A concise, executive-level articulation of how the business creates and compounds value

• Exit Readiness Dossier
  Curated set of metrics, narratives, and artifacts produced during Phase 2, organized for buyer consumption

• Founder Valuation Story (Recorded)
  Short, structured narrative suitable for investor or advisor conversations

• Strategic Optionality Brief
  Clear articulation of next-step paths: exit, recap, or continued value acceleration

Outcomes

• Participants can clearly explain why their business is worth what it is

• Enterprise value is legible, defensible, and credible to external stakeholders

• Founders leave prepared for real capital conversations, not theoretical ones

• Phase 2 work is fully integrated rather than fragmented