Your team builds the growth system in eight hours, on your own accounts.
Two live sessions, four hours each. The five capabilities architected on your real pipeline, the first one built live on an account someone in the room already knows, and one number attached to it before anyone leaves.
Built and run for a health tech company selling six-figure deals to Genentech, Walmart, Kroger, Microsoft, and Evernorth.
Big enough to chase enterprise deals. Too small to staff for them.
If your team sells deals over roughly $100K to buying committees at named accounts, four sentences will sound familiar. Company size is not the qualifier. The motion is.
We are single-threaded on every account and we know it.
One contact per account, into a committee of ten or more. That produces exactly the win rate it deserves, and no amount of effort changes it.
Deals go quiet in the middle and we find out at quarter end.
Nobody watches the long middle. By the time the pipeline gets attention it is too late to act on it.
It takes us six weeks to get a new segment campaign-ready.
Every segment is rebuilt from near-scratch, because nothing from the last one was written down in a form anything can reuse.
Everyone uses AI, and none of it starts from the same truth.
Individual drafting from a blank context, every time. Two people describe the same product two different ways.
None of that is a discipline problem. Three directors cannot cover four segments and ten stakeholders per account by working harder at it.
Four things, and none of them is a deck.
A governed knowledge layer
Approved truth in one place, built in the room from your own material. Positioning, ICP, proof, objections, regulatory context. Every capability reads it before it writes anything.
One capability running
Not a prototype and not a slide. One of the five, built live on a real account someone in the room already knows, gated by a named human, producing work by the time the second session ends.
The other four architected
Each one designed on the canvas with its input, its agent, its gate, its output, and its one number. The build order agreed in writing, weighted so the capability that touches this quarter comes first.
A scorecard and a 90 day plan
One number per capability, the three hats named on each, the weekly loop written into your own calendar, and the decisions about what you stop doing.
Nothing is practiced on a sample dataset. What your team builds in the room is running on Monday, on the accounts they were already working.
Five capabilities, one operating model.
Five separate AI experiments fail. One operating model with five capabilities compounds, because every one of them reads the same approved truth and reports one number. Open any of them to see the workflow.
The knowledge layer
Not a capability so much as the floor the other five stand on, which is why it is built first and built in the room. Positioning, ICP, proof, objections, regulatory context. Every capability reads it before it writes anything.
Built first. Nothing else works without it.
Capability 02 is the one that moves the win rate, and it is roughly three times larger than any volume fix. Capability 01 is the one that pays inside the current year, because it works opportunities that already exist. That is the build order, and it is not negotiable.
These are not five things to learn. They are one shape, applied five times.
Hover any step to see what it looks like on the day.
- Input
Approved truth
The knowledge layer, plus your own systems. Never a blank context.
On the dayOne priority account, its history, and the proof your team has already approved.
- Agent
The volume work
Inside boundaries you set. It drafts and scores, it does not decide.
On the dayFive roles mapped, a narrative and a first touch drafted for each, in minutes.
- Gate
A named human
Reviews before it acts. Operator, Reviewer, Approver, named people.
On the dayRed pen on the pack. What is right, what is wrong, what is missing.
- Output
Work, and one number
Something that ships, and the single measure it reports.
On the dayThreads out per seat, and stakeholders engaged per account on the scorecard.
Learn the shape once and every future capability is an afternoon, not a project. That is why this is eight hours rather than eight weeks.
Ten questions, in order, across two sessions.
Each hour answers a question your leadership is already asking. Nothing is covered because it is interesting. Switch between the sessions, and open any hour to see what you leave it with.
What changed, and why the old model cannot cover it
Buyers make first vendor contact around 60 percent of the way through the journey, and buying-group size predicts cycle length while deal size explains under one percent of it. The strategy you have is right. The coverage math is what changed.
One sentence your leadership team agrees on about what actually changed.
Where growth actually leaks, and what it costs
A live self-assessment against funnel benchmarks, stage by stage, on your own numbers. Most rooms cannot answer contacted to connected. That gap is the finding, and it names the capabilities that are missing.
Your own leak, marked stage by stage, and the gaps named rather than guessed.
What you are going to architect
The five capabilities on one canvas, sitting on the operating model, sitting on the systems you already own. Then the shape every one of them shares, taught once and returned to all day.
The architecture on one page, and the build order agreed out loud.
The first capability, built live
Buying-group activation, end to end, on one priority account someone in the room knows. Five roles mapped, a thread drafted per role, then red pen on the first pack. The blanks on the whiteboard are your win rate, drawn as a picture.
One real account with every seat covered, and a gate with a name on it.
Between the sessions. System access verified by you, and one written answer to bring back: what does your job look like in 18 months, when this handles a meaningful share of the work.
Three things, and you already have most of them.
We do not sell a stack and we do not ask you to move to one. Every team arrives on something different, and the architecture is the same either way. We build on what you already run.
Your CRM and databases
Pipeline state, account history, the lead list, and whatever else already holds the record. The capabilities read from your systems and write back to them. Nothing gets migrated, and nothing gets rebuilt in a tool of ours.
An agentic workflow builder
Whatever you use to put a model behind a schedule or a trigger, pull from your systems, and hold the result at a gate. Several do this well and they change every quarter, so we teach the shape rather than the buttons. Learn it once and the tool becomes a detail.
A named human on the team
The part nobody can buy. Every capability gets an Operator who runs it, a Reviewer who checks it, and an Approver who releases it, and those are people with names rather than roles in a policy document. Nothing auto-sends, in the room or afterward.
The gap was never access to the technology. It is the order of assembly, and who is accountable when the output is wrong.
Four people have to say yes. Here is what each one gets.
This section is the deliverable. Messaging written per seat is exactly what you are reading. Forward this page to the other three and watch whether they find their own answer without asking you.
CEO or CMO
Is this a real bet, or another AI expense?
It is signed on your own authority. No vendor onboarding, no security questionnaire, no procurement cycle, and no platform to migrate onto. If it works, you already know what the next step is, because the whole ladder is on this page.
VP or Head of Marketing
Does this make my number, or make my life harder?
It runs on the stack you already own and the accounts already on your list. Your team does not learn a new platform. Three numbers get baselined before session one, and they are the same three we read at day 90.
Your senior growth leaders
Can we actually build it, and do we keep it?
You build it in the room, on your own accounts, in plain language, on the tools you already run. Every prompt, context file, and workflow sits in your workspace and stays there. There is no platform of ours to stay subscribed to.
Sales leadership
Is this another report nobody asked for?
Coverage of the committee on accounts you are already working, and a brief your AE reads before the call. The first capability built is the one that puts a thread in front of every seat, not the one that produces a dashboard.
Grace Man
Fifteen years building and running growth and marketing, at Microsoft, Pfizer, Canon, and Hyundai, influencing more than $2B in revenue: ICP research and buyer interviews, full-funnel work, conversion, and the account-based motion itself. Over 3,000 professionals trained in agentic AI for growth and marketing.
Every session is taught by me. I have sat in the committee your team is trying to reach and watched a vendor deck fail in the room because it was written for a persona instead of a person. That is what this workshop is about, and it is the reason the first thing built is coverage rather than volume.
One number, and everything that leaves the room with you.
No seat tiers, no per-person pricing, no upsell in the second session. One fee for the workshop, and everything below is inside it.
What you walk away with
- A governed knowledge layer, built in the room from your own material
- One capability running, on a real account, before the second session ends
- Four more architected, each with its input, agent, gate, output, and number
- One buying group covered, every seat on a priority account, threaded
- A silence threshold per stage, set by you, not a vendor default
- A timed content baseline, source to live, measured on a stopwatch in the room
- Your backlog sized, never contacted and never connected, counted
- Your accounts tiered, pursue, nurture, disqualify, on fit rather than size
- A scorecard, one number per capability, with an owner on each
- Three hats named, Operator, Reviewer, Approver, on every capability
- The weekly loop, written into your own calendar before anyone leaves
- A 90 day build order, agreed in writing, weighted to this quarter
All of it sits in your own workspace and stays there. Every prompt, context file, and workflow is yours on the day, not licensed from us, and there is no platform of ours to stay subscribed to in order to keep using what your team built.
For context, a company running account-based marketing has usually already approved around $59,000 a year for the platform licence alone. This is the capability to operate one.
Where this sits, and what comes after it.
Shown in full rather than revealed later. Some teams read this and buy the monthly instead, which is a better outcome for both of us than finding out in month four.
The workshop
$4,500 · up to 5 seatsEight hours across two sessions. Five capabilities architected, the first one running, the 90 day build order agreed in writing.
Agentic Partner
Rolling monthly, scoped on the callMonthly build sessions on your live pipeline, architecture review, deployment support while your team builds the next capability, and the roadmap that decides which one comes next.
Running a practice of your own rather than a team? The Foundation Program is the same system scoped to one practice, at $1,100 a month.
Who should not book this.
Turning a team down costs me one fee. Taking the wrong one costs both of us eight hours and a story that travels. So here is who should not book.
You want it handed over finished.
We train people to build. If nobody on your side will touch it, there is no product here, and I would rather say so now than take the fee.
You sell transactional or self-serve at low deal values.
The arithmetic this fixes is committee arithmetic. If one person signs your deals, this is the wrong problem and I will tell you on the call.
Nobody is named to own it afterward.
Every team that has drifted after a workshop shares that one thing. We ask for the owner before you book rather than hoping one appears.
And one thing that is not a disqualifier: not every deal is reachable by a growth system. In any enterprise book a real share of the gap sits behind licensing, accreditation, procurement sequencing, and internal stalls that no campaign moves. We name those, with owners, and hold the system accountable for everything else. Saying it in the first session is what makes the scorecard credible at day 90.
Grace Man, founder
What you are actually thinking
Because the five capabilities are not five things to learn. They are one shape applied five times: input, agent, gate, output, one number. Once a team has built one end to end and can name the shape, the next one is an afternoon rather than a project. A longer course would teach the same shape four more times and charge you for the repetition.
A license is a tool. This is the operating model that decides what to build for your pipeline, which approved truth it reads first, who reviews it before it acts, and which number it reports. It runs on whatever models and tools you already pay for. Tools change every quarter. The model does not.
The honest question back is: what is still running from it? A generic session teaches the tool on someone else’s examples. This builds one capability live on a real account of yours, hands it to a named owner, and attaches one number to it before anyone leaves the room.
No. Everything is directed in plain language, and where code is involved the AI writes it and we show your team how to direct it. The right five people are the ones who own the growth number, usually a VP plus the senior growth leaders who run product marketing, demand, and marketing operations.
Probably nothing new. You need three things: the systems that already hold your pipeline and account history, something that can put a model behind a schedule or a trigger and hold the result at a gate, and a named human to approve. Most teams already have the first and some version of the second. We deliberately do not sell or mandate a stack, because the ones that are best today change every quarter and the architecture does not. If you are missing the middle piece we will help you pick one on the scoping call, sized to what you will actually keep using.
Yes, and we would rather say so than pretend. The difference is whose truth it starts from and who decides. Every capability reads your approved knowledge layer, and a named human approves before anything moves. Nothing auto-sends, in the room or afterward.
Then the capability is in the system and the library, not in the person. That is the whole reason the workshop trains a triad rather than a single owner, and why everything built sits in your own workspace.
Additional seats are quoted on the call, and the honest answer is that five is not an arbitrary cap. The second half of each session is hands on, on one real account. Past about six people, half the room watches instead of builds, and watching is what makes a workshop fade.
Most teams build the remaining capabilities themselves off the 90 day plan, which is the outcome this is designed for. If you want the build sessions, the architecture review, and the roadmap to continue monthly, that is Agentic Partner, and it is scoped on a call rather than sold from a page.
Email grace@aistrategyleague.com and I will send one. The card path exists because it is faster for the teams that want to start this month.
Reach every buyer in the account, at the speed you reach one today.
Eight hours across two sessions, up to five seats, on your own accounts. Book it and I will email you within one business day to agree the dates and the three numbers we baseline first.