Phase 1 — Weeks 1–2: Control Baseline & Metric Diagnosis

What this phase is for: Before you can fix anything, you need an honest read of where you actually are. Not the board-deck version — the real version. Week 1 produces your Control Scorecard baseline. Week 2 tells you which metrics are genuinely red and which are yellow dressed up as green.

Week 1 — Control Scorecard Baseline
Output you'll produce: Your first live Control Scorecard — CAC payback by key segment, NRR by cohort, burn multiple, sales efficiency, Rule of 40, and runway. Built from your actual data, not a template. You present it to the cohort. The room tells you what's drifting, what's structurally broken, and what's actually fine but looks bad because it's not presented clearly.

Week 2 — Red/Yellow/Green Diagnosis & Priority Stack
Output you'll produce: A prioritised diagnosis — which metrics are genuinely red (require immediate intervention), which are yellow (need a plan but not a crisis), and which are green (leave alone and stop worrying about). You present your honest read. A CFO/metrics mentor joins to pressure-test the diagnosis and make sure you're not misreading a structural problem as a temporary blip — or vice versa.

‍

Phase 2 — Weeks 3–4: GTM Map & Leak Diagnosis

What this phase is for: CAC drifts for specific reasons. NRR stalls for specific reasons. This phase builds the GTM map that shows you exactly where pipeline is leaking, where deals are dying, and where expansion is failing — and ties each leak back to a specific metric.

Week 3 — GTM Map v1: ICP, Channel & Conversion View
Output you'll produce: A live GTM map — every ICP, every channel, and conversion rates at each stage by segment. Not a slide about your motion — a live view of where revenue is actually coming from, what it costs to acquire, and which segments are efficient vs. which are quietly dragging your CAC. You present it to the cohort. The room tells you which segments to cut before you have the conversation.

Week 4 — Leak Diagnosis & Segment Truth
Output you'll produce: A GTM leak map — where pipeline is dying, where deals are stalling, where expansion is failing, and which of these is a motion problem vs. an ICP problem vs. a product problem. You present: "Here's where I thought the problem was. Here's where the data says it actually is." A GTM operator joins to show you the patterns they've seen at your exact stage and what they did about them.

Phase — Weeks 5–6: Pricing, Packaging & NRR Lever

What this phase is for: NRR is the metric that separates Series A companies that compound from ones that plateau. This phase unpacks how pricing and packaging are actually working in the field — and designs 2–3 targeted experiments to move NRR without blowing up existing deals.

Week 5 — Pricing & Packaging Audit
Output you'll produce: An honest pricing and packaging audit — how deals are actually being sold vs. how they were designed, where discounting is happening and why, which packages are expanding vs. which are churning, and what your NRR would look like if packaging worked as intended. You present the gap between pricing design and pricing reality. A pricing/revenue operator joins to tell you what they'd change first.

Week 6 — NRR Experiment Design
Output you'll produce: 2–3 NRR experiment designs — specific, targeted changes to packaging, expansion triggers, or CS motion with clear hypotheses, success metrics, and guardrails that prevent them from breaking existing revenue. You present the experiment brief to the cohort. The room stress-tests each one before you run it on live customers.

‍

Phase 4 — Weeks 7–8: Org Ownership, Operating Cadence & CEO Stance

What this phase is for: At Series A, the efficiency problem is often an ownership problem. Everyone owns growth. Nobody owns the specific metric that's drifting. This phase clarifies GTM and RevOps ownership across teams — and builds the weekly CEO operating cadence that keeps the control metrics visible and actioned.

Week 7 — GTM & RevOps Ownership Map
Output you'll produce: A GTM/RevOps RACI — who owns CAC payback, who owns NRR, who owns pipeline health, who owns the board narrative. Not a job description exercise. A decision about where accountability actually lives and what that means for your weekly operating rhythm. You present the ownership map. A GTM/RevOps operator joins to show you the exact ownership gaps that cause control to slip at your stage.

Week 8 — Weekly CEO Cadence & Control Rhythm
Output you'll produce: A written weekly CEO operating cadence — Monday metrics review (30 min), Wednesday GTM/product sync (45 min), Friday board-readiness check (15 min), monthly investor update process. You present your first full week of running the cadence. The cohort tells you what's still running through you that shouldn't be — and what's still invisible that needs a home in the rhythm

Phase 5 — Week 9: Choose Your Levers & Build the Control Plan

What this phase is for: You've diagnosed the metrics, mapped the GTM leaks, audited pricing, and clarified ownership. Now you choose 2–3 high-leverage plays that move multiple KPIs at once — and turn them into a 6–12 month Control Plan with owners, milestones, and metrics.

Week 9 — Control Plan v1
Output you'll produce: A written Control Plan — 2–3 lever plays (e.g., tighten ICP/channel focus to compress CAC, redesign CS expansion motion to lift NRR, restructure packaging to improve payback period), each with a specific hypothesis, a metric target, an owner, and a 90-day milestone. You present the plan to the cohort. The room tells you what's ambitious-but-realistic and what's wishful thinking dressed up as a plan.

‍

Phase 6 — Week 10: Board-Grade Narrative & Series B Story

What this phase is for: Turn the Control Plan into the narrative your board needs to hear and your Series B investors will demand. Not the growth story — the control story. Where control slipped, what you're doing about it, how you'll know it's working, and when you'll change course.

Week 10 — Board Narrative & Series B Control Story
Output you'll produce: A board-ready control narrative — here's where efficiency slipped and why, here's the Control Plan and the 2–3 levers we're pulling, here's how we're measuring progress, here's what the company looks like in 12 months if the plan works. You present a 7–10 minute board-style narrative. A Series B investor joins to give you the feedback they'd give in a real first meeting — the questions they'd ask, the numbers they'd probe, and the narrative gaps they'd flag before you're actually in the process.

‍

Phase 7 — Weeks 11–12: Execute, Refine & Demo Day

What this phase is for: Run the early weeks of the Control Plan, bring real data and real resistance back into the room, and refine the narrative based on what you've learned. Week 12 is Demo Day — the final sprint, the forcing function, the presentation that proves the control layer is real.

Week 11 — First Control Plan Results & Narrative Refinement
Output you'll produce: An updated Control Scorecard showing first movement on your lever plays, a refined Control Plan based on what the first 2–3 weeks of execution revealed, and a tightened Series B narrative that incorporates what's changed. You present: "Here's what the plan said. Here's what the data said. Here's what we changed and why." The cohort pressure-tests your before/after.

Week 12 — Demo Day
Output you'll produce: Your final Control Scorecard, Control Plan, and Series B narrative — presented live in front of invited Series B VCs, growth-stage investors, and operators who've taken companies through the exact raise you're preparing for. You present what you built. They respond as investors. Expect real questions on your CAC trend, your NRR lever plan, and the ownership structure behind the metrics.

‍

‍

‍

‍