This answers the questions CEOs ask before committing a leadership team to a week. If something is not answered here, please reach out and ask.
The workshop is built for crypto and blockchain companies at the two hardest transitions, zero to one and one to ten. You have built something that works, with real users, but you are not growing as fast as you need. Infrastructure and architecture, protocols and markets, trading, payments, institutional, consumer, and the crossover into DePIN, decentralised AI, identity and prediction markets.
Start with a conversation. Reach out directly to discuss what you are trying to solve. If the week is not right for you, I will let you know.
The next step is an hour with your leadership team, at no cost and under an NDA. It shows whether your team agrees with itself, whether your numbers match the story you tell, and which questions about your own business nobody in the room can answer. The gaps are the finding, and they help you decide whether you want to work with us.
Where my record is deepest: swap aggregators and cross chain routing, lending protocols, privacy infrastructure, non-custodial exchanges. What they have in common is the model rather than the sector. Each is a two-sided market, bringing two groups together who exchange value with each other, and the hard problem is getting both sides on and then having them interact. Most of crypto runs on the model, from L1s to DEXs to retail dApps, and it is what I have specialised in for the past twenty-three years.
What caps growth in a sound business is the gap between what your leadership team believes, what your systems say and what your users and your market do. That gap behaves the same way in a perps DEX, a lending protocol or a consumer dApp.
What matters more is that I do not tell you what to do. I bring the patterns that repeat across businesses, and a discovery process that finds the gap. You bring depth, the detailed understanding of your own market and your product that nobody else has. The path that drives growth gets built where those two meet in the workshop week.
We do not sell tokenomics as a standalone service. The token alone is not what we fix.
A token price that does not reflect your traction is a symptom, and the common mistake we see is to treat it as the problem. Redesign the token and you move the symptom. The cause stays unchanged.
The week works the layer below. What the business differentiates on, who it is for, how it acquires and keeps users, and what the roadmap has to deliver. Tokenomics and utility get settled inside that, built to maximise whichever applies, alongside every other stream that has to carry the strategy.
No. Not during your engagement and not for six months after it. The rule, and what it means in practice, is set out in full on the fees page.
Five days with your leadership team together, plus a sixth day held in reserve. We confront the business as it really is, get clear on its real differentiators, how that truly drives growth, lock down the strategy, then map it and the roadmap to make it happen. Every session runs on your business, your metrics and your decisions. Underneath all of it sits one question, whether you are giving your customers what they actually want and the best version of it you can build.
Days normally run from 10am to 6pm, with short breaks and a stop for lunch. Expect evenings to be included. Most nights there is something to finish for the following day.
By the time the week starts we will have spent weeks deep diving your data, your metrics and your team's own perspectives. We will know your product, we will know your customers, and we will know what they actually want and why. The week is then spent making high impact decisions you can execute on rather than establishing facts.
Neither. The distinction matters. Training gives you knowledge and no decisions. Consulting gives you recommendations you did not make and will not defend a few months later.
Most of the week is your team working, not listening. Each session opens with the theory and discovery data it needs and then turns immediately into structured exercises run by the whole room, built on the methods the world's leading technology companies use. The exercises are the engine. They are designed to surface things about your business that none of you could reach individually and that no outsider could hand you. They do because the answers only exist in the collision between what each of you knows.
The decisions are your team's, which is why they hold. What you walk out with survives contact on Monday because everyone who has to execute it helped build it.
If your team is twelve or fewer, we'd recommend it's everyone. Beyond that, every member of the leadership team, for every day. The week produces decisions that are owned. A decision made without the person who owns it is a decision that unravels the moment the week ends.
It is worth thinking past the org chart as well. The most useful person may not be on the leadership team. It could be the designer who watches users struggle, whoever runs user research, the engineer who knows where the product actually breaks, or the customer support lead who every day sees what your customers really think. The exercises work on what people know, not what their title is.
Yes. Both are available, in person is what we recommend, and the choice is yours.
The case for coming to us is attention and alignment. The week depends on undivided attention, which is easier to hold when everyone is in one place with nowhere else to be. Having the team present also builds the agreement that makes the outcomes hold once they are back at their desks.
Remote runs properly rather than as a lesser version. The same discovery, the same modules, the same exercises, the same outputs. It runs in your own Miro board and on your own video tool, so the week's material stays inside your environment. The days are deliberately shaped to protect people's attention.
Where travel is what stands between you and the week, take the remote option. It is a better week than not having one.
No, and this is an important part worth understanding.
The week runs as a series of modules, each one taking a body of practice that the best technology companies use, and putting your business through it. The modules are not a syllabus. Which ones run, how deep each one goes, and what the exercises inside them work on, are all built for your company off the back of discovery. Some weeks run eight to ten. Some run five, but deeply. No two weeks are ever the same.
What gets run in the week gets decided by discovery, not by a brochure. It is why discovery happens first and why it is as comprehensive as it is.
It is not a framework assembled for a consulting practice. It came out of running the process on real companies. Josh has led technology businesses for 23 years and for more than a decade has put every one of them through a version of this every six months, refining what worked and cutting what did not across each one.
What survives is what kept producing high impact decisions that held, judged by the person who had to live with the outcome rather than by what presents well.
Discovery is how we arrive knowing more about your business than your team has ever put in one place, with the contradictions already mapped. Every fact established before Monday is an hour of the week spent on judgement instead of fact finding.
It runs in three layers, and the findings live in the gaps between them.
User research is a specialised craft and the method has to match the question being asked. Run the wrong one and you get a confident answer to a question you were not asking. Layers one and two decide the method and who we use to run it.
An example of what a gap looks like. Your project management tooling holds what you planned. Your deploy history holds what you shipped and when. Read together they give your real velocity, which is a different number from the one anybody quotes.
The strongest control is that we hold as little as possible, for as short a time as possible.
Our controls, and the providers relevant to your engagement, are set out in a security pack sent on request. If your security team wants a data processing agreement or a completed security questionnaire, send them to us.
Further information on how we handle your material is set out in our privacy notice.
Your growth is a solvable problem. It starts with a conversation.