Quarterly Planning Workshop

The day

One day, four segments, and you write your own plan as we go.

Review the quarter that just ended. What you committed to, what actually happened, and what that tells you. Wins and misses are equally useful — both are information about how your business really behaves.

Check the long view. Your purpose is why the business exists beyond making money; your BHAG is the 10–25 year summit it is climbing toward. Most quarters it holds. Some quarters it has quietly stopped being true, and finding that out is worth the day on its own.

Set your thrusts and this year's initiatives. Thrusts are the three-to-five-year shifts in who the business has to become; initiatives are the handful of big moves this year that advance them.

Write three to five rocks. Specific, measurable, owned commitments for the quarter — the things that will actually be done by the end of it. Then the accountability structure that keeps them alive past week three, and the one number you are steering by.

We break for lunch. You leave with a finished plan.

Why a plan usually fails, and what is different here

Most plans die because they live in a document nobody opens again. Yours lands in Telos as you write it — your BHAG, thrusts, initiatives and rocks as real objects, in front of you every day, with Sapience able to answer "what is my highest-leverage priority right now?" against the plan you actually wrote rather than generic advice.

Your seat includes a 10-day Telos workspace that opens on the morning of the session, so you leave the day with the plan already running. If you continue with Accelerator OS, it carries straight over.

Who it is for

Owners of established service businesses, roughly 3 to 20 people, who are still the person everything routes through. You have run a few quarters on instinct and know what it costs: the important work keeps losing to the urgent work.

It is not a lecture, a framework PDF, or a recording to watch later. You build your own plan in the room, which means the day only works if you are in it.

Come ready

Bring your current numbers — revenue, your key metric, where last quarter actually landed. Open last quarter's plan if you have one. You do not need any of it figured out; that is the day's job. But walking in with your numbers means we spend the day planning instead of gathering.

Block the whole day. Close the extra tabs. The owners who get the most out of this are the ones who give themselves permission to step out of the business for one day and work on it.