You’ve had the AI conversation. Let’s land the plan.
This is hard, and you’ve already put real work into it: the tools, the experiments. Over two days we help your partners sort through it all and agree on a plan: where AI can grow revenue, and which pilots to run first.
$15,000, two days, one on site.
Book 20 minutesThe same meeting, every quarter.
Your leadership team has had the AI conversation more than once. Everyone agrees something needs to change. Nobody agrees on what first. And the billable work that has to ship this week pulls the decision back into the drawer.
The hours it takes to decide what the firm sells next are the same hours the compensation model punishes. Every partner makes a rational short-term choice, and the firm waits another quarter.
What the two days produce.
Your partners agree.
Where AI can grow revenue across the firm, decided together, so it holds after everyone goes back to billable work.
The two or three services most worth pursuing, in order.
Ranked by your partners, with the best one first.
Where the firm stands.
Which of your services AI is changing, which hold, and where the openings are.
The first pilot, scoped.
For the service at the top of the list: what it would bill, and the client material it would run on.
Built around decision-making, not technology.
Offerings your clients will buy are the asset.
The two days use proven frameworks from strategic facilitation, innovation design, and service economics, adapted for turning AI capability into new offerings.
The frameworks the two days apply are all public. The Three Shifts covers how firms move pricing from hours to outcomes, delivery from reactive to proactive, and the productization framework from bespoke to scalable.
The structure follows Kaner’s Diamond of Participatory Decision-Making. The divergent phase surfaces assumptions and maps territory your team hasn’t examined together. The convergent phase filters and scores. In between is what Kaner calls the “Groan Zone,” where different perspectives collide and easy answers fall apart. We stay in it on purpose. That’s where your team’s assumptions about what’s possible get challenged by what AI actually makes feasible today.
Each session uses ORID (Objective, Reflective, Interpretive, Decisional), a question architecture developed by the Institute of Cultural Affairs. It prevents the conversation from jumping to solutions before the problem is understood. Objective: what’s actually true about the business. Reflective: what surprises or concerns the team. Interpretive: what patterns emerge. Decisional: what to do about it. The people in the room know things they don’t know they know. The right question sequence surfaces insight that a brainstorm never would.
Individual silent writing before any group discussion prevents the loudest voice from anchoring the conversation. It captures every senior person’s perspective, especially the quiet ones who often have the sharpest insight. Dot voting replaces open debate for prioritization, so decisions reflect collective judgment. The managing partner holds a formal Decider role: when the team is split, they make the call. This mirrors how decisions actually get made at the firm and ensures the output has executive commitment.
How the days run.
The first day is on site, with you and three to six senior people. Everyone writes down their view before anyone speaks, so the loudest voice doesn’t set the agenda, and when the group is split, the managing partner makes the call. On the second day we scope a pilot for the service the partners ranked first, and walk the managing partner through it on a closing call.
Service Landscape Mapping
90 min
Your team walks through how the firm actually makes money. We place every service on the map: exposed to AI, compressing, defensible, or emerging.
Opportunity Identification
90 min
For every service on the map: what new service becomes possible, what client segment opens up, and what changes about pricing.
Prioritization and Selection
60 min
Fifteen ideas aren’t useful. Two or three are. We filter on hard gates (describable to a real buyer, a named person to test with, no legal risk), then score on revenue and how fast it can start.
Rapid Specification
90 min
For the top choice: what the service is, who buys it, how AI delivers it, and what it bills. Then a pre-mortem: imagine it failed, and say what went wrong.
What happens next.
In the weeks after the decision, billable work refills the calendar. You leave with the first pilot scoped, so the next step is already set.
The first pilot starts
In two weeks, a working first version tried on client material you choose, then a decision on whether to build it for production. Priced separately: $10,000.
The next pilots follow the plan
One at a time, in the order the partners agreed, each ending in its own go or no-go.
Questions
The managing partner and three to six senior people who deliver the work and know the clients. They do most of the talking.
$15,000 for the two days, one of them on site. Pilots are priced separately, at $10,000 each, and the plan isn’t credited toward them: it stands on its own.
You leave with the two or three services worth pursuing, in order, and a pilot scoped for the first. When a pilot shows its idea is worth building, we build it and take it to your first client.