The Value Operating System is delivered as a 90-day engagement — a baseline before the stage, a weekly discipline your managers own, and a re-score that shows leadership exactly what moved. Here's the entire engagement, before you ever sign.
Most kickoffs spike the room and decay by Friday. This is engineered so the energy of the event becomes a weekly habit owned inside your team — and so the change is measured at both ends, not felt.
A baseline 360 is captured as pre-work, so day one of the kickoff isn't day zero of the change. We walk in already knowing where the team stands.
The weekly cadence runs inside your team, led by the manager — not dependent on us being in the room. That's what makes it stick after we leave.
The same instrument at the start and the end. The before-and-after change — anchored to one business metric — is the deliverable leadership signs off on.
The engagement opens and closes with the same measurement, so the middle is accountable to a number — not a vibe.
Need it faster? The same arc compresses into a 4-week Sprint for a single team or a pilot.
Every phase has an owner and an exit gate — nothing advances until the prior step is genuinely done.
Each rep self-assesses on the 20-item, five-layer Engine diagnostic. Each manager rates every rep on the same items — and rates themselves. The gap between how a seller sees themselves and how their manager sees them is the signal we build the whole engagement around.
Exit gate: every rep self-scored and every manager has rated their reps.
We correlate self vs. manager scores, surface the team's blind spots and hidden strengths, and align with leadership on the one or two layers to push and the single business metric the work will be measured against — ramp time, win rate, pipeline created, quota attainment.
Exit gate: leadership has signed off on the focus layers and the metric.
On stage: the keynote reveals the team's own scores back to them, sets the 90-day arc, and turns insight into commitment. Reps leave the room knowing their layer, their first reps, and exactly what the next 13 weeks look like. The event becomes the starting gun, not the finish line.
Exit gate: every rep has a layer, a first action, and a manager check-in booked.
Five phase milestones — Identity, Execution, Adversity, Opportunity, Legacy — each turned into reps the seller actually does. The manager runs a weekly GROW-model coaching conversation; we deliver the milestone content and coach the managers. A mid-point pulse around Day 45 catches drift before it costs you the quarter.
Exit gate: all five milestones run; weekly cadence held; Day-45 pulse reviewed.
Reps and managers complete the identical diagnostic. Because the instrument hasn't changed, the movement is clean: observer-rated lift per layer, how far the self-vs-manager gap closed, and which sellers migrated out of a blind spot.
Exit gate: re-score complete for the cohort and tied to the business metric.
We present the lift, the gap convergence, and the quadrant migration against the metric you chose, name the managers who coached it best, and lay out the path to the rest of the org: certify internal facilitators, run the next cohorts, and license the system.
Exit gate: results accepted; expansion decision on the table.
A self-rating alone flatters. A manager rating alone misses what the seller feels. Plotting one against the other turns a soft topic into four clear, coachable positions — and a number you can move.
Both see it. Bank it, name it publicly, and use this rep to teach the layer to the rest of the team.
Everyone agrees it's a gap. The easiest, fastest coaching win — open, honest, no ego to manage.
The rep over-rates here. The riskiest quadrant and the one a 360 exists to expose — close it before it costs a deal.
The manager's rating of each layer, start vs. finish. Outside eyes, not self-report — the number leadership trusts.
How far the distance between self and manager closed. Shrinking gaps mean self-awareness — the root of durable change.
How many sellers moved out of a Blind Spot or Shared Gap into Confirmed Strength — change you can point to by name.
Every layer is anchored to one business metric you choose up front. For small cohorts we report the percentage of sellers who improved and the size of the change — honest measurement, never inflated claims.
The fastest way to lose a program is to make it depend on the outside expert. So we build the cadence to live inside your team — and turn your managers into the coaches who own it.
Do the weekly reps, self-assess at both ends, and teach one principle back at the capstone to prove they own it.
Own the weekly GROW conversation — the cadence that makes it stick. We certify them, so coaching capability stays in the building.
Delivers the five milestones, coaches the managers, runs the assessments, and builds the leadership readout.
Sets the target metric at the in-brief, sees the readout at the end, and makes the call on rolling it out wider.
Certifying your managers isn't an add-on — it's how a 90-day cohort becomes an operating system the company keeps running long after we leave, and it's the bridge to licensing the Engine across every team.
The book the whole system is built on — the twelve principles in the founder's own words.
The reps, prompts, and weekly exercises that turn each layer into something they actually do.
Their baseline score and their re-score — personal proof of where they started and where they moved.
The weekly conversation guides and rubrics that let your managers coach the layer with confidence.
Manager-as-coach only works if the manager is actually equipped. So every cohort ships with the Manager & Coach Playbook: the exact weekly cadence, a GROW coaching script for all five layers, how to read each rep's 360, and the fill-in tools to run it — so coaching capability stays in your building long after we leave.
Run one cohort with it and your managers are on the path to becoming VOS-Certified Coaches — the bridge to rolling the Engine out across every team in the company.
The field guide for the manager who owns the cadence.
You get a single owner on our side and a documented run-of-show for every phase. Reporting to leadership is aggregate; an individual's scores stay with that individual and their manager. And the scope is explicit — performance development, not therapy. Anything clinical is routed to the licensed providers your organization already has in place.
The discovery call is where this becomes a plan with a date on it.