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Strategy, design and execution, shown.

Every engagement runs the same three stages, with one team. Each one comes with a sample of what it produces, built for Larkspur, a fictional company that sells job-scheduling software to home-service contractors.

Get a read on your engineEvery function

01 Strategy

Strategy ends in one number and the tree of numbers that explains it. Every node has an owner and a source, so a miss has a name on it.

Where to play and how to win

  • Market map, white space and the segments worth owning
  • Ideal customer profiles down to the buying committee
  • Competitor research, differentiation and positioning
  • Pricing, packaging and unit economics
  • Product-led, sales-led or partner-led motions for each segment
  • A revenue plan with targets you can hold people to
SampleKPI treeLarkspur, October 2026

  • Paying contractors

    Up 11 this month. Target 450 by December 31.

    412

    Leadership, from Billing

  • New paying contractors

    This month

    38

    Sales, from Billing

  • Trials started

    160

    Marketing, from Product

  • Demo requests

    95

    Marketing, from CRM

  • Partner referrals

    41

    Partnerships, from Partner portal

  • Self-serve sign-ups

    24

    Marketing, from Product

  • Trial to paid

    24%

    Sales, from CRM

  • Contractors lost

    This month

    27

    Customer success, from Billing

  • Live inside 14 days

    71%

    Customer success, from Product

  • Tickets open over 2 days

    18

    Support, from Helpdesk

Read it bottom up: 160 trials at 24% make 38 new contractors, 27 left, so the one number moved by 11. The miss has a name on it.

Larkspur is a fictional company. Every name and number in this sample is invented.

02 Design

Design turns the plan into one journey across marketing, sales and success: entry and exit criteria for every stage, an owner, a promise, and a path for each ideal customer.

The operating system behind the number

  • One customer journey across marketing, sales and success, with a path for each ideal customer
  • Lifecycle stages with clear entry and exit criteria
  • Lead scoring, routing and handoffs nobody drops
  • Territories, capacity, quotas and comp plans
  • Org design and the hiring plan
  • CRM and data model, with systems and agents connected through APIs and MCPs
  • A KPI tree, dashboards and forecast logic
SampleJourney map across lifecycle stagesLarkspur, two ideal customers

  1. 01Lead

    Enters when
    Demo request, sign-up or partner referral
    Leaves when
    Schedules 3 or more techs on paper or a spreadsheet
    Owner
    Marketing
    Promise
    Reply inside 1 business hour
    Path for owner-operator, 1 to 5 techs
    Founder video and a trial link by email
    Path for multi-crew shop, 6 to 40 techs
    Same-day call from a rep

  2. 02Trial

    Enters when
    Account created
    Leaves when
    First 10 jobs scheduled
    Owner
    Sales
    Promise
    Check in by day 3
    Path for owner-operator, 1 to 5 techs
    In-app checklist and three emails
    Path for multi-crew shop, 6 to 40 techs
    Setup call with their dispatcher

  3. 03Paying

    Enters when
    Card on file or signed order form
    Leaves when
    Kickoff held
    Owner
    Sales
    Promise
    Kickoff inside 5 days
    Path for owner-operator, 1 to 5 techs
    Welcome note from the founder
    Path for multi-crew shop, 6 to 40 techs
    Handoff call, sales to success

  4. 04Live

    Enters when
    Kickoff held
    Leaves when
    Every tech on the app for 2 straight weeks
    Owner
    Customer success
    Promise
    Live inside 14 days
    Path for owner-operator, 1 to 5 techs
    Text-message tips in week one
    Path for multi-crew shop, 6 to 40 techs
    Weekly check-in until live

  5. 05Expanding

    Enters when
    Live for 60 days
    Leaves when
    Added a crew, a location or a module
    Owner
    Customer success
    Promise
    Business review by day 90
    Path for owner-operator, 1 to 5 techs
    A note when they reach the tech limit
    Path for multi-crew shop, 6 to 40 techs
    Quarterly business review

  6. 06Renewing

    Enters when
    90 days before renewal
    Leaves when
    Renewed, and asked for a review
    Owner
    Customer success
    Promise
    Renewal call 60 days out
    Path for owner-operator, 1 to 5 techs
    Review ask after the busy season
    Path for multi-crew shop, 6 to 40 techs
    Renewal call with the owner
Larkspur is a fictional company. Every name and number in this sample is invented.

03 Execution

Execution runs it and reports every Monday: the numbers, what moved them and what to do next, with owners. A line that could not be measured says so instead of showing a zero.

Run it, measure it, keep what works

  • Lists built, enriched and verified
  • Outbound and inbound programs, sales cadences and talk tracks
  • Enablement - playbooks, battlecards and objection handling
  • Campaigns and content in your voice
  • Onboarding, expansion and renewal plays
  • Forecasts, pipeline reviews and a Monday brief with the numbers, what moved them and what to do next
  • Experiments that compound, with agents running the repetitive work
SampleMonday briefLarkspur, week of October 5, 2026

Built at 6 a.m. from billing, CRM, product and helpdesk

Paying contractors

412

Up 11 this month. Target 450 by December 31, so the pace has to reach 13 a month.

What moved it

  • Partner referrals doubled. 41 trials this month against 22 last month. Both supply-house partners now send a list every Friday.
  • Trial to paid slipped. 24% against 29%. Trials with no job scheduled by day 3 converted at 6%.
  • Losses are an onboarding problem. 19 of the 27 contractors who left never went live inside 14 days.

What to do this week

  1. 1.Sales: Call the 31 trials with no job scheduled by day 3. The list is saved in the CRM.
  2. 2.Customer success: Hold every new kickoff inside 5 days, starting with the 9 booked this week.
  3. 3.Partnerships: Ask the two supply-house partners for a second list, from their counter staff.

Forecast

34 to 41 new paying contractors by October 31, weighted from 118 open trials by stage.

Not measured this week

Review requests sent. The review tool's export failed on Sunday, so this line shows nothing rather than a zero. It is back on the list for next Monday.

Larkspur is a fictional company. Every name and number in this sample is invented.

Every function

The revenue engine is where it starts. A company that runs AI native needs all fifteen functions.

New

AI operations is the function an AI-native company has that an ordinary one does not. It is also the one we run for ourselves every day, so it is where our proof is deepest.

For teams already AI native

AI-native teams do not need to be convinced. They need horsepower, hardening and a go-to-market that moves as fast as they ship.

  • Horsepower

    Our agent organization ships into your repo and backlog: integrations, internal tools, data pipelines, evals. Your review, your merge, your code.

    Monthly capacity or fixed sprints

  • Hardening

    Agent architecture review and build: memory, model routing, evals, guard rails, audit trails.

    Fixed scope

  • Revenue engine for AI products

    You ship weekly. We run go-to-market end to end on the same Map, Build, Run path.

    The five stages

  • Operating controls

    Governance for agents in production: least privilege, approvals, audit trails, injection defenses. Written for the security leader who signs off.

    Fixed scope, then a monthly review

How we work with AI-native teams

Want these for your company? It starts with a free read of what's stuck.

Start with a free readtudor@saitoc.com