The Map · from $4,995
You leave The Map with the year ahead written down.
Your leadership team is in the room because they know the business at every level, and they are the people who will explain this to everyone else. A plan handed to a leadership team gets tolerated, and a plan they built themselves gets championed and implemented. It is built around how your company runs, not a template applied to every business. The Map is AI strategy consulting done with your leadership team in the room, and you leave with the plan in writing.
Online
$4,995
This version is for companies with 20 employees or fewer, and you get two days of online sessions with the owner and the key people who run the work.
Your plan arrives as a tabbed PDF within ten business days.
Remote
$9,995
You get two half-day online sessions with your leadership team. This is the version we recommend for most leadership teams.
Your plan arrives as a PDF within ten business days, and the printed, tabbed binder follows within a week.
On site
$18,995
You get one full day in person, from nine in the morning until eight at night at a venue near you, with the venue, every meal and Ed's travel included.
Your plan arrives as a PDF within ten business days, and the printed, tabbed binder follows within a week.
Every version ends with your plan written down, organized and yours to keep.
Every version covers the same ground and delivers the same results: your governance policy within forty eight hours and your written plan for the year within ten business days. There are no add-ons and nothing to negotiate, and the plan belongs to you whether or not you ever hire us. No sales, no obligation.
The Map is not about AI.
It is spent on your business. We work through how customers find you, how they become customers, how the work gets done, how the company gets paid, and why they choose you rather than a competitor. That fills most of the time together.
Nobody arrives with a solution to sell, and nothing is recommended until the leadership team has described how the company operates.
AI is a tool, in the way a plane is a tool to a carpenter. Nobody hires a carpenter because he owns a good plane. They hire him because of what he can build with it. The question The Map answers is what this company should become, not which software to buy.
We record where things stand before anything is built.
Measurement starts before the work
You leave with a clear picture and a sequence to act on.
These are concrete deliverables, written down and yours to keep. The leadership team gets a document it can work from the next morning, not a deck that gets filed and forgotten.
01
A written analysis of where the business stands, in the language of the leadership team, not the language of the technology underneath it.
02
A roadmap with the sequence, the timing, and the measure for each step, so the leadership team can see what comes first, what comes next, and how they will know each step worked.
03
Three Digital Employees are identified for the coming year, and each one is placed in a target month chosen against your own calendar. Each Digital Employee runs live for three full months while it is measured and tuned, and during that time the next one is being built, so the pace is three a year rather than more. The reason is plain: three is what a leadership team can absorb while still running the business. At the session you are asked which two months of your year are your worst and which two are your best, and nothing is ever launched into either one.
04
Early in the engagement you receive a twelve month calendar showing what was agreed and when. It carries the three launches with their target months, the measurement dates including the baseline, the thirty day check and the ninety day proof, the monthly working sessions, the quarterly reviews, the semi-annual rescore, and the planning quarter. Target dates carry roughly two weeks of tolerance, and the calendar is reissued whenever anything moves, so a date never changes quietly. Most companies of this size have never had a target for their technology, only a budget, and those are not the same thing.
05
A follow-up session, scheduled as part of the engagement, to walk through the findings and the recommendations with the leadership team.
The roadmap belongs to you, to keep and act on with anyone. There is no obligation built into the document, and if you do want the work carried forward, the roadmap is the first thing your Chief AI Officer picks up.
Questions your business should be able to answer.
Most leadership teams cannot answer these. The answers are not hard, but nobody has ever put the question to them in these words. The Map asks the questions and works the answers out with you.
01
If a core system went down tomorrow, how long could the company keep operating before a customer felt it?
02
Of the money already spent on AI, who owns the outcome? Who can say, in plain words, what it returned?
03
Do the processes that keep the company running exist anywhere outside the heads of the people doing them?
04
If the person who holds a critical system in their head left tomorrow, what stops, and for how long?
05
Can the leadership team name, in one sentence, what each major system does for the customer?
06
If someone on your team pasted a customer list into an AI tool this afternoon, is there a written rule that says whether they were allowed to?
A roadmap has an order, and the order is not a matter of preference.
A roadmap has an order
Sequence and timing. What comes first is not a matter of preference. It is a matter of what unblocks the next thing.
You receive a document you can work from the next morning.
A document you can work from
Where the business stands now
Sequence
Timing
How you will know it worked
Three quarters build the work, and the fourth decides what comes next.
Three quarters of the year are for building, and the fourth quarter is for deciding. The client's own fourth quarter, whatever their fiscal year says, is a planning quarter. That is when the whole picture is rescored, the governance policy gets its annual review, and the next year's three Digital Employees and next year's calendar are chosen with the leadership team rather than presented to them.
By the second year the company has a rhythm it can repeat, and the leadership team is running it rather than receiving it.
