Private sessions on your own pipelineTraining

Turn commercial training into a standard the team keeps.

Sessions built from your own pipeline, deal and qualification records, ending in a standard the team applies in its reviews, not a deck.

Discuss the operating problemSee what is taught

€8,000 flat · private, for one company's team · on site or remote

Why most training fades

Training only works as well as the system around it.

The problem

  • The gap has not been named, so the session is aimed at a structural problem it cannot move
  • Roles, handoffs or incentives quietly contradict the behaviour being taught
  • The material is a generic case, so the standard it teaches is generic too

What changes

  • A named gap before a session is designed, checked against the structure around it
  • Material built from the team's own pipeline, deal and qualification records
  • A standard expressed as behaviour the team can apply on Monday
The framework

Every session runs on the KIHON framework.

The same five steps a Diagnosis runs, taught rather than delivered, so the team can read its own system after we leave.

  • KKey breakLocate
  • IInputsEvidence
  • HHidden costConsequence
  • OOrderSequence
  • NNamed ownersTransfer
Training programme

Kihon Labs Training

Capability development in five connected areas, on your own material, ending in a standard the team keeps using.

Private training, one company, on your own records

  • Sales execution, commercial leadership, system literacy, forecasting discipline and cross-functional coordination
  • Material built from your pipeline, deal and qualification examples
  • Sessions on site or remotely, internationally, in English
  • Concepts opened to challenge and connected to the decisions people make in their week
  • The standard carried into deal and forecast reviews
  • A review after the behaviour would have decayed if it was going to

€8,000flat

Discuss the operating problem
Follows a diagnosisWhere the gap has not been named, that comes first.

Training aimed at an unnamed gap is usually aimed at a structural problem it cannot move. The Executive Workshop or the Diagnosis names the gap; Training closes it.

The programme, inside

What's inside each stage.

Four stages, from a named gap to capability the team keeps.

  1. 1Name the gapA named gap before a session is designed
  2. 2Build on your contextYour material, not a template
  3. 3Run the sessionPractised, not presented
  4. 4Hold the standardCapability that remains
Stage 101 / 04

Name the gap

A named gap before a session is designed"Training aimed at an unnamed gap is aimed at a structural problem."
What happens
  • The gap stated against the roles, handoffs and incentives around the behaviour
  • Where the structure contradicts the behaviour, this is where the engagement stops
  • Evidence of use named in advance, so application is observed rather than assumed
  • Participants, format and location agreed with the host
OutcomeOne gap, in writing, that a session can actually move.
TimingBefore the session
Stage 202 / 04

Build on your context

Your material, not a template"A generic case teaches a generic standard."
What happens
  • Pipeline, deal and qualification records selected with you
  • Confidentiality and scope agreed before any record is used
  • The standard expressed as behaviour, not as a concept to agree with
OutcomeSessions the team recognises as its own work.
TimingPreparation, before the session
Stage 303 / 04

Run the session

Practised, not presented"Capability demonstrated in a room has not been transferred."
What happens
  • Rehearsal of the qualification, review and handoff decisions the team makes weekly
  • Frontline, second-line and executive leaders in the room where the gap is leadership
  • On site or remotely, internationally, in English
OutcomeA shared standard the team can apply on Monday.
TimingIn the room
Stage 404 / 04

Hold the standard

Capability that remains"The only review that tells you anything is the one after decay would have set in."
What happens
  • The standard used in deal and forecast reviews rather than filed
  • Evidence of use read against what was named before the session
  • A review after enough time for the behaviour to have faded if it was going to
OutcomeCapability that stays in the team after the engagement ends.
TimingAfter the session
What is taught

Capability development in five connected areas.

Each area ends with something the team keeps using: a qualification bar, a review format, a shared definition. The output is a standard, not a session.

01

Sales execution

Qualification and deal discipline applied to your actual pipeline rather than to a generic case, ending in a standard the team uses in deal reviews.

02

Commercial system literacy

Teaching the commercial organisation to read how strategy, roles, handoffs, data and governance work together. The diagnostic logic taught rather than delivered.

03

Commercial leadership

Helping frontline, second-line and executive leaders run the system through clear accountability, evidence-led reviews and operating cadence.

04

Forecasting and review discipline

How pipeline is inspected, how a forecast is challenged and what evidence a commit requires, so reviews test the number instead of restating it.

05

Cross-functional coordination

Shared definitions and working agreements across marketing, sales, customer success and revenue operations, focused on the handoffs no function owns alone.

Is this for you?

Training is the right answer when the gap is capability.

  • The capability gap is already known and named
  • The structure around the behaviour already supports it
  • You want the capability to remain after the engagement ends
  • It forms part of a diagnosed intervention, on its own or inside a Partnership

Not sure whether it is capability or structure? Start with the Diagnosis →

Where this sits

Alongside the ladder, against a gap that has already been named.

01

Executive Workshop

Three hours, up to eight people who can change the system, before any evidence is gathered.

You own: The shape of the problem, in writing.

€6,000flat

Credited in full against a Diagnosis commissioned within 30 days.

Details →
02

Diagnosis

Usual entry point

Interviews, the operating records you already produce, and your own internal rates.

You own: Five outputs and one decision, not a deck.

€12,000flat

Six to eight weeks from evidence access to the leadership briefing.

Details →
03

Build

Strategy, roles, handoffs, process, data, governance and operating cadence.

You own: The first commercial operating model, and the reasoning the next leader inherits.

€30,000flat

For companies selling successfully without a system anyone could hand over.

Details →
04

Operation

The scoped Diagnosis, then implementation of its roadmap inside your own system.

You own: The change implemented, and measured against its own baseline.

€55,000flat

The diagnostic is included in this price rather than added to it.

Details →
05

Partnership

Recurring diagnosis, implementation support and capability development, cycle after cycle.

You own: Capability built into your own leaders rather than rented.

€7,500per month

Six-month term. A partnership that cannot end has stopped being useful.

Details →
06

Training

You are here

Sales execution, commercial leadership, system literacy and cross-functional coordination.

You own: A standard the team can apply without us.

€8,000flat

Applies where the capability gap has already been named.

Talk to us

Every figure is the engagement fee. The full set, with what each one includes, sits on the services and prices page →

FAQ

Training FAQs.

Do you run public sessions, or only private ones for a single company?
Private, for a single company's team. The material is calibrated to one organisation's actual pipeline and qualification records, which a mixed-company room cannot provide.
How much does training cost?
€8,000 flat for a private programme for one company's team, on site or remote, in English, with travel arranged by the host if on site. It is a flat price, not a per-person price, and it applies where the capability gap has already been named. Where it has not, the Executive Workshop or the Diagnosis names it first.
Can we book just the executive coaching without the team training?
Yes. Executive coaching is a separate track from team training and can be booked on its own, structured and confidential regardless of any consulting engagement running in parallel.
What happens after the session?
The standard is carried into deal and forecast reviews, and it is checked again after enough time for the behaviour to have faded if it was going to. That review is the only interval that tells you anything, and it is scheduled before the session runs.
Get started

See if Training fits your team.

A short call establishes whether the need is capability, structure or both. No scope is proposed before that is clear.

Discuss the operating problem
Discuss the operating problem