Get your score first.
Your Snapshot score tells you which zone is the constraint. It makes every conversation with your team and with me more specific and more useful. If you have not taken it yet, start there.
Take the Snapshot →One session and roadmap per zone, built in the room.
We score your zones together, map how they affect each other, and identify which one to fix first. You make the calls. I bring the pattern recognition. Between the two, the sequence becomes clear.
You leave with a prioritized roadmap. Not a deck. Not a recommendation. Something you built and understand well enough to act on before the week is out.
The week before the session you will receive three questions. No preparation required. Just honest answers. They shape the first hour.
On-site in Berlin or at your location. Travel outside Berlin arranged separately. Remote sessions run on Zoom.Some founders leave the workshop knowing exactly which zone to build first and want to start immediately. 21 days. One zone. Built together, not handed over.
Pre-pandemic, Fuckup Nights operated in 320 cities across 90 countries. Two years prior, the forecast didn't reflect any of it.
Research projects, documentary deals, city licensees, and sponsorship arrangements were all running simultaneously. Each had different revenue timing, different buyer relationships, and a different definition of what a successful close looked like. What we called a forecast was a list of things we hoped would come in.
It took three quarters of missed expectations to reframe how we managed each business unit as a separate, legible revenue stream. Once we did, the forecast became something we could actually use.
Before that it was performance. The difference cost us three quarters. It will cost you the same, or you can start with a forecast that already knows the difference.At Cirklo we sold innovation capabilities across North America and Latin America. Each engagement was customized. Each buyer was different. The experimental nature of what we were building made that feel like a feature.
It wasn't. The thesis was in our instincts. Those instincts don't scale beyond the founding team and confused our 27-person team.
Three weeks of structured market analysis turned our entire buyer history into three legible ICPs. The motion became something other people could run. What it cost to get there was three years of growth we couldn't fully capture because we couldn't fully explain who we were selling to or why they bought.
You already have the buyer history. The thesis is already in there. The question is whether it's legible yet, or still living in the founders' heads.When we started building the enterprise team at Fuckup Nights, one person was managing one to three private events per month. Demand grew. The instinct was to hire.
The problem wasn't headcount. It was that we hadn't designed the unit before we tried to scale it. We figured out the operational ceiling by hitting it, then measured it, designed the next unit from what we learned, and only then added people. Two coordinators at a specific event volume. Three at another. Each step required knowing the financial sustainability of the model at that size before committing to it.
In 16 months we reached 18 to 21 private events per month. The growth didn't come from hiring faster. It came from designing first.
If the same decisions keep landing on your desk, it is not a people problem. It is a design problem, and hiring won't solve it.The methodology came from the mistakes. Every principle in it has a specific quarter behind it.
An operator who uses this methodology with their own clients. There is a licensing model. Start here →