How to get started
What to do first, and what you get out of it.
Each of the three tools explains itself. The order between them does not, and that is what decides whether you get anything out of it. Here is the way through, from what you are facing today to something you can act on.
Who this is built for.
It is made for companies that need an advisory board and a strategy, but can afford neither a consultancy nor the internal capability to run the process themselves.
- Typically 10 to 250 employees, owner-led or with a small leadership team
- No board, or a board that meets four times a year and does not know the day-to-day
- Decisions with real consequences, currently made by one person alone
- A strategy that either does not exist, or that nobody can remember the contents of
If you are a large company with your own strategy function and an active board, this is not built for you. Then it is Claus himself you want.
Which tool should you use?
Start with whatever matches what you are facing today. You do not have to use all three, and you do not have to take them in order.
| If you are facing | Start here |
|---|---|
| We do not know where we are going, and the leadership team does not agree on what to cut. | Strategy Lab Because a decision without a direction just becomes the next fire to put out. |
| We have one concrete choice right now, and I have nobody to test it against. | Decision Room Because the case cannot wait for a strategy process, and it needs challenging today. |
| The strategy exists, but it is not being carried out, because the conversations go wrong. | Education Lab Because what is missing is capability in the people who have to carry it out. |
The route most people get the most out of.
If you have time for all of it, this is the order. It follows how the work actually connects: direction before choices, choices before action.
1. Set the direction in Strategy Lab
Work through the seven steps of the bridge with your leadership team. You do not have to do it in one day; the work is saved as you go, so you can step away and come back. Finish with the strategy on one page and put it on the wall.
Six to eight hours, spread over two to four weeks
2. Make the calls in Decision Room
Every time a Must Win Battle runs into a real choice, put it to the board. Your company context is already there from the bridge, so you do not have to explain from scratch.
Twenty minutes per decision
3. Build capability in Education Lab
Send whoever has to carry the decision out through the programme. The negotiation programme is ready today; sales, AI and strategy are in development.
Four to six hours at your own pace
4. Run the bridge again in six to twelve months
The context is saved, so the second round takes half the time. This is where it becomes a habit instead of a project.
Three to four hours
Have this ready before you sit down.
None of it is required, but it halves the time and noticeably raises the quality. The tools fetch your public figures themselves once they have the company registration number.
For Strategy Lab
- Your company registration number, so financials and industry figures are fetched automatically
- Your website address
- An hour with the leadership team, phones away
- An honest answer to what you have stopped talking about
For Decision Room
- The decision in one sentence, the way you would say it to someone you trust
- The numbers that actually hang on the case, not the ones that look good
- Your own answer to where you lean, and why
- Twenty uninterrupted minutes while the board works
For Education Lab
- A real negotiation you are facing within a month
- Headphones, if you would rather speak to the AI counterpart than type
- A willingness to lose a training round and see why
Five things that decide whether you get anything out of it.
They are the same five things that decide whether a real board meeting is a waste of time or not.
1
Be specific, not polite
Write that you want to grow profitably and you get an answer about growing profitably. Write that your largest customer is demanding eight percent and that you do not know the contribution margin, and you get something you can use.
2
Say where you lean
The board pushes hardest on exactly what you lean towards. Hide your leaning and you get a polite review instead of a real test.
3
Disagree with it
The advisers are AI personas, not oracles. If an opening is wrong, say so. It is in the disagreement that you find out what you actually think.
4
Write the conclusion yourself
In the bridge it is your own words that end up on the page. Let the coach write all of it and the leadership team cannot stand behind it afterwards, and then the strategy is never yours.
5
Do it together, not alone
The tools are built to be used with the leadership team in the room. Half the value is in the conversations the questions start between you.
What the AI does, and what it does not.
This is here because you need to be able to trust what you get. We would rather say it out loud than have you discover it in the middle of a decision.
It does
- Ask the questions an experienced adviser would ask
- Challenge your logic and find the assumptions you have not seen yourself
- Fetch your public financials and industry figures, and say where they come from
- Hold the structure, so a SWOT ends in a conclusion and a battle gets an owner
It does not
- It does not make the decision. The room ends in a recommendation, never an answer key
- It does not know your internal numbers unless you give them
- It can be wrong, which is why the chair states where the analysis is weakest
- It does not replace a human at the table when something genuinely matters
What it costs, and how you buy.
You pay by card and get access immediately. All amounts are excl. VAT, because it is sold to businesses.
Decision Room, one decision
One-off. One decision through the whole board.
DKK 495
See Decision RoomDecision Room, annual access
Up to 20 decisions in a year.
DKK 4.995
See Decision RoomStrategy Lab, one project
The whole bridge, the analysis brief, the one-pager and the presentation.
DKK 9.995
See Strategy LabThe negotiation programme
Incl. VAT, because it is also sold to individuals. Eight modules and the AI counterpart.
DKK 1.295
See Education Lab
You get a receipt with VAT specified, so the purchase can be booked. The receipt is also inside the product, so you can always find it again.
When to bring in Claus instead.
The tools handle the everyday. But there are situations where a human at the table is the right answer, and then you should not use a tool.
Start a conversation- When the owners disagree with each other, and that disagreement is the real issue
- When the decision is big enough that it has to hold up to a bank or a buyer
- When the leadership team needs someone willing to say what none of them will
- When you have to negotiate something decisive and want someone who has done it before