Scale without a thesis is just hiring. The thesis sets what we say yes to, and — more importantly — what we keep saying no to even when the cheque is large.

Org design follows the scale thesis (§01). We hire to relieve the binding constraint, not to fill an org chart template.

The capacity model converts coach hours into cohorts and cohorts into revenue. Every plan in this sprint reads from this model. It lives as a spreadsheet (or Notion DB); this file is the spec + a worked example.

Unit economics are the discipline that turns the capacity model (§03) into a business. We measure at three units: per cohort, per coach, per client account.

We expand by region in sequence, not in parallel. Two regions launched at once historically halves the success rate of both. The order: deepen UK → second UK hub → first international beachhead → second international → multi-region structur

What localises, what doesn't, and how we make the call without diluting the moat.

Partnerships exist to extend reach where direct sales is uneconomic or slow. They are not a substitute for direct relationships with anchor accounts.

The platform exists to make cohort delivery + evidence reporting cheaper, faster, and more rigorous. Every feature must pass the test: does this reduce cost-to-deliver, or increase confidence factor, or both? If neither, it is descoped.

Scale doesn't replace the risks in Sprint 9 §06 — it adds new ones and re-weights existing ones. This file lists the deltas and how each is mitigated. Each row is added to the live register at the QSR that approves the corresponding stage m

The two-year plan ties Sprints 1–10 into a single page that any new joiner can read in 5 minutes. It is reviewed at every QSR (Sprint 9 §05) and is the only place where the company's bets, numbers, and constraints sit together.