This page consolidates the current Empower Labs goals into two operating views: a growth-and-strategy view for the longer-term business model, and a Q2 execution view for the April 24 OKRs.
Primary product: Stage 3 OSTeams custom cohorts remain a premium revenue lineCompany OS installation becomes expansion revenue in ~2 monthsCore thesis: product-led software plus premium implementationSource snapshot: March 20, 2026
Operating timeline from sprint to product-led transition
March 20, 2026
Instrumentation checkpoint
Outbound funnel instrumentation and trial journey conversion tracking should be live so the team can measure signups, activation, upgrade clicks, and paid conversion.
March 27, 2026
Conversion enablement checkpoint
Bridge onboarding content, Teams sales assets, and YouTube channel optimization should be in market to support conversion rather than pure traffic generation.
April 24, 2026
Sprint outcome checkpoint
Hit audience conversion, outbound, activation, and YouTube goals while operationalizing sale-to-delivery and delivery-to-success across both Stage 3 and Teams.
Next 4 months
Expansion checkpoint
Reach 40 paying customers, hold $400k cash in the bank, produce 10+ new $999 customers per month from new channels, scale Teams custom cohorts from 2 to 3 per month, and package Company OS installation so it is ready to sell in about 2 months.
Next 12 months
Company-shape checkpoint
Drive toward over 100% net revenue retention, 30+ new customers per month, pricing expansion toward $1,999, sustain 4 premium Teams custom cohorts per month at a $75k starting point, and layer in Company OS installation as expansion revenue.
Strategic Shape
What the business is trying to become
Stage 3 as the core product: the AI operating system and operating-context source of truth.
Teams as a premium implementation line: custom cohorts stay in the business and move upmarket rather than disappearing.
Company OS installation as expansion revenue: deeper consulting-led implementation sits above software and raises account value.
Lean operating model: preserve capital, keep the core team small, and grow through product economics.
Distribution evolution: move from owned audiences and outbound into scalable acquisition, then later licensing partners.
Product-led first
Premium Teams cohorts
Company OS installation
Capability Kits
Higher pricing over time
Teams Revenue Ramp
Custom cohorts become a durable premium revenue line
April and May
Target 2 custom cohorts per month with deal size likely averaging about $50k while packaging and close rates are still tightening.
June and July
Target 3 custom cohorts per month, still assuming roughly $50k average deal size while the engine scales.
August onward
Target 4 custom cohorts per month with a $75k starting price point as the offer becomes more premium and standardized.
Strategic role
Teams remains in the portfolio as a high-ticket implementation and niche-expansion layer while Stage 3 software compounds recurring revenue underneath it.
Expansion Revenue
Company OS installation as a consulting and LTV multiplier
Offer timing
The Company OS installation offer should be ready to sell in about 2 months as a deeper implementation service above the software layer.
Example pricing
Directional pricing today is about $25k for B Line and about $150k for Kosatec, showing that the same core system can support very different enterprise values.
Delivery model
Execution can be led primarily by Andi, which keeps Hayden focused on product, sales, positioning, and category creation.
LTV effect
If almost every Teams client is a strong candidate, Company OS installation could function like roughly a 50% LTV increase layered onto the cohort relationship.
Strategic Moats
How Stage 3 becomes harder to copy
1. Brand / category moat
Own the narrative around the Business Brain and the AI-runnable company so Empower becomes the trusted authority, not just another AI tool vendor.
2. Workflow moat
Make Stage 3 the place teams build ClarityBoards, build and review OKRs, run agent checkups on execution, track scorecard targets, and keep process and knowledge docs current.
3. Vertical / licensing moat
Use licensing partners to penetrate niches with tuned playbooks, terminology, scorecards, and examples that a generic horizontal platform will not feel native enough to match.
4. Marketplace / network-effect moat
Launch a Stage 3 marketplace for Capability Kits or Kung Fu Kits so the best kits improve from real-world usage and become more valuable as more companies and partners use them.
Sprint Goals
April 24, 2026 targets
Revenue and sales
15 alumni converted to paid Teams customers, 15 owned-list buyers converted to paid Owners and Executives customers, plus 2 April Teams clients and 2 May Teams clients closed.
Acquisition and content
150 outbound free trials, 22 YouTube videos, 5%+ click-through rate, and 70%+ 30-second retention on sprint-period uploads.
Operational outcomes
Document and use sale-to-delivery and delivery-to-success processes while making sure onboarding milestones happen fast for both paid customers and Teams participants.
Volume targetsCount targets
Conversion System
Trial funnel and customer success expectations
The product motion depends on turning free trials into activated users, then into paid customers, with follow-up coverage layered across the journey.
Entry volumeActivationIntentConversion
90%
Of new trial users should receive lifecycle follow-up.
100%
Of high-intent upgrade click users should receive direct follow-up.
80%
Of new paid customers should complete their first required onboarding milestone within 7 days.
80%
Of new paid Teams participants should hit their first onboarding milestone within 7 days of cohort start.
Revenue Path
4-month and 12-month financial shape
4 months: approximately 89 active customers, $400k cash in bank, and about 26 new customers per month from new channels at the modeled default rates.
12 months: approximately 487 active customers, about 76 new customers per month, roughly $486k MRR at the $999 baseline before price expansion, and pricing expansion toward a $1,999 monthly tier.
Teams line: 2 cohorts/month in April-May, 3 cohorts/month in June-July, then 4 cohorts/month from August onward at a $75k starting point.
Expansion line: Company OS installation sold as a consulting service, with examples like $25k for B Line and $150k for Kosatec.
Marketing Goals
Top-of-funnel expectations
4 months: launch a second YouTube channel, potentially focused on contractor or home service audiences, while keeping the current channel operationally strong.
12 months: scale outbound to 500,000 leads per month and build the YouTube system to 8 channels total.
Channel operations: build the repeatable channel, packaging, and publishing infrastructure needed to support multi-channel scale rather than a single sprint of uploads.
Product Goals
What has to be built
Capability Kits: get them ready as part of the next product layer.
Operational rule: Stage 3 should become the company's operating-context system of record.
How We Get There
This page is the destination, not the sequence
This dashboard defines the scaled 4-month and 12-month targets plus the modeled growth shape. The near-term operating logic for earning the right to pursue those targets lives in the separate 120-day sequencing page.
Assumption set: the model starts with 25 active customers. Lead contacts drive trials, trials drive upgrades, and upgrades drive total active customers after churn.
Starting lead contacts for April.
Additional lead contacts added each month.
Controls how efficiently lead contacts become trials.
Applied monthly against the active customer base.
Converts trials into paid upgrades per month.
Trials per monthUpgrades per monthTotal active customers
Lead Requirement
This section now shows the planned monthly lead-contact volume plus the resulting trials, upgrades, and total active customers generated from the selected conversion assumptions.
Lead contacts and lead-to-trial rate determine trials. Upgrade conversion determines upgrades. Churn determines how many active customers remain each month. The chart keeps a stable minimum scale so lower conversion assumptions cannot look artificially better.
Quarter View
April 24, 2026 OKR execution dashboard
This tab now reflects the newer April 24 sprint revision: real traction now, with Stage 3 as the strategic center of gravity and Teams as bridge revenue, learning, and pull into Stage 3.
What Matters Most
Current sprint priorities
Turn owned audiences and outbound into paying Stage 3 customers.
Make trial activation and upgrade flow measurable and real.
Sell and start 2 Teams cohorts in April, with 2 more sold for May.
Use curriculum launches to make Stage 3 feel more complete, not more scattered.
Execution Standard
What good looks like
Every owner knows what they own by April 24 and what matters this week.
Warm audience and outbound both contribute to paid Stage 3 momentum.
Trial activation becomes measurable, supported, and operational.
Teams is sold and operationalized without becoming the center of gravity.
Objective 1
Convert warm audiences into paying Stage 3 customers
Owner: Hayden
Turn owned demand into paid Stage 3 customers and move them through the early journey with less friction.
Convert 15 alumni into paid Stage 3 for Teams customers
Due April 24 | Owner: John
Convert 15 people from the owned list into paid Stage 3 for Owners and Executives customers
Due April 24 | Owner: John
Move the priority warm audience from the shared list onto our owned list with a tracked process
Due April 24 | Owner: John
Send 3 owned-audience emails per week through April 24
Operating cadence | Owner: John
Objective 2
Build outbound into a scalable free-trial acquisition engine
Owner: Mick
Create predictable top-of-funnel trial flow and measure it clearly enough to improve fast.
Generate 150 outbound free trials
Due April 24 | Owner: Mick
Sustain outbound execution at 10,000 contacts per week
Sprint operating target | Owner: Mick
Establish the core outbound funnel instrumentation needed to measure signup performance
Due March 20 | Owner: Mick
Objective 3
Turn free trials into paying customers through activation and conversion
Owner: John
Make the trial-to-paid system measurable, supported, and operational across product, content, and follow-up.
Instrument and monitor trial started, session 1 completed, session 2 completed, session 3 completed, upgrade clicked, and paid conversion
Due March 20 | Owner: Kike
Launch the required bridge and onboarding content for trial users
Due March 27 | Owner: John
Ensure 60% of trial users complete Session 1, 40% reach upgrade click, and 10% convert to paid
Due April 24 | Owner: John
Ensure 90% of new trial users receive lifecycle follow-up and 100% of high-intent non-buyers get direct follow-up
Due April 24 | Owner: Aloke
Objective 4
Establish video and email content as a consistent top-of-funnel engine
Owner: Midori
Build a repeatable content lane that supports Stage 3 momentum instead of scattered output.
Define and review the final output for 3 videos per week and 3 emails per week through April 24
Operating cadence | Owner: Midori
Produce and publish the approved video slate on time through April 24
Operating cadence | Owner: Melissa
Support post-production and publishing operations so a second content lane or repurposing lane can run consistently
Due April 24 | Owner: Ronnie
Objective 5
Sell and operationalize the next custom Teams cohorts
Owner: Aloke
Use Teams as high-value bridge revenue while building cleaner sales and delivery systems around the offer.
Sell and start 2 Teams custom cohorts in April
Due April 24 | Owner: Aloke
Sell 2 additional Teams custom cohorts that are fully committed and ready to start in May
Due April 24 | Owner: Aloke
Launch and use a documented sale-to-delivery process for Teams custom cohorts
Due March 27 | Owner: Aloke
Create the core Teams sales assets
Due March 27 | Owner: Aloke
Launch and use a documented delivery-to-success process for Teams custom cohorts
Due April 24 | Owner: Midori
Objective 6
Train the team on CompanyOS and shape it into a productized service
Owner: Andi
Use internal onboarding and training to create a repeatable Empower capability that can later become customer-facing.
Train each current team member on the core CompanyOS workflows they need for their role
Due April 24 | Owner: Andi
Create a repeatable onboarding sequence for new team members
Due April 24 | Owner: Andi
Outline the first productized CompanyOS training offer
Due April 24 | Owner: Andi
Source basis: Stage 3 strategy master and Stage 3 OKRs for 2026 Q2. This artifact is staged in Empower Labs WIP and is best treated as a shareable working dashboard rather than canonical strategy.