Three to six weeks. One working roadmap. No deck.

An engagement, not a workshop.

Three to six weeks of real work between us. We start with where you actually stand, not a tidied version. We end with a written Station Plan for your business, a Four D's read on where you're standing on every function in that plan, and a Prep List ranking which systems are worth handing off first.

How the three to six weeks actually go.

Week one. The lay of the land.

Two working sessions. The first is with you. We map every function of your business onto the Station Plan, mark where the human work lives, where the orchestration lives, and where the agents could live. The second is with whoever runs your day-to-day, because the picture from the owner's chair is never the same as the picture from the operator's chair, and both pictures matter.

Weeks two and three. The Four D's read.

I take the Station Plan back and walk through every function on it. For each one I mark whether you're DOING the work, DISPATCHING it, DIALING in a system to do it, or DECIDING based on the system's output. That stance read is what tells you where the next move is. We meet to walk through it together. You'll push back. That's the point. The pushback is where the read sharpens.

Weeks four to six. The Prep List and the handoff.

We score every dispatch-ready system on four dimensions (repeatability, volume, definability, reversibility) and rank them. The top of the list is where the first ninety days of build work goes if you want it. The bottom of the list is where it doesn't, and why. You leave with all three documents written down, and we have a frank conversation about whether the next door makes sense.

What you walk away with.

Three documents, written for you, in language you'd use yourself. Not a deck. Not a slide library. Working artifacts that sit on the shelf next to your books and get pulled down when a real decision needs to be made.

1. Your Station Plan. A diagrammed map of every function in your business, where the human work belongs, where the orchestration belongs, and where each agent lives. Yours, custom-drawn, not a template.
2. Your Four D's read. Function by function, where you stand today (DOING / DISPATCHING / DIALING / DECIDING) and where the next move is. The diagnostic the rest of the work keys off.
3. Your Prep List. Every dispatch-candidate system scored on the four dimensions and ranked. The first hundred days of build work, sequenced. The systems we explicitly aren't building, with reasons.

If you take the three documents and run the build yourself, the engagement was worth it. Most operators don't. They use them to decide whether to keep going.

What's in. What's out.

What's in.

Working sessions with you and your operating lead. Custom Station Plan + Four D's + Prep List, written and reviewed together. Direct access to me through the engagement, in whatever channel you actually use (email, text, Slack, Loom). One thirty-minute follow-up call thirty days after we close, to see how the roadmap is holding up against reality.

What's out.

Implementation. The Diagnostic doesn't build any of the systems on the Prep List. It maps them and ranks them. If you want the build, that's the next door. Vendor-tool selection on its own is also out: I won't burn three weeks helping you pick between two CRMs when the real question is whether you have the Station Plan to make either of them matter. The order matters.

What happens after.

You leave with the three documents. Most operators come back with a Build conversation, because the roadmap that made sense in the room makes more sense after sitting with it for a week. Some don't, and run the playbook in-house. Both are fine. The engagement isn't a funnel that has to land somewhere; it's a working block of clarity that has to be worth its own weight.

Honest pricing, low-key.

Diagnostics range from $8,000 to $15,000, depending on the size of the business and the depth of the systems work involved. Where it goes after, when it makes sense, the longer arrangement starts at $34,000 a year.

Both numbers are honest. Neither one is the reason you're here. We'll talk specifics on the first call, after you've told me what you're actually working against.

Tell Reu what's keeping you up at night.

Three short fields. The bottleneck part is the one that matters. The more specific you can be about what's actually broken, the better the first call goes. Reu reads every one of these himself, usually within a business day, and writes back personally to set up the call if the fit feels right.