The Roundtable sits outside the ladder. It is how most founders meet the work for the first time.
You bring the positioning problem you have not been able to solve on your own. The room works on it. I run the room. Nobody is selling anything to anybody, including me.
Thursday 24 September 2026, 15:00 to 17:30 EEST (13:00 BST / 14:00 CEST). Two and a half hours.
Not three topics and not three modules. Three questions you leave with an answer to, in your own words, said out loud in front of seven other people who will tell you if it is still vague.
Most positioning fails at the second half of that sentence. Naming who you are wrong for is what makes the first half mean anything.
If the answer is a list of services and a number that came from looking at competitors, the room will find it in about ninety seconds.
Not the next campaign. The next conversation, named, with a route to it that does not depend on volume you cannot sustain.
Position, package, propel. It is the same three-part sequence I charge €3,500 to run for one founder over a full day. Here it runs for Eight at once, faster and shallower, for €250.
Every founder states their position in one sentence. The room says what it actually heard. This is usually the most uncomfortable thirty minutes and the most useful.
Four founders bring a live problem. We work each one in front of the room, not in a breakout. Everybody watches somebody else's positioning get taken apart, which is where most of the learning happens.
Everyone leaves with one specific move to run in the following two weeks, said out loud in front of the room. Nothing else.
Chatham House. Nothing said in the room goes anywhere. No recording, and no replay to sell later.
Eight seats and that is the ceiling. Past that everyone stops speaking and it becomes a webinar, which is a different and much worse thing.
The signing authority rule is not a filter for the sake of having one. I have already run the version of this where the person in the room could not act on the answer, and it was the most expensive lesson in this business.
€250 is low enough that it is not really a decision, and high enough that nobody turns up by accident. That is the entire mechanism and I am not going to pretend it is anything more sophisticated.
A paid seat means everyone in the room has the problem. It is the difference between two and a half hours of people working and two and a half hours of people watching.
It also means I am not running this as a funnel. If nobody in the room ever buys anything from me, the room still worked and it still paid for itself. That is deliberate.
Booking closes when the room fills or forty eight hours before the date, whichever comes first. If fewer than 4 seats sell, the room does not run and every seat is refunded in full.
I spent nine months trying to reach IT service founders through cold LinkedIn outreach. Four campaigns across two accounts. Roughly 12,000 followers. Zero calls booked from any of it.
The channel is not broken for everyone. It is broken for me, and I would rather convene a room than send a two thousandth connection request into a market that is already sick of receiving them.
This is the alternative. It costs you €250 and an afternoon, and if it is not worth it you will know inside the first thirty minutes.
The €100 Growth Diagnostic. One hour, a written report, and a straight answer about whether you need me.
Book the growth diagnostic — €100 Or run it yourself for €297