Two-Day Decision Workshop for In-House Marketing Teams

Most teams that ask for training do not have a skills gap. Across the last eleven of these sessions the pre-work interviews turned up the same pattern: between four and nine decisions the team had been carrying for more than a quarter, each one waiting on a person who did not know it was waiting on them. The two days exist to close those decisions on the record, using your live budget and your current plan. Nobody learns a framework. What I read before we start: Forty-five minutes with every attendee and with the person each of them reports to, held separately and never quoted back. Your last four quarters of channel reporting. The plan spreadsheet as it actually stands, including the tab someone maintains privately. The last three campaign post-mortems if they were written, and if they were not, that is the first finding. I arrive with the list of open decisions I heard, attributed to nobody. The calibration exercise: Before any discussion, everyone writes down independently the number they expect for the same metric next quarter. The spread is the finding. In an edtech team last year the range on cost per enrolled student ran four to one between the person buying the media and the person forecasting revenue off it, and neither had ever seen the other's figure. You cannot argue about allocation until that gap is on a wall. The two days: Day one is current state: the calibration, the decision list, and the boundary work of who actually holds each budget line. Day two is settlement. Each open decision gets a named owner, a date, and the number that would reverse it. We work your real cases only. I do not bring anonymised examples from other clients, because the moment a team is discussing somebody else's business the stakes leave the room. I will not run this above twelve people; beyond that it becomes a presentation, and presentations settle nothing. Not included: No slide library afterwards. No recording, no certificate, no half-day version, no keynote. No instruction in operating the platforms themselves. If the team cannot build an audience in Meta Ads Manager or read a GA4 exploration, hire a platform trainer, and do it before booking me rather than after. I do not facilitate offsites that are mostly team-building with a work session attached. Who should not book this: Teams whose real problem is that the product is not selling. The workshop will produce a tidy decision log and change nothing. Companies where the person controlling the budget will not sit in the room for both days; I have run that version and the decisions were reopened within a fortnight. Agencies wanting to resell the format to their own clients under their name. Thirty days later: Ninety minutes, where I read the decision log against what actually happened. I will tell you which entries have quietly rotted and which owner was set up to fail by a decision taken above them. That conversation is usually more uncomfortable than the workshop, and it is what decides whether the two days were worth the fee. Where I work: On site in Johannesburg, Cape Town or Durban, or remotely across four three-hour blocks for teams split across time zones. Remote works. It takes roughly a day longer to reach the same place, and the calibration exercise has to run before anyone joins the call.