Outsider
Advantage.
The practice, the pipeline, and two ways in for Rally.
Justin / Rally
Chase Bowers
Four logos.
Three phases deep.
One shipped yesterday.
Live dashboards. Running agents. Founders who'll take your call. You can touch every one of them.
Slingshot
INDUSTRIAL SAAS
Calibration day done. System deployed. The internal quote: "holy shit this is awesome."
ETS Performance
MULTI-LOCATION OPERATOR
57 locations today. 80 by Q4. In the middle of a twelve-month build.
SGA
FRANCHISE — 260 LOCATIONS
Intensive done. Automation turns on after May 1. The largest footprint in the book.
Aeir
IN CONVERSION
Active engagement. Converts to the automation tier in May.
$1.04M
of recurring,
already in motion.
Engagements signed. Subscriptions attached. Haberman lane queued behind them. The number clears a million in annualized recurring — with no second seller and no paid ads.
That puts us past the risk a seed round is normally meant to cover. So the Rally conversation isn't about survival capital. It's about acceleration — or no capital at all, and a different kind of partnership.
| Customer | ARR (Mid) | Status |
|---|---|---|
| SGA 260 LOCATIONS |
$468K | CONTRACTED |
| ETS Performance 57 → 80 LOCATIONS |
$130K | PHASE 3 |
| Slingshot BRAND-LEVEL |
$18K | BILLING |
| Aeir CONVERTIBLE |
$18K | IN PLAY |
| Demi LEGACY |
$12K | BILLING |
| Current book | ~$646K | |
| Haberman lane 50 INTROS · 10–20% ADOPTION |
+$135K | ADJACENT |
| Total in motion | $781K–$1.05M |
ASSUMPTION: $150/loc/mo midpoint for multi-location agent-team subscriptions. Bracketed $100 low / $200 high. Comparable benchmark — HubSpot, Yext, Birdeye per-location.
The operators building
this in 2026
own the decade.
Brand positioning is becoming agentic. Calibrated once, then running as a system.
McKinsey can't ship it. The holding companies can't ship it. The AI-native agencies are selling output, not infrastructure.
The window is 18 to 24 months before someone large notices. We're eight months ahead on the method, with paying customers proving it works.
One day in person.
Founder in the room.
No exceptions.
Four rules. Each one is a hard line. They are what make the practice work.
Calibration needs the person who will live with the decision in the room. The deployment needs a one-day intensive to anchor it. Break either one and the downstream falls apart.
This is the part a holding company can't copy without rebuilding how it makes money.
The day is the product. The rest runs after.
The Intensive.
The Deployment.
The Intelligence.
The Intensive.
In person. Founder in the room. Operating team in the room. Eight hours. You leave with the calibrated positioning, the audience architecture, and the rules the rest of the system runs on.
The Deployment.
A live dashboard with 12 sections. 8 agentic GTM teams, 40 specialists. A signed methodology book. Narrated audio. Running on Cloudflare the Monday after.
The Intelligence.
A monthly strategic refresh. Competitor moves flagged. Risks surfaced early. A quarterly audit of execution against strategy. This is what keeps the calibration alive.
Every engagement passes through all three. Each has a price, a runtime, and an owner.
Year 3: $1.46M
in subscription alone.
The math doesn't need heroics. It needs us to keep doing what's already working.
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Engagements delivered | 10 | 12 | 13 |
| Engagement revenue | $300K | $384K | $455K |
| Subscription ARR (cumulative) | $385K | $859K | $1.46M |
| Total annual revenue | $685K | $1.24M | $1.92M |
| Mix — engagement / recurring | 44 / 56 | 31 / 69 | 24 / 76 |
Year 1, this looks like a consultancy. By Year 3, subscription dominates and the engagement becomes the way new customers enter. That's the shift that separates this from a services firm.
24-month LTV per engagement: $41,550. Blended inbound CAC: ~$2,000. That's not normal. It's what happens when the work is worth referring.
Warm intros. One operator's trust. No cold outbound. Six or eight conversions puts us on Year Two plan.
Haberman runs a tech-partners program. We are worth the introduction.
About fifty companies under that umbrella. The deal on the table: we harden the practice, Haberman introduces us to the partners, a handful adopt at public price.
No paid acquisition. No cold outbound. Just a warm handoff from an operator the partners already trust.
No paid acquisition. No cold outbound. Warm handoff only.
Facilitators trained
through the method,
not around it.
We don't scale by hiring sellers. We scale by training facilitators. Operators who've sat through the Intensive inside a customer engagement, then learn to run it themselves.
Each facilitator adds capacity without a manager layer. Chad stays in the rooms that still need him. The rest runs on its own.
That's why 30 implementations by Year Three is conservative, not a stretch. It's also how a services business carries software margins — the software is the deployment, the services are the calibration, and they don't fight each other.
CHAD · IN EVERY ROOM
TRAINED IN-ROOM · ADD CAPACITY · KEEP THE METHOD INTACT
AGENTIC · RUNS EVERY DAY AFTER
Two doors.
Both open.
Pick the one that fits.
You're not being asked to bet on a pre-revenue idea. You're being asked what kind of involvement you want in a business that's already compounding.
Strategic Customer
+ Co-Investor.
Rally takes a calibration day at public price. Writes a minority check. Opens the Haberman lane with us. Clean, fast, no co-founder conversation.
Co-Founder.
Rally comes in as capital plus leverage. Chad and Chase stop splitting attention between the practice and the raise. We build toward a mix: services, AI enablement, demand-gen infrastructure. $1M to $10M while the window is open.
Either door works for us. Door B is Chad's preference. But the right answer is the one that fits Rally's fund, horizon, and appetite — not ours.
A calibration day on
Rally's calendar. The Monday after,
the system runs.
Pay public price for one calibration day — $35K flat — against Rally's portfolio posture or Rally Investments directly. Write a minority check of $250K to $750K for a single-digit percentage. Commit quarterly calendar time. Open the Haberman lane with us.
A calibration day on Rally's own positioning. Minority economics with information rights, ROFR on the next round, a quarterly review. Founder access to Chad on strategic calls, not transactional ones. A live reference dashboard that becomes proof for the next wave of buyers.
If the Monday after the workshop the dashboard hasn't refreshed with Rally-specific work, the agents haven't produced a first cycle, and the signed book isn't on the desk — full refund. No hedging, no proration.
Capital for focus.
Leverage for speed.
Equity for the decade.
Buys Chad and Chase their attention back. No more running a raise and a practice at the same time. The money goes to facilitator training, Haberman, the Intelligence product, and one ops hire. That's the full list.
Rally's network, portfolio, and relationships. Companies that would take us 18 months to reach cold. Haberman becomes a Rally-owned initiative, not a side lane.
Priced against what's running today, not what we're promising. 15–25% co-founder, vested on strategic deliverables rather than time served.
The engagement ceiling stays. 12 days × $30K = $360K/yr. The ceiling is a feature.
Subscription is where it bends. Year 1: $620K. Year 2: $1.5M. Year 3: $3.1M in the accelerated model.
Haberman accelerates it. 50 partners, a handful convert over 18 months. Adds $400K–$900K in subscription.
Franchise architecture compounds it. A per-location subscription layer, without breaking the single-facilitator rule.
| Base | w/ Rally | |
|---|---|---|
| Total Rev Yr 1 | $685K | $1.15M |
| Total Rev Yr 3 | $1.92M | $4.2M |
| Sub ARR Yr 3 | $1.46M | $3.1M |
| $1M sub milestone | Mid Yr 2 | End of Yr 1 |
12–18 MONTHS OF ACCELERATION ON EVERY MILESTONE.
No paid acquisition.
No VP of sales.
No pivot to software.
The easy move with capital is to hire a sales leader, buy ads, and try to turn the practice into a SaaS company. We've seen how that ends.
Diluted method. Churning subscriptions. Founder out of the room. We won't do it.
Growth comes from the practice being worth referring, not from us buying attention. If that's a problem for Rally, Door A is the right door.
Three ways this can break.
We know each one.
Here's how we handle them.
If Chad is the only one who can run the room, the practice tops out at about 12 engagements a year.
Facilitator training is already underway. Trained through the method, not around it. By Year 2, subscription revenue decouples growth from Chad's calendar.
If Haberman becomes half the pipeline, we're exposed.
The reference set is already spread: Slingshot, ETS, SGA, Aeir, Phronex, PURIS. Each opens its own lane. Haberman is an accelerator, not a dependency. Direct inbound already drives most of the book.
If a holding company moves hard into agentic positioning, the window closes faster.
Speed of deployment, plus the four rules on the refusal page. A holding company can't copy founder-in-the-room without blowing up its economics. They'll copy the middle, which was never the thing that made this work.
None of these are disqualifying. They're the reasons we're talking in 2026 and not 2028.
A calibration day
on the calendar.
Or a term sheet
conversation. You tell us which.
We're not asking for a check today. We're asking for a direction.
Engagement letter follows.
Minority term sheet runs alongside.
Move toward a term sheet.
The four rules go in the operating agreement.
Which door, and when.
The practice is running. The window is open. Pick a door.
Slingshot is live. ETS is deep in Phase 3. SGA automates in May. Haberman is queued. The math clears a million in recurring before any capital enters the picture.
We'd like Rally in this. Let us know which door.
APRIL 2026 · PREPARED FOR JUSTIN · RALLY INVESTMENTS