The practice,
the pipeline,
and two paths
forward together.
This is a working conversation with Rally. It walks through where the practice is today, what is already running, and how we could build the next phase together.
Justin / Rally
bilt.studio
Three customers.
Three phases.
Here is where each one sits today.
Every customer we take on moves through the same three phases in the same order. The workshop sets the strategy. The dashboards turn it into something the team can actually use. The agent teams run the work every day after that. Here is how far along each of the three customers is right now.
Slingshot
INDUSTRIAL SAAS · BRAND-LEVEL
ETS Performance
MULTI-LOCATION · 57 → 80 LOCATIONS
SGA
FRANCHISE · 260 LOCATIONS
Roughly $1.4M a year,
once the three
customers are
fully rolled out.
These three customers are already contracted, but none of them are at full deployment yet. The numbers below show what the agent team revenue will be once each customer rolls out to all of its locations. Most of it comes from SGA's 260 locations and ETS's 80, and both are on the runway right now.
The pricing itself is simple. Each customer pays $5,000 a month for the agent team infrastructure, and then another $100 per agent team, per location, per month on top of that. We model three agent teams per customer, because that is the pattern we have been running with so far.
| Customer | Locations | Projected ARR |
|---|---|---|
| SGA FRANCHISE |
260 | $996K |
| ETS Performance MULTI-LOCATION |
80 | $348K |
| Slingshot BRAND-LEVEL |
1 | $64K |
| Total, fully deployed | 341 | $1.41M |
| Haberman lane 50 INTROS · 10–20% ADOPTION |
TBD | +$200K–$600K |
| With Haberman | $1.6M–$2.0M |
PRICING: $5,000 a month for infrastructure per customer, plus $100 per agent team, per location, per month. The model assumes three agent teams per customer.
Three customers
in eight months,
from inbound alone.
Brand positioning is becoming something that runs as a system, not something that sits in a slide deck. Customers are looking for it and we are the ones they are finding.
We have not run a single paid ad. We have not cold-called anyone. In the last eight months, three customers have come in and signed on. Slingshot is fully live. ETS is deploying across 80 locations. SGA starts in May with 260 locations behind them.
The big firms are not set up for this kind of work. McKinsey cannot ship it, and the big holding companies cannot either. The AI-native agencies are selling output, not the infrastructure that runs underneath it. That gap is real and it is still open.
One full day in person.
The founder in the room.
Every time.
The practice runs on four simple rules. Each one is a hard line for us. Together, they are what keeps the work from falling apart downstream.
The positioning has to be calibrated by the people who are going to live with it every day. That is why Chad runs every workshop in person, for a full day, with the founder in the room. If we break that rule, the dashboards and the agent teams that come after it never settle in the way they should.
This is also the part of the practice that a holding company cannot easily copy. To match it, they would have to rebuild the way they make money from the ground up.
The Workshop.
The Dashboards.
The Agent Teams.
One day, in person.
Chad spends a full day in the room with your leadership team. By the time the day is over, the team has agreed on the positioning, the audience, and the rules the rest of the system is going to follow. You walk out with the strategy locked in and a signed methodology book sitting on the table.
Two live dashboards.
We stand up two dashboards, a strategy dashboard and a marketing dashboard, live on Cloudflare the Monday after the workshop. Together they are how your team operates day to day. The strategy dashboard keeps the positioning in front of everyone, and the marketing dashboard runs the go-to-market work against it.
The engine that runs it.
Once the strategy and the dashboards are in place, the agent teams take over the daily work. They handle content, social, SEO, sales enablement, and more, all of it running against the positioning you locked in at the workshop. This is also where the recurring revenue comes from, and it scales with how many locations you run.
Every customer moves through these three phases in the same order. The workshop sets the direction for the team. The dashboards turn that direction into something the team uses day to day. The agent teams run the work every day after that. That is the whole practice in one sentence.
By Year 3, roughly
$6 million a year.
The workshop revenue stays modest on purpose, because Chad only runs about a dozen of them a year. The real growth comes from the agent teams, and those scale with how many locations each customer has. By the time we reach Year 3, the three customers already in motion are just a small part of the total.
| Year 1 | Year 2 | Year 3 | |
|---|---|---|---|
| Workshops delivered (in year) | 10 | 12 | 13 |
| Workshop revenue | $300K | $384K | $455K |
| Cumulative customers (including 3 today) | 13 | 25 | 38 |
| Customers actively paying for agent teams | 8 | 18 | 30 |
| Agent team ARR (cumulative) | $1.1M | $3.0M | $5.5M |
| Total annual revenue | $1.4M | $3.4M | $6.0M |
| Mix — workshop / recurring | 21 / 79 | 11 / 89 | 8 / 92 |
The workshop is a one-time fee, and it is capped by how many days Chad can run in a year. The agent teams bill every month, and they grow as the customer adds locations. A single customer at 260 locations ends up being worth more than a full year of workshops put together.
The growth does not depend on Chad running more workshops. What it depends on is the customers already in the book reaching full deployment on their agent teams. That is already happening with ETS, and SGA starts the same track after May 1.
Fifty warm introductions from one operator the partners already trust. If six or eight of them convert, we are already on our Year Two plan, and we got there without any cold outbound.
Haberman runs a tech-partners program. We are worth the introduction.
Haberman has roughly fifty companies under that tech-partners umbrella. The deal we have on the table is straightforward. We harden the practice on our side, Haberman introduces us to the partners, and a handful of them end up adopting at our public price.
There is no paid acquisition involved here, and no cold outbound. It is just a warm handoff from an operator the partners already trust.
The whole thing runs on warm handoffs, with no paid acquisition and no cold outbound anywhere in the loop.
Facilitators are trained
through the method,
not around it.
We do not grow the practice by hiring salespeople. We grow it by training facilitators. A facilitator is an operator who has already sat through the workshop inside a real customer engagement, and then learned how to run it themselves.
Every facilitator we train adds capacity to the practice without needing a manager layer on top of it. Chad stays in the rooms that still need him personally, and the rest of the rooms run on their own.
That is why 30 implementations by Year 3 is a conservative number for us, not a stretch. It is also how a services business can carry software-style margins. The software side of the business is the deployment, the services side is the calibration, and the two of them do not fight each other.
CHAD · IN EVERY ROOM
TRAINED IN-ROOM · ADD CAPACITY · KEEP THE METHOD INTACT
AGENTIC · RUNS EVERY DAY AFTER
Two paths
forward
with Rally.
There are two different ways this partnership could take shape. Both of them are real options, and either one works for us. The question is really which one feels right for Rally.
Strategic customer,
co-investor.
In this version, Rally becomes a customer of the practice. We run a workshop for Rally's portfolio at the public price and deploy the full system against it. Rally also writes a small minority check, and together we start opening up the Haberman lane. It is a clean path, it moves fast, and it does not require a long conversation about co-founder economics.
Co-founder,
building together.
In this version, Rally joins as a co-founding partner. The capital gives Chad and Chase their full attention back, which means we stop running the practice and a fundraise at the same time. From there, we build something bigger together: a services practice, an AI enablement layer, and a demand-generation engine built for multi-location operators. The goal is to take this from roughly a million a year to ten.
A workshop day on
Rally's calendar. The Monday after,
the system starts running.
Rally pays the public price for one workshop day, which is $35,000 flat, either against the portfolio posture or against Rally Investments directly. On top of that, Rally writes a minority check somewhere between $250,000 and $750,000 for a single-digit percentage. Rally also commits to a quarterly block of calendar time, and we open the Haberman lane together.
Rally gets a full workshop day applied to its own positioning. The minority stake comes with information rights, a right of first refusal on the next round, and a quarterly review together. Rally also gets founder access to Chad on the strategic calls, the ones that actually move the business, rather than transactional ones. And Rally ends up with a live reference dashboard of its own, which becomes proof for the next wave of buyers.
Here is the guarantee we offer on the workshop. On the Monday after the day, the dashboard should already be refreshed with Rally-specific work, the agents should have produced their first cycle of output, and the signed book should be sitting on the desk. If any of those three things is missing, we refund the full fee. No hedging and no proration.
What Rally
actually brings,
and what it unlocks.
The capital.
The check gives Chad and Chase their time back. We stop running a fundraise and a practice at the same time, and the money funds facilitator training, the Haberman lane, the next product tiers, and one operations hire. That is the full list.
The network.
Rally's portfolio and relationships put us in front of companies that would take us about a year and a half to reach cold. Combined with the Haberman lane, that turns a trickle of warm introductions into a real sales motion.
The equity.
The equity is priced against what is running today, not what we are promising later. It lands at 15 to 25 percent co-founder, and it vests on strategic deliverables rather than on time served.
Where the extra revenue comes from.
| Without Rally | With Rally | |
|---|---|---|
| Total revenue, Year 1 | $1.4M | $2.2M |
| Total revenue, Year 3 | $6.0M | $10.0M+ |
| Recurring ARR, Year 3 | $5.5M | $9.2M |
| Active customers, Year 3 | 30 | 45+ |
The three levers above account for the gap between the two columns. Rally's involvement pulls every milestone forward by about eighteen months.
No paid acquisition.
No VP of sales.
No pivot to software.
The easy thing to do with new capital is to hire a sales leader, buy a lot of ads, and try to turn the practice into a SaaS company. We have seen how that story ends, and we are not interested in running it.
That path dilutes the method, creates churning subscriptions, and pulls the founder out of the room. Once you have done those three things, you have given up the reason the practice worked in the first place.
Our growth comes from the practice being worth referring, not from us buying attention. If that is a problem for Rally, then Door A is the right door, not Door B.
Three ways this can break.
We know each one.
Here is how we handle them.
If Chad is the only person who can run the workshop, the practice tops out at around twelve engagements a year.
We are already training facilitators, and we train them through the method rather than around it. By the time we get to Year 2, the subscription revenue from the agent teams decouples the growth from Chad's calendar.
If Haberman ends up being half of our pipeline, we are exposed to whatever happens there.
The three customers we already have came to us from three different places. Slingshot, ETS, and SGA each represent a separate lane into the market. Haberman would accelerate the pipeline for sure, but it is not the only way in. Direct inbound still drives most of the book today.
If a holding company moves hard into agentic positioning, the window we are working in closes faster than we expected.
Our answer to that is speed of deployment, plus the four rules from earlier. A holding company cannot copy a founder in the room without blowing up its own economics. They will copy the middle of the method, which was never the part that made this work in the first place.
None of these three risks is disqualifying. They are the reasons we are having this conversation in 2026 instead of waiting until 2028.
Either a workshop
day on the calendar,
or a term sheet
conversation. You tell us which.
We are not asking for a check today. What we are asking for is a direction.
The engagement letter follows right after that.
The minority term sheet runs alongside it on the same timeline.
From there, we move toward a term sheet.
The four rules from earlier get written into the operating agreement.
The question we are asking Rally is simple: which door, and on what timeline.
The practice is running. The window is open. Pick a door.
Slingshot is live today. ETS is deep into Phase 3. SGA starts in May. The Haberman lane is queued up behind all of that. The math already clears a million dollars in recurring revenue before any new capital enters the picture at all.
We would like Rally in this with us. Let us know which door.
APRIL 2026 · PREPARED FOR JUSTIN · RALLY INVESTMENTS