Most of your team's work isn't moving the needle. Let's name it, in one room, in one day.
The Value of Work Matrix is a half-day leadership session that identifies which work actually matters, which work is just habit, and what your team commits to stopping before I leave the building.
The real cost isn't the bad work. It's the good work nobody has time for.
Every leadership team has the same conversation every quarter. Too many meetings. Too many initiatives. Not enough capacity for the things that actually matter. And every quarter, the list gets longer instead of shorter.
The problem isn't a lack of prioritization frameworks. You probably have one. The problem is nobody in your organization is empowered to say out loud which existing work should stop, and have the room actually agree.
That's a facilitation problem. It's what I'm here to solve.
The Value of Work Matrix
he Value of Work Matrix is a structured process for naming, placing, and acting on the full inventory of your team's work, with your leadership team in the room, not in a deck you review six weeks later.
It runs on two questions and four quadrants. The questions are simple. The conversation that happens when you answer them honestly is not.
The process has four phases:
- Phase 0: Prep — everyone arrives with their last 30 days of work documented
- Phase 1: Inventory and placement — every workstream mapped to the matrix in front of the full team
- Phase 2: Team-level cascade — department leaders run the same process with their direct reports
- Phase 3: Role-card rollout — the framework reaches individual contributors without a full session for every person
- Phase 4: Quarterly rollup — an enterprise-wide picture, rebuilt each quarter, tracking movement toward the 80% target
You can engage at any of three levels, depending on how far you want to take it.
Three ways to engage
Tier 1: The Workshop — $9,500
For the leader who needs one honest conversation, not another initiative.
Half a day. Your leadership team in the room. I facilitate Phases 0 and 1: naming your beacon, running the inventory, and refereeing the disagreements that happen when someone insists their work is high value and the rest of the room doesn't agree.
You leave with:
- A completed matrix for every department in the room
- A Start/Stop/Owner/Signal plan per department, committed before I walk out
- A Day 30 review already on the calendar
- A follow-up call at Day 30 to check the signal, not just ask how it felt
$9,500 base (single department/table). +$2,500 per additional department or table. Travel and expenses additional, billed at cost.
Tier 2: The Cascade
For the leader who wants this to survive after I leave the building.
Everything in Tier 1, plus: I train your department leaders to run Phase 2 with their own teams. Same beacon, same two questions, same four quadrants, scaled down to ninety minutes, so the framework cascades instead of dying in the room where I first said it.
What's added:
- Half-day (or two) training session for department leaders on running their own Phase 2 workshops
- Facilitator materials built for them, not for me
- A 60-day check-in on how Phase 2 went at the team level
Ideal for companies with three or more distinct departments. Travel and expenses additional, billed at cost.
Tier 3: The Retainer
For the leader who is tired of frameworks that get a great launch and a quiet death by Q3.
The full cascade, Phases 0 through 4, with me accountable to the Day 30/60/90 rhythm for a full year. I'm not selling a framework. I'm selling follow-through, which is the part every other consultant's version of this skips.
What's added:
- Role-card rollout materials for individual contributors (Phase 3)
- Quarterly Day 30/60/90 facilitation — I run or oversee the review and hold owners to their signals
- The Phase 4 rollup: one enterprise-wide picture rebuilt each quarter
- Direct access between reviews when a Danger Zone fight needs a referee before the next scheduled call
This is also the tier where the case study writes itself. A year of quarter-over-quarter movement is a far better story than "we had a great workshop." Travel and expenses additional, billed at cost.
FAQ
Why not just buy the Gumroad kit and run this ourselves? You can. The kit gives you the framework. What it doesn't give you is someone in the room who has no stake in your org chart, no relationship to protect, and no reason to let the loudest voice win over the right answer. The arbitration is the work. That's what I'm there for.
Is this a keynote? No. Nobody in the room watches me talk. They build the matrix themselves, in front of each other, with me forcing the questions their own team won't ask out loud.
How is this different from an offsite? An offsite produces slides. This produces a committed plan with owners, signals, and a Day 30 review on the calendar before I leave the building. The difference is accountability structure, not format.
What size company is this right for? Tier 1 fits any leadership team that can fit in a room. Tier 2 works well for companies with three or more distinct departments. Tier 3 is for organizations serious enough to treat this as an operating rhythm, not a one-time event.