The Coders Guild. 13 outcomes across three horizons, connecting strategy to execution.
Every outcome maps to at least one of these. Click a goal to filter.
Three agreed Q2 OKRs. Achievement prediction and team-led enrolments deferred to Next.
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Live apprentices on programme | 60 by end of June | Rob |
2.4 Delivery team has no pipeline visibility7.4 Recruitment learners fall out | |||
| KR2 | Number of active deals | 150 | Francesca |
3.1 Sales depend on Crispin's brand3.5 Prospect list is exhaustible | |||
| KR3 | Blueberry deals generated | 30 by end of quarter | Francesca |
1.1 Self-service skills gap assessment1.2 Quality invisible pre-purchase3.1 Sales depend on Crispin's brand | |||
| KR4 | Sales Qualified Leads generated | 360 | Francesca |
1.1 Self-service skills gap assessment3.3 No structured qualification process | |||
| KR5 | Deals committed | 90 | Francesca |
3.2 Crispin runs initial assessments3.3 No structured qualification process | |||
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Average days in commercial pipeline (Opportunity → paperwork prep) | Under 15 days | Francesca |
2.1 Sales conversation data lost2.2 Front-load ops info from biz dev2.3 Employers asked same questions twice | |||
| KR2 | Average days from first contact to disqualification of sales qualified leads | Under 2 working days | Francesca |
1.1 Self-service skills gap assessment3.3 No structured qualification process | |||
| KR3 | Average days from paperwork prep to onboarding | Under 5 working days | Francesca |
2.2 Front-load ops info from biz dev5.7 Pre-cohort admin manual | |||
| KR4 | Compliance document completion time per learner | Under 10 working days from request to complete | Shelley |
2.2 Front-load ops info from biz dev1.5 Payment type identified too late | |||
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Effort score Opportunity → paperwork prep per apprentice | Baseline established, averaging 1 point lower by end of quarter | Rob |
2.2 Front-load ops info from biz dev2.3 Employers asked same questions twice5.7 Pre-cohort admin manual | |||
| KR2 | Effort score paperwork prep to onboarding per apprentice | Baseline established, averaging 1+ points lower by end of quarter | Rob |
5.1 Manual compliance checking5.2 No single compliance view3.4 Leadership gap - absorb via automation | |||
Five outcomes that prove the model works at 60+ and build on it.
The first thing a learner experiences is their personalised skills gap roadmap and an introduction to learning, not a stack of forms. Compliance documentation is collected and processed behind the scenes through the automations built in Now. The employer's first impression is competence and quality, not bureaucracy.
Building on Now O3 (admin reduction) and the pipeline process changes in O2, this extends across all operations — delivery oversight, team management, compliance queries, firefighting. Crispin's time shifts to growth, partnerships, and strategic work. The team and systems handle the day-to-day.
Employers who've been through a cohort are actively referring new employers. Learners completing the programme become advocates. The 10KSB list and similar bought/borrowed networks are no longer the primary pipeline source. Lead generation is self-reinforcing rather than dependent on outbound effort or exhaustible lists.
Modular CPD, short courses, or consultancy built from existing KSB content generates meaningful revenue. The content already exists — it needs packaging and a commercial model. The previous revenue split was 70/30 between bootcamps and apprenticeships. With bootcamps ending, the target mix is 60/20/20 (apprenticeships / direct sale / consultancy and licensing). This outcome tracks the 40% that isn't apprenticeships.
Learners, coaches, and employers interact through a single platform rather than Slack + Google Drive + PICS + Laravel app + Google Forms. The platform itself is a proof point — TCG teaches AI and automation, and the experience of being a TCG learner demonstrates that expertise.
Three outcomes for when the scaled model is working.
The lagging confirmation that quality at scale held. First cohorts at scale are completing and achieving at the same rate as the smaller cohorts did.
Completed apprentices and their employers remain commercially engaged. The alumni community has structure beyond a Slack channel — curated content, CPD pathways, events, peer connections. It generates revenue, not just goodwill.
The model for taking TCG's curriculum and delivery approach into international markets is tested. Not necessarily generating significant revenue yet, but the commercial model, legal structure, and first partner are in place.
| Outcome | Depends On | Reason |
|---|---|---|
| O1 (60 live) | O2 (pipeline velocity) | Can't build to 60 live in 3 months if pipeline takes 12 weeks |
| O1 (60 live) | O4 (team-led enrolments) | The team must be able to carry the process — Crispin alone can't handle 60 |
| O3 (achievement prediction) | O5 (admin reduction) | If onboarding is slow and painful, learners start behind |
| N1 (learning-first onboarding) | O5 (admin reduction) | Compliance must be automated before it can be invisible |
| N2 (Crispin <20% ops) | O4 (team-led enrolments) | Team-led sales is the prerequisite for full operational independence |
| N3 (sales flywheel) | O1 (60 live) | Need delivered cohorts before you have advocates |
| N4 (revenue diversification) | N5 (platform) | Modular CPD needs a platform to deliver through |
| L1 (achievement at scale) | O3 (achievement prediction) | Leading indicators must be tracked before lagging outcome materialises |
March 2026. Sources: Feb discovery session, March coordination meeting, March 10 and 17 process mapping workshops, Rob Brighton ops notes, Shelley Needham PICS data, transformation strategy, metrics inventory, opportunity map.
Created by Specs for The Coders Guild