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.
Five outcomes that must be delivered in the next three months.
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Live apprentices on programme | 60 by end of June (building from ~12 current, ~4 joining March, more in May/June) | Crispin |
2.4 Delivery team has no pipeline visibility7.4 Recruitment learners fall out | |||
| KR2 | Prospects in active outreach | 200+ by mid-April | Francesca |
3.1 Sales depend on Crispin's brand3.5 Prospect list is exhaustible | |||
| KR3 | Leads generated | 80+ by end of April | Francesca |
1.1 Self-service skills gap assessment1.2 Quality invisible pre-purchase3.1 Sales depend on Crispin's brand | |||
| KR4 | Deals committed | Sufficient to reach 60 live by end of June (accounting for current base + pipeline) | Francesca / Crispin |
1.1 Self-service skills gap assessment3.2 Crispin runs initial assessments3.3 No structured qualification process | |||
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Average days in each pipeline stage | Prospect→Lead <7d, Lead→Qualified <5d, Qualified→Committed <10d, Committed→Enrolled <20d | Francesca |
2.1 Sales conversation data lost2.2 Front-load ops info from biz dev2.3 Employers asked same questions twice2.5 Lead data needs manual enrichment | |||
| KR2 | Average total elapsed days first contact to enrolled | Below 42 days (6 weeks) by June | Francesca / Shelley |
1.1 Self-service skills gap assessment6.1 Sales process not AI-assisted | |||
| KR3 | Average days from first contact to disqualified | Below 5 days | Francesca |
1.1 Self-service skills gap assessment3.3 No structured qualification process | |||
| KR4 | Compliance document completion time per learner | Below 10 working days | Francesca / Shelley |
2.2 Front-load ops info from biz dev1.5 Payment type identified too late | |||
| KR5 | DAS connection completed before course start | Min 15 working days before start | Francesca / Shelley |
1.5 Payment type identified too late2.6 CRM struggles with complexity | |||
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Learners behind on portfolio submissions | No more than 10% at any point | Shelley / Coaches |
5.4 No at-risk early warning4.2 No personalised learning plan | |||
| KR2 | Assessment pass rate on first attempt | 85%+ across all learners | Shelley |
4.6 Portfolio requirements uncertain5.3 Coach caseload in Shelley's head | |||
| KR3 | Learners behind on OTJ hours | No more than 10% at any point | Shelley / Coaches |
5.4 No at-risk early warning4.1 Onboarding is form-heavy | |||
| KR4 | Dip tests completed with coverage | 10 per quarter, 100% coach coverage | Shelley / Crispin |
5.1 Manual compliance checking5.2 No single compliance view | |||
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Learners enrolled where the team led the process end-to-end | 30 by end of June | Francesca |
3.3 No structured qualification process3.2 Crispin runs initial assessments6.1 Sales process not AI-assisted | |||
| KR2 | Lead generation from non-Crispin sources | 50%+ of leads | Francesca |
3.1 Sales depend on Crispin's brand2.7 Individual learners not auto-routed | |||
| KR3 | Crispin's involvement is selective | Crispin chooses which deals to join (webinar, key accounts) rather than being required on all | Crispin |
3.2 Crispin runs initial assessments2.1 Sales conversation data lost | |||
| KR | Success Criterion | Target | Owner |
|---|---|---|---|
| KR1 | Elapsed days deal committed to learner-ready | Below 15 working days by June | Shelley / Rob |
2.2 Front-load ops info from biz dev2.3 Employers asked same questions twice5.7 Pre-cohort admin manual | |||
| KR2 | Effort score per onboarding | Baseline established, 2+ points lower by June (1–10 scale) | Shelley / Rob |
5.1 Manual compliance checking5.2 No single compliance view3.4 Leadership gap - absorb via automation | |||
| KR3 | Onboarding checklist items auto-triggered at stage gates | 80%+ by June | Francesca / Shelley |
2.4 Delivery team has no pipeline visibility2.5 Lead data needs manual enrichment5.5 Content creation undocumented | |||
| KR4 | Shelley's onboarding time split | 70%+ exception handling, <30% routine | Shelley |
4.1 Onboarding is form-heavy5.1 Manual compliance checking | |||
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 O4 (sales independence), 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 the leading indicators from Now O3 actually predicted correctly. 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