Founded TCG 15 years ago. Wrote the curriculum, built the relationships. Wants to move to non-operational, growth-focused role but Allison's departure pulled him back in. His time is the scarcest resource.
Jobs to Be Done
When I'm building the pipeline, I want to generate leads that don't depend on my personal network, so the business can grow beyond my capacity.
When an employer shows interest, I want to qualify them quickly for commitment and fit, so we don't waste time on businesses that want a quick fix.
When we're selling, I want the company brand to carry the conversation, so I'm not the bottleneck in every deal.
When I'm planning cohorts, I want reliable pipeline visibility six weeks out, so I can book trainers and commit to start dates.
When I look at how we run internally, I want our operations to reflect the AI expertise we're teaching, so we're not undermining our own credibility.
Pain Points
Founder-led sales. Most conversions come through Crispin's personal brand and network. That's a ceiling on growth.
No single source of truth. Information lives in Monday, Google Drive, email, and people's heads.
Still runs initial assessments and handles employer introductions despite wanting to be strategic.
Opportunities
AI skills gap assessment as a lead tool - employers experience TCG's expertise before signing anything.
Automated qualification from discovery call transcripts, reducing Crispin's time in every deal.
Pipeline dashboard with six-week-ahead visibility for trainer booking and cohort planning.
Runs lead generation, sales pipeline, and handoff to delivery. Managing Monday CRM, chasing compliance documents, building a repeatable sales process that doesn't rely on Crispin.
Jobs to Be Done
When leads come in from multiple channels, I want them captured automatically in one place, so I'm not manually downloading lists and enriching them in Apollo.
When a prospect replies to outreach, I want the CRM updated without relying on someone remembering to BCC, so we don't lose track.
When a deal converts, I want the information I've collected to flow to delivery, so employers aren't asked the same questions twice.
When I send compliance documents, I want to know which are outstanding and chase automatically, so nothing stalls.
Pain Points
Leads from different channels require manual enrichment and CRM entry. Eventbrite attendees downloaded, enriched via Apollo, manually added to Monday.
Essential information from sales conversations doesn't make it into the CRM. Lives in emails and memory.
CRM struggles with multiple apprenticeships per employer, different start dates, and different payment types.
Payment type (levy, invoice, levy transfer) isn't identified early enough. Transfers can block enrolment.
Opportunities
AI-assisted lead processing - meeting transcripts processed into structured CRM data.
Automated compliance document chasing with gap tracking.
Early payment type identification built into the sales process.
10+ years in apprenticeship management. Responsible for compliance, learner management, and quality. If the paperwork isn't right, the government claws back funding. She catches problems before they become expensive.
Jobs to Be Done
When an apprentice is enrolling, I want all compliance documents collected and verified before we commit funding, so we're never exposed at audit.
When managing on-programme records, I want hours and evidence captured as part of normal delivery, so compliance isn't a separate admin task.
When employers are coming in, I want to filter for commitment and fit at the front end, so we don't take on businesses that will withdraw.
When Francesca hands a deal to me, I want all the information already captured and verified, so I'm not chasing employers for things collected during sales.
Pain Points
Information arrives incomplete. Job scans with missing fields. Employers confused by DAS. Documents sitting in email.
CRM tracks stage changes but not detail. Shelley goes to Google Drive for paperwork and cross-references with what Francesca told her.
At 8 apprentices, manual review works. At 60, it breaks. Admin burden of reviewing all forms doesn't scale.
Opportunities
Compliance dashboard showing real-time status - green/amber/red for every apprentice's documentation.
Automated document validation - incomplete forms flagged before they reach Shelley.
Complete the Monday.com integration into the Laravel app - one place to look instead of three.
Relatively new to the role. Handles scheduling, trainer booking, content management, and pre-cohort admin. Turns a confirmed cohort into a running programme. Works from the Delivery Schedule Monday board.
Jobs to Be Done
When SLT confirms a cohort, I want to know early enough to book trainers (minimum six weeks lead time), so I'm not scrambling for availability.
When content doesn't exist, I want a clear process for commissioning and tracking it (3-6 month lead time), so it's ready before delivery.
When a cohort is about to start, I want Slack, folders, access, and docs set up quickly, so the first session isn't delayed by admin.
When a cohort start date arrives, I want to have been included in planning early enough to do my job properly.
Pain Points
No pipeline visibility. Gets no signal when a cohort is becoming viable. Start dates arrive informally.
No formal handover from BizDev to delivery. Not included in the handoff call.
Content creation has no documented process. The conditional branch isn't written down anywhere.
Pre-cohort admin is mostly manual. Some automations exist but they're patchy.
Opportunities
Pipeline-to-operations trigger - when a cohort reaches a viability threshold, Rob gets notified automatically.
Automated pre-cohort setup - templates for Slack channels, Google folders, and document uploads.
Content management board tracking what exists, what's in progress, and what's missing.