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What does it mean to be ready for top-of-funnel influx?

Costing?

What does an org chart look like in 3 months?

Possible MBA projects:

How to make the most of the CV opportunities:

“Skillcraft defining public facing deliverables” 21 APR —> MAR 10

• What does skillcraft enable CV that it currently doesn’t have?
• Cohort-level non-self referential assessment that house their competency model. They don’t have a competency model assessment. houses their competency
• Prove the utility and value of the competency model
• Sequence the ask for the 10th?
• What would they use us to do
• 21 May success looks like:
• “Painted the picture of what this product looks like in their heads”
• David’s thesis: “This is a complement to their delivery of service… this level of detail to managers and individual.”
• Process map ask of them
• Lead gen tool —> mini-version of assessment
• Do the math here…
• Pre-and-post report cards
• Do we do interim training? (question to decide)
• 50 to 100k more
• How can we position to capture value and create a partnership maximally.
• Model: Deeply
• R&D costs —> David # of hours
• Per person?
• % of contract?
• What do they want to deliver to clients that’s inclusive of us? (21 FEB) —> proposal model
• Buy what?
• Client
• Value: ‘take this assessment and benchmark against…”

LBA to David

How does david get enough insight from Tim & team? What questions does he need to ask?

What questions has David left implicit in what we’re going foward with?

• What’s their service model… what are their customers expecting
• 1 = what does a pilot w/ a CV customer look like (all implicit questions) 2. then what is included based on the feedback from that client
• What is predictive validity?
• you need outcome metrics… manager rating for team…
• So what do we need from the clietn? And how do we manage expectations
• What does an outbrief look like?
• Spidergram w/ different weightings and specific recall back to the test
• How do they use this tool as a means.
• What’s broken consideration? If
• What materials do we need if we’re successful?
• Predictive validity example, whata client expects and rpcoess map?
• 3 things step:
• What does David need to tell Tim or Deloitte to succeed in that meting? What needs to be in place?
• Can ted be in boston in march????
• Your blind spot might be UX. How do we create an unrivaled experience? Or is that the ompcanys job

1. Develop a structured agenda and send
1. Updates from david
2. Product udpates
3. Partnership review
2. Podcasts + influencers
1. Ted to create a sheet and conduct outreach
2. Nice to have for later?
3. Pass a win the week email to David this Sunday
1. Set-up bi-weekly meetings, weekly is too much
4. What would I see in Airtable?
5. Attend Friday call and ask what to prep

First, I think that it will be essential for me to go through a deeper dive in describing process and product in writing and sharing it with you for thoughts and revisions, so that we know how we can translate what we build easily and to anyone.

• Secheuld working session

Second, I was thinking (and forgot to mention it during our jam) it would be highly beneficial to ask you to focus on one single objective over the few weeks/ month(s): namely, how can we ensure an intelligent conversion of Corporate Visions from pilot partner to full commercial partner. I think going through this one inflection point with deep focus will cover a ton of bases, and is certainly the most important thing to accomplish in the near term… let’s use our next meeting to begin to game-plan this? Would you be free this Thursday (and generally, wondering if an every Thursday for one hour might be possible (of course, only if it would not cause any prioritization conflicts))?

• Re-establish every other week
• Ted to assess how many hours allotable to the work. 2 to 5 and what does that look like?
• “It’s a proposal, are you buying in to this… extension of our commerical… dollar figure, revenue upside… Ashley have ideas…. Ashley suggested co-revenue engagement of some side… Internal memo… Ideal scenario is I’ve hit all of these bullets…”
• Assement, to get a draft and let David know…
• How many hours total? / send a backbrief of outline
• Gantt chart, what is value? The job we’re doing
• How would we know?
• Meeting the market today? The client doesn’t know what they want
• Don’t know what htey want: Good benchmarking of service delivery… trend toward differential pricing model, pay per successful action. Subscription model revnue taking a dive. Pricing over completed task done well. AI SDRs not pricing on email sent, priced on meetings booked. Deeper precison on the immediacy of gain on the skillset. If we show skill gain then we can demonstrate values.

Third, would love to intro you to Ashley ASAP, and perhaps we can use one of my upcoming bi-weekly check-ins with her to introduce you and also walk through our CV gameplan? Are you free Fri Feb 7th at 1pm ET? If not, any general times that might work well?

• Ted drops in at 1:30 PM EST

Sales enablement teams vs. sales training: The latter might not want to evaluate the efficacy of the program. Sales enablement teams across revenue operations. Larz Nielsen led VP of glboabl sales of snowflake. Incnetive aligned

Skillcraft: Microsimulation for core hard to measure skills and context. Provide a metric for skills… accuracy for skills diagnostic solutions.

Objective management group:

“data-driven sales enablmenet”

Richardson: E for enable, competency based diagnostic tool

Sandler

Symptom vs. root-cause problem

Front-line manager + sellers.

“Have you found core skills?”

• Competencies are more broad than that
• “consultative selling” à attributes and skills
• Good questions
• Active listening

Pre-post

• Actions that you’re taking… so symptoms, run the evaluation. Here’s your priorities and go fix it.
• Then what are we going to track and re-run that evaluation

Organizaitons can be a lot like the government… they just want to keep a problem and be employed

You’re speaking at a very high level…

Take off the forced pacing so you can discuss slower. It feels rushed.

What’s different about our approach?

Old school vs. AI assessments, “lack standardization over a skill expression or target”

Need a report / something to show and be more specific

03 FEB: 5 hours

• 2 hours: Skeleton and jam
• 2 hours:
• One page reflection on vidoes
• 1 hours:
• Draft an outreach email…

SWOT:

https://secondnature.ai/

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• Data labeling and train off our model.
• Skills data sucks everywhere.

1. Product review
2. System review
3. Tactics plan

Captures of David’s Language

• Deepened precision of abstraction…
• the market needs productive skill…

Questions for David

• Thoughts on AI engineers… by when? How? Let’s get specific on this

Taxonomy of casings and competencies

• “skill referncing”
• “maximally discriminative at an item level”
• The representation of a competency model as an equation that is plug and play to your industry

How to answer haters who think selling is inherently messy

• Answer to the desire for less rigor… qualitative… sure, and I can say that these skills are replicable and we have signal. So if they do well on 9/10 of these skills, I’m not saying this person is a great sales person, I” ‘m saying I’m more confident they’re porne to skill

Corporate Vision possibilities

• Skillcraft can be your pre-screener:
• Are you coming to consensus before consensus is needed
• A lot of value is still on the table for you
• Case analysis, model that provides examples of how they could further use this.

Skillcraft Vision

• Basically the end state of what we’re doing is the verb

Philosophy Nerd Out

• Greg McKeown
• Thomas Sowell, acorn complacency, Oliver Burkeman, General Semantics
• OR as an efficient way to align motion

“these tactical things are great and I need to get there immediately… setting up apollo and the sequence… share the loom video and ask certain questions… does this look good and interoporeate with the staregy” David sends ted loom and ted responds specifcally

Build out a page for each objective and key activity…. this is a cool system that tactics are shown and you can use. Model

• How do you set a $400k by June trajectory. Build out an energy sequence/ratio (how many outreaches for conversion to next part of pipeline to acquire to start… can he even do $400k? What woudl those economics look like)

Collateral material for how our system adds value to consumers

If we’re doing this big company, what did we do? What am I? What did we do to gear us up? Is this really exciting to you?

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What have we discarded:

• No new modalities
• Focusing on emotional decoding and active listening. Aligning to buyers expectations and compentency orientation.
• Active listening as modality assessment: Extracting properties relevant to recognizing speech in meaningful ways.
• What not doing: Not going through communication as a modality…. less packageable large macro-assessments.
• Two market entry points
• Replicating w/ Corporate visions: We are positioning th eproduct in AI simulations and psyschometrics… selling into sales training for diagnositcs. People like corporate visionss that have competency models w/ demonstrable skills
• Energy CXs: Pre-screenings, competency model that stack ranks sales individuals. Volume higher candidates that you want to make skill based hiriding decisions on.
• Decision points:
• What are the milestones or cruxes that tell us if we’re doubling down…. late stage deals w/ X or Y like corporate visions or CXs
• Upsell opporutnity
• Do you have 5 targets for each path?
• When & How
• Stage gate and backward plan from the sell
• Case study w/ impact that can go out to market

?s for them

What importnat role does skill assessment play… do they care about demosntraed skill… how do you track skills?

What skills? How do you think about skills

What does that skill create for the customer? What value?

What does the next month need to look like… tactical level business development. These are the two models, how do we weight htem? Wahta re we workign toaward to sell two whole products by april?

Prepping for messaging: Crispness. What’s the BLUF… problems we solve for… value we deliver

“Capitalization”… adapating to market… Market is saturated w/ misaligned tech: We will

What are the differences that can show you’re different.

We go to where the skill needs to be measured…

Little goals between calls

Otucomes by when:

• Swim lane w/ mini sub streams in each for BD and
• Q1 GANTT
• This is what delivery the whol product to market… what’s everything that needs to happen? Be shipping? Sales swim lane, product, optics, fundraising.

Access to the product

The actual email might have come from google, but here is link you would have gotten access to from the second email; just a flag of what I’m chatting with Sal about next week.

You can most likely find anything we discuss in the Strategy/Ops folder generally.

Thank you for the notion site. I requested access - would you mind sharing with david@skillcraft.co?

As for the GANTT chart / OKRs, I’m going to choose Airtable to start out with (unless you have other suggestions?). Seems simple and easy to port whenever we grow out of its usefulness.

Airtable Log-in (google account): admin@skillcraft.co (this is the account we’ll use to share passwords to various operational tools we use - limited to tools, nothing sensitive).

Password: Skillcraft1M2025

I’ve started a Quarter Planning document here (note: the top is all of the resources I think will be helpful in getting a strong grasp on positioning, product, and movement forward): Q1 Planning Document

I’d love to get as crisp as possible with the two evolving GTMs we discussed on our last call, and build out the Airtable to a level of tactical accountability that if followed gives us a high chance of success.

Will share Sal Khan planning doc when I get to it this weekend; likely Sunday. I meet with him Jan 10.

Hope you have a Happy New Year! 🎉

Best,

David

P.S. This document (One of the resources in the Quarterly Planning doc above) is a bit layered and contains a lot of implicit details; if it’s helpful to chat about it, or record a video, or respond to comments async, lmk. :)