The 90-day plan to ship the first two cohorts. Build the day pack, run the GJ Gardner Warragul test, run Mitsubishi Electric for real, capture what worked.
This is the 90-day plan to ship the first two cohorts of Social Blueprint LIVE. It assumes nothing is built yet beyond the strategy. By day 90, two cohorts have run, the system has been pressure-tested under live conditions, and the lessons from running it twice are documented so cohort three is materially easier than cohort two.
The arc is four phases. Build in weeks 1 to 4 covers everything that needs to exist before a cohort can run: launch page, customer avatar GPT, template pack, slide deck, planner design, partner brief, qualifying screen, conversion offer collateral, production wall kit. Test in weeks 4 to 8 runs the first cohort with GJ Gardner as a contra engagement. The objective is proving the system works under live conditions and capturing case study assets. Live in weeks 8 to 12 runs the first paying cohort with Mitsubishi Electric in the funded model. The objective is delivering Mitsubishi well and capturing a Network Investor case study. Capture from week 12 onward turns the two-cohort learnings into a tighter day pack, a sharper partner brief, and a tagged asset library.
Three things have to be true at day 90 for this plan to have worked: both cohorts ran end-to-end, both produced their intended attendee outputs, and the lessons from running them are written down somewhere Laura and Cam can both pick up. Below all three triggers a review before the next cohort runs. Above all three, the next cohort can be planned with confidence.
Four phases run in strict sequence. Each one creates the conditions the next one needs. The test cohort cannot run without the system built. The live cohort cannot run without the test cohort proving the system. The capture work cannot happen without two cohorts in hand to capture from.
Weeks overlap intentionally. Building continues into the test cohort window because some assets are refined live, not pre-built. The test cohort feeds directly into the live cohort, so capture work begins informally in week 8, not week 12.
Build is the unsexy phase. There are no cohorts running, no customers being served, no revenue generated. The work is getting every asset into a finished state before cohort one is live. Under live conditions it is too late to assemble the foundation. Most workshop products that fail in their first run fail because the assets were assembled in a rush during week 4, not properly built in weeks 1 to 3.
Lock the role split first. Identify the cohort tracker owner explicitly. This is the single role the product cannot run without. If the role is not formally assigned in week 1, every subsequent phase will have ambiguity about who owns operational rhythm.
By end of week 4, both cohorts are confirmed and dated, every asset above is ticked, the production wall has been tested at the office, and the cohort tracker owner has spent at least one week running the rhythm against a dummy cohort. If any of these are missing, do not start the GJ test cohort. Push the date by one week and finish the build.
The test cohort is contra. Sorted does not invoice. GJ Gardner brings the cohort and the case study rights. Both sides win: GJ gets a free workshop for their network, Sorted gets a working proof of concept under live conditions and the assets to sell the next cohort.
Run the test cohort as if it were paid. Anything you would skip because it is contra is something you will skip when stretched in the live cohort. The discipline you set with cohort one is the discipline you keep with cohort ten.
By end of week 8, the GJ cohort has run, the system has been stress-tested under live conditions, the retrospective is complete with documented changes, and at least one substantive case study asset is live or near-live. If the retrospective surfaces a fundamental problem with the system, push the Mitsubishi cohort by two to four weeks and fix it. Do not run paid against a broken system.
The Mitsubishi cohort is the first paid run and the first run under the funded model with a Network Investor archetype. Both are firsts. Both matter for the case study. The funded model has structural differences from the GJ contra cohort: Mitsubishi pays per head, Mitsubishi expects a partner briefing pack at the close, and Mitsubishi will reference this engagement when their next quarterly marketing review happens.
Apply the GJ retrospective changes before any Mitsubishi attendee sees the system. Anything that broke in the test cohort is fixed before the live one starts. The retrospective is worthless if the changes are not implemented.
By end of week 12, the Mitsubishi cohort has run, the partner briefing pack is delivered, the Network Investor case study is in capture (either live or in production), and the two-cohort retrospective is scheduled within the following fortnight. If conversion to retainer is also tracking (5 of 10 indicating interest by week 12), the system has cleared the live test. Below this, the capture phase has to address the gap before cohort three is planned.
Capture is the phase where what was learned gets written down. Two cohorts have run. One was contra, one was funded. Both produced artefacts, surprises, and adjustments made on the fly. None of those adjustments are useful to cohort three unless they are captured somewhere durable. The temptation at this point is to leap into selling cohort three. The discipline is to spend two weeks consolidating before the next conversation gets opened.
Capture is not a phase that ends. Every cohort produces lessons that should compound into the next. The first 90 days produce two cohorts and a documented system. The next quarter sees whether the system holds with a third cohort run from the v2 day pack. Cohort four is when the question shifts from "did this work" to "does it scale". That conversation is for the quarter after this one. Land cohort one and two first.
The 90-day timeline at a glance, with the gate criteria at each transition. If a gate is not met, the next phase does not start. Push the date instead. Cadence is recoverable. A failed paying cohort is not.
| When | Milestone | Gate criteria |
|---|---|---|
| End of week 1 | Role split locked | Cohort tracker owner identified and onboarded. Facilitator, production lead, and sales lead confirmed. |
| End of week 2 | Partners confirmed | GJ Gardner test cohort dated. Mitsubishi live cohort dated. Both engagement letters draft state. |
| End of week 3 | System assets 80% complete | Launch page, slide deck, run-of-show, template pack, printed planner design, post-event sequence templates all in draft or final state. |
| End of week 4 | Phase 01 gate | All assets complete. Production wall tested. Cohort tracker rhythm dry-run completed. GJ cohort starts week 4 to 5. |
| End of week 6 | GJ workshop day delivered | 10 of 10 attendees attended. Minimum 60 pieces of content produced on the day. Loop closed in 72 hours. |
| End of week 7 | GJ retrospective complete | What worked, what broke, what changes documented. Changes implemented before Mitsubishi cohort. |
| End of week 8 | Phase 02 gate | GJ cohort six-week sequence underway. First case study asset live or near-live. GJ retrospective signed off and informing pre-Mitsubishi adjustments. |
| End of week 10 | Mitsubishi workshop day delivered | 10 of 10 dealers attended. Funded model executed cleanly. Partner briefing pack drafted. |
| End of week 11 | Mitsubishi week-one capture | What worked, what broke, what was changed mid-day documented. Adjustments folded into the day pack draft v2. |
| End of week 12 | Phase 03 gate | Mitsubishi cohort six-week sequence underway. Network Investor case study captured. Two-cohort retrospective scheduled. |
| Week 14 to 16 | Day pack v2 captured | Two-cohort retrospective signed off. Day pack updated to v2. Asset library tagged. Cohort three brief drafted. |