Foundations Sprint

The problem this solves

Knowing what to do is rarely the constraint. Most founders reading this site could write a decent retention plan in an afternoon. The constraint is that the plan competes with fulfilment, support, stock, and everything else that shouts louder, and strategic work loses that fight almost every week.

A sprint exists to get the foundation built during a period when it is somebody's actual job, rather than something you will get to.

What gets built

The three layers from the book, in the order they compound:

• Onboarding. The first thirty days after a purchase, rebuilt as a deliberate sequence rather than a receipt and a silence. This is where most retention is won.
• Ongoing engagement. A repeating rhythm of value, milestone, trigger and conversation touchpoints, so you are present without being relentless.
• Intervention. An at-risk segment that populates itself, and a win-back sequence that fires when a customer exceeds their usual purchase cycle, before they have forgotten you exist.

Plus the measurement underneath it: lifetime value, churn or repeat purchase rate, and a review rhythm you can actually keep to in thirty minutes a week.

How it works

1. Diagnosis. The same ground as the Health Check, so we build against what is actually happening rather than what should be.
2. Build. Segments, flows and templates created in your own stack, written in your voice, tested and switched on.
3. Handover. Documented, so it can be maintained and extended by whoever runs it next, including you.

What it is not

It is not a retainer, and it is not designed to make you dependent on me. Everything built during a sprint is designed to be run by one person afterwards, because that is exactly how it was built the first time at Lean Greens.