№ 01
Clarity on the actual problem you brought in.
A specific, named problem. Sharper than the one you walked in with. Something you can actually act on this week.
Founders Business Breakfast
This is a room, not a stage. Twelve founders, four hours, one Saturday morning a quarter, working on real problems together. The kind of questions you can't answer alone.
What you leave with
A specific, named problem. Sharper than the one you walked in with. Something you can actually act on this week.
The work happens after you leave. The circle checks next session.
A circle you come back to, quarter after quarter. People who know your business and expect to see what you've done.
Who this is for
This is not for pre-revenue founders or people still picking the offer. You have traction. You have a real problem.
The questions you've stopped being able to answer alone are the ones the circle is built to ask you.
The format only works if the circle holds. We curate for founders who will show up again, not just once.
What it is not
Bring a notebook, a real problem, and the willingness to be asked the questions you haven't been able to answer alone. That's all of it. No pitch stage, no panel, no small talk.
The format
Every minute of the session has a job. Nothing is filler. The room moves through a deliberate arc, from arrival to commitment, and leaves with work to do. Not just ideas to think about.
Diagram. 240 minutes. Every stage load-bearing.
Designed events within the session
These are the moments inside the hot-seat format that turn a meeting into a mastermind. Every founder contributes. No one holds the floor. Each exercise is short, specific, and designed to surface what a normal conversation leaves buried.
№ 01 · Five exercises
The room pretends to be your customer. You sit and listen.
A founder pitches their offer to the circle. The actual offer, at the actual price, to the actual market. The circle does not applaud. The circle stress-tests the pitch the way a skeptical customer would: what does this cost, what does it replace, why would I switch from what I'm already doing, what's the part of this I don't believe.
The founder on the hot seat listens and takes notes. No defending, no explaining. By the time the room is done, they have a list of every objection a real buyer would raise, surfaced by twelve people running real businesses.
Why this matters. Most founders have never heard their own offer explained back to them by twelve people who aren't trying to be polite. The Pressure Test is what replaces "I think people want this" with "people told me, in specific words, why they wouldn't."
№ 02 · Five exercises
Who do you need to become for this business to work?
A founder names, out loud, the version of themselves their business needs them to be. Not who they are. Who the business requires. The version that closes the bigger deal, hires the harder person, holds the harder line with the customer.
Then the circle does the work the founder can't do alone: they name the gap. What's the gap between who you are walking in and who you need to be? Where have you seen the gap show up? What does the gap cost the business, in specific decisions and specific months?
Why this matters. Most business problems look like strategy problems until someone asks the identity question. Then they reframe. The founder leaves with a list of specific behaviours they have been avoiding because of who they are right now, and an honest read on which of those behaviours is the actual bottleneck.
№ 03 · Five exercises
What has to be true in the next 14 days to make the next 90 possible?
Every founder writes down what they want to be true 90 days from now. Not a revenue number, not a milestone. The actual outcome: what the business looks like, what the founder looks like, what the next quarter looks like from the outside.
Then the circle reverse-engineers. To make the 90-day outcome real, what has to be true 14 days from now? A specific deliverable, not 'work harder.' A closed deal, a hired person, a shipped product, a written policy. The founder leaves with three to five commitments, each tied to one person in the room who will check.
Why this matters. The gap between "I want to grow" and "I will ship X by Y date with Z accountable" is where most founder intentions die. The 90-Day Question collapses the gap. It also gives the circle something concrete to check at the next session.
№ 04 · Five exercises
The decision you've been postponing for a quarter.
A founder surfaces a single decision they have been postponing. The kind of decision that shows up in every conversation as "I'm still figuring that out." The kind that has a list of reasons attached to it, and a list of reasons for the reasons.
The circle asks the questions the founder has been avoiding themselves. Why is this the decision you're not making? What have you already decided, even if you haven't said it out loud? What would you tell a founder friend who came to you with this exact problem? The founder does not have to answer. They take notes. By the time the room is done, the decision usually isn't hard anymore. It was just hidden.
Why this matters. The cost of a postponed decision compounds. Every quarter the founder delays, the business pays in stale strategy, in tired team morale, in opportunity cost. The Founder's Dilemma is the shortest path between "I keep meaning to decide" and "I decided."
№ 05 · Five exercises
Anonymous notes back to you: the thing you keep saying but aren't doing.
In the last twenty minutes, every founder writes one anonymous note to every other founder. One sentence each. For the founder on the hot seat, the note says: the thing you keep saying you will do, that the room suspects you won't.
Notes are folded, dropped into a bowl, and read silently. No names attached. No explanations offered. The founder takes the stack of notes home. They are the most actionable thing in the room.
Why this matters. The strongest signal in any mastermind is the thing twelve people can see but no one is saying. The Reveal makes it possible to say it without anyone having to take the social risk of saying it. The founder leaves with the exact words they need to hear, from a room that has their back.
The room, or the room alone
You keep working through this with your notebook, your co-founder, or the same three WhatsApp group messages that haven't changed anything in a year. You are still the smartest person in your own company.
You sit down with eleven other founders working on their own version of the same problem. You leave with more clarity than you came in with, and a fourteen-day commitment you promised out loud, to a person in the room whose name you now know.
№ Apply · Eight fields
No automated screening. The strongest signal in the application is a specific problem, not a general one. Tell us what's actually stuck right now, and the circle does the rest.
Eight fields. Two minutes. Every answer is read by hand before a seat is offered.
Problem statement first, then everything else. We reply within seven days. Yes, no, or shortlist. With one line of honest feedback.
If selected, you'll get the address, the start time, and what to bring. Bring one real problem and a notebook. That's the whole prep.
Application received
We read every application personally. You will hear back within seven days. Yes, no, or shortlist. With one line of honest feedback.
Your answers are private. We read them in order, problem statement first, then everything else. The circle stays curated., not closed.
Questions, answered honestly