Steve Facilitator Console

This is your live run sheet. It is designed around one central spine: define Kenton’s 3HAG, pressure-test every constraint against it, then close the day by refining the 3HAG into a clear operating anchor.

Client

Kenton

Businesses

ProCCTV + Dynatec

Session Style

Metronomics-style

Primary Hypothesis

Founder Dependency

Core Anchor | 3HAG (3-Year Highly Achievable Goal)

This becomes the anchor for the entire day. Every strategy, hire, process and decision must support the 3HAG. Return to it repeatedly throughout the session and close the day by refining it together.

Integrated Across Entire Day

Facilitator framing: The 3HAG is not a motivational slogan. It is the operating future state that defines what the business becomes, what it refuses to become, and what capabilities must exist to support it.

Questions to Pressure-Test the 3HAG

What does the business actually look like at the end of 3 years?
What is true operationally at that point that is not true today?
What must no longer depend on Kenton personally?
What reputation does the market have about the business?
What type of clients are now standard?
What revenue streams dominate?
What gets deliberately removed or avoided?
What systems, leaders and standards must exist?
What would make the business feel “premium” at scale?
What would break if growth happened too fast?

Facilitator Guidance

Do not allow vague vision statements.
Push for operational specificity.
Translate ambition into structure.
Tie every later discussion back to the 3HAG.
Challenge contradictions between ambition and current behaviour.
Use the 3HAG to prioritise hiring, systems and focus.
Close the day by rewriting the 3HAG with clarity and conviction.

3HAG Development Canvas

3-Year Highly Achievable Goal

What must be true operationally for this to exist?

What founder behaviours must change?

What capabilities must be built?

What risks threaten the 3HAG?

What are the non-negotiables?

0:00-0:10 | Personal Opening

Start with the person behind the business. This makes later challenge feel earned, not confrontational.

10 mins

Your Share

Share a concise childhood story that reveals how you formed your work ethic, risk tolerance, resilience, commercial drive or need to win.

Your childhood story

How this shaped you as a founder

Facilitator Lens

Listen for control, perfectionism, scarcity, proving energy, resilience, fear of failure, identity attachment and delegation difficulty.

Kenton's likely operating pattern

Opening diagnosis

Questions to Ask Kenton

What is something from your childhood that shaped how you operate today?

What did work, money, pressure or ambition look like growing up?

What part of your personality has helped you most in business?

What part of your personality has probably hurt you as the business has grown?

What do people misunderstand about how you operate?

Why does $10M actually matter to you?

1:45-2:15 | Pressure-Test the 3HAG and Customer Focus

Pressure-test the difference between the constraint Kenton feels and the constraint that is actually limiting scale.

35 mins

Anchor challenge: “If everyone is still coming to you at $2M-$3M, what changes before $5M so the business does not break before $10M?”

Questions

What is the single biggest constraint right now: leads, people, leadership, process, cash, delivery capacity, marketing or you?
If I gave you $500k tomorrow, what would actually change?
Where does the business stop moving when you are unavailable?
Which decisions still require your judgement?
What problem has been discussed multiple times but still repeats?

Capture

Stated constraint

Likely real constraint

Constraint Scorecard

Constraint	Evidence Level	Severity 1-5	Evidence / Notes
Founder dependency
Leadership capacity
Hiring system
Process maturity
Marketing efficiency
Cash conversion
Sales model clarity
Delivery capacity

Aligned constraint statement: The current constraint is ______ because ______.

0:45-1:30 | Build the 3HAG Around the Ideal Customer

This is the defining anchor of the day. The 3HAG must become the practical picture of the business Kenton is building, not a motivational revenue target.

45 mins

Facilitator frame: “Before we diagnose the business, we need to define the business you are trying to build. The 3HAG becomes the filter for every decision today.”

Questions to Ask

Three years from now, what does the business look like if it has worked?
What is the revenue, profit, team size and revenue mix?
What does ProCCTV become?
What does Dynatec become?
What do clients say about the business?
What must no longer depend on you personally?
What level of service, quality and support must be standard?
What work do you want more of?
What work should disappear?
What would make this business feel premium at scale, not just premium because you are involved?

What You Are Trying to Extract

A clear 3-year destination.
A revenue architecture, not just a revenue target.
The future role of Kenton.
The future roles of ProCCTV and Dynatec.
The capabilities that need building.
The constraints that matter most because they threaten the 3HAG.
The non-negotiables that cannot be sacrificed for growth.

3HAG Canvas

Draft 3HAG statement

What must be true operationally?

Revenue mix at 3 years

Ideal customer focus at 3 years

Kenton's role at 3 years

Capabilities that must exist

Non-negotiables

2:15-2:50 | People, Seats and Founder Dependency Required by the Ideal Customer

This is likely the most important section. Kenton may think he needs more people; the real question is whether he can build leaders and scalable judgement.

35 mins

3HAG + Ideal Customer filter: Which seats, leaders and hiring standards must exist for the 3HAG to become real?

Core challenge: “Can you hire, train and retain people who protect the premium standard without needing your constant involvement?”

Questions

What seats are you still sitting in?
What role would remove the biggest constraint?
What role would you hire if cash was not the issue?
Who currently owns sales, operations, marketing, cash, service, technical standards and people?
What does an A-player look like in this business?
How do you onboard someone into “premium”?
Where have previous hires failed?
What standards are currently in your head only?

People Diagnosis

People system diagnosis

Hiring risk

Accountability Map

Function	Current Owner	Future Owner	Kenton Involvement	Gap to Close
Sales
Operations
Project delivery
Technical standards
Service/support
Marketing
Finance/cash
People/hiring

Hiring Sequence

Next Hire

Role

Why this role first?

90-day scorecard

Second Hire

Role

Why this role second?

90-day scorecard

Third Hire

Role

Why this role third?

90-day scorecard

3:05-3:25 | Process, SOP and AI Leverage Required by the 3HAG

Identify which repeat decisions should become standards, checklists, templates, training or AI-supported workflows.

20 mins

3HAG filter: What must become repeatable, trainable or automated so the business can reach the 3HAG without Kenton being the operating system?

Questions

What does the team ask you over and over?
Where does quoting depend on your judgement?
Where is technical knowledge trapped in your head?
Which quality decisions need a standard?
Which client escalations should never reach you?
Which AI workflow would save the most founder time?

Process Diagnosis

Process diagnosis

AI leverage diagnosis

Founder Dependency Map

Repeated Decision / Issue	Why It Comes to Kenton	Future Owner	System Needed	Deadline

3:25-3:45 | Cash, Margin and Marketing Economics Against the 3HAG

Test why strong deposits and short completion cycles still produce cash stress.

15 mins

3HAG filter: Does the current economic engine fund the 3HAG, or does it create pressure as revenue grows?

Questions

If deposits are strong and completion is under 20 days, why does growth still consume cash?
Which lead source produces gross profit, not just leads?
Which job types create the most operational drag?
Where does margin leak after GP?
Are service promises priced properly?
What marketing would you stop if judged by gross profit?

Commercial Diagnosis

Cash diagnosis

Marketing diagnosis

Margin diagnosis

Stop

Stop doing

Start

Start doing

Continue

Continue doing

Integrated | Risk Checkpoints

Name the risks that could stop the 10M path before they become expensive.

15 mins

Risk	Likelihood	Impact	Mitigation	Owner
Founder dependency continues
Wrong hire sequence
Premium standard breaks at scale
Marketing remains outsourced and under-owned
Cash pressure limits strategic options
Commercial sales takes longer than expected

Live Capture | 90-Day Actions

Translate the 3HAG into the first 90 days. Do not leave without owner, metric and first action.

15 mins

Priority	Owner	Success Metric	First Action	Due

3:45-4:00 | Final 3HAG and 90-Day Commitments

Finish where the day started: rewrite the 3HAG now that the constraints, people gaps, systems gaps and risks are visible.

15 mins

Closing frame: “Based on everything we have seen today, is this still the right 3HAG? If yes, what must change first? If not, what is the sharper version?”

Final 3HAG statement

First 90-day proof that the 3HAG is becoming real

Top 3 priorities from today

Ideal customer the 3HAG is built around

What Kenton must stop doing to reach it

What Kenton must start doing to reach it

Close | Decisions and Accountability

Convert the day into a commitment.

Final diagnosis

Decisions made

Actions within 48 hours

Steve accountability / follow-up