Before
Sprint review demos 6 features. Nobody can say which one moved a number.
After
Every demo ends with the metric it was supposed to move and what it actually did.
Masterclass · 1 day
Ship Outcomes, Not Features
You leave with last quarter’s unused features priced in CZK, your top 3 roadmap items rewritten as outcomes, and the script for the engineer who says “we don’t control usage.”
This is product mindset for leaders with a technical background. Not PM training with engineers invited as an afterthought.
12,900 CZK per seat · from 150,000 CZK in-house
Trusted by
Not for
- Product managers looking for discovery frameworks. Torres and Gilad already serve you well.
- First-time managers still learning to run a team. Start with L1.
- ICs who want to “understand the business”. This is a leadership masterclass about how a team decides what to build.
Who it is for
- CTOs and VPs of Engineering whose roadmap slips every quarter while velocity charts look fine.
- Heads of Engineering and EMs blamed for “slow delivery” by a product org that writes feature specs, not outcome specs.
- Tech Leads who ship exactly what the PRD says and watch nobody use it.
The program
4 modules.
The audit. What unused features cost you.
You stop defending velocity and start showing where engineering effort went, priced in money.
The rewrite. From feature spec to outcome.
Your top 3 initiatives leave the room outcome-framed. Scope bloat loses its hiding place.
The pushback. When engineers resist outcome metrics.
The skeptic becomes the one who asks “what will this change?” in refinement.
The dialogue. Negotiating outcomes with product.
You leave with the written agenda for your next real planning session, ready to run the week you are back.
From where you are, to where you walk out.
Before
The board asks why the roadmap slipped again. You answer with capacity math.
After
You answer with the real cause: three initiatives built on unvalidated assumptions, and what you changed.
Before
Your strongest engineer refuses outcome metrics: “I don’t control usage.”
After
That engineer owns an outcome bet this quarter and defended it in planning.
Before
Tech debt arrives as “we need 2 sprints for refactoring” and loses to features every time.
After
Tech debt arrives framed as an outcome with a number attached, and gets prioritized on merit.
Before
Quarterly planning with product is a hostage exchange.
After
Planning starts from outcomes and the build-vs-validate decision happens before a single estimate.
What you walk out able to do.
- Audit your last quarter: features shipped vs features actually used, with a CZK cost on the unused ones.
- Rewrite a feature-shaped roadmap item into an outcome with a target metric, the evidence needed, and a kill criterion.
- Run the “we don’t control usage” conversation with a senior engineer and land it without a mandate.
- Spot the three feature-drift patterns that cause roadmap slippage before mid-quarter, not in the retro.
- Frame a tech debt investment as an outcome bet that survives prioritization against features.
- Decide build-first vs validate-first for a real initiative from your own roadmap, out loud, with product in the room.
- Leave with your next quarter’s top 3 initiatives rewritten as outcomes and the agenda for your next planning session.
Format
Format and price.
- Masterclass, one day.
- After the room: a 90-day outcome review circle inside the community, three monthly sessions, dates fixed before you leave day one.
- Named artifact pack: the before-and-after rewrite of your top 3 items, the completed audit with the CZK number, a one-page manager summary.
- Personal-situation mentoring baked in: bring one real roadmap problem, leave with a plan.
- Multi-year −15%. Founding rate: first 5 companies −20%.
Open-enrollment seat12,900 CZK per seat
In-house cohortfrom 150,000 CZK in-house
Company yearly leadership programMasterclass access from the Team subscription
Prices in CZK, excl. VAT. Published, not on request.
Faculty
Our Lecturing Masterminds
Our team is unique. We are not consultants selling academic theories or empty certificates. They have built multiple unicorn companies and helped organizations scale from startups to scale-ups to established corporates.
In-house cohorts
Tailored Leadership Training for Your Ambitions
No two organizations are the same. That is why our learning designers have crafted a selection of sessions focused on the key challenges faced by today's leaders. We work together to customize these sessions specifically to your needs. Our experts do the heavy lifting throughout the process and craft the program that is just right for your organization.
What nobody else offers
The parts a competitor cannot copy in a quarter.
01
Built for the engineering leader, not the PM.
Competitors target product people first. Relabeling the audience does not rebuild the program: no engineer-resistance module, no CZK audit, no leader community.
02
The cost of unused features, in money.
No competitor teaches how to measure and present the business cost of feature over-delivery. Module 1 is that audit on your own releases.
03
Handling engineering resistance.
Nobody covers the engineer who says “we don’t control usage.” Module 3 assumes it doesn’t, because it usually doesn’t.
04
Roadmap slippage as the entry point.
None diagnoses why engineering roadmaps slip: scope bloat, wrong solutions to vague problems, mid-project rework.
05
The program does not end at the door.
The 90-day outcome review circle runs inside the community. Copyable only if you have 2,000+ leaders to host it.
“Every demo ends with the metric it was supposed to move and what it actually did.”
Proof, honestly labeled
What we can stand behind today.
- Companies that trained their managers with us: Rohlík, Košík, Mews, Kiwi.com, Česká spořitelna, Trezor, and Apify.
- 9.3/10 average from 21 participant reviews across ELA programs.
- One anonymized Czech scaleup audit: 41% of last year’s releases never crossed 5% adoption; priced at real dev rates, 7.2M CZK. One case, labeled as one case, not an industry average.
- Trusted across the Engineering Leaders community: partners include Microsoft, Barclays, Productboard, and Ataccama.
This masterclass is new; the 9.3/10 is from sibling ELA programs and the first cohort’s own numbers will replace it here. The 7.2M CZK figure is one anonymized company, never dressed up as a benchmark. Community partners are named as partners, not as masterclass buyers.
Ship Outcomes, Not Features
Seats are limited to keep every room interactive. Register, or book a private cohort for your team.
Ready for the full operating rebuild? The AI-Native Engineering Manager →