1. Who is this actually for?
People who run something. Owners, second-in-commands, and sales professionals who carry real responsibility for an outcome and have run out of road on their own effort. If you have already read the books, attended the events, and still find yourself repeating the same patterns, this was built for you. You do not need to be struggling. You need to be willing to examine yourself.

2. Who is this not for?
People who want a new tactic. People looking for a network, a referral group, or a room full of prospects. People who want to be told what to do. People who cannot commit to a year. If you are shopping for information, it is cheaper elsewhere. This is a year of being held to your own standard, in front of six other people who will notice when you are not.

3. I am not a business owner. Can I still join?
Yes. The programme develops the person doing the work, not the job title. Second-in-commands and sales professionals sit in the same cohorts as owners and get the same value, because the constraint is the same one. What you need is a real outcome you are responsible for.

4. My business is already doing well. Why would I need this?
Because performance and capacity are different things. Plenty of people build something successful and still operate at the edge of what they can personally hold. Every business eventually runs into the capability of the person running it. That is the real constraint, and no tactic removes it. The Breakthrough Year is not a rescue programme. It develops the person, and the business benefits downstream. If you are already good, you are the ceiling. That is what we work on.
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5. What do I actually get?
Three things, working together for twelve months. The Navigator, a beautifully-bound instrument where you plan, execute, record, and review your work every week. A weekly Article with a companion video, reflection questions, and implementation exercises, so the learning lands in behaviour rather than notes. And a bi-weekly meeting with six other members, led by a trained Guide.

6. What is the Breakthrough Line?
It is the standard you set for how you operate, written down and specific. Above the line, you are doing the work only you can do, and doing the things you do well. Below it, you are busy with everything else. The goal is to live above the line, and we aim for eighty percent of the time. A full week above it is entirely achievable. This is not a bar set out of reach.
The line does not stay put. As your capability grows, it rises, because you are capable of more than you were. What counted as a strong day in February becomes an ordinary day by August. The floor moves up underneath you as your capability rises. Most people have never named their standard out loud, which is exactly why it drifts.

7. What is a Guide, and are they a coach or a mentor?
Neither. A Guide is a trained facilitator who is living the programme. They do not dispense answers, and they will not solve your problem for you. Their job is to hold the room to the standard, ask the question you have been avoiding, and make sure you leave with your own next step rather than theirs. A mentor tells you what they did. A Guide helps you decide what you will do.

8. What happens in a meeting?
Ninety minutes, every two weeks, seven members and a Guide. The first half is accountability: what you committed to, what you executed, what you did not. The second half unpacks the two Articles since you last met. What was your key takeaway, what will you apply, and where do you disagree. It closes with the group rating the meeting against the line. Every member speaks. There is no back row.

9. How much time does this take each week?
Less than you expect, and more than you can fake. Around two hours in a normal week: the Article and its video, the questions and exercises, and your Navigator work. Add ninety minutes every second week for the meeting. The Navigator itself takes a few minutes daily, not an hour.
The first six weeks are heavier. That is the setup phase, where you decide what your Breakthroughs are for the year, and it deserves more than two hours. After that the programme settles into its rhythm. What it asks for is not volume of time. It is the same time, every week, for a year.

10. What if I miss a meeting?
Life happens, and one missed meeting is not a crisis. Your Guide catches you up, and the group carries on. What does not work is drifting. Seven people in a room means your absence is felt, and if it starts becoming a pattern your Guide will raise it with you early. Not as a reprimand. Repeated absence usually means something else is going on, and that is exactly the kind of thing this year is for.

11. Why a full year? Why not something shorter?
Because shorter does not change anyone. A weekend produces motivation, and motivation is gone by Thursday. What we are working on is how you operate, and that only shifts through repetition across enough time that the new way stops being an effort. Forty-four Articles, twenty-six meetings, and fifty-two weeks of the same disciplines. The length is not padding. The length is the mechanism.

12. What does it cost?
$997 per month for twelve months. Pay the year in advance and you pay for eleven. That covers everything: the Navigator, all fifty-two weeks of material, and every meeting. There is no upsell, no tier above this one, and nothing held back for people who pay more. Seven seats per cohort is the constraint, not a pricing tactic.

13. What if it is not right for me?
We have 90 day on-ramp, which is an alignment period. We decide together. Ninety days is long enough for both of us to know. If it is not the right fit, we say so plainly and part well. What we will not do is hold someone to a year they should not be in.

14. What if I join and I hate it?
Say so early, and say it to your Guide.
There is a difference between hating the programme and hating what it is showing you. The second one is common, it usually arrives somewhere in the first few months, and it is not a reason to leave. It is the work starting to bite. A Guide who has been through it will recognise which of the two you are in, often before you do.
If it is genuinely the wrong fit, the 90 day on-ramp (alignment period) exists for exactly that, and we end it cleanly. What we will not do is talk you out of leaving when leaving is right, or let you leave quietly when the only thing wrong is that it got uncomfortable.

15. What results should I expect?
You will operate differently. You will know what your standard is, because you will have written it down and lived against it for a year, and you will spend most of your weeks above it. You will make decisions faster and carry less of what is not yours. You will have a record of what you actually did, week by week, rather than a memory of how busy you felt.

What we will not tell you is what your revenue will be. Anyone who promises that is guessing. The premise here is that the person is the constraint, so we work on the person, and the business is the beneficiary. That is the honest version of the claim, and it is the one we are prepared to stand behind.

16. When does the next cohort start?
Cohorts open on a set schedule rather than continuously, because seven people starting together in week one is what makes the group work. The next start date and remaining seats are listed here. If a cohort is full, you go on the list for the next one.

17. How large is a group, and who is in it?
Seven members and one trained Guide. Never more. Seven is small enough that everyone speaks at every meeting and large enough that you are not looking at the same two perspectives all year. Members are placed deliberately, not alphabetically. We do not put direct competitors in the same room, and we do not build a cohort out of seven people at identical stages, because the range is part of what you are paying for.

18. Do I have to share personal or financial information with the group?
You share what you choose to share. Nobody opens their books to the room. What you do commit to is being honest about what you said you would do and whether you did it, because the group cannot hold a standard it cannot see. In practice most members disclose more as the year goes on, and that happens because trust was earned rather than required. Anything genuinely private that you need to discuss, you take to your Guide.