Consultative Training
In the morning, your team learns. In the afternoon, we listen. It isn't a training course and it isn't a discovery exercise: it's the answer to is AI worth investing in for your business, where, and in what order?
The problem
Your business already uses Artificial Intelligence. It just doesn't know it. Someone uses ChatGPT to write emails, someone else asked it to summarise a document, a third person has never opened any of these tools.
There's no rule, no criteria, no security, and above all no visible return.
85%
already used AI every week, or every day, in a sample of 20 professionals who went through one of our training sessions.
3 in 20
used it to automate anything at all. The rest wrote text and came up with ideas.
7 in 9
of the diagnostics we've done had the same number one pain point: information scattered across WhatsApp, email, Excel and paper.
“I need to delegate some tasks and I have no way to do it, or no one to give them to, which sometimes leaves me without time to look for new opportunities.”
A business owner, in one of our conversations
How it's designed
You can't ask someone where AI would help if that person doesn't know what AI does. That's why the morning exists. And that's why the afternoon couldn't happen without it.
The team learns, gets excited, and on Monday goes back to doing everything exactly as before. Because nobody told them where to aim.
The people answering the questions don't know what AI does. So they can't say where it would help. The answers come out thin, and so does the report.
Neither half works on its own. That's why we sell the whole day.
The agenda
Three hours with the team in the morning. Fifty minutes per role in the afternoon. Thirty minutes with you at the end of the day. Nobody loses the whole day.
You tell your team, out loud, that the goal is to take away tedious work, not people. If you can't say that sentence truthfully, this day isn't for you, and we'd rather find that out before booking it.
We tell the room that the report from this day names nobody. Only roles and processes. It isn't a courtesy, it's a clause.
The tools and how they differ. And the limitations, stated before the promises: where AI makes things up, where it's confidently wrong, what you should never ask of it.
A team that knows where the tool fails uses it better than a team that thinks it's magic.
What can and can't leave the business. What happens to whatever gets typed into a text box. How to work with client information without creating a problem.
You leave this block with a one-page set of AI Usage Rules for your business, ready to circulate on Tuesday.
How to structure instructions, context, iteration, and then you do it. Not a demo exercise with made-up data: real work, from that person's day-to-day, done there and then. If they go to lunch without having done anything real, the morning has failed.
We bring AI accounts set up and tested. At the previous training, 40% of participants arrived without a paid subscription.
Each person writes down three of their own tasks they hate and do every week, three tasks AI will never be able to do, and what they would do with six more hours a week. This sheet is the input for the afternoon.
The second question is the most important of the day: it gives each person the right to defend, in writing, what only they know how to do.
Fifty minutes with each administrative role. Not with each person: with each role. Sales, invoicing, purchasing, operations. What passes through here, how often, how long it takes, which tools are used, and where it hurts.
It isn't a performance review. It's a conversation about the process, never about the person.
A private 60-minute session, just for you, about your day. The part of the business nobody documents, and usually the most expensive, is the owner's time.
Thirty minutes with you. We tell you the three biggest opportunities we found, out loud, on the day itself, and ask whether you agree with the priority.
You don't wait for the report to know what matters most. The report is the confirmation, not the reveal.
Deliverables
It starts two days before we walk through your door and ends thirty days after we leave.
D-2
One page with your team's real numbers before we walk through the door: how many already use AI and how often, how many have a paid subscription, the three most common uses, and the three pain points they wrote down themselves.
On the day
A full morning, with real work done in the room. We bring AI accounts set up and tested so nobody is left out of the one part of the day where everyone gets hands-on.
On the day
One page, written for your business, ready to circulate. No more wondering whether it's all right to put that in there.
On the day
Just for you, about your day. It's the only role in the business that never gets analysed, and it's usually the most expensive.
D+5 working days
Between 8 and 15 opportunities ranked by return. Each with the hours per month it costs today, where that number comes from, the effort it takes to solve, and what still needs to be known to move forward. We send it and book the Produzir ao Cubo presentation.
D+30
For everyone who was in the room, for 30 days, with a reply within 48 hours. The training doesn't die on Monday.
The report has a section called three things you can do on your own next week, without hiring us.
With the steps. Because if this day were only worth something if you hired us afterwards, it wouldn't be a product, it would be a paid sales visit.
Honesty
It's worth being explicit, because this is where most offers lie.
Fifty minutes per role isn't enough to map a process. It's enough to identify it. This day doesn't tell you how your quoting works. It tells you it's eating six to nine hours a week and that it's the first place to act.
Or specifications. That's a different piece of work, it goes deeper, and it takes more than a day.
Any budget built from fifty minutes of conversation is fiction. We'd rather not give you a number than give you one that doesn't hold up later.
It tells you where building is worth it. The building happens in the next phase, Produzir ao Cubo.
If that seems like little, look again at the question it answers. No business that spent money on AI in the wrong place had that answer.
Commitment
We don't promise you results. We promise you a deliverable, with a date and a source.
01
We send the report and book the Produzir ao Cubo presentation. The date is written into the contract, not a vague promise.
02
Who does it, how many times a week, how long each time. You can audit the report line by line. No magic estimates.
What we don't promise you: that the hours will appear on their own. This day doesn't build anything. It tells you where building is worth it. The building happens in the next phase, Produzir ao Cubo.
Is it for you?
If you're not a fit, we'll say so. We'd rather tell you now than at four in the afternoon.
Where it fits
This day is the way in. It isn't a smaller version of Produzir ao Cubo: it's the decision that comes before it.
| Criterion | Consultative Training | Produzir ao Cubo · Phase 1 | Phase 2 |
|---|---|---|---|
| The question | Is it worth it, where, and in what order? | How does this work, and what do we build? | Build. |
| Can the answer be no? | Yes. | No. The decision has already been made. | No. |
| The unit | The role | The process | The system |
| The time | One day | 30 to 60 days | In blocks |
| What comes out | A ranking | A design | A system |
What you pay is credited in full towards Produzir ao Cubo, if you go ahead within 60 days of receiving the report. Sixty days because, after that, your operation has changed and the picture has lost its resolution.
We don't build automations from this report. Automating a process nobody has designed is scaling chaos, and scaling chaos costs more than scaling nothing at all.
FAQ
Some of them probably do. In our sample, 85% already used AI every week. And only 3 in 20 used it to automate anything. The difference between writing an email faster and having a process run on its own isn't a question of level: it's a question of knowing where to aim. And nobody aims without a map.
We believe you, and we know why. Training without a map dies on Monday. People leave excited and go back to doing everything the way they did, because nobody told them which of the fifty things they do is worth changing first. That's exactly why the afternoon exists.
No. And that isn't what it does. One day doesn't map your business: it picks out the five or six processes worth mapping. That's the whole design of the product, and it's the difference between this day and Phase 1.
Partly, yes, and we'd rather say so. This day also exists so we can see whether it's worth working together. But if the report says it isn't worth it, we say so and there's no proposal. And there are two pieces of proof of that in the product itself: the section with the three things you can do on your own without hiring us, and the fact that we don't propose anything on the day. The proposal, if there is one, comes with the report on the table.
It's the number one risk of the day and we designed against it. The report has no names, and that's a clause, not a courtesy. The interviews are about processes. And the exercise before lunch lets each person write down, before any conversation, what only they know how to do.
In 7 of the 9 diagnostics we've done, the number one pain point was information scattered across WhatsApp, email, Excel and paper. If that's your case, it's everyone's case. We're not there to judge, we're there to count.
The morning's security block isn't theory: you leave it with a page of rules written for your business. And the report never leaves your business and ours.
Yes. It's written to be carried out in-house or by another supplier. No proprietary notation, no dependence on us. If you want to take it to someone else, take it.
We get a sense of the size of your operation and how many administrative roles you have, and we tell you frankly whether this day is what you need or whether it's something else. Sometimes it's something else. We'll tell you that too.
We do two a month at most. It isn't a sales technique, it's arithmetic: each day takes around twenty hours of our work between the preparation, the day on site and the report.
30 minutes · By video call · No cost · No obligation