The Sprint — Page Copy

SECTION 1: HERO

Eyebrow The AI Opportunity Sprint

Headline One Day. A Prioritized List You Can Actually Act On.

Subhead Run personally by Shea Long and Mike Burns. No template. No junior team. Your operation, specifically.

Body Most executive teams have spent two years talking about AI. They've read the reports, attended the conferences, sat through the vendor demos. What they don't have is a prioritized list of what to actually do first — and who owns it. The Sprint is the day that produces that list.

CTA Button Label Talk to Us About a Sprint

Supporting Note No pricing on this page. Every Sprint is scoped to your organization. Start with a conversation.

SECTION 2: THE PROBLEM THIS SOLVES

Section Label Why this exists

The pattern we've seen across mid-market organizations is remarkably consistent. The CEO believes AI will change the business. The COO is fielding questions from every department about tools and pilots. The CFO wants to understand the investment before approving anything. And nobody, yet, has produced a document that tells all three of them what to do first.

That's not a technology problem. It's a prioritization problem. And it's expensive — not because the organization is doing nothing, but because it's doing too many things at too low a level of intentionality. A pilot here, a subscription there, a task force that meets monthly. Months pass. Urgency fades. The window doesn't close, but your competitors start moving through it.

The Sprint doesn't solve AI for you. It forces the right conversation, in the right room, in one structured day — and it ends with a written output that your leadership team can act on, delegate from, or use to brief your board. That's the thing that's been missing.

SECTION 3: WHAT YOU GET

Section Label The deliverables

Everything produced in the Sprint belongs to you. No license, no ongoing obligation, no IP held by CPP. Here is what you walk out with.

Three to four prioritized AI initiatives Not a long list of interesting ideas. A short list of the right ones — the initiatives that fit your actual operation, your actual constraints, and your actual organizational capacity. Each initiative is documented with four components: a Problem Statement (what is actually broken or slow today), a Solution Concept (the AI approach that addresses it), a Technical Approach (at a level of specificity your team can evaluate), and a Named Owner (the internal person who will carry this forward). The Named Owner piece matters more than most executives expect. Ideas without owners are not plans.

A preliminary three-year AI roadmap A written arc from where you are now to where a well-executed AI strategy takes you. Preliminary is the honest word — we've spent one day, not six months. But the roadmap gives your team a frame, and frames matter. They let you evaluate new opportunities against a direction rather than in isolation.

Eight hours of pre-work output Before anyone enters the room, we've captured your CEO's vision, designed a bespoke agenda around your specific operations, and framed a three-year AI trajectory. That pre-work doesn't vanish at the end of the day. The notes, the framing documents, the agenda rationale — that's all yours.

One room that was actually aligned This one isn't on the agenda. It's a side effect. When a CEO, COO, and CFO spend a structured day mapping AI against the real operation — not the aspirational vision, the real one — they leave the room with a shared understanding they didn't have when they walked in. That shared understanding is what makes the prioritized list executable. Without it, even a perfect document sits in a folder.

SECTION 4: HOW THE DAY RUNS

Section Label The structure

The Sprint runs as a full-day working session. Shea Long and/or Mike Burns facilitate from first hour to last. Here is what the day looks like.

Morning: the real picture The morning is diagnostic. Your executive team maps where AI actually touches your operations today — not where you'd like it to, not where the consultants said it should, but where it actually does. This is often the most clarifying conversation a leadership team has had in months. When you put the real picture on a whiteboard rather than the aspirational one, the prioritization problem becomes significantly easier. You can see what you have, what you're missing, and where the gaps between them are genuinely addressable.

We bring structure to this conversation. We've run versions of it across eight industries. That means we know what questions to ask and, more importantly, we know when an answer that sounds complete actually isn't. We'll push on the edges.

Afternoon: building the list The afternoon is constructive. CPP facilitates a structured prioritization of the initiative list. This is where the room's energy shifts — from mapping to deciding. Every initiative that made the morning list gets evaluated against the same framework: what problem does this solve, how would AI approach it, what would it actually take to execute, and who in this building owns it on Monday morning.

We will not leave you with a list of twenty things you could do. That's not prioritization, that's brainstorming. The afternoon ends with three to four initiatives. The criteria for making that cut are honest — organizational readiness, potential return, and internal ownership capacity. Not theoretical impact. Actual executability.

The close: a document you can use You leave the day with a written output. Not a slide deck. Not a "here's what we discussed" summary. A document — structured, specific, named — that you can hand to your board, your leadership team, or a future implementation partner and have them understand exactly where you're going and why.

Shea and Mike stay until that document exists. The day ends when the work is done.

SECTION 5: THE PRE-WORK

Section Label Before anyone enters the room

Eight hours of pre-work is included in the Sprint. This is not optional, and it's not administrative. It's the thing that makes the day work.

Here is the problem with most workshops: the facilitators walk in knowing almost nothing about your organization and spend the first two hours learning. That's expensive time at the CEO level. It's also the reason most off-site sessions produce lists of things you already knew.

We approach it differently. Before the Sprint day, we spend eight structured hours capturing your CEO's vision, understanding your current operations, mapping your existing technology stack, and designing an agenda that is built entirely around your organization — not adapted from a template, built from scratch. When Shea and Mike walk into the room, they have done their homework. The diagnostic conversation that happens in the morning is possible because the pre-work already surfaced the questions worth asking.

The three-year AI trajectory framing also happens in pre-work. We build a directional arc before the Sprint day, so the afternoon prioritization can be evaluated against a destination — not in a vacuum.

You will not see us wing it. That's what the eight hours are for.

SECTION 6: WHO RUNS IT

Section Label The people in the room

Shea Long Shea spent the first part of his career inside healthcare operations — not advising healthcare organizations, working inside them. He built processes, managed vendors, and watched what actually slowed organizations down when they tried to change. He brings that operational background to every Sprint. The questions he asks in the morning are the questions that tend to be skipped in typical AI conversations — the ones about org charts, handoff points, and who in the building has the institutional knowledge that hasn't been documented yet. He will find the bottlenecks in your operation faster than you expect him to.

Mike Burns Mike spent decades on the agency side — most recently at Wunderman Thompson Health, one of the larger health marketing organizations in the world. He has run strategic engagements at the CMO level across a wide range of industries and organization types. He brings a clarity to positioning and strategic framing that keeps the Sprint from drifting into the abstract. When the afternoon conversation starts generating more ideas than decisions, Mike is the one who brings it back to the list.

When you book a Sprint, you are booking Shea and Mike. Not a team member who has been trained on their methodology. Them, specifically.

SECTION 7: WHAT HAPPENS AFTER

Section Label After the Sprint

The Sprint output belongs to you. CPP has no claim on it, no license arrangement, no requirement that you engage us for anything further. You can take the prioritized initiative list and the three-year roadmap and hand it to your internal team, a different vendor, or an implementation partner you already trust. That was always the intention.

Some clients go further with CPP. The Sprint surfaces enough specific information about your operation, your current capabilities, and your honest organizational readiness that we are well-positioned to scope follow-on work — Readiness engagements that prepare the organization to execute, or Execution support for specific initiatives. If that becomes relevant, we will have a conversation about it and scope it from what the Sprint actually surfaced. Not from a menu.

What we won't do is assume that's where things go. The Sprint stands on its own. We've designed it that way intentionally.

If the Sprint is all you need, it will have been worth it.

SECTION 8: CTA / BOOK IT

Section Label Start the conversation

The Sprint is available to mid-market organizations — typically five hundred to five thousand employees — across industries. We've run it in healthcare, telecom, manufacturing, hospitality, education, packaging, marketing services, and financial services. We're selective about fit because the day only works when the executive team is genuinely ready to make decisions, not just explore options.

If that sounds like your organization, the first step is a short conversation.

CTA Button Label Talk to Us About a Sprint

Supporting Note We'll ask about your organization, your leadership structure, and what's driven you to this point. If the Sprint is the right fit, we'll tell you. If it isn't, we'll tell you that too.