A DOPE session is a working day, not a presentation. You arrive with the dossier on your own market. You leave with the foundation of a position and a clear read on whether you have one.
Nothing is sold in the room.
The word is deliberate. Demonstration Of Power Evaluation — the work gets done in front of you, on real businesses, including yours.
The same foundational material runs every month. That is the point. It is not a rotating seminar chasing a topic — it is the foundation of the method, delivered completely, to whoever is in the room that month.
Existing clients attend DOPE sessions alongside guests. They are not there to be sold anything either — they come because the foundational work is worth re-running against a business that has changed since the last time.
Which means a guest is not sitting in a prospect room. He is in a working session with operators who are already paying, watching them work. That is the demonstration.
Eight research instruments, free, self-run. Roughly ninety minutes of runtime and very little of your attention.
They produce a competitive census of your market, the verbatim language your buyers actually use, a terrain map plotting every competitor and you, and the surfaces nobody in your industry is standing on.
You will arrive with a stack of findings and no position. That gap is what the day is for.
Run The InstrumentsDecision-makers only. The owner, the founder, the CEO — the person who can change how the business operates without asking anyone. Not a delegate, not a marketing director, not a committee.
The work goes to a depth that is useless to somebody who has to take it back and sell it internally.
Most people who attend a DOPE session leave and build from it themselves. That is a legitimate outcome and the material is yours.
Some want the ongoing work — the monthly room, the weekly advancement, and a position built out rather than started. That is a separate conversation and it does not happen in the room.
About The Ongoing GroupCEO High Ground · Twenty seats per cohort · One decision-maker per business · No competing businesses in the same territory
The Definitive Conclusion · Edwin Earle Jacobi III