Jer's Answers to the Fifteen Questions

Received 2026-06-12 (converted from "Jer Answers Questions.docx"). Jer's answers verbatim, interleaved with the original questions. The compressed version — each answer reduced to what it decides — is in Questions for Jer.

I. The goal itself (everything else bends around these)

What this unblocks: the sequencing in The Path — the goal answers decide which rungs of the ladder get built at all.

1. What does success look like in five years — concretely? A number of leaders formed? An income? A movement that runs without you? A few deep cohorts a year until you stop? The current plan assumes "make leaders everywhere" means growth with multiplication (Pack → Guides). But "deeper, not bigger, at a sustainable income" is an equally honorable answer — and it would shrink the funnel work, kill the certification track, and concentrate everything on cohort craft. This is the question; most of the others are its children.

I see this as asking what my Vision is (5 years is a bit short for a vision but a bit long for a mere ‘Goal’. Still, at age 51, a 5-year vision is quite acceptable. So, my Vision for this is: “Every client of Wild Dogs adding value to themselves and their communities in mind, body, and soul.” Breaking that vision into what does it look like, I would see my clients from a wide variety of sectors (profit, non-profit, etc), different parts of the globe, but all with the same passion for making themselves and their world better. Ideally I would have a handful of highly reputable clients, maybe even some Big Shots in the world…

2. How many hours a week do you want to give this — and for how many more years? The ladder, the Pack rituals, B2B delivery, and Guide training all consume Jer-hours at different rates. And the timeline for raising Guides is really a succession question: is Wild Dogs meant to outlive you?

30 Hours per week.

3. What must this earn? Is there a revenue number that changes your life, a number that's merely nice, and a number below which this isn't sustainable? We've said you're underpriced 3–7× — but the urgency of repricing, and how hard to push B2B, depends entirely on which of those three numbers is in play.

I would like a wide variety of how this can work. For example, right now I have a client who I really believe in from India and his clients who he teaches are professionals from India, Bangladesh, Tibet. We have a second cohort we are training this fall, and even though I told him my current hourly rate he simply has no way of paying. So I will do it pro bono. On the other hand I have clients I think could pay more and a whole world of clients I know could pay more. I don’t need to earn a shit load of money for my living or ego but I want to price myself well to get those top level people who can and should pay more. I’m willing to charge the highest rate and also work for no rate at all.

4. What are you afraid this becomes? Name the failure mode that would make you walk away — the dilution you saw happen to Maxwell's brand? Becoming a marketing machine? Losing the room you had last Fall? Knowing the anti-vision lets us build guardrails into the plan instead of discovering them in a crisis.

If this would become something that fuels my ego or my ‘self’ I’m out. Wild Dogs is a holistic extension of who I am as a person and needs to continue to bring wholeness and well-being to me. In no way can it get in the way of my energy to give to my family – that is for sure a deal breaker. This is a high quality product I am offering, a 529 Steakhouse, not a Macdonalds (although it needs to remain authentic and down to earth without all of the bullshit leadership and teamwork and well-being coffee cup jargon).

II. The faith fork (flagged before; it's still the biggest open decision)

What this unblocks: the positioning fork in Finding the Pack (own it fully / two streams / status quo) and the public site's language.

5. Open, confessional, or two streams? The Fall cohort was, by its own testimony, a confessional Christian community — and your best work ever. The public site is faith-silent. These can't both be the long-term posture. We've laid out three options (own it fully / two labeled streams / status quo); the plan leans two-streams, but this is a conviction call only you can make.

Great Point! I don’t know the answer yet. This is the same way I have done my life in the coporate world at HyLife Ltd. And as a missionary – I always have held my titles and labels loosely and pull them out based on the situation and person. At HyLife people got to know me and some came into my office searing and saying fuck and ending asking for prayer. In the missionary world we seldom announce we are Christians and provide that world with a way of looking at Jesus’ example in a freeing way. I do feel that Jesus took an ambiguous approach to his work and vision – sometimes he told people not to tell anyone who he was and to get off his back to do another miracle and sometimes we was as blatant and direct about his faith as anyone could be. That is my model for my life and Wild Dogs is an integrated part of my life so I can’t do it any other way than I am. So the answer is: Status Quo, with the caveat that I’m open for discussion and to be challenged to consider dual track as long as that wouldn’t make me a hypocrite to my more loose way of wearing my faith.

6. What actually happened in the Fall cohort's room, demographically? Were all participants believers? Was anyone not, and how did it land for them? Did the depth come from shared faith, shared readiness, or your relationships? Your read on this is data we cannot get any other way, and it should decide question 5 more than any market analysis.

I told the cohort many times that this was not a Christian course. I wanted some people who weren’t Christians and got one but she got too busy with her Masters program and work and pulled out – she remains a good friend (is from Myanmar). Because the cohort ended up being Christians we could be vulnerable about that part of our lives. But we also swore and showed all kinds of emotion. If it was ‘Christian’ than it was one of the most authentic kind of Christianity I have seen. I truly believe that magic could be repeated even with people who aren’t blatantly Christian or religious but I do see risk in turning people off. None of my material itself is Christian, whether the Team Leadership stuff or the 21 Laws. I always adjust my content to fit the group and people. But in the end I believe the depth came from the vulnerability and community that simply happened because of who they were and who I was, and maybe God sprinkled some pixie dust too.

III. The people (the pack you already have)

What this unblocks: sizing the Pack launch and the Guide-track timeline (Strategy Brief, "Beyond the course").

7. How big is the existing pool, really? How many course alumni in total, across everything you've ever run? How many active or past coaching clients? This number sizes the Pack launch, the realistic nomination yield, and how many cohorts the trust graph can fill before strangers must carry the growth.

Our missionary team is 15 adults and truly a huge part of our job was coaching. Two of them we did marriage coaching, 5 of them I did the 21 Laws of Leadership with, but all of them I got into leadership and teamwork coaching just in our regular check in meetings. On young man was leading a short term team recently (2026) and I met with him every week for coaching. In addition to that I coaching a leadership team from a medium sized company in Canada in the 21 Laws, I provide one-on-one coaching for the President of a medium sized digital marketing and printing company (I have also done team building with his teams), I provide one-one coaching for a Pastor and Athletic Manager of an International School in Chiang Mai, I do a version of the Team Leadership course for the man from India and his cohort of professionals (this fall), and I’m looking at a possible opportunity in northern Canada with a first nations communities but that’s really preliminary. But all in all this doesn’t keep me quite busy enough for 2027 as that is when we retire from the missionary position. So I’d like to build up my client base from now till March 2027. But if you would quantify all the people I have taught leadership and teamwork to over the years since 2003, it would be in the hundreds, maybe more. In Kenya we started teaching leadership in our own village then we created a ‘village university’ and taught leadership to outside communities. When I moved to HyLife I taught leadership for almost 20 years, whether top Directors, Managers/supervisors, or High-Potential up and coming eagles. I would teach formally almost every week for those 20 years.

8. Which two or three alumni would you trust today to host a cohort — and eventually to teach as Guides? Names, not criteria. If nobody comes to mind, that tells us the Guide track is a 3–4 year project, not an 18-month one.

Joe Crain, Becky Hess, Marvin Lorenzano, Joseph Naimodu.

9. Will the Fall cohort say yes? To testimonial permission, to nominating, to hosting? You know them; we're guessing. (Related: the testimonials mention spouses warmly — should spouses/couples have a place in this design, or is the room single-chair by intent?)

Don’t know – I’ll know by July. It has been tough to get their buy in as it is through people from our mission who are building these connections and inviting people. Again, that is one of the main challenges I face – getting the eagles to say yes when I don’t know them personally and they don’t know me and what I can offer. To pay anyting to learn teamwork and leadership I understand is tough. Not many people have the balls to invest in themselves in this way when they don’t see a direct benefit. But whenever I can lock in with someone they love it. One client literally tells me many time how their spouse tells them them are a better person after they meet with me. I wonder sometimes if I bleed a bit into being a life coach. So that level of intimacy isn’t easy for a stranger to want to pay for frome me.

IV. The economics of a 15-country pack

What this unblocks: the repricing move in the Strategy Brief — and whether a cross-subsidy architecture gets designed in from day one.

10. Can your best people pay these prices? The plan prices the flagship at $950–1,500/seat and coaching at $400–1,200/month — North American numbers. Your network spans economies where those are absurd. Do you want a cross-subsidy architecture (B2B and Western seats funding scholarship seats — "the hunters feed the pups" as a pricing model), regional pricing, or a deliberately Western commercial market with the global work as ministry? Each is coherent; they build different businesses.

Currently, with the client base I have few would pay this as many already I am giving a discount of my current rate. The Canadian clients probably would.

11. What did the Fall cohort pay? If your best-ever cohort was free or near-free, repricing isn't just a market move — it's an identity move, and we should design the transition (and the story you tell about it) deliberately.

Just $200 or so. We told them they were a beta group that would help build the program and give feedback. But of course it because immediately successful and didn’t need their feedback in the end.

V. Facts only you have (cheap to answer, currently blocking)

What this unblocks: Q12–14 are BLOCKING FACTS for the roadmap in The Path — sequencing can't be finalized without them; Q15 feeds the book, the Pack Companion, and the quiz reveals.

12. The Maxwell question: are you certified/licensed with Maxwell Leadership in any form already? What exactly does your 21 Laws course use — the book as assigned reading, or Maxwell-derived materials? (Determines whether the IP risk is real or already solved.)

Good question – no I am not. The curriculum I have is based on the 21 laws as the skeleton and I ask them to read the book or watch the videos online before we learn each law, but the muscle and meat of my curriculm and discussions we have end up being 80% non-Maxwell. Still, the 20% skeleton is important.

13. What's behind the website password? The About page and Client Login area are still unread by us. What's in there, and is any of it worth carrying forward?

Nothing yet – my plan is to add in podcast type blurbs that I am calling ‘Off Leash Bytes’. These I will offer to paying clients as a bonus for being in my ‘pack’. Might make 30 or so of these. I have a few recorded and am putting the graphic work to it as well – will be same as the graphic work for the Team Leadership course. I am very open to feedback on all this.

14. What happened with the 2025 course launch? The promo video announces a course "rolling out in 2025." Did it run beyond the Fall cohort? Is there a 2026 cohort already promised, scheduled, or waitlisted? The plan's sequencing starts from "no pipeline" — correct us.

It finished in Fall. The 2026 cohort is being worked on but not confirmed. All newbies. If my people can’t put together a cohort, I am considering bringing some top leaders I know together again.

15. Will you record? Sessions (with consent), or even voice memos of your stories — the salmon-incident equivalents, TerraClear, where "crock-pot" came from. Your stories are the scarcest asset in this whole plan: the book, the AI companion, the quiz reveals, and the facilitator guides all draw from a corpus that mostly doesn't exist yet. This one is less a question than a request, but the answer shapes what we can build.

We recorded some of it. I could be stretched to record more. Help me out.