We Read Drawings to Trigger Action

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 6 min

How to Study Drawings the Right Way: Turning Reading into Action

Welcome everybody, we have a killer blog for you right here. This one is about what types of actions we should take when we are studying the drawings.

I hope you are doing well and staying safe out there. I also hope you are ready for a great weekend and that people around you have been encouraging, training, and supporting you.

I want to start with some inspiring feedback from one of our readers. He had applied to dozens of project manager and superintendent job postings without success. Despite nearly a decade of leadership experience as a command sergeant major in the Army, his lack of technical construction experience was holding him back. After listening to hundreds of my blogs and watching dozens of videos, he pursued certifications including Agile professional scrum master, lean green belt, and project management. Those certifications opened the door to his first interview and a new role as superintendent for a growing construction company with a strong culture and lean practices. He now loves going to work every day and learning from mentors. That is exactly why we do what we do.

Now let’s get into the main topic. When starting a project in pre-construction, it is critical to study the drawings effectively. I set a daily reminder to study drawings for 30 minutes, picking out items to delegate and adding them into our preparation. With only weeks before a project starts, this focus ensures we will not get caught unprepared.

So how do you approach drawings? Here are five guiding questions:

Is the information clear? If you cannot draw it, you cannot build it. When drawings lack clarity or accuracy, write an RFI.
How is it built? Visualize the construction through sketches, models, or mental practice. This helps identify sequence, equipment, logistics, or coordination needs.
When and in what sequence? Place every element into the production plan. Update logistics and zone maps continuously.
Who will do it? Project managers should highlight drawings to confirm every scope is bought out to a trade partner. If something is not assigned, it must be addressed immediately.
Have we ordered the materials on time? Verify procurement logs and lead times. Without this, projects stall before they start.

Studying drawings is not just about reading. It is about triggering action, coordination, and preparation. When we consistently ask these questions and follow through, we ensure our projects are safe, organized, and successful from the beginning.

Key Takeaway
Studying drawings is not a passive activity but an action-driven process. By asking the right questions about clarity, constructability, sequencing, responsibility, and materials, you set your project up for stability and success.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our YouTube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

Meet Jason Schroeder, the driving force behind Elevate Construction IST. As the company’s owner and principal consultant, he’s dedicated to taking construction to new heights. With a wealth of industry experience, he’s crafted the Field Engineer Boot Camp and Superintendent Boot Camp – intensive training programs engineered to cultivate top-tier leaders capable of steering their teams towards success. Jason’s vision? To expand his training initiatives across the nation, empowering construction firms to soar to unprecedented levels of excellence.

On we go

The Worry & Overcome Cycle

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 7 min

In this blog, I am going to talk about the worry and overcome cycle. If you are interested in that, stay with us.

I hope you are doing well. I do not have any more feedback from our readers to share today, but if you want to send me some feedback, please do so.

We have already hired two laborers, two dynamos, and are on our way to hire one carpenter. If you are a carpenter or forklift operator in the Arizona and Phoenix Buckeye area and want to work with us, please reach out because we still have a couple of openings.

We just released the switchgear for the project and we are implementing all the systems that we teach all the time. One tool we are using right now is Intact, which has become my preferred tool for takt planning, even above Excel. I never thought I would say that because I love Excel, but the export feature for the Lookahead and Weekly Work Plan is remarkable.

I am also working on an anti-CPM book, and Kate and I are preparing the fourth revision of Wes Crawford’s book, Construction, Surveying, and Layout. We are really excited about that.

Now, let’s get into the topic at hand: the worry and overcome cycle. This is a concept that I have used for years in projects, companies, and even new ventures. It looks like this: I identify something to worry about, work through the worry, and overcome it. Once it is stabilized, my mind quickly finds the next thing to worry about and overcome.

For example, when the 50 percent drawings come out, I worry about whether we have the right unit rates and budget updates. That worry pushes me to act, so I reach out to trade partners, confirm buy-in, and even hire third-party estimators. Once I confirm we are on track, that worry is replaced by relief. But then, when the 100 percent drawings are released, a new worry emerges about bid packages. I work through scopes with the project manager and specialists, double-check everything, and once it is stable, the cycle resets again.

This cycle is not a weakness. It is a sign of progress. If you are not worrying and overcoming, then perhaps you are too comfortable, not climbing hills, and maybe even in danger of stagnation.

For me, this cycle always ends in stability. I work systems until they are so stable and self-sufficient that they no longer need me. That has been my two-year rhythm throughout my career. Field engineering, training, BIM, leadership development, each phase stabilized and handed off.

The worry and overcome cycle leads to remarkable results because it ensures continuous improvement and forces us to build durable systems that work on their own.

Key Takeaway
Progress comes from moving through the worry and overcome cycle. Each new challenge creates growth, and stabilizing systems ensures lasting improvement. If you are too comfortable, you may not be climbing the hills that lead to progress.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Why Do I Have to Ask for Coordinates? It Is Insane!

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 6 min

Why Coordinates on Civil Plans Should Be Standard Not Optional

In this blog, I want to talk about something that seems basic in construction but often isn’t: coordinates on civil plans.

It’s incredible that in this day and age, we still have to ask for coordinates. Civil designers, architects, and design managers this one’s for you. Here’s the reality, many civil drawings will provide a basis of bearings, property corners, and site plans, but they often fail to include coordinates, distances, bearings, or elevations for buildings. Architectural drawings? Forget it no coordinates there either.

So what happens? You start a back and forth with civil engineers and surveyors, trying to piece together the information. Maybe you get a CAD file, maybe you verify property corner coordinates, but locating the building accurately on site becomes a game of guesswork. At best, you’re off by a few inches; at worst, it could be six to eight inches. This is unacceptable when precision matters.

Here’s what we do on every project to fix this:

Verify the Basis of Bearings: Start from the original survey and ensure the bearings match the property corners.
Establish Primary Control Points: Check that control points align with the verified property corners.
Tie Buildings to the Grid: Ensure buildings are located in the same coordinate system as the original survey.

Ideally, this is what should happen across the industry:

The original survey should include coordinates for all property corners, monuments, and elevations, published on a deliverable sheet.
Civil engineers must design buildings in the same coordinate system as the original survey.
Every civil drawing should publish the coordinates of each building and key structures.

With this system in place, general contractors can verify grid systems, layout buildings, and detail components without having to constantly chase coordinates or wait for someone else to provide them. This is one of the most fundamental practices in construction that is long overdue for standardization.

By standardizing coordinates in civil plans, we eliminate inefficiencies, reduce errors, and make the construction process much smoother for everyone involved. It’s time the industry catches up.

Key Takeaway:

Coordinates should never be optional in construction projects. By standardizing and verifying civil plan coordinates for property corners, monuments, and buildings, teams ensure accuracy and consistency across all phases of a project. This approach eliminates on site guesswork, prevents costly layout errors, saves valuable time, and allows for a smoother, more efficient construction process from initial survey to final building placement, keeping projects on schedule and maintaining high quality standards.

If you want to learn more we have:

-Takt Virtual Training: (Click here)
-Check out our Youtube channel for more info: (Click here)
-Listen to the Elevate Construction podcast: (Click here)
-Check out our training programs and certifications: (Click here)
-The Takt Book: (Click here)

Discover Jason’s Expertise:

On we go

The Real Reasons for Variance

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 5 min

Reasons for Variance And Why Most of Them Are Preventable

Today I want to shift your mindset around variance. We usually treat “reasons for variance” as isolated excuses things like supply chain delays, lack of manpower, design issues, bad weather, etc. The standard last planner system tracks these variances in the weekly work plan and labels them as root causes.

But here’s the truth, most of these aren’t root causes at all. They’re symptoms of poor pre-planning.

Let’s look at a few examples:

Lack of materials: This isn’t the problem. The real problem is that there wasn’t a procurement log built early in preconstruction and tracked daily.
Lack of manpower: The symptom, The true issue is that manpower needs weren’t forecasted months in advance with the trades.
Lack of information: Almost always due to failure to involve design assist partners early and review incomplete drawings.
Trade coordination issues: Really the result of not doing preparatory meetings with trades and pulling them into short interval plans before they start their zones.
Weather delays: In many cases, predictable using historic weather data and preventable by incorporating proper “buffer days” into the takt plan.

When we only look at variances week to week, we end up reacting. Instead, we should be asking a better question:

Could this have been eliminated with proper preconstruction planning?

In most cases, the answer is yes.

That’s why we spend so much time and money planning earlier modeling wood framing before it’s built, ordering switchgear months in advance, checking constructability with trade partners before the permit is even issued. It’s not overkill. It’s risk elimination.

The bottom line is this, variance is largely a planning issue, and the right mindset is to eliminate root causes long before the work ever starts.

Key Takeaway:

Most reasons for variance are not unavoidable “day-of” issues they’re symptoms of poor preplanning. When you engage in true preconstruction, involve the right people early, and build visual procurement, logistics, and takt plans, you eliminate most of the things that cause variance long before they ever show up in the field.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Getting Critical Tasks Done Faster

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 6 min

How Time Constraints Help You Think Faster and Get More Done

Earlier today, I shared a concept with our teams at LeanTakt and LeanBuilt around how constraining your time can actually make you more efficient and sharpen your thinking.

I drew a simple diagram made of sticky notes some marked “value add” and others marked “waste.” All of them were inside a box that represented the time you have in a normal workday. Here’s the point I made:

If the box (your available time) is wide open and you don’t put any limits on your working hours, waste will hide in plain sight. You’ll keep doing low value tasks without even realizing it.

But once you shorten the box intentionally constrain your hours you start to see where the waste lives. At that point you can remove the waste, and suddenly your value adding activities fit comfortably inside the available time.

That same principle applies to individual tasks too especially complex ones that often stretch out simply because we let them stretch out.

Let’s use a typical example: creating a macro level takt plan for an interview. Normally, that could take half a day (or more). But what if you only had four hours? You’d be forced to:

Fully understand the assignment: what does “done” look like?
Clarify the timeline: how much time do I actually have?
Identify available resources: who can help, what templates already exist, and what tools I can leverage?
Focus on the purpose, not perfection: what is the minimum remarkable outcome that still delivers full value?
Block distractions and time-box your effort: split the four hours into two focused sessions and eliminate interruptions.
Challenge your brain to rise to the deadline: stay locked in and force mental clarity.

When you constrain the time, you force your brain to compress the pattern-recognition process. It’s uncomfortable at first, but over time it becomes an art form. And ultimately, you develop faster mental patterns and sharper focus.

This isn’t about rushing. It’s about being intentional and training yourself to focus only on what actually adds value.

Key Takeaway:
Time constraints reveal waste and sharpen focus shorter time boxes help you eliminate distractions, think faster, and concentrate on what truly adds value. When you intentionally limit the time available, your brain rises to the challenge. Over time, this discipline builds speed, clarity, and confidence in everything you do and turns focused execution into a habit.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

New To Oil & Gas? How To Transition Into Heavy Industrial As A Superintendent

Posted on August 18, 2025August 18, 2025 by Danny Jiménez⁩

Read 7 min

Transitioning from Commercial to Heavy Industrial as a Superintendent

Introduction:

New to oil and gas? Wondering how to transition into heavy industrial construction as a superintendent? This blog is for you.

I get this question all the time, and it’s a great one. If you’re a commercial superintendent thinking about moving into industrial work, there are some big differences you’ll want to understand. Having worked on both sides, I’ll share advice that will help you bridge the gap. Add your own insights to mine, and you’ll have a roadmap to succeed in this new environment.

Commercial vs. Industrial Construction:

In many ways, commercial and industrial construction share similarities, scheduling systems, project management tools, and best practices. But the way projects unfold is different.

Commercial projects lean on zoning and flow through geographic areas with multiple trade partners.
Industrial projects, especially in oil and gas, are system-driven: tanks, piping, skids, hydronics, and heavy equipment dominate the workflow.

Understanding this distinction, zones vs. systems is the first step in making the transition.

Path of Construction:

Commercial Path: Typically, zone-focused. For example, on a multi-story building, you’ll break a floor into zones, flow trades through each, and coordinate around site logistics.
Industrial Path: Driven by systems. Construction often follows flow diagrams and one-line diagrams, sequencing installations (like tanks, skids, and piping assemblies) based on how systems tie together.

Both worlds rely on a path of construction, but the focus shifts dramatically from zones to systems.

Strategic Prefabrication:

Commercial: Prefabrication is used strategically often for bottlenecks like underground electrical feeds, overhead MEP racks, or corridor assemblies.
Industrial: Prefabrication is the default. Entire projects are modeled, prefabricated, and delivered in spools or kits of parts (think LEGO or IKEA).

This is where advanced work packaging (AWP) comes in, design, engineering, and construction packages flow seamlessly into prefabricated assemblies ready for installation.

Engineers Take the Lead:

In commercial work, architects and structural engineers often dominate. In industrial work, MEP and process engineers take center stage.

To succeed, you’ll need strong knowledge of:

Mechanical.
Electrical.
Plumbing.
Fire protection.
Process piping.

Industrial superintendents essentially become MEP superintendents, focusing less on aesthetics and more on functional systems that power facilities.

Safety Compliance: A Higher Bar

Industrial environments are inherently more dangerous than most commercial jobsites. Hazards are severe often life-threatening.

That means:

Zero tolerance for unsafe behaviors.
Strict adherence to safety protocols.
A culture where safety is non-negotiable.

This isn’t optional, it’s survival.

Quality Assurance & Commissioning:

In commercial work, a mistake might affect appearance. In industrial work, a mistake could compromise an entire system.

QC is critical: Systems must be pressure-tested, verified, and functional.
Commissioning is the endgame: Industrial projects aren’t about building structures, they’re about delivering fully operational systems. Every pipe, skid, tank, and electrical line must tie into a working whole.

As a superintendent, you’ll need to move beyond an assembly mindset and adopt a systems mindset.

Final Thoughts:

Transitioning from commercial to industrial construction is a challenge but one worth taking. You’ll dive into systems, prefabrication, commissioning, and advanced safety practices.

The good news? If you’re up for the challenge, you’ll thrive. Industrial projects are rewarding, complex, and impactful.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

The Hating Period

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 5 min

The Hating Period & Why Questions Keep Us Safe

I hope you’re doing well and loving life out there. I want to share a quick but important concept that’s been on my mind lately: the habit of asking questions, and what I call “the hating period.”

If you know me, you know my philosophy: questions keep us safe. The more questions you ask, the more information you uncover, and the fewer surprises you’ll face later. Early in any new effort, I reach out for help, get feedback often, and lean on experienced people for insight. That is not weakness, that is the process.

I have found that the people who ask questions until they can confidently give a speech on the topic end up spotting gaps that would have otherwise caused trouble. Just the other day, walking around a project site, I kept peppering one of our power experts with questions about temporary power setups. Not only did he enjoy sharing his expertise, but I walked away with five key action items that will make the project run smoother.

Here is the second part of the equation: the hating period. Whenever a new idea comes up, it is natural to dislike it at first. That is healthy. You do not have to reject it completely, but you should challenge it, be curious, poke holes, and ask “what about this?” and “why do we need it?” If it is a good idea, you will eventually understand it better, maybe even fall in love with it, and execute it in the best possible way.

The opposite habit, blind optimism and rubber-stamping everything, is dangerous. Wishful thinking without tough questions leads to preventable mistakes. In construction, where so much is new and complex, the ability to challenge an idea, even for just five minutes, is a game-changer.

So here is my challenge to you: hate the idea for five minutes, ask five questions, and see what you learn. That curiosity will keep you safer, make you sharper, and ultimately help you deliver better results every single time.

On we go.

Key Takeaway:

Do not blindly accept ideas. Give yourself permission to “hate” them briefly, ask at least five questions, and uncover what you do not know. In construction and in life, that habit will protect you from costly mistakes.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

AIA Contract Documents, Feat. Luke Diorio

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

Understanding Risk and AIA Contract Documents: My Conversation with Luke Diorio

In this episode, I sit down with Luke Diorio, Senior Vice President of Partnerships and Strategy at AIA Contract Documents, to talk about something that’s absolutely central to the success of every project: managing risk. We dive into Luke’s background and explore how AIA’s contract solutions help professionals create clear, effective agreements that protect everyone involved.

Luke brings years of experience from consulting, association leadership, and strategic product development. At AIA Contract Documents, his focus is on delivering value through industry-standard contracts, agreements, and forms designed to manage risk across the life of a project.

The Importance of Risk Management

Luke made a great point: risk isn’t just a business term, it’s a reality we face in every area of life. In construction, managing risk means anticipating challenges, protecting people and materials, and making sure contracts are crystal clear.

AIA Contract Documents has been the industry standard for over 140 years. It started under the American Institute of Architects and now operates as a private business, with AIA still a key stakeholder. This shift allows them to be more agile and commercially focused while maintaining AIA’s strong industry leadership.

Katina: AIA’s New Contract Management Platform

One of the most exciting things we discussed was Katina, AIA Contract Documents’ new platform. Katina replaces the old ACD 5 system with something much more collaborative and intuitive. It helps project teams focus on the most important contract items, get them in front of decision makers faster, and address risks early.

For project managers, Katina allows them to act as the first line of review, flagging key issues and passing only the unresolved ones to legal or risk management. This saves time, avoids bottlenecks, and keeps projects moving forward.

Flexibility and Customization

AIA’s contracts aren’t rigid templates, they’re starting points. With a subscription, you can customize them for your project’s needs. That might mean adding Takt Planning into the schedule or adjusting clauses to address unique project risks.

Luke reminded me that contracting isn’t about “filling in the blanks.” It’s about thinking through terms like bonds, retainage, warranties, and delivery methods. Every choice shifts the balance of risk, and the right decisions can mean the difference between smooth progress and costly disputes.

Lessons from the Field

Luke has seen AIA contracts used on everything from small home renovations to massive projects like the Caesars Superdome. No matter the size, the same principles of risk management apply and that’s what makes these tools so versatile and valuable.

A Challenge to the Industry

Luke left us with a challenge: take risk management seriously. The most successful projects distribute risk fairly, rather than piling it onto one side. This balanced approach builds trust, encourages collaboration, and leads to better outcomes for everyone.

Key Takeaway:

Risk is part of every project, but the right tools, processes, and mindset can keep it under control. Contracts aren’t just paperwork, they’re a critical part of delivering safe, successful, and profitable projects.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Treated Like A Subcontractor

Posted on August 15, 2025August 16, 2025 by Danny Jiménez⁩

Read 6 min

Stop Treating Subcontractors Like Second Class Citizens

Recently, I caught myself saying something I regret. I told a prospective partner that they were treating me like a subcontractor. The person immediately responded, “I didn’t mean to do that.” At first, it might sound like a harmless exchange, but here is the problem. My comment implied that it is normal to treat subcontractors badly, and their response accepted that premise as true. Both are wrong, and this mindset is one of the most toxic habits in our industry.

Too often, subcontractors, what I prefer to call trade partners, are treated as if they are less important. They get short, transactional communication. Calls are ignored. Messages are buried in contract language like “per your contract” or “as discussed in the timeline.” There is little human connection, no sense of partnership, and certainly no genuine relationship.

I used to be on the GC side for years, so I did not fully realize how common and damaging this behavior was until I started consulting. Now, I see it everywhere. Even excellent teams who praise our work sometimes still fall into the habit of sending cold, contractual messages that strip away respect and humanity. It is discouraging, and it has to change.

Being a true trade partner means much more than using friendlier terminology. It means actually building a relationship, treating people with dignity, and creating a safe, supportive work environment. It means signing fair contracts, providing help when needed, returning phone calls, and looking out for each other’s success. It means being available to talk through challenges instead of hiding behind formal paperwork.

I met an electrician here in Phoenix who made his policy clear. If a GC will not give him 30 minutes to meet face to face, he will not bid for their job. That is the standard we should be striving for, one where human connection and mutual respect are non negotiable.

The phrase “treating me like a subcontractor” should never mean treating someone poorly. In a healthy industry, it should mean treating someone like a valued partner, the same way a high end restaurant treats a welcomed guest.

Key Takeaway:

Subcontractors are not second class citizens. If we call them trade partners, we must mean it by building trust, communicating openly, and treating them with the same respect and care we would want for ourselves.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

We All Have Problems – The Question Is If We Address Them Early or Late

Posted on August 15, 2025August 15, 2025 by Danny Jiménez⁩

Read 6 min

Problems: Solve Them Early or Pay the Price Later

In our projects, problems are inevitable. The real question is whether we deal with them early, when they are manageable, or wait until they become expensive, time consuming crises.

Right now at Lean Built, we are in the middle of an exciting phase. Switch gear shop drawings are in progress, the surveyor is lined up, bids are coming in from early release trade partners, and we are about to do bid leveling. We have also signed our first MSA, which is a big milestone for a new construction company. As part of our preparation, we are reviewing every single drawing in the documents to make sure the team has exactly what they need.

This review process reminds me of planning charrettes I experienced in the past. These sessions involved gathering everyone together, brainstorming openly, identifying issues, and assigning action items. Going through drawings in detail always reveals something that needs attention, from procurement log updates to required permissions. Addressing these early prevents them from becoming bigger problems later.

For example, on our current project we are tracking the permanent power feed. We have also flagged insurance requirements and the release of certain trade partners to secure procurement. This might make us seem overly cautious, but in reality it is productive paranoia, staying ahead to avoid being caught off guard.

Another example is steel procurement. We chose to go out to bid early, which turned out to be the right call. A couple of trade partners dropped out the day before bids were due. While that was frustrating, our early action gave us the time to find another contractor without delaying the project.

Unfortunately, some people believe in “strategic waiting” which means holding off until all information is in before acting. I have never seen this help. You end up discovering the same problems later, but with far less time to respond, and the end date rarely changes to accommodate those delays. That means long hours, weekend work, and unnecessary stress for the team.

The reality is, none of us are perfect. Whether you see it as being poorly evolved primates or fallen man and woman, we will make mistakes and miss things. The solution is not to pretend we can avoid errors, but to actively seek out problems early. Make problems finding part of every meeting. Bring them to the surface, prevent what you can, and solve the rest before they spiral out of control.

The bottom line is simple. Problems are guaranteed. The choice is whether you deal with them early, when they are easier to manage, or late, when they can derail your project.

Key Takeaway:

Every project will have problems. The difference between success and failure is whether you find and address them early when they are manageable, or late when they become costly and disruptive.

If you want to learn more we have:

Discover Jason’s Expertise:

On we go

Why Coordinates on Civil Plans Should Be Standard Not Optional

Reasons for Variance And Why Most of Them Are Preventable

The Hating Period & Why Questions Keep Us Safe

Key Takeaway:

The Importance of Risk Management

Katina: AIA’s New Contract Management Platform

Flexibility and Customization

Lessons from the Field

A Challenge to the Industry

Stop Treating Subcontractors Like Second Class Citizens

Problems: Solve Them Early or Pay the Price Later

Subscribe Now !

Sign Up & Start Learning

The Foundation of Construction Excellence

© 2025 elevate construction ist LLC All Rights Reserved. |

SUBSCRIBE NOW !

Subscribe to our newsletters and stay updated!

faq

General Training Overview

Superintendent / PM Boot Camp

Takt Production System® Virtual Training

Onsite Takt Simulation

Foreman & Field Engineer Training

Testimonials

Testimonials

agenda

Day 1

Foundations & Macro Planning

day2

Norm Planning & Flow Optimization

day3

Advanced Tools & Comparisons

day4

Buffers, Controls & Finalization

day5

Control Systems & Presentations

faq

UNDERSTANDING THE TRAINING

VALUE AND RESULTS

PLANNING AND SCHEDULING TOPICS

APPLICATION & TEAM ADOPTION

VIRTUAL FORMAT & ACCESSIBILITY

faq

GENERAL FAQS

CURRICULUM & OUTCOMES

LOGISTICS & FORMAT

PRICING & VALUE

SEO-BASED / HIGH-INTENT SEARCH QUESTIONS

agenda

Day 1

Agenda

Outcomes

Day 2

Agenda

Outcomes

Day 3

Agenda

Outcomes

Day 4

Agenda

Outcomes

Day 5

Agenda

Outcomes