Discovery & ICP
Company
The Thoroughbred Association (TBA)
Confirmed ICP
icp_2
Pain points (client's words)
- We're an inefficient organization
- All of the Great British Bonus scheme (worth 25 million GBP payout annually) is done with spreadsheets or forecasting or manual intervention
- A genetic compromise - the herd has shrunk and as a consequence inbreeding is becoming involved
- We don't understand what the efficiencies of AI could offer them in terms of staff management, product management, maintenance, um transportation
- Operational efficiencies on a day-to-day are not there
- There's an awful lot of things that are done very manually
- GBB forecasting etc is manual and time-consuming
- The secretariat of board and subcommittee meetings is done by a member of the executive team and all minutes are written up manually
- We have quite a lot of systems that I suspect are overlapping with one another
- There is no knowledge in house of how to utilize the AI that is available via Office
- Uptake of Claude business subscription is extremely variable across the team
- Weather bees (external provider) are appallingly bad and have a knock-on impact on operations
- Philip sometimes says AI could just do that with a slight lack of understanding of what AI is actually capable of
- Team members are fearful or suspicious of AI tools and may never have logged in
- Some team members probably have never logged in to available tools like Claude
- We can't run before we can walk because the operational efficiencies on a day-to-day are not there
Confirmed — the pipeline proceeded from here.
Agent runs
| Agent | Status | Tokens | When |
|---|---|---|---|
| discovery_extraction | succeeded | 16400 | 15:22:49 |
| icp_classifier | succeeded | 3763 | 15:23:20 |
| research | succeeded | 6169 | 15:23:57 |
| offer_pricing | succeeded | 4085 | 15:24:20 |
| narrative_architect | succeeded | 8768 | 15:30:34 |
| section_writer | succeeded | 38970 | 15:34:32 |
| copy_compliance | succeeded | 18102 | 15:34:32 |
| vision_qc | succeeded | 12110 | 15:34:39 |
| reviser | succeeded | 12484 | 06:03:50 |
| copy_compliance | succeeded | 7199 | 06:04:44 |
| vision_qc | succeeded | 13864 | 06:04:58 |
| reviser | succeeded | 13560 | 06:06:48 |
| copy_compliance | succeeded | 7107 | 06:07:41 |
| vision_qc | succeeded | 13838 | 06:07:48 |
| reviser | succeeded | 13494 | 06:08:31 |
| copy_compliance | succeeded | 6958 | 06:09:25 |
| vision_qc | succeeded | 13981 | 06:09:30 |
| operator_edit | succeeded | — | 06:09:56 |
| vision_qc | succeeded | 13849 | 06:09:59 |
Versions
Gate decisions
- Gate A · confirmed12/08/2026, 15:23:57
- Gate B · confirmed12/08/2026, 15:30:33
- Gate C · revision requested — Update the attached **Thoroughbred Breeders Association x Empowrd AI Proposal**. Do not rewrite the whole proposal. Preserve the existing positioning, structure, tone and foundations-first recommendation. Make only the changes below and ensure all references to pricing, programme phases and scope are consistent throughout the document. ### 1. Update the Investment section Replace the current investment table with: | Engagement | Timing | Investment | | ----------------------------------------------- | -------------------------------- | -------------------------------------: | | **Signature Blueprint (Enterprise Diagnostic)** | First step · 2–4 weeks | **£6,000–£8,000** | | **AI Enablement Programme** | Following diagnostic · 6–8 weeks | **£8,000–£10,000** | | **AI Deployment Programme** | Scope determined by Blueprint | **TBC based on prioritised use cases** | | **Member-facing AI capability / future phases** | Longer-term roadmap | **TBC** | ### 2. Strengthen the description of the AI Enablement Programme Make clear that the £8,000–£10,000 programme is designed for the TBA's team of approximately 15 people and is **not simply AI training**. It should include: * baseline assessment of team confidence and capability * practical, tailored team learning using the TBA's existing Claude and Microsoft environment * 3–4 practical enablement sessions * application of AI to real TBA work and workflows * responsible AI, GDPR, data handling and appropriate use * prompt and workflow good practice * identification and support of internal AI champions * practical playbooks/resources the team can continue using * follow-up adoption and reinforcement * measurement of progress from the initial capability baseline Position the outcome as creating **consistent, confident and responsible AI adoption across the organisation**, with knowledge retained internally rather than creating dependency on Empowrd AI. ### 3. Keep AI deployment clearly separate Do not include the building of automations, integrations or technical solutions within the £8,000–£10,000 Enablement Programme. Make explicit that: **The Signature Blueprint identifies and prioritises automation and deployment opportunities. The AI Enablement Programme prepares the people and organisation to work effectively with AI. Any subsequent automation, integration or bespoke AI development is scoped and priced separately as the AI Deployment Programme.** Potential opportunities already identified, such as Great British Bonus forecasting, meeting/minute administration, systems overlap and data readiness, may be referenced as examples only. Do not imply these solutions are included within the Enablement fee. ### 4. Preserve the strategic pathway Maintain the existing sequencing: **Phase 1: Diagnose and establish the operational baseline** **Phase 2: Build organisation-wide AI capability and adoption** **Phase 3: Deploy targeted automation against prioritised business opportunities** **Phase 4: Explore deeper and member-facing AI capability once the internal foundations are established** The longer-term ambition around member services, industry data and breeder-facing capability should remain visible, but should not be positioned as part of the immediate engagement. ### 5. Update the closing call to action Strengthen the final CTA to: **The recommended first step is the Signature Blueprint. Following this, TBA will have a clear evidence-based roadmap showing what should be enabled, automated or developed, in what order, and with what expected organisational value. We propose a final scope discussion with Naomi and Philip to confirm the diagnostic approach, participants and information requirements before commencement.** ### Important * Use British English. * Do not add unsupported claims or ROI figures. * Do not change factual information about TBA. * Do not make the document longer unless required for clarity. * Retain the current confident, consultative and commercially proportionate tone. * Remove any wording stating that pricing is awaiting Aman's confirmation. The ranges above should now be presented as the indicative commercial proposal. * Return the revised proposal in full, ready to paste into the existing designed document.13/08/2026, 06:03:50
- Gate C · revision requested — Update the attached Do not rewrite the whole proposal. Preserve the existing positioning, structure, tone and foundations-first recommendation. Make only the changes below and ensure all references to pricing, programme phases and scope are consistent throughout the document. ### 1. Update the Investment section Replace the current investment table with: | Engagement | Timing | Investment | | ----------------------------------------------- | -------------------------------- | -------------------------------------: | | **Signature Blueprint (Enterprise Diagnostic)** | First step · 2–4 weeks | **£6,000–£8,000** | | **AI Enablement Programme** | Following diagnostic · 6–8 weeks | **£8,000–£10,000** | | **AI Deployment Programme** | Scope determined by Blueprint | **TBC based on prioritised use cases** | | **Member-facing AI capability / future phases** | Longer-term roadmap | **TBC** | ### 2. Strengthen the description of the AI Enablement Programme Make clear that the £8,000–£10,000 programme is designed for the TBA's team of approximately 15 people and is **not simply AI training**. It should include: * baseline assessment of team confidence and capability * practical, tailored team learning using the TBA's existing Claude and Microsoft environment * 3–4 practical enablement sessions * application of AI to real TBA work and workflows * responsible AI, GDPR, data handling and appropriate use * prompt and workflow good practice * identification and support of internal AI champions * practical playbooks/resources the team can continue using * follow-up adoption and reinforcement * measurement of progress from the initial capability baseline Position the outcome as creating **consistent, confident and responsible AI adoption across the organisation**, with knowledge retained internally rather than creating dependency on Empowrd AI. ### 3. Keep AI deployment clearly separate Do not include the building of automations, integrations or technical solutions within the £8,000–£10,000 Enablement Programme. Make explicit that: **The Signature Blueprint identifies and prioritises automation and deployment opportunities. The AI Enablement Programme prepares the people and organisation to work effectively with AI. Any subsequent automation, integration or bespoke AI development is scoped and priced separately as the AI Deployment Programme.** Potential opportunities already identified, such as Great British Bonus forecasting, meeting/minute administration, systems overlap and data readiness, may be referenced as examples only. Do not imply these solutions are included within the Enablement fee. ### 4. Preserve the strategic pathway Maintain the existing sequencing: **Phase 1: Diagnose and establish the operational baseline** **Phase 2: Build organisation-wide AI capability and adoption** **Phase 3: Deploy targeted automation against prioritised business opportunities** **Phase 4: Explore deeper and member-facing AI capability once the internal foundations are established** The longer-term ambition around member services, industry data and breeder-facing capability should remain visible, but should not be positioned as part of the immediate engagement. ### 5. Update the closing call to action Strengthen the final CTA to: **The recommended first step is the Signature Blueprint. Following this, TBA will have a clear evidence-based roadmap showing what should be enabled, automated or developed, in what order, and with what expected organisational value. We propose a final scope discussion with Naomi and Philip to confirm the diagnostic approach, participants and information requirements before commencement.** * Use British English. * Do not add unsupported claims or ROI figures. * Do not change factual information about TBA. * Do not make the document longer unless required for clarity. * Retain the current confident, consultative and commercially proportionate tone. * Remove any wording stating that pricing is awaiting Aman's confirmation. The ranges above should now be presented as the indicative commercial proposal. * Return the revised proposal in full, ready to paste into the existing designed document.13/08/2026, 06:06:48
- Gate C · revision requested — Update the attached **Thoroughbred Breeders Association x Empowrd AI Proposal**. Preserve the existing positioning, structure, tone and foundations-first recommendation. Make only the changes below and ensure all references to pricing, programme phases and scope are consistent throughout the document. ### 1. Update the Investment section. Replace the current investment table with: | Engagement | Timing | Investment | | ----------------------------------------------- | -------------------------------- | -------------------------------------: | | **Signature Blueprint (Enterprise Diagnostic)** | First step · 2–4 weeks | **£6,000–£8,000** | | **AI Enablement Programme** | Following diagnostic · 6–8 weeks | **£8,000–£10,000** | | **AI Deployment Programme** | Scope determined by Blueprint | **TBC based on prioritised use cases** | | **Member-facing AI capability / future phases** | Longer-term roadmap | **TBC** | ### 2. Strengthen the description of the AI Enablement Programme Make clear that the £8,000–£10,000 programme is designed for the TBA's team of approximately 15 people and is **not simply AI training**. It should include: * baseline assessment of team confidence and capability * practical, tailored team learning using the TBA's existing Claude and Microsoft environment * 3–4 practical enablement sessions * application of AI to real TBA work and workflows * responsible AI, GDPR, data handling and appropriate use * prompt and workflow good practice * identification and support of internal AI champions * practical playbooks/resources the team can continue using * follow-up adoption and reinforcement * measurement of progress from the initial capability baseline Position the outcome as creating **consistent, confident and responsible AI adoption across the organisation**, with knowledge retained internally rather than creating dependency on Empowrd AI. ### 3. Keep AI deployment clearly separate Do not include the building of automations, integrations or technical solutions within the £8,000–£10,000 Enablement Programme. Make explicit that: **The Signature Blueprint identifies and prioritises automation and deployment opportunities. The AI Enablement Programme prepares the people and organisation to work effectively with AI. Any subsequent automation, integration or bespoke AI development is scoped and priced separately as the AI Deployment Programme.** Potential opportunities already identified, such as Great British Bonus forecasting, meeting/minute administration, systems overlap and data readiness, may be referenced as examples only. Do not imply these solutions are included within the Enablement fee. ### 4. Preserve the strategic pathway Maintain the existing sequencing: **Phase 1: Diagnose and establish the operational baseline** **Phase 2: Build organisation-wide AI capability and adoption** **Phase 3: Deploy targeted automation against prioritised business opportunities** **Phase 4: Explore deeper and member-facing AI capability once the internal foundations are established** The longer-term ambition around member services, industry data and breeder-facing capability should remain visible, but should not be positioned as part of the immediate engagement. ### 5. Update the closing call to action Strengthen the final CTA to: **The recommended first step is the Signature Blueprint. Following this, TBA will have a clear evidence-based roadmap showing what should be enabled, automated or developed, in what order, and with what expected organisational value. We propose a final scope discussion with Naomi and Philip to confirm the diagnostic approach, participants and information requirements before commencement.** ### Important * Use British English. * Do not add unsupported claims or ROI figures. * Do not change factual information about TBA. * Do not make the document longer unless required for clarity. * Retain the current confident, consultative and commercially proportionate tone. * Remove any wording stating that pricing is awaiting Aman's confirmation. The ranges above should now be presented as the indicative commercial proposal. * Return the revised proposal in full, ready to paste into the existing designed document.13/08/2026, 06:08:31
- Gate C · revision requested — Operator edited the document text13/08/2026, 06:09:56
- Gate C · confirmed — Released despite the automated QC hold.27/08/2026, 20:16:20
Danger zone
Permanently delete this proposal and everything under it — all versions, rendered files and history. This cannot be undone.