KEI&S Business School
Business education for founders who have real businesses to run.
We don't teach business only in the abstract. We teach founders how to diagnose, operate, control and grow businesses through real problems, cases, decisions and practical tools.
6 schools, 10 curriculum areas and 62 modules. Every module starts from a business problem and ends with a change you can make and measure.
Where should I start?
Start from your situation, not from the syllabus.
Pick what is happening in your business. You'll get a school to start in, three modules and the KEI&S tool that fits.
Where should I start?
Choose what is closest to your situation.
You’ll get a school to start in, three modules, a learning path and the KEI&S tool that fits. Nothing is saved or sent.
The curriculum
Run → Diagnose → Build → Manage → Grow → Institutionalise
Open a school to see its curriculum areas. Open any module to read the problem, work through the case, framework and tool, and see what to change in your business.
62 modules
How a business makes, keeps and loses money.
Business Foundations
How the business model turns into cash.
- M01RunWhat Is the Business Really Selling?Customers pay for an outcome. Many businesses describe a product and miss what is actually being bought.You leave withA one-page business model you can test against real sales~6 min · WorksheetExplore module
- M02RunHow the Business Makes MoneyRevenue is visible. The drivers behind profit — volume, price, mix, cost and capacity — usually are not.You leave withA profit driver tree for your business~5 min · CalculationExplore module
- M03RunWhere Revenue Comes FromRevenue that looks healthy in total can rest on one channel, one product or one customer.You leave withA revenue map showing sources, quality and concentration~5 min · WorksheetExplore module
- M04RunUnit EconomicsA product can show a healthy margin and still lose money once time, rework and handling are counted.You leave withTrue contribution per product, service or order~5 min · CalculationExplore module
- M05RunCustomer EconomicsSome customers cost more to win and serve than they will ever pay. Most businesses cannot say which.You leave withCost to acquire, cost to serve and lifetime value by customer type~5 min · CalculationExplore module
Tell symptoms from problems, and find where control is lost.
Diagnosis
Finding the real problem behind the symptoms.
- M06DiagnoseSymptoms vs ProblemsLate deliveries, angry customers and missing cash are symptoms. Fixing them one by one rarely fixes the business.You leave withA symptom-to-cause map for your most persistent issue~5 min · MapExplore module
- M07DiagnoseFinding the Root CauseThe first explanation is usually a person. The real cause is usually a system that lets the failure repeat.You leave withA root-cause analysis for one recurring failure~5 min · WorksheetExplore module
- M08DiagnoseFounder DependencyApprovals, pricing, key customers and problem-solving all route through one person. The business waits.You leave withA founder-dependency score with the first three handovers identified~5 min · DiagnosticExplore module
- M09DiagnoseDiagnosing the Operating ModelProblems rarely sit in one department. They sit where functions, owners, rules, processes and tools fail to connect.You leave withYour business mapped on the KEI&S Operating Model~5 min · DiagnosticExplore module
- M10DiagnoseReading Business HealthProfit is a lagging signal. By the time it falls, the causes have been visible for months.You leave withA short set of leading indicators for business health~5 min · DiagnosticExplore module
- M11DiagnoseDiagnosing a ProcessWork slows, errors repeat and nobody can say where. The process has never been looked at end to end.You leave withA diagnosed process with its three biggest failure points~5 min · WorksheetExplore module
Design how work gets done, and the systems that run it.
Operations
How work flows from order to delivery.
- M12BuildProcess MappingEveryone does their part, but no one can draw how the work actually flows from request to result.You leave withA current-state map of one core process~5 min · TemplateExplore module
- M13BuildStandard Operating ProceduresEach person does the job their own way. Quality depends on who is on shift.You leave withA usable SOP for one critical, repeated task~5 min · TemplateExplore module
- M14BuildWorkflow DesignWork moves by phone call, WhatsApp and memory. Things fall through the gaps between people.You leave withA redesigned workflow with clear stages, owners and rules~5 min · TemplateExplore module
- M15BuildInventory ManagementThe shelves are full of the wrong stock while the right items run out.You leave withA stock classification with reorder rules for fast-moving items~5 min · CalculationExplore module
- M16BuildProcurementBuying happens informally, by whoever needs something, on whatever terms the supplier offers.You leave withA purchasing policy with approval limits and supplier criteria~5 min · TemplateExplore module
- M17BuildQuality ControlErrors are found by customers, not by the business. Every complaint is handled as a one-off.You leave withQuality checkpoints and an error log for one core process~5 min · ChecklistExplore module
People
Roles, decisions and accountability.
- M18BuildOrganisation DesignThe structure grew around people, not work. Reporting lines are unclear and gaps sit between teams.You leave withAn organisation chart built from the work the business must do~5 min · WorksheetExplore module
- M19BuildDesigning RolesJob titles exist, but no one can say what each role is accountable for delivering.You leave withRole cards with outcomes, responsibilities and authority~5 min · TemplateExplore module
- M20BuildDecision RightsEvery decision waits for the founder because nobody knows what they are allowed to decide.You leave withAn approval matrix for your most common decisions~5 min · MatrixExplore module
- M21BuildDelegationWork is handed over, then taken back when it isn't done exactly right.You leave withA delegation plan for three responsibilities you still hold~5 min · WorksheetExplore module
- M22BuildAccountabilityTargets are missed and nothing follows. Everyone is responsible, so no one is.You leave withA single-owner accountability map for key results~5 min · MatrixExplore module
- M23BuildHiringHires are made in a hurry, through referrals, for a role that was never defined.You leave withA structured hiring process for your next role~5 min · TemplateExplore module
- M24BuildPerformance ManagementReviews happen once a year, if at all. Good and poor performance are treated the same.You leave withA simple, regular performance conversation built on clear measures~5 min · TemplateExplore module
Technology
Choosing and using systems that fit the operating model.
- M25BuildTechnology StrategySystems were bought one at a time to solve urgent problems. Together they don't fit the business.You leave withA systems map and a sequenced technology roadmap~5 min · MapExplore module
- M26BuildERP: What It Can and Cannot FixA new ERP was supposed to fix reporting and stock. A year later, staff still keep spreadsheets alongside it.You leave withAn ERP readiness check, or a fix plan for the ERP you have~5 min · ChecklistExplore module
- M27BuildCRMEvery lead lives in someone's phone. When a salesperson leaves, their customers go quiet.You leave withA pipeline design ready to run in a simple CRM~5 min · TemplateExplore module
- M28BuildAutomationSkilled staff spend hours re-typing, copying and chasing. The work is routine, but no one has designed it away.You leave withA prioritised list of automation opportunities~5 min · MatrixExplore module
- M29BuildIntegrationOrders are entered in one system, re-typed into another and reconciled by hand at month-end.You leave withAn integration plan for your most costly data gap~5 min · MapExplore module
- M30BuildDataReports disagree because the same customer, product or supplier is recorded three different ways.You leave withData standards and owners for your core records~5 min · ChecklistExplore module
- M31BuildAI for Business OperationsAI is promised everywhere. Few businesses know which of their processes it can safely improve.You leave withA shortlist of practical, low-risk AI uses in your operations~5 min · MatrixExplore module
Run the business on reliable information.
Finance
Reading, managing and deciding with the numbers.
- M32ManageReading the Financial StatementsThe accountant sends the accounts. The founder files them without being sure what they say.You leave withThe ability to read your own income statement, balance sheet and cash flow~5 min · ChecklistExplore module
- M33ManageCash vs ProfitSales are up and the accounts show a profit. The bank account is empty.You leave withA reconciliation of profit to cash and a 13-week cash view~5 min · CalculationExplore module
- M34ManageWorking CapitalGrowth consumes cash faster than profit replaces it. The more you sell, the tighter it gets.You leave withYour cash conversion cycle and a plan to shorten it~5 min · CalculationExplore module
- M35ManageReceivables and CollectionsCustomers pay when they choose. Credit terms are agreed case by case and followed up when someone remembers.You leave withA credit policy and a weekly collections routine~5 min · ChecklistExplore module
- M36ManagePayables and Supplier TermsSuppliers are paid whenever there is money, in whatever order the loudest one demands.You leave withA payment policy and a weekly payment run~5 min · ChecklistExplore module
- M37ManageManagement AccountingThe accounts arrive months late and are built for tax. They don't answer management questions.You leave withA monthly management accounts pack~5 min · TemplateExplore module
- M38ManageFinancial Decision-MakingInvestments, hires and new lines are approved on enthusiasm. Their return is never checked.You leave withA one-page investment case you can use for any significant decision~5 min · TemplateExplore module
Management Systems
Running the business on reliable information.
- M39ManageKPIs That Drive DecisionsThe business tracks dozens of numbers, or none. Either way, few of them change what anyone does.You leave withA short set of KPIs with owners, definitions and targets~5 min · TemplateExplore module
- M40ManageDashboardsThe dashboard looks impressive. Nobody opens it, and nobody trusts the numbers when they do.You leave withA one-page dashboard designed for a specific meeting~5 min · TemplateExplore module
- M41ManageManagement InformationEvery report comes from a different spreadsheet. Meetings are spent arguing about whose numbers are right.You leave withA management information map: what is reported, from where, to whom~5 min · MapExplore module
- M42ManageManagement RhythmMeetings happen when there is a crisis. Between crises, nobody reviews whether the business is on track.You leave withA weekly, monthly and quarterly management rhythm~5 min · ChecklistExplore module
- M43ManageBusiness Performance ReviewsResults are reported, noted and forgotten. The same shortfalls appear month after month.You leave withA structured monthly performance review format~5 min · TemplateExplore module
- M44ManageDecision SystemsImportant decisions are made in hallways, reversed a week later and never recorded.You leave withA decision log and rules for how significant decisions are made~5 min · TemplateExplore module
Grow without breaking the business.
Customers & Sales
Winning, keeping and pricing customers well.
- M45GrowCustomer SegmentationThe business sells to everyone the same way. Marketing is generic, and the best customers get no special attention.You leave withThree to five customer segments with distinct needs and value~5 min · WorksheetExplore module
- M46GrowCustomer ProfitabilityThe biggest customer is treated as the most valuable. Nobody has checked what it costs to keep them.You leave withA profitability ranking of your top customers~5 min · CalculationExplore module
- M47GrowSales ArchitectureSales depend on the founder and one or two stars. Nobody else knows how deals are won.You leave withA documented sales model: roles, stages, targets and rhythm~5 min · TemplateExplore module
- M48GrowPipeline ManagementNobody knows how many enquiries are open, how many were lost, or why.You leave withA defined pipeline with stages, exit criteria and weekly review~5 min · TemplateExplore module
- M49GrowCustomer RetentionThe business works hard to win customers and loses them quietly. Nobody notices until revenue dips.You leave withA retention measure and a plan for your most valuable customers~5 min · CalculationExplore module
- M50GrowPricingPrices are set by copying competitors and adding a margin. Discounts are given whenever a customer asks.You leave withA pricing policy with discount limits and a review of your worst-priced lines~5 min · CalculationExplore module
Strategy & Growth
Where to grow, and how to grow without breaking.
- M51GrowCompetitive StrategyThe business competes on everything and wins on nothing in particular. Price becomes the only argument.You leave withA clear statement of where you compete and why you win~5 min · WorksheetExplore module
- M52GrowGrowth StrategyGrowth happens by accepting every opportunity. The business ends up in markets it doesn't understand.You leave withA prioritised set of growth options with a sequence~5 min · MatrixExplore module
- M53GrowGrowth EconomicsRevenue grows, but so do costs, cash needs and complexity. Profit doesn't follow.You leave withA growth model showing the cash, capacity and profit effects of your plan~5 min · CalculationExplore module
- M54GrowScaling OperationsWhat worked at 20 people fails at 70. Errors and complaints grow faster than revenue.You leave withA scaling-readiness check and the standards needed before the next step~5 min · ChecklistExplore module
- M55GrowBusiness RiskThe business depends on one customer, one supplier, one system or one person. Nobody has written that down.You leave withA risk register with owners and mitigations for your top risks~5 min · TemplateExplore module
- M56GrowCapital and FundingThe business needs funding to grow, but doesn't know how much, what kind, or what lenders will look for.You leave withA funding plan matched to the use of funds~5 min · ChecklistExplore module
Build a business that can run without its founder.
Institutionalisation
Making the business independent of any one person.
- M57InstitutionaliseFounder TransitionThe founder wants to step back, but relationships, knowledge and decisions still sit with them.You leave withA staged founder transition plan with dates~5 min · TemplateExplore module
- M58InstitutionaliseGovernanceOwners, family and managers make decisions informally. Nobody holds the managers — or the founder — to account.You leave withA governance structure proportionate to your business~5 min · TemplateExplore module
- M59InstitutionaliseSecond-Line LeadershipThe founder has managers in title, but they wait for instructions. There is no leadership team.You leave withA development plan for your management team~5 min · MatrixExplore module
- M60InstitutionaliseSuccessionNobody has decided who will lead or own the business next. The question is avoided until it is urgent.You leave withA succession plan for leadership and ownership~5 min · WorksheetExplore module
- M61InstitutionaliseBusiness ContinuityOne outage, one departure or one lost laptop would stop the business. No one has planned for it.You leave withA continuity plan for your most critical processes~5 min · TemplateExplore module
- M62InstitutionaliseBuilding a Business That Can Operate Without the FounderThe business is profitable and respected, and cannot run for a month without its founder.You leave withA founder-independence scorecard and a two-year roadmap~5 min · DiagnosticExplore module
Learning paths
Where are you in your business?
Each path is a sequence of modules across schools, chosen for a situation founders recognise. Follow it in order, or open any module on its own.
I’m starting a business
Understand the business you run
Get the model, the economics and the cash right before the business gets complicated.
- What Is the Business Really Selling?M01 · Run · Business Foundations
- How the Business Makes MoneyM02 · Run · Business Foundations
- Unit EconomicsM04 · Run · Business Foundations
- Customer SegmentationM45 · Grow · Customers & Sales
- PricingM50 · Grow · Customers & Sales
- Cash vs ProfitM33 · Manage · Finance
- Process MappingM12 · Build · Operations
Use alongside this path
Take the 5-minute Business Health Check →
I’m starting a business
Understand the business you run
Get the model, the economics and the cash right before the business gets complicated.
- What Is the Business Really Selling?M01 · Run · Business Foundations
- How the Business Makes MoneyM02 · Run · Business Foundations
- Unit EconomicsM04 · Run · Business Foundations
- Customer SegmentationM45 · Grow · Customers & Sales
- PricingM50 · Grow · Customers & Sales
- Cash vs ProfitM33 · Manage · Finance
- Process MappingM12 · Build · Operations
Use alongside this path
Take the 5-minute Business Health Check →The KEI&S teaching model
How every module works
A real situation, the decision it forces, a way to think about it, a tool to use, and a change you can check. Not a video course.
- 1
Case
What is happening?
- 2
Decision
What does the leader need to decide?
- 3
Framework
How should they think about the problem?
- 4
Tool
What can they use?
- 5
Application
How does it apply to their business?
- 6
Implementation
What changes?
- 7
Review
Did it work?
Part of the KEI&S operating model
Learning is where improvement starts, not where it ends.
Education, diagnosis, operating systems, implementation and continuous improvement, in one loop. Use the school on its own, or with KEI&S alongside you.
- 1Learn
Understand the issue and the thinking behind it.
Curriculum → - 2Diagnose
See what is actually happening in your business.
Business Health Diagnostic → - 3Apply
Use the framework and tool on your own situation.
Insights & Tools → - 4Implement
Change the process, system, behaviour or decision.
Implementation support → - 5Measure
Check whether anything actually improved.
Measure and refine → - 6Improve
Keep the cycle going as the business changes.
The Operating Model →
Business cases
The situations behind the modules
Illustrative teaching cases, written for learning. They are not client engagements.
Next step
Start with what is actually happening.
Tell us what is happening in your business. We will help identify the appropriate next step.
Explore KEI&S Business School →