The workshop — a full day in Dallas with sales, operations, legal, and finance in the room together — was built entirely from that research. Not a generic curriculum. Not a copy-paste framework.

A session designed around their real objections, their actual customers, and the market they were entering cold.

The room had skeptics. The head of revenue was upfront about it: his team are a "believe it when they see it" bunch. That's not a criticism, it’s the way it should be. So rather than lecturing about storytelling, the day was structured to let people experience it. They found stories they didn't know they had. They heard colleagues say things they'd never heard in a meeting. They learned insights they could apply immediately to engage better, build trust, and create stronger connections.

The four modules — The Power of Story, What Is a Story, Opposites Attract, and Tactical Empathy — gave the team a shared language and a set of practical tools: the FSR test for whether something is actually a story, the But/Therefore structure for building tension into any conversation, labeling and mirroring for earning trust before making an ask.

The most powerful moment came from an exercise where the entire room — across every function — crowdsourced the narrative rituals that would transform how the company interacts. In twenty minutes they generated over a dozen specific and vetted ideas. Three weeks after the workshop, they were already already feeling results.