01
An introductory call
We go through your offer and your client as you understand them today. This is where we find out how much of the story already exists and how much of it people disagree about without knowing it.
Narrative Charter
We work until your team owns its story
This is where the story actually gets built. Your client-facing people, a series of two-hour workshops, and a story your team can use without us in the room.
From CHF 12’000.
Five to nine two-hour sessions. We keep going until you own it, and the number of sessions does not change the price.
Where this comes from
Nobody arrives here first. People arrive here having already run out of road somewhere else.
The Narrative Audit said so
You had the Storybuilding Narrative Audit and its verdict was that the story itself is the ceiling — that no amount of retelling fixes what it is trying to say. This is what that verdict points at, and the full price of the Audit comes off it.
You already know, and do not want a report about it
Your own people describe the company three different ways in one week and none of them is wrong. You do not need somebody to confirm that. You need the version they all end up using, and you need them to have built it.
Either way, the work is the same, and it starts with the people who do the talking.
How it runs
The same shape every time, at a pace your team sets.
02
A regular schedule of two-hour workshops
We work online on Mural, a virtual whiteboard carrying the Storybuilding canvases and post-its. Everyone writes. Nothing depends on one person in the room having the best memory of what was said last time.
03
A first pass through the whole model
We work through the four canvases in turn — Stakeholder, Organisation, Storybuilding, Story. The last two are structured on the three steps your customer takes: Recognition, Perception, Projection. This covers several workshops, because the canvases argue with each other and that argument is the work.
04
A first draft, tested outside the room
Once there is a version worth showing, people take it back to real clients and prospects and try it on them. What comes back is evidence, not opinion, and it is what the next sessions are spent on.
05
Refinement, and the tagline
We keep sharpening. At some point we take a break from the model and play with the tagline — not a catchy line, but the story compressed to something that survives being repeated.
06
It ends when the story is yours
Not when a deliverable is handed over. When your team is happy with the story, uses it without checking, and would defend it to someone who pushed back.
Who is in the room
The team is your front, client-facing people: marketing, sales, and the CEO or founder, depending on the size of the company and how it is structured. The people who meet clients are the people who have to own what they say — so they are the people who build it.
How many of them there are does not change what the Charter costs.
How long it takes
Between five and nine two-hour sessions, so at least a dozen hours of work together. We deliberately do not cap it: the commitment is that we work until you have your story and are happy with it.
What makes one Charter longer than another is not the size of the company. It is how complex the story is and how far the team wants to take it — some are satisfied with an early version, others keep refining.
The longest Charter we have run. That company's story is written up as a case study —read what changed.
How long it takes and how much it costs are two different questions here. The first varies. The second does not.
What your team ends up holding
You do not just leave with the story. You leave with the three things that keep it yours — built with your team, in the room, against the story they have just agreed.
The drift rubric
A written test anyone can apply to a draft before it ships: does this open from the customer’s side, does it say what only you can say, does it match the story we agreed. Not taste. A rubric two people apply the same way.
The checkpoints
The specific moments where the rubric is applied — which drafts, at which stage, by whom. Put in the places where things actually get approved, not added as a stage nobody has time for.
The decision rights
Who can say no, and who can overrule that no. Most drift is not carelessness — it is an unresolved argument shipping as a compromise, because nobody was named as the person who decides.
What it costs
From CHF 12’000
What that covers
Everything needed to get one team to one story it owns.
- The working team, whatever its size. Four people or eight, the number does not change what you pay.
- The introductory call on your offer and your client.
- Every two-hour workshop needed to get there — five, seven, nine. We do not stop at a number.
- The Mural board with the Storybuilding canvases, which stays yours.
- The tagline work.
- The story itself, written down, in a form your team can use without us.
What takes it above
Three things, all of them things you choose to add rather than things we discover once we have started.
- More than one story. Separate business units, brands, product lines or audiences. Each needs its own pass through the model — one story does not stretch to cover two markets, and pretending otherwise is what produced the problem in the first place.
- Sessions in the room. Workshops run in person rather than on Mural. Some teams need it, and it changes the rhythm as well as the cost.
- The website blueprint. An added scope in which the locked story is turned into a machine-executable specification — a brief your team runs themselves, with your brand book, in the site builder you already use. It is the story made buildable. It is not copywriting, and we do not build the site.
And if it does not work, you do not pay. That is not a figure of speech —it is written down.
Not yet sure the story needs rebuilding at all? That is what the Storybuilding Narrative Audit is for — CHF 2’500, and credited in full against the Charter if it sends you here.
Book a 30-minute story conversation
Tell us where your story stops working. No pitch. No obligation.
