Consulting engagements
IPP is not a training company that also consults. It is a consulting firm whose tool platform and book create a durable pipeline of informed clients. Engagements are anchored to the framework. The tool is the leave-behind. The book is the credential.
What engagement looks like
Most engagements begin with a system that has been optimized for the wrong things — a backlog full of features users asked for and a product that still feels unreliable to the people who depend on it. The gap is rarely effort. It is sequence.
IPP engagements are anchored to a single question: in what order should this team be working, and how do we know? The frameworks answer that question structurally. The engagement installs them in the context of the organization’s actual system, its actual stakeholders, and the actual signals the market is producing.
The leave-behind is not a report. It is a populated Impact Point℠, a working Objectives Backlog℠, and a team that can run the Alignment Ceremony℠ without facilitation. That is the measure of a successful engagement.
Engagement types
A focused two-week engagement that produces a Capability Spectrum℠ map and an initial Objectives Backlog℠. Often the entry point to a longer engagement; always valuable on its own.
What changes: The team has a shared map of the value stream and a first draft of the objective set. Prioritization conversations start from evidence rather than preference.
Workshops and cohort programs in the framework — half-day team workshops through six-to-eight-week multi-session programs.
What changes: The team shares a vocabulary for user confidence, knows how to write objectives in user voice, and can run a prioritization session without a facilitator.
Seminars and 1:1 coaching on writing objectives, stories, and acceptance criteria in user voice — the discipline the tools coach inline, taught in person.
Bi-weekly tier-aligned coaching for individual PMs and organizations. Practitioner license included.
What changes: The product manager has a structured method for surfacing objectives, placing them on the Impact Point, and defending priorities in stakeholder conversations.
PM practice definition, capability mapping, and operating model design — anchored to the Impact Point℠ tier framework.
What changes: The PM function has a defined scope, a documented operating model, and a capability map that separates what Product owns from what Engineering, Design, and Marketing own.
Embedded product leadership for organizations already using the framework via a Team License. 12-month minimum.
What changes: The organization has embedded product leadership applying the framework continuously — not a consultant who trains and leaves, but a practitioner who ships alongside the team.
Not sure which engagement fits? Book a 30-minute discovery call. No commitment — just a conversation about where your team is and what the right entry point might be.
See the full price card for every engagement, the Discovery Sprint as an entry point, and how tool subscriptions interact with consulting work.