Branding note: This repository runbook excerpt uses Athletic Mind for the school-facing product. Company names have been replaced and the buyer-resource register and standard offer were refreshed October 18, 2026. Other operational wording remains a historical reference pending reconciliation with the saved runbook.

## Purpose

This page is the shared source for how the team identifies, engages, pilots, and grows university partnerships. Update it when the team learns something that should change how everyone works.

> Every stage has evidence. Every pilot has agreed success criteria. Every pilot end date includes a scheduled value and conversion review.

## 1. Commercial goal and definitions

- Confirm whether the primary target is qualified pipeline, signed pilot value, annual contract value, or recognized revenue.
- Track pilot value and post-pilot annual contract value separately.
- Use observed conversion rates to update account volume, hiring, and forecasts.

## 2. Ideal university account

A strong account has a clear performance or sports medicine need, a credible internal champion, executive sponsorship potential, an understood security and procurement path, and a defined window for launching a pilot.

### Core buying group

- Director of Sports Performance or Head Strength Coach
- Director of Sports Medicine or Head Athletic Trainer
- Athletic Director or sport administrator
- Mental health or counseling lead when the workflow calls for one
- IT, information security, privacy, legal, procurement, and finance
- Coaches, program staff, and athlete representatives when appropriate

## 3. Core message

Athletic Mind helps authorized university staff see changing athlete-reported and recovery patterns, coordinate support earlier, and evaluate how well their daily workflow is working.

Every message should name one audience, one relevant problem, one useful outcome, and one clear next step.

## 4. Initial outreach sequence

| Timing | Action | Resource and goal |
| --- | --- | --- |
| Before Day 1 | Research the university and form one credible workflow hypothesis | Verify the source and identify at least two relevant stakeholders |
| Day 1 | Send a short persona-specific email | Observation, problem, value, and one 10 to 15 minute ask |
| Day 4 | Call and leave a voicemail | Reference the Day 1 email and keep the voicemail under 25 seconds |
| Day 8 | Send a threaded proof follow-up | Share one relevant workflow visual, pilot blueprint, or approved case study |
| Day 12 | Send a permission-based close-the-loop message | Offer two times, ask for the correct owner, or request permission to reconnect |
| Day 21 and beyond | Use trigger-based nurture | Reconnect around season timing, budget cycles, events, or new approved proof |

## 5. Sales stages and exit evidence

### ICP qualified

- Account fit is documented.
- An owner is assigned.
- At least two relevant stakeholders are identified.

### Outreach active

- The approved sequence is underway.
- Each completed touch and response is recorded.

### Discovery complete

- Priority, current workflow, timing, champion, and next step are confirmed.
- The buying group and procurement path are being mapped.

### Demo and validation complete

- The right stakeholders attended.
- Functional and technical questions are documented.
- The next action has an owner and date.

### Pilot designed and agreed

- Scope, cohort, dates, responsibilities, support path, and price are documented.
- Success measures include a baseline, target, source, owner, and deadline.
- Midpoint and final value reviews are scheduled.

### Pilot active

- Launch tasks are complete.
- The first valid reporting week is recorded.
- The university champion receives a weekly scorecard.

### Value review and conversion

- Results, limitations, workflow learning, and open risks are reviewed with the sponsor.
- The expand, extend, convert, pause, or complete decision is recorded.

## Current buyer resources and commercial baseline

Resource register updated October 18, 2026. Use these named references for new university opportunities. The founder owns commercial approval and the version shared with each buyer; record the resource URL or filename and date in the opportunity notes.

| Sales moment | Current resource | Sharing |
| --- | --- | --- |
| Initial outreach and discovery | [University buyer guide](https://theathleticmind.ai/universities) | public |
| Discovery, budget conversations and custom scope of work | [University pricing](https://theathleticmind.ai/university-pricing) | public |
| Sponsor and internal university sharing | [University overview PDF](https://theathleticmind.ai/universities/downloads/athleticmind-university-overview.pdf) | public |
| Pilot planning, success measures and purchasing decision date | [Pilot blueprint PDF](https://theathleticmind.ai/universities/downloads/athleticmind-pilot-blueprint.pdf) | public |
| Detailed product and commercial diligence | Institutional FAQ: `TheAthleticMind-Institutional-QA-2026-10-18.pdf`. Founder-provided copy. | Founder provides the appropriate reviewed copy; the full document contains investor material and historical account information. |
| Institutional privacy, security and data-flow diligence | Data governance package: `The_Athletic_Mind_Data_Governance_Summary_2026.pdf`. Founder-provided copy. | Founder provides the latest reviewed package and institution-specific supporting agreements; confirm currency before sharing. |

Standard new pilot: **$7,500 for 12 weeks, up to 50 athletes**. Smaller cohorts or different requirements belong in a written custom scope of work. Preserve existing signed agreements, including UMES's existing pilot; the standard offer does not amend those terms.

Standard annual pricing: **$25,000 program fee + $250 per contracted athlete, with a $50,000 annual minimum**. At 500 athletes, the standard annual price is $150,000. Multi-year discounts are quoted in the written proposal. Confirm the applicable internal approval before quoting a discount, changing the minimum or combining credits and discounts. The public pricing page is the current baseline for new proposals; an executed institution-specific agreement governs that account.

Use the blueprint to record the cohort, success measures, review dates and purchasing decision date. The final review records paid continuation, expansion, a bounded extension or closeout. Illustrative proof remains labeled illustrative; absent measures stay “not yet collected.”

Keep investor material, private commercial policy and institution-specific agreements in controlled sharing channels. The governance summary is a reference for diligence, not proof of current deployment or the university's signed terms. The founder confirms current supporting evidence before sharing it.

## 6. Required resource package

- University pilot overview
- Performance and sports medicine workflow briefs
- Discovery guide and stakeholder map
- Role-specific demo script
- Pilot charter, success plan, and mutual action plan
- Security, privacy, data-flow, and accessibility packet
- Claims and evidence guide
- Staff and athlete launch communications
- Weekly scorecard, midpoint review, and final executive readout
- Pricing and procurement checklist

## Inbound university inquiries

Tremaine Grant owns inbound university inquiries. Review the receiving inbox each business day and record a next action and date for each genuine inquiry.

- The website pilot form submits through `/api/demo-request`. Its internal transactional Brevo notification is addressed to `hello@fitwithpulse.ai`, which is visible in the connected Gmail inbox. Custom-pricing links and the form's email fallback open a draft to `tre@fitwithpulse.ai`.
- Website notifications do not automatically create University Pilots records. Before manual intake, check for an existing organization and contact, then create or update the appropriate opportunity through the authorized PipeLists workflow.
- Record the source page, available email message/thread reference, stated need, owner, next action and due date. Keep pilot value separate from potential annual value. Assign a stage only after a person validates the inquiry and its evidence.
- Exclude clearly labeled tests from forecasts and outreach. An endpoint success response alone does not establish inbox delivery or a saved CRM record; verify those separately.
- The Gmail-only rule governs buyer outreach. An internal website notification is a transactional intake message; it does not authorize Brevo sales campaigns or change the approved outbound channel.

## 7. Pilot handoff and customer success

Before launch, name the executive sponsor, university champion, Athletic Mind owner, product or technical owner, and escalation contact. Schedule the weekly champion meeting, midpoint review, final value review, and commercial decision date.

Track these dimensions each week:

- Launch readiness
- Athlete activation and participation
- Data coverage and freshness
- Staff training and workflow use
- Product and support reliability
- Champion and sponsor engagement
- Conversion decision readiness

Keep athlete-level responses, private Nora content, clinical notes, and individually identifiable escalation details inside their authorized operational systems. PipeLists uses approved aggregate and commercial information.

## 8. Weekly team cadence

- Review target-account quality and source verification.
- Review outreach completion, replies, meetings, and next actions.
- Review time in stage and stalled opportunities.
- Review every active pilot's health, blockers, upcoming milestones, and decision date.
- Record approved changes to this runbook after the meeting.

## 9. Ownership

- **GTM owner:** Maintains account strategy, messaging, stage evidence, and forecast definitions.
- **Outbound owner:** Runs approved sequences and records complete activity.
- **Solutions and privacy support:** Maintains technical, security, privacy, and evidence resources.
- **Customer success owner:** Runs kickoff, weekly scorecards, risk recovery, value reviews, and conversion handoff.
- **Leadership:** Approves commercial definitions, claims, pricing, and material changes to the operating model.