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Accelery FAQ’s

What is the specific problem that you solve?

Our challenge is using digital technologies that are biased toward individual learning and work to enablegroup learning and work. Complex “we don’t know how” problems require adaptive disciplines to uncover solutions through group conversation and experimentationNo technology solutions are designed specifically for groups using adaptive management disciplines to solve complex problems. 

How does your product differ from your competitors’ products?

Our platform helps groups tackle complex problems using adaptive management techniques. We differentiate ourselves from three main competitor types: 

Project Management Tools: Tools like Asana, Trello, and Monday.com have limitations: 

  • Designed for known problem-solving approaches 
  • Focus on workflow management rather than results 
  • Allow generic customization, potentially hindering teamwork 

 

Online Learning Systems: E-learning systems, such as Teachable, focus on individual learning but lack: 

  • Real-time application to business problems 
  • Customization for specific challenges 
  • Team-oriented learning structure 

 

Traditional Management Consulting: This approach typically: 

  • Outsources known problem-solving 
  • Struggles with internal enablement 
  • Falls short on addressing “we don’t know how” problems 

 

Accelery’s Unique Approach:

  1. Intelligent Platform: Learns continuously from user successes 
  1. Adaptive Management: Focuses on solving “we don’t know how” problems 
  1. Real-Time Delivery: Provides timely learning and insights to accelerate innovation 
Can you provide an example showing the difference between traditional and adaptive management challenges?

Building a tall skyscraper in New York City exemplifies a difficult “we know how” traditional management challenge. Many knowledge workers from different disciplines using many expensive and scarce assets are required to complete the challenge successfully, but they “know how” to do it. The project requires individual work products from various people across many organizations.  

Many skyscrapers have been built in New York City and other cities worldwide.   

Restarting global supply chains after a 100-year pandemic is an example of a “we don’t know how” problem. Many knowledge workers from different disciplines had group conversations and experimented to solve this problem because no one alive had ever done it. The challenge has required group work from individuals with complementary skills across many networked organizations. Solving global supply chain challenges has taken several years, and many economies are still struggling.  

Traditional management disciplines worsen “we don’t know how” adaptive management challenges. Many challenges end unresolved. 

How do organizations address adaptive challenges today?

People often use decision-making and delegation to solve traditional and adaptive management challenges. However, this makes the problem worse in complex adaptive challenges. People must know how to distinguish adaptive challenges and use the appropriate discipline to solve them. This is a critical discipline that drives performance results.  

Are you working with any experts in adaptive management?

We are working with Dr. Edward Morrison, the developer of Strategic Doing, an adaptive management discipline based on collaborative science. Dr. Morrison is the Executive Director of The Strategic Doing Institute and co-author of Strategic Doing: A Strategy Model for Open Networks which explains the concepts of Strategic Doing using rigorous academic standards. Dr. Morrison is also a Senior Research Fellow of The Conference Board and a leading ecosystem development expert. 

We are also working with Douglas K. Smith, the architect of Performance-Driven Change, an adaptive management discipline. The book High-Impact Consulting: How Clients and Consultants Can Work Together to Achieve . Extraordinary Results cites Mr. Smith’s work as an independent consultant with his client Dunn & Bradstreet as the single most impactful consulting engagement uncovered in the author’s research. Mr. Smith is widely considered among the best management consultants in the world.  

What is Strategic Doing?
Strategic Doing is an innovative approach to strategy and collaboration designed to address complex challenges in today’s fast-paced, interconnected world. It is an adaptive management strategy discipline. Unlike traditional strategic planning, which often results in static plans, Strategic Doing is a dynamic, action-oriented methodology that enables leaders to design and guide collaborative networks to generate innovative solutions and create shared value. 

The process is built around four key questions: 

  • What could we do? (Identifying opportunities) 
  • What should we do? (Prioritizing options) 
  • What will we do? (Making concrete commitments) 
  • What’s our 30/30? (Reviewing progress and adjusting) 

Strategic Doing emphasizes rapid experimentation, learning by doing, and continuous adaptation. It uses a set of ten simple rules or skills that help participants form collaborations quickly, move towards measurable outcomes, and adjust along the way. 

This approach works in open, loosely connected networks where traditional hierarchical structures are ineffective. It has been successfully applied in various contexts, including developing entrepreneurial ecosystems, addressing community challenges, and fostering organizational innovation. 

By focusing on leveraging existing assets, making short-term commitments, and regularly reviewing progress, Strategic Doing enables teams to tackle complex problems more effectively and build momentum toward their goals. It’s a practical tool for turning ideas into action and fostering a culture of collaboration and innovation. 

What is your relationship with Dr. Edward Morrison?
In 2021, Dr. Morrison offered to mentor our founder after reading several of his articles on LinkedIn and seeing that they both attended Yale. After approximately six months of weekly conversations, the two agreed to work together to scale Strategic Doing globally. Dr. Morrison has focused on growing the Strategic Doing Institute’s global footprint, while our CEO has focused on designing and building our core offering. Our smart platform is integral to the Strategic Doing Institute’s infrastructure, including its emerging network of global design hubs led by Strategic Doing Fellows.  
What is Performance-Driven Change?
Performance-driven change is an approach to organizational transformation that focuses on improving performance outcomes through the disciplined management of change and performance. This methodology is based on the premise that time and energy are scarce resources. Therefore, a performance challenge must compel new skills and behavior change to motivate people to learn the skills and adopt the new habits required to succeed.  

Performance-driven change is based on the wisdom and discipline of teams. The Six Basic Principles of Team Discipline are: 

  • Keep team membership small 
  • Ensure that members have complementary skills 
  • Develop a common purpose 
  • Set common goals 
  • Establish a commonly agreed-upon working approach 
  • Integrate mutual and individual accountability 

Performance-driven change differs from traditional change management approaches by emphasizing measurable outcomes and linking organizational changes directly to performance improvements. This method can lead to more sustainable and impactful transformations, as changes are rooted in tangible results rather than theoretical models or assumptions. 

By embracing performance-driven change, organizations can develop a culture of continuous improvement, enhance their ability to respond to market dynamics, and ultimately achieve better overall performance and growth. 

What is your relationship with Douglas K. Smith?
Mr. Smith began mentoring us in 2023 and meets weekly with the team. Mr. Smith is helping us to develop the smart platform and will lead our first engagements, driving performance in existing networks. At the same time, we will build our capabilities in the discipline of teams. Mr. Smith wrote about the challenges to achieving high performance through virtual and global teaming in The Discipline of Teams, a book he co-authored with Jon Katzenbach.  
What proof is there that the disciplines will work?

If you are interested in exploring them, please contact a member of our team. 

How will the company make money?

Initially, we will sell our products using a subscription model. We will enable guided journeys where groups learn Strategic Doing and Performance-Driven Change as they solve meaningful performance challenges. It will also include a collaboration engine to support our adaptive disciplines and enable knowledge sharing through artificial intelligence.  

We will sell our subscriptions via e-commerce and direct and indirect sales channels. Our indirect sales channel will include the Strategic Doing Institute’s emerging network of design hubs and other partners worldwide.   

Is there a confirmed market for this product?

As our civilization confronts the challenges of climate change, new technologies, and rapid urban growth, organizations worldwide are already encountering multiple “we don’t know how” challenges, making our platform vital. 

Today’s systems are designed with decision-making and delegation in mind. And these systems are already collapsing under increasing “we don’t know how” challenges. We see the evidence all around. Common examples include dramatically shortened business life cycles, government gridlock, housing shortages, and the inability to obtain homeowners insurance in some parts of Florida. And the rate at which these problems are surfacing is increasing. 

Where will the company find early adopters?

For two years, we have collaborated with key industry leaders in our target market to identify and recruit early adopters for our smart platform. Dr. Morrison, Mr. Smith, and the Strategic Doing Institute are helping us identify early adopters from their networks.  

Have you completed a preliminary market opportunity analysis?

Yes. A market opportunity slide based on our analysis is available for interested parties. Please fill out the Contact Us form to request this information. 

Has the company created a 5-year forecast?

Yes. A link to our 5-year forecast is available. Please use the Contact Us form to request this information directly from a team member. 

What are the assumptions underlying the 5-year forecast?

Our forecast was developed after working with Dr. Morrison and Mr. Smith based on their case studies. Growth projections were derived from actual performance results.

How will the company enter international markets?

Dr. Morrison and his team have trained and mentored an international network of Strategic Doing Fellows. To become Strategic Doing Fellows, individuals passed a rigorous credentialing process, demonstrating their knowledge of Strategic Doing and ability to lead workshops and design Strategic Doing programs. As the Strategic Doing movement grows, these Strategic Doing Fellows are launching hubs in many international markets. We expect the first hub to launch adjacent to Purdue University in West Lafayette, Indiana, in 2025. Our smart platform is integral to the technology, commercial, and research infrastructure supporting the Strategic Doing Institute and its hubs worldwide.  

Does Accelery, Inc. have financial statements?

Yes. We can provide the last three years of financial statements. Please request this information directly from a team member using the Contact Us form. 

How much cash has the founder invested in the venture?

We are happy to provide the amount of cash the founder and related parties have invested to committed sponsors. The founder and related parties have invested significant cash to the venture and received convertible notes in return. The founder, management, and all related parties will be listed on the capitalization table as fully diluted shareholders. You can request this information using the Contact Us form. 

How to Invest

How will sponsorships be sold?

Sponsorships will be sold in accordance with the guidelines of a Simple Agreement for Future Equity. 

What is a Simple Agreement for Future Equity (SAFE), and why are you using it?

A SAFE is an agreement between a startup and an investor that gives the investor the right to receive equity in the company at a future date, usually when a specific triggering event occurs. Counsel has advised us to use the Y Combinator SAFE. 

The investor provides funding to the startup in exchange for the promise of future equity. Equity is typically issued when the company raises a priced financing round or experiences another defined event, such as an acquisition. 

SAFEs have vital benefits that make them simpler and faster than traditional equity rounds, including less paperwork and legal costs. One key benefit of the Y Combinator SAFE is that venture capital investors and their legal counsel are familiar with the terms.  

This benefits the company and our early investors when we raise our first priced round from venture capitalists because it removes potential hurdles to their investment. 

Who is Y Combinator?

Y Combinator is a prestigious startup accelerator and venture capital firm founded in 2005 that has launched over 4,000 companies. YC provides seed funding, mentorship, and resources to early-stage startups, helping them refine their products, build their teams, and achieve rapid growth. The accelerator’s portfolio includes numerous billion-dollar companies like Airbnb, Dropbox, and Stripe, with a combined valuation of over $600 billion. YC’s stamp of approval and extensive network give startups a significant advantage in attracting further investment, making it a key player in the startup ecosystem that investors closely watch. 

What are the terms of the Y Combinator SAFE?

Here are the key terms of the Y Combinator SAFE: 1) No shares are issued at the time of investment, 2) No interest accrual or maturity date, and 3) Converts to equity upon specific triggering events. Y Combinator offers three versions of the post-money SAFE for US companies: 

  1. Valuation Cap, no Discount
    • Valuation Cap = sets the maximum valuation at which the SAFE will convert to equity.
    • Discount = offers initial investors a reduced price per share compared to investors in a priced round, typically ranging from 10% to 30%. 
  2. Discount, no Valuation Cap
  3. Most Favored Nation (MFN), no Valuation Cap, no Discount 

Conversion Triggers include: 1) an equity financing round, 2) sale of the company, 3) IPO, or 4) dissolution event.

What version of the Y Combinator SAFE is the company using?

We use the “Valuation Cap, No Discount”post-money SAFE. The valuation cap for Project Alpha’s SAFE is anticipated to be between $10,000,000 and $14,000,000. 

Will the company use the Y Combinator SAFE to finance Project Beta?

Yes. We anticipate using the same SAFE agreement to finance Project Beta as we are using for Project Alpha, except that we expect a valuation cap between $12,000,000 and $20,000,000.If prospective investors in Project Beta require us to price our round, your SAFE will convert according toyour SAFE’s terms.  

Can sponsors in Project Alpha also commit to Project Beta?

Yes. Upon request, we will provide qualifying Project Alpha sponsors with a side letter giving them the right to purchase their pro rata share in the Project Beta financing. This means qualifying sponsors investing more in Project Alpha can buy a more significant percentage of the next financing round than those investing less. Sponsors who want to secure the right to participate in future rounds should request a side letter.   

What kind of investors are you interested in for Project Beta?

We are targeting three to five high-net-worth individuals who would write a check for $200,000 to $1,500,000, with a preference for entrepreneurs and experienced angel investors.  

When does the company think it will have its first priced equity round?

Typically, investors price the seed or Series A round. We anticipate completing our pre-seed round in 2025 and our seed round in 2026. We do not anticipate completing our Series A financing round until 2028 or 2029, meaning our first-priced round could be as early as 2026 or as late as 2029.

Project Alpha

How does Project Alpha enable the company to address the market for its product?

Project Alpha will allow us to demonstrate our product’s value to early adopters. We anticipate working with Dr. Morrison and the Strategic Doing Institute to solve adaptive manufacturing, energy, and logistics challenges. Our smart platform will be the most advanced in this emerging market.  The organizations working to solve adaptive challenges in these industries lack a technology infrastructure to support Strategic Doing, the adaptive management discipline they use. Consequently, they cannot achieve their desired performance outcomes. 

Is there a more detailed description of Project Alpha available?

Yes. Interested sponsors can read the executive summary of our Project Alpha Project Plan. Please request this through the Contact Us form if you are interested.

What educational technology platform will be used in Project Alpha?

We anticipate using Intrepid, the market leader in peer-to-peer collaborative learning. Its co-founders are e-learning pioneers who designed the product in collaboration with Microsoft. Microsoft used the application to facilitate its culture transformation. 

What is the relationship between the company and Intrepid by Vital Source?

We have been partnering with Intrepid by Vital Source since 2020.Our founder has a 30-year relationship with Intrepid’s co-founders, and our learning experience engineers are specifically trained on this software.  

Who is experienced in designing innovative learning experiences working on the project?

We are working with Caroline Albers and her team at Albers Strategy Consulting and Learning Design. Caroline has a deep understanding of Intrepid’s technology and its limitations. She also understands current enterprise learning and development trends, including the technologies used. She understands our challenge and the market opportunity for our product. She is among the industry’s most talented and innovative learning design professionals. She was universally recommended to help us, including by Intrepid and the learning and design professionals in our network.  

Who are the experienced mobility software engineers?

We are working with Ken Vermeille and his team at Vermillion Sky. Vermillion Sky is an award-winning web and mobile app development company based in South Florida, specializing in helping entrepreneurs, startups, and large companies build iOS, Android, and web applications. The company supports mobile-focused startups in bringing their products to market, gaining traction, and reaching their next milestones. Vermillion Sky’s small, agile team of passionate designers and developers usually works with clients ranging from entrepreneurs to businesses in the $5M to $25M funding range. Ken and his team made an exception for us due to the size of our opportunity and its impact. 

What experience does the company have in artificial intelligence?

We will work with Azeem Sadiq, co-founder and CEO of Velocity AI, to test an artificial intelligence assistant. Mr. Sadiq develops AI assistants that prompt salespeople through complex scenarios with the perfect sales plays in real-time. These assistants help salespeople build better relationships and form deep connections with prospects