Your team leaves with working code, not just slides they'll forget by Friday.
Most AI training teaches concepts. Ours builds software. Every workshop is anchored in a real project and uses the same agentic development framework I use on production deliveries. Your team doesn't just hear about agentic workflows. They watch one happen in real time, participate in it, and walk away with artifacts they can keep building on Monday morning.
Both formats are delivered as private corporate engagements. The sweet spot is 10–25 developers, but smaller teams work just as well and often get even more direct coaching time. One of the realities of agentic development is that a small team running this workflow well can produce at the velocity of a much larger traditional shop. I've seen it firsthand. So don't count yourself out if your team is three or four people — you might be exactly the right size.
I lead the process live, the way I'd run it on a real client project, and your team learns by watching the decisions get made and understanding why.
Watch. Break away. Make it yours.
Both workshops follow a learning model borrowed from Japanese martial arts called Shu-Ha-Ri. In the Shu stage, you follow the master exactly. You're not trying to innovate; you're absorbing the form. In Ha, you start breaking from pure imitation, making your own decisions with the principles you've internalized. In Ri, you've left the master behind entirely. You own the craft.
It maps to another model I've always found useful: the four stages of competence. You start not knowing what you don't know. Then you see what's involved and realize how much there is to learn. Then you can do it, but you have to think hard about every move. Finally, it's just how you work.
The Kickstart is pure Shu. I drive, you watch, you ask questions, you see the whole picture. The Boot Camp walks you through all three stages in three days.
One day. I drive. You see the whole picture.
The Kickstart is a single-day intensive where I run the full agentic development workflow live, from start to finish, while your team watches, asks questions, and participates in the decisions along the way.
The first half of the day is context: how I got here, why this framework exists, what problems it solves, what went wrong before it worked. This isn't filler. When you understand why every piece of the framework is there, the second half of the day makes sense on a level it wouldn't otherwise.
The second half, I build. Live. We pick a real project, run it through the framework, generate a backlog, and start coding. However far we get is however far we get. The point isn't finishing; it's seeing the full cycle in action with a practitioner at the wheel.
Two repositories. The first is the project repo with a structured backlog and whatever code we got through during the session. The second is the TI Engineering Standards repository, which is the production infrastructure that makes agentic development work: skills, orchestration patterns, review gates, drift prevention. That's not a reference doc. It's the actual machinery.
Your team leaves knowing what agentic development looks like when it's working, with real artifacts they can pick up and continue building from.
Teams that want to see agentic development produce real output before committing to adopting it. Engineering leaders evaluating whether a longer engagement makes sense. Organizations that need their team to understand what this workflow actually looks like in practice, not in theory.
Three days. Watch, then drive, then own it.
The Boot Camp starts with the Kickstart and then keeps going for two more days. The difference is that by the end, your team isn't just watching the workflow. They're running it themselves.
Same as the Kickstart. I drive the entire day. Your team watches, asks questions, participates in decisions. By end of day, you've got the two repos and you've seen the full cycle at least once. You've moved from "I didn't know what I didn't know" to "okay, now I see what's involved here."
On Day 2, I hand the keys to your team's leaders. Ideally, you'll tell me before we start who those people are — you know your team better than I do. If you don't have someone in mind, I'll identify them during Day 1 based on who's asking the right questions and leaning in. Either way, I might push back if I think someone needs more support, or step in to help them through a rough spot. One or two people take the wheel while the rest of the team watches someone at their level navigate the decisions. I'm still in the room coaching, still catching things before they compound, but someone else is driving. The mistakes they make are more instructive than watching me avoid them.
The team splits into groups and works tickets from the backlog. Everyone is driving now. I float between groups, answering questions and course-correcting, but the goal is independence. If groups burn through their work, we add more to the backlog. The framework generates its own work, so there's no dead afternoon. By end of day, your team has done the thing repeatedly enough that it's starting to feel like how they work, not something they're trying.
Everything from the Kickstart, plus a project that's been pushed significantly further by their own hands. More importantly, they walk away having actually driven the workflow themselves, made their own mistakes, and recovered from them with coaching. That's the difference between understanding a process and owning it.
Teams that are committed to adopting agentic development and want to get there in days instead of months of trial and error. Organizations that want their team to have actually done this, not just watched it, before going back to their desks.
Both workshops use a five-phase agentic development framework that I've refined through real production deliveries. The framework exists to solve the hardest problem in AI-assisted development: context drift. It uses a supervisor/worker architecture with review gates, milestone checkpoints, and structured handoffs between phases to keep the work on track over long sessions.
This isn't a methodology I teach from slides. It's the one I use every day. Your team sees it work on a real project, in real time, and then (in the Boot Camp) does it themselves.
Workshops are delivered as private engagements for your team, on your project, with your stack. Groups of 10–25 are ideal, but I've run it with smaller teams too. The important thing is that everyone in the room gets direct access to coaching and nobody disappears into the back row.
Some teams need more than a workshop. If your organization is looking for a longer-term development engagement — building out agentic capabilities alongside your team, working on real projects over weeks or months — we do that too. The workshops are often where that conversation starts, but they don't have to be.
