What we need to learn before we build the Catalyst Collective.
The Catalyst Collective is an ongoing membership, by invitation: the evolution of Bridge, not a rename. Fourteen questions for current and former Catalyst and Bridge members. Built from the Sep 8 Catalyst Huddle and Matt's memo. Sameera's call stands: this does not go out until strategic council says so. This page exists so we're ripping apart something real.
A. Where they are (stage, not just revenue)
01Which of these sounds most like your week? (a) Finding customers and making the business real (b) Delivering everything without dropping balls (c) Building systems and a team so it runs without me (d) Leading leaders and setting directionSingle choice. This is the track question in disguise.
02How many people are on your team, and do any of them manage others?Numeric + yes/no. Matt's complexity axis.
03Roughly where is annual revenue? (Under $250K / $250K to $500K / $500K to $1M / Over $1M)Single choice. Kept coarse on purpose.
04Is growing past $1M a goal you're actively pursuing, a someday thing, or not the point of your business?Single choice. Separates strivers from stabilizers without judgment.
B. Why they came
05What did you hope Catalyst or Bridge would do for you when you joined?Open text.
06What's the one problem you most wanted help carrying?Open text. Matt's "what problem are we solving" answered from the trenches.
C. What's working and what isn't
07Rate the value you got from each: classes, your cohort or forum, your mentor, learning events, social events.1 to 5 each.
08"The format became redundant for me over time." Agree or disagree, and when did that start?Scale + open. Tests the Justin signal without naming Justin.
09If you left or considered leaving: what would have made you stay?Open text. The retention question, asked straight.
D. What they'd actually pay for
10Rank these: an operating system for your business (EOS or Petra style), a financial dashboard with real decisions attached, an accountability cohort, quarterly working sessions with an executive coach, subsidized software to help you run your business, discounted or subsidized consulting engagements, more social connection.Ranking. The programming menu from the Huddle, priced by demand.
11At what annual price does a membership like that feel obviously worth it, fair, or too much? ($500 / $1,000 / $1,750 / $2,500+)Single choice. Van Westendorp lite.
E. The room itself
12Would you rather be in a room of people at your exact stage, or a mixed room including entrepreneurs further ahead?Single choice + why. The two-track forum question.
13Would you give an hour a month to mentor someone a stage behind you?Yes/no/maybe. Tests the legacy-mentor supply line.
F. The bottom line
14How likely are you to recommend Catalyst or Bridge to another entrepreneur, and what's the one change that would move your answer up?0 to 10 + open. NPS with teeth.
Decisions this survey settles
1. Are strivers and stabilizers different customers or the same customer at different moments? 2. Which programming is worth building first, by stated demand and price tolerance? 3. Same-stage rooms or mixed rooms? 4. Is the redundancy complaint a format problem or a fit problem? Everything else is commentary.