From product salesperson to relationship strategist.
Three integrated layers, each built around one question a professional must be able to answer. Every module ends in a real work product, not a quiz score.
The curriculum is being finalized with faculty and a founding pilot cohort. Module titles and sequence may change.
01The BSI curriculum
Three layers, one standard.
Layer I earns the conversation. Layer II reads the business. Layer III turns what was found into coordinated action.
- I
Layer 1 · Relationship
Strategic Relationship Leadership
How do you earn a business owner's trust, and keep it? Positioning, first conversations, professional introductions and a disciplined review rhythm.
Layer I modules - II
Layer 2 · Diagnosis
Enterprise Diagnostics
How do you see what an owner cannot see from inside the business, and judge whether it matters? Structured discovery, six risk lenses, and facts separated from assumptions.
Layer II modules - III
Layer 3 · Coordination
Integrated Strategy and Coordination
What is possible, who should evaluate it, and how do you move it forward? Case briefs, the right specialists with the owner's consent, and follow-through.
Layer III modules
Layer ICurriculum
Strategic Relationship Leadership
How do I consistently earn meaningful conversations with business owners, and keep them?
Learner outcome. Explain your role and scope clearly, and lead an owner-first conversation without a product agenda.
- The owner relationship strategistAssessment: a 60-second positioning statement.
- Business-owner segmentationAssessment: a one-page ideal-owner map.
- Personalized relevance outreachAssessment: three personalized introductions.
- Professional introductionsAssessment: a five-professional relationship map.
- The first conversationAssessment: a recorded role-play.
- Qualification and timingAssessment: a triage note on a scenario.
- Educational briefings and workshopsIncludes Business Killers Presenter Training. Assessment: an event-to-conversation follow-up plan.
- Follow-up with purposeAssessment: a 90-day owner touchpoint plan.
- The relationship review cadenceAssessment: an annual owner-review outline.
Layer IICurriculum
Enterprise Diagnostics
How do I recognize problems the owner may not see, and determine whether they matter?
Learner outcome. Run structured discovery, separate confirmed facts from assumptions, and help the owner choose a priority.
- The six Business Killers as risk lensesAssessment: a six-section owner issue map.
- Reading the Risk BarometerAssessment: an interpretation and evidence checklist.
- Choosing the right assessmentAssessment: an assessment-choice decision tree.
- Discovery interviewsAssessment: a question bank and neutral interview role-play.
- Financial and operational signalsAssessment: an owner fact pattern labelled confirmed or unknown.
- Inter-professional handoff signalsAssessment: six specialist-routing decisions.
- Prioritizing the owner’s agendaAssessment: an owner-approved priority statement.
- Communicating planning gapsAssessment: a one-page educational gap summary.
Layer IIICurriculum
Integrated Strategy and Coordination
What might be possible, who should evaluate it, and how do I coordinate the next step?
Learner outcome. Prepare a concise case brief, involve the right specialists with consent, and lead the review that follows.
- The strategic planning mapCrosswalk the six risk lenses to specialty areas.
- Building a useful case briefComplete a minimum fact pattern and scope.
- One-page solution principlesWrite a neutral one-page issue summary.
- Valuation and ownership casesChoose valuation, legal and financial reviewers.
- Continuity, succession and legal needsMap contingencies and specialist responsibilities.
- Executive retention and benefitsDefine the HR, legal, tax and financial interfaces.
- Owner wealth and retirementRecognize owner and enterprise concentration.
- Tax and transition coordinationDistinguish tax opportunity from verified eligibility.
- Specialist selection and introductionDocument informed owner authorization.
- Managing collaborative case movementSet action owners, dependencies and a review date.
- Presenting options without oversteppingA scope-of-practice scenario assessment.
- The ongoing reviewCreate a documented annual review plan.
05How learning is measured
Competence, not completion.
Watching every lesson is not the goal. BSI measures whether a professional can develop a trusted conversation, identify a worthwhile issue, prepare a useful brief, involve the right expertise and follow through.
One lesson format
The owner problem · a short lesson or real case · the signals to recognize · the planning directions to consider · who should collaborate · an applied exercise · a practical check before completion.
06Your professional development
Express interest in the curriculum.
Tell us about your practice, your market and your discipline. We'll follow up as the founding cohort and curriculum are confirmed.
Interest is not enrolment. The curriculum is in development. Completing modules does not by itself confer the BSI certification.
Request an Introduction
An owner briefing, a professional connection, the curriculum, the expertise network or the certification: tell us what brings you to BSI.
- Tell us who you areYour name, email, and what brings you to BSI.
- BSI reviews your inquiryYour inquiry is matched to the right conversation.
- We reply by emailWith the right next step for your situation.
Inquiries are kept confidential and shared only with the professional involved in your connection.