Common questions.

The core program runs over 8 weeks. Sessions are spaced to allow time for real-world application between each one — the work happens in your organization, not just in the room. For most organizations, the time commitment is light: a facilitated session every 1–2 weeks, with practical experiments carried out as part of normal work.

The Lab is designed for cohorts of 6–8 leaders — typically a mix of managers and directors who share organizational context. HR leaders and executives sometimes participate or observe. The ideal cohort is a group of people who work in the same system and can test changes together in real time.

Minimal preparation is needed from participants. Before the program begins, Travis conducts a light diagnostic to understand the organizational context — this typically involves a short conversation with one or two senior leaders. From there, the sessions are designed around what's actually happening in your organization. Participants don't need to read anything or prepare materials in advance.

A workshop teaches. A training program transfers knowledge. The Lab does neither of those things — it facilitates the work of redesigning how your leadership layer actually operates. The content comes from your leaders' real experience, not from a curriculum. Every session produces something immediately applicable, and the changes get codified into how your organization works — not forgotten after a day offsite.

Start with a conversation. The first step is always understanding what's actually happening in your organization — there's no commitment required for that. If the Lab isn't the right fit right now, we'll say so. There may be a lighter-touch entry point that makes more sense for where you are.

The founding cohort rate is $6,000–$10,000 depending on organizational context and scope. This rate reflects the early-stage nature of the Lab and the co-creation role founding partners play. It will not be available after the founding cohort closes.

Every engagement starts with a conversation — if there's a fit, we'll discuss what makes sense for your organization.

Founding partners are the first organizations to go through the Lab. In addition to receiving the full program, they play an active role in shaping how the model evolves — their experience, feedback, and insights directly influence what the Lab becomes for future cohorts. In exchange, they receive the foundational rate, which is significantly below what future cohorts will pay.

The cost of a single leadership exit — in recruitment, onboarding, lost institutional knowledge, and team disruption — typically ranges from 50% to 200% of annual salary. The Lab is designed to intervene before that happens. Beyond retention, organizations see improvements in decision-making speed, role clarity, and leadership performance under sustained pressure. The investment is modest relative to the cost of inaction.

The Lab is designed for organizations where leadership pressure is already affecting retention, decision-making, or team stability — and where waiting it out is no longer a viable strategy. If you're seeing early signals — slowing decisions, disengaging high performers, increasing workload concerns — that's the moment to act. The first conversation is free and there's no commitment required.

Travis has worked across government agencies, financial institutions, telecommunications, not-for-profits, and marketing agencies. The patterns that create leadership burnout show up across sectors — the structural conditions differ, but the underlying dynamic is consistent. If you're not sure whether TBA has relevant experience in your sector, ask.

The Lab works best in organizations large enough to have a distinct leadership layer — typically 50+ employees with at least one tier of management between senior leadership and front-line teams. It is not designed for solo operators or very early-stage startups. If you're unsure whether your organization fits, a conversation will tell us quickly.