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Week 1 and PACe
Detailed Explanations for Understanding the Transformation
November 25 - December 31, 2025
Scaling Up C-Space: 5-Week Transformation Roadmap
What This Means for You
Welcome to Your Journey
You're about to be part of something significant. Over the next five weeks, C-Space isn't just making small improvements – we're implementing a complete operating system that will transform how we work, how we make decisions, and how we achieve our goals together.
Why "Scaling Up"?
Scaling doesn't just mean getting bigger. It means building a company that can grow WITHOUT:
Burning out the team
Sustainable growth that protects our people
Losing quality
Maintaining excellence as we expand
Creating chaos
Organized systems that scale smoothly
Depending on heroic individual efforts
Processes that work without constant intervention
Constant firefighting
Proactive systems that prevent problems
Think of it like this: Right now, if we doubled our membership tomorrow, we'd probably struggle. Systems would break. People would be overwhelmed. Quality would suffer.

After Scaling Up, we can grow smoothly because we have:
  • Clear systems and processes
  • Defined accountability
  • Predictable routines
  • Data-driven decisions
  • Aligned priorities
The Framework We're Using
This isn't something we made up. We're implementing "Scaling Up" by Verne Harnish – a proven framework used by thousands of companies worldwide, including:
  • LEGO (transformed from near-bankruptcy to global leader)
  • 3M (sustained innovation for decades)
  • Hundreds of fast-growing companies you've never heard of (because they're in different industries, but they're incredibly successful)
The framework has been refined over 12+ years with tens of thousands of businesses. It works.
Why Now?
Where We Are
  • C-Space is successful
  • We have loyal members
  • We're profitable
  • We have a great location
  • We've built something valuable
The Challenge
But to reach our full potential – to become THE coworking brand in Central Asia, to serve thousands of entrepreneurs, to create lasting impact – we need more than what got us here.
What Got Us Here Won't Get Us There.
We need:
Systems that work without constant supervision
Clarity about strategy that everyone understands
Processes that ensure consistent quality
Metrics that show us what's working
Meetings that actually solve problems
Alignment where everyone knows the priority
Why These 5 Weeks?
The Timeline:
November 25 - December 31 was chosen strategically:
01
Timing
Starts after Thanksgiving (gratitude mindset), ends with New Year (fresh start energy)
02
Length
5 weeks is perfect – long enough to be thorough, short enough to maintain focus
03
Intensity
We're dedicating significant time because this foundation is critical
04
Launch
We go live with new systems on January 1, 2026 – symbolic new beginning
What Will Actually Happen?
Week 1 (Nov 25-29): Foundation & Assessment
  • We honestly assess where we are today
  • We map who does what (no confusion about roles)
  • We identify our core processes
  • We look at global trends affecting coworking
Your role: Share honest feedback about what's working and what isn't
Week 2 (Dec 2-6): Strategy Clarity
  • We precisely define who we serve
  • We create three specific Brand Promises
  • We articulate what makes us different
  • We set our 10-25 year vision (BHAG)
Your role: Help shape strategy with your insights about members
Week 3 (Dec 9-13): Execution Systems
  • We set our ONE priority for Q1 2026
  • We design our meeting rhythm (daily huddles, weekly meetings)
  • We identify the numbers we'll track
  • We create accountability systems
Your role: Help design the systems you'll use daily
Week 4 (Dec 16-20): Cash & Refinement
  • We understand our financial engine
  • We identify ways to improve cash flow
  • We refine everything from Weeks 1-3
  • We select technology tools
Your role: Provide feedback on what needs adjustment
Week 5 (Dec 23-31): Launch & Commitment
  • We present everything to the full team
  • We hold our first daily huddles
  • We run our first weekly meeting
  • We celebrate and commit to the new way
Your role: Embrace the new systems, give feedback, help refine
What This Means for Your Daily Work
Before This Transformation:
  • You probably have informal ways of doing things
  • Communication might be hit-or-miss
  • You might not always know what others are working on
  • Priorities might feel unclear
  • Problems might linger unsolved
After This Transformation:
  • Every day starts with 15-minute huddle (standing, quick alignment)
  • You know exactly what the company's #1 priority is
  • You have clear metrics that tell you if you "won" the day
  • Problems get solved in weekly meetings, not ignored
  • You know who owns every function and process
  • Your voice is heard through systematic feedback
Your Commitment
What We're Asking:
Time
Full participation in all sessions over 5 weeks
Honesty
Share what's really happening, not what you think leadership wants to hear
Openness
Be willing to change how you work
Patience
New systems feel awkward at first
Trust
Trust that this will make your work life better
What You'll Get:
Clarity
No more confusion about priorities or roles
Voice
Regular opportunities to be heard
Support
Better systems mean less stress
Growth
You'll learn frameworks used by world-class companies
Pride
You'll be part of building something special
Common Concerns (And Honest Answers)
"This sounds like a lot of work"
  • It is. Front-loaded effort over 5 weeks.
  • But then it saves time. Better meetings = less total meeting time.
  • Better systems = less firefighting.
"Will my job change?"
  • Your role might become clearer or expand.
  • What you DO day-to-day might not change much.
  • HOW we work together will definitely improve.
"What if I disagree with something?"
  • Speak up! This only works if we build it together.
  • We want your input, especially disagreements.
  • Better to debate now than silently resist later.
"Do I have to attend every session?"
  • Yes. This is non-negotiable for leadership team.
  • Your participation isn't just for you – it's for the whole team.
  • If everyone isn't in, it doesn't work.
"What if we try this and it doesn't work?"
  • It's worked for thousands of companies.
  • The framework is proven.
  • The question isn't IF it works, but whether WE work it.
The Bigger Picture
What We're Really Doing:
We're not just implementing some business frameworks. We're building C-Space's operating system – the fundamental way we function as a company.
Think of it like:
Before: We're like a phone without an operating system. We work, but it's clunky and limited.
After: We're like a phone with iOS or Android. Everything works smoothly, apps integrate, updates are easy.
The Vision
1
By January 1, 2026:
  • Every team member knows our strategy and can explain it
  • Everyone knows the ONE priority for Q1
  • Daily huddles align us each morning
  • Weekly meetings solve problems efficiently
  • Data shows us what's working
  • Systems run without constant supervision
2
By this time next year:
  • We've hit our 2026 goals
  • We're ready to expand to location #2
  • Our team is high-performing and happy
  • Our members rave about us
  • We're on track for our BHAG

This is worth five weeks of intense focus.
How to Prepare
Before November 25:
Read this document completely
Think about current challenges at C-Space
Gather your ideas about what could be better
Clear your calendar for all sessions
Come with open mind and willingness to contribute
Mental Preparation:
  • This will be challenging (learning always is)
  • This will be rewarding (you'll gain valuable skills)
  • Your input matters (seriously, we need it)
  • Change is uncomfortable (that's normal)
  • The outcome is worth it (trust the process)
Final Thoughts
You were chosen to be part of this because you're essential to C-Space's success. Your role matters. Your voice matters. Your commitment matters.
Over the next five weeks, we're building the foundation for something remarkable. Not just a successful coworking space, but a company that:
Helps entrepreneurs succeed
Creates jobs and opportunity
Builds community
Makes Tashkent's business ecosystem stronger
Becomes a model for the region
That's worth doing right.
Welcome to the journey. Let's scale up together! 🚀
Process Accountability Chart: How Work Really Flows
Understanding Process Thinking
What Is a Process?
A process is a series of steps that transforms an input into an output.
Simple Example: Making Coffee
1
Input: Coffee beans, water, filter
2
Process: Grind beans → Place in filter → Add hot water → Wait → Pour
3
Output: Cup of coffee
C-Space Example: New Member Onboarding
1
Input: Person who wants to join
2
Process: Inquiry → Tour → Application → Payment → Onboarding
3
Output: Active, happy member
Why Processes Matter
Here's the Problem:
Without clear processes, work happens randomly:
  • Different people do things different ways
  • Quality varies depending on who's working
  • Things get forgotten
  • Handoffs fail (Person A thinks Person B is handling it, neither does)
  • New team members don't know the "right" way
With Clear Processes:
Work happens consistently:
  • Everyone follows the same best practice
  • Quality is predictable
  • Nothing gets forgotten (checklists ensure it)
  • Handoffs are smooth (clear responsibility)
  • New team members can execute perfectly by following the process
Functions vs. Processes (Why We Need Both)
Last Slide: FACe Chart (Functions)
  • Shows vertical organization
  • Who owns each area (Operations, Sales, Events, etc.)
  • Like departments in a company
This Slide: PACe Chart (Processes)
  • Shows horizontal flow
  • How work moves across functions
  • Like assembly line in a factory
Example to Understand the Difference:
Booking a Member Event at C-Space:
Functions Involved (Vertical):
  1. Sales (member makes inquiry)
  1. Operations (checks space availability)
  1. Events (coordinates details)
  1. Finance (handles payment)
  1. Member Services (ensures satisfaction)
Process Flow (Horizontal):
  1. Member emails inquiry →
  1. Sales qualifies and responds →
  1. Operations checks calendar →
  1. Events discusses requirements →
  1. Sales sends proposal →
  1. Member confirms →
  1. Finance processes payment →
  1. Events prepares space →
  1. Event happens →
  1. Member Services follows up →
  1. Everyone learns what worked/didn't

The Danger:
If each function only thinks about THEIR part, handoffs fail:
  • Sales confirms event but forgets to tell Operations
  • Operations schedules maintenance same day as event
  • Events doesn't know about special requirements
  • Finance doesn't know to invoice for extras
  • Result: Disaster
The Solution:
ONE person owns the ENTIRE process end-to-end. They ensure all handoffs happen smoothly.
The PACe Chart Explained
What It Is:
A one-page document listing:
  1. All core processes at C-Space (4-9 major processes)
  1. Who OWNS each process end-to-end
  1. Key Performance Indicators (KPIs) for each
  1. How long each process takes (cycle time)
For C-Space, Our Core Processes Are:
1
Lead to Member (Sales & Onboarding)
Starts: Someone inquires about C-Space
Ends: They're an active, onboarded member
Owner: [Sales/Member Services Manager]
2
Event Conception to Feedback
Starts: Event idea proposed
Ends: Event completed and feedback collected
Owner: [Events Manager]
3
Member Issue to Resolution
Starts: Member has a problem
Ends: Problem solved and member satisfied
Owner: [Operations Manager]
4
Facility Issue to Resolution
Starts: Something breaks or needs maintenance
Ends: Fixed and verified working
Owner: [Operations Manager]
5
Monthly Billing to Payment
Starts: Month ends, time to bill
Ends: Payment received and recorded
Owner: [Finance Manager]
6
New Team Member Hiring to Onboarded
Starts: Need identified for new team member
Ends: Hired, trained, and productive
Owner: [GM/HR]
Deep Dive: Lead to Member Process
Let me break down one process in detail so you understand what we're documenting:
PROCESS: LEAD TO MEMBER
Owner: [Member Services Manager name]
Current State (Probably):
Step 1: Lead comes in via:
  • Website form
  • Phone call
  • Walk-in
  • Referral
Step 2: Someone (who?) sees the inquiry and responds (when? same day? next day? depends who sees it?)
Step 3: If they're interested, we schedule tour (who schedules? who gives tour?)
Step 4: After tour, we send some information (what information? who sends it? template or custom?)
Step 5: We follow up (when? who? how many times?)
Step 6: They decide to join (yay!)
Step 7: Payment and paperwork (who handles? what forms? when?)
Step 8: Access activated (who does this? when? how do we verify?)
Step 9: Welcome orientation (does this always happen? who does it? what's included?)
Step 10: They're a member (but do we check in? introduce to others?)

See the problem?
I used lots of question marks because it's probably UNCLEAR:
  • Who does what
  • When things happen
  • Whether steps get skipped
  • What "good" looks like
Future State (After Week 3):
Step 1: Lead comes in (any source)
Action: Automatically logged in CRM
Responsible: System (automated)
Time: Instant
Step 2: First response
Action: Auto-reply within 2 minutes + personal response within 2 hours
Responsible: Front desk (auto) + Sales (personal)
Time: 2 minutes + 2 hours
Step 3: Qualification questions
Action: Brief call or email to understand needs
Responsible: Sales
Time: Same day
Decision: Qualified? Schedule tour. Not qualified? Refer elsewhere.
Step 4: Tour scheduled
Action: Book 60-minute tour within 48 hours
Responsible: Sales
Time: Within 48 hours of inquiry
Checklist: Send confirmation email, calendar invite, what to bring
Step 5: Tour conducted
Action: Show space, introduce to 2 members, explain packages, listen to needs
Responsible: Sales or GM
Time: 60 minutes
Checklist: 12-point tour checklist (space, facilities, community, pricing, Q&A)
Step 6: Proposal sent
Action: Custom proposal with pricing, start date, benefits
Responsible: Sales
Time: Within 4 hours of tour
Template: Standardized proposal template
Step 7: Follow-up sequence
Action: Call Day 1, Email Day 3, Call Day 7
Responsible: Sales
System: CRM triggers reminders
Step 8: Member commits
Action: Sign agreement, process payment
Responsible: Sales + Finance
Time: Same day
Checklist: Contract signed, payment processed, receipt sent
Step 9: Access activated
Action: Program keycard, add to systems, send welcome pack
Responsible: Operations
Time: Before start date
Verification: Test keycard, confirm in member directory
Step 10: Welcome orientation
Action: 30-minute intro to space, systems, community
Responsible: Community Manager
Time: First day
Checklist: Space tour, introduce to 3 members, add to Slack/WhatsApp, show amenities
Step 11: 7-day check-in
Action: "How's your first week?" call
Responsible: Community Manager
Time: Day 7
Purpose: Catch any issues early
Step 12: 30-day satisfaction survey
Action: Survey + coffee chat
Responsible: Community Manager
Time: Day 30
Purpose: Measure success of Brand Promise #1 (3 connections made?)
Now Look at the Difference:
Before:
  • Unclear who does what
  • Steps sometimes skipped
  • Quality varies
  • New members get inconsistent experience
  • Some new members never feel welcomed
After:
  • Crystal clear who does what
  • Every step happens every time
  • Quality is consistent
  • Every new member gets same excellent experience
  • High retention because onboarding is excellent
The KPIs (Key Performance Indicators)
For each process, we track metrics that tell us if it's healthy.
For Lead to Member Process:
2h
Lead Response Time
What: How long from inquiry to first personal response
Target: 100% responded within 2 hours
Why: Speed matters. Fast response shows we care, increases conversion.
Current: Unknown (we'll measure in Week 1)
50%
Inquiry to Tour Conversion Rate
What: % of qualified inquiries that become scheduled tours
Target: 50% (if we get 10 inquiries, 5 should book tours)
Why: Shows our first impression and sales process effectiveness
Current: Unknown (we'll measure in Week 1)
40%
Tour to Member Conversion Rate
What: % of tours that result in membership
Target: 40% (if 10 people tour, 4 should join)
Why: Shows how compelling our offering is, how good our tours are
Current: Unknown (we'll measure in Week 1)
100%
Onboarding Completion Rate
What: % of new members who complete all onboarding steps
Target: 100%
Why: Incomplete onboarding = higher churn
Current: Probably 60-70% (things get skipped)
9/10
30-Day Satisfaction Score
What: Average rating from 30-day survey
Target: 9/10
Why: First month predicts retention
Current: Unknown (we'll start measuring)
Cycle Time: The Most Important Metric
Cycle Time = How long from start to finish
For Lead to Member:
  • Start: Person submits inquiry
  • Finish: Person is fully onboarded member
Current Cycle Time (Probably): 7-14 days
  • Day 1: Inquiry
  • Day 2-3: We respond
  • Day 4-7: Tour scheduled and happens
  • Day 8-10: Follow up and decision
  • Day 11-14: Paperwork and onboarding
Target Cycle Time: 3-5 days
  • Day 1: Inquiry and response
  • Day 2: Tour happens
  • Day 3: Proposal sent and decision made
  • Day 4: Payment processed
  • Day 5: Access activated and orientation
Why Cycle Time Matters:
Speed = Conversion
  • Faster process = less time for cold feet
  • Faster process = better experience
  • Faster process = competitive advantage
Speed = Efficiency
  • Less time in pipeline = less overhead
  • Can handle more volume with same team

Current vs. Target:
Cutting cycle time from 10 days to 4 days means:
  • 2.5x faster onboarding
  • Can onboard 2.5x more members with same team
  • Better conversion (less drop-off)
Bottlenecks: Where Processes Get Stuck
A bottleneck is where the process slows down most.
Common Bottlenecks in Lead to Member:
1
Initial Response
Problem: Inquiries sit in general inbox, no one sees them for 24+ hours
Impact: Prospects tour competitors first
Fix: Auto-response + dedicated person checking inbox every 2 hours
2
Tour Scheduling
Problem: Back-and-forth emails to find mutual time
Impact: Takes 3-5 days to schedule
Fix: Online booking link with calendar availability
3
Decision Delay
Problem: After tour, we wait for prospect to decide
Impact: They forget the experience, choose competitors, or lose interest
Fix: Ask for commitment on the tour, make signing easy
4
Paperwork
Problem: Physical forms, signatures, payment processing takes time
Impact: Delays activation
Fix: Digital agreements, instant payment processing
5
Orientation Scheduling
Problem: New member starts but orientation happens "when convenient"
Impact: Member confused, doesn't feel welcomed
Fix: Orientation is mandatory on Day 1, pre-scheduled
Process Ownership: The Critical Role
What "Owner" Means:
The process owner is accountable for the ENTIRE process, even though they don't do every step personally.
Owner Responsibilities:
Design
Ensure process is well-designed
Document
Create the step-by-step checklist
Train
Make sure everyone knows their role
Monitor
Track the KPIs
Improve
When problems arise, fix them
Report
Share metrics in weekly meetings
Example:
Process: Lead to Member
Owner: Member Services Manager
Their Job:
  • Create the onboarding checklist
  • Train front desk on inquiry response
  • Train sales team on tour process
  • Train operations on access activation
  • Monitor all KPIs weekly
  • When conversion rate drops, investigate why
  • Propose improvements based on data
  • Report to team in weekly meetings
They DON'T do everything personally:
  • Front desk handles first response
  • Sales team gives tours
  • Finance processes payment
  • Operations activates access
  • Community manager does orientation
But they ENSURE it all happens correctly.
Why This Matters to You
How PACe Chart Affects Your Daily Work:
If You're in Sales:
  • You'll have a clear checklist for tours
  • You'll know your conversion targets
  • You'll get support when you're stuck
  • Process improvements will make your job easier
If You're in Operations:
  • You'll know exactly when access should be activated
  • You'll have a checklist so nothing is forgotten
  • You'll be measured on speed and quality
  • Clear handoffs from Sales
If You're in Events:
  • Event planning process will be documented
  • You'll know timeline for each step
  • Approvals will be faster (clear process)
  • Less last-minute chaos
If You're in Any Role:
  • Less confusion about who does what
  • Smoother handoffs between team members
  • Problems get caught and fixed systematically
  • Your suggestions for improvement are welcomed
What We'll Create in Week 1
During Week 1 (specifically Wednesday), we'll:
01
List all core processes at C-Space (brainstorm together)
02
Prioritize which 4-9 are most critical
03
For each process:
  • Name it clearly
  • Identify current owner (or assign new owner)
  • Estimate current cycle time
  • List obvious bottlenecks
  • Identify what we should measure
04
Create the PACe Chart (one-page document)
05
Assign owners to document each process in detail over next few weeks

Your Input Needed:
You know where things break down. You see the bottlenecks. You experience the frustrations.
We need you to tell us:
  • Which processes are most problematic
  • Where things get stuck
  • What steps get skipped
  • What causes rework or errors
  • What would make your job easier
After Week 1: Continuous Improvement
The PACe Chart isn't "set it and forget it."
Monthly Process Reviews:
Once per month in our monthly meeting, we'll:
  • Pick ONE process
  • Review the data (KPIs)
  • Identify improvements
  • Update the documentation
  • Implement changes
Example - Month 1:
Review "Lead to Member" process
  • Data shows: Tour-to-member conversion is only 25% (target 40%)
  • Discussion: Why so low?
  • Discovery: Tours are too long and overwhelming, pricing isn't clear, we don't address objections
  • Changes: Shorten tour, new pricing sheet, objection-handling training
  • Implement: Next week
  • Measure: Did conversion improve?
Example - Month 2:
Review "Event Planning" process
  • Data shows: Events consistently start 15 minutes late
  • Discussion: Why?
  • Discovery: Setup takes longer than planned, no buffer time
  • Changes: Add 30-minute buffer before events, earlier setup checklist
  • Implement: For next event
  • Measure: Do events start on time now?
This is how we get better and better.
Real-World Example: Zappos
Let me share an inspiring example:
Zappos (Online Shoe Retailer)
They're famous for customer service. Their "order to delivery" process is legendary:
Their Process:
  1. Order placed online
  1. Picked from warehouse within 2 hours
  1. Shipped same day
  1. Free overnight shipping
  1. Free returns for 365 days
Their Metrics:
  • Order processing time: <2 hours
  • On-time shipping: 99.9%
  • Customer satisfaction: 10/10
The Result:
  • 75% of orders are from repeat customers
  • They built a $1 billion company on great processes
The Lesson:
Great processes = Great customer experience = Great business
C-Space can do the same:
Great onboarding process = Happy members = High retention = Strong growth
Common Questions
"Isn't this over-complicating things?"
It might feel that way initially. But documented processes actually make things SIMPLER:
  • Less decision fatigue (just follow the checklist)
  • Less reinventing the wheel
  • New team members onboard faster
  • Fewer errors and rework
"What if every situation is different?"
Processes handle 80% of situations. For the 20% that are unique, you use judgment. But having the process means:
  • You know when you're deviating (and why)
  • You can decide if deviation needs approval
  • The baseline is still consistent
"Will I be micromanaged?"
No. Processes aren't about micromanagement. They're about:
  • Clarity (know what's expected)
  • Empowerment (you can execute without asking)
  • Quality (consistently good outcomes)
"What if I have a better way?"
Great! We want that:
  • Try your better way
  • Measure the results
  • If it's better, we update the process
  • Continuous improvement is the goal
Summary: Key Takeaways
What PACe Chart Is:
  • Document showing all major processes
  • Who owns each process
  • KPIs measuring process health
  • Cycle time for each process
Why It Matters:
  • Work flows smoothly across functions
  • Quality is consistent
  • Nothing falls through cracks
  • We can systematically improve
Your Role:
  • Help identify processes that need work
  • Follow processes once documented
  • Suggest improvements based on experience
  • Own your part of each process
The Goal:
  • Every member gets excellent experience
  • Every process works reliably
  • The team works efficiently
  • C-Space scales smoothly
Final Thought
Think of processes like recipes:
Without a recipe:
  • Different chefs make dish differently
  • Sometimes it's great, sometimes it's terrible
  • Hard to train new chefs
  • Can't open second restaurant (inconsistent)
With a recipe:
  • Every chef makes it the same way
  • Consistently good
  • New chefs learn quickly
  • Can open 100 restaurants (McDonald's)
C-Space processes are our recipes for success.
1
Week 1
We write the recipes
2
Week 3
We start using them
3
By 2026
They're second nature
Let's make C-Space's processes world-class! 🎯
HOW TO USE THESE NOTES
For Understanding:
  • Read this before the presentation
  • Re-read specific sections as needed
  • Refer back when you have questions
  • Share sections with teammates who want more detail
For Discussion:
  • Bring questions to sessions
  • Use examples to spark ideas
  • Reference when proposing improvements
  • Connect concepts to your daily work
For Implementation:
  • Keep handy during Week 1
  • Review before working on processes
  • Use as reference for process design
  • Share with new team members

Remember: These are LEARNING materials. They're here to help you deeply understand the concepts so you can contribute meaningfully to our transformation.
Questions? Confusion? That's normal and welcome! Bring them to our sessions. We're in this together.