Customized Training.
Custom AI Development.

The Challenge

Externally dependent. Disconnected from students.

Brooker Community School relied on outside consultants for three of its most consequential operational functions: curriculum development, purchasing decisions, and Professional Development design. The model was expensive, externally dependent, and disconnected from the people closest to students.

Teachers were handed curriculum decisions without the time, the training, or the modern tools to own them. Leadership wanted that to change. They wanted teachers to lead curriculum work, not just receive it. That meant two things had to happen at once: teachers needed AI literacy to research and evaluate materials at speed, and they needed a shared rubric and language to make those decisions confidently.

Our Approach

AI literacy taught inside real curriculum decisions.

24/7 Teach partnered with Brooker's K-5 instructional team, led by teacher partner Madeline W. and school administrator Dr. Lashley, using our Co-Creation Process. The engagement layered AI literacy training directly into the curriculum vetting work — teachers weren't learning AI in the abstract. They were learning it on the job, applied to real curriculum decisions they were already making.

• Align. We interviewed teachers, paraprofessionals, and the school administrator to surface scheduling realities, curriculum pain points, existing AI familiarity, and existing strengths. Discovery shaped the design.
• Define. Together with Brooker staff, we co-created a working definition of a curriculum vetting team member — including the skills, dispositions, AI fluency, and decision rights that role carries.
• Govern. We developed the Guardian governance protocol so the school team could self-calibrate decisions, including how and when to use AI, after our engagement ended.
• Do. We delivered a three-session Customized Training arc using blended learning: prework readings, live Zoom sessions, self-paced LMS modules, and post-session reflection. Teachers learned to use AI tools — including ChatGPT — to research curriculum vendors, analyze alignment to standards, surface scaffolding gaps, and pressure-test materials against their student profile. Every AI skill was practiced on live curriculum samples, not theoretical examples.
• Reflect. We closed with pre- and post-session surveys, train-the-trainer coaching, and handoff artifacts that allowed Brooker to onboard new staff into the rubric and the AI workflows independently.

What We Built Together

Artifacts the team owns after we exit.

• AI literacy training arc covering prompt design, source verification, bias awareness, and responsible classroom use
• ChatGPT reference guide tailored to curriculum research and evaluation workflows
• Curriculum Vetting Rubric anchored in Brooker's mission and student profile
• Co-created definition of a curriculum vetting team member, including AI fluency expectations
• Guardian governance protocol for sustained decision-making
• Three-session blended Professional Development arc with facilitator guides
• Pre- and post-session surveys, reflection materials, and train-the-trainer protocol

The Shift

From rubric users to curriculum evaluators.

By the end of the engagement, teachers weren't just using a rubric. They were thinking like curriculum evaluators, and they had AI fluency to do the work at a speed that was previously impossible.

That shift in lens, paired with AI tools that compressed days of research into hours, is what made everything else possible. Teachers stopped waiting for outside experts to vet their materials. They started doing it themselves — with shared criteria, shared language, and AI as a research partner.

The Results

Decision-making and AI capability moved inside the building.

Brooker moved from consultant-dependent to staff-led across three critical functions, with AI literacy built into the team's everyday practice.

• Curriculum Development. Teachers independently research, analyze, vet, and select curriculum using the co-created rubric and AI-assisted workflows.
• Purchasing Decisions. Internal teams make informed buying calls without external review.
• Professional Development Design. Staff design and deliver PD aligned to the school's instructional vision, with AI integrated into their planning process.

Leadership Testimonial

Why It Worked

AI literacy taught inside real problems, not as a standalone topic.

AI literacy works when it is taught inside real instructional problems, not as a standalone topic. We did not run a workshop on prompt engineering and then leave. We taught teachers to use AI on the exact curriculum decisions they had to make anyway, with a rubric they helped build.

Co-creation is not consultation. We do not arrive with a finished product and ask for input. We build the artifacts with the people who will use them, so the work survives our exit. The Brooker team did not leave the engagement with a deliverable. They left with a practice, an AI-fluent staff, and the confidence to keep going.

The Challenge

A significant pipeline. A low close rate. The gap wasn't outside the company.

Tempest Roofing had everything a high-growth contractor should have. GAF Gold Elite Contractor status. OSHA certification. A reputation strong enough to generate a significant revenue pipeline.

It was only converting a small fraction of that pipeline. Significant revenue was sitting in front of the company, unconverted. The opportunity was real. The fix was not in marketing or lead generation. It was inside the company.

The CEO was carrying two jobs at once: driving growth and managing daily operations. The structural gap between those two roles was exactly where revenue was falling through. Expectations were set verbally. Reps interpreted them freely. There was no follow-up system. Deals slipped. The CEO would intervene to recover them. The cycle repeated.

Our Approach

A four-layer optimization system, custom-built for Tempest.

24/7 Teach delivered a Strategic Growth Assessment followed by a custom optimization system designed specifically for Tempest's operational reality. We did not bring a generic sales training program. We built a four-layer leadership and accountability system grounded in how Tempest actually sells, runs operations, and grows.

The work followed our Co-Creation Process, with the CEO and his leadership team in working sessions across every phase: alignment, definition, governance design, execution, and reflection.

What We Designed

Four layers. Each one built to reinforce the next.

• Layer 1 · Leadership Alignment. We codified "The Tempest Way" — non-negotiable process standards, closing expectations, and the accountability structure that frees the CEO to focus forward instead of constantly rescuing deals backward. Leadership decisions now flow through a defined system, not through verbal handoffs.
• Layer 2 · Sales System Design. Structured modules covering the full sales motion: Pre-Inspection Prep, Consultative Proposal, Decision Path Close, and Follow-Up Protocol. Each module came with scripts, checklists, and scorecards at every stage. Reps stopped improvising. They started executing a defined system.
• Layer 3 · Accountability Engine. Post-call self-scoring rubrics for reps. Manager review rubrics for the CEO's number two. CRM enforcement protocols. A weekly proposal review cadence. Execution became visible and measurable instead of assumed. When something missed the standard, the system surfaced it within days, not months.
• Layer 4 · Coaching and Reinforcement. Micro-learning modules, scenario-based practice, and a structured coaching cadence so the system compounds over time. Most consulting engagements peak at launch and decay from there. This one was built to strengthen with use.

The Pattern Shift

From verbal expectations and CEO heroics — to a system that runs without them.

This is not a slogan. It is the actual operational rewiring that came out of the engagement.

The Results

96% of stated goals met. The CEO is no longer the bottleneck. The system runs.

• Leadership Alignment. "The Tempest Way" is codified and in use. Process standards, closing expectations, and accountability structure are no longer verbal.
• Sales System. Reps run a defined sales motion (Pre-Inspection Prep, Consultative Proposal, Decision Path Close, Follow-Up Protocol) with scripts, checklists, and scorecards at every stage.
• Accountability Engine. Self-scoring rubrics, manager review rubrics, CRM enforcement, and weekly proposal review cadence are all live. Execution is now visible and measurable.
• Coaching System. Micro-learning modules, scenario-based practice, and structured coaching cadence are in place. The system reinforces itself instead of decaying after launch.

Leadership Testimonial

Why It Worked

We treated the revenue gap as a leadership and accountability problem — expressed through sales numbers.

Most growth consulting treats revenue gaps as sales problems. We treated Tempest's gap for what it actually was: a leadership and accountability problem expressed through sales numbers.

By fixing the operating system at the leadership layer first, every downstream layer — sales process, accountability, coaching — had something to plug into. The Tempest Way is now a real document, not a verbal expectation. The accountability engine runs without the CEO chasing it. Coaching compounds because the system is built to reinforce itself.

That is the difference between a sales-training engagement and a Customized Training and systems-design engagement. Tempest did not buy a playbook. They built one, with us, for their company.