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Alpha Global Scale Strategy: Briefing for MacKenzie Price

Date: May 21, 2025
Prepared for: MacKenzie Price
Prepared by: Gary Sheng and Ron Roberts
Classification: Strategic - Executive Level

Executive Summary​

This document outlines a comprehensive strategy to position Alpha Schools as the most impactful educational movement in modern history, by documenting, clarifying, and proposing concrete steps to realize the existing vision primarily set forth by Joe Liemandt and MacKenzie Price. Building upon Alpha's current momentum, we propose a multi-faceted approach to responsible scaling that combines operational excellence, strategic partnerships, revenue diversification, and talent optimization. Our aim is to support the articulated vision which extends beyond creating the best K-12 schools to establishing specialized academies across all valuable professions, ultimately democratizing access to exceptional education globally.

The implementation strategy centers on establishing high-autonomy "SuperTeams" with direct executive reporting lines, focused on rapidly addressing critical growth opportunities while maintaining the integrity of the Alpha model. By leveraging strategic relationships in government, corporate, and cultural sectors, we can accelerate Alpha's expansion while generating significant new revenue streams through targeted partnerships and grants.

Vision: The Alpha Vision for a Global Movement​

The following outlines the core elements of the Alpha vision, primarily articulated by Joe Liemandt and MacKenzie Price, with elaborations to provide clarity and actionable pathways. Alpha Schools has the potential to become the most impactful educational movement since the establishment of public education itself. The vision includes:

  1. Comprehensive Educational Ecosystem: Expanding beyond K-12 to create specialized academies for a wide spectrum of financially and societally valuable professions. This includes developing knowledge workers (e.g., coding, entrepreneurship), elite athletes (sport-specific schools), future public servants (e.g., preparing future senators and policymakers), and leaders in other critical sectors, ultimately democratizing access to exceptional education globally.

  2. Excellence Factories: Designing institutions that reliably produce exceptional performers—Olympian factory, Nobel laureate factory, everything factory—by optimizing both academic foundations and specialized skills development

  3. Scalable Model Deployment: Refining and packaging the "Alpha OS" – a comprehensive ecosystem including the successor to/evolution of "TimeBack," custom AlphaTablets, AlphaBooks, and smart campus infrastructure – for global deployment across diverse educational contexts.

  4. Strategic Global Presence: Establishing flagship campuses in key power centers (DC, West Palm, Chicago, NYC) while creating regional hubs that influence surrounding education systems

  5. Democratic Access (Long-Term): Eventually extending the Alpha model to underserved communities once the system is fully optimized, ensuring quality at scale

  6. America 2.0 Summit: Hosting an America 2.0 Summit to convene foremost American education leaders, innovators, and philanthropists, with an October 2025 target date to maximize lead time for scaling initiatives and exploring global applications.

Strategic Pillars​

1. Operational Excellence & Quality Assurance​

Current Challenges:

  • Organizational bottlenecks due to flat structure reporting directly to founders
  • Subjective rather than objective success metrics
  • Limited documentation of best practices creating reliance on tribal knowledge
  • Inefficient approval processes slowing innovation and execution

Strategic Approach:

  • Implement standardized documentation and comprehensive "School in a Box" templates
  • Establish objective KPI frameworks to measure performance across all departments
  • Create quality assurance processes to maintain Alpha standards during rapid scaling
  • Streamline approval processes to accelerate innovation while maintaining quality

2. Revenue Diversification & Strategic Partnerships​

Key Opportunities:

  • Government Contracts: Pursue major opportunities like the First Step Act ($720M allocation potential with tens of millions annually to Alpha)
  • Corporate Partnerships: Develop strategic alliances with companies seeking educational innovation
  • Religious Institution Collaborations: Address compliance needs of Jewish schools and other faith-based educational institutions
  • International Expansion: Leverage relationships with global leaders to establish Alpha presence in strategic international locations

Implementation Strategy:

  • Form dedicated teams focused on specific partnership verticals
  • Establish clear value propositions for each partner type
  • Develop standardized partnership models that preserve Alpha's educational integrity
  • Create scalable implementation processes for rapid deployment

3. Strategic Campus Development​

Strategic Site Selection & Prioritization Process: In close collaboration with MacKenzie Price and other key Alpha leaders, The AlphaBet Team will establish and implement a rigorous process for identifying, vetting, and prioritizing new campus locations. This process will be informed by lessons learned from previous school launch attempts and will focus on selecting sites that offer the highest strategic value. Key criteria will include:

  • Potential for significant community impact and demand.
  • Opportunities for high-leverage relationship building.
  • Alignment with Alpha's broader movement-building goals.
  • Potential to serve as learning labs for refining the Alpha OS and school launch playbook.
  • Strong local leadership and partnership potential. This approach ensures that Alpha's limited resources are directed towards opportunities that not only fill seats but also contribute strategically to the overall growth and refinement of the Alpha ecosystem, rather than merely chasing demand in a reactive manner.

Implementation Approach:

  • Identify location-specific leadership with deep understanding of local power dynamics
  • Develop customized campus models aligned with regional needs and opportunities
  • Leverage strategic relationships to accelerate enrollment and resource acquisition
  • Establish flagship campuses as regional centers of influence

Note: Gary would like to work directly with MacKenzie to establish this strategic site selection process and identify the initial cohort of high-priority expansion targets based on Alpha's existing momentum, relationships, and strategic priorities.

4. Talent Optimization & High-Agency SuperTeams (Freeing Executive Bandwidth)​

Current Challenges:

  • Marketing inefficiencies resulting in extremely high student acquisition costs
  • Fragmented sales approach limiting campus enrollment
  • Siloed departments hindering cross-functional innovation
  • Lengthy talent acquisition and onboarding processes
  • Executive leadership (particularly Joe Liemandt) overly consumed with operational details due to current team structures that necessitate closer oversight.

Strategic Solution: SuperTeams

The SuperTeam model, coordinated by The AlphaBet Team, is designed to address these challenges by empowering high-agency leaders who are capable of driving results without requiring micromanagement. This structure will free up Joe Liemandt and other senior executives to focus on the highest-level strategic initiatives, confident that operational execution is being handled effectively by capable, autonomous teams.

  • Marketing SuperTeam (Outcome Owner: Garrett Niconienko): Small (5-person) elite team aiming for 10-20x improvement on current marketing results within 90 days.
  • Sales SuperTeam (Outcome Owner: Douglas Green): Commission-based structure improving conversion ratios and accelerating enrollment.
  • Government SuperTeam (Outcome Owner: Samuel Armes): Elite group converting political access into strategic wins, policy influence, and funding.
  • Alpha Labs SuperTeam (Outcome Owner: Lael Alexander): The "master architect of Shenzhen," Lael Alexander, will lead this team to incubate, build, and commercialize Alpha Schools' most advanced technologies under the umbrella of "Alpha OS." This unified system will integrate advancements for AlphaTablets, AlphaCampus (smart campuses with features like smart listening), AlphaBooks, and will represent the evolution of current platforms like TimeBack. The goal is to create a seamless, powerful technological foundation that empowers Alpha Guides to become "super guides" and dramatically enhances the overall educational experience.
  • New Schools SuperTeam (Strategic Working Group): A coordinating body including key stakeholders like Stef Baduria, Tasha Arnold, and Heather Clayton Staker, focused on streamlining and accelerating the launch of new Alpha schools, integrating best practices and ensuring quality.
  • Events SuperTeam (Outcome Owners: Gregory 'Beef' Jones & Brooke Joy): Co-led by experts in experiential marketing and community engagement, this team is dedicated to conceptualizing, planning, and executing high-impact events that build community, drive enrollment, and elevate the Alpha brand. This includes parent engagement events, strategic summits (like America 2.0), and campus launch activations.
  • SuperBuilders Coordination (Facilitated by Dallas Klein): A strategic initiative leveraging current and future Gauntlet graduates ("SuperBuilders") who opt-in to contribute their technical expertise to various Alpha initiatives. Dallas Klein, as portfolio-wide product manager and technology director for Gauntlet projects, will coordinate these opted-in SuperBuilders, aligning their efforts with the needs of the Alpha Labs SuperTeam and other specialized SuperTeams to develop and implement technology solutions.

Implementation Approach:

"The AlphaBet Team," led by Gary Sheng and Ron Roberts, will serve as the primary strategic and operational support hub, liaison, and accountability layer between the specialized SuperTeams (each representing a strategic "bet") and Alpha's executive leadership (Joe Liemandt, MacKenzie Price, Arthur Michel). This team will function as an in-house strategic agency and HR/talent acquisition partner, working cross-functionally to:

  • Implement standardized reporting structures from each SuperTeam, focusing on results that validate their strategic "bet."
  • Consolidate updates and filter information for efficient executive review.
  • Provide strategic guidance to SuperTeams, helping them develop and refine their own internal "bets" or approaches.
  • Support SuperTeams in building out their personnel as needed, including headhunting, talent acquisition, and assistance with HR setup and processes.
  • Ensure strategic directives are effectively communicated and implemented.
  • Hold SuperTeams accountable to their objectives and timelines, with an understanding that strategies will be iterated upon or new "bets" (teams/initiatives) will be spun up or doubled down on based on performance.
  • Facilitate resource allocation and troubleshoot cross-team challenges. This structure is designed to empower the SuperTeams with operational autonomy and dedicated strategic and HR support, while preserving executive bandwidth and ensuring rapid, coordinated execution without requiring direct, frequent meetings between each SuperTeam lead and the executive team.

Key operational principles for all SuperTeams include:

  • Clear, metrics-based accountability frameworks to evaluate the success of each "bet."
  • Cross-functional composition ensuring comprehensive solution development.
  • Performance-based compensation models aligning incentives with results.

Key Summit Initiative​

Building on the success of the Alpha model, we propose a landmark summit initiative to accelerate national impact and global scaling:

America 2.0 Summit (October 2025)​

  • Strategic Timing: Scheduled for October 2025 between Austin City Limits festival weekends.
  • Primary Focus: Convening key American institutions, education leaders, philanthropists, and influential power players, including members of the Trump family, U.S. Senators, Governors, and other high-level policymakers and business titans.
  • Purpose: Gather foremost American education leaders, innovators, philanthropists, and highly influential figures (such as members of the Trump family, Senators, and Governors) to catalyze deployment of the Alpha model nationwide and explore global applications. International stakeholders, such as representatives from the Vatican network "Humanity 2.0," may be invited to contribute to global perspectives.
  • Practical Outcomes: Generate significant national demand for Alpha Schools, identify key talent for expansion, and secure partnerships for scaling.
  • Lead Time Advantage: October timing provides substantial runway to prepare for meeting the anticipated demand.

Implementation Strategy​

Start Date: May 21, 2025

Core Principle: Deep Responsiveness & Iterative Strategy This entire strategy is underpinned by a commitment to deep responsiveness. We will actively solicit and integrate real-world feedback from Alpha leadership (including Joe Liemandt and MacKenzie Price), on-the-ground teams (like Ben Gordon-Sniffen in NY, Alex Kaiser in Miami, and Chris Locke and Stef Baduria in Austin), and the families we serve. Our approach will be highly iterative, learning from both successes and setbacks to perpetually refine our strategies and ensure we are meeting the real needs of our communities and the evolving vision of Alpha Schools.

This strategy emphasizes a deliberate, high-quality approach to school expansion, with a suggested 18-month rollout cycle for new schools, from initial identification to full operation. This phased approach aims to mitigate reputational risk associated with rushed launches and ensure sustainable success, while also rapidly deploying technological advancements through Alpha Labs.

Phase 1: Foundation & Initial Activation (First 90 Days: May 21 - Aug 19, 2025)​

  1. All SuperTeams Onboarding & Activation: Assemble, onboard, and activate all defined SuperTeams (Marketing, Sales, Government, Events, Alpha Labs, New Schools, Student Experience/Success, and SuperBuilders Coordination). Initiate foundational work, define initial objectives, and establish reporting cadences with The AlphaBet Team.
    • Marketing SuperTeam: Begin overhaul of student acquisition funnel.
    • Sales SuperTeam: Define initial sales processes and targets.
    • Government SuperTeam: Pursue immediate high-value opportunities (e.g., First Step Act), influence policy, and secure grants.
    • Events SuperTeam: Begin detailed planning for the June Austin Parent Event and the NYC Super Parent Event; start framework for America 2.0 Summit.
    • Alpha Labs SuperTeam: Onboard Lael Alexander. Immediately begin design, initial prototyping, and experimentation with core Alpha technologies.
    • New Schools SuperTeam: Establish the strategic site selection process and begin identifying the first cohort of potential new school locations and partners.
    • Student Experience/Success SuperTeam: Begin framework development for standardized guide certification and quality assurance protocols.
    • SuperBuilders Coordination: Dallas Klein to begin structuring the opt-in process and initial project alignment for Gauntlet graduates.
  2. Rapid Enrollment & Engagement Initiatives (Austin & NYC):
    • Austin Parent Event (June 14th/21st - pending permits): Execute a block party-style event to drive local enrollment and build community momentum. Final date contingent on city permitting.
    • NYC "Super Parent" Event (ASAP): In response to requests from Tasha Arnold and Ben Gordon-Sniffen, organize a highly curated event (e.g., 30-person, "Co-Created By Three Super Parents") to rapidly fill seats for Alpha NYC.
    • Targeted Enrollment Task Force: Coordinate these initial events as part of a broader rapid enrollment drive, working closely with MacKenzie Price to identify and support other cities with immediate Fall enrollment needs.
  3. Validation & Revenue Generation Initiatives:
    • Alpha OS Validation (e.g., Jewish Schools): Begin implementation in select Jewish schools to validate "Alpha OS" (including the evolved TimeBack system) in new religious educational contexts and address compliance needs.
    • Secure Initial Government Contracts (e.g., First Step Act): Actively pursue and secure foundational government contracts and grants, leveraging existing political relationships and policy insights.
    • Corporate Engagement: Initiate conversations with targeted corporations for potential campus partnerships or educational service contracts.
  4. America 2.0 Summit Planning: Begin intensive preparations for the October 2025 America 2.0 Summit. Curate and invite key American education leaders, innovators, philanthropists, and influential figures (including members of the Trump family, Senators, and Governors). Develop agenda focused on national scaling and global potential.
  5. New School Pipeline Development: Initiate the process for identifying potential new school locations and partners, establishing the framework for the 18-month rollout cycle, with a focus on identifying the first cohort for accelerated preparation.

Phase 2: Systemization, Tech Deployment & Early Pipeline Development (Months 4-9: Aug 20, 2025 - Feb 19, 2026)​

  1. "School in a Box" Systemization: Complete comprehensive documentation for consistent quality during expansion (processes, best practices, Alpha OS deployment).
  2. Sales & Enrollment Funnel Optimization: Implement optimized sales structure based on Marketing SuperTeam insights. Develop initial strategies for building interest and a pipeline for future schools.
  3. New School Identification, Vetting, & Site Securement (First Cohort): Actively identify, thoroughly vet, and secure locations/initial partnerships for the first cohort of new schools (targeting Fall 2026 launch) by end of December 2025.
  4. Alpha Labs - Initial Technology Experiments (Fall 2025): Deploy first-generation Alpha Labs technologies in controlled environments or existing Alpha schools for experimentation and feedback (e.g., early versions of AlphaTablets, specific AlphaOS modules, smart campus features).
  5. America 2.0 Summit Execution (October 2025): Host the America 2.0 Summit in Austin. Showcase the Alpha model to influential American leaders (including members of the Trump family, Senators, Governors, and other key power players), generate national demand, identify potential national and international partners, and source talent for scaling.
  6. SuperTeam Integration & Performance Monitoring: Ensure all SuperTeams are fully operational, with clear KPIs and reporting structures. Monitor early performance and make adjustments.

Phase 3: Strategic Expansion & Scaled Rollout (Months 10-18+: Feb 20, 2026 onwards)​

  1. New School Launch Process - Year 1 Cohort (Targeting Fall 2026):
    • Guide Training (Early 2026): Onboard and intensively train guides for the first cohort of new schools.
    • Enrollment Drive (Spring 2026): Launch targeted marketing and enrollment efforts to secure student deposits for Fall 2026 launch.
    • Alpha Labs - Second Wave Tech Experiments (Spring 2026): Iterate on initial technologies and deploy enhanced versions for further experimentation based on Fall 2025 learnings.
    • School Launch & Operations (Fall 2026): Successfully launch the first cohort of new schools, incorporating learnings and refined Alpha Labs technologies.
  2. Alpha Labs - Full Suite Technology Rollout (Fall 2026): Aim to deploy a more comprehensive and updated suite of Alpha Labs technologies (AlphaTablets, AlphaCampus, AlphaOS, AlphaBooks, Guide Empowerment Tools) across new and potentially existing schools.
  3. Ongoing New School Pipeline: Continue to identify, vet, and prepare subsequent cohorts of new schools based on the established 18-month cycle.
  4. Scaling Revenue-Generating Initiatives: Expand successful government engagements (contracts and grants) and corporate/faith-based educational service models based on initial successes.
  5. Continuous Model Refinement: Integrate learnings from initial new school launches and technology deployments. Optimize "Alpha OS" and the "School in a Box" system for different contexts.
  6. Democratic Access Preparation: Begin foundational work and planning for extending the Alpha model to underserved communities once core systems are proven and robust at scale.

Key Upcoming Revenue Opportunities​

Strategic Outlook & Execution Approach: The revenue opportunities listed below are initial, high-potential targets. Successfully capturing these will require the dedicated deployment of The AlphaBet Team. For substantial, complex contracts and policy initiatives, this will involve assembling the best internal talent and/or engaging proven external solutions engineers (including potential collaborations with Lael Alexander). For opportunities centered on integrating Alpha's core educational models (like the evolved TimeBack system), existing internal teams will be leveraged for rapid deployment. Successfully securing and, critically, delivering on these initial contracts and grant opportunities will build essential momentum and establish Alpha's reputation as a premier partner for large-scale educational innovation. This enhanced reputation is projected to unlock a significantly larger pipeline of revenue-generating opportunities as Alpha becomes the go-to organization for impactful, technology-driven educational solutions.

Government Engagement & Revenue​

  • First Step Act Implementation: Potential for tens of millions in annual revenue through prison education initiatives.
  • Faith-Based Educational Compliance: Address needs of Jewish schools facing regulatory challenges in New York and elsewhere, potentially unlocking state or federal support mechanisms.
  • Educational Innovation Grants: Position Alpha as implementation partner for educational reform initiatives and secure relevant federal and state grants.

Required Resources & Support​

Executive Alignment​

  • Weekly executive briefings with Joe Liemandt and Arthur Michel to ensure strategic alignment (MacKenzie Price will have an open invitation to join these as desired).
  • Separate bi-weekly coffee meetings between Gary Sheng and MacKenzie Price for dedicated updates, feedback, and strategic input.
  • Quarterly strategic alignment retreats hosted by The AlphaBet Team for all SuperTeam leaders to ensure ongoing unity, shared understanding, and collaborative problem-solving.
  • Streamlined approval processes for rapid execution.
  • Clear boundaries and decision-making authority.

Operational Resources​

  • Dedicated working space for SuperTeams to foster collaborative environment
  • Budget allocation for strategic talent acquisition
  • Performance-based incentive structures aligned with organizational goals

Strategic Autonomy​

  • Authority to form cross-functional teams with executive approval
  • Ability to rapidly deploy resources to time-sensitive opportunities
  • Direct reporting line to key decision-makers

Measuring Success​

Success of this strategy will be measured through:

  1. Enrollment Growth: Significant increase in student enrollment across existing and new campuses.
  2. Revenue Diversification & Growth: Substantial increase in non-tuition revenue from government engagements (contracts and grants), corporate engagements, and other educational service models.
  3. Cost Optimization: Reduction in student acquisition costs and overall operational inefficiencies.
  4. Campus Expansion: Successful and high-quality launch of new strategic campus locations according to the 18-month cycle.
  5. Educational Outcomes & Innovation: Continued excellence in student achievement and the successful deployment of Alpha Labs-developed technologies that enhance learning.

Conclusion​

Alpha Schools stands at a pivotal moment with unparalleled opportunity to redefine education globally. By implementing this comprehensive scaling strategy, which aims to document and support the execution of the vision established by Alpha's leadership, we can rapidly expand Alpha's impact while maintaining the excellence that defines the model. Through strategic partnerships, operational optimization, and talent development, we can help establish Alpha as not just the best K-12 educational system, but as a comprehensive talent development ecosystem producing the world's most exceptional performers across every field.

The strategy outlined above represents a balanced approach to responsible scaling—maintaining what makes Alpha special while dramatically increasing its reach and impact, in line with the existing Alpha vision. With focused execution and strategic resource allocation, Alpha can truly become "the greatest, most impactful movement the world has ever seen in modern history."

Gary would welcome the opportunity to work directly with MacKenzie to refine these strategies and identify the most promising immediate opportunities based on Alpha's existing momentum, relationships, and strategic priorities.