Is this just a new business model?

No. THRESHOLD is not a new business model. It’s a recognition that we are crossing into a new economic era. Just as the Industrial Revolution rendered the agrarian economy insufficient, the Transformation Economy renders transaction-driven models obsolete. What was once sold as a service must now become a transformation. What mattered most—efficiency, scale, control—now gives way to what matters finally: meaning, progress, and human flourishing.

Why not just call this “value-based pricing” or “advisory”?

Because those are methods. This is a mission.

THRESHOLD honors value-based pricing as one of its tools—but it does not mistake the tool for the transformation. Nor does it reduce “advisory” to giving better answers faster. We are not optimizing the current game; we are stepping off the board. Advisory is not about smarter dashboards or sharper advice—it’s about walking with customers toward a version of themselves they haven’t yet dared to imagine.

This all sounds inspiring—but is it practical?

It is the most practical thing we know.

Because what could be more practical than designing a business that attracts the right customers, retains the right people, generates healthy profits and gives your life meaning?

The industrial economy taught us to separate idealism from execution. The Transformation Economy reunites them. You cannot flourish if your firm is divided against itself—professing one set of values, and pricing, staffing, and selling by another.

Why reject “stakeholder capitalism”? Isn’t it more ethical than shareholder capitalism?

We reject stakeholder capitalism because it confuses moral responsibility with managerial central planning.

Stakeholder capitalism says: “You, CEO, will now optimize for all interests.”
But you cannot serve everyone. You will either end up serving no one—or serving the loudest.

We believe instead in economic liberty: a system of voluntary exchange, where value creation—not central intention—organizes outcomes.

We affirm the profit-and-loss system as the best way yet discovered to allocate human creativity, create knowledge, and incentivize learning by undertaking entrepreneurial experiments with no predetermined return.

And we believe that profit is not the purpose of business—but the natural signal that value has been created.

You talk about ‘moral injury’ instead of burnout. What do you mean?

Burnout is exhaustion, usually because of a mismatch between demand and resources.

Moral injury is the quiet despair that comes from violating your own sense of professional duty.

It happens when a pricing model forces you to cut corners, or lie on your timesheet, or to your customer.

When KPIs reward short-term wins over long-term wisdom.

When you serve customers’ transactions, but ignore their transformation.
THRESHOLD is a movement of professionals who refuse to build their future on a foundation that injures their conscience.

Don’t people just want their taxes filed and their books reconciled? Isn’t this too lofty?

People want their taxes filed in the same way they want a map before they head into a forest.

It’s necessary—but it’s not the journey. Professionals who only “file the forms” may stay relevant in the short term—but will be replaced in the long term.

AI and automation will render the mechanistic parts of your profession nearly costless. The only defensible role will be one that contributes to transformation: in health, wealth, wisdom, and purpose.

This is not a threat. It’s an invitation.

How do you measure transformation? Isn’t this too fuzzy?

We agree that transformation must be measured—or it will dissolve into abstraction.

But the metrics are different:

• Has the customer made decisions they wouldn’t have made a year ago?

• Has their confidence increased? Their peace of mind? Their vision for the future?

• Do they express gratitude—not just compliance?

You know transformation not just by outcomes, but by who the customer is becoming.

Can this work for small firms or solo practices?

Especially for them. In fact, this movement was born in small, founder-led firms that refused to do business the old way.

It requires no venture capital, no private equity, no large team, no proprietary tech.

Only courage, clarity, and conviction.

The firm of the future is not bigger. It is truer.

What if my peers think this is naive?

They will.

Until you build a firm that attracts ideal customers, commands premium prices commensurate with the value you create, and inspires loyalty.

Until you wake up without dread.

Until your business becomes not just a source of income—but a source of meaning.

At which point, they’ll ask how you did it.

Is this a cult?

No. But it is a culture.

A culture of radical professionalism, human dignity, and moral seriousness. It honors the sacredness of work, the sovereignty of the customer, and the moral obligation to create value without doing harm.

It is not led by a guru, but by a guiding idea:
That business, properly understood, is one of the highest callings in the world—because it creates what didn’t exist before.

Not just income. But agency. Not just services. But selves.