Four escape rooms, a private venue, and a facilitated debrief that turns "we ran out of time" into something the team can actually use on Monday.
Why this is not the retail version
A public escape room booking is AED 150–200 a person. Eight people book a room, they win or they lose, they go for coffee, and nothing about how the team works is different the next morning. That is a nice afternoon and it is not what a company should be buying with an engagement budget.
Three things are different here. The venue is bought out — no strangers, no waiting on a public slot, the group moves as one. There are two rotations, so a team that got lucky on an easy room cannot claim the result. And there is a facilitator in the building the whole time whose job is not the game.
The debrief is the product. It is 75 minutes on what the observer actually saw — the person who solved it in minute four and was talked over, the team that never once said "I don't know". A room full of people recognise themselves in that, and it is why the escape room is the vehicle and not the point.
Position it against K-01, not against a retail booking. It is the entry rung of facilitated work — a third of the price of the Alignment Day, no pre-work, and the right answer for a team that is functional but not candid.
The day, minute by minute
Stated up front so there is nothing to argue about at invoice time.
| Extend to a full day with a third rotation and a longer debrief | AED 180/person |
|---|---|
| Written individual feedback for team leads | AED 2,400/event |
| 90-day follow-up session, half day | AED 6,500/event |
| Dinner after the debrief | AED 65–90/person |
| Videographer + edited reel | AED 1,200 |
| Branded t-shirts | AED 45–90/person |
| Upgrade to a competing-departments format across two venues | AED 4,800/event |
A facilitated full day for a leadership team that has stopped agreeing with itself. Named practitioner, structured pre-work, and a written outputs pack in the client's hands within five working days.
A full-day decision simulation with a live control room feeding the team real pressure — incomplete information, a moving clock and consequences that compound. The premium end of facilitated work.
One day for everyone who joined this quarter. What the company actually does, who to ask, and thirty people who now know each other's names.