Your salespeople know what to say about the product. Rush trains them in how to sell it.

We won't explain it to you. Play it.

A real mission. Ninety seconds. No sign-up. You're the salesperson.

Why content isn't enough

Product knowledge doesn't turn into behavior on its own.

A salesperson can read the spec sheet on Monday, recite the features on Tuesday, and still not close on Wednesday — because when the customer said “my husband says these things look outdated,” they reached for a feature instead of validating the concern.

Product knowledge lives in one part of the brain. Consultative behavior —validate, diagnose, then respond— lives in another. Only one of the two is trained by reading.

The three forces behind the design

The forgetting curve.

Without reinforcement, close to 70% of what's learned in a training session is lost within 24 hours. Less than 10% survives the week. It's not a motivation problem: it's how the brain works. Five minutes a day pushes retention above 80%.

Learning comes from consequence, not instruction.

An adult changes what they do because they tried something, saw what happened, understood why, and adjusted. Rush is a simulator: the salesperson chooses, sees the result, and reads why it worked or why it didn't. That explanation is the training. The points are just the loop.

Without a loop, there's no adoption.

About 80% of corporate training platforms are abandoned in the first week. Not because of the content: because nothing forces you to come back tomorrow. Rush uses daily streaks, levels, leaderboards, and real rewards — not as decoration, but as the reason the app opens on day 8, day 40, and day 200.

Every mission runs the arc of a real consultative sale:

1. Opening
2. Discovery
3. Deep Dive
4. Solution
5. Objection
6. Cross-sell
7. Close

At each stage the salesperson picks one of three responses:

• GREAT+100the consultative response: validates, diagnoses, connects.
• COACHABLE+30the right instinct, executed one step too fast.
• MISALIGNED0the typical mistake: jumping to price, dismissing the concern, pushing.

Five levels raise the bar on what counts as GREAT:

Explorer → Advisor → Specialist → Consultant → Expert

The same seven stages, a higher standard each time.

What the manager sees

Today a manager assumes the team's level. They infer it from results, from an occasional visit, from what the supervisor reports.

Rush replaces the assumption with a living measurement:

Performance by conversation stage

for any salesperson, store, or region. If Objection is at 33% and everything else is above 55%, the coaching agenda writes itself.

Names, not averages

who to congratulate, who to coach, who to worry about.

Push missions

to one person, one store, or the whole team. New product on Monday, mission on Sunday night.

The manager stops assuming the team's level. They start seeing it, measuring it, and acting on it.

Your content, our missions

Rush turns the product material you already have —spec sheets, manuals, sales scripts— into playable missions, with human curation at every step.

The pedagogy is ours. The content is always yours.

At the end we sit down together to read the dashboard: which salespeople advanced, which stages improved, which stores adopted. That data is convincing or it isn't. If it is, we scale. If not, the pilot cost you almost nothing.

One pilot. Three stores. Six weeks. One category.