The 95% Problem — Why We Built Really Doing It
You attend the workshop. You read the book. You sign up for the course. You leave feeling electric — full of big ideas, a clear plan, and the absolute certainty that this time is different. Then Monday morning arrives.
The emails pile up. A client has a crisis. A kid gets sick. The tax deadline looms. Nothing dramatic kills the plan — it just gets postponed. And postponed. Until “postponed” quietly becomes “abandoned,” and you're back in your old rhythm with a notebook full of dreams gathering dust.
We know this cycle intimately. Not because we studied it. Because we both lived it — and because we heard it from a reliable source.
The weekend that started everything
Here's the part most “founder stories” don't have: we met as strangers.
Years ago, we each, separately, attended the Millionaire Mind Intensive in The Hague — a three-day, high-energy business seminar. Hundreds of attendees, loud music, a lot of clapping, you know the drill. We ended up standing next to each other near the front of the stage, doing the partner exercises those events are built on. Philip was deep in technology and product. Michiel came from strategy and governance. Different worlds, both with a financial background — and between the exercises and the coffee breaks, we kept landing on the same observation about the room.
Michiel wasn't taking notes on the content. He was taking notes on the people, asking: “How many of these folks are actually going to do any of this?”
Then the trainers answered that question for us. Several times over the weekend, casually, like a weather report, they said:
“Statistically, only about five percent of you will actually continue with what you learn here.”
Five percent. A room full of people who paid money, gave up a full weekend, stood up, clapped, made declarations, wrote down goals — and the people running the event openly told them that ninety-five out of every hundred would go home and, within a few weeks (maybe days), be living exactly the life they came in with.
We couldn't stop thinking about it. Because looking around that room, we didn't see lazy people. We didn't see people who lacked ambition or knowledge. That room was one of the most motivated places either of us had ever stood.
We weren't looking at a motivation problem. We were looking at a structural problem.
The eleven-person test
After the weekend, Michiel did what a strategist does: he tested it. He wrote to eleven people from the seminar and set up a mastermind follow-up group on WhatsApp — a simple structure to keep the momentum alive.
One person out of eleven engaged.
That person was Philip.
The trainers were right. And the two of us, the ones still showing up, started talking about what would have to exist for the other ten in order for them to succeed. Not another course. Not another seminar. Something that lives exactly in the gap between Sunday night and Monday morning: something that turns vague goals into concrete first tasks, and puts someone on the other end of the commitment.
That conversation became Really Doing It. The name isn't clever branding. It's literally the job description.
Meet the founders
Philip Rutovitz
Technology, Architecture & Product Builder
Philip is the builder. He's the one who looks at a vague ambition and immediately sees the workflow, the tasks, the deadlines, and the system needed to make it real. He architected the RPM app and the AI Brains — your on-demand executive C-suite — so that getting expert-level input on your most important work takes twenty minutes, not three scheduled calls and a slide deck.
Philip has been the comfortable solopreneur and small business owner — the one whose business was fine, good reputation, decent income, while the bigger dream got postponed January after January, with no alarm ever going off. He knows from the inside how stable “comfortably stuck” can be, and how hard it is to break out without structure.
Michiel van de Watering
Strategy, Governance & Value
Michiel is the accountability part. As an author, business mentor, and marketing accountability expert, he has spent his career helping business owners and leaders prove and improve the value of what they do. He's the one who asks the uncomfortable question: “Why hasn't this started yet?” and “What do you need to really do it?” — and then, crucially, stays around to ask it again next week.
The accountability gap is the failure reason closest to his heart, because he's watched it sink more good plans than any lack of talent ever did. Nobody waiting for the work means the work doesn't happen, no matter how disciplined you are. His answer is honest, supportive pressure that's still there in week six, when the seminar high has long worn off.
Change the structure, change the statistic
You don't need more information.
You've read the books. You've been to the seminars. You know what to do and, broadly speaking, how to do it. The world has enough courses and books teaching you what. We deliberately didn't build another one.
Follow-through failure is not a character flaw.
It isn't laziness, lack of ambition, or fear of success. It's four structural conditions: vague goals, competing priorities, zero external accountability, and missing capability or confidence, especially around AI. Put the most disciplined person alive in those conditions, and they will stall too.
And that's great news.
Because you can't fix a character trait, but you can absolutely fix a structure. Change the conditions, and you change the statistic.
Business owners who already know what to do
We built Really Doing It for business owners, solopreneurs, and team leaders who've had enough of not doing it.
The founder
With a brilliant plan from the accelerator still sitting untouched in her downloads folder, six months later, while every underpriced deal compounds.
The solopreneur
Who decides every January that this is the year he stops trading hours for money — and closes every December with his best revenue year ever, entirely from hourly work.
The team leader
With a genuinely strategic mandate, real budget, and leadership backing, whose initiative gets the same status update every quarterly review: “ongoing.”
If you recognized yourself in any of those situations: good. That's the point. And it means you're in the right place.
So — which group are you in?
The trainers at that seminar built the whole weekend to a decision point, then told the room that 95% would do nothing. We've just done the same thing to you on this page. We're not going to shout it from a stage, and there's no music. Just four concrete doors.
Do nothing
The default response. You read this, find it interesting, and don't take the next step. That's okay — but then decide actively that you choose for how things are.
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Nine modules, a final exam, a verifiable certificate aligned with EU AI Act Article 4. A finishable commitment. If you've been “ongoing” for a year, finish one concrete thing.
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Your full executive C-suite, on demand. Challenge your pricing with the CFO. Ask the Business Coach why you haven't started yet and let it answer honestly.
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One membership, one place, in your language. The container where the doing actually happens, week after week, long after today's motivation wears off.