Your 2027 project starts with the life you want to build

What do you want your life to look like on December 31, 2027?

To choose a project and business model with direction, start by describing the life you want to sustain: how you will spend your time, which responsibilities you need to meet and what role work will play. That description gives you criteria for deciding what to build, who to work with and at what pace.

An opportunity can look attractive while requiring a daily operation you would struggle to maintain. It helps to recognize that difference before committing money, time or relationships.

D365 session 398, on November 9, 2026, introduced a concrete exercise: imagine the end of 2027 and identify the priorities for your project. The conversation connected that longer view with ongoing support and collaboration between initiatives.

This moment matters because it changes where planning begins. Before choosing a tool or working out how to sell, a personal question comes into focus: what do you want this project to make possible?

The session also explored defining your desired life before building the business. That sequence brings the everyday consequences of entrepreneurship into view: the tasks you will repeat, the people you will work with and the obligations you will take on.

Our interpretation is that a vision for your life becomes useful when you turn it into criteria for making decisions.

If you want to preserve time for learning, that time needs a place in your calendar and operating model. If you want greater independence, examine how many decisions will always depend on you. If you plan to keep another job while developing the project, your pace needs to reflect that reality.

Ongoing support can help you examine the distance between what you say you want and what you are organizing. Regular conversations with someone who understands your project create room for difficult questions and a closer look at commitments you have stopped noticing.

We use hypercollaboration to describe bringing complementary capabilities together around a shared purpose. For that collaboration to work, each party needs clarity about their contribution, limits and capacity to follow through.

Write one page headed: “How I want to finish 2027.”

1. Describe an ordinary week. Include work, rest, relationships, learning and responsibilities. Go beyond a list of achievements.
2. Define your conditions. What do you need to protect? What are you willing to change? Separate needs from preferences.
3. Connect the project to that life. Explain what it should contribute and how much operational responsibility you can take on.
4. Identify a capability to share. Name where you need support and what you can contribute to a collaboration.
5. Choose a near-term test. Find a small action that will help you examine an important assumption.

This is D31’s suggested practice based on the session. Repeat it as new information becomes available. The date gives you a horizon for decisions today; expect to adjust the route as you learn.

Do I need a finished business model first? You can begin earlier. Defining your desired life helps you compare models and see which ones fit your conditions.

How do I keep this from becoming a wish list? Translate each priority into an observable decision: a schedule, responsibility, test or operating limit.

What does ongoing support add? It offers a way to challenge assumptions, review progress and discuss decisions that can be difficult to see clearly from inside the project.

This Field Note draws on D365 session 398, November 9, 2026. The interpretation and practical exercise are D31’s.

Continue with High-Frequency Execution or explore the Field Notes archive.

To learn about D365 and its support options, visit D365 or talk with D31 on WhatsApp.