Frequently Asked Questions
What is the risk here? What keeps you up at night?
The biggest risk is time; America needs this now. If we don’t move fast, we risk falling further behind in both domestic manufacturing and national defense readiness. That’s why your investment isn’t just about capital, it’s about speed and strategic support to scale immediately.
What is something people get wrong about jobs in manufacturing?
They think it’s dirty, low-paying, or a fallback. That couldn’t be more wrong. Today’s technicians are working on multi-million-dollar machines, designing parts for spacecraft, and making more than many college grads, with zero debt. We’re here to rebrand that truth and show the world what these careers really look like.
What if robots do take over, where does Phillips Academy fit in then, is this future proof?
Absolutely. In fact, we’re training the people who maintain and optimize the automation. Every robot, every CNC machine, every additive printer still needs skilled human oversight. As technology evolves, the skill ceiling rises. That’s why we teach diagnostics, integration, and repair, not just operation. We’ll be the ones training the people who build and maintain the robots. Even in full automation, diagnostics, maintenance, and integration still require high-level human oversight. Machines don’t replace people; they elevate the skill ceiling. We train for the ceiling. As technology moves forward, so does our Academy. We offer rapid paced solutions for training; we can pivot to industrial need faster than anyone. The better question to ask is, who fixes the automation that takes jobs. The answer is Skilled Phillips Techs.
How will Phillips Academy differentiate from existing technical colleges or programs like the community college or trade schools?
The difference is in our model and our mission. We don’t just train, we place. We're blending the precision of German apprenticeship systems with U.S. manufacturing needs, tied directly to real-world outcomes. Our ties to industry and DoD give students not just skills, but immediate opportunity. Traditional trade schools often lack up-to-date tech, defense alignment, and strong job pipelines, we fix all three.
How do we Stand out?
We combine German-style apprenticeship rigor with American industry demand.
We’re aligned with DoD certifications, meaning we can place talent directly into defense-related jobs, a market most schools don’t touch.
We’re backed by a mobile deployment model, allowing us to train and service remotely, something few competitors can replicate.
And most importantly, we’re not about filling classrooms. We’re about deploying workers into the field, with skills that are mission-critical to our economy and our national security.
What's your goal, exit strategy or lifelong mission?
We both came from completely different backgrounds, Ryan was a farmhand and Candy maker. AJ was an Event Coordination Specialist and 35 when he started his apprenticeship. We both came to the same outcome. This is a legacy mission. Our goal is to become the Ivy League of skilled trades, the standard-bearer for modern manufacturing education and the go-to source for talent across defense, and qualified technician production. In 10 years, when people think about the best in class for industrial training, we want "Phillips-certified" to carry the same weight as “Ivy League educated.” We’re in this to set the benchmark, not sell it. Our goal is to give everyone the same opportunity we had and make Phillips a capable and competent army of deployable technicians.
Tell me about your team, who's running this, and how do I know that your team can execute?
Who's going to run this once you start scaling? Are you prepared to lead an enterprise, not just a school?
Yes. We’re founders and operators with deep experience managing large-scale programs and technical teams. We already have advisors with 20+ years of leadership experience in workforce development and education. As we grow, we’ll bring in seasoned operational executives to manage scale, but the vision stays with us. This is our baby, as it grows, so do we, we are adamant on the breakthrough mindset. We can’t build a program focused on the never stop learning mindset if we don’t have that mindset ourselves.
Who is your competition? Who else is doing this?
There are players in adjacent spaces, but no one is doing what Phillips Academy is doing at the intersection of defense, manufacturing, and modern apprenticeship. That said, here are a few categories of competitors:
Traditional Trade Schools and Community Colleges:
Schools like Universal Technical Institute or local vocational programs offer technical training, but they often lack up-to-date facilities, real-time industry alignment, and direct pipelines into DoD and high-tech manufacturing careers. They’re focused on education; we’re focused on placement and defense-readiness.Workforce Development Programs (Government-Run or Nonprofit):
Programs like Job Corps or state WIOA initiatives provide job training, but they typically focus on entry-level positions with less specialization. Their scale makes them slower to innovate or adopt cutting-edge technologies like additive manufacturing or CNC diagnostics.Corporate Training Programs (e.g., Amazon, Tesla, Toyota):
Some companies run in-house training or apprenticeships, but those are proprietary and limited to their workforce. We're offering a nationally deployable model that supports entire sectors, not just one employer.Online Platforms (e.g., Coursera, Udemy):
These offer skills content, but no hands-on training, no apprenticeships, no equipment, and certainly no defense certifications. They’re education-only, we’re a workforce pipeline.
If the skills gap is such a huge problem, why hasn't major tech players like Google, Amazon, or Microsoft solved this already?
Because they’re not in the trenches. Those companies are focused on digital training. We’re in the physical world, machines, maintenance, defense logistics. Big Tech’s scale becomes a weakness in hands-on industries. We specialize in the “real work” economy, and that’s where this crisis lives. Also, some of these companies have solved the issue but only for themselves, Amazon for example has its own apprenticeship program. They keep talent internally and don’t allow this to go nationwide.
How do I know this isn’t just another vocational school that flames out once the buzz wears off?
Because vocational schools sell tuition. We build careers. Our value isn’t in enrollment, it’s in placement. We thrive on the value that apprentices deliver in the field. And we’re building an ecosystem: LMS tech, DoD certifications, a mobile deployment unit, and a brand that outlasts trends. This is a platform, not a pop-up.
If colleges go out of business tomorrow, what happens to you?
We explode. The demand for alternatives would skyrocket, and Phillips Academy would become the destination for hands-on, debt-free career training. We're not competing with college; we’re building the future that follows it. We would exponentially grow overnight!
What's your revenue model? How do you make money?
We have three primary revenue streams:
Tuition and Sponsorships: Paid by employers, DoD, and educational partners.
Service Contracts: Providing mobile technician support and maintenance solutions through our certified workforce.
Government Grants and Apprenticeship Incentives: Including WIOA funds and state/federal workforce development dollars.
Why are you worth 1 million dollars?
The valuation is based on projected revenue from tuition partnerships, DoD contracts, and employer upskilling packages. With pilot programs in motion and strong industry demand, we're forecasting profitability within 24–30 months. This isn’t just a school, it's a workforce development engine with massive growth potential and 1.9 million open jobs over the next 10 years.
You're asking for $1 million, but what if you only generate $100,000 in year one?
We see year one as infrastructure, laying the foundation. The return isn’t just revenue, it’s market capture, proof of concept, and strategic positioning. That $1 million secures the model, the tech, and the talent. By year two, we project placement revenue, DoD partnerships, and recurring contracts. Early ROI comes in the form of long-term defensibility and scale.
What would you do with $5 million instead of $1 million?
We’d accelerate the scale. With $5 million, we could open a second facility at a DoD-adjacent location, fast-track LMS development with AI-supported learning tools, and expand our mobile technician unit to begin revenue generation within the first year. We’re built to grow; we just need fuel. More Space = More Training = More Profitability
If one of us gave you $1 million and told you to spend it all in 24 hours, what do you do?
We’d lock in a lease and retrofit for our first training facility. Sign three master instructors. Pay deposits on essential machines, CNCs, 3D printers, and simulators. Put down for LMS dev with a U.S. veteran-owned tech firm. And film a launch campaign to attract the first 200 students. No hesitation, our blueprint’s ready to deploy.
What's your plan for student recruitment? How will you fill your first cohort?
We already have relationships in place with regional schools, veteran organizations, and workforce boards. We’re developing marketing targeted to Gen Z, videos, hands-on open houses, and paid-to-train messaging. Plus, our DoD alignment gives us an edge for transitioning service members. We expect to enroll our first full cohort within 8 months of funding.
How are you going to attract Gen Z, who often aren't interested in trade careers?
We meet them where they are. Our program emphasizes tech-forward learning, CAD, 3D printing, robotics, and positions these careers as not just viable, but vital to the future. Our learn-at-your-own-pace LMS creates a gamified, motivating environment. Plus, they get paid to learn, and they leave with zero debt. That’s a message Gen Z is ready to hear.
How do you ensure long-term engagement and completion from your apprenticeships?
We use a learn-at-your-own-pace model, supported by real-time coaching, progress tracking, and strong employer mentorship. Our apprentices aren’t just students, they're employees-in-training, earning wages while leveling up. This isn’t a time-based program, it’s a competency based one. Students are incentivized to become competent quickly; our pay structure will be based on completion. That structure builds commitment. And with a 92% post-apprenticeship employment retention rate nationally, we’re confident we can exceed that, especially with Phillips Culture.
How do you plan to staff your academy with qualified with qualified instructors, especially when the skills you're teaching already in short supply?
Great question, and one of the reasons we built the Phillips Academy as an extension of our existing network. We already have access to industry veterans and instructors who are nearing retirement but want to give back. Through our partnership with Phillips Corporation and our SME network, we can offer highly competitive contracts with mission-driven purpose. We’re not just hiring teachers; we’re recruiting mentors who want to build a legacy. We could also retain the best apprentices to become Phillips Instructors.
What happens when your graduates want to go freelance or start their own business instead of working for defense or industry?
We hope they do. That’s part of our mission, creating builders, not just workers. And we stay connected by offering continuing education, certifications, and a strong alumni network. Many of those entrepreneurs will become employers, hiring the next wave of Phillips apprentices. We want to lead the ecosystem, not control it.
What if a student drops out after two months, do you lose money?
Not at all. Our model is milestone-based. Students earn as they learn, and our partnerships (whether with employers, schools, or veteran orgs) allow us to track engagement and performance early. If someone drops out, we’ve already collected data and feedback, and we pivoted those resources to the next in line.
Who audits the quality of your training?
We’re aligning with nationally recognized DoD standards and industry certifications, like NIMS, MSSC, and others. Our programs don’t exist in a vacuum; they’re benchmarked to national frameworks. In time, “Phillips-certified” will be the benchmark, but we’re starting with third-party validation already built in.
What is your backup plan if DoD contracts take longer than expected or don't materialize?
We’re already building multiple tracks. While DoD is a major pillar, we’re simultaneously pursuing partnerships with shipbuilders, aerospace companies, and large manufacturers that need skilled labor yesterday. The private sector demand is just as urgent, and more immediate. DoD gives us long-term validation, but the model stands on its own.
What's your plan if the economy tanks and companies cut hiring or training budgets?
That’s when we become more valuable. Companies shift from hiring to upskilling. And defense doesn’t stop, it ramps up. We’re building a model resilient to market shocks because we’re positioned where training meets critical infrastructure. Education isn’t a luxury in downturns, it’s a pivot.
Let's say you build this, and it works, but you can't find enough employers to take apprenticeships?
We are the employer. Our mobile technician team allows us to directly deploy certified graduates into contracts under Phillips. We also have our HFO’s and DOD connections, as the company scales, we can scale. We offer a fast turnaround time for qualified candidates to accelerate rapidly. This gives us control over placement, quality, and revenue. If we need to, we’ll be our own job creator while we build employer pipelines around us. With the full-scale learning center on stand bye for training, we can also use apprentices as labor in our own training facility, which is a helpful skill to have. Operation of equipment and not just repair but are equally important.
What's you biggest vulnerability?
Speed. The demand is there, the blueprint is tight, but if we don’t scale fast enough, we risk others trying to replicate or dilute the concept. That’s why this investment matters, it lets us move quickly, lock down partnerships, and stay ahead of the curve.
What's the hardest thing you haven't figured out yet?
How to scale mentorship without diluting quality. Apprenticeship is personal, it depends on great mentors. We’re developing tech-enabled coaching tools and an LMS system to help replicate that relationship at scale, but it’s the most delicate piece. We're obsessing over it because culture and quality are non-negotiable.
What is the risk here? What keeps you up at night?
The biggest risk is time; America needs this now. If we don’t move fast, we risk falling further behind in both domestic manufacturing and national defense readiness.
What does success look like in 5 years?
In five years, we want to have:
5+ campuses nationwide
1,000+ active apprentices annually
A Phillips Academy LMS used by companies across the country
Recognition as the #1 private industrial apprenticeship pipeline in the U.S.
And direct placement of our graduates into roles supporting national defense, infrastructure, and innovation.
We’re not building a school. We’re building a movement, and we plan to lead it.
How do you plan to scale? Is this just one facility or are you going national?
The first facility is our proof of concept, but our long-term model is scalable nationwide, especially near defense installations and manufacturing hubs. With the mobile service unit and our online LMS, we can replicate the model quickly, offering hybrid options and local training nodes. We already have three DoD bases in discussions; that’s just the beginning.
If Phillips Academy were a product on a store shelf, what's on the box?
Love that. The box says:
“No tuition. No debt. Just skills, purpose, and paychecks. Phillips Academy, where American careers are forged.”
If the skills gap is so big, why hasn't someone already done this?
Because most people either come from education or business, not both. We come from inside the apprenticeship system. We’ve lived it, perfected it, and now we’re scaling it with real-world insight. We also aren’t chasing grants or waiting for policy to fix the labor shortage, we’re doing it ourselves, with a private-sector engine and a defense-driven mission.
What's your "moonshot" vision?
We want to be the national training partner for the Department of Defense, with a Phillips-certified technician on every shipyard in the U.S. and allied nations. Beyond that? A global industrial skill exchange, where students from the U.S., Germany, India, and Japan train across borders to build the world’s most resilient, collaborative workforce.
You're solving a government-level workforce problem, why should we believe a private startup can fix what the U.S. Department of Education hasn't?
Because we’re not a bureaucracy, we’re a strike team. Government systems are slow, disconnected from employers, and not incentivized to adapt. We’re nimble, mission-focused, and directly tied to workforce demand. The DoD doesn’t need another committee, they need boots-on-the-ground talent. That’s what we deliver.
Give me a reason not to invest.
If you’re looking for a quick exit or a safe bet, this isn’t it. This is a moonshot with high-impact, high-return potential. We’re building infrastructure, not just profit. But if you want to change an industry and shape the future of American labor, you won’t get a better chance than this.
