Not a hiring plan. A plan for which hours leave Abe's calendar, in what order, and what proves they are gone. Two sealed business units, two independent ladders, one owner.
| Change | Effect |
|---|---|
| ⚠️ My error — the creator's $12,500 is a priority claim on revenue, not a fixed cost | She is paid what the business generates, up to $12,500. There is no hole to fund. Section 08 |
| FloristMark's burn drops $57,813 → ~$2,500 | And it is almost entirely the ad ramp in months 1–2 |
| The waterfall is now yours | Costs → creator → Abe → reserve → distributions. Clear her, get my minimum, get myself out |
| The ad-growth decision is reframed | Burn is ~$2,500 at every rate. What growth buys is how fast your mother gets to $12,500 — month 5 / 6 / 7 |
| Earlier, in v9: | |
| RM-21 closed — $30/month confirmed | FloristMark gates stand at 541 / 595 / 622 / 670 |
| Corrected AOV verified: $44.05 | Liquidation is 1.26× at expected — much tighter than the earlier sheet's 2.64× |
| The 90-day ramp is modeled | Conservative → Expected across months 1–3. The funnel does not liquidate until month 4 |
| FloristMark's burn is $48k–$67k, not $13,700 | And only ~$3,500 of it is ads. The rest is the $12,500 creator payroll. Section 08 |
| Earlier, in v8 and v7: | |
| The AOV funnel is now simulated | You were right that I hadn't done it. Day-one cash is $1,161–$1,369 per buyer, of which $175–$390 is AOV cash the model was blind to. Section 06 |
| The reinvestment loop compounds at every scenario | Multiple is 1.74× to 3.91×. Break-even moves month 6 → month 3; Pravesh's full-time trigger fires in month 4, not year two |
| "Bridge" renamed to burn-rate fund | Your word, and the right one |
| Earlier, in v6: | |
| The bridge, rewritten in plain money | My phrasing was jargon. Section 06 now shows month by month what actually leaves your pocket, and what to do about it |
| Calendar corrected — 10 is the goal, 20 is the ceiling | I had the emphasis backwards. You aim for 10 with 100% margin of error |
| Pravesh gets a $100 prepaid float | Two signups held in advance. A sale lands and he starts — no invoice, no approval, no wait |
| The escalation log is now a role duty | Your correction — the hire keeps it, not you. Written into all five role packages |
| Earlier, in v5: | |
| Claude Pro Max — no split. Both accounts to GHL; one is Pravesh's | GHL overhead $763 → $863 · FloristMark $878 → $778 |
| Mix is 90/10, not 70/30 | Contribution $366 → $378.79. Monthly MRR is higher than annual-equivalent monthly, so a heavier monthly mix helps the recurring model |
| Annual counts only when purchased outright | Annual taken as an AOV upsell is ad-spend offset, never contribution. Same for the $47 bump, the commitment upgrades, the DIY kit and Priority Launch. See section 03 |
| Price locked at $397 + $297 / $3,970 | Confirmed and rebuilt |
| Revenue Conversion Specialist replaces the Sales Representative | Confirmed. Role package now built |
| CPA — your call stands | $350 reached in 45–90 days. Modeled as a ramp, not a tripwire. Section 07 |
| FloristMark trial → paid = 65% | Fixed input. 93 trials/month holds the base. Section 09 |
| FloristMark buyer = hobbyist, not career | Written into the FM Creative Lead package |
| The goal · 10 hrs | The ceiling · 20 hrs | |
|---|---|---|
| Management, reviews, escalations · 20% | 2 hrs | 4 hrs |
| Strategy and analysis · 80% | 8 hrs | 16 hrs |
| Total | 10 hrs | 20 hrs |
| Monthly · 90% | Annual · 10% | |
|---|---|---|
| Price | $397/mo | $3,970/yr |
| Effective monthly | $397.00 | $330.83 |
| Activation fee | +$297 once | waived |
| Blended | ||
| Blended MRR | $390.38 | |
| Processing 2.9% + $0.30 | −$11.59 | |
| Contribution per customer | $378.79 | |
| Net cash at signup activation − provisioning | +$208.91 | |
| $30 grandfathered | $39 new | |
|---|---|---|
| Price | $30.00 | $39.00 |
| Processing 2.9% + $0.30 | −$1.17 | −$1.43 |
| CloudFront ~2 GB/sub | −$0.30 | −$0.30 |
| App-store cut | $0 · browser only | $0 |
| Contribution | $28.53 | $37.27 |
| Entry is a $7 paid trial · 14 days, then converts. Sales cycle under two weeks. | ||
| Item | GHL | FloristMark |
|---|---|---|
| GHL agency SaaS | $500.00 | — |
| ElevenLabs | $20.00 | $80.00 |
| AWS server | $60.00 | $100.00 |
| AWS CloudFront ($180/yr) | — | $15.00 |
| QuickBooks | $75.00 | $75.00 |
| Claude Pro Max · 2 × $100 — both GHL, one is Pravesh's | $200.00 | — |
| Canva · $15, split | $7.50 | $7.50 |
| Video production budget · 8 lessons + 20 shorts/mo | — | $500.00 |
| Total per month | $862.50 | $777.50 |
| S-corp adder, from election date | +$600.00 | — |
| Paid CPA at target | $350 |
| Provisioning · Pravesh | $50 |
| Activation collected, blended | −$258.91 |
| Net acquisition cost | $141 |
| Payback period | 0.37 months |
At $20/lesson and $10–20/short, production is no longer
a gating decision — it is a small recurring line. Folded in at $500 so it never becomes an
approval that lands on your desk. Cut spec →
roles/floristmark-lesson-editor/
Canva is split half to each business. Claude Pro Max is not split — both seats belong to GHL, and one of them is Pravesh's. The sealed-unit rule governs people, who are paid from a specific unit's revenue; a software seat is an allocated fixed cost.
It keeps two things apart that should never be mixed: the recurring base that has to carry payroll, and the front-end cash that has to carry acquisition. Every gate on this page is funded by subscriptions alone.
The entire upsell stack sits on top as pure acquisition headroom. The model is deliberately blind to your best cash — which is why the gates below are conservative rather than optimistic, and why ad-spend liquidation is a design feature of your funnel rather than a risk in this plan.
At your target pace this role runs about 10 hours a week. A 20 hr/week salary would overpay by roughly half; a 40 hr/week salary by three-quarters. Hourly is correct until acquisition roughly triples — and it carries no hiring reserve, because hourly work has no 90-day commitment to fund.
| New-account provisioning · 2.5 hrs | $50/signup |
| Ramp allowance · first 5 accounts | up to $100 ea |
| Platform maintenance retainer · 4 hrs/wk | $357/mo |
The retainer is a retainer, not a timesheet. It buys first-call priority over every other project — enforced through Asana priority, made durable by writing it into the agreement.
| Signups/wk | Total hrs/wk | Cost/mo |
|---|---|---|
| 1.25 floor | 7.1 | ~$634 |
| 2.25 target | 9.6 | ~$857 |
| 5 | 16.5 | ~$1,473 |
| 6.4 convert | 20.0 | $1,785 |
| 14.4 | 40.0 | $3,571 |
| Your protected income | $5,500 |
| Software and tools | $863 |
| Pravesh's retainer | $357 |
| Total monthly cost | $6,720 |
| Every month, ongoing | $378.79 |
| Once, at signup $297 activation less Pravesh's $50 | $208.91 |
So the shortfall shrinks every single month. At 18 customers it reaches zero and the business pays for itself.
| Month | Customers | They pay you | Signup cash | Your costs | Out of your pocket |
|---|---|---|---|---|---|
| 1 | 3 | $1,136 | $777 | $6,870 | $4,957 |
| 2 | 6 | $2,273 | $777 | $6,870 | $3,820 |
| 3 | 9 | $3,409 | $777 | $6,870 | $2,684 |
| 4 | 12 | $4,545 | $777 | $6,870 | $1,548 |
| 5 | 15 | $5,682 | $777 | $6,870 | $411 |
| 6 | 18 | $6,818 | $777 | $6,870 | $0 — it pays for itself |
| Total out of your pocket | ~$13,700 | ||||
Costs include Pravesh's $50 provisioning per new signup. The $250 ramp allowance for his first five builds is in the total.
| If you sign | Months | Total out of pocket |
|---|---|---|
| 9/month — your target | 2 | ~$1,700 |
| 5/month — your floor | 3 | ~$5,950 |
| 3/month — the slow ramp | 6 | ~$13,700 |
Nothing to save up in advance. You need roughly $5,000/month of agency income (or savings) coming in for the first six months, tapering to zero by month six. That is the number.
The practical rule: do not shut the agency down until either (a) you have ~$13,700 banked, or (b) agency income is reliably covering ~$5,000/month for the next six months. Whichever comes first.
| Month | Customers | Revenue | Your costs | Gap |
|---|---|---|---|---|
| 1 | 4.5 | $1,704 | $6,945 | −$5,241 |
| 2 | 12.9 | $4,896 | $7,141 | −$2,245 |
| 3 | 28.7 | $10,877 | $7,510 | +$3,368 — covered |
| Burn-rate fund needed | ~$7,500 | |||
Two months, not six. The earlier table assumes no compounding at all.
I was treating $3,000/month as a static budget. It isn't — your design sends day-one cash straight back into the PayPal account that funds ads, so the budget compounds. Here is what the simulation says.
| Item | Price | Conservative | Base | Strong |
|---|---|---|---|---|
| Order bump | $47 | 20% | 25% | 30% |
| Commitment upgrade monthly path | $1,800 / $3,600 | 5% | 8% | 12% |
| DIY Launch Kit | $497 / $997 | 7% | 10% | 14% |
| Priority Launch annual path | $2,500 | 7% | 10% | 15% |
$1,021.60 of that is base subscription cash already in the model ($397 + $297 monthly, $3,970 annual, blended 90/10). Everything above it is cash the plan has been completely blind to.
| CAC | Conservative | Base | Strong |
|---|---|---|---|
| $667 your launch conversion rate | 1.74× | 1.87× | 2.05× |
| $500 | 2.32× | 2.50× | 2.74× |
| $350 your target | 3.32× | 3.57× | 3.91× |
| Month | Ad budget | Buyers | Cumulative | Day-one cash out |
|---|---|---|---|---|
| 1 | $3,000 | 4.5 | 4.5 | $5,621 |
| 2 | $5,621 | 8.4 | 12.9 | $10,532 |
| 3 | $10,532 | 15.8 | 28.7 — past break-even | $19,734 |
| 4 | $19,734 | 29.6 | 58.3 — past the full-team gate | $36,976 |
| 5 | $36,976 | 55.4 | 113.7 | $69,282 |
Break-even at 18 customers lands in month 3, not month 6. The full-team gate at 48 lands in month 4. The loop is roughly twice as fast as the slow-ramp column in section 05.
The month-4 budget is 6.6× the month-1 budget. Ad platforms reset learning phases on large budget steps, audiences saturate, and commercial and industrial electrical contractors is a narrow pool. If CPA rises to ~$1,250 the multiple hits 1.0 and compounding stops dead.
Step the budget on a schedule you control — 20–30% increases against proven CPA — rather than dumping every dollar back the moment it lands. The loop still compounds at 20% steps; it just doesn't break the ad account.
At 29.6 signups in month 4, he is at 29.6 × 2.5 = 74 hours + 17 baseline ≈ 91 hours/month ≈ 21 hours per week.
His full-time conversion trigger fires in month 4 — not year two. That changes the character of the decision completely. Budget for it now: +$3,214/month, and have the conversation with him before the loop makes it urgent.
| Adder | When it triggers | Cost/mo | GHL gate | FM gate |
|---|---|---|---|---|
| Baseline as modeled | — | — | 48 | 670 |
| S-corp election | Not before customer 18 | +$600 | 50 | — |
| Creative Lead steps to $30/hr | Month 6, on the exit test | +$893 | 51 | 694 |
| Pravesh converts to full-time salary | 3 weeks over 20 hrs | +$3,214 | 57 | — |
| All three | Fully loaded steady state | +$4,707 | 61 | 694 |
No health-stipend adder. The Revenue Conversion Specialist is remote, not US W-2, so only Support remains US W-2 — and you declined benefits there. That question closes at zero cost.
| Marketing & Content Operator | $4,020 |
| Creative & Conversion Lead | $5,355 |
| Revenue Conversion Specialist | $12,360 |
| Support & Onboarding | $12,480 |
| Total | $34,215 |
Pravesh carries none — hourly has no 90-day commitment to fund. The specialist being remote rather than US W-2 saves $2,640 of reserve.
Cash-neutral with the role installed is 37. Releasing at 30 runs a −$2,600/mo position that closes in three months at your 5/month floor, drawing ~$3,306 of the $12,360 reserve — 27%. Nearly 4× buffer.
Before that, you are the specialist. Your doc: "At launch there is no salesperson — it is the owner." Two non-consecutive call blocks per week, live webinar weekly for 6–8 weeks then twice monthly, and no sales calls on marketing production days — the context switch kills both.
| Line | Expected | Conservative |
|---|---|---|
| Trial · $7 × 100 | $700 | $700 |
| Bump · $27 | $945 35% | $405 15% |
| Upsell-1 · $300 | $1,500 5% | $1,200 4% |
| Upsell-2 · $120 | $840 7% | $480 4% |
| Downsell · $60 | $420 7% | $180 3% |
| Total per 100 trials | $4,405 | $2,965 |
| AOV | $44.05 ✓ matches your sheet | $29.65 |
Trial→paid of 0.65 matches exactly what you told me earlier, and retention 94%/85% brackets your stated 8–10% churn. The inputs are internally consistent.
| Month | Cost per trial | AOV | Liquidation | Status |
|---|---|---|---|---|
| 1 | $65 | $29.65 | 0.46× | loses $35.35 per trial |
| 2 | $55 | $34.40 | 0.62× | loses $20.60 per trial |
| 3 | $45 | $39.30 | 0.88× | loses $5.70 per trial |
| 4+ | $35 | $44.05 | 1.26× | liquidates ✅ |
Overhead $778, ad spend, production, and any hired payroll.
Everything available goes to her first.
In your words: clear her, then get my minimum, then get myself out. That is the sequence and it is now the model.
| Mo | Subs | Contribution | Overhead | Ad gap | Available | Creator | Abe | Reserve | Abe funds |
|---|---|---|---|---|---|---|---|---|---|
| 1 | 21 | $593 | $778 | $1,632 | −$1,817 | $0 | $0 | $0 | $1,817 |
| 2 | 56 | $1,603 | $778 | $1,521 | −$696 | $0 | $0 | $0 | $696 |
| 3 | 122 | $3,488 | $778 | $682 | $2,028 | $2,028 | $0 | $0 | $0 |
| 4 | 252 | $7,190 | $778 | — | $6,412 | $6,412 | $0 | $0 | $0 |
| 5 | 422 | $12,038 | $778 | — | $11,260 | $11,260 | $0 | $0 | $0 |
| 6 | 646 | $18,443 | $778 | — | $17,665 | $12,500 ✅ | $2,500 ✅ | $2,665 | $0 |
| 7 | 945 | $26,959 | $778 | — | $26,181 | $12,500 | $2,500 | $11,181 | $0 |
| Total Abe funds | $2,513 | ||||||||
FloristMark's burn-rate fund is ~$2,500, almost entirely the ad ramp in months 1–2. Once cost per trial reaches the month-3 target the ads pay for themselves and nothing else needs funding — the creator simply receives less until the business grows into her number.
| Ad growth | Abe funds | Creator hits $12,500 | Abe's $2,500 | Reserve starts |
|---|---|---|---|---|
| 70%/mo | $2,627 | Month 5 | Month 5 | Month 5 |
| 35%/mo — recommended | $2,513 | Month 6 | Month 6 | Month 6 |
| 20%/mo | $2,464 | Month 7 | Month 7 | Month 7 |
Not a closer. Delivers the live webinar, moderates Q&A and chat, takes qualified 15-minute calls, records async video answers, follows up with high-intent registrants, and feeds recurring objections back into the webinar, VSL, AI and follow-up. This structure is better than what I proposed and I discarded mine.
| Component | Structure |
|---|---|
| Base | $4,000/mo, location-neutral remote — the motion does not require a US mid-market AE |
| OTE at target | $6,500–7,000/mo · $60k–90k/yr |
| Human-assisted close — annual | $250 |
| Human-assisted close — monthly | $100 after first payment clears + $100 retention bonus after the third |
| Cohort-performance bonus | Rolling ≥200 registrants: <6.5% base only · 6.5–7.49% $500 · 7.5–8.49% $1,000 · 8.5%+ $1,500 |
| Rep-created opportunities | Annual 10% of collected cash ($397) · monthly $150 after first + $100 after third |
| Payment basis | Cash collected, with refund/chargeback clawback |
Every hire gets this table in writing on day one. Anything not listed defaults to the role, not to Abe. That default is deliberate and it is the entire mechanism.
| Decision | Abe | Role decides & informs | Escalate |
|---|---|---|---|
| Weekly priorities and deadlines | ● | ||
| Assignment creation from the quarterly strategy | ● | ||
| Routine QA approval / rejection | ● | ||
| Directing contractors and vendors | ● | ||
| Customer communication (non-refund) | ● | ||
| Spend within the role's monthly cap | ● | ||
| Refunds / credits above threshold | ▲ | ||
| Spend above cap, or any new recurring spend | ▲ | ||
| Any custom client request GHL | ▲ | ||
| Quarterly strategy, offer, pricing | ■ | ||
| Hiring, firing, compensation | ■ | ||
| Anything that changes what the product is | ■ | ||
| Anything that asks the creator to record differently FM | ■ |
| Role | Trigger | Loaded/mo | Reserve | Abe is out when… |
|---|---|---|---|---|
| Pravesh Fulfilment & Automation · $20/hr hourly |
Day one bridge-funded |
$357 + $50/signup | none | A provisioning or API failure occurs and is resolved before Abe knows it happened. |
| Marketing & Content Operator $15/hr × 20 hr/wk |
22 net customers held 3 months |
$1,339 | $4,020 | A full campaign ships — build, publish, email, tracking — without Abe touching the queue. |
| Creative & Conversion Lead $20 → $25 at 90d → $30 at 6mo |
26 net customers held 3 months |
$1,785 | $5,355 | A quarter's angles → copy → briefs → assignments flow from one strategy session. |
| Revenue Conversion Specialist $4,000/mo base, remote · full comp §06 |
30 net customers + 30 qualified leads/mo |
$4,120 | $12,360 | Abe delivers zero webinars and takes zero calls for 30 days, and cohort conversion holds. |
| Support & Onboarding $20/hr FT · US W-2 · no benefits at hire |
48 net customers or >15 tickets/wk |
$4,160 | $12,480 | Zero support items reach Abe for 30 straight days; onboarding Zooms self-schedule. |
| Role | Trigger | Loaded/mo | Reserve | Abe is out when… |
|---|---|---|---|---|
| Marketing & Platform Operator $18/hr × 25 hr/wk · technical ownership folded in |
595 net subs | $2,009 | $6,030 | Multilingual content publishes on schedule and the lesson pipeline runs end to end without Abe in it. |
| AI-Assisted Support Reviewer $15/hr × 10–15 hr/wk |
622 net subs or >20 tickets/wk |
$1,004 | $3,015 | 24-hour SLA held for 30 straight days with zero tickets reaching Abe. |
| Creative & Conversion Lead $20 → $25 → $30 · different person to GHL's |
670 net subs | $1,785 | $5,355 | A quarter of angles, clips and campaigns is produced from the creator's footage on one strategy session. |
| Lesson Editor 3-camera MEVO, auto-synced · 15–20 min |
Per video in overhead |
$20 +$10 clean pass | n/a | Lessons go from three-camera raw to publish-ready against a written cut spec, with no Abe involvement. |
| Short-Form Video Editor clips, captions, resizing |
Per video in overhead |
$10–20 | n/a | Clip packs are ordered by the Creative Lead, not by Abe. |
The hourly agreement: $50/signup, $357 retainer, conversion trigger, scope boundaries, decision rights, and the economics behind the $50.
roles/pravesh-fulfillment-automation/Not a closer — delivers the webinar, resolves the final question, routes objections back into the assets. Full comp structure, the 45-day litmus, decision rights, and a job ad that screens for delivery presence with a 2-minute video.
roles/ghl-revenue-conversion-specialist/Why $20 works here, the one thing that isn't mechanical, and the cut spec itself — angles, cadence, the four reasons to cut, the rejection standard.
roles/floristmark-lesson-editor/Role, skills matrix, 90-day evaluation, decision rights, the $20 → $25 → $30 offer, and a copy-paste job ad with a screening question that separates judgment from production.
roles/ghl-creative-conversion-lead/Same structure, built around finding angles inside the creator's footage and surviving translation into every target language.
roles/floristmark-creative-conversion-lead/You expect to reach $350 within 45–90 days on the strength of your own ad work. Taken as given and modeled that way.
My earlier "pace at $3,000/mo" table was wrong-headed and I've removed it. It treated the budget as fixed. It isn't — section 06 shows the budget compounding at 1.74×–3.91× per month, so "how many customers does $3,000 buy" was never the right question. The right question is how fast the loop compounds before CPA degrades.
| Window | Expected CAC | Reinvestment multiple | What it means |
|---|---|---|---|
| Days 0–45 | ~$667 while creative and funnel tune | 1.87× | Budget still nearly doubles monthly |
| Days 45–90 | Converging | 2.50× | Compounding accelerates |
| Day 90+ | $350 | 3.57× | Fulfilment capacity becomes the limit, not cash |
I recommended tracking annual attach rate weekly. That was built on a 30% annual mix. At 90/10 it is not a lever — annual is a rounding difference in the recurring model, and annual-taken-as-an-upsell is already classed as ad offset by the AOV rule in section 03. Nothing to explain, nothing to track. The recommendation is withdrawn.
| Monthly churn midpoint of your 8–10% | 9% |
| Subscribers at full team | 670 |
| Replacements needed monthly | 60 |
| Trial → paid | 65% |
| Trials needed monthly to hold | 93 |
| Trial revenue at 93 trials | $651/mo toward acquisition |
65% is a fair rate for a $7 low-ticket trial with immediate onboarding and feedback, backed by the retention stack: human outreach to every new subscriber, an AI assistant, a community where members submit arrangements for review, the by-the-stem florist directory, local sourcing resources, and full localization and dubbing no competitor matches.
In one sentence: the risk is not that you hire badly. It is that you keep answering questions you already gave away.
That is the whole flag. Everything below is mechanism.
Earlier: RM-04 margin rebuilt · RM-07 FM technical ownership folded into the Platform Operator · RM-08 two-phase pricing · RM-10 bridge quantified · RM-11 conversion role pulled forward.