Everything downstream of the angle is already automated or nearly so. The
mechanics are not the problem. Choosing what to say next — and carrying that decision
through every asset that has to line up behind it — takes the owner about two days per angle,
and it is the one thing he cannot brush over.
The judgment
Read past performance. Decide the next angle. Say why in one sentence. This is the job.
The cascade
One angle has to reach every asset — ad, hook, VSL beat, landing page, email, follow-up. Nothing may contradict it.
The handoff
Write the assignment; someone else executes. You direct the operator and the video editor — you do not build.
02
Where you sit
Upstream · you · downstream
Upstream — Abe
Quarterly strategy
Business direction
Offer & pricing
Performance data
Ad account & budget
→
You
Angle & creative bundle
Choose the angle
Write the copy
Brief the visuals
Write the assignments
Final QA on everything
Set your own deadlines
→
Downstream
Execution
Marketing & Content Operator
Short-form video editor
Publishing & email queue
The boundary that makes this work: the quarter's angles are approved in
one batch. You do not return for approval on individual pieces. If you find
yourself asking permission for something that isn't strategy, pricing, product or ad budget,
the answer is already yes.
03
What you own
Everything unlisted defaults to you
✓ Yours
The angle — chosen from performance, defensible in one sentence
Visual briefs — there is no designer; AI, stock and screenshots
Downstream assignments — you direct the Operator and the editor
Your own priorities and deadlines — nobody chases you
✕ Not yours
Quarterly strategy and offer direction — Abe
Pricing and packaging — Abe
Ad account management and budget — Abe, initially
Product decisions — Abe
Fulfilment, provisioning, GHL technical work — Pravesh
Sales calls and webinar delivery — Abe, then the Revenue Conversion Specialist
Support tickets — Support & Onboarding
04
The week
20 hours, flexible, no fixed schedule
3h
5h
6h
3h
2h
1h
Performance reviewAngle developmentCopy & final QAVisual briefs & assignmentsDirecting downstreamWeekly review with Abe
Quarterly
One strategy session with Abe. You leave with the
quarter's angles approved in one batch. This is the only session that
sets direction.
Weekly · 60 min
Status, blockers, what shipped, what the numbers
did. Not an approval meeting.
Daily · yours
You set priorities, write assignments, review work
and close loops. Nobody assigns your day.
05
What you produce each quarter
#
Deliverable
Definition of done
1
2–3 approved angles
Each with a one-sentence thesis and the evidence behind it
2
A creative bundle per angle
Ad concepts and hooks, VSL or webinar beats, landing page copy, email sequence, retargeting
3
Visual briefs
Written so the Operator executes without asking a single question
4
Quarter-end performance read
What worked, what didn't, what you'd do differently
5
Running market swipe
What other operators in this space are saying, and where the gap is
06
Skills
The "not required" column is as important as the first
Must have
Direct-response judgment — you can say what results mean, not just what they are
Conversion copywriting — emotion and outcome over features
Positioning — three ways into one offer, and why one wins this quarter
Native-level written English — the role is 60% writing
Self-direction — a direction and a quarter, not a task list
Briefing others — you write it, someone else executes it
Nice to have
B2B or trades/contractor marketing
GoHighLevel, or any CRM/funnel platform
Webinar and VSL funnels specifically
Reading an ad account and a CRM report unaided
Explicitly not required
Design skill — AI, stock and screenshots
Video editing
Development or technical build
Media buying — Abe runs the accounts initially
Being in the United States
07
How you're evaluated
Written in advance, not decided later
The exit test. Abe is out when a full quarter's angles → copy → visual
briefs → assignments flow from one strategy session, and he sees only the batch approval
and the results.
DAY 30
First complete bundle
You have shipped a full creative bundle for one angle without Abe writing any of it.
DAY 45
Self-directed
You are setting your own deadlines and directing the Operator without routing through Abe.
DAY 60
Escalations under control
Fewer than 2 out-of-scope escalations per week. If they're still frequent, we treat
that as our contract being unclear before we treat it as your performance.
DAY 90
A full quarter from one session — raise to $25/hr
One quarter's worth of work produced from a single strategy session.
08
Decision rights
Spend cap $1,500/month
Decision
You decide
Escalate
Weekly priorities and deadlines
●
Turning the quarterly strategy into assignments
●
Routine QA — approving or rejecting work
●
Directing the Operator and the video editor
●
Spend up to $1,500/month
●
Spend above $1,500, or any new recurring spend
▲
Anything that changes the offer, price or product
▲
09
The offer
Published in advance, tied to a written test
Start
$20/hr
$1,733/month at 20 hrs/wk
Entry rate. The written test arrives on day one.
90 days
$25/hr
$2,167/month at 20 hrs/wk
Unlocked by passing the day-90 exit test — not by a review conversation.
6 months
$30/hr
$2,600/month at 20 hrs/wk
Unlocked by sustaining it for a full quarter.
Why the ramp is public. It tells you exactly what you have to do to earn
more, and it tells us whether you back yourself. Both are useful on day one.
Contractor engagement, paid monthly. Not a salaried employee; no benefits. 20 hours per
week, flexible — no fixed hours, no timezone requirement.
10
What Abe supplies before day one
Item
Why the role can't start without it
Past ad and funnel performance
The first job is reading it
The quarterly strategy document
This role converts strategy into angles — there has to be a strategy
Asana board and priority convention
Assignments live there
The offer stack — upsell and downsell detail
The angle has to carry all the way through the AOV funnel
Sales-call recordings or notes
Fastest route to real objections and real language
11
Your first 90 days: the escalation log
A duty of the role, not a performance measure
You keep a running log of every question you escalated to Abe — what you asked, and
what the decision rights table said about it. You bring it to the weekly review.
If you escalate something the table already assigns to you, Abe replies "your
call" and it goes in the log as a training gap, not a decision.
Why this exists. The most common way an arrangement like this fails is not a
bad hire — it is the owner quietly answering questions he already gave away, and the role
quietly letting him. The log makes that visible while it is still fixable.
More than 2 out-of-scope escalations per week by day 60 means the role's boundaries
were written badly. That is a signal to fix the contract, not to question you.