The product gets built, delivered and stays alive without Abe knowing it
happened.
Pravesh · day one$20/hr · hourly, no salary$50/signup + $357/mo retainer$100 prepaid floatBridge-fundedDetail → README.md
01
Why hourly, not salaried
The largest single saving in the plan
At target pace
9.6 hrs/wk
2.25 signups/week × 2.5 hrs + 4 hrs baseline.
Cost at target pace
~$857/mo
Against $1,785 for a 20 hr salary, or $3,571 for full-time.
Hiring reserve required
$0
Hourly carries no 90-day commitment to fund and no severance exposure.
Abe cannot be doing fulfilment. Not at customer one, not at customer fifty.
Every hour spent provisioning is an hour not spent on the marketing that produces the next
account — and at the bridge stage that trade is the difference between a 4-month runway and a
6-month one. This is also the role Abe trusts most, structured so that if the business takes
off, the person already in the seat is the one who stays in it.
02
Compensation
Paid monthly on logged hours
Component
Rate
Basis
New-account provisioning
$50
Per new signup · 2.5 hours at $20/hr
Ramp allowance — first 5 accounts
up to $100 ea
One-time, +$250 total. The first builds take longer while the process is defined
Two signups held in advance · $200 during ramp. He starts the moment a sale lands
Anything beyond scope
$20/hr
Approved in advance, logged
The prepaid float — he starts the moment a sale lands. Hold $100
prepaid at all times — two signups' worth. A sale comes in, Pravesh starts: no
invoice, no approval, no waiting for a payment run. Top it back up in the next monthly
payment. During the ramp, hold $200.
Why this matters more than $100 suggests. It removes an approval step from
the critical path between "money received" and "customer gets their product."
That step is Abe. Prepaying is the cheapest possible way to take him out of the delivery loop
— and at a $397/month product, a two-day delay on the first build costs more in first
impression than the float costs in cash.
The retainer is a retainer, not a timesheet. $357/month buys
first-call priority over every other project. Abe's other work always comes
second to GHL Snapshot and FloristMark. It is enforced in practice through Asana board
priority — writing it into the agreement is what makes it survive a busy month.
What the hours actually look like
Signups/week
Provisioning hrs
+ baseline 4 hrs
Total/week
Cost/month
1.25 floor
3.1
4
7.1
~$634
2.25 target
5.6
4
9.6
~$857
5
12.5
4
16.5
~$1,473
6.4 convert
16.0
4
20.0
$1,785
14.4
36.0
4
40.0
$3,571
03
The conversion trigger
Written in advance, on purpose
Convert to a full-time salary when logged hours exceed 20 per week for
3 consecutive weeks.
That is roughly 6–7 signups per week sustained — about 3× the current
target. Cost at conversion: +$3,214/month, moving the GHL full-team gate
from 50 to 58 customers.
Track weekly hours from day one. The number is the trigger and it
costs nothing to watch. Writing it down now is the whole point — without it the conversion
happens the way these things always happen: as an emergency, after something breaks, decided
at the worst possible moment.
04
Scope
Everything unlisted is his call
✓ Owns
New-account provisioning — every customer gets a built, personalized, working snapshot. 2.5 hours, repeatable
Automation reliability — the machinery never silently fails; if it does, it's fixed before Abe notices
The GoHighLevel private app — the Growth System marketplace app
API scripts — the ones that trigger the workflows that personalize and reveal the native GHL modules
Snapshot Master Source hygiene — no live prospects, no sales activity, no client data or credentials, no one-off edits
Failure QA — catch, diagnose, fix without escalating
✕ Does not own
Marketing, campaigns, content — Operator · Creative Lead
Sales, webinars, calls — Abe, then the Revenue Conversion Specialist
Support tickets and onboarding calls — Support & Onboarding
Product decisions, pricing, offer — Abe
Custom client work of any kind — nobody. Custom requests get declined or separately scoped by Abe
That last line is load-bearing. The entire business model depends on
fulfilment being standardized and repeatable at 2.5 hours. A custom request accepted quietly
at the fulfilment layer is how a productized business turns back into an agency.
05
Where it sits in fulfilment
Onboarding submitted → product revealed
Before
Purchase & onboarding
Purchase
Billing access
Onboarding form
Information collected
→
Pravesh
Build & personalize
API scripts fire
Workflows build the modules
Personalization applied
QA before reveal
Failures caught and fixed
→
After
Reveal & support
Product section revealed
Delivery
Support & onboarding call
The product stays hidden in the
member area until onboarding is complete and the build has run. Pravesh owns everything between
"onboarding submitted" and "Product section revealed."
06
Decision rights
Tooling and API spend cap $500/month
Decision
Pravesh
Escalate
How a provisioning problem gets fixed
●
Refactoring or improving the automation
●
Tooling and API spend up to $500/month
●
Scheduling his own work
●
Spend above $500, or any new recurring spend
▲
Any custom request from a customer
▲
Anything that changes what the product includes
▲
Hours expected to exceed 20/week
▲
07
Evaluation & economics
The exit test. Abe is out when a provisioning or API failure occurs and is
resolved before he knows it happened.
Standards
Provisioning time per account
2.5 hrs after the first 5
Failures reaching Abe
Zero
Weekly hours logged
Every week
Master Source hygiene
Clean
Custom requests accepted at his level
Zero
The economics behind the $50
Paid acquisition per customer
$350
Provisioning — Pravesh
$50
Less activation fee collected, blended
−$258.91
Net acquisition cost
$141
Monthly contribution per customer
$378.79
Payback period
0.37 months
Fulfilment is 12.5% of gross acquisition cost and is repaid
inside the first two weeks of the customer's life. That is what makes hourly
viable — the cost scales exactly with revenue and never sits idle.
08
What Abe supplies
Item
Why
Snapshot Master Source access
The source of every build
GHL agency account and private app credentials
The environment
The provisioning runbook — or agreement to write it during the first five builds
The first five accounts are where the repeatable process gets defined. That is what the $100 ramp allowance pays for
Asana board with both businesses set as top priority
This is how first-call priority is enforced
A weekly hours log both parties can see
The conversion trigger depends on it
09
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.