Sales process and
system SOP

30-second punchline

Status board · every section, one screen

22 sections in the SOP. Every section is a proposal until leadership approves it. The table below groups by current status. Section numbers map to anchor links in the left nav. Click to jump.

📋 Designed and ready for implementation (12)

These sections have a complete v0.1 design. No further open questions inside the section itself. Ready to implement on leadership approval. Each row describes what the section actually proposes.

🟡 Drafted, needs team or owner review (8)

These sections have a v0.1 draft but the design needs walkthrough with the named reviewer before going live. Walking through and locking these is the immediate post-presentation work.

⚠ Needs explicit leadership decision (4)

🔴 Still TBD (2)

Next steps

1. Lock the 4 leadership decisions today so Brendan can wire personalization, closers can train on the locked sequencing, and the price-drop list circulates.
2. Chris reviews Section 04 within the week so scoring is locked before Brendan's form build hits production.
3. Port the rep onboarding SOP into Section 20. Assign owner.
4. Brendan's platform target live within 30 days. Transitional state on Femi + GHL until then.
5. Staff the sales ops lead role or explicitly assign founder to fill in until staffed.
6. AN dashboard sub-project: port from the proven internal dashboard pattern, configure AN-specific custom fields, ship to its own Cloudflare Pages project.

Canonical naming (one thing, three names)

The same calendar, pipeline stage, and call sometimes go by different names depending on context. Reference table for anyone reading the deeper sections:

Two offers + four lead sources + no defined process today = a leaky funnel. This section names what is broken and what we are guaranteeing instead.

We have two offers and (soon) four lead sources but no single, documented sales process that ties them together. The funnel leaks in predictable places. Reps don't follow the systems that already exist. Leadership is not holding the operating discipline. The new SOP fixes the leaks AND makes the day-to-day execution boringly repeatable.

What is broken today

• No formal lead scoring. An application exists but qualified vs unvetted is not codified, so routing is inconsistent.
• Speed to lead is inconsistent. The 5 minute target is a goal, not a system. New leads can sit unworked.
• Leads slip into limbo. Open opportunities can exist without a task, without a dialer queue, and without an owner watching them.
• Two dialer systems in parallel. Reps currently dial from both Wave Power Dialer and Go High Level. We are transitioning to GHL only so there is one source of truth for dial activity, cadence, and reporting.
• Pipeline stages have no enforced entrance or exit criteria. The stages exist but reps don't follow them consistently. We need to write them down AND get the team to actually follow them.
• Follow up is ad hoc. FU1, FU2, FU3 are not tracked as a system. Per-offer call structure (one-call-close vs two-call-close, what happens on call one vs call two) is not defined.
• Contracts and payments are not centrally visible. No single view of who has a contract out, who signed, who paid.
• Sales reps are not following the existing infrastructure. Root cause: sales ops leadership is broken. Process exists in places; enforcement does not.
• Daily reporting is not accurate. Closed-won documentation is not accurate. Reps are not held accountable to update either daily reporting or closed-won records.
• Show / no-show rates are not updated in GHL. Reps skip the appointment status step, which corrupts every downstream conversion metric.
• Too many calendars. Current calendar sprawl is creating routing confusion. Resolved in Section 06.
• No clear KPI dashboard. No single view of conversion rates, drop-off points, or per-rep performance against targets. Belongs to the AN dashboard sub-project.
• Lost reasons are not consistently tracked. The lost-reason custom field exists in GHL with 10 options, but reps don't update it when moving leads to Disqualified or Closed - Lost. Taxonomy and enforcement defined in Section 13.
• No daily sales meeting / KPI review. No standing forum to review yesterday's numbers, today's plan, blockers.
• No client wins or sales training in cadence. No structured time on the calendar for skill-building.
• No call reviews or coaching. Setters and closers are not reviewed or coached on thinking and approach during sales calls.

What this SOP guarantees

• Every lead is touched within 5 minutes of arrival.
• Every open opportunity is either in a power dialer queue or has a future-dated task. No exceptions.
• Every pipeline stage has a written entrance and exit rule.
• Every rep starts and ends the day with the same checklist.
• Every contract has a tracked status all the way through to paid and onboarded.
• One dialer system: GHL. Wave Power Dialer is deprecated.
• A defined closing process. 2-call default, 3-call DFY exception. (Section 07.)
• Sales ops accountability rituals. Daily KPI review, weekly client wins / training, weekly call coaching cycle. (Section 19.)
• Every lost lead has a written reason from the lost-reason taxonomy. (Section 13.)

DFY (we acquire on the client's behalf) and AC (we train them to broker deals). Either is the upsell or the downsell, decided live on the consult call.

Every lead is either a fit for one of these two offers, both, or neither. The sales process is built so either offer can be the upsell or the downsell depending on what the lead can afford and what they want to do with their time.

Four sources, all routed through the same unified application into the same lead-facing calendars. No per-source rules.

Four lead sources, two live and two coming. All four route through the same unified application (Section 04) into the same lead-facing calendars (Section 06). No special-case routing per source. Source attribution is captured as a custom field for reporting only.

One application with a capital-fork on Page 1. Every submission produces both a DFY and an AC score. Score thresholds determine routing (Section 05).

Page 1. The capital fork (the honest qualifier)

Page 1 asks one question. It splits the form into two branches with tailored downstream questions, AND it serves as the first honest qualifier. We chose capital over preference because asking "do you want DFY or AC?" is aspirational (everyone says DFY); asking "do you have the capital?" is the truthful axis.

Universal questions (asked of EVERYONE regardless of branch)

These are the inputs to BOTH scoring rubrics. Asked on both the DFY branch and the AC branch.

• Full name, email, phone, city/state (not scored)
• Declared liquid capital amount (range select, finer-grained than the Page 1 yes/no) (scored: feeds DFY Capital)
• Current annual income (range select) (scored: feeds DFY Income AND AC Cash Runway)
• Timeline (when do you want to acquire / start earning?) (scored: feeds DFY Timeline)
• Prior experience (single select: business owner / sales pro / operator-exec / investor only / none) (scored: feeds DFY Experience AND AC Sales/business experience with different weights)
• Hours per week available to commit (scored: feeds AC Time Available)
• One sentence: why do you want to do this? (scored: feeds AC Motivation Quality, judged by closer)
• Page 1 fork answer (DFY or AC) (scored: feeds both rubrics, opposite weights)
• Source attribution (auto, hidden, not scored, used for reporting)

Branch-specific questions (asked on ONE branch only)

These do NOT feed the scores. They serve two purposes only: (1) tailored UX so each ICP's form feels custom-built, (2) qualitative context for the closer's pre-call prep on Consult 1.

• DFY branch only: capital structure (cash vs SBA-eligible), target industries, hands-off vs involved preference
• AC branch only: network strength (existing professional network), self-described comfort with cold outreach, prior commission-based work

How dual scoring works (the mechanic)

Example: a lead answering "Prior business owner" on the experience question scores 20 pts on the DFY rubric (operator background = strong DFY fit) AND 25 pts on the AC rubric (operator background also makes a strong consultant). Same answer, both rubrics rewarded it. By contrast, a lead answering "Sales pro" scores low on DFY (sales doesn't equal capital readiness) but maxes AC.

Why this beats the obvious alternatives

• Two separate applications (one DFY, one AC) loses the cross-sell signal. An AC applicant with $300k who never gets asked the capital question is a missed DFY booking.
• One unified app with no fork means everyone answers all 10+ questions. Worse UX, less ICP fit, and no signal for branding the form.
• One unified app with capital fork gives each branch tailored questions (feels custom-built per lead) AND keeps the universal questions for dual scoring.

Edge case handled

Lead lies on Page 1 (says yes to $100k+ but later declared-capital amount is <$100k). The contradiction shows up in the universal questions. DFY score lands low, lead routes to Universal Discovery (Section 06) where the setter probes and pivots to AC if appropriate.

Scoring rubric (proposed weights)

Two scores compute on every submission. Both scores are computed from the universal questions above. Branch-specific questions do not contribute. The higher score determines primary routing; both scores are stored on the contact record so the closer can see them pre-call.

DFY score (max 100)

AC score (max 100)

Routing thresholds

• Qualified (either offer). Either DFY score ≥ 70 OR AC score ≥ 70. Routes to Universal Consult (closer, 60 min, Consult 1 in Section 07). Closer sees both scores pre-call and pitches the better-fit offer.
• Unvetted. Both scores between 40 and 69, OR application data is incomplete. Routes to Universal Discovery (setter, 30 min). Setter confirms path and either upgrades to consult or pivots offers.
• Disqualified. Both scores below 40 AND capital <$50k AND time <5 hrs/wk. Goes straight to Disqualified pipeline stage with the lost reason logged. No calendar booking.

Where it lives

Future state (within 30 days): the application form lives on Brendan's rebuilt main website. Form submission triggers a webhook that writes both scores AND the routing decision (Disqualified / Discovery / Consult) into the GHL contact record as custom fields. A GHL workflow then assigns the right calendar invite and pipeline stage automatically.

Today (transitional): two parallel forms exist (Femi's software for AC-side job applicants, GHL form for DFY). Both will be deprecated when Brendan's unified form ships.

Three lanes: Disqualified / Universal Discovery / Universal Consult. Decided by the scores from Section 04. Cross-sell is the default mode at every consult.

Three lanes, decided by the application scores from Section 04. No 2x2 matrix, no per-source rules, no per-offer calendars at the lead-facing layer. Simplest version that still respects qualification.

Cross-sell is the default mode

On every Universal Consult, the closer reads BOTH the DFY score and the AC score before the call. The closer picks the primary pitch based on the higher-scoring offer, and keeps the other offer ready as the upsell or downsell during the conversation. Cross-sell is not a fallback for failed pitches; it is the structural default.

Setter pivot mechanic

On Universal Discovery, the setter qualifies the lead in real time. If new info changes the routing decision (lead claimed $100k+ on the application but real capital is $40k → pivot to AC consult; or vice versa), the setter books the appropriate consult on the spot. The setter is trained as a generalist on both offers.

Four calendars total: 2 lead-facing universal + 2 internal-only offer-specific FU. Setters never pick offer-specific calendars; only closers do, only after a real call.

The three options

Our recommendation: Option B (Hybrid)

Option B captures the personalization upside (show-rate lift, conversion thank-you pages, ICP-tailored pre-call videos) without re-introducing the calendar sprawl that Section 01 explicitly named as broken. Universal calendars stay simple for leads and ops. Personalization fires off the existing service_dfy and service_ac custom fields. Cross-sell stays structural at the consult itself (closer reads both scores pre-call regardless).

Why not A: under-uses a real conversion lever (personalized reminders) for marginal simplicity gain.

Why not C: re-introduces the complexity we just removed. The personalization benefit can be captured without splitting calendars. Calendar count and reminder personalization are not coupled. Option C conflates them.

How to implement Option B

The mechanic in five parts. Assumes leadership picks Option B.

1. Data model (uses existing GHL custom-field pattern)

Two parallel state-machine fields, one per offer. Already the team's standard pattern.

• service_dfy (single-select): Interested / Qualified / Consult Booked / Contract Sent / Purchased / Not Interested
• service_ac (single-select): same enum
• dfy_score (number, 0–100) and ac_score (number, 0–100): from Section 04
• source_attribution (single-select): meta-dfy / job-platform / web-app / ac-webinar

2. Content path is set by source + Page 1, NOT by score

This is the critical UX rule. Lead's content expectation is set by where they came from. Score determines calendar routing only.

Score is computed alongside this and stored, but score does NOT swap content paths. A DFY-source lead with low capital still gets DFY content pre-call. The setter or closer pivots them to AC on the call (human, contextual, not jarring) and updates service_ac = "Interested" at that point.

3. Thank-you page personalization

Brendan's form redirects to a dynamic thank-you URL based on which service field got set:

• service_dfy = "Interested" only → redirect to /thanks/dfy
• service_ac = "Interested" only → redirect to /thanks/ac
• Edge case: both set or neither → /thanks/generic

Three thank-you-page variants on Brendan's platform. Each has a tailored video, expectations content for the respective consult type, and any pre-call prep instructions.

4. Reminder + pre-call video automation (GHL workflows)

One workflow per lead-facing calendar with a conditional branch on the service fields:

Trigger: Appointment booked on Universal Consult
  ├─ If service_dfy = "Interested" AND service_ac is empty
  │     → fire DFY reminder sequence (with DFY pre-call video link)
  ├─ Else if service_ac = "Interested" AND service_dfy is empty
  │     → fire AC reminder sequence (with AC pre-call video link)
  └─ Else (both or neither)
        → fire generic reminder sequence

Same pattern for Universal Discovery (lighter personalization OK there since the call itself is path-finding).

5. Post-call updates (driven by reps, not automation)

After every call, the rep updates one or both service fields to reflect what was discussed:

• Lead is interested in the offer they came in for → set/upgrade that service field's stage (e.g., service_dfy = "Consult Booked")
• Cross-sell happened on the call (closer pitched the OTHER offer too) → set the second service field (e.g., service_ac = "Interested")
• Lead said no to a specific offer → that service field gets "Not Interested"

From this point forward, the longer-term nurture drips and follow-up sequences fire off the service field stages. The same fields that drove the pre-call content. One data model, full lifecycle.

6. What Brendan needs from us to build the form

• Final scoring rubric (Chris owns; Section 04). Locks the math the form runs.
• Exact GHL custom field names: service_dfy, service_ac, dfy_score, ac_score, source_attribution (and confirm exact case + spelling matches GHL).
• Exact enum values for the service fields (Interested / Qualified / Consult Booked / Contract Sent / Purchased / Not Interested). Brendan's writes must match GHL's existing options exactly or they silently fail.
• GHL webhook endpoint and auth method for posting the application payload.
• Thank-you URL pattern: /thanks/dfy, /thanks/ac, /thanks/generic.
• Three thank-you videos + three pre-call videos (DFY, AC, generic). Content team owns production.

Technical risk: if scoring math runs in client-side JS, savvy applicants can game it via browser dev tools. Two mitigations: (a) run the scoring server-side in a small endpoint, or (b) send raw answers to GHL and let a GHL workflow compute the scores. (b) is simpler.

Locked architecture (assumes Option B)

Lead-facing calendars (universal, generic reminders)

Internal-only calendars (offer-specific, closer books after a call)

Why the front-end stays universal

Lead-facing reminders ("your call", "your consult") stay generic. The lead's offer fit is finalized in the call, not before. Generic front-end copy lets the closer pivot framing in Consult 1 without contradicting earlier reminder language. By the time we book a Follow Up Consult, the path is KNOWN from a real call. That is the right moment to switch on offer-specific automation.

Per-offer nurture is post-call, custom-field driven

In addition to the FU calendar's offer-specific reminders, the rep updates the service_dfy and service_ac custom fields at the end of every call to reflect what was discussed and the lead's interest level for each offer. Stage transitions on these fields trigger the appropriate longer-term nurture sequence:

• service_dfy moves to Interested or higher → DFY nurture drip (case studies, capital deployment content, deal flow updates)
• service_ac moves to Interested or higher → AC nurture drip (consultant earnings stories, training modules, networking events)
• Both fields active → mixed nurture, cross-sell positioning
• Both fields set to Not Interested → re-engagement drip, then disqualified after N touchpoints with no reply

Cognitive load split

• Setters only ever interact with Universal Discovery. They do not pick offer-specific calendars.
• Closers are the only role that books the offer-specific FU calendars, and only after a call where the path is known.
• Leads only see lead-facing calendars. They never see the FU calendar names.

Calendar deprecation (legacy sprawl)

Today's sprawl includes separate DFY-Discovery, DFY-Consult, AC-Discovery, AC-Consult calendars (and possibly duplicates from prior experiments). On v0.3 ship:

• Migrate any future-dated lead bookings on old calendars to the new Universal Discovery / Universal Consult
• Replace old offer-specific FU calendars with the new DFY FU Consult / AC FU Consult
• Disable retired calendars (do not delete; archive for historical reporting)
• Update GHL routing workflows to use only the four new calendars
• Update reminder automations

Two-call default close. Consult 1 = path-finding (no pricing). Consult 2 = full pitch + close + contract. DFY-only Consult 3 = live contract review when needed. AC is 2-call max.

The shape

Consult 1 · Universal Consult

60 min. Closer. Lead-facing calendar. The path-finding call.

• Pre-call: closer reads BOTH DFY and AC scores from the application (Section 04). Writes a one-line "primary pitch + likely upsell/downsell" note.
• Open: rapport + permission to dig.
• Discover: validate the application data on capital, capability, timeline. Probe for the pain and vision.
• Diagnose: pick the right path (DFY or AC) based on what came up in the call, not just the score.
• Recommend: clearly state the recommended path and why.
• Close to next call: book the offer-specific FU Consult on the spot.
• For DFY leads, ask for NDA signature. Micro-commitment. Sub-section below.
• Update service_dfy and service_ac stages before leaving the contact record. These fields drive every downstream automation.
• What does NOT happen on Consult 1: no full-offer pitch, no price reveal, no contract talk. Discipline matters here. Premature pricing kills momentum.

Outcome paths from Consult 1:

• Consult 2 booked + NDA sent → pipeline moves to Follow Up Consults stage
• Need more time before re-engaging → Follow Up stage with future-dated task
• Hard no → Closed - Lost (lost reason from Section 13 taxonomy)
• Path unclear → soft hand back to setter (rare)

DFY NDA · micro-commitment at end of Consult 1

For DFY-track leads, end of Consult 1 includes a small ask: sign our NDA. Deliberate micro-commitment. Does two things: (1) gauges seriousness by surfacing leads who balk at signing anything (a real low-intent signal), and (2) unlocks access to a deeper client results feed (case studies, deal outcomes, anonymized client journeys) we don't share publicly. NDA is short, standard, frictionless. Intent isn't to lock anyone down. It's the psychological commitment.

• What gets sent: standard NDA from a templated link (e.g. PandaDoc or DocuSign).
• When: closer sends it during the last 5 min of Consult 1 with a verbal "going to send you this real quick, takes 60 seconds to sign." Lead signs on the call if possible.
• What unlocks on signature: automated email from GHL with access to the client results feed.
• Tracking: nda_sent_at and nda_signed_at custom fields. Both date-stamped automatically via the contract platform's webhook to GHL.
• If not signed within 24 hrs: automated reminder fires. After 72 hrs without signature, closer flagged with FU task.
• If lead refuses NDA: not automatically a deal-killer, but a real signal. Closer notes the refusal and reason. May still proceed to Consult 2 but with calibrated expectations.

Consult 2 · DFY or AC Follow Up Consult

60 min. Closer. Internal-only calendar (closer picks DFY or AC at booking time). The close attempt.

• Pre-call: closer reviews Consult 1 notes, NDA-signed status, the lead's stated path, and confirms pitch deck.
• Open: recap the path agreed on Consult 1. Get verbal alignment on what we are solving for.
• Demonstrate: the offer in detail, customized to the lead's stated goals.
• Pitch: full offer + full price. Price is revealed here for the first time.
• Handle: objections via the standard playbook.
• Lite contract review: walk the lead through the key terms (deliverables, timeline, fee structure, refund policy). NOT page-by-page (that's Consult 3). The intent is they know the gist of what they're committing to before the deposit ask.
• Price drop (if needed): ONLY pre-approved structured incentives. No freelance discounting. Drops tied to specific behaviors ("if you commit today" / "if you pay in full"), not just for asking.
• Close + deposit ask: ask for the $5K deposit (DFY) or equivalent (AC, see below). The deposit is the real commitment. See sub-section below for the mechanic and why this works.
• If deposit paid: Pre-Onboarding experience triggers automatically. Closer chases signed contract + wire of balance in parallel.
• If yes verbal but no deposit: contract sent during the call OR within 30 min after, but acknowledge this is weaker commitment than deposit-paid.

Outcome paths from Consult 2:

• Deposit paid → Contract Negotiations stage + Pre-Onboarding starts. Closer chases signed contract + balance wire.
• Verbal yes but no deposit + contract sent → Contract Negotiations stage. Weaker commitment, more risk of fade.
• Need to think / contract review needed (DFY only) → book Consult 3 on DFY FU Consult calendar
• Hard no → Closed - Lost (lost reason)
• Soft no with future timing → Long Term Follow Up with future-dated task and reason

DFY deposit mechanic ($5K end of Consult 2)

The $5K deposit is the real commitment moment, not the contract signature. Asking for a deposit at end of Consult 2 does three things:

• Surfaces true objections. A lead who said yes verbally but balks at the deposit reveals what's actually holding them back. That's the real objection to handle, not the surface one.
• Anchors the buying decision in action. Money moved means commitment. Verbal yes + no money = polite no in disguise.
• Unlocks the Pre-Onboarding experience. Once deposit is paid, the lead enters Pre-Onboarding (see below) while the closer chases signed contract + remaining balance wire. Two parallel tracks that compound momentum.

The ask: closer frames the deposit as "the way we start. The deposit secures your spot on our pipeline and triggers Pre-Onboarding so we can move on day one once the contract is signed. Refundable if we mutually decide the deal isn't a fit." (Confirm refund language with legal in Section 22.)

Tracking: deposit_amount, deposit_paid_at, pre_onboarding_started_at custom fields. Date-stamped automatically when payment lands.

Pre-Onboarding experience (triggers on deposit paid)

The window between "deposit paid" and "signed contract + balance wired" is the highest-trust moment in the entire sales process. The lead just put money down. They want to feel like they made the right call. Pre-Onboarding is what makes them feel that, while the closer finishes the contract paperwork in parallel.

• Welcome packet sent automatically: branded PDF or page with "what happens next", the team, the timeline, the first 30 days.
• Intro to the delivery team: short video or email from whoever runs delivery, introducing themselves and the kickoff process.
• Onboarding checklist preview: what we need from the client (financials, target industries, etc.) so they can start gathering.
• Calendar invite for the kickoff meeting (held after contract signed + balance wired, but the invite goes out now so it's on their calendar).

Pre-Onboarding runs in parallel with closer's contract chase. The closer is still the deal owner during this window. Handoff to onboarding doesn't fully happen until Closed - Won (contract signed + full payment received).

AC parallel · still being defined

Consult 3 · DFY Contract Review (exception)

45 min. Closer. Books another slot on DFY FU Consult calendar. DFY only. Never for AC.

• Trigger: Consult 2 didn't close but lead is still active and engaged.
• Walk: page-by-page through the contract live.
• Reaffirm: the value, the outcomes, the timeline.
• Address: any final objections (often signature anxiety on a large commitment).
• Close: signature on the call. Payment confirmed during or immediately after.

Outcome paths from Consult 3:

• Signed + paid → Closed - Won (handoff to onboarding)
• Hard no → Closed - Lost (lost reason)

For AC: 2-call max

AC offer is at a price point where Consult 2 should close. If it doesn't close on Consult 2, the lead either gets an FU task (Section 16) or moves to Closed - Lost. We do not run a Consult 3 for AC. Adding a third touch at the AC price point destroys economics.

Where things happen (cheat sheet)

Full contract send and payment mechanics are defined in Section 17. This section defines when; Section 17 will define how.

Open decision · call sequencing for pricing, objections, lite contract, deposit

Journey milestones (custom fields, not pipeline stages)

The pipeline stages (Section 11) capture the SALES STAGE the lead is in (Free Consultation, Follow Up Consults, Contract Negotiations, etc.). The journey milestones below are custom fields with date stamps that track the micro-commitments within those stages. Lets you build clean progress views in the dashboard without exploding the 15-stage pipeline.

These fields drive the end-of-pipeline progress tracker. Anyone looking at a contact can see exactly where they are in the journey at a glance. Section 11 (Pipeline stages) gives the sales stage; these fields give the within-stage position.

Hard rules

• Never let 3-call become the default. Consult 3 is a DFY exception, not a step in the standard process.
• No pricing on Consult 1. Premature price reveal kills momentum and removes the deep-dive moment.
• No freelance discounting. Only pre-approved structured incentives. Closers cannot negotiate price freely.
• FU Consult booked at Consult 1 close. Don't let the lead leave Consult 1 without a calendar invite for Consult 2 in their inbox.
• NDA sent at end of Consult 1 (DFY). Signature within 24 hrs unlocks client results feed.
• Deposit ask at end of Consult 2 (DFY $5K). Deposit-paid is the real commitment, not verbal yes.
• Contract sent within 30 min of Consult 2 close. Hot is not later than that.
• Pre-Onboarding auto-triggers on deposit_paid_at. Closer doesn't manually fire it.

Tracking signals

• Consult 1 → Consult 2 conversion rate, broken out by offer (DFY vs AC).
• NDA send rate (% of DFY Consult 1s where NDA was sent).
• NDA signature rate (% of NDAs sent that got signed within 72 hrs).
• Consult 2 → deposit paid conversion, DFY only (the real commitment metric).
• Consult 2 → contract sent conversion rate, per offer.
• Deposit paid → final payment received conversion (deposit-to-close lift).
• Consult 3 frequency relative to DFY Consult 2: if > 30%, the 2-call default isn't holding. Either fix Consult 2 mechanics or formally officialize 3-call.
• Avg days from Consult 1 to contract sent, per offer.
• Avg days from deposit paid to contract signed.
• Avg days from contract signed to final payment received.

Every new lead on a phone call within 5 minutes. Single mechanism: GHL Power Dialer manual action queue.

Target: every new lead is on a phone call attempt within 5 minutes of arrival.

Notification path

• New contact created in GHL → SMS notification fires to assigned setter
• App push notification fires to setter device
• Lead is added to the New Leads pipeline stage AND to the GHL Power Dialer manual action queue

The single mechanism: GHL Power Dialer manual action

New leads enter the dialer via a manual action queue. The setter opens the GHL Power Dialer and burns the queue top to bottom. This is the ONLY mechanism for new-lead intake. No smart lists, no parallel task lists, no Wave Power Dialer.

Hard rules

• 5 minute target is non-negotiable. Tracked on the dashboard. Violations are coached.
• Any new lead notification interrupts whatever the setter is doing, except a live call.
• If the setter is unavailable, the routing workflow reassigns to the on-call setter within 5 minutes.

GHL only (Wave deprecated). Workflow-driven cadence: 0 / +3hr / +1d / +1d each / +3d each / +7d each / stop at attempt 12.

One workflow drives the whole call cadence. Trigger: contact is new or the Total Outbound Call custom field updates. Workflow checks pipeline stage (must be New Leads or No Answer) then routes by call number:

Why same-day double tap

Hours 0 and +3 catch leads in the same emotional window they were in when they applied. Every additional day is a measurable drop in pickup rate. We pay for the lead. We earn the right to call them twice in their first day.

Re-entry

Each outbound call increments Total Outbound Call, which re-enters the lead into this workflow. The workflow is therefore self-driving: rep just keeps working the dialer queue and the cadence rebuilds itself.

Ordering caveat

GHL Power Dialer does not let us sort the manual action queue. It plays from oldest to newest. To prioritize New Leads ahead of No Answer, we run two workflows that drop into two different manual actions. Setter dials the New Leads action first, then the No Answer action.

Five GHL dispositions cover every call outcome (sixth slot reserved for future). Every disposition that isn't No Answer requires a note on the contact within 15 min. The contact record is the source of truth, not the rep's head.

The 5 call dispositions

GHL allows up to 6 active disposition slots per Power Dialer. We use 5. The 6th is intentionally reserved for future expansion. Dispositions are mutually exclusive (one per call attempt) and drive cadence, automation, and reporting.

Why this design vs the Wave-era setup

On Wave Power Dialer (now deprecated, see Section 01), the team had ~17 dispositions including separate slots per lost reason (Lost - Insufficient Funds, Lost - Bad Timing, Lost - Went With Competitor, etc.). GHL caps at 6.

We don't lose the granular loss tracking. We separate concerns:

• Disposition (this section, 5 slots) tracks the call outcome. Drives cadence + per-call reporting.
• lost_reason custom field (Section 13, 10 enum values) tracks WHY a lead was lost. Drives loss analytics + per-loss-reason automations.

Per-loss-reason automations that previously triggered off Wave dispositions now trigger off the lost_reason custom field. Same end behavior, different trigger source.

Note-taking SOP

The contact record is the source of truth, not the rep's head. Anyone (manager, other rep, customer service, founder) should be able to open a contact, scroll the notes, and immediately know what's happening, what's been said, and why.

When a note is required

• After every phone call where disposition was anything except No Answer / VM (so all Connected outcomes + Bad Contact)
• After every Zoom / Google Meet (every discovery, every consult, every contract review)
• After every "meaningful" SMS thread. Definition: any exchange where the lead provides new info (capital, timeline, objection, life event, intent shift) OR the rep made a commitment or pitch. NOT required for scheduling logistics, simple "thanks!" replies, or automated reminder responses.
• After every email exchange that materially advances or changes the deal

When it must be added

• Within 15 minutes of the call or meeting ending. Matches Section 14 / 15 post-call rules.
• For SMS / email threads: end of day at minimum, immediately if material.

Where it lives

On the contact record in GHL. Not in personal docs, not in Slack DMs, not in head.

Standard note template

[Type] · [Disposition or Outcome]

What we discussed:
- (1 to 3 bullets, key facts learned)

Lead's response / state:
- (where their head is at, objections, signals of interest)

My read / next move:
- (rep's thinking: why doing what they're doing next)

Next step: [Committed action] by [date]

Five-line skeleton, 1-3 bullets each. About 3 minutes to write post-call. Keeps the structure consistent across reps so anyone reading later can scan quickly.

Hard rules

• No call without a note. Disposition + note are paired. Voicemail Left, all Connected outcomes, and Bad Contact all require a note. Only "No Answer / VM" (when it's pure no-answer with no VM left) skips the note requirement.
• Notes are append-only in spirit. Edit your own note within the same day for typos or additions. Never delete a previous note. The history is the value.
• Any rep can write a note on any contact. Customer service rep gets pulled in? Writes a note. Manager listens to a recorded call and has feedback? Writes a note (clearly tagged as manager observation).
• Notes use first person ("I asked about capital, lead said they have $80k SBA-eligible") so the reader can hear the rep's voice and reasoning.

EOD audit metric

Add to the EOD audit query: any rep with a Connected-disposition count more than 2 above their note count flags for review. Dialing without note-taking is a fireable pattern. Note count should match Connected dispositions + Bad Contact dispositions (each requires a note).

All 15 GHL pipeline stages with written entrance, exit, required task, and owner rules. The pipeline is the live state of every lead, all the time.

All 15 GHL pipeline stages with the rules for moving in and out. Stages are listed in lifecycle order (front of funnel down to closed), then the side-stages (Long Term Follow Up, Re-Assigned, Disqualified) below. Entrance criteria are checked by the rep before moving the opportunity. Exit criteria tell the rep where the opportunity is allowed to go next.

Within-stage journey milestones (custom fields)

The 15 pipeline stages above capture the sales stage. The micro-commitments WITHIN those stages (NDA signed, deposit paid, contract signed, balance wired) are tracked on per-contact custom fields. This keeps the pipeline lean (15 stages) while still letting anyone see exactly where a contact is in their journey at a glance. Full list of fields and when they fire is in Section 07 under "Journey milestones".

• Free Consultation stage: nda_sent_at and nda_signed_at get populated for DFY leads here.
• Follow Up Consults stage: deposit_amount, deposit_paid_at, pre_onboarding_started_at populate when Consult 2 deposit lands.
• Contract Negotiations stage: contract_sent_at, contract_signed_at, wire_received_at populate as the paper chase progresses.
• Closed - Won stage: final_payment_received_at is the trigger for moving here AND for the onboarding handoff.

Dashboard view should surface these milestone fields prominently on every Contract Negotiations and Follow Up Consults opp so closer + ops can see status at a glance without opening the contact record.

Every open opportunity is in a dialer queue OR has a future-dated task. Long Term Follow Up is the only legal limbo. No-show recovery auto-reassigns the lead via setter/closer custom fields.

The only legal limbo

Long Term Follow Up. A lead can sit there only if the rep has placed a future-dated task on them with a written reason (e.g. "Capital available in Q3, follow up 2026-08-15"). No future task = not allowed in Long Term Follow Up.

Daily audit

Every morning, the daily setter and closer routines (Sections 13 and 14) include a query: all open opportunities owned by me without an open task. That list must be zero by end of day. If it isn't, something is leaking and the rep stays late or pages ops.

No-show recovery and ownership reassignment

When a lead no-shows a Universal Consult (the closer's calendar), the lead does not just sit there. The closer marks the appointment as no-show in GHL within 5 minutes, which fires a workflow that re-engages the original setter.

Same mechanic works for Universal Discovery no-shows except assigned_setter stays on the contact (setter is already the owner there) and the recovery task is auto-created on that setter.

Hard rule for the closer: mark the no-show in GHL within 5 minutes of the missed slot. The whole recovery chain depends on that single action.

Hard rule for the setter: no-show recovery tasks are top of the queue, ahead of the New Leads dialer. Hot lead, recently disengaged, recoverable in the next 30 minutes if you move fast.

Disqualification is a positive action

We never let leads die through neglect. The only ways a lead exits active pipeline:

• They tell us no (lost reason logged from Section 13 taxonomy)
• They tell us they are not interested (lost reason logged)
• We close them on an offer
• We hit call attempt 12 with no answer (lost reason: Never Answered)
• They are explicitly moved to Long Term Follow Up with a future-dated task and reason

Anything else is a process failure.

Ten-option taxonomy. Every Disqualified or Closed - Lost move requires a written lost reason from this list. EOD report rejects entries without it.

The 10 reasons (current taxonomy)

Enforcement

• GHL workflow: opportunity cannot move to Disqualified or Closed - Lost without lost_reason set.
• Daily audit (Section 14 / 14): query for any opps closed in the last 24 hours with no lost reason → must be zero.
• Weekly sales ops audit (Section 19): pull lost-reason distribution and review with the team. Trends inform coaching topics.
• Reps cannot edit a lost reason after EOD without ops approval (prevents revisionism).

This taxonomy is v0.1, open to revision

These 10 reasons are the current GHL options. We may consolidate (Abandoned/Ghosted vs Never Answered have overlap) or add new ones (e.g. "Not Decision Maker", "Lost to Internal Hire"). Revisions get reviewed quarterly in sales ops cadences (Section 19).

Two jobs: burn the call queues and book qualified leads into closer consults. Single dialer (GHL), single discovery calendar. Never picks offer-specific calendars.

The setter's job is two things only: burn the call queues and book qualified leads into closer consults. Everything in this routine serves one of those two outcomes. Single dialer (GHL), single discovery calendar (Universal Discovery), single mission. Setters never make an offer-specific calendar choice.

Daily targets (provisional)

The day, hour by hour

1. 8:00a · Clock in. Open GHL (Conversations + Pipeline + Calendar tabs), the AN dashboard, and today's tracking sheet. Mute Slack except #sales-floor.
2. 8:05a · Daily sales meeting (15 min). Section 19. Yesterday's numbers, today's plan, blockers.
3. 8:20a · Morning audit (10 min). Pipeline filter: my opportunities · open · no open task. List must reach zero before 8:30a. For each: add a task with due date, or move to Long Term Follow Up with a written reason.
4. 8:30a · New Leads queue (GHL Power Dialer). Burn until empty. Every answered call updates the stage immediately. Every no-answer increments cadence automatically.
5. 9:30a · No Answer queue (GHL Power Dialer). Work the cadence-driven queue.
6. 10:30a · Universal Discovery calls. Booked calls run on calendar slots. Post-call (within 15 min): update stage, write notes, set the next task, update service_dfy and service_ac stages, and either book the Universal Consult on the spot or set a follow-up task. Then back to dialer.
7. 12:00p · Lunch (30 min).
8. 12:30p · New Leads queue refresh. Pull anyone who applied during the morning. Speed-to-lead still applies even on the second wave.
9. 1:00p · Tasks. Work due-today task list, top to bottom. Tasks that cannot close today get a new due date and a one-line reason in the note. Never a blank reschedule.
10. 2:30p · No Answer queue (second pass).
11. 3:00p · Universal Discovery calls (afternoon block).
12. 4:30p · Closing audit (15 min). Re-run the morning's "no open task" filter. List must be zero. Update tracking sheet (dials, conversations, sets, shows, no-shows). Every Closed - Lost from today has a lost reason.
13. 5:00p · Submit EOD. Post in #sales-eod: dials, conversations, sets, shows, no-shows, lost reasons logged, blockers, tomorrow's first action.

Hard rules

• 5 minute rule. Any new lead notification interrupts whatever the setter is doing (except a live call). Within 5 min on the phone.
• No-show recovery is TOP of queue. When a no-show recovery task auto-fires (lead missed a Universal Consult, ownership reassigned to you), it jumps ahead of the New Leads dialer. Hot lead, recently disengaged, recoverable in the next 30 min if you move fast. (Section 12)
• Universal Discovery → Universal Consult only. Setter never books an offer-specific FU calendar. They book the Universal Consult and let the closer take the path call.
• No-show rule. Discovery no-show triggers a call + SMS within 5 min of the missed slot.
• Stage move = same minute. Stage gets moved during or immediately after the call, not at end of day.
• Audit must be zero. Open opps without tasks is a fireable pattern, not a one-off. End-of-day = 0 every day.
• Lost reason required. Every Disqualified or Closed - Lost move requires a Section 13 taxonomy entry.
• Show / no-show update. Every appointment status updated in GHL within 5 min of the call.

Run consults that end in a contract sent. Chase contracts to signed and paid. Cross-sell prep (read both scores) is mandatory before every Consult 1.

The closer's job: run consults that end in a contract sent, and chase contracts to signed and paid. Closer runs the full closing process from Section 07: Consult 1 (Universal Consult) → Consult 2 (offer-specific FU Consult) → optional Consult 3 (DFY contract review). Closer is the only role that picks an offer-specific calendar.

Daily targets (provisional)

The day, hour by hour

1. 8:30a · Clock in. GHL (Calendar + Pipeline + Conversations), dashboard, tracking sheet.
2. 8:45a · Daily sales meeting (15 min). Joins setter standup. Section 19.
3. 9:00a · Pre-call prep block (45 min). For every consult on today's calendar: read the application, BOTH scores (DFY and AC), prior call notes. For Consult 1 leads, write a one-line "primary pitch + likely upsell/downsell" note. For Consult 2 leads, confirm the path locked on Consult 1 and load the offer-specific deck. Pre-prep beats winging it; cross-sell preparation is non-optional.
4. 9:45a · Morning audit (15 min). Pipeline filter: my opportunities · open · no open task. Must reach zero before 10a. Special attention to Contract Negotiations: every contract older than 24 hours gets a touch today.
5. 10:00a · Contract Negotiations block (30 min). Call/SMS every open contract. Update status note in opportunity. Trigger ops re-send on any contract that needs a fresh link.
6. 10:30a · Consult block 1. Mix of Universal Consults (Consult 1) and FU Consults (Consult 2 / 3). Within 15 min after each call: stage move, notes, update service_dfy and service_ac stages, AND book the next call OR send the contract OR set FU task. For Consult 1, the next call is the appropriate FU Consult (DFY or AC). Book it during the call.
7. 12:30p · Lunch (30 min).
8. 1:00p · FU Consults block. Booked Consult 2s and any DFY Consult 3s run here.
9. 2:30p · Tasks. Work due-today tasks, top to bottom. Reschedule uncompleted with reason.
10. 3:30p · Consult block 2.
11. 4:30p · Closing audit (15 min). Re-run the no-task filter. Zero. Update tracking sheet: consults run (broken out by Consult 1 / 2 / 3), shows, no-shows, contracts sent, contracts signed, dollars committed, dollars collected. Every Closed - Lost has a lost reason.
12. 5:00p · Submit EOD. Post in #sales-eod: consults (1/2/3 split), shows, contracts out, contracts signed, $ committed, $ collected, blockers, tomorrow's biggest opp.

Hard rules

• Cross-sell prep is mandatory on Consult 1. Closer reads BOTH scores before every Consult 1. No exceptions.
• FU Consult booked at end of Consult 1. Don't let the lead leave without a Consult 2 calendar invite in their inbox. Pick the right calendar (DFY FU or AC FU) based on the recommended path.
• No pricing on Consult 1. Full price reveal happens on Consult 2 only.
• Consult 3 is the DFY exception, not the default. If you're booking Consult 3 on more than 30% of DFY Consult 2s, escalate to sales ops.
• Stage move + post-call task within 15 min. Not at end of day. Not at end of block.
• No-show mark within 5 min. When a Universal Consult no-shows, mark it in GHL within 5 min. This single click fires the recovery workflow that reassigns the lead to the original setter and creates their recovery task (Section 12). If you skip the mark, the recovery doesn't happen and the lead leaks.
• Contract touch rule. Every open contract in Negotiations gets a touch every day.
• Lost reason required. Every Closed - Lost move requires a Section 13 taxonomy entry.
• Service field updates required. Every consult ends with service_dfy and service_ac stages updated. These fields drive every downstream automation, including the right nurture sequence.
• Audit must be zero. Same as setter. End-of-day open opps without tasks = 0.

Half-defined. The calendar-driven and post-call nurture pieces are in Sections 06 and 07. The non-call FU mechanics (SMS / email / voicemail cadence between consults) are still TBD.

Defined (in other sections)

• Calendar-driven FU. Section 06 defines DFY FU Consult and AC FU Consult calendars with offer-specific reminders.
• Consult sequence. Section 07 defines Consult 1 → Consult 2 → optional Consult 3 (DFY only).
• Post-call nurture. Section 06 defines how service_dfy and service_ac stage transitions fire the right longer-term nurture drips.
• Pipeline-stage FU. Section 11's "Follow Up" stage requires a future-dated FU task with reason and FU number (FU1, FU2, FU3).

Still TBD

Entire section TBD. Section 07 defines WHEN the NDA, deposit, contract, and balance wire happen; this section will define HOW (platform, automation, tracking, payment routing, onboarding handoff).

Custom KPI dashboard, vibe-coded into the existing AN dashboard sub-project. Architecture proven by an internal dashboard pattern we have already shipped. Eight tabs, four integrations (GHL, Hyros, Meta Ads, application platform), data warehoused in Cloudflare D1 with KV caching. Reps double-enter nothing. Manual input only for things GHL cannot capture.

Architecture

• Stack: Astro + TypeScript + Tailwind v4 on Cloudflare Pages (SSR via Workers adapter so GHL keys stay server-side).
• Data warehouse: Cloudflare D1 (SQLite). Scheduled ingestion jobs pull from each source on cron tick. Dashboard queries D1, not the source APIs. This is the single most important architectural choice. Live API queries on every page load would be slow and would burn API quotas.
• Cache: Cloudflare KV for computed payloads (5-minute TTL on the KPIs page). Multi-rep traffic hits cache instead of recomputing.
• Filters that persist across tabs: date range, ICP (DFY / AC / all), source (Meta / non-Meta / all). Single nav component preserves filter context.
• Period-over-period: every metric shows a previous-window delta with up/down/flat arrow + green/red color. Inverse metrics (CAC, CPL) get green-when-lower.
• Sparklines: daily series for spend, leads, cash, consults, discovery rendered as inline SVG polylines (no chart library).
• Auth: Cloudflare Access or basic auth for internal use. No public exposure.

The 8 tabs

The 4 integrations

Core metrics tracked

Following the proven internal model, every metric below auto-computes from the warehouse. Reps don't input any of this manually.

• Volume: spend, leads, applications (started + completed + completion rate), qualified apps with grading distribution, opps created, cash collected.
• Tier breakdown for Universal Discovery, Universal Consult, and FU Consults: total booked, self-book vs setter-book, showed, show rate.
• Performance: ROAS (cash / spend), profit (cash. spend), win rate (closes / opps), avg deal size.
• Conversion rates at every step: lead→app, app completion, app→qualified, lead→discovery, lead→consult, consult-show→offer, offer→close, lead→close.
• Cost per: CPL, CPA (completed), CPQA (qualified), self-book consult, setter-book consult, consult total, consult show, discovery (same breakdown), show, offer.
• Ad platform: impressions, clicks, link clicks, CPM, CPC, link CPC, CTR.
• Breakdowns: by source (Meta, organic, AC webinar, web/app), by ICP (DFY, AC, unknown).
• AN-specific additions on top of the base pattern: Section 07 journey milestone counts (NDAs sent / signed, deposits paid, contracts sent / signed, wires received), Section 13 lost reason distribution, Section 10 disposition mix per rep, note-coverage metric (notes count vs Connected disposition count per rep per day).

Auto-pulled vs manual input

The line is clear: GHL captures everything that has a structured field. Manual input is reserved for things that don't.

EOD reporting becomes lightweight because the dashboard already has everything. Rep submits the daily form (today's plan, blockers, optional win story) and the dashboard does the rest.

Ingestion + cron schedule

• GHL: incremental sync every 15 min (contacts updated since last sync, new appointments, opportunity changes).
• Meta Ads: daily spend pull at 6am. Trailing 3 days re-pulled to capture late spend finalization.
• Hyros: hourly sync of attribution data.
• Application platform: webhook-driven (real-time push from Brendan's form submit handler), with a fallback hourly poll for safety.
• All ingest jobs write to D1, log success/failure to a sync_log table, and surface on the Ingest tab.

Build status

• Reference pattern: already built and shipping data internally. Full reference implementation available to engineering.
• AN dashboard sub-project: exists in acquisition-network/dashboard/, scaffolded from the reference pattern. GHL credentials configured. Needs: (a) GHL custom field configuration for AN-specific fields (service_dfy, service_ac, journey milestones, lost_reason), (b) AN-specific tier configuration for DFY/AC, (c) D1 database creation + ingest jobs wired, (d) deploy to its own Cloudflare Pages project.
• Application source: blocked on Brendan's platform shipping (Section 03). Until then, use whatever's wired to GHL today.

Who owns what

• Dashboard build + maintenance: sales ops + engineering. Pattern is proven internally; the AN build is a port + customize, not a from-scratch build.
• Daily review: sales ops lead at the 8:05a standup (Section 19) pulls the Leaderboard and KPIs tabs.
• Weekly review: Friday audit (Section 19) pulls Show rate, Ingest, Bookings tabs.
• Closer/setter access: read-only login. Self-service for their own row on the Leaderboard, plus full visibility into team-wide funnel.

The cadences that make the system actually get followed: daily standup, weekly client wins, weekly call coaching, Friday audit, quarterly taxonomy review.

Client wins library (foundation for every meeting)

Every recorded client win lives in a central library that reps can access on demand. The library is the fuel for daily meeting openers, weekly wins recaps, weekly training, and rep pitch confidence on live calls. Wins disappear from memory fast if they aren't captured immediately.

• Capture: every Closed - Won opportunity gets a win_story text field filled in by the closer within 24 hours of close. Format: one-paragraph narrative covering "who, what they were trying to do, what we did for them, what changed for them." Plus a dollar amount and a one-line headline.
• Location: aggregated into a feed view in the AN dashboard (Section 18). Sortable by date, offer (DFY vs AC), dollar amount.
• Access: every rep can pull the feed at any time. Featured on the dashboard home screen so it's the first thing visible at login.
• Used by: daily standup opener (one win, 60 sec), weekly client wins meeting (deeper recap), call coaching ("how did this rep handle the close that became this win"), pitch rehearsal (reps reference specific case studies on Consult 1).
• Owner: sales ops lead curates the feed (flags featured wins, prunes stale ones). Closers own writing their own win stories.

Daily sales meeting (15 min)

• When: 8:05a, every weekday
• Who: all setters, all closers, sales ops lead (runs it)
• Format:
  1. Wins opener (1 min): sales ops lead reads ONE recent win from the library. Names the closer + the lead + the dollar amount. Builds energy and pattern-recognition.
  2. Yesterday's KPIs (4 min): per rep + team total. Dials, sets, shows, consults, contracts, dollars.
  3. Today's plan (5 min): consult load, queue depth, blockers (one minute per person max).
  4. Week-to-date KPI check (3 min): reps who are pacing below quota for the week get flagged; sales ops lead schedules a 1:1 same day.
  5. Sign-off (2 min): blockers get an owner and a deadline before the meeting ends.
• Output: blockers resolved or owned; pacing risks flagged; team alignment for the day locked.

Weekly client wins / sales training (45 min)

• When: Monday 9:30a
• Who: all setters, all closers, sales ops lead, founder (rotating)
• Format: 15 min deep-dive wins recap (the top 2-3 closes from last week, walked through by the responsible closer with framing on "what worked"), 30 min sales training (one topic: objection handling, opener, transition to close, deposit ask mechanics from Section 07, etc.)
• Output: training notes captured in shared doc; one specific tactic to apply this week; new win stories logged in the library.

Weekly call review / coaching cycle (1 hr)

• When: Wednesday 3p
• Who: sales ops lead + 2 reps (rotating: alternate setters and closers each week)
• Format: review 2 recorded calls per rep (one win, one loss). Coach on thinking, framing, transitions, pivot mechanics, cross-sell execution.
• Output: rep gets 2 specific coaching points to apply. Logged in coaching tracker.

Weekly sales ops audit (built into Friday EOD)

• When: Friday 4:30p
• Who: sales ops lead
• Format: pull lost-reason distribution, no-show rates, call cadence compliance, audit-zero compliance per rep, contract aging in Negotiations, Consult 3 frequency for DFY (Section 07 tracking signal).
• Output: any rep failing standards gets a 1:1 with sales ops Monday. Repeat failures escalate to founder.

Quarterly taxonomy review

• Lost reason taxonomy (Section 13) reviewed every quarter
• Pipeline stage criteria (Section 11) reviewed every quarter
• Calendar architecture (Section 06) and closing process (Section 07) reviewed every quarter or whenever volume shifts trigger sprawl

Cadence ownership

• Sales ops lead owns running every cadence above. If the role is not staffed, founder fills in until it is.
• Founder attends weekly client wins and the Friday audit by default; daily and coaching are sales-ops-led.
• Reps attend mandatory cadences. Three misses without prior approval triggers a coaching conversation.

A rep onboarding SOP already exists outside this site. Needs to be optimized and ported into this SOP site so it lives alongside the rest of the system. Owner of that work not yet decided.

What rep onboarding should cover (placeholder structure)

• Week 1: shadow existing reps, read this SOP end-to-end, GHL access setup, dialer training
• Week 2: mock calls, role-play closes, supervised live calls (no real money on the line yet)
• Week 3: live calls under supervision, daily debrief with sales ops lead
• Week 4: solo on real leads with weekly coaching cadence (Section 19) for the first 90 days
• Ramp-up KPI thresholds: when does a new rep start getting full lead allocation vs reduced allocation

Above is a sketch, not policy. Replace with the existing SOP's actual content after porting.

No current strategy. When a rep leaves (or is moved off the team), there is no documented process for what happens to their open opportunities, future-dated tasks, in-flight contracts, or pipeline ownership.

Why this matters now

The existing setter / closer custom field architecture (Section 12) already supports lead reassignment automation. What's missing is the policy + the human handoff process. Without this, a rep departure becomes a leak vector: leads sit unworked while ops figures out the redistribution.

Outbound calling, SMS, and recording all carry legal obligations. This section flags the topics that need real legal review before scaling outbound. Not policy yet.

Topics that need to be addressed

• TCPA (Telephone Consumer Protection Act). Rules around outbound calls to consumer cell phones, automated dialers, and recorded message use. Penalties per violation are significant. Need to confirm GHL Power Dialer compliance and whether our consent flow on the application meets the standard.
• SMS opt-in. Outbound SMS requires explicit consent. The Page 1 consent language on the application form (Section 04) needs to be reviewed and locked. Without it, every outbound SMS is a TCPA exposure.
• Do Not Call (DNC) registry. Required check for outbound cold calling to consumers. Internal DNC list (leads who said "Do Not Contact" per Section 13 lost reason) also needs to be scrub-checked before any re-engagement campaign.
• Call recording disclosure. Some states require all-party consent ("this call may be recorded for quality and training purposes" announced at the start). Some require only one-party. Need to standardize on the strictest (all-party) for safety.
• Privacy policy. Required link on the application form. Needs to disclose what data we collect, how we use it, and how we handle deletion requests.
• Email anti-spam (CAN-SPAM). Required physical address, unsubscribe link, accurate sender info on every marketing email.

Owner

Not yet assigned. Likely operations lead + external legal counsel for the actual policy drafting. Sales ops lead for enforcement once policy exists.

All unfinished work, ranked. v0.4 closed most v0.3 gaps. Two sections still TBD: Contracts and Reporting. The biggest single open item is staffing the sales ops lead role.

The complete list of unfinished work for this SOP, ranked. v0.3 closed most of the v0.2 gaps. What remains:

Locked in v0.3

1. Section 02 Two offers · Defined
2. Section 05 Routing model (3-lane decision tree) · Defined
3. Section 06 Calendar architecture (4 calendars: 2 lead-facing + 2 internal FU) · Defined
4. Section 07 Closing process (2-call default, 3-call DFY exception) · Defined
5. Section 08 Speed to lead (GHL Power Dialer manual action locked as single mechanism) · Defined
6. Section 09 Dialer cadence (GHL only, Wave deprecated) · Defined
7. Section 11 Pipeline stages · Defined
8. Section 12 Never-lose rule · Defined
9. Section 13 Lost reason taxonomy · Defined
10. Section 19 Sales ops cadences · Defined

Drafted in v0.3, needs team review

1. Section 01 Why · Draft · expanded with all team-named gaps; review for accuracy
2. Section 03 Lead sources · Draft · 4 sources now; sources 3 + 4 still future
3. Section 04 Application + scoring · Draft v0.2 · capital fork + dual scoring; thresholds and weights need calibration once Brendan's form is live and we have submission data
4. Section 14 Setter day · Draft v0.2 · run for a week, revise from observation
5. Section 15 Closer day · Draft v0.3 · updated to reflect closing process; same: run for a week, revise
6. Section 16 Follow up system · Draft v0.1 · half-defined by Sections 06/07; non-call FU mechanics still TBD

Still TBD

1. Section 17 Contracts and payments · TBD · platform, automation triggers, tracking view, payment link, onboarding handoff, per-offer contract + NDA templates, deposit refund policy
2. Section 21 Rep offboarding and reassignment · TBD · 8 streams of leads need handoff process when a rep leaves

Cross-cutting open items

1. Brendan's platform rebuild ships (target: within 30 days). Until then we run the transitional Femi + GHL state.
2. AN dashboard sub-project needs to wire the KPI views called out in Section 01 ("no clear KPI dashboard"), including the Section 07 closing-process tracking signals.
3. Source 3 (web/app) and Source 4 (AC webinar) need launch dates and source-attribution fields wired in GHL.
4. Sales ops lead role needs to be staffed (or founder owns it explicitly until staffed).
5. Pre-approved price-drop list (Section 07) needs to be defined by leadership and circulated to closers.