Sales process and
system SOP

The 90-second version of the whole SOP. Scan this first. Drill into specific sections only as needed.

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.
• 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 → 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)

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, 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.
• Close: ask for the commitment.
• If yes: contract sent during the call OR within 30 min after.
• Price drop (if needed): ONLY pre-approved structured incentives (waive setup fee, payment-plan terms, etc.). No freelance discounting. Drops must be tied to specific behaviors ("if you commit today" / "if you pay in full"), not just discounts for asking.

Outcome paths from Consult 2:

• Verbal yes + contract sent → Contract Negotiations stage
• 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

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.

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.
• Contract sent within 30 min of Consult 2 close. Hot is not later than that.

Tracking signals

• Consult 1 → Consult 2 conversion rate, broken out by offer (DFY vs AC).
• Consult 2 → contract sent conversion rate, per offer.
• Consult 3 frequency relative to DFY Consult 2: if > 30%, the 2-call default isn't holding for DFY. Either fix Consult 2 mechanics (closer training, deck, pricing) or formally officialize 3-call (which means revisiting ICP / pricing).
• Avg days from Consult 1 to contract sent, per offer.
• Avg days from contract sent to signed.

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.

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 contracts get sent; this section will define HOW (platform, automation, tracking, payment, onboarding handoff).

Mostly TBD. Two specific decisions need leadership input first: what reps are accountable for marking manually, and where they input it (Sheets vs PipPerfect vs vibe-coded custom dashboard vs GHL native).

The four options for "where" reps input data

Recommendation: Option 3 (custom dashboard)

The AN dashboard sub-project already exists in the umbrella repo. It's the natural home for KPI rollups. GHL has a solid API for pulling everything we need. Manual input fields for blockers, today's plan, and qualitative notes can be a small form within the dashboard. One tool, no duplication, no subscription. The build effort is real but it's a one-time cost that pays back forever.

If timing matters more than perfection, ship Option 1 (Sheets) for the first 30 days while Option 3 is being built. Then migrate. Don't ship Option 2 unless Option 3's build is genuinely out of capacity, since it locks in a recurring cost and an integration dependency.

Once decisions are made, this section will document

• Auto-pulled metrics (from GHL): dials, dispositions, appointments set/shown/no-shown, pipeline stage transitions, contracts sent, contracts signed, revenue, lost-reason distribution, Consult 1/2/3 split (Section 07)
• Manual input (from rep): today's plan, blockers, top-opp notes, training needs, weekly self-reflection
• Cadence: which metrics are real-time, which are EOD-rollup, which are weekly
• Who reviews what when: daily standup (Section 19), weekly client wins, weekly call coaching, Friday audit
• Enforcement: how the system flags reps who skip show/no-show updates, lost reasons, or notes (Section 10)
• Closing-process tracking signals from Section 07: Consult 1 → 2 conversion, Consult 2 → contract-sent conversion, Consult 3 frequency relative to DFY Consult 2 (the >30% threshold)

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

Daily sales meeting (15 min)

• When: 8:05a, every weekday
• Who: all setters, all closers, sales ops lead (runs it)
• Format: yesterday's KPIs (per rep + team total), today's plan (consult load, queue depth), blockers (one minute per person max)
• Output: any blockers get an owner and a deadline before the meeting ends

Weekly client wins / sales training (45 min)

• When: Monday 9:30a
• Who: all setters, all closers, sales ops lead, founder (rotating)
• Format: 15 min wins recap (closes from last week, contract signs, big saves), 30 min sales training (one topic: objection handling, opener, transition to close, etc.)
• Output: training notes captured in shared doc; one specific tactic to apply this week

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 templates
2. Section 18 Tracking sheets and EOD reporting · TBD · stats list (including Consult 1/2/3 split), location, cadence, dashboard pull-through

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.