What gets done first, in what order, and what will be true at the end of thirty days. Written so both sides can read the same page and agree on what "on track" looks like before the work starts.
The purpose of this session is to see how work moves through the system today, and where it stops moving. Understanding the current process comes before anything gets changed.
A shared picture of how a deal moves today, agreement on where it most often stops, and a clear answer on whether quote value, sent date, and last contact can be pulled together into one file. If they can't, segmenting the backlog isn't possible yet — and that becomes the first thing to solve.
This is a business framework, not legal advice. Final language should be reviewed by counsel on both sides before signature.
Two objectives, running in parallel: get the measurement started, and get the first dollars moving. No building, no process design, no new tools.
| Day | Focus | Specific actions |
|---|---|---|
| Day 1 | Agreement & access | The CRM walkthrough per section 01. Written recap, itemized access request, week booked, agreement structure documented. |
| Day 2 | Systems and people | CRM walkthrough with whoever knows it best. Meet Gabriel and the project management team — what they own, when they meet the customer, what happens to quotes today. Sit with an estimator. |
| Day 3 | Measurement begins | Pull the funnel and job economics baseline. Start measuring inbound response time across every channel. Identify where quote data lives and what the export actually contains. |
| Day 4 | Rescue list built and worked | Build the top-value dormant list, screened for confirmed losses and do-not-contact. Confirm the consent position with Fixxa before dialing. Begin personal outreach, top down. |
| Day 5 | First test defined, first report out | Define the quote presentation test — segment, control group, booking language. Send the first weekly report, even with partial data. Set the reporting format now so it never has to be renegotiated. |
Nearly everything above depends on access. If CRM and quote data aren't available by day two, week one becomes a week of meetings — and the thirty-day plan moves out by roughly the same number of days that access is delayed. Worth agreeing on day one who grants it and by when.
Thirty days to know the business honestly, recover the fastest available revenue, and put the first three changes into everyday operation.
Most of this is read access to information Fixxa already holds.
| Item | Why | Needed by |
|---|---|---|
| CRM access | Pipeline visibility, ownership fields, next-step tracking, follow-up logging | Day 2 |
| Quote export | Backlog segmentation and the rescue list. Contents determine what's workable at all. | Day 2–3 |
| Completed job history | Close rates, average job size, past-customer reactivation, project proof | Day 3–5 |
| Lead source data | Which sources produce closed revenue rather than volume | Week 2 |
| Job-level margin information | So conversion work is measured on profit, not only on revenue | Week 2 |
| Inbound channel visibility | Phone, web, text, and marketplace inquiries — to measure response time | Week 1 |
| A named point of contact | One person who can unblock access and answer system questions quickly | Day 1 |
| Consent and contact policy | Confirmation of the standard for contacting prior quote recipients, and where do-not-contact requests are recorded | Before outreach begins |
Same format every week, starting in week one. Consistency matters more than completeness early on — the first few reports will have gaps, and that's expected.
What was tested, what the early data shows, what is being stopped, and what is blocked. Anything that isn't working gets named in the report it stops working in — not at day ninety.
Named now so neither side is surprised in week three.
| Risk | What it affects | How it's handled |
|---|---|---|
| Delayed access | Nearly every week-one action | Named point of contact agreed on day one; delays reported in the weekly update immediately |
| Stale contact data in the backlog | Recovery volume from dormant quotes | Reach rate measured early; if it's low, effort shifts to new-quote conversion rather than continuing to dial |
| Incomplete CRM data | Baseline accuracy and later prioritization work | Reported as a finding with a recommendation, rather than worked around silently |
| Estimator and contractor bandwidth | Quote turnaround and presentation appointments | Measured; if capacity is the constraint, that's reported as a staffing question rather than pushed harder |
| Role overlap with project management | Sales ownership design and customer experience | Mapped in week one before anything is designed; the plan adapts to the existing team |
| Contact consent status | Timing of dormant outreach | Confirmed with Fixxa before outreach begins; do-not-contact requests honored permanently |
A shared definition, agreed before the work starts, so the thirty-day review is a comparison rather than a debate.
To be able to say, honestly and with evidence, where Fixxa makes money, where it loses it, and which changes are worth building the next sixty days around.
All twenty implementations on two pages — what each one is, what it costs to stand up, what "working" looks like, and the single measure that decides it. Full detail lives in the implementation plan.
| # | Implementation | Impact | Effort | Time to implement | Target outcome | Deciding measure |
|---|---|---|---|---|---|---|
| Phase 1 · Days 1–14 · Measure and move — the six that carry the plan | ||||||
| 01 | Speed to First Response | Very high | Low | 3–5 days | Every inbound answered within the same business hour; after-hours inquiries acknowledged with a set callback time | Median time to first response |
| 02 | Quote Presentation + Decision Appointment | Very high | Low | 1 week | Appointment booked on 70%+ of quotes in the test segment; close rate 8–15 points above control | Quote-to-close rate vs. control |
| 03 | High-Value Quote Rescue | Very high | Low | 2–3 days | 60%+ of the top-value dormant list contacted within 21 days; first recovered revenue signed by week three | Revenue reactivated |
| 04 | Dormant Backlog Segmentation | Very high | Medium | 3–4 weeks | 100% of the backlog tiered within 30 days, producing a recoverable figure that can be forecast against | Recoverable pipeline identified |
| 05 | Dedicated Sales Ownership | Very high | Medium | 2 weeks | 95%+ of open opportunities carry a named owner and a dated next step by day 30 | % with an owner and next step |
| 06 | Quote Turnaround Time | High | Low | 1–2 weeks | Quotes delivered within 48 hours of the site visit as standard, same day where the job allows | Median hours to quote delivered |
| Phase 2 · Days 15–45 · Prove and expand | ||||||
| 07 | Pre-Quote Commitment | High | Low | 1 week | 60%+ of new quotes carry a documented objection, or a clean "nothing would stop us," before the proposal is written | % with a documented objection |
| 08 | The Give-First Package | High | Low–Med | 2 weeks | Non-response rate cut in half on the test segment; close rate up roughly 10 points on competitive bids and requalified dormant quotes | Reply rate — any response |
| 09 | Personalized Video Follow-Up | High | Low | 3–5 days | Roughly double the response rate of text-only follow-up on matched opportunities; standard above an agreed job value | Response rate vs. control |
| 10 | Structured Follow-Up Cadence | High | Low–Med | 1–2 weeks | 90%+ completion against the defined cadence and zero open quotes with no contact in 14 days | Follow-up completion rate |
| 11 | Lost Deal Intelligence | High (strategic) | Low | 1 week | A documented loss reason on 70%+ of losses by day 60, ranked and weighted by value | % of losses with a reason |
| 12 | Relevant Project Proof | Med–High | Medium | 3–4 weeks | Matched proof available for the top five job types by day 45, retrievable in under a minute, self-sustaining through close-out | Close rate with matched proof |
| 13 | Past-Customer Reactivation & Referral | High | Low–Med | 2–3 weeks | Prior-customer list built and the highest-potential segment contacted by day 60; referral ask completed on 90%+ of finished jobs | Referral and repeat revenue |
| 14 | Objection Library & Playbook | High over time | Medium | Ongoing from week 2 | Top five objections documented with tested responses by day 75, ranked by revenue impact and used in training | Objection-to-close conversion |
| Phase 3 · Days 45–90 · Standardize | ||||||
| 15 | Financing Presented as a Payment | High | Medium | 2–4 weeks | A payment option presented on every job above the agreed threshold, with close rate tracked against jobs where it wasn't | Close rate, presented vs. not |
| 16 | Tiered Options | High | Medium | 3–4 weeks | Average contract value up 10–20% on tested job types with close rate holding flat or improving | Average contract value |
| 17 | Prioritized Daily Call List | Very high | Med–High | 4–6 weeks | A working prioritized list producing measurably higher revenue per contact than manual selection, with a scoring model Fixxa owns | Revenue per contact |
| 18 | AI Sales Briefs | High | Medium | 3–4 weeks | Call preparation under 60 seconds, every call opening on a known concern, follow-up completion holding above 90% | Preparation time per call |
| 19 | No-Decision Nurture | Med–High | Medium | 3–4 weeks | Nothing exits the pipeline undecided — every opportunity ends won, lost with a reason, or deferred with a date | Revenue from deferred deals |
| 20 | Conversation Intelligence | Very high | High | Scoped only | A written, costed proposal presented at the day-90 review, with consent requirements and prerequisites identified | Deliverable, not a metric |
Not implementations. These are what make every implementation judgeable, and what the agreed targets get checked against at thirty days.
| # | Measurement | What it answers | Timing |
|---|---|---|---|
| B1 | Close rate by estimator | Whether conversion is a process problem or a people problem | Week 2–3 |
| B2 | Lead source return | Which sources produce closed revenue, not volume | Week 2–4 |
| B3 | Funnel conversion | Where the drop-off happens between lead and signature | Week 1–3 |
| B4 | Job economics | Average job size, margin, quote volume and value by type | Week 1–2 |
| B5 | Cycle time and quote aging | How long decisions take and how long quotes sit before going quiet | Week 2–3 |
| B6 | Backlog composition | True size, age, contact reachability, residential vs. commercial mix | Week 1–4 |
Every target is a goal set against a baseline that does not yet exist. They are directional commitments, not forecasts or guarantees, and all of them get restated with Fixxa's real numbers at the thirty-day review.
Not a forecast and not a promise — a description of what the business looks like at day ninety if the plan works as intended. Written now so it can be compared honestly then.
| Area | Today | At day ninety |
|---|---|---|
| Inbound response | Unmeasured; varies by channel and by hour | Measured daily, with every inquiry answered inside the same business hour and after-hours inquiries acknowledged with a callback time |
| Quote turnaround | Varies by estimator and by workload | Within 48 hours as standard, same day where the job allows, reported weekly |
| After the quote goes out | Sent, then awaited | Presented in a booked conversation that ends with a decision or a dated next step |
| Ownership | Shared in principle, unassigned in practice | One name and a dated next step on every open opportunity, reviewed weekly |
| The dormant backlog | A single large number nobody can break down | Fully tiered, actively worked, and reported as a recoverable figure the business can forecast against |
| Follow-up | Depends on who has time that week | A defined cadence completed the large majority of the time, with no open quote silent past two weeks |
| Why deals are lost | Anecdotal, held in individual memory | Documented on most losses, ranked by value, driving what gets fixed next |
| What the customer receives | A price | A walkthrough, a condition report they keep either way, and a clear sense of what happens next |
| Forecasting | Based on judgment and feel | Based on stage, quote age, engagement, and historical close patterns |
| Onboarding a new salesperson | Learn by watching | A documented process, an objection playbook, and a proof library available on day one |
The second quarter of this work is a different kind of problem than the first. With a documented process and known conversion rates, hiring into sales becomes a defined role rather than a gamble. Conversation intelligence becomes worth scoping, because there's a consistent process to analyze. Nurture and referral revenue start compounding rather than starting from zero. And the question shifts from "why aren't we closing what we quote" to "how much more can we quote."
This describes a successful ninety days, not a guaranteed one. Several things could make parts of it unreachable — contact data too stale to work, estimator capacity, or CRM data too thin to score. Every one of those shows up in the weekly report the week it appears, not at day ninety. The commitment is to the process and the honesty of the reporting, not to this picture.