Turn sections into decisions
| Plan block | Decision it should force | Evidence to collect |
|---|---|---|
| Customer and offer | Who pays for what outcome | Interviews, lost deals, and current workaround |
| Go to market | Where qualified prospects already gather | Response, call, proposal, and booking rates |
| Operations | How one booking moves and recovers from change | Cycle time, errors, service hours, and rework |
| Economics | Whether the model produces cash and owner pay | Commission timing, fees, refunds, labor, and overhead |
| Milestones | What must be true before adding cost | Dated pass, revise, and stop thresholds |
Write the plan around one operating promise
Name the customer, trip type, complexity, service boundary, fee or revenue model, and reason to believe. Describe what you will not sell as clearly as what you will.
Connect the promise to supplier access, expertise, response time, templates, and support capacity. A position that operations cannot deliver is only copy.
Model timing, not just totals
Commission may arrive well after the sales work, while software, marketing, payroll, and service time occur earlier. Model deposits, refunds, chargebacks, supplier payment timing, host remittance, taxes, and owner draws.
Use three cases and identify the constraint in each: demand, conversion, average value, service capacity, cash timing, or repeat rate.
Make the first ninety days falsifiable
Set a small number of actions and thresholds: qualified conversations, proposals, bookings, gross commission, service hours, referral requests, and cash balance. Define what would make you narrow, change channel, revise the offer, or stop.
Review assumptions weekly. Update the plan with observed conversion and workload instead of protecting the original story.
Your action plan
- Write a one-page lean plan first.
- Model low, expected, and strong cases with cash timing.
- Attach compliance and supplier dependencies to an owner and date.
- Set ninety-day pass, revise, and stop thresholds.