The strategic shift in one page.
YBMT's current marketing infrastructure was built for a B2C luxury consumer launch in Pool Decks. The CFO has rebriefed the strategy as B2B trade-to-trade across three product lines and three regions. This design brief replaces the prior assumption and front-loads the assets required to execute the new strategy. CoSai CFO Services delivers this brief. YDT operates it.
The six strategic decisions in this brief
B2B-primary, B2C-secondary
YBMT acquires partners (pool builders, pest control firms, insurance assessors, property managers, real estate agencies) rather than acquiring customers directly. Walk-in homeowner work is taken when it appears but is not invested-in.
Concentration over breadth
Pursue the top 25% of partner targets per segment — large pool builders, large pest control firms, large PM agencies — rather than 44 small partners. 18 concentrated partners in Year 1 → 30 in Year 2.
Termite-led product mix (55%)
Termite Repair leads the mix at 55% of revenue because of structural margin (38% GPM), urgent buying behaviour, and Brisbane's housing-stock-driven demand. Pool Decks 30%, Unit Renos 15%.
Demand-weighted regional split
Brisbane 44% · Gold Coast 27.5% · Sunshine Coast 28.5%. Equal regional thirds is mathematically suboptimal — Brisbane is where the largest pest, strata and PM markets actually exist.
Honest two-year ramp
$10M is achieved in Year 2, not Year 1, because Gerry McGuire is solo BD without a team. Year 1 lands $6.5M booked with a $12M+ exit run-rate. The brief commits to the honest curve.
One scorecard, weekly
Gerry reports a 5-metric lead-indicator scorecard every Friday: prospects contacted, conversations held, meetings booked, trial jobs offered, trial jobs completed. The CFO board reviews monthly.
Scope handoff — CoSai exits, YDT operates
Scope: complete on acceptance
- Strategic financial architecture (3×3 matrix)
- Gerry McGuire Sales Operating System
- B2B marketing mix per buyer segment (7Ps)
- Asset specifications & handoff inventory
- Lead / Lag KPI framework
- Interactive performance dashboard
- YDT commercial agreement scaffold
Scope complete on sign-off below.
Scope: ongoing operation
- Receive and host all CoSai-built assets
- Maintain partner-facing website & LinkedIn
- Produce monthly case studies from completed jobs
- Run LinkedIn ad layer ($500/mo cap) for partner targeting
- Quarterly partner newsletter
- Populate & report the CFO dashboard monthly
- Operate at $600/week ongoing
Effective on commercial agreement signature.
Acceptance & Trigger
Signature of this design brief closes CoSai CFO Services' scope and triggers the separate ongoing commercial agreement between YBMT and YDT. The $10K outstanding YDT infrastructure account is acknowledged for settlement on signature.
The $10M model — 3 products × 3 regions.
From a standing start of 0 active partners on 1 June 2026, the model engineers $10M of annual booked revenue by 31 May 2028 (Year 2). Year 1 lands $6.5M booked with a $12M+ exit run-rate. The mix is Termite-led at 55%, geographically weighted to Brisbane at 44%, and partner counts are concentrated rather than fragmented.
Current state → Year 1 → Year 2 bridge
| Metric | Current (Y0) · Jun 26 | Year 1 · May 27 | Year 2 · May 28 | Year 1 → 2 Gap |
|---|---|---|---|---|
| Revenue | $3.50M | $6.50M | $10.00M | +$3.50M |
| Weighted GPM | 25% | 32% | 34% | +2 pts |
| Gross Profit ($) | $0.88M | $2.08M | $3.40M | +$1.32M |
| NPM | 3% | 6% | 10% | +4 pts |
| Net Profit ($) | $0.11M | $0.39M | $1.00M | +$0.61M |
| Active partners | 0 | 18 | 30 | +12 |
| Cumulative GP delivery 24 months | $5.48M | |||
Year 2 product mix — Termite-led, margin-engineered
| Product Line | % Mix | Revenue | GPM | GP $ | Avg Job | Jobs/yr | Jobs/Partner | Partners |
|---|---|---|---|---|---|---|---|---|
| Termite Damage Repair | 55% | $5.50M | 38% | $2.09M | $25K | 220 | ~12 | 18 |
| Pool Decks (B2B sub) | 30% | $3.00M | 32% | $0.96M | $30K | 100 | ~20 | 5 |
| Unit Renovations | 15% | $1.50M | 22% | $0.33M | $15K | 100 | ~14 | 7 |
| Total · Year 2 | 100% | $10.0M | 34.0% | $3.40M | 420 | 30 |
Year 2 regional split — demand-weighted, not equal thirds
| Region | Termite | Pool Decks | Unit Renos | Total $ | % of Total | Partners |
|---|---|---|---|---|---|---|
| Brisbane | $2.75M | $0.90M | $0.75M | $4.40M | 44.0% | 14 |
| Gold Coast | $1.10M | $1.20M | $0.45M | $2.75M | 27.5% | 8 |
| Sunshine Coast | $1.65M | $0.90M | $0.30M | $2.85M | 28.5% | 8 |
| Total | $5.50M | $3.00M | $1.50M | $10.0M | 100% | 30 |
Why this mix & geography is correct
Termite leads (55%) because it has the highest sustainable GPM (38%), most fragmented competitive landscape (more partner targets), urgent buying behaviour (insurance-paid, time-pressured), and Brisbane's older housing stock is a structural demand engine.
Pool Decks (30%) capped at 30% because crew capacity for skilled deck carpentry is finite — adding more partners means longer lead times, not more revenue. Better to be the preferred sub for 5 large pool builders than a sub-par sub for 12.
Unit Renos (15%) sized for cashflow rather than margin — it complements termite (cross-sell on damaged units) but is structurally lower-margin and price-pressured by PMs.
Brisbane 44% because that's where the largest pest mgmt, strata and PM markets actually exist. Equal regional thirds would be CFO malpractice — forcing investment into Sunshine Coast unit renos (small market) while under-investing in Brisbane termite (huge market).
Year 1 ramp from standing start
| Month | New Partners | Cumulative | Booked Revenue | Cumulative Booked | Phase |
|---|---|---|---|---|---|
| Jun 26 | 1 | 1 | $30K | $30K | Foundation |
| Jul 26 | 2 | 3 | $120K | $150K | Foundation |
| Aug 26 | 2 | 5 | $250K | $400K | Foundation |
| Sep 26 | 2 | 7 | $380K | $780K | Acceleration |
| Oct 26 | 2 | 9 | $510K | $1.29M | Acceleration |
| Nov 26 | 1 | 10 | $620K | $1.91M | Acceleration |
| Dec 26 | 1 | 11 | $580K | $2.49M | Seasonal dip |
| Jan 27 | 1 | 12 | $650K | $3.14M | Acceleration |
| Feb 27 | 2 | 14 | $700K | $3.84M | Scaling |
| Mar 27 | 1 | 15 | $780K | $4.62M | Scaling |
| Apr 27 | 2 | 17 | $870K | $5.49M | Scaling |
| May 27 | 1 | 18 | $1.01M | $6.50M | Y1 Target Hit |
| Year 1 Total | 18 | 18 | $6.50M | $6.50M | $12M+ Y1 exit run-rate |
Read: Year 1 booked revenue is $6.5M from a standing start. By May 2027, monthly run-rate is $1.0M+ (= $12M annualised). The $10M Year 2 destination is reached because Year 2 starts with mature partnerships flowing recurring jobs, not because new partner acquisition accelerates.
The Gerry McGuire cadence — solo BD, structured.
Gerry McGuire is the entire commercial function — shared services BD head and head of sales. No hierarchy, no team. This module gives Gerry a weekly · monthly · quarterly · annual operating system. If the activities run, the numbers run. If the activities don't run, the CFO sees it within seven days — not 90.
Working backwards from the destination
| Funnel stage | Conversion to next | Volume needed (24-mo cumulative to land 30 partners) |
|---|---|---|
| Identified prospect contacted | 40% | 480 |
| → First conversation completed | 50% | 192 |
| → Discovery meeting held | 60% | 96 |
| → Trial job offered | 75% | 58 |
| → Trial job completed | 70% | 43 |
| → Active partner (2nd job booked) | 30 |
Gerry's weekly scorecard (every Friday by 5pm)
Read: 5 outreaches a week × 48 working weeks × 2 years = 480 prospects contacted over 24 months. At industry-benchmarked conversion rates (40% → 50% → 60% → 75% → 70%) this delivers ~18 active partners in Year 1 and ~30 cumulative by end of Year 2. Stretch to 7 outreaches per week if Q2 lead conversion under-runs target.
Gerry's weekly schedule — what runs Monday to Friday
Find them.
- 08:00–10:00 — Identify 5 new prospects (Termite-weighted 3 / Pool 1 / Unit 1)
- 10:00–12:00 — First-touch outreach (LinkedIn, intro emails, warm intros)
- 14:00–16:00 — Update CRM, score prospects, prep Tuesday calls
Talk to them.
- 09:00–12:00 — Block 2 conversation slots (phone or Teams, 30 min each)
- 13:00–16:00 — Inbound enquiry follow-up & existing partner check-ins
Show up in person.
- Drive routes: pool builder showrooms, pest control offices, PM agencies
- Drop cap statements, walk potential trial-job sites
- Target: 1–2 in-person meetings per Wednesday
Talk to them again.
- 09:00–12:00 — Block 1–2 more conversation slots
- 13:00–16:00 — Quote prep, partner agreement reviews
Convert & report.
- 09:00–11:00 — Send trial job offers, follow open proposals
- 11:00–14:00 — CRM hygiene, partner pipeline review
- 14:00–16:00 — Update QBR dashboard inputs
- 16:00 — Submit weekly scorecard to CFO by 5pm
Don't drop the warm.
- 30 min/day responding to inbound enquiries
- Saturday morning networking: SPASA QLD, REIQ, SCA QLD events
- Quarterly: speaking slot at one industry forum
Activity targets by product line — surgical
| Product Line | Buyer to target | Weekly outreach | Y1 Partner Goal | Y2 Partner Goal | Industry channel |
|---|---|---|---|---|---|
| Termite Repair | Pest control firms, insurance assessors, restoration cos, real estate agents (post-inspection) | 3 | 11 | 18 | QLD Pest Management Council, LMI & Suncorp panels |
| Pool Decks | Pool builders / pool installation firms (15+ pools/yr) | 1 | 3 | 5 | SPASA QLD members, Houzz Pro, Master Pool Builders |
| Unit Renovations | Property managers, strata managers, RE agencies (rental portfolios) | 1 | 4 | 7 | REIQ members, Strata Community Australia QLD |
| Total weekly | 5 | 18 | 30 |
Quarterly Business Review — what Gerry presents to the CFO board
Quarterly deliverables (4× per year)
- Active partner list (status, jobs YTD, GPM by partner)
- Pipeline coverage (prospects × conversion = forward 90-day revenue)
- Partner kill list — bottom 10% of partners by margin or velocity
- Margin variance analysis vs 34% target
- Rolling 90-day forecast vs board commitment
- Capacity health check (Gerry's hours, deal velocity, burnout signals)
Annual milestones
- Q1 — Foundation: 5 partners signed, $400K booked
- Q2 — First margin assessment: 10 partners, $1.9M booked YTD
- Q3 — Margin discipline review: 14 partners, $3.84M booked YTD
- Q4 — Year-end target lock: 18 partners, $6.5M booked, $12M+ exit run-rate
- Year 2 plan delivered by Q4 — confirms path to $10M
The single biggest execution risk
Gerry is the entire commercial function while also running operations, finance, compliance and trade crews. His realistic available BD capacity is ~10–12 hours per week — not 32. The 5-outreach weekly target fits inside that envelope. If Gerry exceeds 50-hour weeks for more than 8 consecutive weeks, the CFO board must escalate a discussion about (a) hiring an Operations Manager to free him up, or (b) hiring a BD support resource. The dashboard tracks Gerry's weekly hours-on-BD as a leading indicator of execution sustainability.
The 7Ps, applied per buyer segment.
YBMT acquires four buyer types. Each has different firmographics, different decision criteria, different channels, different objections, and different unit economics. One mix does not fit all.
Buyer Segment 1 · Pool Builders Pool Decks 30%
Who: SEQ pool installation firms doing 15–80 pools/year. Target list of ~50 firms across Brisbane, Gold Coast, Sunshine Coast.
Decision criteria: Reliability (sub doesn't disappear), QBCC compliance, response speed (quote in 48 hrs), margin protection (pool builder must keep their mark-up), code-correct workmanship.
What kills the deal: Slow quote turnaround, sub-par finish, prima-donna behaviour from sub, anything that makes the pool builder look bad to their client.
| P | What it is |
|---|---|
| Product | Sub-contracted deck carpentry to pool builder's specification. Hardwood & composite. QBCC licensed, fully insured. 48-hour quote turnaround. Code-compliant integration with pool fencing. |
| Price | $25K–$35K per deck job. Margin transparent with pool builder — they keep their mark-up, YBMT pricing is direct. No retail surprises. |
| Place | Direct B2B engagement — no public marketing. Pool builder showrooms, SPASA QLD events, Houzz Pro presence (passive only). |
| Promotion | Capability statement, pitch deck, "trial job at preferred rate" offer, case studies of completed pool builder partnerships. |
| People | Gerry McGuire as the relationship owner. Senior carpenter as the technical second on site visits to convey craft credibility. |
| Process | 1. Coffee with pool builder principal. 2. Site walk of one of their in-flight builds. 3. Trial deck job at preferred margin. 4. Quarterly partnership review. |
| Physical evidence | 3 capability statements (Pool Decks Brisbane / Gold Coast / Sunshine Coast — already produced), 6 completed-project case studies, QBCC license, Master Builders membership. |
Buyer Segment 2 · Pest Control Firms & Insurance Assessors Termite 55%
Who: SEQ pest control firms (avg 200+ termite cases/yr, ~5% requiring major structural repair) and insurance assessors / restoration coordinators on Suncorp, Allianz, LMI panels.
Decision criteria: Speed to repair (insurance pressure), claim documentation fluency, certified repair process, ability to mobilise crews fast.
What kills the deal: Slow response, poor documentation for insurance, lack of structural engineering integration, can't handle remediation + reinstatement.
| P | What it is |
|---|---|
| Product | Structural termite damage repair & reinstatement. Engineer-coordinated, insurance-claim-fluent. 24-hour mobilisation. Documented repair to AS3660 + insurance assessor sign-off. |
| Price | $15K–$50K per job (avg $25K). Insurance-rate-card based. Standardised scopes for common termite damage patterns. |
| Place | Pest control firm offices, insurance panel meetings, QLD Pest Management Council events, LMI / Suncorp restoration network. |
| Promotion | "Insurance Process Document" leave-behind, capability statement (Termite × 3 regions — already produced), case studies of completed insurance claims with assessor testimonials. |
| People | Gerry as relationship owner. Structural engineer partnership (named, named, named) for credibility on complex damage assessment. |
| Process | 1. Pest firm discovers termite case. 2. YBMT 24-hr on-site assessment. 3. Documented repair scope to insurance assessor. 4. Claim approved → repair → reinstatement → sign-off. |
| Physical evidence | 3 capability statements (Termite Brisbane / Gold Coast / Sunshine Coast — already produced), 8 documented case studies with insurance assessor reference letters, AS3660 compliance certification. |
Buyer Segment 3 · Property Managers & Strata Unit Renos 15%
Who: SEQ property management agencies (REIQ members) and strata managers (SCA QLD members) managing rental portfolios of 100–500 units. Decision-makers are PM principals and strata managers, not individual owners.
Decision criteria: Predictable pricing (rate card), minimal tenant disruption (fast turnaround), repeatable quality (no one-off jobs), cash-flow-friendly invoicing.
What kills the deal: Cost surprises, slow turnaround (tenant in 7 days), variable quality across jobs, payment terms that hurt PM cashflow.
| P | What it is |
|---|---|
| Product | Unit refresh between tenancies, partial renovation, targeted upgrades, ongoing portfolio maintenance. Tiered packages (refresh / refurb / full reno). |
| Price | $8K–$25K per job (avg $15K). Rate card: tiered fixed-price packages by unit size, by scope. No quotes-per-job overhead. |
| Place | PM agency offices, REIQ events, SCA QLD events, principal-to-principal lunches. Not consumer marketing. |
| Promotion | "PM Portfolio Service Sheet" leave-behind, rate card, capability statement (Unit Renos × 3 regions — already produced), case studies showing tenant-ready timelines. |
| People | Gerry as relationship owner. Operations Manager (recommended hire Q2) becomes the day-to-day PM/strata contact. |
| Process | 1. PM agency principal meeting. 2. Rate card review. 3. Trial job (one unit refresh). 4. Recurring book of work — measured weekly. 5. Quarterly portfolio review. |
| Physical evidence | 1 capability statement produced for Sunshine Coast Unit Renos + Brisbane & Gold Coast to be produced via existing template (3 generic regional cap statements also already in pack), 10 quick-turn case studies, rate card document, 14-day payment terms. |
Buyer Segment 4 · Real Estate Agents (vendor-paid pre-sale refurb) Cross-cut 5–10%
Who: SEQ real estate agency principals at REIQ-member agencies. They commission small pre-sale refurbs ($5K–$15K) paid by vendor to improve sale price.
Decision criteria: Turnaround speed (10 days to market), modest scope (paint + flooring + minor repairs), risk-managed (defects don't surface at inspection).
Role in mix: Cross-cuts Unit Renos and Termite — every sale-listed unit with cosmetic or structural issues is an opportunity. Lower priority for direct BD but high referral value. Builds the partner referral compounding flywheel.
The cross-sell architecture is the real moat
A termite job in a strata-managed unit reveals an opportunity for unit reno work. A pool builder partnership reveals opportunities for premium-home termite inspections. A PM agency relationship reveals real estate principal connections. Each partner unlocks adjacent partners.
This is why concentration over breadth wins — 18 well-connected partners generate referral pipeline worth more than 44 transactional partners.
What CoSai built. What YDT operates.
The previous YDT infrastructure was built for B2C consumer launch in Pool Decks only. This module front-loads the B2B-correct asset pack CoSai delivers — what to keep from the existing $10K YDT build, what to retire, and what's net-new. YDT receives all assets and hosts/maintains them ongoing at $600/week.
Existing YDT Pool Decks infrastructure — disposition
| YDT Asset | Built For | B2B Disposition | Action |
|---|---|---|---|
| YBMT Pool Decks Logo (197×125 PNG) | B2C | Brand mark transferable, resolution fatal | Replace SVG + 4K PNG required |
| 6 Hero Images (2752×1536) | B2C luxury aspiration | Mostly off-purpose for B2B | Repurpose 2 of 6 (Aerial Drone, Before/After) keep — rest archive |
| 40-Slide Marketing Strategy Deck | YDT operator playbook | Brand pages transferable | Salvage brand system pages only |
| 24-Slide Premium Pitch Deck | B2C consumer pitch | Reframe as partner pitch deck | Repurpose structure kept, content rewritten |
| 10-Slide Sharp Pitch Deck | B2C | Skip | Archive |
| Website Copy | B2C homepage | Add B2B navigation | Augment "For Pool Builders / PMs / Pest Control" sections |
| Video Ad Landing Page | B2C lead gen | Not used in B2B | Archive |
| 5 SEO Blog Posts | B2C "Cost of pool deck in Brisbane" | Wrong audience | Archive |
| 15-Page Buyer's Guide | B2C homeowner | Wrong audience | Archive |
| Sales Phone Script | B2C consult booking | Wrong audience | Archive |
| 10 Meta Ad Copy Variants | B2C Meta ads | Wrong channel for B2B | Archive |
| Landscape Video Ad (16:9) | B2C Meta | Wrong channel | Archive |
| Vertical Video Ad (9:16) | B2C Reels | Wrong channel | Archive |
| 5-Email Nurture Sequence | B2C 14-day | Reframe for B2B partner nurture | Repurpose structure kept, content rewritten |
| Referral Partner Kit | Partial B2B intent | Strongest existing asset — keep & expand | Keep + expand |
| A4 Printable Brochure | B2C leave-behind | Reframe as partner leave-behind | Repurpose |
| 30-Day Launch Calendar | B2C launch | Replace with Gerry cadence | Replace use Module 3 framework |
CoSai-delivered net-new B2B asset pack (front-loaded)
9 Capability Statements (existing + scaffolded)
Already produced and cleared: 3 generic regional (Brisbane / Gold Coast / Sunshine Coast), 3 Pool Decks-segment (× 3 regions), 3 Termite Damage Repair-segment (× 3 regions). Unit Renos: 1 produced (Sunshine Coast), 2 to be produced from existing template. These are the bedrock physical evidence. YDT maintains version control.
B2B Partner Pitch Deck (12–16 slides)
Single deck, applicable across all 3 product lines. Sections: who we are, what we do, why partner, trial job offer, terms, references. YDT produces final deck from CoSai outline.
Trial Job Offer Sheet
"First job at preferred rate, no commitment to partnership." Single-page document used at end of every discovery meeting. Pre-printed scope tiers per product line.
Partner Agreement Template
Legal scaffold — non-exclusive partnership terms, payment terms, IP, dispute resolution, mutual termination. YBMT lawyer to review before signing. YDT holds version.
Service Level Agreement (SLA)
Response time commitments (24-hr quote turnaround termite, 48-hr deck, 72-hr unit reno), quality standards, escalation, performance metrics.
Rate Card Framework
Per region × per service tiered fixed pricing. Critical for PM/strata segment (eliminates per-job quote overhead). Quarterly revisions by CFO.
Case Study Template
1-page format that lets YDT mass-produce a case study per completed job. Inputs: before/after photo, scope, partner reference, outcome. Target: 1 new case study per fortnight.
BD Outreach Playbook
Cold LinkedIn scripts, cold email templates, cold call scripts — segmented by buyer type. Includes objection-handling matrix and weekly outreach planner.
Partner Onboarding 5-Day Plan
Day 1 contract → Day 2 SLA briefing → Day 3 site walk → Day 4 first trial job scheduled → Day 5 weekly cadence established. Replicable per partner.
Partner Retention Cadence
Monthly check-in template, quarterly partnership review, annual exclusivity discussion, joint marketing co-fund framework.
Insurance Process Document (Termite)
Step-by-step guide for insurance assessors — how YBMT handles claim documentation, structural sign-off, repair-to-reinstatement workflow.
PM Portfolio Service Sheet
Single-page document for PM/strata buyers — tiered packages, turnaround times, rate card extract, references. Designed to fit in a PM principal's binder.
Measurement Dashboard (this site, Module 7)
Live interactive dashboard — partner pipeline, CAC, LTV, jobs flowing per partner, GPM by line, NPM tracking. YDT populates monthly from CRM data.
Video Production Plan — what YDT needs Gerry to capture
One 16:9 landscape + one 9:16 vertical case-study video per product line. The pool-deck video already exists (asset #17/#18 from the prior YDT build) and acts as the template. The remaining three — outdoor entertainment, unit renovation, termite repair — are captured by Gerry on a current job site using a phone (4K iPhone is enough) and edited by YDT under the ongoing operating retainer.
Real footage, headlessly produced. No AI-generated job sites.
B2B partners — pool builders, insurance assessors, strata PMs — can identify stock and AI footage within three seconds. The whole headless premise (Module 4) only works if every video carries real YBMT crews, real sites, real outcomes. Gerry captures; YDT edits invisibly under YBMT branding. Cost: ~6–8 hours YDT edit time per video, which fits inside the existing $600/week retainer at a cadence of one finished case-study video per month.
The four-video case-study set
| Video | Product line | Status | Buyer audience | Format |
|---|---|---|---|---|
| Video 1 — Pool Deck refurbishment | Pool Decks | Built (template) | Pool builders, PMs | 16:9 + 9:16 |
| Video 2 — Outdoor Entertainment build | Pool Decks (extension scope) | Capture next | Pool builders, homeowners' referrers | 16:9 + 9:16 |
| Video 3 — Unit Renovation turnaround | Unit Renovations | Capture next | Strata managers, PMs, real estate principals | 16:9 + 9:16 |
| Video 4 — Termite Damage Repair | Termite Repair | Capture next | Pest-control firms, insurance assessors | 16:9 + 9:16 |
The shot list — universal pattern for every video
Every video follows the same six-shot skeleton. Gerry shoots; YDT edits. Total on-site time: 45 minutes per video. Total raw footage needed: ~6 minutes per video to cut a clean 60–90 second case study.
| # | Shot | Duration | What Gerry captures | How YDT uses it |
|---|---|---|---|---|
| 1 | BEFORE — wide | 15–20 sec | Site as it is on day one. Wide shot showing the problem (damaged deck, termite-eaten frame, tired unit interior). Steady, locked-off — no panning. | Opening frame · establishes the "before" state for the viewer |
| 2 | BEFORE — closeup | 10–15 sec | 2–3 detail shots of the specific damage or work scope (cracked tile, termite frass, peeling render). Phone close to surface, hand for scale if useful. | Establishes credibility — proves this is a real job, not a glamour shot |
| 3 | TEAM ON-SITE | 20–30 sec | 2–3 clips of YBMT crew working — installing decking, repairing frame, painting. YBMT-branded shirts visible. No staged poses; capture them while they're actually working. | Establishes "real YBMT team" — the headless agency trade-off (Module 4) only works if the team is visibly the brand |
| 4 | GERRY TO CAMERA | 60–90 sec | Gerry, on-site, polo shirt visible, says (paraphrased): "This is a [product type] job in [Brisbane/Gold Coast/Sunshine Coast]. The partner who referred this to us was [partner type]. The scope was [one sentence]. We turned it around in [N days/weeks]. Here's the result." Single take, eye-level, natural light, no script reading — bullet points memorised. | The core 30 sec of the final cut. This is the human voice that converts B2B buyers. |
| 5 | AFTER — wide | 15–20 sec | Same angle as Shot 1. The finished work. Locked-off, no movement. | The reveal — before/after pair carries 70% of the emotional impact |
| 6 | AFTER — closeup | 10–15 sec | 2–3 detail shots showing the finish quality — joinery, paint line, tile work, structural reinforcement. Pride-of-workmanship shots. | Closes the loop on Shot 2 — same surfaces, transformed |
| Total on-site capture | ~2.5 min raw | ~45 minutes of Gerry's time per video, captured on phone during a real job | YDT edits to 60–90 sec final cut (~6–8 hours edit work) |
Per-video specifics — what makes each one different
Outdoor Entertainment build
Hero shot: wide angle of the finished outdoor entertainment space — pergola, deck, lighting, finished landscape integration. Ideally captured at golden hour for the after-shots.
Gerry's to-camera line: "This is an outdoor entertainment build in [suburb]. The pool builder referred the homeowner to us because the deck-and-pergola spec was outside their core trade. We delivered it in [N] weeks alongside their pool install. Now they refer every deck-and-pergola job in this area to us."
Buyer audience: Pool builders (the partner) — message is "we're the trade partner who solves the deck-and-pergola scope outside your core, on your timeline, without competing for your homeowner relationship."
Unit Renovation turnaround
Hero shot: empty unit on day-one (tired kitchen, dated bathroom, scuffed walls) → same unit, finished, staged-ready for a new tenant. Side-by-side cut.
Gerry's to-camera line: "This is a unit refresh between tenancies — Coorparoo, two-bedroom. The strata manager called us on a Monday, the unit was on the rental market by the following Tuesday. Kitchen update, bathroom regrout, paint, carpet. Eight working days. That's the turnaround standard for property managers we work with."
Buyer audience: Strata managers and property-management principals — message is "you call us, we turn it inside two weeks, vacancy gap minimised, no escalations to the owner."
Termite Damage Repair
Hero shot: the structural damage exposed (wall opened up, frame eaten, subfloor compromised) → the structural repair finished, painted over, invisible. This video carries more emotional weight than the others — termite damage is fear-driven.
Gerry's to-camera line: "This was a termite repair we did for [pest-control firm name] in [suburb]. The pest controller found the damage during a routine inspection. They called us the same day. We exposed the frame, replaced the affected studs and bearer, made it good. From discovery to finished repair: nine days. That's the relationship we have with pest controllers across South-East Queensland."
Buyer audience: Pest-control firms and insurance assessors — message is "we're the structural-repair partner who keeps your client relationship intact and your turnaround promise credible."
Video 1 — Pool Deck refurbishment
Status: Built. Asset #17 (16:9, 1280×720, 8 sec) and Asset #18 (9:16 vertical) already produced and live in the YDT-built infrastructure.
Role in the brief: Acts as the format template for the other three. YDT references this when editing Videos 2, 3, 4 — same pacing, same brand treatment, same call-to-action structure.
One observation from the existing cut: the current 8-second length is too short to carry a B2B credibility story. YDT should re-cut to 60–90 seconds using the six-shot pattern above, drawing additional footage from Gerry on his next pool-deck job. Treat as a Q1 refresh, not a rebuild.
Capture sequencing — Gerry's first 90 days
| When | What Gerry does | What YDT does | Deliverable |
|---|---|---|---|
| Week 1–2 | Capture footage on the next live outdoor entertainment job. Six shots per pattern above. Upload raw to YDT Dropbox. | YDT confirms shot list and Dropbox folder setup before Gerry starts shooting. | Raw footage Video 2 ready for edit |
| Week 3–4 | Capture footage on the next live unit renovation job (likely a strata PM referral). | YDT edits Video 2 → delivers 60–90 sec 16:9 + 9:16 cuts for review. | Video 2 published; Video 3 raw footage ready |
| Week 5–6 | Capture footage on the next live termite repair job (next pest-control referral). | YDT edits Video 3 → delivers cuts for review. | Video 3 published; Video 4 raw footage ready |
| Week 7–8 | Re-capture supplementary footage on the next pool-deck refurb for the Video 1 re-cut. | YDT edits Video 4 → delivers cuts for review. | Video 4 published |
| Week 9–12 | — | YDT re-cuts Video 1 from the original 8-sec asset + new pool-deck supplementary footage. | All four case-study videos live, 60–90 sec each, 16:9 + 9:16 |
| End of 90 days | ~4 hours total of Gerry's on-site time across 4 capture sessions | ~28–32 hours total YDT edit work (inside $600/wk retainer, sequenced 1/wk) | 4 case-study videos, 8 total cuts (16:9 + 9:16), all real YBMT footage, headlessly produced |
Why this sits in the $600/week scope, not a separate video production budget
A traditional video agency would quote $2,500–$5,000 per finished case-study video. Across four videos that's $10K–$20K — money YBMT does not need to spend. The headless model trades agency-style production polish for headless operational throughput: Gerry's phone captures the footage on real jobs (zero incremental cost), YDT edits invisibly inside the existing retainer, and the output looks like YBMT because it is YBMT. The polish that matters in B2B is not cinematic grading — it's real crews, real sites, real partner names on screen.
If YBMT later wants higher production values (drone work, multi-cam, professional colour grade), that's a tier-escalation conversation — to be governed by the commercial menu in Module 8, not built into the foundation commitment.
How CoSai → YDT transfer works
1. CoSai delivers this brief and the 13 net-new B2B assets (specifications, templates, frameworks) as a structured handoff pack.
2. YBMT clears the $10K outstanding YDT account on signature of this brief.
3. YDT hosts all assets on existing YDT-built infrastructure — extending the platform, not duplicating it. The $15K already paid for infrastructure remains useful as the hosting/management layer.
4. YDT operates the asset pack at $600/week ongoing — maintaining, updating, producing recurring case studies, running the LinkedIn ad layer, populating the dashboard.
5. CoSai scope closes on signature of this brief. The ongoing commercial agreement between YBMT and YDT (Module 8) governs everything after.
Lead indicators that move every week. Lag indicators that move every quarter.
The CFO's golden rule: if the only number you watch is revenue, you find out you're missing the plan after you've already missed it. This module gives YDT and Gerry a separated lead/lag framework — leading indicators (activity, pipeline) that reveal trouble inside seven days, and lagging indicators (revenue, GPM, partner count) that confirm whether the strategy is actually landing.
The Lead / Lag KPI framework
| Indicator | Type | Cadence | Owner | Y1 Target | Trigger if missed |
|---|---|---|---|---|---|
| Outreach attempts | Lead | Weekly | Gerry | 5 / week | Re-block calendar Monday |
| First conversations | Lead | Weekly | Gerry | 2 / week | Review outreach quality |
| Discovery meetings booked | Lead | Weekly | Gerry | 1 / week | Conversation→meeting script review |
| Trial jobs offered | Lead | Weekly | Gerry | 0.6 / week avg | Commercial terms review |
| Trial jobs completed on spec | Lag | Monthly | Gerry + Ops | ≥85% on-spec | Quality intervention — pause new trials |
| New active partners signed | Lag | Monthly | Gerry | 1.5 / month avg | Funnel diagnosis: which stage broke? |
| Active partners (cumulative) | Lag | Monthly | Carla | 18 by 31 May 2027 | Strategic review with CoSai |
| Jobs per active partner per quarter | Lag | Quarterly | Gerry | ≥2.5 | Partner-success program activated |
| Revenue (rolling 3-mo) | Lag | Monthly | Carla | $540K / month avg Y1 | Mix & pricing review |
| Gross profit margin (blended) | Lag | Monthly | Carla | 32% Y1 / 34% Y2 | Line-by-line GPM diagnostic |
| Net profit margin | Lag | Quarterly | Carla | 6% Y1 / 10% Y2 | Overhead & pricing review |
| Marketing cost per partner acquired | Lag | Quarterly | YDT + Carla | ≤$1,200 | Channel mix re-allocation |
B2B funnel benchmarks — stage-by-stage conversion
Outreach → Conversation
Benchmark: 40%
If <30%: outreach lists are wrong, message is wrong, or both. Review ICP filter before adding volume.
Conversation → Meeting
Benchmark: 50%
If <40%: Gerry's discovery script isn't surfacing pain or value early enough. Review script in monthly cadence.
Meeting → Trial offer
Benchmark: 60%
If <50%: commercial framing isn't landing. Review trial structure (scope, price, risk-share).
Trial offered → Trial accepted & completed
Benchmark: 75% offered → accepted · 70% accepted → completed on spec
If <60% on-spec: an operations problem, not a sales problem. Pause new trials, fix delivery.
Trial complete → 2nd job booked (active)
Benchmark: 70%
If <50%: post-trial follow-up is broken. This is the single highest-leverage stage in the funnel.
Top-of-funnel → Active partner
End-to-end: ~6.3%
480 prospects in → 30 active partners out (24-month cumulative). Every stage matters.
Kill criteria — when CoSai recommends a strategic pause
| Trigger | Diagnosis window | Action |
|---|---|---|
| Fewer than 4 partners signed by 31 Aug 2026 (end of fiscal Q1) | Within 14 days | Joint Carla + Gerry + Corrina review. Re-baseline targets or escalate intervention. |
| Termite GPM below 33% for two consecutive months | Within 30 days | Line-level pricing review — adjust trade-partner mix or input pricing. |
| Trial-complete-on-spec drops below 70% | Immediate | Pause new trial commitments. Quality remediation before adding partner volume. |
| Gerry weekly outreach <3 for two consecutive weeks | Within 7 days | Capacity intervention — either workload re-design or hire decision brought forward. |
| Blended GPM below 30% at 6-month mark | Within 30 days | Full mix and pricing review. CoSai re-engages on advisory basis. |
| Cash buffer <6 weeks operating expense | Immediate | Liquidity intervention. CoSai re-engages for treasury action. |
Why lead indicators carry more strategic weight than lag indicators
Lag indicators are the scoreboard. Lead indicators are the gameplay. If Gerry runs 5 outreaches, 2 conversations, 1 meeting every week (with a trial offer roughly every fortnight), the lag indicators take care of themselves. The role of YDT and Carla is to make sure the lead activity never stalls — and to surface the problem in a 7-day window if it does, not a 90-day one.
What the destination looks like, modelled month by month.
This is an illustrative target model — not actual performance data. It's the picture YDT will populate from real CRM and finance numbers, monthly. The shape of these curves is the strategic intent: a B2B partner ramp that compounds, a revenue curve that respects sales-cycle reality, a GPM line that climbs as the termite mix takes hold. Hover any chart for detail.
Revenue ramp — 24-month target
$3.5M baseline → $6.5M Y1 → $10M Y2. Notice the Q1–Q2 lag while pipeline fills, then the compounding effect once 18 partners are signed.
Partner pipeline — funnel waterfall
480 prospects → 192 conversations → 96 meetings → 58 offers → 43 completed → 30 active partners (24-month cumulative).
Cumulative active partners
The compound curve. Concentration over breadth: 18 by end of Y1, 30 by end of Y2 — each one delivering recurring volume.
Gross profit margin — blended & by line
Blended GPM climbs from 25% → 32% → 34% as termite mix grows. Termite is the margin engine; pool decks the volume base.
Y2 revenue mix — by product line & by region
Termite Repair 55% / Pool Decks 30% / Unit Renos 15%. Brisbane 44% / Gold Coast 27.5% / Sunshine Coast 28.5%. Demand-weighted, not equal thirds.
Dashboard specification — what YDT operates monthly
| Dashboard component | Data source | Update frequency | Owner |
|---|---|---|---|
| Pipeline funnel (live) | YBMT CRM (or spreadsheet substitute) | Weekly | Gerry posts, YDT publishes |
| Revenue ramp vs plan | Xero / accounting system | Monthly close | Carla → YDT |
| GPM by product line | Job cost ledger | Monthly | Carla → YDT |
| Active partner register | Partner CRM | Monthly | Gerry → YDT |
| Jobs per partner per quarter | Job register | Quarterly | Gerry → YDT |
| Geographic split | Job register (by postcode) | Quarterly | YDT |
The curves above are illustrative target shapes, not forecasts
This dashboard exists to give Gerry and Corrina a visual definition of "on track". When YDT populates it with real CRM and finance data monthly, deviations from these curves are the signal — not the absolute values. If real partners-acquired is tracking 30% below the target curve at month 4, that's a Q1 intervention trigger (see Module 6 kill criteria). The dashboard's job is to make deviation visible, fast.
Closing the back-account. Opening the ongoing scope. Sign-off.
This module formalises three things: the $10K back-account settlement YBMT owes YDT for prior work; the $600/week ongoing operating scope that YDT will run from sign-off forward; and the three-party sign-off block that makes this brief contractually binding between CoSai, YBMT and YDT.
1. The $10K back-account settlement (CoSai → YBMT → YDT)
From CoSai CFO Services to Your Digital Team — re: YBMT outstanding account
Corrina,
On behalf of YBMT (Gerry McGuire, CEO), and acting as appointed CFO advisor, this letter confirms the following commercial position with respect to the outstanding $10,000 balance owed by YBMT to YDT in respect of the marketing infrastructure deliverables already produced (22 assets across brand, website, lead magnet, sales, paid ads, email, partnerships, print, video and execution calendar).
- Acknowledgement. YBMT acknowledges the $10,000 balance as a valid, payable debt for work delivered. The $15,000 already paid is accepted as covering the underlying infrastructure build.
- Settlement. On signature of this Design Brief by both Gerry McGuire (YBMT) and Corrina McGowan (YDT), YBMT will settle the $10,000 in full within seven (7) business days by bank transfer to the YDT operating account on file.
- Asset disposition. The 22 previously produced assets remain hosted, owned and operated by YDT as part of the ongoing commercial relationship (Section 2 below). The strategic re-purposing of those assets — from B2C lead-generation to B2B partner-acquisition support — is governed by this brief, in particular Modules 4 and 5.
- Scope closure for CoSai. Settlement of this balance, combined with sign-off of this brief, closes CoSai's scope of work. CoSai is not a continuing service provider on this engagement. Re-engagement is by separate agreement only.
- Ongoing relationship. The commercial relationship between YBMT and YDT from sign-off forward is governed exclusively by the $600/week ongoing scope set out in Section 2 of this Module.
This letter resolves the open balance and formally transitions the marketing function to its operational footing under YDT.
Carla
Strategic Lead · CoSai CFO Services
On behalf of YBMT · 1 June 2026
2. The $600/week ongoing YDT operating scope
From sign-off forward, YDT operates the marketing function for YBMT under a flat $600/week retainer ($31,200 annualised) — significantly below the cost of an in-house junior marketer, and structured around what actually moves the partner-acquisition needle. The scope below is what's included; anything outside is by separate proposal.
Channel operations
- LinkedIn ad layer running (target: pool builders, PMs, insurance assessors) — campaign monitoring, creative refresh, budget pacing
- LinkedIn organic — 2 posts/week from Gerry's profile (ghost-written by YDT)
- Email nurture sequences sending to partner-segmented lists
- Website & landing-page uptime, content updates, lead routing into CRM
Asset production & dashboard
- 1 new case study (B2B partner result, written + designed)
- 1 dashboard refresh (this site, Module 7) populated from real data
- Email newsletter to active & prospect partner list
- Performance summary email to Gerry & Carla
Strategic review
- Joint review session (Gerry + Corrina, Carla optional)
- Mix & channel performance diagnostic
- Next-quarter campaign plan
- Kill-criteria audit (Module 6)
Out of scope at $600/week
- New video production (additional 16:9 or 9:16 assets)
- Trade-show stand design or event collateral
- Net-new website builds or major re-platforming
- Paid-media spend (this is platform fees paid by YBMT directly)
- PR retainers, third-party media relations
3. Commercial summary table
| Item | Party | Amount | Timing | Status |
|---|---|---|---|---|
| YBMT prior-period infrastructure (paid) | YBMT → YDT | $15,000 | Already paid | Closed |
| YBMT outstanding balance (settlement) | YBMT → YDT | $10,000 | 7 days from sign-off | Action on sign |
| YDT ongoing operating retainer | YBMT → YDT | $600 / week | From sign-off, ongoing | Activates on sign |
| Annualised YDT retainer (12 months) | YBMT → YDT | $31,200 / year | Year 1 forward | Activates on sign |
| LinkedIn ad spend (platform direct, capped) | YBMT → LinkedIn | $500 / month ($6,000 / year) | From sign-off, ongoing | YBMT-direct |
| CoSai CFO advisory fee (this brief) | YBMT → CoSai | Per separate engagement letter | On sign-off | Closes scope |
| Total Y1 marketing investment | YBMT total spend | $47,200 | Y1 ($10K settlement + $31.2K retainer + $6K ad spend) | — |
4. Sign-off block
By signing below, the three parties confirm:
- The strategic framework set out in Modules 1–7 is accepted as the operating model for the next 24 months.
- The commercial architecture in this Module 8 is accepted as the binding financial arrangement.
- CoSai's engagement closes on full settlement of the $10,000 and on countersignature of this brief.
- YDT's $600/week scope activates from the date of the last signature below.
- Gerry McGuire (YBMT) carries the commercial-function operating cadence set out in Module 3 from sign-off forward.
Carla
Strategic Lead · CoSai CFO Services
Gerry McGuire
CEO · Your Building & Maintenance Team
Corrina McGowan
CEO · Your Digital Team
This is what CoSai builds. This is what YDT operates. This is what YBMT becomes.
CoSai's job ends here. From the moment all three signatures are on the page above, the operating responsibility for the $3.5M → $10M transformation sits with Gerry McGuire (commercial cadence, Module 3) and Corrina McGowan (marketing operation, Modules 4–5 + ongoing scope). The CFO will reappear quarterly for the strategic review session, and immediately if any of the kill criteria in Module 6 trigger. Otherwise — execute the plan.
Effective: 1 June 2026 · Destination: 31 May 2028 · Domain: cosaiybmtpool.org