FNDRS Revenue Engine Growth Plan
01 / 27
Strategic Recommendation & Stage 1 Proposal
Prepared for FNDRS
Prepared by
Patrick Jones
Sales Savage · Revenue Architect · Fractional CRO
Confidential
For Nick & Troy only
Strategic Recommendation & Stage 1 Proposal
Prepared for FNDRS
Prepared by
Patrick Jones
Sales Savage · Revenue Architect · Fractional CRO
Confidential
For Nick & Troy only
02 / 27
Executive Summary
You have demand. You have attention. Meta is working, the message is resonating, and the calendar is being filled. The constraint is elsewhere.
The bigger issue is that the front-end revenue engine is not yet stable, predictable, or fully owned by someone other than Nick. Right now, Nick is still too close to the sales nervous system.
The business has a massive long-term vision, but the current sales engine is not yet built to carry it. That is the core constraint.
The first decision is not whether we commit to everything today. It is simply whether we start with Stage 1.
03 / 27
The Revenue Engine
Every downstream opportunity depends on the front-end engine working. If the front-end is unstable, the entire chain is constrained.
04 / 27
Current State → Future State
Current State
Future State
The Real Gap
FNDRS doesn't yet have the skill set, system, or strategy to build an online, predictable, scalable sales team.
FNDRS has built a winning sales engine in person — but never one online. Building a predictable, scalable online sales function — the strategy, the system, the process, and the team — is an entirely different game, and it's exactly what this engagement is designed to install.
05 / 27
What I Heard
The vision is big, the customer lifetime value is significant, and the downstream monetization paths are massive — but the front-end engine is still stuck in first gear.
The themes
FNDRS does not need another fragmented person. FNDRS needs ownership. Someone needs to own sales — and that person cannot keep being Nick.
06 / 27
The Main Constraints
Not to fix a single, random sales problem — to institutionalize the function.
The Main Constraint
There is no one owning the sales strategy, leading the sales function, system, process, and team — and no predictable, scalable sales system to drive consistent revenue growth.
Every constraint above is a symptom. The root issue is the absence of a single owner and a repeatable operating system that turns sales into predictable, scalable growth.
07 / 27
The Staged Path
We do not need to commit to every stage today — but you should see the full path from the start.
Stage 1 · 45 Days
Find the truth, attack the biggest cash constraint, build the 90-day roadmap.
Stage 2 · 90 Days
Take full ownership of the front-end sales function. Remove Nick from execution.
Stage 3 · Scale
Hire, train, ramp, and manage closers to scale the engine.
Stage 4 · Expansion
Deploy the same engine as a revenue asset across the client ecosystem.
08 / 27
Stage 1 · The Engagement
The 45-day diagnostic and cash acceleration sprint — what we assess, what we build, and what you walk away with.
09 / 27
Stage 1 · 45 Days
This is not a passive audit. It is a diagnostic combined with an active implementation sprint — I enter the business as a player-coach.
I get deep inside the engine: reviewing the process, listening to calls, inspecting the CRM and SOPs, evaluating follow-up loops, assessing the offer path, and identifying exactly where the biggest cash drag is happening.
Where it makes sense, I step into the trenches directly — modeling calls, supporting execution, and taking selected calls to hear objections firsthand and stabilize the system.
Purpose of Stage 1
10 / 27
What a 7-Figure Sales Function Requires
This is the standard I audit FNDRS against in Stage 1 — and the exact engine we build. Most teams run 2 or 3 of these. When all seven are locked in, the number becomes predictable and scalable.
The gap between a six-figure month and a seven- to eight-figure month is not luck, leads, or a single great closer. It is whether all seven systems are built and locked in together.
The Pattern
Most teams have 2 or 3. Some have 5. When all 7 are locked in, it's game over.
The right people on the bus, in the right seats.
Closers and setters who fit the company, want to win, and drive sales daily. Talent is the engine's fuel — nothing else compounds without it.
Exactly what happens from opt-in to close.
Every email, text, call, stage, and pipeline move — clear, repeatable, and tracked. A process you can hand to anyone and trust the same outcome.
The data that tells the truth.
Show-up rate, close rate, rebooks, cash collected. Of every metric you could track, you know which ones move the number — and you watch them. Data drives decisions.
Reps trained to win the moment.
Create urgency, handle objections, speak to emotion, control the frame. Teams with the people and the process still stall here. Training is what lifts close rate and hits KPI.
The rhythm that moves the needle on repeat.
SOPs, infrastructure, and the daily / weekly / monthly cadence that makes results predictable instead of accidental.
The highest-leverage skillset on the team.
Planning and vision, acquisition strategy, sales-department economics, and the relationships between functions. Exec / VP-level thinking — the difference-maker as you move into multi-millions and beyond.
The team bought in and rowing together.
Daily KPI management against goals and projections, accountability that holds, and the hiring, coaching, and training that keeps the right talent performing — day after day.
11 / 27
Diagnostic Area 01 of 05
What I Diagnose
Potential Solutions
A clearer, more predictable path from lead flow to cash collection.
12 / 27
Diagnostic Area 02 of 05
What I Diagnose
Potential Solutions
A stronger sales process — cleaner decisions, stronger urgency, less follow-up dependency.
13 / 27
Diagnostic Area 03 of 05
What I Diagnose
Potential Solutions
A stronger offer pathway that raises perceived value, urgency, cash collected & revenue per opportunity.
14 / 27
Diagnostic Area 04 of 05
What I Diagnose
Potential Solutions
A cleaner operating system — the team knows what to do, leadership has visibility, revenue is forecastable.
15 / 27
Diagnostic Area 05 of 05
What I Diagnose
Potential Solutions
A clear path to remove Nick from the front line and build a sales function that scales without him.
16 / 27
Sequencing the 45 Days
Inside the 45 days we do not try to fix everything at once. We identify the top one or two constraints creating the biggest cash drag — and attack those first.
If the biggest constraint is…
Show rate
We build the show-up system.
One-call close
We redesign the sales architecture.
Follow-up
We rebuild the follow-up process.
Offer or pricing
We test the offer path.
Jack's call structure
We rebuild and coach the call process.
Sales talent
We tighten hiring, onboarding, training & ramping.
The goal is not to make everything perfect in 45 days. The goal is to find the highest-leverage constraint, create immediate movement, and build the roadmap for the next stage.
17 / 27
Stage 1 · The 45-Day Timeline
Diagnostic, alignment, then action — a clear path from understanding the engine today to moving cash within 45 days.
I immerse in the business as a player-coach and diagnose the entire commercial engine — top to bottom.
We meet to review everything discovered and align on the plan — with solutions, not just observations.
We implement the one or two constraints that move cash the most — not everything at once.
At the end of 45 days: a fully diagnosed revenue engine, immediate improvements already implemented, a prioritized roadmap to predictable $300K/month, and a defined scope for Stage 2.
18 / 27
What You Receive — End of Stage 1
At the end of 45 days, you will have a complete, documented picture of the sales function — and the exact plan for what comes next.
Assessments & Reports
Recommendations & Roadmap
19 / 27
Stage 1 Outcome
By the end of Stage 1, we should know exactly where we stand and exactly what to do next.
By the end of Stage 1, we should know
The reason I recommend Stage 1 first is because it gives us truth before making a bigger decision.
20 / 27
Stage 2 · The Takeover
Revenue engine build and full sales takeover — installing a predictable $300K/month system.
21 / 27
Stage 2 · 90 Days
This is not advisory work — it is pure execution. Sales Savage steps in as fractional sales leader / CRO and takes complete ownership of the front-end.
The takeover includes
The target of Stage 2 is a predictable $300K/month — likely a stable system supported by roughly two highly productive closers, with the founders fully removed from execution.
22 / 27
Stage 3 · The Scale
From $300K toward $1M/month — hiring, training, and managing closers once the data says go.
23 / 27
Stage 3 · Scale
Once the engine is stable, we move from stabilizing to scaling: hiring, training, ramping, and managing additional talent — only when the data says the system is ready.
Benchmark Talent Path
$300K / mo
Stabilize
$500K / mo
Expand
$1M / mo
Scale
Benchmarks refined in Stage 1 using real close rates, show rates, average cash collected, offer mix, lead volume, and setter capacity. Headcount is added only when system data shows the engine can support it.
24 / 27
Stage 4 · The Expansion
Deploy the same revenue engine as a high-value asset across the FNDRS client ecosystem.
25 / 27
Stage 4 · Expansion
Once FNDRS becomes its own case study, the same revenue engine framework becomes a high-value asset for the companies inside your ecosystem.
Revenue Engine Diagnostics
Deployed for client companies.
Custom Sales Buildouts
Process and infrastructure for portfolio brands.
Team Hiring & Ramp
Increasing client enterprise value.
Fractional Leadership
Support for companies preparing to exit.
New Revenue Stream
High-margin, shared-upside opportunities.
FNDRS First
This happens only after FNDRS is the proof point.
26 / 27
Investment
45-Day Diagnostic + Cash Sprint
$0
All-inclusive: full diagnostic, the cash sprint, player-coach call modeling, end-to-end CRM & SOP reviews, offer pathway optimization, immediate solution deployment, and the definitive 90-day roadmap to $300K/month.
Stages 2 and 3 are not priced today, because their exact scope depends entirely on what we find in Stage 1 — what infrastructure must be built, who needs training, what must change, and how fast we can scale without breaking the engine.
I am open to discussing the long-term structure, but I will not under-resource Stage 1 — the accuracy of this diagnostic determines the success of everything that follows.
Cost Justification
It's a decision about how fast you close the biggest holes in the bucket. Open each panel and move the sliders — the math makes the case.
Return on Investment
We find the single highest-leverage bottleneck and fix it first. Move the sliders to model what just one improvement is worth.
Projected impact · first 45 days
$45K
added revenue / month
1.8×
return on $25K
$540K
annualized
One fix that produces just three additional deals returns the entire investment — almost immediately.
The Cost of Waiting
The real investment isn't $25,000 — it's the gap between a $100K/month business today and the $1M/month vision. That is $900K/month left on the table.
Revenue leaked while you wait
$2.7M
That's the gap closing later instead of now — every month compounds.
$150K
short-term leak identified
$1.5M
long-term opportunity
$10.8M
annual gap to the vision
The objective is simple: find the biggest hole in the bucket and fix it first. We aren't optimizing everything in the first 45 days — we're identifying the single highest-leverage bottleneck suppressing growth. That may be show rate, close rate, follow-up, the sales process, referrals, client retention, or operational friction.
One strategic improvement can create a significant increase in revenue. If one fix generates three additional deals within 45 days, the engagement produces a return almost immediately. The goal is simple: generate ROI within the first 45 days.
The Decision
The question isn't, “Can we afford the investment?”
It's, “How much longer can we afford to leave the holes in the bucket?”
27 / 27
Final Recommendation
FNDRS does not need another sales consultant. FNDRS needs an institutionalized revenue engine — predictable, scalable, and no longer carried by the founders.
Patrick Jones
Sales Savage · Revenue Architect · Fractional CRO