A marketing hire who opens by asking for money is asking to be trusted with a number nobody has. This plan spends the first ninety days establishing what a sale currently costs, fixing what is visibly broken at no cost, and building assets that keep working after the spend stops. The budget conversation happens on day 90, with evidence.
This is a working roadmap, not a contract. It will change as real numbers replace the estimates it was built on, and the most likely thing to change it is discovering that something assumed here is wrong.
One structural fact shapes everything here. The sales cycle in this category runs six to twelve months. Every deal closing in my first two months was created before I arrived, and most of what I start now lands after day 90. That cuts both ways: I cannot take credit for early wins and I should not be judged on early revenue. What I can be held to inside ninety days is whether the measurement exists, whether the obvious breakages are fixed, and whether there are assets in market that were not there before.
Onboarding
Access and accounts I need
Every login, tool, document and decision required to run the plan above, grouped and prioritised. Most of it costs nothing and takes minutes to grant. The delay is almost always finding out who holds it, which is why the last column exists. Open a section to see the detail.
D1 Day one. The plan stalls without it.W1 Week one.M1 First month. Useful, not blocking.Drag the handle at the left of any section or item to reorder.0 of 74 ticked · … ·
⋮⋮Identity and day-one basics7 items · 6 day one
Nothing else on this list can be requested properly until I have a company email address, because every platform invitation goes to it.
⋮⋮D1
Email address on papagovans.com
Every account invite below routes to it. A personal address creates an orphaned login the company cannot recover later.
Likely holder: IT / ownership
⋮⋮D1
Calendar and shared calendars
Build schedule, delivery dates and trade shows drive the content calendar.
Likely holder: IT
⋮⋮D1
Internal chat: Slack, Teams or whatever is actually used
Where shop, sales and service already talk. I need to listen before I ask questions.
Likely holder: IT
⋮⋮D1
Shared file storage: Drive, Dropbox or server
Brand files, photos, contracts and past campaigns live somewhere. I need read access to all of it.
Likely holder: IT
⋮⋮D1
Company password manager, or a decision to adopt one
If credentials are being shared over text or a spreadsheet, that is its own problem and I would rather fix it in week one than inherit it.
Likely holder: IT / ownership
⋮⋮W1
Phone extension or forwarding, and access to the main line's call history
Lead volume by channel is meaningless if phone calls are invisible.
Likely holder: Ops
⋮⋮D1
Org chart, or a list of who does what
So I ask the right person rather than the nearest person.
Likely holder: Ownership
⋮⋮Website and hosting8 items · 2 day one
The site is WordPress. Three published price lists disagree, the build-tier hub renders $0 to crawlers, and the warranty is stated as both one year and three years. All three are fixable in week one, and all three need admin.
⋮⋮D1
WordPress admin, not editor
Editor cannot touch the tier templates, the SEO plugin or the theme, which is where every one of the known bugs lives.
Likely holder: Whoever built the site
⋮⋮W1
Hosting control panel
For backups, staging and the ability to roll back a bad change without calling someone.
Likely holder: IT / web vendor
⋮⋮W1
Domain registrar and DNS
Needed for email authentication records, subdomains and any landing page tooling. Also the single most dangerous thing to lose track of.
Likely holder: Ownership
⋮⋮W1
Staging environment, or permission to create one
I am not editing pricing templates on a live six-figure-purchase website with no way to test.
Likely holder: Web vendor
⋮⋮W1
Yoast or whichever SEO plugin is installed
The sitemap is Yoast-generated, so it is there. Needed to fix indexation of the stale pages.
Likely holder: Web vendor
⋮⋮D1
Form plugin and where form submissions go
Every inbound lead passes through it. If submissions are only emailed and never written to the CRM, that is a leak.
Likely holder: Web vendor
⋮⋮W1
The customer build portal
A public owner review says the portal had technical issues and the customer could not see build status. I need to see what it actually does before we promise visibility in marketing.
Likely holder: Ops / whoever owns it
⋮⋮W1
Any chat widget, booking tool or quiz on the site
They capture leads and usually nobody owns them.
Likely holder: Web vendor
⋮⋮Measurement and analytics7 items · 2 day one
This is the group that decides whether anything else in the 90-day plan can be proven. Without it I am guessing in public.
⋮⋮D1
Google Analytics 4, admin level
Admin rather than viewer, because conversions and audiences need configuring, not just reading.
Likely holder: Whoever holds it
⋮⋮D1
Google Search Console, owner or full
The fastest free diagnostic available, and it will confirm whether the $0 tier pages are being indexed that way.
Likely holder: Web vendor
⋮⋮W1
Google Tag Manager, publish rights
Every tracking fix goes through it. View access is useless.
Likely holder: Web vendor
⋮⋮M1
Bing Webmaster Tools
Small traffic, but this buyer skews older and Bing share is higher in that group than people assume.
Likely holder: Web vendor
⋮⋮W1
Call tracking, if it exists
If it does not exist, that is a finding. Phone is likely a major channel for a six-figure purchase.
Likely holder: Ops
⋮⋮W1
Looker Studio or whatever reporting exists today
I want to see what ownership is currently being shown, before I change it.
Likely holder: Ownership
⋮⋮M1
Heatmap or session recording, if any
Useful on the tier and configurator pages. Not urgent.
Likely holder: Web vendor
⋮⋮Paid media9 items · 5 day one
Most historical spend is Meta, with meaningful Google Ads. The account structure and history matter more than the login, because history is what makes the first budget recommendation defensible.
⋮⋮D1
Meta Business Manager, admin
Admin on the Business Manager itself, not just the ad account. Without it I cannot manage pixels, catalogs or people.
Likely holder: Whoever holds it
⋮⋮D1
Meta ad account, admin plus billing visibility
Spend history by campaign is half the day-30 deliverable.
Likely holder: Ownership
⋮⋮W1
Meta Pixel and Conversions API access
Offline conversion upload from HubSpot depends on it, and that is how Meta learns what a real buyer looks like.
Likely holder: Web vendor
⋮⋮D1
Facebook Page and Instagram account, admin
Should be owned by the Business Manager, not by an individual's personal profile. Worth checking which it is.
Likely holder: Ownership
⋮⋮D1
Google Ads, admin
Brand versus non-brand split is the first thing I need, and it needs history.
Likely holder: Whoever holds it
⋮⋮W1
Google Ads billing and invoice history
What was actually spent, not what was budgeted.
Likely holder: Finance
⋮⋮M1
Microsoft Advertising, if running
Often set up years ago and forgotten while still spending.
Likely holder: Ownership
⋮⋮W1
YouTube channel, manager
Where the build tour and delivery films land. Also needs linking to Google Ads.
Likely holder: Ownership
⋮⋮D1
Any agency or freelancer currently in these accounts
I need to know who else has access before I change anything, and whether the accounts are owned by us or by them.
Likely holder: Ownership
⋮⋮CRM, sales and the deal pipeline7 items · 2 day one
HubSpot is the system of record. Several of the most important questions on the Data Request page are answerable from it in an afternoon, if the fields have been populated.
⋮⋮D1
HubSpot, super admin
Not marketing seat. Workflow, property and integration changes all need admin.
Likely holder: Sales leadership
⋮⋮D1
Confirmation that closed-lost reason is a required field
If it is not captured, we only learn from wins, which is half an education. This is the single highest-value thing in the CRM.
Likely holder: Sales leadership
⋮⋮W1
Deal history: 2025 and 2026 to date
Won, lost, average sale price, cycle length, source. The raw material for everything.
Likely holder: Sales leadership
⋮⋮W1
Lead source and first-touch attribution setup
Needed to see which channel creates demand rather than just harvests it.
Likely holder: Sales leadership
⋮⋮W1
Quoting or configurator tool used by sales
What a customer actually receives today, so the configurator mockup reflects reality.
Likely holder: Sales
⋮⋮W1
E-signature and contract templates
The deposit schedule and delivery terms are marketing claims whether we treat them that way or not.
Likely holder: Ownership
⋮⋮M1
Payment processor, read access
Deposit timing and payment method matter to the deposit-risk objection.
Likely holder: Finance
⋮⋮Reviews and reputation5 items · 2 day one
There is a live Reddit thread about Papago that is the first result when you search the company name there, and it is still adding comments. Reputation is not a monitoring task here, it is an active one.
⋮⋮D1
Google Business Profile, manager or owner
71 reviews at 4.7 is a real asset that is currently not surfaced anywhere on the website.
Likely holder: Ownership
⋮⋮W1
Birdeye, or whatever mirrors the reviews
A Birdeye mirror of the Google reviews is already public, so an account exists somewhere. Worth finding out who set it up and what it is doing.
Likely holder: Ownership
⋮⋮W1
Yelp, BBB and Trustpilot listings
Claimed or unclaimed. An unclaimed listing is someone else's asset.
Likely holder: Ownership
⋮⋮D1
A decision on who responds to public complaints, and in what tone
Not a login, but it belongs on this list. Right now the Reddit thread has no company response at all, and that is a choice being made by default.
Likely holder: Ownership
⋮⋮M1
Any review-request automation
Timing matters. Asking at delivery and asking at 30 days produce very different reviews.
Likely holder: Ops
⋮⋮Email, SMS and owned audience5 items · 0 day one
The cheapest channel in a six to twelve month sales cycle, and the one most likely to have been neglected.
⋮⋮W1
Email platform, admin
Mailchimp, Klaviyo, HubSpot Marketing or nothing. If nothing, that is the finding.
Likely holder: Ownership
⋮⋮W1
The existing list, with consent status
Size, source and whether it was collected in a way we can still mail to.
Likely holder: Ownership
⋮⋮W1
SPF, DKIM and DMARC records
Requires DNS access. A nurture sequence that lands in spam is worse than no sequence.
Likely holder: IT
⋮⋮M1
SMS platform, if any
Useful for build-status updates, which is exactly the complaint owners raise.
Likely holder: Ops
⋮⋮W1
Past campaign archive
What has already been sent to this audience, so I do not repeat it.
Likely holder: Ownership
⋮⋮Creative, brand and assets7 items · 0 day one
The plan calls for two build tours and one delivery film. All three need raw material and permission.
⋮⋮W1
Brand files: logo, fonts, colours, guidelines
Working files, not a PNG pulled off the website.
Likely holder: Ownership
⋮⋮W1
The photo and video library
Everything shot to date, including unused footage. There is usually more than anyone remembers.
Likely holder: Ownership
⋮⋮W1
Canva, Adobe or whatever design tooling is licensed
Including who else is using it and what templates exist.
Likely holder: Ownership
⋮⋮W1
Floor plan drawings and CAD files
The configurator and the tier pages both need these, and we already established the drawings are ours.
Likely holder: Shop
⋮⋮W1
Permission to film in the shop, and a crew who does not mind a camera
Already on the asks list. Repeated here because it is the binding constraint on the two highest-value assets in the plan.
Likely holder: Shop lead
⋮⋮W1
Model and customer releases, or a template
Filming a real delivery needs a signed release before the trip, not after.
Likely holder: Ownership / legal
⋮⋮M1
Drone footage and any licensed music
Check what we own versus what was licensed for one campaign and has since expired.
Likely holder: Ownership
⋮⋮Commercial and financial context6 items · 1 day one
I do not need the books. I need enough to calculate cost per sale and to stop publishing prices that contradict each other.
⋮⋮D1
The price list of record
One list, agreed, that the website will be made to match. Three currently exist.
Likely holder: Ownership
⋮⋮W1
2025 revenue, units sold and units delivered
Sold and delivered are different numbers and the gap is itself informative.
Likely holder: Finance
⋮⋮W1
Total marketing and advertising spend, broken down by channel
Already on the Data Request. Without it there is no denominator.
Likely holder: Finance
⋮⋮W1
Gross margin by build tier, or enough to estimate it
Decides whether we push Papago Collection at all.
Likely holder: Finance / ownership
⋮⋮M1
Real shop hours on repeated layouts
The number the entire Papago Collection recommendation rests on.
Likely holder: Shop lead
⋮⋮W1
Warranty claims and service call volume for 2025
Already requested. It is also the cost side of the service-as-marketing argument.
Likely holder: Service
⋮⋮Legal, policy and compliance6 items · 3 day one
Two live inconsistencies on the website are legal-adjacent rather than marketing problems, and neither is mine to decide alone.
⋮⋮D1
The warranty document of record
The FAQ says one year on craft work. The Sentinel page says three years on the build. Both are live. One is wrong.
Likely holder: Ownership
⋮⋮D1
The weight and payload position
The FAQ currently answers No to whether weight or towing restrictions apply. That needs an owner and a correct answer before it needs marketing.
Likely holder: Ownership / shop
⋮⋮W1
Standard contract, deposit schedule and cancellation terms
Deposit risk is the top category objection. I cannot market against it without knowing our own terms.
Likely holder: Ownership
⋮⋮M1
Privacy policy, cookie notice and terms
Required before any meaningful tracking or remarketing work.
Likely holder: Ownership / legal
⋮⋮M1
Trademark and brand usage position
Including the mandatory-decal policy, which is published and is the kind of term that shows up in a review later.
Likely holder: Ownership
⋮⋮D1
Who signs off on public claims
Specifically any delivery-time or guarantee language. Given what is currently public, this should not be ambiguous.
Likely holder: Ownership
⋮⋮Vendors, agencies and industry7 items · 1 day one
The people already doing this work, and the relationships that come with the category.
⋮⋮D1
Current marketing agency or freelancers: contract, scope, spend
Including notice period. I need to know what is committed before I recommend reallocating anything.
Likely holder: Ownership
⋮⋮W1
Web developer relationship and response time
Determines whether week-one website fixes take a day or a month.
Likely holder: Ownership
⋮⋮W1
Photographer and videographer relationships
Including rates and whether we own the output.
Likely holder: Ownership
⋮⋮W1
Trade show commitments and deposits already paid
Shows are booked far ahead and are usually the largest single line item nobody reviews.
Likely holder: Ownership
⋮⋮M1
RVIA membership status
Relevant to the certification question and to how buyers screen builders.
Likely holder: Ownership
⋮⋮W1
Mercedes upfitter program status
Whether we are in MasterUpfitters or eXpertUpfitters materially changes what we can say about warranty.
Likely holder: Ownership / shop
⋮⋮M1
Chassis dealer relationships
Sourcing and lead time, which feed directly into any delivery promise.
Likely holder: Ops
Two things about how access is granted, not what. First, accounts should be owned by Papago rather than by an individual or an agency. A Facebook Page tied to someone's personal profile, or a Google Ads account owned by a vendor, walks out of the door when they do, and it takes the history with it. Where that is already the case, moving it is a week-one job and it is harder later than it sounds. Second, I do not want anyone's password. Every system on this list supports named user accounts with roles, and that is how I would rather be added, so that access can be audited and revoked cleanly.
Day one or two
Six questions before I start moving things
One request and five casual questions, asked in the first couple of days. Designed to find out how much appetite for change actually exists before I spend ninety days assuming it does. Each one asks for something concrete rather than a value statement. Type the answers in as you get them and they save here, so the rest of this plan can be built on what they actually said.
How I plan to open
Before I change anything, I am going to ask a lot of questions. Some will sound obvious. A few will sound naive. That is the point.
I have been here a matter of days. I did not sit in the meetings, I do not know whose idea anything was, and I have never drunk the Kool-Aid. I have no history with any of it. That means I can look at how something is done and ask why, and it is not a criticism of anyone in the room, because I was not here when it was decided.
That is worth something, and it has a short shelf life. In six months I will be as acclimatised as everyone else, and the things that look strange to me today will just look like how we do it. So the most useful thing I can do right now is ask the obvious questions while they are still obvious to me, and write the answers down before I stop noticing.
The questions worth the most are the ones where the honest answer is we have always done it that way. That is not a failing. It is what happens in any company that has been busy building, where nobody has had a reason to stop and look. I am the one person here with no reason not to.
The flip side, and I want to say it before anyone has to: I am not assuming any of this is new. Plenty of what I put on the table you will have already done, already considered, or already tried and watched fail. When that happens, say so, and tell me what happened. That answer is worth more to me than my idea was, and it is the fastest way to stop me spending ninety days rediscovering something you learned three years ago.
None of this is an audit and none of it is a critique of anyone's work. I am trying to learn the business fast enough to be useful, and to bank a fresh perspective before it wears off.
01Ownership + VP of Ops
“Can I get half a day with all of you in the first two weeks? Four hours minimum, everyone in the same room at the same time.”
The only thing I am asking for up front. Not a status meeting and not a presentation: the session where the research gets laid out, the roadmap starts, and four decisions get made that are not mine to make alone. Full agenda is below, after the other five questions.
What I am listening for. Whether the answer is a date or a maybe. Half a day is a real cost and a reluctance to spend it is itself the answer to question three. Also watch whether they try to split it into separate one-on-ones. Sequential meetings produce three different versions of the same decision, which is exactly the problem I am there to fix.
Not saved yet
02Ownership
“What is the one thing about how we sell or build vans that you already know should change, but hasn't yet?”
Opens the door without accusing anyone of anything. Almost every owner has an answer ready.
What I am listening for. If they name something instantly, awareness is not the problem and the follow-up is what blocked it. If nothing comes, that is the more useful answer: nobody has been looking, and anything I bring will be the first proposal in a while.
Not saved yet
03Ownership
“When a build goes wrong after delivery, who decides how much we spend to make it right, and what is the most we have ever spent on one?”
Asks for a policy by asking for a number. Much harder to answer with a value statement.
What I am listening for. A real figure means a real policy exists. Case by case with no number means there is no policy, which is exactly what the public complaints describe. Second half to slip in: who owns the customer after delivery? If that takes more than a second, or gets two answers, that is the finding.
Not saved yet
04Ownership
“In ninety days I might come back and recommend we stop doing something that currently makes money, or spend before we can prove the return. How would that land?”
The single best predictor of whether any of this plan survives contact. Ask it early, while it is hypothetical and cheap.
What I am listening for. Hesitation matters more than the words. Enthusiasm with no conditions attached usually means they have not pictured it. Push once for the specific thing they would refuse to stop.
Not saved yet
05VP of Operations
“If you could remove one constraint from the shop tomorrow, with no cost limit, what would it be?”
Casual, flattering, and it hands over the real bottleneck without a meeting.
What I am listening for. Whether the answer is people, parts, space or process. If it is process, Papago Collection has a chance. If it is people or parts, throughput is not a layout problem and the whole two-line proposal needs rethinking before I sell it.
Not saved yet
06VP of Operations
“What has to happen for a van to leave here late, and how often does that actually happen?”
Directly tests whether a delivery guarantee is survivable, before anyone has committed to one in public.
What I am listening for. Whether lateness is described as a system with known causes, or as bad luck. A shop that can name its three usual causes can be fixed. A shop that shrugs cannot promise a date, and the twelve-week guarantee should stay in the drawer.
Not saved yet
How to ask these. Not in a meeting, and not in this order if it feels stiff. These work best standing in the shop or over coffee, one at a time, spread across the first two days. And on question two, ask for the list of unhappy customers before you mention anything you already know about. What gets volunteered unprompted is itself the answer.
The one thing I am asking for up front
Half a day with ownership and the VP of Operations
Four hours, minimum, in the first fortnight. Not a status meeting and not a presentation I talk through. It is the session where the research gets laid out, the roadmap starts, and a handful of decisions get made that are not mine to make alone. Everything in the ninety day plan below assumes this session happened.
The thing I most need them to hear. I am not here to launch a new Facebook campaign. Advertising is the last step, not the first. If we buy traffic into a business that publishes three different prices for the same van, states its warranty as one year in one place and three in another, and has unanswered complaints sitting first on search, we will pay to accelerate a problem. The work is to build a foundation that generates genuinely qualified leads, marketing qualified and sales qualified, both defined in a way sales agrees with. Product, research, warranty and customer service are not separate from marketing. They are what the messaging is eventually made of, and a customer will describe them publicly whether or not we do.
Proposed agenda
0:00
20 min
Why we are in this room
Frame it once, plainly: the goal is not a campaign, it is a system that makes advertising worth buying. Nobody leaves this session with a new Facebook ad, and that is deliberate.
0:20
40 min
What the research actually says
Buyer research, the competitor scan, and the public complaints. The uncomfortable material goes first, while everyone is fresh and before anyone is invested in a plan.
1:00
30 min
The questions we cannot currently answer
What a signed deal costs to win. Which channel creates demand versus harvests it. Why we lose the deals we lose. None of these have answers today, and every budget argument depends on them.
1:30
15 min
Break
Deliberate. The second half asks for decisions and nobody decides well at ninety minutes without a pause.
1:45
45 min
The foundation, in the order it has to happen
Fix what we publish. Own the service story. Capture the data. Only then build demand. Spending before those four is spending to accelerate a leak.
2:30
45 min
What a qualified lead means here, agreed in the room
The working session inside the session. We define marketing qualified and sales qualified together, on a whiteboard, and we leave with definitions sales will actually use. Without this, every lead number reported afterwards is arguable.
3:15
30 min
The decisions I need from you
Milestone payments. The delivery guarantee and why it waits. Data and system access. Who owns responding to unhappy customers in public. These are not marketing calls and I am not making them alone.
3:45
15 min
Next thirty days, and how to judge me
What I will have done by day 30, what I will bring back, and the measures I expect to be held to.
What they leave understanding
We are building a foundation, not a campaignAdvertising is the last step, not the first. Buying traffic into a site that publishes three different prices and two different warranties turns a small problem into an expensive one.
Qualified means something specific, and we agreed whatA form fill is not a lead. We leave with a written definition of marketing qualified and sales qualified that sales signs up to, because a number nobody agrees on cannot settle an argument later.
Everything upstream of the ad is marketingProduct decisions, warranty terms, payment structure, how service answers the phone, what happens at handover. All of it becomes the message eventually, whether we write it or a customer does.
The fastest wins this quarter cost nothingReconciling the published prices, fixing the warranty contradiction, correcting the weight answer, surfacing the reviews. All free, all this month, all things a buyer already sees.
I will bring numbers on day 90, not opinionsThe budget conversation happens once cost per sale exists. Asking earlier spends credibility I will need when the number is real.
What this session is not
Not a budget requestNo number is asked for and none should be offered. That conversation belongs on day 90, with cost per sale attached.
Not a campaign reviewWe will look at what has been spent, but only to establish a baseline, not to critique whoever ran it.
Not a blame sessionThe complaint research is uncomfortable and it will be handled as a system problem, because that is what it is.
Not optional to attendThe decisions in the second half need ownership and operations in the same room at the same time. Sequential one-on-ones produce three different answers.
After the session
Capture what actually happened
Written up the same day, while it is accurate rather than remembered. These save here, so the rest of the plan can be revised against what was really agreed.
Not saved yet
Not saved yet
Not saved yet
Not saved yet
Not saved yet
Days 1–30
Learn the business, stop the bleeding
No spending decisions this month.
Know what a sale currently costs and fix what is visibly broken. Both are free.
Learn
Ownership: what does a good year look like, and what would make this hire obviously worth it.
Sales: walk through five won deals and five lost ones, start to finish, out loud.
Ask sales the one question that decides our positioning: sign a contract today, when does the build start? Write down the date.
Shop floor: watch a build. Ask what slows it down. Ask which layouts come back.
Service: what fails, how often, and what a customer sounds like when it does.
Service and ownership: name the customers who are unhappy enough to be saying so publicly, and tell me what we already know about each one. I arrive with a live Reddit thread naming several. The first thing I need to learn is whether that is news to us.
Finance: how a deposit actually moves through the business and when it becomes revenue.
Do
Reconcile the three published price lists. Kill /rainier-old/ and the stale FAQ figure.
Get the build tiers hub server-rendered so crawlers stop reading every tier as $0.
Publish a van-plus-build total beside every conversion price.
Audit HubSpot: is closed-lost reason being captured, is a competitor field being used, is first-touch source surviving.
Pull spend, leads and cost per lead for both Meta and Google. Split brand from non-brand.
Establish our real contract-to-keys number across a full year, not just today. A promise that only holds in January is not a promise.
Delivered to ownershipA one-page state of the marketing for ownership: what we spend, what it produces, what a signed deal costs today, and the three things I fixed in week one that cost nothing.
Days 31–60
Build proof and fix the offer
Assets, not ads.
Put something in market that keeps working after the spend stops, and get the biggest objection off the table.
Learn
Which layouts have actually sold and warrantied cleanest, from build records.
Where eastern owners cluster, from the sales history.
Real shop hours on repeated layouts, which decides whether Papago Collection is worth doing at all.
Whether Boho, or anyone, appears in closed-lost records.
Do
Film two long, unedited build tours on vans already in the shop.
Film one delivery trip end to end: fly in, shop tour, handover, drive home.
Surface the 71 reviews on the tier pages and cite the count in creative.
Take two offer changes to ownership together, both costed: milestone payments, and a twelve-week contract-to-keys guarantee on Papago Collection at $50 a day up to $1,000.
Wire HubSpot closed-won back into Meta and Google as offline conversions.
Open real accounts on Sprinter-Source and the Transit forum, posting under my own name.
Delivered to ownershipFirst honest channel report with first-touch and last-touch side by side, a recommendation on Papago Collection backed by the shop-hours number rather than an assumption, and a decision from ownership on the two offer changes.
Days 61–90
Rebuild the spend on evidence
Reallocation, not increase.
Move money based on cost per sale, and leave a measurement system that outlives me.
Learn
Cost per sale by channel, for the first time.
What the branded search holdout says about how much of that spend was buying free traffic.
Which creative angle actually converts, from live data rather than four guesses.
Do
Consolidate Meta into fewer, broader ad sets and stop splitting spend by geography.
Run four avatar-driven creative angles against one broad audience, at Andromeda volume.
Run the two-week branded search holdout.
Point non-brand search at pricing pages that tell the truth.
Launch the nurture sequence so a buyer nine months out does not go cold.
Decide on the two-van rental pilot using real cost-per-sale numbers.
Delivered to ownershipA budget recommendation for the next two quarters with a cost per sale behind every line, and a standing monthly report ownership can read in five minutes.
Three different prices are published for the same van today. Fixing that costs nothing and takes an afternoon, and it is the first thing I will do.
Week one
Accountability
How to judge this
Setting the measures now, before someone picks worse ones later. None of these are revenue, because revenue inside ninety days measures the previous year's marketing.
Measure
Today
By day 90
Why it matters
Cost per sale by channel
Does not exist
Exists, reported monthly
The only number that settles a budget argument.
Marketing as a percent of revenue
Does not exist
Baselined
The second number I expect to be measured against.
Closed-lost reasons captured
Unknown
Required field, populated
Without it we learn only from wins, which is half an education.
First-touch attribution
None
Reported beside last-touch
Where the case for keeping social funded will live.
Evergreen assets in market
Effectively none
Three or more films
Work that keeps selling after the spend stops.
Published prices that agree
Three conflicting lists
One list, everywhere
Week one. If this is not done, nothing else counts.
What I need
Five things only someone else can give me
Named plainly, because a plan that quietly depends on other people's time is a plan that slips in week three.
The asks
The ten data itemsHalf this plan assumes the data exists. Most of it lives in HubSpot, the accounting system, or the job folders. Nothing here needs to be compiled or prettied up first. Owner: Ownership, finance, sales.
Shop access and permission to filmThe two highest-value assets in the plan are a build tour and a delivery trip. Both need a van, a crew who does not mind a camera, and one willing customer. Owner: Shop lead.
A decision on milestone paymentsThe biggest objection in this category is deposit risk, and no competitor found is answering it. This is an offer change, not a marketing one, so it is not mine to make. Owner: Ownership.
Admin on the ad accounts and HubSpotI cannot report on what I cannot see, and offline conversion upload needs write access on both sides. Owner: Whoever holds them now.
Patience through day 60The sales cycle is six to twelve months. Anything closing in month two was created before I arrived, and anything I start now shows up after the plan ends. Judging early spend on early revenue punishes the wrong thing. Owner: Ownership.
What I am not asking for
More ad budgetNot until there is a cost per sale to justify it. Asking earlier spends credibility I will need later.
A rebrandNothing in the research suggests the brand is the problem. The pricing pages, the payment terms and the absence of video are the problems.
New headcountOne videographer for a few days is the only outside help in this plan.
A decision on Papago Collection yetThat rests on real shop hours. If the build-time advantage is smaller than assumed, the honest recommendation is not to do it, and I would rather find that out than sell it.
What day 91 looks like if this works. Ownership can answer three questions they cannot answer today: what does a signed deal cost us to win, which channel actually creates demand versus harvests it, and why do we lose the deals we lose. Everything after that is arithmetic. Everything before it is opinion, including most of what is written on this site.
