Smart Foundation Repair · Operations Order
This is the base order for the next decade of Smart Foundation Repair. Each year we break a one-year OPORD out of it; each week a FRAGORD keeps us on course. This page is the whole plan at a glance — where we are, where we're going, and how we'll fight.
¶ 2 · Mission (up front, where it belongs)
Smart Foundation Repair restores honor in the trades — permanently fixing homes, building millionaire-path careers, and earning customers for life — growing to $100MM in revenue at $25MM EBITDA over the next ten years, on a lean leadership team multiplied by the best systems in the industry.
Where we stand today — honestly.
| What's true | What it means |
|---|---|
| ~$7–10MM across two markets | KC (complex, craft-heavy work) and DFW (large, fast market). Both profitable paths to much more. |
| ~40 working systems already built | We are under-integrated, not under-built. The next step is making them one machine, not buying more tools. |
| Execution is our strength | Install rubrics, checklists, coaching systems, clean books — the field engine works. |
| The constraint is coordination | Too much still depends on a few leaders' attention. The system must catch what people miss. |
| Blake deploys Dec 2026 – Oct 2027 | The company must run on the system — the order, the rhythm, the dashboards — not on the owner's phone. |
Commander's intent: if every plan on this page failed, we still win by doing three things — fix it forever for every customer, grow every person who gives us their best, and let the system do the managing so leaders coach instead of chase. Anyone at SFR should be able to act on those three without asking permission.
| Layer | Who | How it grows |
|---|---|---|
| Executive command | CEO · Sales Director · Business Systems & Technology (owner of every system, integration, and the AI platform) · (adding over time: Marketing Leader · VP of Operations · Finance Leader) | Stays ~6 people even at $100MM. AI and software multiply each seat. |
| Admin & HR — the glue | Admin & HR Manager — pay, onboarding & offboarding, vendor & office administration, compliance paperwork, and every gap between departments | Expands in scope, not headcount. Whatever falls between the lanes gets caught here first, then systematized — the role that makes hiring effortless and keeps every promise to our people as we grow. |
| Branch & field management | Branch Presidents · Field Sales Managers · Field Supervisors | Grows with each location — the career ladder: Ops Manager → Sr. Ops Manager → General Manager → Branch President. |
| Field & sales force | Salespeople · Crew Leaders · Installers · PMs · CSRs | Grows with volume — where the opportunity is. |
| Unit | Carries |
|---|---|
| 1 crew (leader + 2–3 members) | $25–40K/week production |
| 1 Field Supervisor | $7–8M revenue |
| 1 sales pod (FSM + 4 reps) | $8M revenue |
| 1 Branch President | up to $25M revenue → $100MM ≈ 4 branches |
| Every office/support role | Engineered to 10–100× leverage with software & AI before we ever add headcount |
| Branch types | KC-style: in-house crews, deep training. Texas-style: primarily subcontractor crews — bigger markets, simpler installs, faster spin-up. |
| Horizon | Theme | Decisive objectives |
|---|---|---|
| Years 1–2 | Build the machine | SmartOS v3 as the one platform · the command rhythm live (annual OPORD, weekly FRAGORD) · nothing falls through the cracks (every handoff watched) · company runs through the deployment |
| Years 3–5 | Replicate the branch | Branch-in-a-box proven · Texas expansion on sub crews · KC deepens the craft model · ~$30–50MM |
| Years 6–10 | Institution at scale | 4 branches × ~$25M · leadership bench developed from within · $100MM at 25% EBITDA · customers for life |
| Front | Status | The build |
|---|---|---|
| Command rhythm & continuity | Building now | OPORD → weekly FRAGORD → AAR; decision rights; run-without-the-owner |
| Nothing falls through the cracks | Partial | Every handoff gets a clock, an owner, and an automatic escalation |
| Capacity & expansion | Building now | The hiring math above, run 90 days ahead — plus the branch replication kit |
| People & onboarding | Partial | Onboarding so smooth a supervisor runs it end-to-end; careers with ladders |
| Finance & job economics | Partial | Every job's true margin, visible daily — not discovered at month-end |
| Operations & production | Strong | Our deepest strength — rubrics, checklists, photo documentation |
| Sales system | Partial | AI-scored appointments (live) + real pipeline & forecast discipline |
| Marketing & demand | Partial | Creative engine (live) + know exactly which channels buy the best customers |
| Data & systems (SmartOS v3) | In flight | One platform, one truth — the spine everything above runs on |
| Customer experience | Partial | The customer portal + proactive updates — never wondering "what's happening?" |
| Assets · safety · compliance | Building now | Fleet lifecycle, incident tracking, licenses & certifications on autopilot |
| Legal | Building now | Contracts, licensing, lien rights — buttoned up in every state we enter |
What feeds the fight: our people, our customers, and the AI-first system.
| Rule | What it means day-to-day |
|---|---|
| People do hands, trust & judgment | Installing, selling, coaching, the moments in a customer's home — human, always. |
| Software does the daily work | Scheduling, reminders, escalations, dashboards, alerts — reliable rules that run every time, no exceptions slipping by. |
| AI is the builder & the drafter | AI writes and improves the software, scores sales calls, reviews install photos, and drafts the weekly plan — leaders decide. |
| The payoff | Every office & support person is 10–100×'d. One team member does what took a department — and margin holds at scale. |
| Journey | The standard |
|---|---|
| Anxious → informed | Answered in minutes, educated honestly, diagnosed forensically. No pressure — certainty. |
| Informed → fixed forever | One visible plan, proactive updates, protected property, photo-documented quality — signed off face to face. |
| Fixed → for life | Warranty honored fast, proactive check-ins, and neighbors who hear about it. Advocacy is the cheapest growth we'll ever buy. |
Every role has a ladder, every ladder has real earnings attached to real results, and leadership shares in the profit it creates. Growth here means new branches, new Branch Presidents, new crews — promoted from within, on published standards, coached weekly.
How we decide, and how we stay on course.
| Rhythm | What happens |
|---|---|
| 10-year OPORD (this page) | The base order. Revised only when the mission itself moves. |
| Annual OPORD | Broken out of this page each year — the year's rocks, lanes, and budgets. Refreshed quarterly. |
| Weekly FRAGORD | AI drafts the week's order from the plan vs. the scorecard vs. open issues; the leadership huddle decides each leader's top 3; teams execute. |
| Weekly AAR | Return & report: what was supposed to happen, what happened, why, what we change. |
| Decision rights | Every decision has a defined owner by size and type — pushed down, on purpose, so the company never waits on one phone. |
| Leader | Lane |
|---|---|
| Blake Brose — CEO | Mission, task organization, assessment — the order itself |
| Josh Compton — Director of Sales | The sales engine: recruiting, training, performance, demand |
| Erek Brose — Operations, KC | KC production: quality, safety, speed, margin |
| Chris Tovar — Operations & BizDev, DFW | DFW production + warranty division + new verticals & B2B |
| Steven Smith — Business Systems & Technology | All technology: SmartOS v3, the AI-first platform, every system & integration, measurement & signal |
| Emma Salas — Admin & HR | The glue: pay, onboarding & offboarding, vendor & office administration — and absorbing every gap between departments, then turning it into a system |