SFR 10-Year OPORD · Deep Dive
The Twelve Fronts
Every function the company must govern to reach $100MM — what we already have, what we're building, and why each one matters when the company is ten times this size. Strong Partial Building from zero.
1
Command rhythm & continuity
| Have | Weekly leadership meeting, decision memos with clear thresholds, a live scorecard, an issues hub |
| Building | The full OPORD → FRAGORD → AAR rhythm (the framework) · decision rights pushed down by size and type · a company that commands itself when the owner is unreachable |
| At 10× | Six executives cannot chair their way through four branches. The rhythm — not the room — is what scales. |
2
Nothing falls through the cracks
| Have | A cross-department commitments hub; scheduling risk flags |
| Building | A timer and an owner on every handoff — call → sale → project → install → warranty → payment — with automatic escalation the moment one stalls |
| At 10× | At 130 jobs a week, "someone will notice" is not a system. The Watchfloor is. |
3
Capacity & expansion
| Have | Demand forecasting |
| Building | The capacity math run per branch, 90 days ahead — plus the subcontractor pipeline for Texas and the branch-in-a-box replication kit |
| At 10× | Hiring behind demand caps growth; hiring ahead of it without math burns cash. The model is the growth engine. |
4
People & onboarding
| Have | System-access provisioning, a recruiting module, the training platform, week-one standards, deep field rubrics |
| Building | The onboarding factory: one checklist takes a hire from offer to productive — accounts, equipment, training path, certification gates (people & careers) |
| At 10× | We'll onboard more people per quarter than we once did per year — without adding an HR department. |
5
Finance & job economics
| Have | Clean GAAP books, weekly expense review, cash forecasting, AR forecasting, invoicing sync |
| Building | Job-level margin visible daily · budget-vs-actual by branch and service · true customer-acquisition cost by channel |
| At 10× | A margin leak discovered at month-end costs 30 days of it. At $100MM, 30 days is real money. The books look back; the controller-system watches live. |
6
Operations & production
| Have | Our deepest strength: install rubrics, daily crew checklists, photo documentation, utility-locate automation, purchasing & warehouse systems, walkthrough standards |
| Building | Crew productivity benchmarking · photo review against install standards before the crew leaves the site |
| At 10× | Quality that lives in checklists survives scale; quality that lives in one supervisor's eye doesn't. We're moving the eye into the system. |
7
Sales system
| Have | Every appointment AI-scored against the 10-step method — live today · lead-flow reporting · the CSR engine · certification rubrics |
| Building | True pipeline stages and a real forecast · call quality tied to close rates · the recruiting-and-training bench that lets each market run on its own |
| At 10× | Thirteen pods can't be coached by walking around. The scoring, the forecast, and the bench are how the Director of Sales is in thirteen places at once. |
8
Marketing & demand
| Have | The creative engine, the TV pipeline, reactivation campaigns, a complete brand system |
| Building | Exact return by channel — so the next dollar always goes where the best customers come from · a Marketing Leader seat as the first executive addition |
| At 10× | Ad spend at $100MM scale without attribution is a bonfire. Measurement is the difference between spend and investment. |
9
Data & systems — the spine
| Have | ~40 working systems; the SmartOS v3 rebuild actively underway |
| Building | One platform, one truth: every business event recorded once, every tool and every digital employee reading from the same spine |
| At 10× | Everything on this page rides on this front. It's the keystone — owned by Business Systems & Technology. |
10
Customer experience
| Have | Warranty consoles, a 360° customer view, every conversation captured |
| Building | The customer portal · proactive updates · satisfaction measured at every stage · the referral engine (the customer standard) |
| At 10× | The customer is the center of gravity. Advocacy compounds for a decade — or warranty costs do. We choose which. |
11
Assets · safety · compliance
| Have | Fleet console, inventory system, field safety standards in the rubrics |
| Building | Equipment lifecycle planning · incident tracking and trending · licenses, certifications, and insurance on autopilot |
| At 10× | A field workforce ten times this size multiplies exposure. One unmanaged incident at scale can undo years — this front is insurance for the whole plan. |
12
Legal
| Have | — |
| Building | Contracts, licensing by state, lien rights, subcontractor agreements — buttoned up in every market we enter, with deadlines on autopilot |
| At 10× | Multi-state operation on subcontractor capacity is a legal footprint, not just an operational one. We build this before we need it. |
