SFR 10-Year OPORD · Deep Dive
Ten years, three campaigns. Each horizon has decisive objectives, exit criteria, and a theme — and each one only works because the one before it was won.
Before we multiply anything, the company must run on the system — not on any one person's memory or phone. This horizon is won at home, in KC and DFW, before a third market opens.
| Decisive objective | What it means |
|---|---|
| One platform | SmartOS v3 becomes the single system of record — every tool reading from the same spine |
| The command rhythm live | Annual OPORD issued · weekly FRAGORD drafted and decided · AAR closing the loop, every week, 52 weeks |
| Nothing falls through | Every customer handoff gets a timer and an owner; a stalled commitment escalates itself |
| Hiring runs ahead | The capacity math produces the hiring plan 90 days before the need — no scrambling |
| Deployment-proof | The company runs cleanly through the owner's deployment — the ultimate test of the machine |
| ✓ The weekly rhythm has run a full quarter without the owner drafting or chairing it |
| ✓ A dropped handoff is caught by the system, not by a person noticing |
| ✓ Every job's margin is visible while the job is still open |
Growth by replication, not heroics. A new market opens from a kit, led by someone who climbed our ladder.
| Decisive objective | What it means |
|---|---|
| Branch-in-a-box proven | The complete kit: leadership roster · systems provisioned day one · playbooks · training paths · local marketing plan · licensing & compliance for the new state |
| Texas expands on subs | The subcontractor pipeline — sourcing, vetting, insurance, bid-first pricing, quality scorecards — becomes as disciplined as our hiring pipeline |
| KC deepens the craft | The training-heavy model keeps mastering complex work — and trains the leaders the new branches need |
| ~$30–50MM | Two to three full-strength branches, each on the standard kit |
| ✓ A branch has opened as a checklist — on time, on budget, led from within |
| ✓ Subcontractor capacity scales in Texas without quality or warranty slippage |
| ✓ The second branch opens faster and cheaper than the first |
The system outlasts any single leader. Four branches, a bench of leaders grown from within, and a customer base that sells for us.
| Decisive objective | What it means |
|---|---|
| 4 branches × ~$25M | Each led by a Branch President who came up the ladder; a VP of Operations coordinating across them |
| $100MM at 25% EBITDA | The margin holds because the support layer stayed software — the discipline of the first horizon, compounding |
| The advocacy engine | Warranty honored fast, satisfaction measured, referrals systematic — the cheapest growth we'll ever earn, compounding for a decade |
| Careers made | The millionaire path kept its promise — leaders, sellers, and crews who built real wealth building this |
The through-line: horizon 1 builds the machine, horizon 2 proves it copies, horizon 3 lets it compound. Skip a step and the next one fails — that's why the order matters more than the speed.
