Smart Foundation Repair · 10-Year OPORD · Annex Detail
The complete detail behind the 10-Year OPORD overview — the math, the twelve fronts, the AI-first system, the customer standard, and the rhythm that keeps it all on course.
Every growth plan is arithmetic underneath. These are our planning constants — the ratios we hire, train, and expand by.
| Unit | Carries | So at $100MM we need |
|---|---|---|
| 1 crew (leader + 2–3 members) | $25–40K/week (~$1.2–1.9M/yr) | ~60–70 crews (in-house + subcontractor combined) |
| 1 Field Supervisor | $7–8M revenue (~5 crews) | ~13 Field Supervisors |
| 1 Project Manager (1:1 with each FS) | $7–8M revenue | ~13 PMs — the human voice on every project |
| 1 sales pod (FSM + 4 reps) | $8M revenue | ~13 pods ≈ 13 FSMs + 50 salespeople |
| 1 Branch President | up to $25M revenue | 4 branches |
| KC-style branch | Texas-style branch | |
|---|---|---|
| Install force | In-house crews, hired and trained by us | Primarily subcontractor crews — vetted, insured, held to our standards |
| Why | Complex craft work — pier & beam, basements — takes deep training | Bigger markets, simpler slab-dominant installs, faster spin-up |
| Field Supervisor's job | Training + quality + safety | Quality control + subcontractor performance |
| Always in-house | Everything | A warranty/service crew — our promise stays ours |
People who sell or physically install scale with revenue. Everyone else scales with software. Before any support role adds headcount, we prove the software path is exhausted.
| Role | Industry norm | Our standard | How |
|---|---|---|---|
| Project Manager | ~1 per $2.5M | 1 per $7–8M — paired 1:1 with each Field Supervisor | A relationship role: AI clears the admin so PM hours go to real customer conversations |
| CSR | ~1 per $4M | 1 per $12–15M | AI front desk answers 24/7; humans take the hard conversations |
| HR | 1 per 50–75 employees | 1–2 total | The onboarding factory — so smooth a supervisor runs it |
| Branch admin | 2–3 per branch | ≤1 per branch | Automated collections, invoicing, reporting |
| Finance staff | 5–8 at $100M | ~2 | Books built on clean automated data |
Why it matters: a traditional $100MM contractor employs 60–80 coordinators, schedulers, and admin we simply never hire. That's the difference between ordinary margins and a company strong enough to reward its people at the top of the market.
| Horizon | Decisive objectives | What "won" looks like |
|---|---|---|
| Years 1–2 Build the machine |
SmartOS v3 becomes the one platform · the command rhythm goes live (annual OPORD, weekly FRAGORD, weekly AAR) · every customer handoff gets a clock and an owner · hiring math runs 90 days ahead · the company runs cleanly through the owner's deployment | Nothing depends on any one person's memory. A dropped ball escalates itself. Leaders coach instead of chase. |
| Years 3–5 Replicate the branch |
Branch-in-a-box proven: a new location opens from a kit — leadership roster, systems, playbooks, training paths, local marketing, licensing · Texas expands on subcontractor crews · KC deepens the craft model · ~$30–50MM | Opening a branch is a checklist, not a heroic effort. Branch Presidents rise from within. |
| Years 6–10 Institution at scale |
4 branches × ~$25M · leadership bench developed from inside · $100MM at 25% EBITDA · warranty and advocacy engine compounding — customers for life | SFR runs as an institution: the order, the rhythm, and the system outlast any single leader. |
An honest readiness map. Strong Partial Building from zero. Strength in the field; the build is the connective layer on top.
| Front | What we have today | What we're building |
|---|---|---|
| Command & continuity | Weekly leadership meeting, decision memos, scorecard and issue tracking | The OPORD→FRAGORD→AAR rhythm; decision rights pushed down by size and type; the company commands itself when the owner is unreachable |
| Nothing falls through | A cross-department commitments hub; schedule risk-flagging | Every handoff (call → sale → project → install → warranty → payment) gets a timer, an owner, and automatic escalation when it stalls |
| Capacity & expansion | Demand forecasting | The hiring math run 90 days ahead per branch — plus the sub-crew recruiting pipeline for Texas and the branch replication kit |
| People & onboarding | System-access provisioning, recruiting module, training platform, week-one standards | Onboarding a field hire end-to-end from one checklist: role → training path → equipment → certification → productive. Offboarding just as clean |
| Finance & job economics | Clean GAAP books, weekly expense review, cash forecasting, AR forecast | Every job's true margin visible daily; budget-vs-actual by branch and service; know exactly what a customer costs to win by channel |
| Operations & production | Install rubrics, daily checklists, photo documentation, dig-request automation, purchasing & warehouse systems | Crew productivity benchmarking; photo review against install standards before the crew leaves the site |
| Sales system | Every appointment AI-scored against the 10-step method (live today); lead-flow reporting; CSR engine | True pipeline stages and forecast; call quality tied to close rates; a bench that lets each market run on its own |
| Marketing & demand | Creative engine, TV pipeline, reactivation campaigns, brand system | Know the exact return of every channel — and put the next dollar where the best customers come from |
| Data & systems | ~40 working systems; SmartOS v3 rebuild underway | One platform, one truth: every event recorded once, every tool reading from the same spine |
| Customer experience | Warranty consoles, customer-360, every conversation captured | The customer portal, proactive updates, satisfaction measured at every stage, and a real referral engine (detail below) |
| Assets · safety · compliance | Fleet console, inventory system | Equipment lifecycle planning; incident tracking; licenses and certifications on autopilot — before we 10× a field workforce |
| Legal | — | Contracts, licensing by state, lien rights, subcontractor agreements — buttoned up in every market we enter |
Our rule: software operates, AI builds. People do hands, trust, and judgment. Reliable software does the daily coordination. AI writes and improves that software, and handles the work only intelligence can do — language, vision, drafting. The result: every support person 10–100×'d.
| Digital employee | What it does | Status |
|---|---|---|
| AI Front Desk | Answers every inquiry in under a minute, 24/7; books the appointment; hands humans the hard conversations | Building |
| AI Sales Manager | Scores every sales appointment against our 10-step method; drives weekly coaching | Live |
| AI Dispatcher | Optimizes crew routes and schedules; proposes reshuffles when weather or delays hit | Partial |
| AI Project Coordinator | Keeps every customer informed automatically — prep instructions, day-before confirmation, day-of ETA, end-of-day photo recap | Building |
| AI QA Inspector | Reviews install photos against our standards before the crew leaves the site | Building |
| AI Proposal QA | Checks every proposal against engineering standards and margin floors before it's presented | Building |
| AI Controller | Watches every job's costs daily; flags a margin leak the day it starts, not at month-end | Building |
| AI Workforce Planner | Runs the hiring math 90 days ahead — which roles, which branch, when | Building |
| AI Recruiter & AI Trainer | Sources and screens candidates; runs role-based training paths and certification gates | Partial |
| AI Watchfloor | The "nothing falls through the cracks" engine — a timer on every handoff, automatic escalation on every breach | Partial |
| AI Warranty Agent & AI Collections | Warranty intake, triage and root-cause tracking; respectful, systematic AR follow-up | Partial |
| AI Marketing Engine | Generates creative (live), allocates spend to the channels that produce the best customers | Partial |
| AI Chief of Staff | Drafts the weekly FRAGORD from the plan vs. the scorecard vs. open issues — leadership decides | Building |
| AI Data Steward · Safety Officer · Legal Assistant | Clean data everywhere; incident logs, cert & license calendars; contract and lien deadlines by state | Building |
The token rule: most of these run on plain reliable software — timers, rules, math — with AI only where intelligence is genuinely needed. That keeps the system fast, auditable, affordable at scale, and running even when any AI provider is down.
Our customer starts anxious: their home — their biggest asset — is failing. The perfect journey converts that anxiety into lifetime trust. Ten stages, each with a standard.
| # | Stage | The standard |
|---|---|---|
| 1 | Awareness | They find a calm authority. Education dissolves fear before we ever speak. |
| 2 | First contact | Answered in minutes by someone knowledgeable. Zero phone tag. |
| 3 | Scheduling | Instant, flexible, confirmed, reminded. Expectations set. |
| 4 | Inspection | Forensic, honest, educational. The customer trusts the diagnosis — our strongest stage today. |
| 5 | Proposal & financing | Clear options, frictionless financing, zero pressure. We sell certainty, not urgency. |
| 6 | Pre-construction | Warm handoff, one point of contact, timeline and permits handled — visibly. |
| 7 | Installation | Professional crew, protected property, daily updates, clean site, photo-documented. |
| 8 | Completion | Final walkthrough, quality verified, satisfaction confirmed face-to-face, warranty explained. |
| 9 | Warranty & lifetime care | Proactive check-ins. Effortless claims. The Rock-Solid Guarantee honored fast — cared for forever. |
| 10 | Advocacy | Reviews, referred neighbors, repeat work. Advocacy is the cheapest growth we'll ever earn. |
| Build | What the customer feels |
|---|---|
| The customer portal | One place to see their project: status, schedule, photos, documents, payments, warranty |
| Proactive communication | They never wonder "what's happening?" — we tell them before they ask |
| Satisfaction measured at every stage | We know how every customer feels while we can still act on it |
| No dropped handoffs | Every transition watched by the system; a stall escalates itself |
| The advocacy loop | Delighted customers are asked — at the right moment — to tell their neighbors |
Borrowed from mission command: intent so clear that teams execute correctly without waiting on the commander. The plan lives in orders, the week lives in a rhythm, and the loop always closes.
| Order / ritual | Cadence | What it contains |
|---|---|---|
| 10-Year OPORD | revised rarely | This plan: mission, intent, doctrine, horizons |
| Annual OPORD | yearly, refreshed quarterly | Situation · Mission · Execution (the year's rocks and each leader's lane) · Sustainment (cash, materials, hiring) · Command & Signal (decision rights, comms) |
| Weekly FRAGORD | every week | AI drafts "what drifted from the plan and what to do about it" from the scorecard and open issues → leadership decides each leader's top 3 → teams execute |
| Weekly AAR | opens every huddle | Return & report: what was supposed to happen · what happened · why the difference · what we sustain or change |
| Lane | Owner | Covers |
|---|---|---|
| Task organization & assessment | Blake Brose, CEO | The order itself, who owns what, how we judge progress |
| Demand & sales effects · market intel | Josh Compton, Director of Sales | The sales engine, recruiting, training, performance; competitive picture |
| Production operations — KC | Erek Brose, Operations KC | Install capacity, quality, safety, margin in Kansas City |
| Production ops — DFW · warranty · new verticals | Chris Tovar, Operations & BizDev DFW | DFW production, the warranty division, B2B and new market opportunities |
| Systems, signal & measurement | Steven Smith, Business Systems & Technology | All technology — SmartOS v3, the AI platform, every integration, the scorecard |
| Personnel & administration | Emma Salas, Admin & HR | Pay, onboarding, offboarding, vendor & office administration — the glue, and every gap between departments until it's systematized |
Decision rights: every decision has a defined owner by size and type, pushed down on purpose. Small decisions inform. Medium decisions invite feedback. Big decisions get a vote. The company never waits on one phone — including during the owner's deployment.
Growth here means real ladders with real earnings attached to real results — promoted from within, on published standards, coached weekly.
| Ladder | The climb |
|---|---|
| Operations | Crew Member → Crew Leader → Field Supervisor → Ops Manager → Sr. Ops Manager → General Manager → Branch President (→ VP of Operations as branches multiply) |
| Sales | Salesperson → Field Sales Manager (a pod of your own) → Director-track as markets multiply |
| Every leader | Shares in the profit their unit creates — one team, one bottom line |
| Moment | The standard |
|---|---|
| Day one | Accounts, equipment, training path, and buddy — ready before the hire walks in. One checklist a supervisor can run. |
| First 90 days | Week-one standards, certification gates, clear productivity milestones — everyone knows what "ready" means. |
| Growth | Training paths and rubrics for every rung; the system tells you what's next, and your coach helps you get there. |
| Departure | Same-day access removal, clean handoffs, honest exit conversation — dignity in, dignity out. |
