01 · Letter
Why revenue share alone does not fit
Revenue share rewards one thing: collected revenue. If it is the only compensation, then every hour is pulled toward collecting cash now — and away from everything else.
That means the work this engagement actually depends on gets neglected. Building hiring systems. Writing documentation. Training. Rebuilding CRM workflows. Creating the custom dashboard. None of it collects cash this week, so under a revenue-share-only structure, none of it ever gets the time it requires.
The focus becomes collecting cash, not building the systems required to sustain it. Those are not aligned incentives — and a structure with misaligned incentives will not work.
We cannot leave the foundation competing for time with the activity that generates my entire compensation. The build needs its own budget.
Ongoing coaching, recruiting, performance management and accountability also continue during slower marketing months.
There are three distinct responsibilities, and each needs to be funded:
Build fee
The diagnostic and agreed custom development.
Leadership fee
Committed capacity and resources to run the department.
Performance compensation
Rewards results and growth.
I cannot take responsibility for the whole sales function while leaving its development and ongoing leadership funded entirely by uncertain collections.
02 · Assessment
Where the sales function stands today
46%
Overall score · 316 / 680
These are self-reported scores. They identify investigation priorities — the diagnostic establishes the actual causes, and effective existing systems will be retained.
- Sales Operations45%
- Sales Systems58%
- Sales Talent58%
- Sales Strategy51%
- Sales Process57%
- Sales Leadership and Management34%
- Sales Training and Ramping26%
Critical gap (<40%)Needs workDeveloping
Five detailed areas
Five detailed areas
| Item | Score / 10 |
|---|---|
| KPI system and accountability | 1 |
| Daily scorecards and checklists | 1 |
| Individual closer projections | 1 |
| Revenue forecasting | 1 |
| Sales dashboards | 1 |
| Opportunity ownership | 1 |
My concern
Underperformance keeps running because nobody can see the cause early enough. Deals stall with no owner, no next action, and no forecast you can rely on — and the revenue quietly leaks while everyone assumes someone else is watching it.
Response
I’ll put KPIs, scorecards, reporting responsibilities, clear opportunity ownership, and forecasting in place.
| Item | Score / 10 |
|---|---|
| Clear sales ownership | 1 |
| Daily huddle system | 1 |
| Weekly pipeline and forecasting meeting | 1 |
| Individual coaching | 1 |
| Performance review system | 1 |
| Call-review system | 5 |
My concern
More reps without consistent leadership multiplies the problems instead of the revenue. You’ll spend founder time on the same conversations twice, reps will repeat the same mistakes, lose confidence and leave — and you’ll be back to recruiting the person you just replaced.
Response
I’ll establish and lead the huddles, pipeline reviews, coaching, call reviews, and standards.
| Item | Score / 10 |
|---|---|
| Audition and evaluation | 1 |
| Coach, retain or replace system | 2 |
| Clear performance expectations | 3 |
My concern
Weak selection costs you twice: the recruiting hours you’ll never get back, and the leads that went to someone who was never going to close. Without written expectations, you’ll keep guessing whether someone needs coaching or should be replaced — and that guess can cost you a quarter.
Response
Candidate profiles, practical auditions, evaluation scorecards, written expectations, and clear decision criteria.
| Item | Score / 10 |
|---|---|
| Company and product training library | 2 |
| Thirty, sixty and ninety-day ramping plan | 1 |
| Thirty-day KPI ramp system | 1 |
| Role-play and certification | 1 |
| Weekly live call reviews | 1 |
| Objection-handling matrix and video library | 1 |
| Continued weekly training program | 1 |
| Individual development plans | 1 |
My concern
New hires will burn paid leads before they’re ready. Without a consistent ramp, practice, and coaching, you’ll pay for the same underperformance every month and keep hearing that it’s the lead quality.
Response
Structured onboarding, resources, practice, readiness checks, and measurable milestones.
| Item | Score / 10 |
|---|---|
| Predictable sales-call process | 3 |
| Customized strategy and presentation | 3 |
| Post-call follow-up process | 4 |
| Automated follow-up system | 4 |
| Long-term nurture system | 3 |
| Reactivation system | 2 |
| Documented sales systems and SOPs | 1 |
My concern
Opportunities get left unfinished because follow-up lives in individual habits instead of a system. You’ll keep losing deals you already won — and when your best closer has a good month, you won’t be able to explain why or repeat it.
Response
I’ll audit actual conversations and follow-up, identify where deals stall, then build the agreed process, automation, and SOPs.
03 · Approach
Doing this in the right order
Proven sequence
This is how I built SalesSniper’s largest account from $200,000 a month to $2 million a month in less than 12 months. I personally enrolled over 190 investors, and over 400 collectively with a sales team of 7 that I managed, led, and trained.
Putting more people and more leads through weak systems compounds the risk.
I will not bring a larger group into live selling without minimum training, readiness checks, clear expectations, and accountability.
- 01
Diagnose
Find what is missing, broken, or inconsistent.
- 02
Prioritize
Rank the work and retain the assets that already work.
- 03
Build & test
Build the agreed systems and test them.
- 04
Hire & ramp
Bring people in through a documented, measured ramp.
- 05
Improve & expand
Scale from evidence, not hope.
I’ll lead the current team and source candidates while the build is underway. The goal is to move quickly without building a larger version of the same problems.
The $5M monthly ambition is a goal, not a guarantee.
04 · Diagnostic · First two weeks
Why we start with a diagnostic
Your assessment shows where the gaps are. It does not yet tell us what is causing them, which systems are missing, or what needs to be rebuilt. Before I build anything, I need to inspect the actual sales operation.
Without this step, we risk building the wrong system, fixing the wrong problem, and hiring people into a process that still does not work.
During the first two weeks, alongside learning the offer, taking selected calls, and leading the current closer, I will review:
- 01
Seven drivers and current performance
Validate assessment answers, review actual numbers, and separate missing systems from systems that exist but are not followed.
- 02
Marketing and the full buyer journey
Walk through the funnel as a prospect. Review messaging, lead sources, qualification, booking, confirmation, pre-call education and trust-building, and handoffs to sales. Understand what buyers were promised and how prepared they are for the call.
- 03
CRM and pipeline
Inspect stages, stage definitions, ownership, required fields, lead status, data accuracy, automations, integrations and reporting. Identify stalled opportunities and what needs to be fixed or rebuilt; do not assume a new CRM is required.
- 04
Current closer and actual sales calls
Listen to a defined sample of calls; inspect discovery, qualification, presentation, objections, closing and next steps. Understand why prospects are not buying and which issues relate to process, skill, lead quality or offer fit.
- 05
Follow-up and recovery
Review short-term and long-term follow-up, no-show recovery, nurture, reactivation, task ownership and actual execution.
- 06
Hiring, onboarding and ramping
Review candidate selection, auditions, product training, practice, readiness checks, ramp milestones, and the path to KPI.
- 07
Existing SOPs and training resources
Review current documents and resources across every sales stage. Identify what is usable, outdated, missing or undocumented, and which new SOPs must be created.
- 08
Leadership and accountability
Review scorecards, daily huddles, coaching, call reviews, forecasting and performance decisions; establish who owns each responsibility.
- 09
App and data requirements
Map the dashboards, boards, permissions and CRM connections the custom Sales Intelligence app actually needs.
Deliverable
What you receive before the build
A written implementation plan showing:
- What is working and will be retained.
- What is missing, broken, or inconsistently executed.
- Evidence and likely causes behind the biggest bottlenecks.
- What needs to be fixed, documented, built or replaced.
- Which SOPs, training resources, CRM changes and app features are required.
- Priority order, owners, dependencies, and delivery milestones.
This is the blueprint for the build. It determines what we create in December and what must be ready before the new hires begin.
$15,000 standalone diagnostic · Included in the $50,000 build fee
Covers approximately 20 hours of direct investigation and analysis, plus the written findings and implementation plan. It is not an extra charge.
The first two weeks focus on diagnosis. Findings, requirements and implementation planning are finalized during the first 30 days.
05 · Timeline & Scale
Build, lead, then scale
Conditional on a November 1 kickoff. Dates will be confirmed to the actual start.
November and December establish the foundation. January begins scaling with a proven core team. From February we supercharge the next round — 3–5 more closers selected for March, the next 5 for May–July toward $1.5 million a month held consistently, the next 10 in October, and 12–15 closers working toward $3 million or more a month by the end of the year.
November · Month 1
Audit the Operation and Lead From Inside
- Learn the product, client outcomes, delivery, commitments, and approved claims
- Take an agreed volume of live calls
- Audit all seven sales drivers and identify root causes
- Review current closer calls, conversion, follow-up, and development
- Map the buyer journey: marketing, qualification, booking, confirmation, sales call, payment, and handoff
- Review CRM stages, data, ownership, reports, workflows, and automation
- Review short-term follow-up, long-term nurture, no-show recovery, and reactivation
- Audit hiring, onboarding, training, and ramp
- Review existing SOPs and resources
- Begin accountability and coaching
- Deliver a prioritized retain / improve / build plan
The standalone diagnostic is $15,000 and covers approximately 20 hours of direct investigation and analysis, plus findings and a plan. It is included in the $50,000 build at no additional charge.
Outcome · A verified baseline, clear priorities, and a documented plan.
December · Month 2
Build the Foundations and Select the Team
- Hiring process and auditions
- Documented onboarding and ramp plan
- Product and sales training
- Certification
- Daily, weekly, and monthly KPIs
- Management, coaching, and forecasting rhythm
- Sales process and SOPs
- Custom Sales Intelligence app
- Required CRM stages, reports, workflows, and integrations
- Priority follow-up and pre-call processes
Multiple hires move through the same tracked, documented sequence. Sourcing, interviewing, auditions, and selection run concurrently with the build. Target: 5 selected salespeople with agreed January start dates by December 20 — contingent on candidate quality, lead capacity, approvals, and training readiness.
Outcome · Core systems built and tested, plus a selected cohort.
January · Month 3
Ramp, Coach and Scale
- Lead onboarding, product training, practice, and certification
- Move certified reps into live selling
- Individual coaching
- Track readiness, activity, conversion, collections, and agreed KPIs
- Objective: 2–3 productive closers meeting standards
- Evidence-based retention and development decisions
- Prove the current cohort’s performance and readiness before expanding the team
- Begin scaling what works: repeat the tested sales process, training, and accountability
- Leadership and accountability continue through all phases
Dates are targets, not guarantees.
Outcome · A productive core team, measurable progress, and a proven foundation for the next round of closers.
February · Month 4
Supercharge: Prepare the Next Round
- Move into accelerated scale mode once the current closers are consistently meeting agreed standards
- Keep coaching and improving the current team while sourcing, interviewing, and auditioning the next cohort
- Target: select the next 3–5 closers together by the end of February for agreed March start dates
- Repeat the documented new-hire system, onboarding, training, certification, and KPI ramp
- Confirm lead capacity, management support, and training readiness before increasing live-selling headcount
We turn up the pace because the current team and systems have been proven — not simply because the calendar says February. Hiring targets depend on candidate quality, approvals, lead capacity, and demonstrated performance.
Outcome · The next 3–5 closers selected and ready for a coordinated March start, subject to readiness and capacity.
March · Month 5
Launch the Next Cohort and Scale Execution
- Onboard the next cohort together through the tested training and ramping sequence
- Move each closer into live selling only after practice, certification, and readiness checks
- Maintain individual coaching, call reviews, daily scorecards, and weekly pipeline forecasting across both cohorts
- Track conversion, collections, and productivity as the team grows
- Continue recruiting in parallel where the performance evidence and lead capacity support further expansion
The next cohort builds on January’s proven core. Headcount and selling capacity expand with readiness and performance, not ahead of them.
Outcome · A second cohort ramping into productive selling while the existing team maintains its standards.
May–July · Months 7–9
Next Round: Five More Closers
- Select and onboard the next 5 closers through the documented new-hire system
- Run each new closer through the same onboarding, product training, practice, certification, and KPI ramp
- Keep coaching, call reviews, daily scorecards, and weekly forecasting running across the full team
- Objective: $1.5 million in monthly eligible cash collections, held consistently
- Expand lead allocation and management capacity as the new cohort reaches agreed standards
$1.5 million a month held consistently is a growth objective, not a revenue promise. The pace depends on lead volume, conversion, collection timing, and demonstrated team performance. Dates and outcomes remain targets, not guarantees.
Outcome · Five additional closers producing inside the same system, and $1.5 million a month held consistently.
October · Month 12
Next Ten Closers
- Source, interview, audition, and select the next 10 closers
- Onboard that cohort together through the tested training and ramping sequence
- Add management, training, and coaching capacity ahead of the new headcount
- Move each closer into live selling only after practice, certification, and readiness checks
- Track readiness, activity, conversion, and collections across the growing team
Bringing in 10 closers at one time is only possible because the new-hire system, training, and accountability already exist and have been proven. Hiring targets depend on candidate quality, approvals, lead capacity, and demonstrated performance.
Outcome · A third cohort onboarded and ramping through the same documented sequence.
End of year · Months 13–14
$3M+ a Month with 12–15 Closers
- A full team of 12–15 closers working the same documented process
- Consistent production tracked daily, weekly, and monthly against agreed KPIs
- Forecasting, call reviews, follow-up discipline, and coaching running across every cohort
- Retention and development decisions made on evidence rather than guesswork
- Objective: $3 million or more in monthly eligible cash collections by the end of the year
$3 million or more a month is the growth ambition, not a guaranteed result. It depends on lead volume, conversion, collection timing, and the team performing to standard. Dates and outcomes remain targets, not guarantees.
Outcome · A sales department of 12–15 closers running the same system, working toward $3 million a month and beyond.
06 · Sales Intelligence
A custom Sales Intelligence app
A custom Sales Intelligence app for Prosperity Partners brings the agreed data, priorities, resources, and performance into one place.
The app is one part of the build. The other part is the sales team operating system — the new-hire system, onboarding and ramping, training, the sales process and SOPs, the KPI system, and rebuilt CRM stages. See everything the build includes.
If it’s useful, I can walk you through my existing system separately over screen-share.
Modules
The app connects agreed CRM and reporting sources with clear record ownership. I estimate at least 20 hours for the initial agreed app build; integrations and testing will be confirmed in the diagnostic.
07 · Investment
Investment and structure
Build investment
Normal fee
$100,000
Including the standalone $15,000 diagnostic
Long-term partnership fee
$50,000
Paid before kickoff
I estimate more than 100 hours of diagnostic and custom development: design, documentation, resources, the app, implementation, and testing. Before work begins we’ll confirm the deliverables, assumptions, responsibilities, and completion criteria; the diagnostic refines the sequence within the agreed scope.
What the $50,000 build includes
The build is not just the app. It is everything your team needs to hire, train, manage, and sell consistently — plus the app that puts it in one place.
Part 1
The sales team operating system
- Diagnostic of all seven sales drivers and root causes
- New-hire system: candidate profiles, sourcing, practical auditions, evaluation scorecards, and decision criteria
- Documented onboarding and 30/60/90-day ramping plan
- 30-day KPI ramp system and readiness checks
- Product and sales training library, role-play, and certification
- Objection-handling matrix and video library
- Sales process built and documented, including customized strategy and presentation
- New sales SOPs for setters and closers
- KPI system: daily scorecards and checklists, weekly and monthly KPIs
- Management, coaching, call-review, forecasting, and performance-review rhythm
- Clear performance expectations and the coach, retain, or replace system
- CRM stages rebuilt as required, with reports, workflows, and integrations
- Post-call follow-up, automated follow-up, long-term nurture, no-show recovery, and reactivation
Part 2
The custom Sales Intelligence app
- Executive dashboard, Setter OS and Closer OS
- Lead tracking, cash projection, follow-up board, closing scoreboard and deal board
- Objections OS, Sales Call OS, Goals OS
- SOP / training library and revenue reporting
- Connected to agreed CRM and reporting sources
Leadership fee
Paid monthly in advance. On our first call, I established that an ongoing fee would be required. It funds my time, agreed team support, and resources, and begins at kickoff.
| Function | What it covers |
|---|---|
| Head of Sales | Direction, execution, culture, standards, and accountability |
| Strategist | Capacity, hiring, conversion, and execution aligned to goals |
| Operations | Reports, forecasting, CRM discipline, and adoption |
| Recruiter | Sourcing, interviewing, auditions, and selection |
| Manager | Huddles, pipeline, expectations, and improvement |
| Trainer | Product, process, practice, and readiness |
| Coach | Call reviews, feedback, and development |
If marketing slows or lead volume drops, this work still needs to happen. My delivery costs and committed capacity continue.
The build funds creation. The leadership fee funds operation and the development of your people.
Compensation options
Each option includes the fixed $50,000 build. Selecting an option here is for discussion — does not submit or accept.
Upfront total for Option C (for discussion — does not submit or accept)
$62,000
$50,000 build + $12,000 first monthly retainer · One-time growth milestone bonus
| Upfront | Option A | Option B | Option C |
|---|---|---|---|
| Build | $50,000 | $50,000 | $50,000 |
| First monthly retainer | $12,000 | $20,000 | $12,000 |
| Ongoing percentage | 20% | 10% | 15% |
| Milestone bonus | None | None | One-time, per milestone |
| Upfront total | $62,000 | $70,000 | $62,000 |
Option C: the hybrid milestone bonus
The hybrid reduces the ongoing percentage from 20% to 15% in exchange for growth milestones. Each new $250,000 increase in monthly eligible cash collections above a fixed starting baseline earns a one-time bonus of 15% of the full collection threshold.
| Milestone | Monthly collection threshold | One-time bonus (15% of threshold) |
|---|---|---|
| #1 · baseline + $250,000 | $450,000 | $67,500 |
| #2 · baseline + $500,000 | $700,000 | $105,000 |
| #3 · baseline + $750,000 | $950,000 | $142,500 |
- • Each bonus is additional to the $12,000 monthly retainer and the ongoing 15%.
- • Each milestone is paid once. It is not recurring, and it is measured on monthly collections — not lifetime cumulative collections.
- • The written agreement will define the baseline, the monthly period, eligibility, refunds, payment timing, and treatment of multiple milestones crossed in the same month.
- • Personal closing commission is agreed separately.
08 · Cost of Waiting
What the gaps cost
Weak accountability, hiring, ramp, coaching, follow-up, and documentation put revenue, ad spend, recruiting effort, and founder time at risk.
- More leads without conversion
- Reps selling before they’re ready
- Repeated mistakes
- Missed follow-up
- Underperformers retained without clear expectations
- Capable reps lost through absent support
- Replacement recruitment instead of a stable team
- More founder workload
- Delayed productivity
Hiring more people into weak systems can turn a sales problem into a management and retention problem.
Without clear KPIs, huddles, training, and accountable leadership, we cannot reasonably expect predictable results from a larger team.
$370,000
per month (report estimate)
$4.44M
per year, if sustained
This is a modeled estimate from the assessment report, not a verified loss or a promised recovery.
The $50,000 build plus the chosen leadership and performance structure funds the capacity to pursue the $5M monthly goal. It is not a guaranteed return.
I cannot step into this on revenue share alone and treat the systems build, daily leadership, and team development as unfunded work.
I’m prepared to take ownership, build the agreed systems, and lead the team. This structure funds the work and aligns us around results.
David and Natanel,
I’m looking forward to building this with you. Once we align on the scope and compensation, we can confirm the start date and begin.
Looking forward to building this together,
Patrick