After the build.

The three months build the machine. This is what the machine makes possible once it exists — and none of it is part of what you’re deciding on right now.

Why this is a separate page

Nothing here is in the price. That’s the point.

The proposal is the foundation — one decision, one number, a defined end. The three months put in the systems the business needs in place regardless of what comes after: the measurement, the backbone, the records. That is what makes scaling possible, and it is what would make a fractional COO or a business-development hire worth bringing in, because there would finally be something built for them to run.
But you asked a fair question on the call — where does this actually go? So here it is, in full, with nothing to sign and nothing priced.
Read it as the argument for the order we’re doing things in. Every play on the next pages would be premature today and straightforward once the build is done. That’s the whole reason the build comes first.

The proposal itself lives at heavydoody.robynrocha.io/plan-and-proposal.

After the build · why month four is a different conversation

Two things need to be in place first. The three months put them there.

The numbers need somewhere to live. Margins per job, close rate, and the source of every lead are what every decision after this one leans on. Right now they live across your own experience, your phone, and QuickBooks. The build gives them one home, tracked the same way every time, so the picture is there whenever you want to look at it.
And advertising performs better on top of a finished presence. Ads send people somewhere — so the site, the profile, and the reviews are what decide whether that spend turns into booked work. Getting those right first is what makes an ad budget worth committing.
Both of those are what the three months put in place. Which is why everything on the next few pages belongs after the build rather than inside it.

“If we get that far, I’d rather be paid on what the work produces than on what I do — and by then the numbers can actually tell the difference.”

After the build · paid, now that it converts

Now the ads have something to point at.

Google search adson high-intent terms, pointed at the rebuilt site. Someone typing “kitchen remodel Pompano Beach” is further down the road than anyone on any social platform, and now there’s a page worth sending them to.

Meta adsremodeling is a visual sale and before-and-afters perform. This is where your photo library stops proving you’re real to people already looking, and starts creating demand from people who weren’t.

Retargetingthe people who visited, read, and didn’t call. They only exist as an audience because the tracking went in during month one — you can’t retarget a year you didn’t measure.

Landing pages & funnelsbuilt per offer, not one generic page for everything. This is the piece that came out of the build on purpose: I’d rather build it once we know what converts than guess and rebuild.

Every one of these would have been premature in month one and straightforward in month four. That’s the whole argument for the order we’re doing this in.

After the build · demand you create, not demand you buy

The best list you own is already in the building.

The 200+ people who already hired you

Kitchen clients become bathroom clients two or three years later. They already trust you, they’ve already paid you, and most of them haven’t had a reason to hear from you since the final walkthrough.
This is a dormant asset, not a new channel. It costs nothing but the writing, and it’s the same list the review system already runs against — organized once, used twice.
And it’s the cheapest work you’ll ever book, because there’s no lead to buy and no trust to build.

After the build · the slow engine

The people who decide who gets the $80K job.

Kitchen and bath showrooms, interior designers, and residential architects across Broward and Palm Beach. The reason this is workable is that it’s a finite list — a knowable number of firms, not a market. You can build it once and keep it current.
Tiered, tracked, and reviewed. Every relationship lives in JobTread’s CRM with who they are, what they’ve sent, and when we last spoke. Quarterly we look at who is actually sending work and concentrate the effort there. That is what keeps it a working pipeline rather than a list that goes stale.
This is the play that changes your job mix. Not next month — over a year. Designers and showrooms don’t bring $15K powder rooms; they bring the projects that already have a budget and a drawing.

What we offer them — and it isn’t a discount

What a designer worries about is a contractor who goes quiet on them in front of their own client. The customer portal answers that directly: they can see exactly where the job stands without calling you. That’s a genuine reason to send you work, and it’s something most of your competition cannot offer.

After the build · the part that isn’t marketing

More leads is the easy half.

Everything above fills the top of the funnel. None of it touches what happens after the phone rings, and that’s where most of the money actually is. This is the work I’d want to do with you, and none of it is possible until the build is done.

01Pricing and job mixonce job costing is live you can see which work makes money and which doesn’t. You told me margins run 20–50% — somewhere in that spread is work worth more of your crews’ time and work worth less of it. Knowing which is which is the highest-leverage thing on this page, and it is hard to see before the build.

02Close ratea defined sales process is worth having: how fast you respond, what the estimate looks like, what happens on day three when they haven’t answered. Improving close rate is dramatically cheaper than buying more leads, and it compounds with every channel above it.

03The superintendent hirethe one you named yourself. Defining what the role actually owns, what it doesn’t, what to pay, where to find them, and how they get onboarded — onto a documented system rather than onto your shoulders.

04Cash flowdoubling revenue takes working capital, and this is where growing contractors get hurt. Deposit structure, draw schedules, and when subs get paid relative to when clients pay you. Growth that outruns cash is the most common way a good year turns into a bad one.

05The sub benchmore volume means more crews, and finding and vetting them is a genuine ceiling on how fast you can grow. Building that bench before you need it is the difference between saying yes to a job and saying “not until spring.”

★ This is where the work stops being marketing and starts being operations. Leads are the part everyone sells you. Pricing, close rate, hiring, cash, and crews are what actually decide whether doubling your volume makes you money or just makes you busy.

None of this is being proposed today

Worth talking through on the call.

If any of it interests you, say so and we’ll spend part of the call on it. If none of it does, the three months stand on their own and this page changes nothing.

Book the call

robynrocha123@gmail.com 561-768-6607