Everything needed to walk into the meeting with a position, a floor, a walk-away, and a plan for what happens after the handshake.
Internal — never deploy · local file onlyThree structures. Same job. Very different economics depending on how much of the dormant pipeline actually converts.
Plus a $5,000 milestone bonus and an accelerator above $250K of gross profit.
The realistic middle. Still a real base, still real upside.
Only acceptable if the commission is genuinely aggressive and survives the term.
The base is a rounding error. Whether commission survives the contract term and whether dormant-pipeline recoveries qualify are worth more than the entire base combined. Win those two clauses and lose the base argument if it comes to it.
The ~$6MM dormant pipeline figure came from Levi and has not been independently reviewed. Every dollar figure in this document is an illustrative model, not a projection, forecast, or promise. Gross margin is assumed at 40% purely to make the math legible — the real number is unknown until the data is seen. This is a business negotiation framework, not legal advice; have counsel review final language.
The contract has to say the job is building and leading the sales function — not making sales calls. That single distinction is what justifies the base, the override on other people's closes, and the Day-90 renegotiation.
"The Director shall have reasonable access to customer, quote, CRM, financial, and operational information necessary to perform these responsibilities."
You cannot be held accountable for revenue while being denied the data that explains it.
Structured as a ladder, not three separate ideas. Offer A is what you say out loud. Offer B is where this most likely lands. Offer C is what you accept only when the commission carries the deal.
A $5,000 base is only defensible if dormant-pipeline recoveries explicitly qualify and commissions survive expiration of the term. Without both, Offer C is a $15,000 job with a lottery ticket attached. With both, it is the highest-ceiling structure on the table.
What each offer actually pays across five recovery scenarios over the 90-day term.
| Scenario | Revenue recovered | Gross profit @40% | Offer A | Offer B | Offer C |
|---|---|---|---|---|---|
| Nothing converts | $0 | $0 | $27,500 | $24,500 | $17,500 |
| Slow start | $100,000 | $40,000 | $30,500 | $26,900 | $21,500 |
| Working | $250,000 | $100,000 | $35,000 | $30,500 | $27,500 |
| Strong | $500,000 | $200,000 | $42,500 | $36,500 | $37,500 |
| Very strong | $1,000,000 | $400,000 | $61,250 | $48,500 | $57,500 |
| Home run | $2,000,000 | $800,000 | $101,250 | $72,500 | $97,500 |
| Scenario | Offer A / mo | Offer B / mo | Offer C / mo |
|---|---|---|---|
| Nothing converts | $9,167 | $8,167 | $5,833 |
| Working ($250K) | $11,667 | $10,167 | $9,167 |
| Strong ($500K) | $14,167 | $12,167 | $12,500 |
| Very strong ($1MM) | $20,417 | $16,167 | $19,167 |
| Home run ($2MM) | $33,750 | $24,167 | $32,500 |
Offer C overtakes Offer B at roughly $175,000 of gross profit — about $437,000 of recovered revenue. Below that line, the higher base wins. Above it, the higher commission wins and keeps winning. If the dormant pipeline is real, Offer C outperforms Offer B by more than $25,000 in the strong scenarios.
Offer A beats both at every level modeled here. That is why it is the opening ask.
| Structure | Per $100K revenue recovered | Per $1MM recovered |
|---|---|---|
| Offer A — 7.5% GP (pre-accelerator) | $3,000 | $33,750 |
| Offer B — 6% GP | $2,400 | $24,000 |
| Offer C — 10% GP | $4,000 | $40,000 |
Internal only. Never shown, never described out loud.
| Rung | Structure | Read |
|---|---|---|
| Ask | $7,500/mo + 7.5% GP + accelerator + $5K bonus | Open here. Say it plainly, then stop talking. |
| Good | $7,500/mo + 5% GP + $5K bonus | Accept. Push the accelerator to the Day-90 review instead. |
| Good | $6,500/mo + 7.5% GP | Accept. Trading $3K of base for real upside is a good trade. |
| Acceptable | $5,000–6,000/mo + 7.5–10% GP | Accept only with survival + dormant-qualification clauses intact. |
| Question it | Under $5,000/mo with weak commission | That is hiring a rep, not a Sales Director. Reprice or restructure the role. |
The compensation number is the headline. These are the paragraphs that determine what it's actually worth.
Customer payments actually collected by Fixxa, minus directly attributable job costs. Agree in writing exactly which costs are deducted — labor, materials, subcontractors — and whether overhead is excluded. Ambiguity here is where commission disappears.
Any opportunity that existed before the start date, was previously quoted, was not actively being worked, and subsequently closes as a result of direct efforts or the sales system built. This is the whole reason the job exists.
Any new opportunity generated after the start date that closes during the contract term.
Sales closed by personnel operating under the sales function. Negotiate a lower override — 2–3% of gross profit. Establish the principle now even if the rate is compromised.
Without it, a deal closed in Month 3 that pays in Month 4 can be erased by simply letting the contract expire at Day 90. That clause protects more money than the base does.
The dormant-quote list gets frozen and documented at signature. What's on that list at signing is what qualifies. This prevents any later argument about which opportunities were "already being worked."
| Milestone | Offer A / B | Offer C |
|---|---|---|
| Pipeline audit completed + baseline established | $1,250 | $625 |
| Sales process and follow-up system implemented | $1,250 | $625 |
| Sales reporting, KPIs, and forecasting operational | $1,250 | $625 |
| Demonstrable improvement + 12-month sales strategy delivered | $1,250 | $625 |
| Total | $5,000 | $2,500 |
90-Day Review and Continued Engagement. "Within 15 days prior to expiration of the initial term, the parties will meet to review performance, sales results, pipeline development, and the Company's future sales requirements, and negotiate in good faith a subsequent agreement governing the Director's ongoing role and compensation."
Say the rest out loud: "I'm not looking at this as a three-month gig. The first three months prove what I can do. If I produce, I want us to build the long-term economics around the value I'm creating."
Money comes last. Scope, authority, and access come first — because they're what justify the number.
That the long-term structure will include meaningful participation in the sales organization being built — overrides, profit participation, or equity — reviewed at Day 90.
Do not get distracted by $6,500 versus $7,500. The real negotiation is what percentage of the economic value created you ultimately participate in.
No targets get agreed until these numbers exist. Establishing them is also the first bonus milestone.
| Tier | KPI | Why it's on the list |
|---|---|---|
| Primary | Revenue generated | The only number that settles arguments |
| Primary | Gross profit generated | Directly ties to commission |
| Primary | Quote-to-close rate | The core conversion lever |
| Secondary | Pipeline value | Leading indicator |
| Secondary | Follow-up completion rate | Process discipline, visible early |
| Secondary | Average ticket | Detects option/offer effects |
| Secondary | Sales cycle length | Detects presentation effects |
| Secondary | Dormant pipeline reactivation | The headline story of the 90 days |
The dormant pipeline could be $6MM of legitimate opportunity, or $6MM of 18-month-old quotes where nobody answers the phone. Determining which is the first job. It is also the difference between Offer C being the best deal on the table and the worst.
One more unknown that changes the entire approach: whether those quotes are residential homeowners or commercial. B2B enrichment tooling has near-zero consumer coverage.
Not a list of twenty things to implement. Find the biggest conversion opportunities, run controlled experiments, measure, and turn the winners into Fixxa's standard process.
| # | Experiment | Impact | Effort | When |
|---|---|---|---|---|
| 1 | Quote presentation + decision appointment | Very high | Low | Week 1–2 |
| 2 | High-value quote rescue | Very high | Low | Week 1 |
| 3 | Personalized video follow-up | High | Low | Week 1–2 |
| 4 | Dedicated sales ownership | Very high | Medium | Week 1–3 |
| 5 | Dormant pipeline reactivation | Very high | Medium | Immediately |
| 6 | Pre-quote commitment / objection discovery | High | Low | Week 2–3 |
| 7 | Structured follow-up cadence | High | Low–Med | Week 2–4 |
| 8 | Lost deal intelligence | High | Low | Week 2 onward |
| 9 | Relevant project proof | Med–High | Medium | Week 3–6 |
| 10 | Good / Better / Best offers | High | Medium | Week 4–8 |
| 11 | Vikter sales prioritization | Very high | Med–High | Week 4–8 |
| 12 | AI sales rescue briefs | High | Medium | Week 6–10 |
| 13 | No-decision nurture system | Med–High | Medium | Week 6–12 |
| 14 | Objection library + playbook | High | Medium | Ongoing |
| 15 | Conversation / call intelligence | Potentially transformational | High | Later |
Hypothesis: a quote that is actively presented and discussed closes at a higher rate than a quote simply sent.
CURRENT Estimate → Quote sent → Customer decides TEST Estimate → Quote prepared → Appointment scheduled → Live walkthrough → Decision
The appointment can be: phone, video, in person, or a recorded walkthrough followed by a scheduled call. The point is that the customer doesn't receive a number and disappear into the void.
KPI: quote-to-close rate. Secondary: review appointment rate, time from quote to decision, average job value, gross profit per quote.
Hypothesis: valuable opportunities are sitting dormant and can be recovered through timely, personalized human outreach.
Start narrow. Quotes above an agreed value threshold, recent enough to still be viable, with no documented follow-up in X days and no confirmed competitor loss. Build a Quote Rescue List. Every opportunity on it gets a CRM review, personalized outreach, a phone call, video where appropriate, requalification, and a clear next step.
KPI: revenue reactivated, opportunities re-engaged, quote-to-conversation rate, quote-to-close rate, gross profit recovered.
Hypothesis: a personalized video outperforms generic text or email follow-up because it creates trust, attention, and connection.
Don't send every customer a video. Split comparable opportunities into a control group receiving normal follow-up and a test group receiving a personalized walkthrough showing their proposal, their visualization, key scope decisions, the recommendation, and the next step.
KPI: response rate, appointment rate, quote-to-close rate, time to response.
Hypothesis: quotes die because nobody specifically owns converting them.
Every active opportunity gets exactly one Sales Owner, responsible for current status, next step, follow-up, objections, moving the deal forward, and closing it or formally losing it. This does not remove the contractor — the contractor stays the expert. Somebody owns the commercial process.
KPI: percentage of opportunities with a defined next step, follow-up completion, aging quotes, quote-to-close rate, pipeline velocity.
Hypothesis: the dormant pipeline contains multiple categories of opportunity that should not all be treated the same way.
| Tier | Definition | Action |
|---|---|---|
| A — Act now | High value, likely viable | Personal outreach immediately |
| B — Requalify | Worth contacting, uncertain | Requalification call |
| C — Nurture | Not ready, future business | Into the nurture system |
| D — Dead | Closed or lost | Document why, stop spending time |
KPI: total recoverable pipeline identified, pipeline reactivated, revenue closed, requalification rate, future opportunity value created.
Before the contractor leaves the estimate: "Assuming the proposal comes back in line with what we've discussed, is there anything that would prevent you from moving forward?" Then silence.
Surfaces budget limits, spouse approval, timing, competing bids, insurance, financing, and scope disagreement before the quote is built.
Day 0 presentation → Day 1 personalized check-in → Day 3 call → Day 7 project-specific follow-up → Day 14 re-engagement, then transition based on the customer's situation.
Consistent, not robotic. The CRM may already support most of it.
Capture, for every meaningful loss: who they hired, competitor price if known, why they chose them, whether price was the real reason, what they liked about Fixxa, what could have been done differently.
For major deals, call: "We're not calling to change your decision. We're trying to improve. What ultimately drove your choice?"
Not a generic gallery. A completed project similar to theirs, in a relevant area — before, after, project details, timeline, testimonial.
Requires organizing completed work into reusable sales assets.
Replace "one project = $18,500" with Essential (solves the core problem), Recommended (Fixxa's preferred approach), Premium (enhanced outcome).
Test by project type. Don't roll it out everywhere because it sounds good.
Shift the question from "who should I call?" to "here are today's highest-value opportunities." Signals: quote value, quote age, last contact, engagement, proposal views, project type, lead source, historical close patterns.
Explore what Vikter already does before building anything new.
System-generated context and a recommended next action: value, days since quote, days since human contact, known concern, proposal view count, recommended action, suggested opener.
A "Not Now / No Decision" category with real re-engagement triggers. An objection library built from actual conversations with tested responses. Eventually, call analysis to find what successful sales conversations have in common.
| Phase | Objective | What runs |
|---|---|---|
| Days 1–14 Don't build |
Find out where the money is before building anything large | Pipeline segmentation · high-value quote rescue · quote presentation test · personalized video test · dedicated ownership · lost-deal intelligence |
| Days 15–45 Double down |
Expand what the early data proves | Scale the winners · structured follow-up · pre-quote objection discovery · relevant project proof · initial objection library |
| Days 45–90 Build leverage |
Turn winning experiments into the standard operating system | Vikter prioritization · AI sales briefs · lead and quote scoring · nurture automation · team training · forecasting · sales hiring requirements |
| Experiment | Hypothesis | Control | Test | Primary KPI | Decision |
|---|---|---|---|---|---|
| Quote presentation | Live review improves close rate | Email only | Live review | Close % | Scale / Kill |
| Personalized video | Video improves response | Normal follow-up | Video | Response % | Scale / Kill |
| Quote rescue | Personal outreach recovers dormant deals | No outreach | Rescue sequence | $ recovered | Scale / Kill |
"We tested twelve things. These four materially improved results. These three didn't work. Here's exactly where Fixxa makes and loses money. Here's the sales system we built around what the data proved."
That is a substantially stronger position at the renegotiation than "I wrote a playbook and trained some people."
Fixxa already has project managers — Gabriel works out of the San Luis Obispo office. Do not design a new customer-facing role until the existing human infrastructure is mapped.
JAMES — SALES DIRECTOR
Owns the system, pipeline, process,
coaching, and revenue
│
▼
CUSTOMER ←→ CONTRACTOR / ESTIMATOR
│
▼
PROJECT MANAGERThe customer does not need to know that anyone is managing a sales machine. Making sure every quote gets the right follow-up, every opportunity has a next step, and the team knows how to handle objections may be far more valuable than personally becoming the salesperson on every deal.
| Scenario | What it means | What gets built |
|---|---|---|
| A — PMs enter only after the sale | Clean separation, but a gap between quote and signature | Contractor + sales function work together until the customer commits |
| B — PMs are already involved before the sale | The customer-facing layer already exists | Improve the PM function instead of adding a person to the journey |
| C — PMs are doing sales follow-up inconsistently | Wrong people own it, no process, nobody measuring | Redesign responsibility and priority, not headcount |
Internally: contractor owns technical expertise, the sales function owns the buying process, operations owns scheduling and execution. Externally, the customer should experience a Fixxa team — not a handoff from the person who understood their project to the person whose job is to sell them something.
CUSTOMER ↓ CONTRACTOR ↓ HANDOFF ↓ SALES GUY
Customer reads it as: "now they're trying to sell me."
CONTRACTOR
│
CUSTOMER ───── FIXXA TEAM
│
PROJECT ADVISORTwo people on the same team, different parts of the project.
Not "salesperson." Project Advisor, Project Consultant, Client Project Manager, or Project Concierge. Internally it is sales. Externally the function is real: helping the customer understand options, make decisions, coordinate the proposal, and move the project forward.
Site visit, rapport, diagnosis, scope, measurements, technical expertise. The customer thinks "this person understands my project." Do not disturb that.
Two to five minutes, not twenty. Voice note into the phone, AI turns it into structured CRM data:
Captures: what they want · biggest concerns · personal context · budget signals · timeline · decision-makers · technical requirements · objections already surfaced · what excited them · what could stop the sale.
Not "here's your quote, sign here." Instead: "We have everything put together. I'd love to spend ten minutes walking you through it so we can make sure it reflects exactly what you and Mike discussed." That is a project review. Internally, it is absolutely selling.
Never duplicate the contractor. When the customer says "I'm worried the siding underneath is worse than Mike thinks," the answer is "That's a good question — let me bring Mike in so you get a precise answer." That builds trust rather than burning it.
Technical concern → Advisor brings in Contractor Pricing / options / timing → Contractor brings in Advisor Ready to move forward → Advisor brings in Operations
A fifteen-second clip recorded before the contractor leaves the driveway, introducing the advisor by name and confirming the contractor stays involved for anything technical. The customer then already knows who you are, why you're involved, that the contractor hasn't vanished, and that you're part of the same team — before your first call.
Internally: a disciplined sales system — follow-up, pipeline, next steps, objections, close probability, deal strategy, timing, revenue.
Externally: "Fixxa is responsive, understands my project, is helping me decide, and I always know what happens next."
Those two are not in conflict. The machinery just stays out of sight.
Lead comes in → Who responds?
→ Who qualifies?
→ Who visits?
→ Who builds the quote?
→ Who sends it?
→ Who follows up?
→ Who handles objections?
→ Who gets the agreement signed?
→ Who collects the deposit?
→ WHEN DOES PROJECT MANAGEMENT BEGIN?
→ Who owns the customer relationship?| Question | Why it matters |
|---|---|
| What is Fixxa's actual gross margin? | Every commission figure in this document scales directly off it |
| What does the quote export actually contain? | Determines whether the dormant pipeline is workable at all |
| Residential or commercial dormant quotes? | Changes the entire outreach approach and tooling |
| How many project managers, and what do they own? | Determines whether a customer-facing role is needed |
| What does Fixxa retain per routed job? | The take-rate. A spread business, not a margin business. |
| Can the completed job list be reviewed? | Validates close rates and average ticket independently |
| What does a 90-day win look like to Levi? | Becomes the milestone bonus and the Day-90 review criteria |
No employment decision at the dealership until all three are true: signed contract, deposit or first payment cleared, and quote export reviewed. All three. No exceptions.