# Prism Complete Resource Organization and Talent Plan

One operating design for the portfolio, each company, shared teams and staged staffing

Owner review | October 27 2026 | Consolidated source edition 10

Start with a finite founder role, shared assistant support and qualified paid delivery. Share compatible coordination across companies, protect time-critical and independent decisions, and add dedicated capacity only when recurring work and funded economics support it.

The editable initial and later Home Services charts below govern the current staffing design. Retained functional illustrations elsewhere describe work coverage, not separate initial hires.

This complete plan brings together portfolio and company hierarchies, shared duties, all 56 detailed position profiles including eight new Pitstop and Simply Tech functions, historical franchise roles, first-90-day execution, staffing and cost forms, and talent and creator attraction. Vesper Motor Collection and Foundry Fleet & Commercial are the selected automotive brands under Prism Motors & Fleet. Home Services is the intended parent business of Glean, Pitstop Mobile Auto and Simply Tech as sibling subsidiaries. Foundry replaces the earlier Relay name; the name does not establish manufacturing or upfitting capability. The two new brand capability sections are integrated here; no separate resource addendum is needed. Actual people, capacity, pricing and current financial release decisions remain open.

## What is and is not established

The Home Services company hierarchy records the owner-selected intended parent and subsidiary relationships; role boxes remain proposed functions. One person can hold compatible responsibilities only with demonstrated skills, paid calendar capacity and backup. No role count is a headcount plan. Actual legal entities, employers, reporting appointments, salaries, service availability and hiring approvals require separate confirmation.

Financial references retained from earlier editions are dated historical planning inputs. The October 27 owner ruling now supplies resource assumptions for the next combined candidate after the active financial batch. This resource revision preserves earlier duties and transport conditions while adding labelled D.3 planning defaults; it adopts no financial result, actual pay rate, staffing date or spending ceiling. The financial owner must reconcile the same role and paid-time assignments in its current source before any resource commitment. A saved earlier financial comparison does not establish that active work has finished. [OWN-HYBRID; OWN-INTEGRATED]

The owner now targets 2026 website interest generation and recruiting for one broad shared assistant, drivers, Digital agency functions and creator-agency work. November funding is an expectation, not verified cash or an approved start. The integrated recruiting chapter separates general interest, specific job applications, providers and adult creator-partner enquiries. Required material terms and actual hiring releases remain open. [OWN-2026]

## Resource acquisition and cost decisions

This edition adds the complete acquisition strategy and lifecycle cost framework to the same document. All 56 functional profiles map to sourcing lanes, including on-demand home-service contractors and fractional HR, finance, marketing and legal support. The strategy covers where to find people and providers, vetting, paid onboarding, backup, retention and the conditions for moving work in-house.

Read [Resource acquisition and retention strategy](#resource-acquisition-and-retention-strategy) for the role-by-role sourcing routes and contractor bench, then [Resource acquisition and lifetime cost plan](#resource-acquisition-and-lifetime-cost-plan) for upfront, ongoing, variable and exit costs. The [source directory](#resource-acquisition-source-directory) links the verified channels. These sections extend the existing hierarchy, stage gates and position descriptions; no separate owner addendum is required.

Published tool fees and proposed promotion caps are explicitly separated from actual labor and provider quotes. The acquisition strategy is documented; a complete dollar budget remains pending actual rates, paid hours, contract terms and finance reconciliation. Missing amounts are UNSET, never zero. Proposed caps are not approved spending limits. Earlier financial references remain historical; this edition does not change the portfolio forecast.


This edition also includes the [employee referral program](#employee-referral-program-proposal): one cross-company process, proposed role-based awards, staged retention milestones, fair selection and cost controls. Award amounts are proposals; the program is not yet activated.

Flooring is explicitly included in the Home Services/Glean delivery scope. The integrated flooring capability section maps estimating, supply coordination, installation, preparation, specialist trades, supervision/warranty and commercial floor care to the existing role library. It connects to the dedicated sourcing library; actual vendors, qualifications, rates and capacity remain unconfirmed.

Kitchen, Bath, Closets, Flooring and Garage are five standalone service segments with distinct catalog, estimate, marketing/channel, resource and supplier tags. Each project retains one primary segment with included-component tags; these are not five new legal entities or management teams.

## How to navigate

Use the document contents and chapter headings to move through portfolio structure, company work charts, first-90-day operations, assignment and cost forms, recruitment and creator strategy, the role directory and all detailed profiles. The final chapters preserve historical franchise titles, owner decisions and source boundaries. Role IDs provide stable cross-references throughout.

Basis: Current eight-brand and service-boundary directions; MOB-SCOPE and RESOURCE-2; reviewed R1/AUTO/GATE; I2 retained only as historical financial context.

# Forecast resource assumptions and the next operating stages

The October 27 owner ruling requires every planned service, channel and resource expansion to appear in the **next combined financial candidate after the active candidate**, with its hypothesis, confidence, sensitivity and evidence needed. An unknown quote or unverified programme is not a reason to omit its planned forecast line. This document supplies resource definitions and raw assumptions to the sole financial modeler; it does not calculate forecasts or interrupt the active financial batch. [OWN-FORECAST-ALL]

**OWNER_STATED planning directions:** cleaning first, handyman in parallel, then the other services; scheduled route acquisitions for cleaning, lawn and pool; other Home services through online networks; creators remote first, with no artificial total creator cap; additional studios and offices as actually needed. The financial owner determines dated service/cohort paths, account volumes and monetary treatment. Reinvestment of franchise savings remains parked until the pack shows the cash left over. The ruling explicitly leaves EV released hours held; this edition does not release an EV revenue stream.

**DEFAULT_HYPOTHESIS resource inputs:** the five items below come from Claude's recommendations in section D.3 of the owner-ruling companion. They are planning defaults to test, not observed capacity, market-verified rates, signed quotes, actual appointments or automatic operating approval. These defaults have low empirical confidence until the listed evidence is obtained. The recorded owner intent has stronger authority for planning than the unvalidated numerical assumptions. [DEFAULT-D3]

Forecast inclusion and actual operation remain separate. Contracts, qualifications, permissions, finite paid calendars, technical acceptance, suitable transport/equipment/sites and funded cash still govern real commitments. Existing numerical GATE policies remain proposals for review; this ruling does not adopt every proposed staffing threshold. More planned work must have explicitly funded additional qualified capacity or visible unmet demand, not free founder, assistant or provider overflow.

| Resource gap | Labelled planning input | Existing responsibility | Evidence needed before treating capacity or cost as real |
| --- | --- | --- | --- |
| Continuous creator chat/support | DEFAULT_HYPOTHESIS: BPO service tiers within $7,500–$14,000 per month; exact tier/seat scope and vendor quote unknown | NV01 provider/relationship accountability; relevant shared process expertise only within separately paid capacity | Written SLA, concurrency, channels, staff/shift coverage, training/QA, PTO/absence relief, paid backup, setup and fee inclusions |
| Creator success coordination | DEFAULT_HYPOTHESIS: one coordinator per 15–20 active creators | NV01; SH04 may support bounded first response | Unique active-client definition, complexity, onboarding/support work, actual paid calendar and qualified backup |
| Repeated studio expansion | DEFAULT_HYPOTHESIS: next studio considered when validated waitlist demand exceeds comparable usable capacity for two consecutive months | NV01 demand/service fit; NV02 commissioning; NV03/NV04 production/editing; SH11/SH12 equipment/site support | Same-unit demand/capacity record, unique valid requests, new capacity plan, commissioning, site/equipment/staff/vendor costs and cash runway |
| Cleaning crew release | DEFAULT_HYPOTHESIS: one crew per 40–45 recurring accounts | GL03/GL04 paid cleaning delivery with GL01 coordination and GL11 independent review where required | Account size/frequency, due visits, route/travel, crew composition, paid productive/nonproductive hours, relief and callbacks |
| Route transition staffing | Required paid scope; no new numerical default supplied | GL02 with qualified service leads, advisers and paid backup | Deal-specific diligence, closing/transition, seller support, retention, first visits, qualified delivery and handover calendar |

## Continuous chat is a contracted service, not one employee

Define the BPO service before selecting a tier: which creators and channels it serves, permitted account access and responses, languages, concurrent conversations, service hours, response/escalation commitments, supervision and QA. The $7,500–$14,000 monthly range is the source's unquoted planning hypothesis. It supplies no intermediate tier prices, staff count or proven concurrency. Do not invent those details or imply that the endpoints buy the same service. [DEFAULT-D3]

A 24/7 service seat is **not one employee**. The provider must demonstrate a feasible 24-hour shift and handover arrangement, breaks, training, PTO and absence relief, supervision, QA, security and paid backup. No staffing arithmetic is supplied here. NV01 remains accountable for agreed creator service and vendor performance; buying BPO coverage does not create unlimited creator-success or production capacity. SH05 transport/live dispatch and the shared assistant remain separate finite obligations and cannot be reused as free overnight creator coverage.

The model handoff introduces an explicit **D3-BPO hypothetical service input**. The base 72-item resource cost catalog remains unchanged. Reconcile the actual scope against existing provider fees, supervision, training and backup inclusions before combining costs; do not silently assume the new service is already inside a Novelle vendor allowance or add the same task twice. Compare the supplied range endpoints and service/concurrency alternatives through the sole financial modeler. Required evidence includes written setup, recurring, overage, minimum-term, exit and backup-service terms. No provider contract is established.

## Creator success expands with active work

Use 15–20 **active creators per coordinator** as a low-confidence sensitivity benchmark, not a hard limit on total creators or proof that one person can handle every service package. Define active creators as unique clients currently receiving agreed services; applicants, inactive sign-ups, historical clients and the same creator in multiple channels must not inflate the count. Onboarding demand and high-complexity clients may consume more time than continuing routine support. [DEFAULT-D3]

NV01's paid clock covers onboarding, relationship work, consent/approval follow-up, service issues, vendor oversight, meetings, records and handoffs, including nonproductive time, training, PTO and relief. BPO chat, production coordination, capture and editing remain distinct duties with their own finite capacity. Actual workload can justify additional qualified hours/providers or coordinators before or after the benchmark; it is not an automatic hire at a count threshold. Remote-first growth has no artificial creator cap, while each forecasted growth step must carry paid fulfillment and cash assumptions and expose constrained or unserved work.

## Repeat the studio decision for each new site

The proposed trigger is a waitlist exceeding usable capacity for **two consecutive months**. Record valid unmet demand and usable studio capacity in the same service/time units. Use unique eligible requested sessions or defined service units, excluding duplicate requests, speculative enquiries, already served demand and cancelled requests. Do not compare a headcount waitlist with room-hours or treat every enquiry as a paid booking. Define the demand qualification, conversion and cancellation assumptions explicitly. [DEFAULT-D3]

Each time the trigger recurs, assess existing-site utilization, alternative scheduling/provider capacity and the next site's incremental paid resources. NV02 must reserve commissioning work: site search/terms and access checks with SH12, equipment/procurement with SH11, setup, training, trial sessions, secure media handling and opening handover. NV03 capture and NV04 editing/revisions must have non-overlapping qualified calendars, including transport/setup, post-production backlog, QA, backup and equipment downtime. Repeating the trigger does not clone the original staff, equipment or editing capacity.

Every proposed additional studio requires its own commissioning lead time, site and equipment commitments, staff/vendor and operating costs, deposits/other cash obligations under the selected policy, and cash-runway assessment by finance. **An office is not automatic for each studio**: office need, scope and costs are separately justified. Owner intent permits repeated needed expansion; neither the waitlist test nor a forecast line establishes a lease, permission, funded site or public availability. This resource edition adds no customer prices or deposit policy.

```mermaid
flowchart TD
    D[Unique active creator demand and paid service obligations] --> R[NV01 Remote-first creator success and capacity review]
    R -. Separate scoped SLA .-> B[Qualified BPO chat service]
    R --> P[NV02 Production and site commissioning]
    P --> C[NV03 Capture capacity with paid relief]
    P --> E[NV04 Editing and revisions with paid relief]
    P -. Site and equipment support .-> S[SH11 and SH12 within actual allocations]
    W[Same-unit valid waitlist exceeds usable capacity for two months] -. Repeated review trigger .-> P
    P -. Each site needs new funded capacity and runway review .-> N[Next studio only when supported]
```

This is a responsibility and decision map, not approved staffing. The BPO service and each additional site remain distinct scopes with actual provider/person identifiers and finite calendars.

## Cleaning account counts require a work definition

The 40–45 recurring-account benchmark is a low-confidence crew-sizing hypothesis. An account is not a visit, and a crew label does not define the number of workers or paid hours. Define service frequency, property/job size, actual due visits, travel/access/setup, route density, crew composition, paid productive and nonproductive hours, supervision, training, PTO/relief and callbacks. Distinguish elapsed crew duration from aggregate person-hours before the modeler uses either measure. [DEFAULT-D3]

GL03 working-lead instruction, travel and delivery share the same paid clock; GL11 independent acceptance cannot be supplied by the performer of the work being independently reviewed. Most initial delivery continues through qualified provider businesses. Where a provider invoice includes the crew and supervision, do not also add an employee crew for the same service/person/time. Distinct separately required coordination or independent review must be scoped and funded explicitly. The GL09 hybrid sales/field-coordination/handyman role remains one finite assignment, not free additional cleaning labor.

Test both benchmark endpoints and heavier/lighter frequency, size, travel, staffing, relief and rework assumptions. Plan further qualified crews or provider capacity when supported demand requires it, with full costs and cash reflected; do not turn 40–45 accounts into a permanent business cap or guarantee that all accounts can be served. Show unmet work and the cause whenever paid qualified capacity falls short.

## GL02 covers route work before and after closing

Cleaning, lawn and pool acquisitions belong in the planned schedule even when no current listing or quote has been verified. Their dates, account counts, seller revenue, purchase-price and transition assumptions are the financial owner's inputs, each labelled for source, confidence and sensitivity. Planned inclusion is not an approved purchase or proof that customers, workers or contracts transfer. [OWN-FORECAST-ALL]

GL02 needs paid scope for pre-close records/diligence coordination, adviser and seller liaison, closing/permission dependencies, customer introductions/retention, service and data handover, first due visits, complaint/callback follow-up and an orderly transfer to continuing service owners. Reserve a qualified paid deputy and field-provider continuity. Test seller-assistance duration, record quality, cancellations, simultaneous transfers and early service problems rather than assume effortless retention.

This workload cannot be freely absorbed into SH03 or GL09. If one qualified person performs both roles, reserve the transition time and remove it from their other available duties; preserve independent financial/legal review and service-specific competence. Seller-provided work, provider crew charges, internal coordination and adviser work need distinct included-scope records. Do not add duplicate employee crew billing to provider-covered visits, and do not assume a paid acquisition price purchases transition labor that is absent from the agreement.

## Fleet resource overlay retained for the current owner plan

The owner-selected launch fleet is **four SUVs, one Mercedes and one BMW: six physical vehicles, normally at most five fare vehicles**. The Mercedes serves weekdays; on weekends the BMW replaces the parked Mercedes. Weekday BMW owner business travel earns no fares. Preserve the costs and readiness obligations of all physical vehicles; the substitution does not create a sixth simultaneous fare slot. [OWN-FLEET-6]

All Obsidian channels use the same qualified driver/vehicle scheduling pool. Preserve confirmed reservations and pickup/return buffers; travel/deadhead, handovers, cleaning, breaks, maintenance, downtime and other paid duties consume that same clock. Count physical rides and simultaneous multi-app online time once. Channels may fill idle time, substitute for one another or remain unserved; they do not each receive a separate full roster. [OWN-SHARED-CLOCK]

The exact owner instruction is **four 10-hour paid shifts per driver each week**, accounting for downtime and all required paid work. Preserve current admitted-worker pay guarantees, PTO, paid relief, notice and employer obligations. This carries the requested pattern without calculating a new roster or authorizing hires. Earlier blanket daily-shift/seven-day staffing, BMW Holding-only and fixed-outage assumptions in that historical record are superseded or excluded; its proposed clock times are not owner-approved. The current full-fleet and shared-clock addenda govern vehicle use. Demand-led staffing, qualifications, rest/coverage and cash still determine actual assignments. No current pay policy or commission/floor calculation is changed here. [DRIVER-PATTERN]

Basis: OWN-FORECAST-ALL and DEFAULT-D3 are distinct planning authorities; OWN-FLEET-6, OWN-SHARED-CLOCK and DRIVER-PATTERN preserve exact scoped fleet directions. All resource forecasts and sensitivities remain with the sole financial modeler, for the next combined candidate after the active batch.

# Overall portfolio and company relationships

```mermaid
flowchart TD
    GOV[SH01 Owner and governance] --> SH[SH02 Shared operations]
    GOV --> PA[SH03 Assistant within paid blocks]
    SH -. Bounded coordination .-> HS[Home Services intended parent]
    GOV --> FL[GL09 Home Services Field Lead - one potential initial person]
    FL -. Sales and field coordination .-> HS
    HS --> GL[Glean]
    HS --> PM[Pitstop Mobile Auto]
    HS --> ST[Simply Tech]
    SH --> AU[Automotive AU01]
    AU --> VE[Vesper AU09]
    AU --> FO[Foundry competent commercial assignment]
    AU --> MV[Motor Vault resale inventory support]
    SH --> OB[Obsidian Black OB01]
    SH --> LU[Lucent Digital LU01]
    SH --> NV[Novelle Veil NV01]
```

The Home Services branch shows the owner's intended parent and sibling-subsidiary relationship. The other role-labelled lines show functional coordination, not a complete legal ownership diagram. Eight public brand directions share support only where the calendar supports it; none of these boxes establishes formed entities, a funded roster or service availability. Glean, Pitstop and Simply Tech keep separate technical/service accountability and the current functional reporting specified in their profiles.

| Operating group or brand | Included responsibilities | Relationship to confirm |
| --- | --- | --- |
| Home Services | Parent business for Glean, Pitstop Mobile Auto and Simply Tech. | Owner-selected intended subsidiary structure; legal formation, actual employers and contracts remain to be confirmed. Existing SH02 coordination does not create a new manager. |
| Glean | Cleaning, lawn, home services and pool; organic work plus conditional acquired-account transition and retained growth. | Intended Home Services subsidiary alongside Pitstop and Simply Tech. Initial GL01 coordination duties can be assigned within the one GL09 Field Lead clock where competent; qualified providers retain technical delivery. |
| Prism Motors & Fleet | Vehicle ownership/lifecycle, procurement and maintenance; Vesper Motor Collection and Foundry Fleet & Commercial customer journeys. | Brand names and market directions selected; actual sourcing, consignment or owned-stock model, funding and operating authority remain decisions. |
| Obsidian Black | Passenger service, booking, driver duty and trip quality. | Uses released vehicle capability; remains distinct from vehicle sales. |
| Digital Services | Lucent business clients and Novelle creator management/production. | Separate public brands under Lucent Digital Services per GTM5; actual contracts and employer records still needed. |
| Pitstop Mobile Auto | Qualified mobile wheels, tires, oil changes and supported maintenance. | Intended Home Services subsidiary; PM01 retains mechanical authority. No assumed Motors & Fleet staff availability or Motor Vault workshop use. |
| Simply Tech | Qualified phone/computer repair, Wi-Fi/networks and smart-home services. | Intended Home Services subsidiary; ST01 retains technical authority. Smart Living belongs here; competence and paid support are not inferred from Lucent. |
| Property and shared support | Premises, access, equipment, finance, people, administration and systems. | Functional support outside public-brand marketing scope; no additional legal ownership relationship implied. |

Basis: Owner Home Services direction governs that intended parent relationship; retained GTM5, R1 and AUTO describe other portfolio/functions. Proposed role reporting and independent review remain as specified in the position profiles.

# Home Services subsidiary hierarchy

The owner intends **Home Services** to be the parent business of **Glean**, **Pitstop Mobile Auto** and **Simply Tech**. They are sibling subsidiaries; Glean is not the parent or an alternative name for the Home Services parent. This records the intended company structure, not completed entity formation, registration, ownership transfers or employer assignments. [OWN-HOME-SERVICES]

```mermaid
flowchart TD
    HS[Home Services intended parent]
    HS --> GL[Glean intended subsidiary]
    HS --> PM[Pitstop Mobile Auto intended subsidiary]
    HS --> ST[Simply Tech intended subsidiary]
```

Company ownership and functional reporting are separate. The proposed initial **Home Services Field Lead — Sales, Coordination & Handyman** uses existing role ID **GL09**, reports to SH01 Owner/CEO for this group-wide assignment and coordinates with SH02 for shared resources. This replaces GL09's earlier Glean-only reporting description. It is one potential retained person, not a new role ID or a separate salesperson, manager and handyman. GL01 Glean continuity/coordination and SH04 Home sales-follow-up duties may be assigned within that same person's finite calendar; they do not create extra initial payroll or capacity. GL10 denotes qualified task delivery, only a permitted competent handyman subset of which may be performed by this person. [OWN-HYBRID]

PM01 retains Pitstop's mechanical technical authority and ST01 retains Simply Tech's technology technical authority. Qualified scope-specific Glean providers retain their technical responsibilities. The Field Lead can qualify enquiries and coordinate handoffs across all three businesses but cannot substitute sales competence for regulated or specialist technical competence. GL11 or the applicable independent technical reviewer must be a different qualified person from the work being independently accepted.

Glean keeps vehicle cleaning/detailing and Entertainment. Simply Tech keeps device/network services and all Smart Living or smart-home work. Pitstop keeps qualified wheels, tires, oil changes and supported mechanical maintenance. Shared ownership does not create a combined booking, common invoice, unrestricted customer-data sharing or universal technician competence. Each job retains its responsible brand, accepted scope, customer permissions and qualified paid delivery.

The shared assistant remains SH03, supporting intake, scheduling, documents and invoices within approved limits across the portfolio. It is not a second Home Services manager. Existing SH02, SH04, SH05 and other support functions remain available only within actual paid allocations. Pitstop remains under Home Services when providing qualified work to Motors & Fleet; Motor Vault is not an assumed Pitstop workshop.

# Home Services initial operating structure and evolution

Most Home Services delivery starts with **qualified independent provider businesses engaged for accepted jobs**. The possible retained Field Lead combines sales, field coordination and permitted handyman work. These are the owner's operating directions; named people, engagement type, compensation, provider terms, weekly hours, authority limits, funding and start date remain unresolved. The 56-profile library is a function library, not an opening headcount. [OWN-HYBRID]

## Initial organization chart

```mermaid
flowchart TD
    O[SH01 Owner and CEO]
    O --> F[GL09 Home Services Field Lead - one potential retained person]
    O --> A[SH03 Existing shared assistant - finite allocated support]
    A -. Intake scheduling records and invoices .-> F
    F -. Glean sales and field coordination .-> G[Qualified Glean provider businesses]
    F -. Simply Tech sales and coordination .-> S[Qualified Simply Tech providers - ST01 technical authority]
    F -. Pitstop sales and coordination .-> P[Qualified Pitstop providers - PM01 technical authority]
    Q[Qualified independent acceptance - GL11 or relevant reviewer] -. Independent checks and governance escalation .-> O
    G -. Required acceptance evidence .-> Q
    S -. Required independent technical review .-> Q
    P -. Required independent technical review .-> Q
```

Solid arrows show proposed internal reporting; dotted arrows show coordination or review, not employee reporting within a third-party business. There is no assumed early separate sales manager, field manager or employee crew for every trade. An independent provider's own staffing and supervision remain governed by its actual agreement and responsibilities. Transport, automotive, Digital and creator duties elsewhere in the portfolio retain separate qualified coverage and funded allocations.

## Initial engagement choices

| Function | Initial arrangement to evaluate | What must be established |
| --- | --- | --- |
| GL09 Field Lead | One capped part-time retained employee assignment where the actual controlled duties fit; full-time is a later option or an explicitly funded initial exception, not the default. A third-party coordination service is an alternative only where the actual arrangement supports independent delivery. | Actual employer or contracting party, lawful classification, pay/fee, paid hours, duties, travel, tools, supervision, authority, backup and review date. Calling the person a subcontractor does not settle classification. |
| SH03 shared assistant | Existing bounded part-time/shared administration allocation; expand protected hours only when justified. | One cross-company calendar, response windows and paid relief. No second Home manager or unlimited dispatch. |
| Glean, Simply Tech and Pitstop service delivery | Qualified provider businesses per accepted job, with scoped purchase orders or customer-direct agreements as appropriate. | Exact scope and price basis, contracting party, technical authority, availability, transport, equipment, materials, required qualifications and insurance, acceptance, callbacks and backup. |
| Specialist finance, HR, marketing and legal | Existing scoped fractional or third-party arrangements for the selected work. | Competent provider, defined deliverable, actual terms and paid support; no automatic new permanent posts. |

The part-time/full-time and third-party choices are alternatives to validate, not legal classification conclusions or hiring authorization. The technical resource needed for each accepted offer must be available even where no employee is hired; otherwise narrow the offer or refer it through a lawful arrangement.

## One paid calendar and cost allocation

GL09 sales discovery, site visits, estimate preparation, proposal follow-up, provider coordination, materials/access administration, travel, completion follow-up, handyman delivery, callbacks, training and absence coverage all compete for **one finite paid duty calendar**. More selling or coordination leaves fewer handyman hours. Protect customer appointments and travel time; record deferred, declined or referred work where capacity is unavailable. A provider's paid delivery time is separate from the Field Lead's coordination time and must have a distinct justified scope.

Use one actual person/provider key, one payer/employer record and duty tags mapped to GL09, GL01, SH04 and the permitted GL10 subset. Do not create four full capacities from those tags. SH03 has its own finite shared calendar and remains counted once across brands. Do not charge employee labor and a provider invoice for the same task unless the records establish distinct work. The sole financial modeler owns allocations, fully loaded costs, contribution, cash and hiring calculations; all actual hour, rate and allocation inputs remain UNSET.

When a customer site visit, a provider issue and a handyman appointment collide, the Field Lead cannot cover all three. Reserve a paid qualified alternate, move an appointment or narrow acceptance. SH03 may contact customers and rearrange approved slots but cannot approve technical release, substitute for a qualified lead or make unapproved commitments. The Field Lead's own workmanship check is not GL11 independent acceptance.

## Contracting and service boundaries

For every service, identify who advertises/offers the regulated scope, prepares and approves the quote, signs with the customer, invoices, supervises, obtains required permissions, accepts work and handles warranty obligations. Choose the actual supported arrangement before taking the job:

| Arrangement | Resource and authority rule | Finance handoff |
| --- | --- | --- |
| Our business acts as the contracting principal | Verify the business's authority and applicable qualifications for offering and contracting the exact work, as well as provider qualifications and obligations. The Field Lead works within delegated commercial limits. | Supply full delivery, coordination, materials, transport, support and liability inputs. Finance determines the appropriate revenue/cost treatment; engaging a provider does not remove principal obligations. |
| Customer contracts directly with the qualified provider | The provider quotes, contracts and invoices the customer for its scope. Our role and any fee must be lawful, agreed and accurately described. | Record only the lawful agreed company fee where applicable; the customer's direct provider invoice is not our gross job revenue. Do not assume a referral fee exists or is permitted. |

Using a licensed subcontractor does not automatically exempt the company offering or contracting regulated work. Florida's contractor definition includes work undertaken through others, and DBPR warns that advertising regulated services intended for subcontracting can still require licensing. The Field Lead must route work outside verified competence or authority to the appropriate qualified contracting provider. No blanket zero-license-cost assumption, universal handyman scope or technical permission follows from this plan. [FL-CONTRACT; FL-DBPR]

## Vehicle and equipment staging

For Glean non-lawn/pool services, Simply Tech and Pitstop, defer a dedicated vehicle until **at least three active service months** have elapsed **and** supported delivered workload, positive full-cost contribution and funded purchase/financing plus operating costs and remaining reserves justify release. This is not three months since incorporation, and month four does not automatically produce a vehicle purchase. The owner supplied a two-to-three-month preference; the active parent batch binds three active service months as the planning setting. [OWN-INTEGRATED]

Until release, include suitable provider transport, paid business mileage and travel for a worker-owned vehicle, or priced rental/hired delivery as needed. Verify carrying suitability and applicable coverage; restrict the service if proper tools, transport or qualified staff are unavailable. Do not assume free transport or use a personal car for unsuitable loads. Lawn and pool are exceptions to this generic delay: their required truck, trailer, rig and equipment transport—or qualified provider equivalent—must be separately costed and funded from activation.

Rent intermittent equipment when appropriate, compare it with a later purchase using actual quotations, and order job materials against genuinely usable collected deposits or milestones only after delivery/refund obligations are recognized. Shared scheduling, deferred extra offices/studio/management and delayed custom internal applications are options to cost, not guaranteed savings. Preserve required premises, essential booking tools and every accepted delivery obligation. No deposit percentage, equipment saving or financial outcome is adopted here.

## Later organization chart and specialization

```mermaid
flowchart TD
    O[SH01 Owner and CEO]
    O --> H[Home Services accountability - designated funded lead]
    A[SH03 Shared assistant] -. Bounded administration .-> H
    H -. Assign only after a funded need .-> C[SH04 Dedicated Home commercial capacity if justified]
    H -. Assign only after a funded need .-> G[GL01 Glean operating capacity if justified]
    H -. Assign only after a funded need .-> F[GL09 Protected field project capacity]
    H -. Assign only after a funded need .-> D[GL10 Dedicated handyman or specialist capacity if justified]
    H -. Service coordination .-> S[ST01 Qualified Simply Tech technical accountability]
    H -. Service coordination .-> P[PM01 Qualified Pitstop technical accountability]
    H -. Scoped delivery .-> V[Qualified provider network]
    Q[Independent acceptance] -. Separate governance escalation .-> O
```

This is a conditional responsibility map, not an approved later roster. The designated lead may remain the same GL09 person until supported duties justify a different assignment. Each additional box requires an actual arrangement and funded need; the chart creates no new profile ID or automatic parent manager. When work is split, remove the corresponding duty allocation from the original person's calendar rather than preserve both as full capacity.

| Evolution | Decision evidence | Permitted response to consider |
| --- | --- | --- |
| Initial bounded offer | Qualified providers, supported paid Field Lead/assistant hours, authority and funded delivery/backup | Start only the accepted scope; maintain one hybrid role if retained. |
| Early workload pressure | Missed appointments, quote backlog, travel conflicts, callbacks or service-quality concerns traced to a specific duty | Tighten scope/routing, reserve paid provider or assistant hours, or protect a specialist block. |
| Sustained specialization need | Recurring supported demand and quality/coverage need plus finance-reviewed full contribution/cash tests | Separate sales, field coordination or handyman delivery as the actual constraint requires. Part-time/retained provider capacity can precede full-time employment. |
| Dedicated vehicle or expanded territory | Three active service months where the rule applies, suitable workload and funded full costs/reserves, qualified operator and backup | Release only the supported asset/service area; required lawn/pool transport remains separately assessed. |
| Later management | Repeated funded coordination demands exceed the designated lead's protected capacity | Define authority, reporting and replacement duty allocations before a dedicated management appointment. |

Existing numerical hiring gates elsewhere remain **proposed policy for review**, not automatically adopted by this direction. A calendar milestone alone cannot authorize a hire, vehicle or service. Actual operating evidence and owner release remain distinct from modeled assumptions.

Basis: OWN-HYBRID, OWN-INTEGRATED, FL-CONTRACT and FL-DBPR. Proposed operating design; no appointments, agreements, purchases, public offers or financial forecasts established.

# Shared service hierarchy and protected authority

Retained historical functional illustration: this shared-service map describes functions, not the initial roster. The current editable Home Services charts govern initial reporting and conditional specialization.

![Historical shared-service functional map](assets/chart-03.png)

Lines show workflow coordination; position profiles define direct reporting.

At launch, the owner may cover shared operations duties within a declared time budget. The assistant supports coordination; the customer success coordinator (SH04) supports customer continuity; live dispatch gets protected paid windows. These can overlap only when the calendar and qualification test passes.

Finance review has a direct escalation path to governance. A commercial or operating lead cannot override a technical hold, approve their own prepared payment, or convert a proposed staffing gate into approval.

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# How the organization evolves

| Stage | Shared structure | Company coverage | Evidence for next stage |
| --- | --- | --- | --- |
| 0 Prepare | Founder plus capped assistant allocation; fractional advisers. | Scope and provider/people readiness; identify technical and commercial authority. | Actual costs, funded setup, permissions, qualifications, service windows and backup. |
| 1 Launch lean | Combined compatible admin/customer work; protected live coverage. | Home Services: qualified providers plus one potential GL09 hybrid lead; other companies retain qualified scoped coverage. | Delivered and paid outcomes, quality, response, workload and cash evidence. |
| 2 Stabilize | Separate urgent dispatch from consultations/admin where needed. | Route, transport, fleet, Digital and production accountability becomes scheduled and repeatable. | Common hiring gates plus business-specific constraint; no automatic brand manager. |
| 3 Expand | Dedicated specialist or lead where proven; retain useful shared services. | Add selected crew, shift, offer, asset, client cohort or location. | New whole-scope cash/capacity/quality review and explicit owner release. |

## Company evolution is independent

A Glean route may stabilize while Novelle prepares production and Vesper or Foundry resolves operating readiness. The current eight-brand scope does not mean eight simultaneous launches; Motor Vault is an inventory garage, not a proposed additional site. A department title may describe an external provider or a working lead before it warrants a dedicated hire.

## Add capacity at the constraint

Try scope correction, routing, scheduling, qualified provider support and paid backup before duplicating every role inside each company. If required delivery cannot be funded, pause or narrow the offer rather than accept unsupported bookings.

## Allocation is not a saving

Track time by company, client and internal task. Shared work remains paid work. Intercompany charges do not create consolidated revenue, and founder time released does not automatically reduce cash spending.

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# The initial assistant charter

Use shared administration across Glean, Prism Motors & Fleet, Vesper, Foundry, Obsidian Black, Lucent, Novelle, Pitstop Mobile Auto and Simply Tech, with separately tagged intake and technical queues. Tag every task by business and priority; separate personal time and restrict access to the information needed.

| Responsibility | Assistant can own | Reserved authority or boundary |
| --- | --- | --- |
| Launch and setup | Maintain tracker, documents, deadlines, appointments and renewal reminders. | Owner approves scope; advisers supply legal/accounting decisions. |
| Calendar and inbox | Book meetings, triage messages, draft routine replies and chase decisions. | Use approved templates and escalation rules; no open-ended commitments. |
| Customers and sales support | Record leads, schedule discovery, follow up quotes, prepare onboarding. | Owner/sales lead owns offer, pricing exceptions, contracts and closing authority. |
| Research and marketing | Compare quotes; organize assets, suppliers, drafts and content calendar. | Owner approves vendors and claims; specialists perform paid creative/technical work. |
| Money and hiring administration | Prepare invoices and payment reminders; organize receipts, applicants and onboarding. | Separate payment approval and reconciliation; owner makes hiring and spending decisions. |
| Operations and maintenance | Book approved vendors, deliveries, service appointments; keep status records. | Qualified lead confirms scope, repair completion and vehicle/service release. |
| Personal logistics | Arrange travel, appointments and errands within approved limits. | Schedule outside live service coverage; log time and expense separately. |

## One assistant cannot cover every queue at once

Set a paid weekly calendar, response windows, maximum spend authority and a named paid backup. Pause personal errands and nonurgent projects during assigned live dispatch. Do not promise round-the-clock coverage from one part-time person.

## The first assignment

Build the launch tracker, consolidate approved follow-ups, and prepare a short daily briefing: progress, blockers and decisions. Establish a baseline of founder coordination hours and missed follow-ups before measuring improvement.

Basis: Owner-provided responsibilities; prior shared-resource and automotive reviews. Proposed operating design.

# Sales gates before dedicated resources

Dedicated recurring individual resources remain subject to the proposed sales, workload, cash and owner-release gates, including at launch. Any broader bounded funded startup exception described in “Fund launch coverage explicitly” is a proposal, not adopted policy: the owner would need to approve the specific function, paying entity, accessible funding, hour/cost cap, qualified coverage and review/end date before use. The numerical settings are policy hypotheses for owner review, not validated benchmarks or approved budgets. The initial assistant also requires its own explicitly funded cap, review and end date. Qualified per-job delivery may support initial work only when its actual costs are included in contribution and funded cash before acceptance; this is not a blanket waiver for fixed pre-sales hiring.

| Gate | Proposed rule |
| --- | --- |
| 1 Sustained sales contribution | For K greater than zero, available uncommitted contribution F must cover at least 1.5 × K in EACH of three consecutive closed calendar months. A closed month is a completed calendar month with relevant earned revenue, attributable paid-or-payable costs and baseline obligations reconciled. An average is insufficient. |
| 2 Recurring workload | At least 80% of relevant scheduled productive capacity must be used for four weeks AND recurring workload with supported demand for the next 90 days must be evidenced. Quiet reserved dispatch time does not add work to the numerator; its available duty window remains in the dispatch denominator, and coverage is reported separately. Day 90 does not itself establish three closed months or a hiring entitlement. |
| 3 Cash and commitments | A weekly 90-day cash forecast for the Group and paying entity must fund existing obligations, delivery, setup and the new role. Retain existing reserves plus three months of the role's incremental recurring cash cost. |
| 4 Owner release | Approve the exact role, scope, hours, cost, start date, backup and review date. Validate qualifications and permissions; a dashboard signal is not an offer letter. |

## Translate the threshold into sales

Contribution before prior-hire headroom = external net earned sales less attributable delivery costs whether paid or payable, rework/refunds, collection/payment losses and variable acquisition costs, less existing baseline obligations, including overhead, required debt service, owner pay and taxes counted once. Match collections and supplier liabilities separately in the cash test. Do not count refundable or delivery-reserved deposits as free cash. Available F further deducts still-reserved prior-hire headroom as defined below.

Required additional monthly sales = max(0, 1.5 × K − F) ÷ m

K is net incremental fully loaded monthly recurring role cost. F is current available uncommitted contribution after attributable delivery/acquisition costs, existing baseline obligations counted once, and still-reserved prior-hire headroom. m is the incremental contribution margin on the additional external net earned sales, after all attributable delivery costs whether paid or payable, rework/refunds, collection/payment losses and variable acquisition costs, before the new fixed role. Count each deduction once. Apply the same attributable-cost basis used for F; existing baseline obligations and prior-hire headroom remain in F and must not be deducted again in m. Negative F raises the hurdle. If K is zero or negative, assess the full replacement arrangement and dated cash directly. If m is zero or negative, no finite sales threshold supports the role under this formula. Future assumed sales or a calculated sales gap do not pass the three-month actual-evidence test.

K equals the new recurring fully loaded role cost less only verified removed costs assigned to K_offset. For this decision's comparison, a baseline treatment reduces baseline obligations and increases F, so the same removal must not also reduce K; a K_offset treatment reduces K while leaving the baseline and F unchanged for that removal. Record the selected treatment and effective cessation date, and retain both payments during any transition overlap.

| Illustration only | Conservative margin | Baseline margin | Aggressive margin |
| --- | --- | --- | --- |
| Assumed margin | 20% | 35% | 50% |
| Sales for each $1,000 of extra monthly role cost, with F = $0 | $7,500 | $4,286 | $3,000 |

Rounded up. These are normalized examples, not salaries, company forecasts or targets. Obtain actual costs and observed margins before setting each role's dollar threshold. Deduct only verified costs actually removed, once; include transition overlap in cash. Reconcile existing admin/dispatch budgets; never fund two hires with the same surplus. After a hire, put its actual recurring cost into baseline. Preserve the recorded prior-hire headroom of 0.5 × K, where K is the reconciled incremental monthly cost used for that hire's decision, until an explicit reforecast changes or releases that reservation. If actual recurring cost differs, use actual cost in baseline and flag the headroom basis for that explicit reforecast; do not silently substitute a new K or automatically release any reservation. Deduct the still-reserved amount from contribution after baseline before identifying F available to the next hire. This is a contribution allocation, not an accounting expense or an additional cash reserve. The separate cash-reserve test still applies. Assess simultaneous hires together using reconciled combined incremental costs and one cash forecast; never spend the same surplus twice.

Basis: Financial-modeler gate method v1. SBA supports contribution-based break-even arithmetic; the buffers and time windows are our proposed policies.

# Glean company hierarchy

Glean is a Home Services sibling subsidiary alongside Simply Tech and Pitstop. Its initial commercial and field-coordination coverage can be assigned to the one GL09 Field Lead; GL01 remains the stable Glean continuity function, not a second initial manager. Qualified provider businesses perform most delivery. Any competent permitted handyman work performed by the Field Lead consumes that same person's paid calendar. The current initial and later editable charts above govern; the retained older Glean illustration is historical.

Plan cleaning first with handyman in parallel, then the other services. Cleaning, lawn and pool routes are scheduled acquisition hypotheses in the next financial candidate, not omitted for lack of a verified listing. Organic activity and online service networks remain separately modelled paths. Actual purchase, transferred workers/contracts, customer retention and qualified paid capacity still require evidence. [OWN-FORECAST-ALL]

| Start | Stabilize | Expand |
| --- | --- | --- |
| Select bounded organic offers, qualified providers and the potential hybrid lead's funded duties; arrange shared intake, transport and paid relief. | Protect promised service and independent acceptance; measure selling, coordination, travel and delivery on one calendar. For any separately acquired cohort, protect due visits and actual retention. | Add protected hours, specialists, routes or management only where supported workload, quality, full costs and cash justify the specific change. |

Basis: OWN-FORECAST-ALL governs current planning sequence and scheduled route cases; OWN-HYBRID preserves the initial role structure. Existing actual route diligence, release and cohort controls remain unchanged.

# Standalone Home Services segments and resource tags

Kitchen, Bath, Closets, Flooring and Garage are separate service segments within the Home Services/Glean operating scope. They are not new legal entities, additional brands or five automatically staffed departments. Home Services remains the intended parent of Glean, Pitstop Mobile Auto and Simply Tech. The existing 56 role profiles and seven flooring capabilities are retained. [OWN-HS-SEGMENTS]

| Stable segment ID | Separate catalog and estimate scope | Existing resource responsibility |
| --- | --- | --- |
| HS-KITCHEN | Cabinet reconditioning, painting, re-dooring, refacing, new cabinetry/counters and separately qualified renovation scopes | GL09 measures/estimates; GL10 supplies qualified task delivery; GL01 coordinates service; GL11 provides required independent acceptance. |
| HS-BATH | Vanity/fixture, shower/tub, conversion and separately qualified remodel scopes | GL09 defines interfaces; GL10 needs the actual wet-area and relevant trade competence; GL01/GL11 retain supervision and acceptance responsibilities. |
| HS-CLOSET | Reach-in, walk-in, pantry and storage built-ins | GL09 controls measurement/design scope; GL10 requires installation competence; SH11 coordinates approved products and GL11 required review. |
| HS-FLOOR | LVP/laminate, tile/porcelain, engineered wood, preparation/removal/disposal and material-specific restoration | Apply FL-C01 through FL-C07 only where relevant to the actual task; GL09/GL10 and qualified support remain the existing role owners. |
| HS-GARAGE | Organization, storage, cabinets and supported floor coatings | GL09 qualifies the complete scope; GL10 supplies proven installation/coating capability; SH12 coordinates access; GL11 reviews required acceptance evidence. |

Each segment needs its own service-catalog entry, estimate template, channel/campaign tag, resource-assignment references and supplier/service-provider tags. A shared lead, estimator or crew is not a separate resource for every segment. SH03/SH04 may coordinate the queues within paid windows; SH05 schedules only actual qualified capacity. SH11 uses the approved supplier evidence, and GL01 resolves cross-project demands. A catalog tag establishes neither a qualification nor an available appointment.

## One project without duplicate scope

Assign one primary segment to each defined project/scope/invoice relationship and preserve component tags for what it includes. Record the project, scope and invoice references together. The project retains its primary segment across progress invoices and installment payments; those payments are not new jobs. Each invoice and scope record links back to that project. Do not count a complete Kitchen or Garage project again as full Flooring or Closet work because its agreed price includes a floor or cabinetry. An additional item must have a distinct, authorized scope change and an incremental-scope flag; the finance owner determines its accounting and contribution treatment. A separately approved change order references the parent project/scope and records only its additional work time and costs; do not duplicate the base scope. A label alone creates neither incremental revenue nor additional capacity.

Illustrative classifications, not actual jobs: a floor-only installation in a garage is **HS-FLOOR**, with garage as the location tag. A whole garage organization makeover is **HS-GARAGE**, with included coating/cabinet components tagged within it. A kitchen project that includes flooring remains **HS-KITCHEN** for that defined combined scope. A standalone closet installation is **HS-CLOSET**. Routine commercial floor care remains a separate service family, not automatically HS-FLOOR; a commercial floor-installation scope can be HS-FLOOR with its commercial market tag.

Garage doors, overhead systems, structural changes and conversions require their own actual task qualification, permissions and capacity evidence. Organization/storage capability does not authorize those services or an unrestricted garage-conversion offer. Existing principal-contracting versus qualified-partner/referral controls apply across all five segments.

## Territory readiness and shared capacity

The planning market covers all of Miami-Dade and Broward Counties, east, west, north and south. Pricing-research catchments and dispatch zones are operating tools, not franchise boundaries or exclusivity caps. Separate countywide market potential from the qualified serviceable offering and from obtainable demand and paid delivery capacity over 36 months. The sole financial modeler owns that scenario calculation; geographic opportunity does not automatically increase jobs or revenue. [OWN-HS-MARKET]

Apply this approach across Glean cleaning, lawn, maintenance and project mobile work; Obsidian passenger services only where the actual service class, insurance and regulatory permissions support them; and separately qualified Simply Tech on-site and Pitstop mobile-auto services. Simply Tech and Pitstop now require labelled forecast lines and resource assumptions even while actual inputs remain unverified. Forecast inclusion does not establish qualified service readiness or release actual work. [OWN-FORECAST-ALL] A shared dispatch calendar cannot transfer a worker's technical qualification between these businesses. Confirm actual site access, management, training, permissions, insurance, paid travel, supervision and backup before promising coverage. [OWN-MOBILE-MARKET]

The initial acquisition preference is the first fundable route or customer book near the owner's operating base, to support route density. This does not select an immediate purchase, closing date or deal; the current owner ruling requires labelled planned acquisition schedules for cleaning, lawn and pool, while actual purchases remain subject to diligence, rights, qualified paid transition capacity and funded release. [OWN-FORECAST-ALL] Further South Florida acquisitions are expansion candidates, not present coverage. No private address or automatic new office, vehicle or employee per zone is needed to describe that strategy.

Record organic acquisition, acquired customer books and incremental cross-sell as separate growth streams. Link each activity to unique customer, cohort, project and scope references; a customer may receive a genuinely additional service, but the same booked job cannot become revenue in multiple streams. Retain invoice and parent-change links already required above. Do not clone a historical deal or assume its customers, crew or assets transfer to another zone.

Before treating acquired capacity as usable, collect the actual contract-transfer rights, worker/provider arrangements, qualifications, retention evidence, availability windows, asset terms, paid travel and backup, handover duties and working-capital source records. Link the deal and dated cohort to the single provider library where applicable. Raw inputs remain unset until supported; a candidate acquisition is not funded capacity or guaranteed retained demand. [OWN-MOBILE-MARKET]

Optional recruiting copy may identify the segment and demonstrated skill needed, but does not create a vacancy or new manager for every catalog category. Preserve the owner-plus-one-assistant baseline, actual arrangement review and staged hiring gates. Use one calendar for measurement, travel, preparation, delivery, supervision, review, warranty and backup.

The dedicated sourcing owner retains the single provider library. Reuse its stable supplier/vendor IDs and source versions; leave missing IDs null pending the reviewed library. The companion records carry separate catalog/channel/resource/supplier fields, primary segment and component relationships, and may link the existing FL-C01 through FL-C07 capacity records without changing that earlier schema. Every actual project, assignment, location, quantity, vendor and source input remains null until supplied; no price, volume, productivity or forecast is adopted here.


# Flooring capabilities and service resource readiness

Flooring is the standalone HS-FLOOR segment within Home Services/Glean, alongside Kitchen, Bath, Closets and Garage. Exterior and other service families remain separately scoped. It is not a new brand, a new staffed department or evidence that the existing handyman function can install every floor. Home Services remains the intended parent of sibling subsidiaries Glean, Pitstop Mobile Auto and Simply Tech. This chapter specializes existing functions and preserves all 56 role IDs. The current GL09 hybrid assignment and related GL01, GL10 and SH04 profiles govern initial coverage. Edition 10 also adds bounded GL02, GL03, NV01 and NV02 resource overlays while retaining all 56 role IDs. [OWN-FLOORING; SC-PLAN]

The service library must distinguish LVP, laminate, tile/porcelain and engineered wood, together with substrate preparation, removal/disposal, acoustic or moisture treatments and commercial floor care. Cleaning an installed floor is a separate capability from installing or repairing it. Each accepted project needs a measured scope, compatible materials, competent delivery, paid supervision and an explicit acceptance/support process.

## Seven capabilities mapped to existing positions

**FL-C01 Measure and estimate — GL09 Home Services Field Lead, within qualified project/estimating duties.** Document rooms, access, existing surface, intended material, transitions, trim, subfloor questions and customer exclusions. Capture quantities and units without substituting a sales estimate for a site assessment. Skills include accurate measurement, scope interpretation, product-system awareness and recognizing when specialist assessment is needed. Acceptance requires a traceable measure record, confirmed assumptions and a versioned estimate reviewed by the authorized commercial owner. Changes return for approval. A qualified paid alternate must be able to interpret the same record; otherwise defer the estimate rather than commit an unsupported installation date.

**FL-C02 Supplier and design coordination — SH11 Procurement, equipment and asset coordinator with GL09.** Coordinate samples, exact product/specification, finish choices, compatible accessories, order quantities supplied by qualified assessors, delivery, storage and returns. Separate aesthetic selection from technical suitability. Relevant skills include SKU/specification control, supplier-term comparison and documenting customer choices. GL09 or the designated qualified specialist accepts system compatibility; the purchasing coordinator cannot approve technical substitutions alone. Onboarding includes the approved supplier record and purchase authority. Reserve paid backup with order access and current selections. A trade account or sample display establishes neither a discount nor available stock.

**FL-C03 Qualified installation and crew leadership — GL10 Qualified home-service trades and installation provider.** Assign demonstrated competence for the selected LVP, laminate, tile or engineered-wood system, not a generic “floor installer” label. The delivery lead verifies the approved method, tools, site readiness, interfaces and manufacturer requirements before work. Maintain job records, stop unsupported changes and hand over care information. Acceptance follows the agreed project/product criteria and required independent checks; no numerical tolerances are invented here. A qualified alternate crew must match the same material/system, equipment and paid availability. A replacement name without a checked scope is not a functioning backup.

**FL-C04 Preparation demolition and disposal — GL10 with SH12 Property, premises and access coordinator.** Record removal, furniture/protection, substrate preparation, transport, waste responsibility and access constraints separately from installation. Required skills depend on the actual materials, tools and site risks; readiness includes safe containment, disposal arrangements and protection of occupied areas. Unexpected moisture, substrate damage, suspected hazardous material or concealed services triggers a hold and appropriate specialist assessment. Do not treat demolition as permission for regulated incidental trades. Accept preparation against the specified next-stage criteria before covering it. Reserve paid alternate preparation/disposal capacity and document who removes, transports and receives waste.

**FL-C05 Tile and wet-area specialization — GL10, with GL09 scope control.** Tile/porcelain and wet-area assemblies require separate evidence of competence in the selected complete system, interfaces, preparation and inspection sequence. Define the boundary between flooring, waterproofing, cabinetry, fixtures and plumbing before contracting. The specialist records material compatibility and required checkpoints before concealed work proceeds. Any required licensed trade, permit or inspection is separately verified. Acceptance needs the agreed evidence for the full assigned assembly, not only an attractive finished surface. Backup must match the system and any applicable qualifications; a general handyman or dry-floor installer is not automatically suitable.

**FL-C06 Paid supervision warranty and quality — GL01 Glean operating and service delivery lead, GL09, GL11 Independent service quality assessor and SH04 Customer success and commercial coordination.** Allocate actual supervision, progress reviews, customer updates, technical acceptance and callback handling. GL11 must be a different qualified person from the work being independently accepted; the crew lead's own checks do not replace that control. Record applicable product and workmanship terms, exclusions, customer instructions, claim owner and commercial remedy authority before commitment. Pay for review, rework assessment and qualified backup windows; no free founder rescue or unspecified perpetual warranty support. Customer sign-off and independent technical acceptance remain distinct evidence.

**FL-C07 Commercial floor care — GL03 Cleaning working lead, GL04 Cleaning technician and GL11 where independent review is required.** Qualify the existing surface and finish, site use, approved cleaning or restoration scope, compatible products/equipment, access and traffic controls. Do not market installation, structural repair or specialist refinishing merely because a cleaner maintains floors. Assess relevant equipment and product knowledge, safe customer-area management and accurate records. Accept work against the agreed floor-care result and handover conditions; escalate damage or unsupported treatments. Reserve a qualified paid alternate with compatible equipment and site permissions. Recurring care routes need their own workload and backup allocation.

## Engagement and contracting choices

A full-time or part-time employee arrangement requires an actual employer, approved pay/hours, supervision, equipment/expense responsibilities and funded training/absence cover. Part-time or own-car work does not remove those questions. An independently operating provider requires assessment of the actual relationship and scope; calling a worker a contractor does not settle classification. A third-party service firm requires verified contracting identity, competent assigned crew, supervision, applicable insurance/permissions, subcontracting controls and written acceptance/warranty responsibilities. None of these options is automatically cheaper or currently available.

For kitchens, baths, closets, floors and exterior work, choose the contracting model for each scope. Under a **principal-contracting model**, the relevant Glean/Home Services contracting entity must be capable and authorized for the actual commitment and responsible for its agreed delivery, suppliers, changes and remedies. Hiring a subcontractor does not automatically supply missing authority or erase principal obligations. Under a **qualified-partner or referral model**, identify the actual provider and who contracts, estimates, invoices, supervises, obtains permissions and handles warranty/support. A referral is not Glean-delivered work, and no referral fee or shared invoice is assumed. Mixed projects need separate scope interfaces and customer agreements before work.

Florida DBPR identifies examples such as cabinet installation and wood/tile flooring that may not require a state contractor license, while directing users to check local requirements. Do not impose a blanket “state-licensed flooring installer” requirement or infer that incidental plumbing, electrical, structural, roofing or other regulated work is authorized. Check the exact task, jurisdiction, relevant individual/business qualification and any permit requirements before the contract. [DBPR service scope](https://www2.myfloridalicense.com/services-requiring-a-dbpr-license/), [DBPR business qualification](https://www2.myfloridalicense.com/construction-industry/construction-industry-business-information/).

## Material and site readiness

The measure and installer must resolve substrate condition, moisture assessment/treatment, acoustic requirements, transitions and compatibility for the selected system using applicable product instructions and qualified site review. Record building/customer constraints, occupied-area protection, delivery/storage, furniture movement and necessary access. An unresolved condition becomes an explicit exclusion, assessment or hold; do not conceal it in a generic installation allowance. No productivity rate, crew size, waste factor or universal completion time is assumed.

## One provider library and raw capacity handoff

The dedicated Home Services sourcing owner maintains one vendor/manufacturer/distributor/service-provider library. This resource chapter does not conduct a separate search or create a competing list. Join readiness using the library's stable **vendor ID**, exact source/version and the capability keys above. If the first library has not supplied an ID, leave it null. A candidate ID proves only a record exists, not qualification, account approval, insurance, price, crew availability or engagement. [SC-PLAN]

For each proposed scope, obtain material/system, site/task description, measured area and unit; measure, installation, travel, preparation, supervision, acceptance, rework and support time; crew count and equipment; quoted units, minimums, inclusions, dates and exclusions. Distinguish individual worker pay from a service company's invoice and identify the actual payer. Add source, vendor ID, evidence status, observation date and validity. Every actual value in the companion input schema remains null until sourced; null is not zero. The sole financial modeler owns calculations and comparisons.

Release work only after the contracting model, qualified primary/backup, paid calendar, site/material readiness, technical checks, customer authority and funding are documented. Preserve one-person and one-equipment allocations across brands. More supplier names, a marketing category or an accepted enquiry cannot replace those conditions.


# Motors and Fleet company hierarchy

![Organization or work chart 5](assets/chart-05.png)

This chart covers Motors & Fleet functions. Pitstop Mobile Auto belongs to the intended Home Services group; any qualified service relationship with automotive operations does not change that parent relationship.

An assistant schedules repairs and tracks documents. Qualified people diagnose and release vehicles. No dispatch or sales target can override an out-of-service hold. Motor Vault inventory-garage duties are addressed in the Motor Vault chapter.

| Start | Stabilize | Expand |
| --- | --- | --- |
| Shared fleet/service coordinator with qualified outside repair, inspection, preparation and custody coverage. | Track actual service queue, downtime, parts and turnaround; protect maintenance windows and backup. | Add service coordination or selected in-house capability only after full tools/site/provider comparison and common gates. |

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# Obsidian Black company hierarchy

![Organization or work chart 6](assets/chart-06.png)

A ride quote is not a confirmed booking. Reserve driver, suitable vehicle, travel/deadhead, waiting, turnaround and backup before accepting the trip.

| Start | Stabilize | Expand |
| --- | --- | --- |
| Bounded trip windows with qualified paid drivers, protected dispatch, released vehicles and confirmed backup. | Separate on-duty transport response when trip exceptions conflict with fleet work; monitor waits, deadhead and quality. | Add shifts, drivers or dispatch coverage only for supported routes/hours with funded vehicle readiness and common gates. |

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# Vesper Motor Collection company hierarchy

![Organization or work chart 7](assets/chart-07.png)

Vesper Motor Collection is the selected luxury, custom and exotic resale brand. The owner still must select and fund the actual sourcing, consignment or owned-inventory model, authority, premises and terms before launch. Naming does not release operating holds.

| Start | Stabilize | Expand |
| --- | --- | --- |
| Confirm and fund the transaction model first; use trained buyer/sales attention, deal support and independent inspections. | Protect viewings/test drives and deal deadlines; track recon, collections and after-sales obligations. | Add dedicated sales, deal administration or stock only against recurring transaction workload, capital and common gates. |

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# Foundry Fleet and Commercial company hierarchy

Foundry Fleet & Commercial addresses vehicles for transportation and home-service businesses under Prism Motors & Fleet. AU01 is accountable for its proposed commercial assignment, with SH04 intake and AU08 sourcing/AU10 transaction support. Assign a competent commercial-vehicle adviser before requirements advice or consultations. AU09 remains the Vesper luxury/exotic profile; its title does not establish Foundry expertise. This duty extension creates no additional approved role or employee.

| Start | Stabilize | Expand |
| --- | --- | --- |
| Confirm the actual transaction model, funded enquiry owner/backup and qualified work-use review; use genuine stock or a bounded requirements intake. | Separate internal fleet requirements from external buyers; protect data accuracy, consultations, vehicle reservations and transaction follow-through. | Add qualified specialist time or dedicated commercial capacity only when recurring demand, contribution, cash, service coverage and owner approval support it. |

No manufacturing, fabrication, upfitting, leasing, financing, sourcing contract or maintenance offer follows from the name. Each additional offer needs its own scope, qualified delivery and funding. Foundry and Vesper share the automotive operating team; a brand chart is not a separate team authorization. [OWN-FOUNDRY; ARCH; FOUNDRY; POSITION]

# Vesper and Foundry operating responsibilities

Current operating design | October 24 2026

Vesper Motor Collection and Foundry Fleet & Commercial should share automotive operations and portfolio support while assigning clear responsibility for each customer journey. Their different websites and sales conversations create work to allocate, not an automatic requirement for two teams. Actual people, hours, rates, budgets and operating readiness remain unconfirmed.

## Selected brands and customer journeys

Vesper is the selected luxury, custom and exotic resale brand. Foundry is the selected brand for transport and home-service business vehicles. Both sit under Prism Motors & Fleet. They replace the earlier single conditional Prism consumer website; the historical portfolio plan identified six public sites. Pitstop Mobile Auto and Simply Tech now bring the brand scope to eight. Motor Vault inventory-garage identity may support Vesper without becoming a ninth public brand site. No legal entity formation is implied. [ARCH; VESPER; FOUNDRY; OWN-FOUNDRY]

The names and market directions are selected; sourcing, consignment, owned inventory and any other transaction arrangements still require explicit decisions and release evidence. Brand-name and site selection do not release operating holds. The October 26 integrated parent planning batch governs opening-scope comparisons; this brand section does not select a portfolio launch order. The staffing gates remain proposed policy, not automatic adoption. Foundry is the current name replacing Relay in the reviewed automotive strategy. The reviewed Foundry strategy preserves the work-vehicle customer scope; the name does not establish manufacturing, fabrication, upfitting, leasing or maintenance offers. [ARCH; OWN-FOUNDRY; FIRST90]

![Automotive shared reporting hierarchy](assets/chart-15.png)

Automotive coordination here is functional. Pitstop is an intended Home Services subsidiary, not a Motors & Fleet subsidiary; compatible paid specialist support must still be separately assigned.

## Reporting and accountability

The proposed hierarchy retains the master role IDs and reporting lines. Functions may be assigned to fewer people only when competence, independence, paid capacity and backup permit. [ROLES]

- SH01 Portfolio owner retains capital, material commitments and hiring decisions. SH03 Assistant, SH06 Bookkeeping, SH07 Independent financial review and SH13 Financial planning report to SH01.
- SH02 Shared operations lead reports to SH01 and coordinates AU01 Automotive operations, OB01 Transport operations and shared support SH04, SH05 and SH08 through SH12.
- AU01 leads automotive delivery. AU02 Service adviser, AU03 Technician, AU04 Exotic specialist, AU05 Independent inspector, AU07 Logistics, AU08 Sourcing, AU09 Luxury sales, AU10 Deal administration and AU12 Continuity report to AU01. AU06 Preparation and AU11 Cosmetic enhancement report to AU02.
- Vesper and Foundry each receive a named enquiry owner and alternate within this structure. Foundry commercial sales is a proposed duty assignment, not an existing additional role ID or a renamed AU09 qualification.

AU05 retains its existing reporting line but may escalate condition findings directly to SH01, without sales override. Disputed technical release stays on hold until qualified independent review resolves it; owner authority cannot certify technical condition. SH07 must neither prepare nor approve the items it reviews and escalates unresolved control findings directly to SH01; the owner cannot self-certify independent review. Shared leadership coordinates workflow within written delegations.

## Role duties and qualification overlay

| Function and existing profiles | Assignment across the two brands | Competence and authority boundary |
|---|---|---|
| Automotive lead AU01 with AU02 and SH11 | Own one vehicle record, maintenance queue, stock status and custody calendar; route preparation and movement | Fleet and work-order discipline; qualified providers retain technical release |
| Vesper commercial owner AU09 with AU08 and AU10 | Review buyer fit, explain documented specification and modifications, arrange viewing, terms and handover | Offered-category knowledge and controlled test drives; no unsupported finance, condition or value claims |
| Foundry commercial owner AU01 accountable, supported by SH04, AU08 and AU10 | Capture work use, passenger/crew counts, equipment, loading, access and timing; arrange qualified requirements review | Assign demonstrated commercial-vehicle expertise before advice or requirements consultations; luxury sales experience alone is insufficient; AU01 accountability grants no self-approval of facts, price or terms |
| Shared assistant and customer care SH03 and SH04 | Acknowledge, classify and schedule enquiries; record next actions, preferences and post-handover issues | Trained CRM and scope knowledge; no pricing exceptions, transaction approval or sensitive-document collection in initial public forms |
| Vehicle diagnosis and preparation AU03, AU04, AU06 and AU11 | Supply task-specific diagnosis, preparation and documented specialist work | Verify actual marque/process skill and equipment; cosmetic preparation or content production cannot certify mechanical fitness |
| Independent condition assessment AU05 | Document vehicle-specific findings separately from preparation and sales | Qualified independent assessor; direct SH01 escalation and qualified dispute review; no commercial override |
| Scheduling and continuity SH05, AU07, AU12 with OB01 | Reserve separate movement, viewing, handover and passenger-service windows; handle interruptions through agreed escalation | Qualified drivers/providers and live backup; no double-booking of vehicle or person, and a driving lead cannot be the live incident contact |
| Marketing production and reporting SH10 and SH09 | Share shoots, asset storage, CRM standards and measurement; maintain distinct briefs, enquiry routes and brand reports | SH02 owns marketing decisions within written SH01 delegation until a qualified SH10 assignee receives an explicit written delegation; the actual assignee remains OPEN; AU01 coordinates qualified factual checks; SH01 or written delegate approves price and terms |
| Finance SH06, SH07 and SH13 | Attribute costs and external outcomes, reconcile cash and assemble planning inputs | Separate preparation, approval and independent review; SH13 retains its master business-function profile; for this planning update it supplies inputs and the financial-scenario-modeler alone produces derived planning arithmetic; related-company transfers are not external sales |

Role mappings and proposed competency extensions draw on the full profiles and the current automotive brand strategies. [ROLES; VESPER; FOUNDRY; OPS]

Every assignment requires a named qualified alternate with agreed availability, access and authority limits. All actual primary and alternate appointments remain OPEN. An alternate must pass the same collision and independence checks. If coverage fails, defer the appointment or narrow the offer rather than drawing from protected dispatch. [ROLES; OPS]

## Shared work and protected capacity

Use one authoritative vehicle record linked to its VIN, with dated availability, approved facts, price, permissions and a responsible owner. Resolve fleet reservations before a sale or viewing commitment; the same vehicle cannot be committed to both simultaneously. Cross-list only where the vehicle genuinely serves both audiences; synchronize changes and count the vehicle and sale once. AU01 approves factual audience relevance using qualified evidence. SH02 recommends fleet/sale priority; SH01 or a specifically authorized written delegate decides it. Price, terms and exceptions require SH01 or a written commercial delegation; staff may communicate approved terms only. Keep buyer, seller, partner and internal requirements separate in the CRM. One shared person may own both brand queues only with scheduled review windows, an available alternate and realistic response promises. [OPS]

A shared shoot may yield one factual master asset and different Vesper and Foundry presentations. The production brief, permissions, fact check and commercial approval remain explicit. Two brand calendars do not multiply available production time. Internal Glean or Obsidian vehicle assignments consume real capacity and are not external testimonials or acquisition results. Shared staff and production costs need a declared allocation that reconciles to the total; allocating cost does not itself produce a saving. [OPS; MASTER]

SH04 owns logged receipt and next action during actual funded coverage windows, with SH03 supporting intake. SH04 hands Vesper qualification to its AU09 commercial assignee and Foundry qualification to its competent assigned commercial owner under AU01. Each opportunity records its originating brand and one accountable commercial owner, even for cross-listed vehicles; SH09 deduplicates outcome reporting. SH04 logs post-handover issues and routes technical concerns to AU02, retaining follow-up ownership until resolution. Intake may collect non-sensitive factual needs before consultation capacity exists, without advice or a meeting promise. Use passenger/crew counts, not personal details, under the approved privacy process. [VESPER; FOUNDRY; OPS]

SH05 owns protected dispatch. OB01 retains passenger-service incident accountability with named non-driving live cover; actual coverage remains OPEN. The following collision test has not yet been run: a delayed passenger pickup, a Foundry requirements meeting and a Vesper viewing occur together. Record who handles each event, where the vehicles are, and who retains live incident coverage. An assistant may prepare later appointments while available but cannot simultaneously conduct a viewing and remain the protected dispatcher. SH12 coordinates verified premises/access and physical attendance arrangements; its title establishes neither site rights nor on-site coverage. [FIRST90]

## Stages of evolution

| Review window | Resource work | Evidence before progressing |
|---|---|---|
| Days 1 to 30 Foundation | Define each offered transaction model; assign primary/backup functions; reconcile one person-calendar; prepare inventory and enquiry workflows | Documented funding and authority, required permissions, site access/use, insurance, management and training; name/domain and transaction checks; no presumed stock or staffed hours |
| Days 31 to 60 Controlled introduction | Release only the ready brand/offer; use genuine inventory or clearly bounded requirements enquiries; test handoffs and response coverage | Owner release, verified vehicle/offer information, qualified delivery and review, funded contact/backup capacity; media tests need a separate approved brief and cap |
| Days 61 to 90 Retain or selectively expand | Review backlog, qualified opportunities, listing errors, complaints, workload and financial evidence; split the constrained function only when justified | Existing proposed hiring gates and explicit owner decision; completed weeks alone do not establish qualifying sales history or affordability |

Day 1 begins only after preparation funding is documented; it is not a promised launch. Both brands need not launch together. Paid acquisition follows readiness and its own approved test limits; an effective campaign does not automatically authorize a hire. The contribution, workload, cash, reserve and independence requirements in the staffing and financial chapters apply, including assistant coordination only after a bounded funding allocation is approved, and separately approved exceptions where required. The financial-scenario-modeler assesses actual inputs and combined requests; this operating design adds no rates, numeric targets or funding approval. [FIRST90; OPS]

## Talent and creator posting implications

SH08 coordinates recruitment; the functional lead assesses competence and SH01 approves commitments. Where one genuinely funded shared vacancy is appropriate, publish one accurate role with its Vesper/Foundry scope, reporting line, actual hours/location, skills and authority limits. Do not advertise two full-time teams from the brand split. Use separate assessment briefs for Vesper vehicle documentation and Foundry work-use qualification. [ROLES]

SH10 can use a common photography/editing brief with distinct brand deliverables and explicit rights. A paid creator/vendor production assignment is separate from employment and from Novelle creator-client recruitment. Release postings only after real terms, funded assessment/follow-up capacity and the relevant approval exist. [MASTER]

## Owner decisions still required

Confirm initial brand/offer and launch order; transaction model; geography and premises; available vehicles; actual people and qualifications; dated hours and backups; funding and payment authority; approved marketing scope; and the policy used to authorize any individual appointment. Until these are supported, the charts remain a resource design rather than an operating roster.


# Lucent Digital company hierarchy

![Organization or work chart 8](assets/chart-08.png)

Websites, apps, marketing strategy and marketing management are distinct offers. A project brief leads to qualified scope and pricing; an inquiry does not promise a delivery date or technical capability.

| Start | Stabilize | Expand |
| --- | --- | --- |
| Select bounded offers; reserve paid design, development and strategy providers, project ownership and independent QA. | Protect client milestones, campaign execution and support; separate paid internal work from external commitments. | Add account, technical or channel specialists when repeatable delivery, retained demand and common gates justify capacity. |

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# Novelle Veil company hierarchy

![Organization or work chart 9](assets/chart-09.png)

Creators are service customers or counterparties under actual agreements; they are not automatically employees. Staff/vendor recruitment and creator acquisition use separate forms, terms and measures.

| Start | Stabilize | Expand |
| --- | --- | --- |
| Remote-first creator lead handles fit/agreements; forecast BPO and qualified production resources with labelled assumptions. | Protect creator-success, chat, capture/editing and approval queues with distinct finite paid calendars and backup. | Plan additional qualified coordinators/providers and repeated studios when supported demand triggers recur; office need is separate and actual release remains funded/qualified. |

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# Glean acquisition transition and bundle work chart

This workflow supplies paid GL02 transition scope for the planned cleaning, lawn and pool acquisitions. Forecast schedules remain labelled hypotheses; actual purchase and transfer of staff, providers or customers are not assumed. [OWN-FORECAST-ALL; DEFAULT-D3]

![Organization or work chart 10](assets/chart-10.png)

| Control | Assignment and decision |
| --- | --- |
| Acquisition is a separate case | Verify rights, service history, route density, actual staff/provider continuity, purchase/transition cash and customer-data use. |
| Continuity before promotion | Transition owner protects first due service and resolves complaints. Hold cross-selling while service remains unresolved. |
| Optional additions | Cleaning-to-lawn and lawn-to-cleaning need property fit and decision authority. Home projects/pool require separate need, estimate and qualified capacity. |
| Cohort integrity | Keep opening acquired accounts, retained accounts, offered additions, accepted quotes and delivered/paid additions distinct. Cancellations stay in the opening due-service denominator. |

Basis: GTM5 Glean route/bundle/measurement chapters. No route purchase or customer contact authorized.

# Property sites and physical support hierarchy

![Organization or work chart 11](assets/chart-11.png)

Remote administration does not supply physical presence. One person cannot simultaneously handle an estate production, a late vehicle handover and off-site errands. Use named coverage, verified provider terms or narrower operating windows.

Facilities and estate access remain conditional. Confirm actual rights, availability, permitted use, equipment, security, cleaning and turnaround before a public offer. A brand destination message is not evidence of site access.

Basis: R1, AUTO, GTM5. Property/legal entities are outside the public-brand hierarchy; duties remain in the resource plan.

# Shared dispatch and customer work chart

One coordination function can serve several businesses. Actual person coverage depends on concurrent demand, service windows, skills and backup.

![Organization or work chart 12](assets/chart-12.png)

## A practical collision test

OPEN test, not yet run: an airport pickup is delayed, a cleaner calls out and a sales consultation starts. The arrangement needs paid backup, protected alternate consultation coverage, or a narrower service promise. Average daily workload alone does not resolve the overlap.

## Separate by attention needs before separating by brand

Keep booking processes and the resource calendar shared. Separate live dispatch from long consultations, site visits or account meetings when they repeatedly conflict. The PA can support defined booking blocks but cannot cover dispatch while unavailable for errands or meetings.

Basis: R1, AUTO and GTM5; qualified capacity and permissions remain unverified.

# Vehicle lifecycle and maintenance work chart

Track purpose and status by VIN. Maintain technical evidence separately from cosmetic presentation, commercial approval and passenger booking.

![Organization or work chart 13](assets/chart-13.png)

Fleet and retail branches are controlled uses, not simultaneous availability. Maintenance holds require qualified release; dispatch or sales cannot override them.

Record mileage, usage, defects and service history; use the actual manufacturer guidance and duty cycle rather than a universal service interval.

Reserve inspection, repair, parts waits, shop transit, cleaning, charging/refueling and handover time.

Keep warranty/recall follow-up, return-to-service evidence, roadside response and passenger continuity in the workflow.

Separate gross sale proceeds from payoff, preparation, selling and replacement obligations; finance owns the calculations.

Basis: R1, AUTO and GTM5; qualified capacity and permissions remain unverified.

# Digital and production work chart

Use a common coordination pattern while retaining different specialist scope and approval requirements for Lucent and Novelle. Internal Prism assignments follow the same capacity discipline.

![Organization or work chart 14](assets/chart-14.png)

## Lucent acceptance

Website and app work needs agreed requirements, qualified development, independent QA/security review where applicable, acceptance and support scope. Campaign work needs channel competence, authorized accounts, creative approval and measurement responsibilities.

## Novelle acceptance

Creator and production work needs agreed deliverables, consent, account permissions, production boundaries, editing approvals and authorized publishing. A shared scheduler does not become the production director or technical approver.

A changed brief returns to scope, capacity and commercial review. Collection, customer handoff and ongoing support remain assigned work rather than assumed free time.

Basis: R1, AUTO and GTM5; qualified capacity and permissions remain unverified.

# Capacity backup and responsibility rules

| Assignment | Required test | Escalation or split |
| --- | --- | --- |
| Assistant plus customer success coordinator (SH04) | Can inquiry follow-up and documents fit paid blocks without delaying urgent service? | Protect sales/customer blocks or add scoped support when backlog persists. |
| Assistant plus dispatcher | Is the person at the desk and trained throughout promised live windows? | Errands, meetings and travel require named paid alternative coverage. |
| Fleet lead plus transport lead | Can asset/vendor work coexist with real-time trip incidents? | Assign on-duty transport coverage before expanding fleet or trip windows. |
| Driver plus porter/detail | Do trips, moves, preparation, travel and breaks fit without overlap? | Use separate qualified help or reschedule; do not double-book a worker or VIN. |
| Lucent plus internal campaigns | Do external client deadlines leave funded hours for own-brand production? | Reserve separate internal blocks and price the opportunity cost; no free internal delivery. |
| Creator lead plus production coordinator | Can account support continue while a shoot is underway? | Protect creator-response backup and separate secure access. |
| Crew lead plus checker | Is the check independent of the work being accepted? | Use a qualified alternate; do not certify own crew work where independent check is required. |

## Role to person register

For each role record the named person/provider, actual employer/contracting entity, paid hours, location, task competence, authority, systems access, service window, primary and backup, rate/quote and start/review dates. All are unassigned until evidence is entered and reviewed.

## Priority rule

Safety/technical holds, active customer commitments and time-critical recovery outrank routine promotion and personal errands. The dispatcher escalates operational conflicts; the owner decides material scope/cost exceptions. Emergency need does not create unlimited unpaid founder capacity.

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# Reporting ownership and marketing to hiring handoff

| Measure or work | Preparer | Accountable reviewer | Decision use |
| --- | --- | --- | --- |
| Lead/source and application records | Assistant or trained coordinator | customer success coordinator (SH04) or talent/creator lead | Follow-up, qualification and missing records; no revenue declaration. |
| Channel delivery and engagement | Channel/measurement specialist | Marketing lead | Weekly tracking quality, objective-specific evidence and test diagnosis. |
| Earned sales, collections and cost | Bookkeeper with source records | Independent finance/modeler | Monthly cohort contribution, cash and attribution reconciliation. |
| Glean retention and additions | Transition owner plus service records | Glean lead with finance | Retained due-service cohort, delivered/paid additions and service health. |
| Capacity quality and downtime | Delivery/dispatch/production leads | Operations lead | Workload and feasibility before promising extra work. |
| Hiring gate and spending release | Finance plus operations inputs | Owner with independent review | Exact funded role and scope; no automatic approval from ROAS. |
| Creator pipeline and delivery | Creator relationship lead | Digital lead and creator approver | Separate fit, agreement, delivery, fee collection and retention from staff hiring. |

Use one approved metric dictionary: numerator, denominator, source, cohort dates, attribution model, maturity window, refunds, pending outcomes and cost scope. Do not add overlapping platform-reported revenue. Unknown or zero-denominator metrics are unavailable, not zero performance.

Route purchase/transition costs belong in an acquisition case, not advertising spend. Inherited customer revenue is not newly acquired campaign revenue. Revenue ROAS compares attributed net earned revenue with ad spend. Its contribution break-even hurdle uses margin before acquisition costs; the staffing gate uses contribution after acquisition and baseline obligations. Finance reconciles the bridge once.

Weekly delivery/spend/lead-quality review and monthly mature-cohort economics are proposed operating routines, not activated automations or approved targets.

Basis: GTM5 measurement chapters; GATE financial method. No new forecasts or performance claims.

# Assets systems and service readiness register

| Resource family | Accountable function | Evidence before use |
| --- | --- | --- |
| Vehicles and workshop support | Fleet lead | VIN status, qualified release, custody, maintenance, tools/provider access and paid downtime. |
| Glean field equipment and supplies | Glean service lead | Task suitability, safe methods, inventory and working condition; job/travel capacity. |
| Production spaces and equipment | Production/site coordinator | Rights, availability, crew/equipment, consent, preparation and turnaround. |
| CRM and scheduling | Shared operations with system owner | Separate queues/access, person/asset reservations, source/cohort fields and tested handoffs. |
| Financial/workforce records | Finance preparation and independent review | Entity records, source invoices, authorization, cash timing, payroll/provider terms and access controls. |
| Marketing and hiring accounts | Named channel/talent lead | Actual connected account, allowed use, role scope, budget, rights and publication approval. |
| Specialist and backup vendors | Relevant qualified lead | Competence, scope, availability, quote, response window, custody and independent acceptance. |

## What remains to be supplied

Named roster and backup; actual cost/availability quotes; service windows; company/employer/authority map; route diligence and transition pack; site and asset evidence; job-specific vacancy/pay/location terms; creator agreement and production rights; data access and metric definitions; funded Group and paying-entity cash view.

These are missing operating inputs, not gaps to fill with assumptions. The master describes the required structure and documents; it cannot certify a workforce, purchase, location or launch that has not been established.

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# First 90 days operating plan

Operational planning chapter | Initial structure aligned October 26 2026

Build a small shared coordination team around the first approved operating scope, then add dedicated people at the work constraint. This chapter turns the organization design into a practical sequence for assigning people, booking paid time, obtaining actual costs and deciding whether to expand.

The current owner planning sequence is cleaning first and handyman in parallel, then other services; scheduled cleaning, lawn and pool route acquisitions are included as labelled financial cases. Dates and volumes remain with the sole financial modeler for the next combined candidate after the active batch. Home delivery remains provider-first with the potential one-person GL09 hybrid assignment. Actual delivery, contracts and cash approvals still govern launch; unknown inputs do not switch a planned forecast line off. [OWN-FORECAST-ALL; OWN-HYBRID]

Day 1 means the start of an owner-approved, funded preparation period. It is not an assumed launch date. The 30-, 60- and 90-day checkpoints are review windows; unresolved requirements carry forward. The role library describes functions, not a commitment to employ 56 people.

The finance coordinator must supply the current reviewed funding and staffing selection after the active correction. Earlier dated financial comparisons are not an approved staffing envelope. Actual named people, available hours and accepted rates have not been supplied for this plan. All proposed arrangements below remain conditional. [MASTER; INTEGRATION; I2]

## Decisions that determine the opening roster

| Decision | Recommended planning approach | Evidence or owner input required |
|---|---|---|
| First operating scope | Use current integrated parent decisions to select bounded supported offers; Home delivery defaults to qualified providers with one potential hybrid lead | Selected offers, contracting authority, service area, operating windows, qualified paid capacity and current finance selection |
| Founder capacity | Keep strategy, major customer decisions and approvals with the owner; record finite available windows | Actual weekly availability, personal commitments and relief arrangements |
| Shared assistant | Buy or employ a bounded coordination block only after its funding is identified | Employer or provider, duties, paid hours, rate, supervisor and backup |
| Delivery arrangement | Most Home delivery through qualified provider businesses per accepted job; one potential retained GL09 Field Lead combines sales, coordination and permitted handyman work | Actual scope/quotes, contracting party, qualifications, finite paid duty calendar, transport, independent acceptance and backup |
| Dedicated dispatch | Share compatible planned coordination; protect real-time response and escalation | Coverage windows, simultaneous service demand, service standards and paid relief |
| Expansion | Add a role or service only after the adopted contribution, workload and cash tests pass | Closed records, paid calendar, forecast and explicit owner release |

The assignment and cost forms later in this document are the working input forms. Blank input cells mean unknown; they must not be interpreted as zero cost, unlimited capacity or approval. Use one person identifier across all companies so their time is counted once.


## The first-90-day sequence

| Period | Work to perform | Evidence to carry forward | Hold or change scope when |
|---|---|---|---|
| Days 1–30: establish a bounded operating base | Select the first offer and service windows. Complete the role-to-person register and supplier/qualification checks. Set assistant priorities, access and approval limits. Reserve delivery, maintenance and paid backup before accepting commitments. Test inquiry-to-delivery and absence handoffs. | Named accountable person and backup; actual terms and paid calendars; qualified delivery and independent acceptance; required funding, permissions, site access, training and insurance evidence; tested tracker. | A critical function is unassigned, availability is assumed, technical release is missing, or the funded scope cannot support the promise. |
| Days 31–60: stabilize the selected work | Deliver within the approved scope. Record time by company and activity, missed responses, service exceptions, rework, cancellations and founder interventions. Reconcile completed work, billing and collections. Correct routing and scope before adding another company or role. | A consistent record of delivered commitments and exceptions; observed workload and recurring demand; finance-reviewed cost/cash inputs; evidence that backup works. | Personal errands, long consultations, site activity or another company repeatedly interrupts live service; quality or collection problems remain unresolved. |
| Days 61–90: decide what merits expansion | Evaluate the actual constraint. Compare tighter scope, revised scheduling, qualified provider support and a dedicated role. Review any additional offer separately. Prepare an exact role/hours/cost/backup request only where the proposed staffing gates and business-specific readiness tests support it. | An owner decision to retain, correct, narrow or hold; a revised calendar; expansion only when qualifying prior closed months and all adopted gates support it. | Three closed months of required evidence are unavailable, the shared surplus is already committed, or company/Group cash and qualified capacity cannot support expansion. |

For a new activity without qualifying prior closed months, the expected day-90 result is to retain, correct, narrow or hold rather than add a dedicated role. A closed month is a completed calendar month with relevant earned revenue, attributable paid-or-payable costs and baseline obligations reconciled. This calendar is a planning cadence, not a fixed duration for diligence or an automatic hiring schedule. Acquisition handover, technical readiness and specialist training can outlast a period. Existing customer obligations take precedence over an optional new offer. [MASTER; INTEGRATION]

## Lean core: combine coordination, protect decisions

| Function to cover | Initial arrangement to evaluate | Why share or keep distinct |
|---|---|---|
| Portfolio owner and shared operations | Owner may cover both within an explicit calendar, with an escalation delegate where needed. | Keeps early decisions close to the business; does not create unlimited founder availability. |
| Assistant, routine intake and recruiting logistics | One shared queue and bounded paid assignment, with company tags and restricted access. | Scheduling, reminders and document preparation use similar methods across companies. |
| Live reservations and dispatch | Trained person on protected paid windows, with a named alternate. | Share the system and process; do not assume one person can manage simultaneous urgent incidents. |
| Customer consultations and closing | Home: GL09 hybrid lead within its one paid clock and delegated authority; other businesses retain competent owners. Assistant supports routine preparation and follow-up. | Protected appointments reduce available coordination/handyman time; specialist scope and commitments retain qualified authority. |
| Bookkeeping and finance review | Scoped preparation plus a separate competent reviewer; owner approves release within policy. | Records may be shared, but preparation, payment approval and reconciliation need protected controls. |
| Delivery and quality | Home: qualified provider businesses for most tasks; GL09 performs only competent permitted handyman work in reserved time. Independent checks remain separately covered. | No trade-by-trade employee roster assumed; a common coordinator does not substitute for qualifications, supervision or independent acceptance. |
| Property, procurement and production support | Shared coordination with actual physical coverage and specialist support. | A calendar can be shared; the same person cannot attend two places at once. |

Keep roles combined only while both competence and the actual paid calendar support them. Split duties when service windows collide, interruptions prevent reliable delivery, required independence disappears, or sustained demand and funded economics justify dedicated coverage. A department label alone is not a reason to hire. [MASTER; POSITION]

## Company activation cards

**Motors and Fleet — preserve qualified vehicle readiness for the selected operating scope.** Assign an accountable fleet lead, maintain vehicle status and custody, and use qualified repair and inspection providers while in-house capability remains unproven. The assistant can organize bookings and documentation. The technical authority decides release. Reserve maintenance, preparation, movement and downtime before allocating a vehicle to another use. Hold external services, sourcing and sales until their scope and funding are selected. [INTEGRATION; MASTER: AU01–AU07, AU12]

**Obsidian Black — activate only supported trip windows.** Before confirming a trip, assign qualified driver coverage, a suitable released vehicle, live dispatch, paid backup and an incident response route. Allow for travel, waiting, turnaround and breaks in the calendar. Fleet coordination and transport leadership may share a person only when the person can remain available for both duties. A transport lead who is driving cannot be the live incident contact for that window. Narrow booking windows or separate live coverage when incidents conflict; do not turn a part-time assistant into implied round-the-clock dispatch. [MASTER: OB01–OB02, SH05]

**Glean — begin with supported demand and qualified provider delivery.** Use GL09 for the funded hybrid field/sales assignment if retained; record GL01 continuity and SH04 Home follow-up as duties within that same clock, not extra initial hires. Use qualified providers for most work; reserve separate independent acceptance and backup. Each planned cleaning, lawn or pool route acquisition requires paid GL02 diligence/transition resources and its own actual rights, retention, workforce/provider continuity and funded purchase decision. Protect any acquired due-service cohort before additional promotion. [OWN-HYBRID; OWN-INTEGRATED; MASTER: GL01–GL11]

**Lucent Digital — select a bounded offer, not the whole catalogue.** Evaluate scoped discovery and website work as the initial Digital offer described in the financial integration brief; the current parent batch determines its place alongside other supported offers. Reserve competent design/development, project ownership and independent QA. Keep app work to discovery and scoping during the first 90 days. The historical Digital iteration 2 comparison held app builds until no earlier than its model month 13. That historical restriction is not an adopted current date, permission to launch or a deadline measured from this staffing plan's Day 1; confirm the current finance and delivery scope before any build commitment. Keep first-90-day app work to qualified discovery and scoping; any earlier build needs a separately authorized delivery and financial basis. [I2] Strategy or campaign management also requires supported expertise and reserved delivery windows. Internal Prism assignments consume capacity and cannot be silently added to external client commitments. [INTEGRATION; MASTER: LU01–LU06]

**Novelle Veil — separate creator relationships from staffing.** Assign a creator relationship lead and reserve qualified production/editing capacity appropriate to the agreed service. Confirm rights, consent, site access, privacy and account permissions before promises. A creator inquiry is not an employee application or a session booking. Keep relationship follow-up covered during production; narrow the service or arrange qualified paid relief if one person cannot do both. Estate access and current channel eligibility remain unresolved until supported. [GTM5; MASTER: NV01–NV04]

**Vesper and Foundry vehicle transactions — selected brands, conditional launch.** The owner must select sourcing, consignment or owned inventory, then confirm funding, authority, terms and required facilities. The initial resource assessment needs brand-appropriate competent commercial attention, deal/title administration and independent condition evidence; Foundry requires demonstrated commercial-vehicle expertise before advice. Reserve test drives, handovers and preparation separately from passenger bookings. No vehicle purchase, retail staffing or sales target follows merely from its inclusion in the organization chart. [INTEGRATION; MASTER: AU01, SH04, AU08–AU10]

**Property and shared services — activate alongside the selected operation.** Confirm actual access, permitted use, security, equipment, cleaning and turnaround for each required site. Remote administration is useful but does not provide physical attendance. Holding and property responsibilities remain in governance without creating additional consumer brands. [MASTER: SH11–SH12; INTEGRATION]

## Shared dispatch: the operating test

Use one resource calendar with separate business queues. Every accepted commitment must identify the customer/service window, responsible person, asset or site, preparation/travel/turnaround time, technical status, backup and escalation route. An estimate or inquiry stays tentative until the responsible lead confirms the required resources. [MASTER]

The Glean/Obsidian collision test remains OPEN and has not been run. Before combining dispatch across Glean and Obsidian, test a plausible collision: an airport pickup is delayed while a cleaner calls out and a scheduled sales consultation begins. The roster must identify who takes each live responsibility and whether that person is actually available. A backup name without agreed paid availability is not coverage. Average daily workload cannot prove that overlapping appointments are feasible.

Protect live windows from personal errands, long discovery calls, off-site work and production sessions. Use an explicit handover for breaks and absences, including open incidents, current commitments, unavailable assets and escalation contacts. If coverage fails, stop accepting additional commitments, use the agreed recovery route and inform the responsible lead. Do not solve the gap by assuming uncommitted founder or contractor availability. A founder can cover a qualified duty only within a declared committed window, with existing pay and other obligations recorded; those windows are not unlimited or free staffing savings.

Keep shared intake after splitting live duties: the same assistant can still prepare records, reminders and future bookings outside protected service windows. This preserves useful coordination without overloading the dispatcher. [MASTER: SH03–SH05]

## Assistant: first week and daily rhythm

In the first week, the assistant's deliverable is one launch tracker with task, company, owner, due date, dependency, evidence and owner decision needed. Build the current contact/appointment queue from approved records; organize documents and renewals; identify missing quotes and qualifications; draft approved follow-ups; and establish the role, access and expense limits. Scheduling a vendor does not authorize the vendor's work or cost. [MASTER]

Record the owner's current coordination burden and missed follow-ups as the starting baseline. Enter personal work separately so it does not disappear inside company allocations. Set agreed response windows and identify who covers urgent service while the assistant is absent. Actual weekly hours and compensation remain input fields, not recommendations disguised as a budget.

Each working day, the assistant checks current commitments and missing inputs, escalates urgent issues to the qualified owner, follows up within authority, and closes with a brief: what moved, what is stuck, what needs a decision, and what tomorrow's coverage requires. The daily briefing should shorten owner decisions, not add a second reporting system. A weekly review compares actual task time with the agreed scope and removes low-value work before expanding hours. These are proposed routines, not activated automations. [MASTER]



# Staffing assignments and one shared calendar

The 17 historical function bundles in this chapter group the original 48 profiles; they are not 17 people or approved hires. The eight new PM01–PM04 and ST01–ST04 functions have their own integrated capability sections and input registers later in this document; they are not silently allocated into these older bundles. AU11 is the specialist cosmetic and vehicle enhancement provider, included conditionally in R09. Activate only the specific roles required by the selected, funded offer.

For actual assignments, repeat a function row for each assigned person and select explicit `assigned_role_ids` from its master IDs. Join the cost register on `row_id` plus `person_provider_key`; that pair must be unique. One person uses the same key across all companies, function rows and backup assignments. A provider-company key alone does not establish the availability of individual workers; separately identify actual worker coverage using restricted records before relying on it.

Keep names, identity, qualification documents and personal circumstances in controlled operational records, not in this export. Enter reference identifiers only. `unavailable_windows_ref` records availability blocks without reasons or personal details. Treat all unfilled fields as unconfirmed, never zero or available.

Every key reconciles to one dated calendar. `calendar_ref` and `backup_calendar_ref` identify commitments, travel, preparation, breaks, unavailable windows and handovers. Weekly hours are derived from those dated assignments; do not enter standalone weekly allocations or add repeated per-person totals across rows. Verify aggregate assignments and backup windows before accepting work.

Founder coverage requires actual declared committed windows and an explicit record of the actual cash arrangement. Founder time is not automatically a new cash expense, but it is not free or unlimited backup. The owner cannot back up a window already committed elsewhere. Other workers require agreed funded terms and availability. A transport lead who is driving cannot be the live incident contact.

Record a passing incompatibility check and its evidence before use. Test primary and backup keys for both time overlap and control conflicts: preparation versus independent review; delivery versus independent inspection/acceptance; and any requester/approver separation required by policy. Owner strategic approvals remain permitted within authority; owner-initiated commitments and payment releases still require the independent checks prescribed by policy. A role title or alternate label cannot restore independence when the same person occupies both sides.

This template records evidence; it does not enforce scheduling, approve staffing or establish affordability. Recheck assignments when duties, absences, scope or service windows change.


## Function bundles for the opening roster

These are coverage bundles, not people. R06 and other combined rows do not waive independent-person requirements. Record explicit assigned role IDs and qualified coverage, including any Foundry duty extension, on the assignment form.

| Bundle | Functions and profile IDs | Initial scope and required backup |
| --- | --- | --- |
| R01 | Owner and portfolio decisions; SH01 | Portfolio. Before activation. Backup: Delegate with defined authority and committed available windows; independence reviewed. |
| R02 | Shared operations accountability; SH02 | Shared. Before accepting commitments. Backup: Named competent alternate. |
| R03 | Shared assistant and routine intake; SH03; SH04 functional support | Shared and personal separately. Home substantive sales/follow-up duties sit within GL09; SH03 supports routine records within its own paid clock. No extra Home salesperson. Backup: Trained administrator for administrative scope only. |
| R04 | Live dispatch and reservations; SH05 | Selected live services. Before live service. Backup: Named paid trained dispatcher. |
| R05 | Bookkeeping and payroll preparation; SH06 | Shared. Before payable activity. Backup: Trained records substitute. |
| R06 | Independent finance review and planning; SH07; SH13 | Shared. Before release of spending or hires. When SH07 reviews SH13-prepared inputs or outputs, assign distinct qualified actual-person keys; apply the same rule to backups. Backup: qualified independent alternate. |
| R07 | Fleet and maintenance accountability; AU01; AU02 | Motors/Fleet readiness for the selected operating scope. Backup: Qualified fleet/service alternate. |
| R08 | Vehicle maintenance inspection and recovery; AU03; AU04; AU05; AU12 | Motors/Fleet. Before vehicle use. AU05 must use a different actual-person key from the person who performed AU03/AU04 maintenance or AU06 preparation on the same vehicle; provider-company labels do not establish independence. Backup: qualified independent inspection and alternate service/recovery providers. |
| R09 | Vehicle preparation movement and scoped cosmetic/enhancement support; AU06; AU07; AU11 | Automotive. Before handover or trip for required preparation/movement; AU11 only when cosmetic/enhancement scope is selected and funded. Backup: Qualified preparation/movement alternate; qualified specialist alternate for any activated cosmetic/enhancement scope. |
| R10 | Transport leadership and driving; OB01; OB02 | Obsidian Black. Conditional trip activation. Backup: Qualified driver and separate live transport contact with committed available windows and recorded cash arrangement. |
| R11 | Glean acquisition transition and service lead; GL01; GL02 | Glean. Conditional route activation. Backup: Competent transition/service alternate. |
| R12 | Glean qualified delivery and independent quality; GL03–GL11 | GL09 is the group-wide Home Services Field Lead; remaining functions cover qualified Glean scopes. Most delivery uses providers; no trade-by-trade employee roster. Backup: Paid qualified relief by chosen duty; independent review stays separate. |
| R13 | Lucent project and specialist delivery; LU01–LU06 | Lucent Digital. Conditional bounded offer. Backup: Qualified technical/project alternate. |
| R14 | Creator relationships production and editing; NV01–NV04 | Novelle Veil. Conditional creator service. Backup: Qualified relationship and production alternate. |
| R15 | Property access and procurement coordination; SH11; SH12 | Shared. Before physical activity. Backup: Authorized site or procurement alternate. |
| R16 | Shared automotive commercial and deal support; AU08–AU10 | Vesper and qualified Foundry support through AU08/AU10; AU09 remains Vesper-only. Brands selected; transaction model, funding and operating readiness required. Backup: qualified commercial/deal alternate. |
| R17 | Recruiting channel measurement and creative support; SH08; SH09; SH10 | Selected active attraction lanes. Only when actual opportunity and promotion scope are approved and paid delivery/intake capacity reserved. Backup: Qualified channel/content and recruiting support within paid windows. |

Foundry commercial assignment is carried within R07 AU01 accountability, R03 SH04 intake and relevant R16 AU08/AU10 support. Record its verified commercial-vehicle competence explicitly; do not silently assign AU09 qualification or create additional people by counting a function twice.

# Assignment and calendar input forms

Repeat these forms for each actual assignment. Use reference identifiers; retain identities, private quotes and personal information in restricted operational records. Every blank is UNKNOWN. A form is evidence collection, not scheduling enforcement or approval.

## Assignment record

| Input | Entry |
| --- | --- |
| person provider key | ____________________ |
| assigned role ids | ____________________ |
| arrangement to evaluate | ____________________ |
| restricted identity record ref | ____________________ |
| employer or contracting entity ref | ____________________ |
| qualification and permission evidence ref | ____________________ |
| calendar ref | ____________________ |
| derived weekly hours from calendar | DERIVED from the dated calendar; do not hand-enter |
| service windows and location ref | ____________________ |
| unavailable windows ref | ____________________ |
| cash arrangement ref | ____________________ |
| rate or quote reference | ____________________ |
| funding approval reference | ____________________ |
| backup person provider key | ____________________ |
| backup calendar ref | ____________________ |
| backup qualification and authority ref | ____________________ |
| incompatibility check | ____________________ |
| incompatibility evidence ref | ____________________ |
| start and review dates ref | ____________________ |
| current evidence state | ____________________ |

Also record the bundle row ID, exact assigned roles/duties, company/customer scope and responsible lead. A unique row ID plus stable person/provider key links this record to its calendar and cost components. If the source bundle row is repeated, give each resulting assignment a unique row ID and retain the original bundle reference. All role and backup assignments for the same actual person use one common key.

## Dated calendar record

| Input | Entry |
| --- | --- |
| Calendar entry ID and assignment/person key | ____________________ |
| Date, timezone, start and end | ____________________ |
| Company, offer, role and activity | ____________________ |
| Fixed reservation and protected live coverage | ____________________ |
| Preparation, travel, training and handover | ____________________ |
| Break or unavailable window reference | ____________________ |
| Backup key, actual window and qualification reference | ____________________ |
| Required approval or independent check | ____________________ |
| Overlap and independence check result with evidence | ____________________ |

Required live coverage and actual work are different observations. Do not count quiet reserved minutes as work or assume unused monthly hours solve simultaneous service conflicts. Derive weekly totals from dated entries; a repeated person key adds assignments, not another person.

# Cost and paid capacity

### Join people, assignments and cost components

Duplicate applicable input-register rows by roster row, pseudonymous person/provider key, paying entity and dated period. Keep the same person key across all company assignments and one combined calendar. Bundled role IDs are descriptions; the roster row ID supplies the assignment join. Record names, personal details and qualification documents only in a separately access-controlled operational register; this template holds references and availability windows, not personal explanations. Blank means unknown, not zero. Enter zero only with evidence.

Give each economic cost component one stable key, reused when its cash timing is recorded. For every cost/cash component record cost class, whether already included in baseline, currency, rate/fee unit, quantity and exact period. The cash record is the payment timing of that same component, not another expense. Allocate shared costs once across companies; Group consolidation retains the external cost once.

Employees need actual compensation, applicable employer obligations, benefits, paid leave and replacement cover. Providers need quoted scope, fee basis, included units, minimum charges, expenses, change fees, payment dates, expiry and termination terms. A provider label does not establish legal classification. Founder time and cash remain separate: record committed windows and existing pay obligations without assuming either unlimited availability or zero compensation. Freed founder time is not a cash saving unless a payment actually stops. [GATE; I2]

### Calculate recurring cost separately from dated cash

Classify each component as existing baseline, incremental recurring cost, or one-time/transition cash. Include external tools, supervision, recurring training and qualified backup needed to make the role usable. Avoid adding leave pay already inside salary; replacement cover is separate. Recruiting, equipment, onboarding, deposits and overlap payments need their own dated cash treatment; deposits are not automatically expenses.

Derive monthly comparison cost from the actual contract and calendar, stating the conversion. Do not assume four weeks per month or an annual hourly schedule. Schedule actual payroll/vendor due dates separately. K equals the new recurring fully loaded role cost less only verified removed costs assigned to K_offset. For this decision's comparison, a baseline treatment reduces baseline obligations and increases F, so the same removal must not also reduce K; a K_offset treatment reduces K while leaving the baseline and F unchanged for that removal. Record the selected treatment and effective cessation date, and retain both payments during any transition overlap. Costs already included in baseline cannot be added again as new spending. If K is zero or negative, compare the entire replacement arrangement and cash schedule directly. [GATE]

The financial-scenario-modeler produces every derived cost, contribution, reserve, cash and combined-hire value, including K, F, prior headroom, the sales gap and cash minima. Operations supplies recorded hours/workload; the modeler derives the utilization calculation from its agreed definition. An independent reviewer checks results without becoming a second producer.

### Reconcile one calendar and distinguish work from coverage

Capture each person's actual paid or explicitly committed founder windows, breaks, paid/unpaid leave, fixed reservations and qualified relief. Allocate delivery, administration, sales, preparation, travel, training and dispatch inside those same windows. Assigned hours across roster rows must reconcile to that calendar; weekly summaries are derived, not extra capacity. Founder coverage requires an explicit commitment, competence and no conflicting assignment; it does not erase existing pay obligations or establish free cash.

Live dispatch reserves availability even during quiet periods. Do not promise the dispatcher for driving, site work, meetings or production requiring uninterrupted attention. Interruptible administration is permitted only under a documented priority/response rule. A backup needs a compatible calendar and qualification, plus funded terms or an explicit founder commitment; not merely a name.

Proposed workload measurement: the numerator is actual qualifying work performed within the measured schedule, counted once. The denominator is relevant scheduled productive capacity after documented unavailability, with activity definitions fixed before measurement. For a dedicated dispatch duty, its available duty window remains in that denominator; quiet reserved minutes add nothing to the numerator. Real dispatch work and permitted compatible work count once. Report required live coverage, covered windows and collisions separately. A full coverage reservation cannot manufacture an 80% workload result, and spare monthly hours cannot resolve a peak-window gap. Owner adoption of this measurement definition remains pending. [MASTER; GATE]

### Preserve expansion gates and prior headroom

For K greater than zero, the existing proposal requires available uncommitted contribution F of at least 1.5 × K in EACH of three consecutive closed calendar months, with earned sales, attributable paid-or-payable costs and baseline obligations reconciled. An average is insufficient. Separately, at least 80% of relevant scheduled productive capacity for four weeks AND recurring workload with supported demand for the next 90 days are required. Day 90 itself proves neither condition. New activity without qualifying prior history should normally retain, correct, narrow or hold at that review. [GATE]

After a hire, put its actual recurring cost into baseline. Preserve the recorded prior-hire headroom of 0.5 × K, where K is the reconciled incremental monthly cost used for that hire's decision, until an explicit reforecast changes or releases that reservation. If actual recurring cost differs, use actual cost in baseline and flag the headroom basis for that explicit reforecast; do not silently substitute a new K or automatically release any reservation. Deduct the still-reserved amount from contribution after baseline before identifying F available to the next hire. This is a contribution allocation, not an accounting expense or an additional cash reserve. The separate cash-reserve test still applies. Assess simultaneous hires together using reconciled combined incremental costs and one cash forecast; never spend the same surplus twice.

Client media, creator gross proceeds, vehicle gross sale receipts, restricted deposits and internal charges are not free staffing funds. Earned contribution and cleared unrestricted cash need separate reconciliation. [GATE]

### Fund launch coverage explicitly; test cash before commitments

The sources explicitly allow a capped funded startup assistant before sales history, and require essential qualified delivery and response coverage before accepting work. They do not establish a blanket waiver for every launch role. Proposed clarification for owner approval: use a separately approved, bounded launch-coverage allocation for each necessary function, specifying its paying entity, accessible funding source, cost/hour cap, scope, qualified primary/backup and review/end date. Retain the assistant's explicit cap and end date. This route is not adopted or automatic. Without that approval and funding, do not activate the affected work; narrow or defer the offer. Dedicated recurring individual resources remain subject to the adopted sales and other hiring gates, including at launch, unless the owner explicitly approves this bounded exception. Qualified per-job providers can supply initial delivery when their real costs are included in job contribution and funded cash before acceptance; this is variable paid delivery, not permission for fixed pre-sales hiring. [GATE; INTEGRATION]

For launch coverage and expansion, forecast at least weekly over the next 90 days using actual dates. Include commitments, arrears, taxes, debt, owner obligations, delivery, setup, transition and collections. Show Group and paying-entity accessible cash separately; document permitted transfers and eliminate internal entries at Group level. Check known intraweek shortfalls rather than hiding them in a weekly total.

Retain existing reserves plus three months of incremental recurring role cash cost after commitments; higher applicable requirements govern. Reserves are cash retained, not another monthly expense. An explicit startup funding allocation cannot substitute for this review or prove sustained sales affordability. No function may accept work on the assumption that unavailable funding, qualifications or backup will appear later. [GATE]


# Cost cash and hiring evidence input forms

Record actual terms first. The financial-scenario-modeler produces derived values; proposed thresholds are unchanged and no blank means zero. These forms incorporate all cost and capacity input categories needed for the first 90 days.

## Component identity and classification

Use one cost-component key per economic item, reused for its cash timing. Repeat the record by assignment, paying entity and period. Select one removed-cost treatment and retain evidence of effective cessation; never count the same removal in both baseline and incremental role cost.

| Field | Entry |
| --- | --- |
| record type | ____________________ |
| input name from the required input checklist | ____________________ |
| roster row id | ____________________ |
| person provider key | ____________________ |
| role id | ____________________ |
| company or payer | ____________________ |
| calendar entry id | ____________________ |
| cost component key | ____________________ |
| cost class | ____________________ |
| already in baseline obligations | ____________________ |
| removed cost treatment | ____________________ |
| effective cessation date | ____________________ |
| period start | ____________________ |
| period end | ____________________ |
| value | ____________________ |
| currency | ____________________ |
| rate or fee unit | ____________________ |
| expected units per period | ____________________ |
| unit | ____________________ |
| payment due date | ____________________ |
| evidence reference | ____________________ |
| review status | ____________________ |
| derivation owner | ____________________ |

## Required input checklist

For each item below record its value, unit/currency, applicable dates, source reference, reviewer and whether it is observed, estimated or unresolved. A derived field stays uncalculated until the modeler has the required inputs.

### Identity and arrangement

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| restricted identity reference (text) | Reference only; names and documents remain in separately access-controlled operational register. Same pseudonymous key joins all roster/calendar rows. | UNKNOWN |
| proposed arrangement (text) | Employee or provider or founder; description does not establish classification. | UNKNOWN |
| scope and qualification (text) | Confirm actual scope, qualification and limits before release. | UNKNOWN |
| quote expiry and minimum commitment (text) | Record current quote date, validity and cancellation/termination conditions. | UNKNOWN |

### Recurring and transition costs

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| gross compensation or provider fee (currency per quoted unit) | One pay basis per cost row; do not add hourly and monthly alternatives together. | UNKNOWN |
| pay or fee basis (text) | Exact hourly, salaried-period, per-job or retainer terms; identify included services. | UNKNOWN |
| applicable employer or vendor obligations (currency per period) | Enter actual applicable costs; no assumed burden percentage. | UNKNOWN |
| benefits and paid leave cost (currency per period) | Avoid adding leave pay already included in salary; replacement cover separate. | UNKNOWN |
| tools and software recurring (currency per period) | Only incremental external cost; identify existing included baseline. | UNKNOWN |
| supervision and recurring training (currency per period) | Capture paid supervisor/trainer cost without duplicating other rows. | UNKNOWN |
| paid backup and relief (currency per period) | Name actual coverage arrangement; separate reservation fee and usage terms. | UNKNOWN |
| one time recruitment setup equipment (currency) | Date each outflow; do not treat a refundable deposit as recurring expense. | UNKNOWN |
| transition overlap (currency) | Old and new payments that overlap; identify end date. | UNKNOWN |
| verified removed cost (currency per period) | Record component key, baseline OR K_offset treatment, evidence and effective cessation date. Never reduce both baseline and K. | UNKNOWN |
| monthly comparison convention (text) | Record exact pay/calendar conversion; not an assumed four-week month. | UNKNOWN |
| net incremental monthly cost K (currency per calendar month) | Modeler derives only after required recurring inputs and offsets are supported. | UNKNOWN |

### Calendar capacity and backup

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| paid window start and end (dated time window) | Actual paid window OR explicitly committed founder window; timezone required; one person key across all roster rows. | UNKNOWN |
| break leave or unavailability (dated time window) | Specify paid/unpaid and remove unavailable time from available capacity. | UNKNOWN |
| fixed reservation (dated time window) | Existing duty or commitment; do not book over it. | UNKNOWN |
| delivery assignment (dated time window) | Company and job-specific assignment within actual available window. | UNKNOWN |
| admin sales followup assignment (dated time window) | Include founder and assistant duties; distinguish interruptible work. | UNKNOWN |
| prep travel training assignment (dated time window) | Required time before/after work; count once per person. | UNKNOWN |
| protected live dispatch window (dated time window) | Reserve availability; quiet reserved minutes do not count as work in the utilization numerator. Dispatch duty window remains denominator; report coverage separately. | UNKNOWN |
| backup person window and cost link (text) | Pseudonymous key, actual qualified window, funded terms or explicit founder commitment; no conflicting assignment; independence test also required. | UNKNOWN |
| productive capacity denominator (hours and definition) | Relevant productive schedule after unavailability; fixed activity definition. Dedicated dispatch duty window stays in denominator; quiet time adds no numerator work. | UNKNOWN |
| observed utilization (percent with dates) | Derive from consistent actual records; no double-counting simultaneous assignments. | UNKNOWN |

### Dated cash and reserves

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| opening unrestricted accessible cash (currency) | Actual payer and Group separately; exclude restricted balances. | UNKNOWN |
| cleared or supported dated collections (currency) | Separate actual cleared cash from forecast collection assumptions. | UNKNOWN |
| existing commitments and arrears (currency) | Dated obligations including payroll, delivery, debt, taxes and owner pay; count once. | UNKNOWN |
| new recurring role payment (currency) | Actual due dates, not the normalized monthly comparison alone. | UNKNOWN |
| setup transition or deposit payment (currency) | Date actual outflows and distinguish refundable/nonrefundable terms. | UNKNOWN |
| approved accessible startup funding (currency) | Funding source, payer access, conditions and availability date; not sales contribution. | UNKNOWN |
| permitted intercompany transfer (currency) | Payer/recipient and restrictions; eliminate internal income/charge at Group level. | UNKNOWN |
| existing reserve floor (currency) | Preserve existing required floor; identify higher requirements. | UNKNOWN |
| additional role reserve (currency) | Three months incremental recurring cash cost under proposed rule; retained cash not monthly expense. | UNKNOWN |
| weekly and known intraperiod cash minimum (currency) | Modeler derives after due-date schedule; do not mask intraweek shortfalls. | UNKNOWN |

### Hiring evidence

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| free contribution F each closed month (currency per closed month) | Modeler derives available uncommitted contribution after attributable costs, baseline and prior reserved headroom; three consecutive reconciled calendar months. | UNKNOWN |
| prior hire headroom still reserved (currency) | Deduct the still-reserved prior-hire amount based on the reconciled decision K from contribution after baseline before next-hire available F. Allocation is not expense/cash reserve; actual-cost changes flag explicit reforecast and do not silently change the reservation. | UNKNOWN |
| concurrent hires combined request (text) | Modeler reconciles combined incremental costs and single cash test; owner approves exact combined scope. Do not reuse F. | UNKNOWN |
| four week workload evidence (text) | Actual workload and consistent productive-capacity denominator; proposed 80 percent threshold. | UNKNOWN |
| next 90 day recurring demand evidence (text) | Record signed/recurring support and uncertainty; not equivalent to cleared cash. | UNKNOWN |
| coverage vs workload result (text) | Report required/covered windows and collisions separately from utilization; quiet reservation is not actual work. | UNKNOWN |
| independence collision check (text) | Same key or backup cannot both prepare/review or deliver/independently accept the same item; preserve required independent approval. | UNKNOWN |

### Assistant setup

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| assistant hour and cost cap (text) | Explicit funded allocation; no default numeric cap is approved. | UNKNOWN |
| assistant review and end dates (dates) | Bounded startup exception; renewal is a new decision. | UNKNOWN |

### Release decision

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| owner scope cost hours and start approval (text) | Exact scope, period, payer, backup and review date; evidence does not automatically authorize release. | UNKNOWN |

### Bounded launch allocation

| Input | Required evidence or method | Entry |
| --- | --- | --- |
| essential function launch allocation (text) | Proposed owner-approved bounded exception only: function, payer, accessible funds, cost/hour cap, qualified primary/backup and review/end dates. Dedicated recurring resources stay sales-gated absent this explicit exception; actual per-job delivery costs must be included and funded before accepting work. | UNKNOWN |
| essential function owner release (text) | Record actual owner approval and conditions for this function; absent approval/funding means hold. | UNKNOWN |
| concurrently activated offers (text) | Owner choice of offers in this window; each needs own coverage and combined cash review. | UNKNOWN |

# Talent and creator activity during the first 90 days

Use the recruitment and creator chapters and four draft templates in this document for copy and channel details. The first task is to establish a genuine opportunity, a clear offer and someone who can handle the responses. The assistant can coordinate records and appointments; the functional lead assesses competence or service fit, and the owner approves employment or commercial commitments. Recruiting coordination (SH08), channel measurement (SH09) and creative production (SH10) require scoped paid capacity when promotion activates. These responsibilities may be shared only where competence and calendars support them; they are not assumed assistant skills or three automatic hires. [TALENT; POSITION]

| Period | Staffing and provider attraction | Creator customer or partner attraction | Condition for proceeding |
|---|---|---|---|
| Days 1 to 30 | Prepare the assistant brief and selected provider scopes; record actual compensation, availability and working arrangements | Define the service, real production capacity, fees, approval rights and secure inquiry process | Owner selects scope; finance confirms the envelope; paid intake and qualified review coverage are assigned |
| Days 31 to 60 | If authorized, use relevant referrals and genuine funded vacancies; assess actual skills and availability before agreements | If authorized and deliverable, start opt-in referrals and suitable service-fit conversations | Final copy and terms verified; real capacity exists; relevant channel and account eligibility resolved |
| Days 61 to 90 | Assess source quality, time to productive start, retention and coverage gaps; improve or stop ineffective channels | Review agreed versus accepted delivery, response workload, collections and retention | Service quality remains supported; another hire still requires the common staffing tests |

The earlier proposal caps the pilot at two original pieces per week across active attraction lanes in total. It remains an optional upper limit, not a minimum or an approved schedule. Reduce it when delivery, dispatch or application follow-up cannot be covered. Creator service inquiries use a separate pipeline from employee and contractor applications.

Keep current Meta and Instagram publication eligibility unresolved until the actual account, copy, media and destination are reviewed. This plan does not revalidate platform policies or activate a campaign. Use the existing four draft templates only after every placeholder and precondition is resolved. Do not promise earnings, continuous assignments, production access or response times without supporting evidence.

# Weekly operating review

The assistant prepares one brief covering the selected companies. Review upcoming paid coverage and absences first, then overdue customer/provider actions, delivery quality, cash obligations and decisions. Assign each exception a responsible person and a due date. Finance confirms the cost and cash interpretation; operational leads confirm service feasibility.

| Review item | Record | Decision |
|---|---|---|
| Coverage | Named person, booked window, qualified backup and conflicts | Reassign paid coverage, narrow booking windows or pause new commitments |
| Delivery | Accepted work, missed service, rework and complaints | Correct the cause before increasing demand |
| Founder load | Unplanned interruptions and decisions waiting | Delegate repeatable coordination or simplify the offer |
| Cost and cash | Actual costs, amounts payable, collections and next commitments | Update the cash view; avoid treating deposits or unpaid bills as spare cash |
| Recruitment and creators | Qualified responses, follow-up age and actual onboarding workload | Improve the brief, slow promotion or authorize the next bounded step |
| Hiring | Evidence against every adopted gate | Approve exact scope and funding, defer, or reject; never infer approval from revenue alone |

# Owner decision form

Complete this page with estimates where necessary, label the estimate and attach its source or quote. Unanswered fields remain unknown. A preparatory decision is not an offer, employment agreement or customer commitment.

1. Initial operating scope and order: ______________________________

Concurrently active offers and deferred services: ___________________

Each additional offer needs its own qualified coverage and funding review.

2. Preparation start and first review date: __________________________

Day 1 starts only after the preparation scope and funding are approved.

3. Your available weekly windows: _________________________________

Personal commitments and decisions to delegate: ____________________

4. Assistant assignment: _________________________________________

Paid hours and coverage windows: __________________________________

Actual rate or quote and employer/provider: _________________________

Capped setup allocation and end/review dates: _______________________

5. Existing people and qualified providers: __________________________

Availability and evidence still needed: ______________________________

6. Dispatch and delivery coverage: __________________________________

Named paid backup and windows: ___________________________________

7. Staffing funding and cash reviewer: ______________________________

Paying entity, accessible funds and reserve obligations: _______________

8. Hiring-gate policy decision: _____________________________________

Adopted values, evidence window and decision date: ___________________

Bounded launch-coverage proposal: ADOPT / MODIFY / REJECT / DEFER. If adopting or modifying, record the exact function, paying entity, accessible funding source, hour/cost cap, qualified primary and backup, scope, review/end date, and owner decision reference. No blank or general preference authorizes the exception.

Use the assignment and cost forms in this document to identify functions, assign stable person/provider keys and collect actual terms and dated commitments before the financial-scenario-modeler calculates affordability. Keep personal identities and private quotes in restricted operating records, not public marketing material.


# Employee referral program proposal

Use a voluntary employee referral program to find qualified people through trusted relationships while keeping direct applications and other sourcing channels open. It supplements the acquisition strategy; it does not replace screening or create vacancies. The starting organization remains the owner and **one shared assistant**. Part-time employees may participate on the same published eligibility basis as full-time employees. Cross-brand referrals are allowed only for vacancies included in the approved program.

**Status:** proposed for owner review, not announced or active. The proposed award schedule and cost treatment follow below in this document. No amount, award cap or launch date is established by this chapter.

## Eligible people and openings

Publish a register of genuine funded vacancies, employing entity, vacancy ID, approved award schedule, qualifying milestones, campaign dates and responsible administrator. An award must be funded before it is promised. Remove a closed opening promptly; an interest-only talent pool is not an award-eligible vacancy.

The referring person must be a participating portfolio employee when the eligible referral is submitted. Exclude the owner, recruiting/HR personnel, and anyone responsible for recruiting, selecting or approving the referred hire. Hiring managers and decision-makers cannot earn an award for their own hiring decision. The assistant cannot receive an award for a vacancy whose recruitment or selection they administer; record their actual duties rather than assuming eligibility from the title. Disclose close relationships and conflicts, and use an independent assessor.

Employee introductions to contractors, suppliers or creator clients belong to separate commercial programs, which are not approved here. A creator-partner enquiry is not an employee referral. No attorney, CPA or other professional referral fee is assumed.

## Referral and selection process

1. The employee shares the approved vacancy link voluntarily with someone who may fit. No referral quota, pressure or required after-hours recruiting applies. Assigned recruiting work remains paid work; the program cannot turn it into unpaid social activity.
2. The candidate submits their own application, confirms the referring employee and agrees to the applicant notice. Avoid employee-uploaded resumes or contact details without permission. Record candidate consent, vacancy, employee, employing entity and receipt timestamp in the protected register.
3. The administrator validates eligibility before assessment. The first complete, consented, eligible referral recorded for that candidate controls credit. Retain duplicate records and explain the decision; do not delete history. An independent reviewer resolves disputes using timestamps and candidate confirmation, not seniority or influence.
4. No award applies where the candidate was already in an active portfolio application/recruiter pipeline or had an offer before referral. Any dormant-record exception requires documented eligibility clearance before a new referral, not a retrospective payout. One eventual hire creates one award obligation across brands; transfer of the application or employee does not restart it.
5. Apply the same qualifications, protected checks, paid assessment rules and hiring standards as for direct applicants. Referral status gives no guaranteed interview, offer, job or preferential standard. Share hiring progress with the referrer only at a privacy-appropriate level.

## Milestones payment and obligations

Propose two award milestones: the referred employee completes **30 days** and **90 days** of employment from the actual paid start. The modeler’s schedule determines the proposed installment amounts; no amount is repeated here. Before launch, payroll/HR must define milestone counting, leave, breaks, part-time treatment, rehires, transfers and exceptional separations consistently with applicable requirements. These are not additional probationary periods or promises of continued employment.

Approve an installment only after the administrator confirms eligibility and the milestone, an independent authorized person verifies it, and finance confirms the original obligation and payer. Pay through the referrer’s proper payroll process on the published payment timetable after verification; that timetable remains OPEN until payroll confirms it. Record the receiving business’s cost allocation once, avoiding duplicate cross-company awards.

Proposed policy: do not require the referrer to remain employed merely to receive an already earned installment. Define any conditions for future unearned installments before the referral is accepted. Pausing or closing the program stops new promises prospectively; it does not erase earned obligations or rewrite accepted terms. Never use insufficient funds as a reason to promise an award now and decide payment later.

Payroll and qualified advisers must assess withholding, employer costs, overtime treatment and jurisdiction-specific requirements before launch. Do not label the award a tax-free gift or automatically exclude it from the overtime regular rate. DOL guidance distinguishes qualifying referral arrangements from other promised or retention-conditioned payments; its opinion letter is fact-specific. IRS Publication 15 addresses bonuses within supplemental wages. [DOL referral guidance](https://www.dol.gov/agencies/whd/fact-sheets/56c-bonuses), [DOL opinion letter](https://www.dol.gov/sites/dolgov/files/WHD/legacy/files/2020_03_26_04_FLSA.pdf), [IRS payroll guidance](https://www.irs.gov/publications/p15).

## Oversight and employee announcement

Review qualified applicants, hiring quality, retention, time to readiness, all-in acquisition cost, disputes and representation across channels. Do not reward raw referral volume or narrow recruitment to employees’ personal networks. Preserve paid replacement routes and use feedback to improve role terms and onboarding.

**Draft announcement for review only:** “We are preparing an employee referral program for selected approved vacancies. When activated, participating employees may voluntarily share the official vacancy link. Candidates apply directly and receive the same assessment as other applicants. Eligible awards and milestones will appear in the approved vacancy schedule. No program or bonus is active yet. Please do not promise employment, payment or a start date.”


### Proposed employee referral award and funding controls

Cost proposal v1 · October 25, 2026 · USD gross. These are modest proposed incentives for testing an employee referral route, not market benchmarks, approved compensation or an announced program. Higher tiers reflect documented vacancy difficulty and required qualifications. The same published vacancy award applies to eligible part-time and full-time hires within the approved scope; part-time status alone does not reduce it.

| Approved vacancy tier, if adopted | Maximum gross award | 30% after 30 days | 70% after 90 days |
|---|---:|---:|---:|
| Standard field or administration | $150 | $45 | $105 |
| Qualified driver or technical | $300 | $90 | $210 |
| Documented scarce credentialed specialist | $600 | $180 | $420 |

Each milestone is measured from the referred employee's first paid workday, with continued employment and other eligibility conditions defined before referrals begin. HR verifies the applicable conditions. The proposed payout is the next applicable payroll after verification, subject to required payment timing; confirm the timetable before activation. One highest approved tier applies per hire across all brands. No stacked awards, retroactive upgrades, or separate award for moving the same hire between brands. This employee award is distinct from agency placement fees, provider introductions and customer/creator-partner referral arrangements.

Before opening the referral offer, finance must approve the named vacancy, paying entity and cash capacity for the **full maximum award**, plus employer payroll taxes, any regular-rate/overtime adjustment, processing and paid administration. Those additional inputs and the aggregate program limit remain UNSET, not zero. Do not assume the existing unquoted accounting/legal allowance absorbs them. Formulas: first stage = award × 0.30; second = award × 0.70; combined stages = award. Total employer cost = gross award + applicable employer costs + incremental administration; employee withholding is deducted from gross, not added again as an employer expense. No tax gross-up is proposed.

Maintain one record per hire: referral/employee IDs, vacancy, tier, paying entity, milestone dates, contingent balance, earned unpaid amount and payment reference. Reserve cash for outstanding maximum exposure; a reserve is not incurred expense. Distinguish contingent awards from earned obligations and actual payroll payments. Prospective suspension stops new offers; it must preserve earned obligations and existing accepted terms. Finance/payroll owns reconciliation and payment; HR owns eligibility verification. Shared allocation must not create another external bonus payment.

IRS guidance treats bonuses as supplemental wages and describes employment-tax handling; payroll must determine actual treatment. Regular-rate treatment also needs review; do not assume the word “referral” makes an award discretionary or overtime-exempt. [IRS Publication 15, section 7](https://www.irs.gov/publications/p15) and [DOL Fact Sheet 56C](https://www.dol.gov/agencies/whd/fact-sheets/56c-bonuses).

This schedule maps to existing cost item **U04, Referral incentive**; after approval it can supply that item’s rate, never an extra award line. Allocate existing paid assistant time once. Check whether payroll review/processing is included in existing provider fees before adding incremental cost. Employer taxes or overtime adjustments remain additional only as actually applicable.

No current forecast, salary assumption, payment approval or public announcement changes through this proposal.


# Resource acquisition and retention strategy

Start with the owner and **one broad shared assistant**, and evaluate the one potential retained GL09 Home Services Field Lead for funded sales, field coordination and permitted handyman duties. The 56 profiles are responsibilities, not vacancies. The current hybrid assignment governs any initial retained handyman recruitment; older own-car part-time cleaner/handyman drafts are retained source examples, not additional initial hires. Actual arrangements, suitable transport and costs require review. Start with suitable retained staff, referrals and eligible no-charge posting; use paid sourcing only after a documented quality/supply gap and approved terms justify it. Candidate interest is not funded capacity. [ACQ-OWN; ACQ-ROLES]

Each role ID has one primary lane below. Cross-brand work uses one actual calendar and cost record. These sequences describe where to search and how to retain/replenish capacity, not available candidates, approved vendors or authority to contact, post, hire or spend.

## A01 Owner and operating decisions

**Primary role mapping:** SH01, SH02.

**Source order:** Use the existing owner, not an executive search. A later qualified operations candidate can come from trusted operator referrals, with LinkedIn as backup.

The founder initially holds bounded operating decisions; no additional headquarters manager is presumed. Review a real escalation/calendar exercise. Record decision limits and handoffs during onboarding. Protect reserved time and delegate only measured recurring work. Backup is a specifically authorized qualified person with paid availability where required. Recruit dedicated operations leadership only when sustained complexity exceeds the founder’s declared time and funding supports it.

## A02 One assistant and administrative coordination

**Primary role mapping:** SH03, SH08, SH11, SH12.

**Source order:** Start with trusted administrative referrals and the owned careers page; use CareerSource Broward/Employ Florida for eligible local roles, then Indeed if qualified supply remains weak.

Choose one broad assistant with the actual part-time/full-time arrangement resolved before advertising. Recruiting administration, purchasing follow-up and premises scheduling are compatible duties, not extra managers. Screen prioritization, records and discretion through existing examples and a paid task if needed. Onboard access and authority limits. Retain through clear priorities and realistic paid blocks; a trained paid alternate covers absence. Expand only when measured backlog persists without solvable scheduling conflicts.

## A03 Customer follow-up and protected dispatch

**Primary role mapping:** SH04, SH05.

**Source order:** Source experienced coordinators through referrals and local workforce services; Indeed is the backup for a genuine defined vacancy.

Use bounded employee coverage or a specifically scoped answering/dispatch provider after service verification. Screen delayed-trip, cleaner-absence and sales-meeting collisions; generic call-center experience is insufficient. Onboard separate queues, escalation and customer records. Retain predictable shifts and handover discipline. The alternate must be trained and paid for the promised window. Split dedicated dispatch from follow-up when concurrency defeats reliable shared coverage, not merely because several brands exist.

## A04 Bookkeeping and payroll preparation

**Primary role mapping:** SH06.

**Source order:** Request introductions from the accountant and trusted business owners; seek a written service quote from an established bookkeeping/payroll firm as backup.

Start with a bounded provider engagement or approved part-time arrangement, not an assumed finance department. Review a sanitized reconciliation and payroll exception case, references and access practices. Onboard approval limits, calendar and evidence custody. Retain through regular closed-period reviews and reliable records. Require a named paid replacement and exportable records. Dedicated employment becomes a comparison only when recurring workload and full cost justify it; preparation never becomes independent self-review.

## A05 Independent finance review and planning

**Primary role mapping:** SH07, SH13.

**Source order:** Use accountant/controller and financial-modeler referrals; compare independent professional-firm requests for quotation as backup.

Procure the required review and modeling scopes separately where the same item needs independence. Verify relevant credentials where applicable, actual work examples and conflicts; titles alone do not qualify. Onboard source ownership, approval boundaries and reproducible handoffs. Retain through clear deliverables and scheduled review capacity; arrange qualified paid alternates. Consider dedicated capacity only for sustained complexity and funded workload. The preparer, approver and independent reviewer cannot be silently collapsed into one person.

## A06 Shared measurement and creative production

**Primary role mapping:** SH09, SH10.

**Source order:** Start with trusted analytics/creative referrals and permissioned portfolios; LinkedIn is a backup for a defined employment opportunity, or obtain bounded specialist quotes.

Buy scoped outputs or reserve compatible paid employee time; these functions do not create a new marketing management layer. Assess attribution reasoning and an existing creative brief separately. Onboard account permissions, source records and approval rules. Retain consistent briefs and realistic revision limits. Backup specialists need the same data/content boundaries. Dedicated capacity requires recurring measured work; internal and client work receive distinct reservations and are paid once.

## A07 Glean operations and acquired-route transition

**Primary role mapping:** GL01, GL02.

**Source order:** First investigate the acquired business’s actual workforce and transition support; then seek experienced route-operator referrals, with LinkedIn as backup for a genuine leadership gap.

Retained workers and seller transition arrangements require diligence, not automatic transfer assumptions. Compare staff availability, customer continuity and obligations before additional recruiting. Assess a route handover and service exception case. Onboard customer commitments and supervisor authority. Retain knowledge through paid transition overlap and clear continuity roles. Qualified paid cover precedes departures. Add dedicated leadership only when active route complexity, quality and cash support it; no new manager is assumed at prelaunch.

## A08 Cleaning service delivery

**Primary role mapping:** GL03, GL04.

**Source order:** Prioritize suitable retained route staff and trusted cleaner referrals; use CareerSource Broward/Employ Florida for eligible local roles, with Indeed as the next genuine-vacancy channel.

Preserve the owner’s own-car, part-time starting direction while reviewing employment terms and vehicle costs. A working lead is a function, not an extra hire. Screen task quality, reliability and customer privacy; any productive trial is paid. Onboard scope, supplies, travel records and handover. Retain through workable routes and timely pay. Maintain qualified paid absence cover. Dedicated shifts or lead capacity require sustained accepted work and quality needs, not enquiries alone.

## A09 Lawn and grounds service

**Primary role mapping:** GL05, GL06.

**Source order:** Check acquired-route personnel first; use local landscaping referrals and workforce services next, with a qualified grounds-service firm quotation as backup.

Select retained staff, part-time employees or a managed service only after equipment, transport and supervision needs are known. Assess supported tasks, equipment competence and site hazards through qualified review. Onboard property scope and access boundaries. Retain predictable routes, maintained tools and realistic weather rescheduling. Backup requires actual equipment and paid availability. Add dedicated people when recurring eligible route work and full operating costs support them; a cleaner’s availability does not prove grounds capability.

## A10 Pool routes and equipment service

**Primary role mapping:** GL07, GL08.

**Source order:** Start with retained qualified pool personnel and local pool-service referrals; compare established pool-service/repair firms as backup.

Separate routine route service from equipment-repair competence. Use retained or part-time staff for supported recurring work and scoped specialists where needed; classification and permissions require review. Assess records, task qualifications and escalation. Onboard property access and approved service limits. Retain consistent routes and technical development within paid time. Replacement must meet the same job-specific requirements. Dedicated repair capacity follows observed work and economics, not a route technician’s job title.

## A11 Home projects and qualified trades

**Primary role mapping:** GL09, GL10.

**Source order:** Begin with owner/customer trade referrals and verified local trade directories; request comparable quotations from specialist firms as backup.

For the initial retained handyman candidate, use the current GL09 combined sales, field-coordination and handyman profile, not a separate extra GL10 employee. Suitable paid own-car transport may support this part-time arrangement within actual competence and authority; larger or regulated work needs appropriate qualified provider evidence. Screen estimates, past work, references and task-specific permissions. Onboard customer scope, change approval and site access. Retain through clear briefs and prompt agreed payments. Maintain qualified paid alternate trades. Dedicated estimating or delivery staff follow repeat supported projects; Glean Entertainment does not transfer smart-home work from Simply Tech.

## A12 Independent Glean service quality

**Primary role mapping:** GL11.

**Source order:** Seek experienced independent inspectors or service-quality reviewers through professional referrals; obtain a specialist inspection-firm quote as backup.

Use a scoped paid review function before assuming an employee. Verify the exact service competence and absence of involvement in the work being accepted. Onboard acceptance evidence and escalation. Retain consistent standards and scheduled review blocks. The replacement must be equally qualified and independent. Add dedicated quality capacity only as actual inspection volume and risk warrant it; customer satisfaction or a different company name does not establish independent technical acceptance.

## A13 Automotive coordination and vehicle movement

**Primary role mapping:** AU01, AU02, AU07.

**Source order:** Use trusted fleet/dealership contacts first; seek relevant LinkedIn or Indeed candidates for an actual defined gap, with a vetted transport/service provider as backup.

Assign existing qualified functions or part-time/scoped cover; no additional automotive manager is automatic. Assess maintenance scheduling, custody and vehicle-movement boundaries separately. Verify actual driving eligibility where required. Onboard VIN records, keys, holds and restricted authority. Retain predictable assignments and clear custody records. Paid alternatives need the right vehicle/location access. Dedicated coordination or movement capacity follows observed recurring demand and conflicts, not the number of automotive brand names.

## A14 Vehicle technical and specialist providers

**Primary role mapping:** AU03, AU04, AU05, AU11, AU12.

**Source order:** Request referrals from trusted qualified repair operators and vehicle specialists; compare written quotations from appropriate workshops, inspectors, cosmetic providers and recovery operators.

Use distinct scoped providers where competence or independence requires it. Screen supported vehicles, qualifications, references, insurance evidence, exclusions and response terms. Onboard custody, estimate approval and technical holds. Track rework and provider performance; agree qualified paid replacement coverage. An inspector must not independently accept their own repairs. Dedicated internal service capacity requires demonstrated utilization and full funding; Motor Vault is not assumed to be a workshop or recovery base.

## A15 Vehicle detailing and preparation

**Primary role mapping:** AU06.

**Source order:** Start with trusted detailer referrals or an established detailing provider; use Indeed for a genuine part-time vacancy if recurring work supports employment.

Compare scoped service with paid employee capacity for actual preparation demand. Assess authorized finishes, equipment, custody and existing work examples. Onboard condition records and release boundaries. Retain predictable preparation windows and appropriate supplies. Backup must be qualified for the vehicle and finish, with paid capacity. Dedicated detailing is justified by sustained funded work; Glean cleaning and automotive preparation do not create two paid allocations for one person’s same job.

## A16 Vesper and Foundry commercial support

**Primary role mapping:** AU08, AU09, AU10.

**Source order:** Use dealership, commercial-vehicle and transaction-administration referrals; LinkedIn is the backup for a specific approved specialist opportunity.

Select bounded qualified employment or professional services after transaction model and authority are settled. Assess sourcing, factual customer qualification and document-control competence separately. Luxury-sales experience does not prove Foundry work-vehicle expertise. Onboard approved terms, stock status and sensitive records. Retain through reliable processes and explicit incentives only when approved. Qualified paid cover must preserve transaction ownership. Dedicated commercial capacity requires recurring supported opportunities and reviewed contribution, not stock listings alone.

## A17 Obsidian transport service and drivers

**Primary role mapping:** OB01, OB02.

**Source order:** Start with professional chauffeur/fleet referrals and an owned role-specific application route; eligible local workforce services and Indeed are backup sources for real approved vacancies.

Build candidates before vehicle commitments without calling them funded shifts. Choose actual employment/service arrangements and terms before offers; an operating-lead function need not be a separate manager. Verify eligibility, service competence, vehicle fit and approved practical assessment. Onboard paid checks/training, trip records and incident escalation. Retain predictable paid scheduling and respectful supervision. Replacement needs qualified paid cover and a ready vehicle. Dedicated shifts follow confirmed demand and the current finance release, not superseded hire dates.

## A18 Lucent project design and development

**Primary role mapping:** LU01, LU02, LU03.

**Source order:** Use trusted technical/design referrals and permissioned portfolios first; LinkedIn covers defined senior vacancies, Handshake Basic is limited to suitable junior Digital roles with paid supervision.

Compare scoped providers with employment only after stack and workload are defined. Upwork may be considered for bounded non-sensitive, non-adult Digital work after terms, data and IP review; it is not the default core-team route. Assess actual contribution, scope reasoning and supported skills. Onboard repository/access and handover. Retain realistic briefs, paid learning and reviews. Qualified paid backup needs documented work. Add dedicated capacity for recurring signed projects, not speculative pipeline.

## A19 Independent Digital quality and security

**Primary role mapping:** LU04.

**Source order:** Seek independent QA/security referrals and specialist-firm quotations first; use LinkedIn for a genuine later employment need.

Procure a narrowly defined review appropriate to actual systems; a developer’s title does not establish security expertise. Assess relevant methods, evidence and independence from implementation. Onboard protected access, findings ownership and release criteria. Retain scheduled review capacity and actionable feedback. Backup must be competent, independent and paid. Dedicated review staffing follows recurring workload and risk with funding; do not grant production access to an unknown marketplace applicant or substitute self-review.

## A20 Lucent strategy and campaign delivery

**Primary role mapping:** LU05, LU06.

**Source order:** Use proven strategist/channel-specialist referrals first; LinkedIn is the primary vacancy fallback, with limited Handshake junior Digital sourcing only where paid supervision exists.

Select employment or a scoped provider for demonstrable channels. Bounded non-sensitive, non-adult Upwork projects are optional after platform, data and IP review, not a source for adult creator work. Assess permissioned case studies and attribution, not unsupported success claims. Onboard separate accounts, budgets and approvals. Retain clear scope and career progression within proven skills. Paid channel-qualified backup is required. Dedicated capacity follows signed workload and approved economics, not followers or clicks.

## A21 Novelle creator accounts and production coordination

**Primary role mapping:** NV01, NV02.

**Source order:** Source through trusted creator-industry and production-management referrals; use a carefully reviewed LinkedIn vacancy only if the truthful role/content context is eligible.

Choose approved employment or a properly scoped service arrangement, not a creator-partner acquisition advert disguised as a job. Assess consent-aware communication, logistics and boundaries without intimate samples. Onboard permissions, creator access and escalation. Retain through realistic client loads, support boundaries and paid professional development. Backup requires creator-approved access and paid availability. Split dedicated account/production capacity only when actual paying clients and concurrent work justify it; no automatic studio or location access is assumed.

## A22 Novelle capture and post-production

**Primary role mapping:** NV03, NV04.

**Source order:** Use trusted production/editor referrals and permissioned portfolios; compare specialist studio or production-firm proposals as backup.

Use separately scoped paid provider briefs initially where suitable; employment needs its own real vacancy and reviewed arrangement. Disclose actual content context before acceptance. Assess selected capture/editing skills without intimate submissions or free client work. Onboard rights, secure media and acceptance/revisions. Retain clear briefs, prompt agreed pay and protected boundaries. Replacement must receive permitted assets and access only. Dedicated capacity follows funded recurring projects; Upwork is not the default route for adult creator services.

## A23 Pitstop mobile technical delivery

**Primary role mapping:** PM01, PM02, PM03, PM04.

**Source order:** Seek mobile-service, tire and automotive trade referrals and qualified supplier introductions; compare competent mobile-service providers or workshops as backup.

Start with scoped qualified capability; select employees only for supported recurring jobs. Assess vehicle/task/site fit, practical competence, equipment and acceptance independence. Onboard parts, waste, custody and hold controls. Retain through prepared jobs, safe limits and maintained equipment. Paid backup requires the same competence and resources; the performer cannot independently review their own work. Dedicated technical/logistics capacity follows accepted eligible demand and finance-reviewed costs, not a branded van or assumed AU spare time.

## A24 Simply Tech device network and smart-home work

**Primary role mapping:** ST01, ST02, ST03, ST04.

**Source order:** Use trusted device-repair/network trade contacts and qualified specialist referrals; compare established repair/network-service firms as backup.

Treat device and network/smart-home work as separate competencies; select scoped providers or reviewed employment for actual demand. Assess authorized diagnostics, data handling, technical skill and independent acceptance. Onboard customer permissions, custody, limited access and support handover. Retain realistic scopes, secure tools and paid learning. Replacement needs equivalent competence and approved access; no shared passwords. Dedicated capacity requires repeat supported work and funding; Lucent coding or Glean Entertainment does not prove these technical skills.

## Named contractor and fractional specialist sources

The following supplement the mapped lanes; they do not add positions. Directory membership is discovery, not endorsement, competence, local availability or willingness to subcontract. Obtain current terms directly. [ACQ-DIR]

| Need and lane | Where to find candidates or firms | Engagement and verification |
| --- | --- | --- |
| Home projects and trades A11 | NARI Find a Remodeler; Builders Association of South Florida member directory; local building, plumbing, electrical and HVAC supplier-counter introductions | Request task-specific quotations and a qualified alternate. Verify the individual and qualified business through DBPR where applicable; confirm actual scope/local requirements separately. |
| Commercial cleaning A08 | Retained route firms, customer/peer referrals and ISSA CIMS directory | Check geography, scale, supervision, subcontract willingness, insurance and quality process; certification does not guarantee available crews. |
| Part-time or fractional HR A02 | Trusted employer referrals; SHRM vendor directory; Robert Half flexible staffing for a defined temporary capacity need | Quote recruiting administration, onboarding, employee-relations support and escalation separately. Verify actual consultant experience; refer legal conclusions to counsel. |
| Part-time or fractional finance A04/A05 | FICPA Find a Firm; Intuit Find an Accountant; accountant/peer referrals | Distinguish bookkeeping/payroll from CPA services, independent control review and financial modeling. Software certification is not CPA licensure. Keep preparation and independent review distinct. |
| Fractional marketing A06/A20/A22 | Permissioned marketer/creator-production referrals; Robert Half Marketing and Creative; approved project networks | Quote selected channels/deliverables, account access, revisions, reporting and paid backup. Creator-service context must be disclosed; no guaranteed returns. |
| As-needed legal support A01 | Broward County Bar Lawyer Referral Service; trusted attorney referrals | Match business, employment, commercial or other needed specialty and conflicts. Obtain local consultation and ongoing engagement quotes. Florida Bar’s state program has a geographic coverage limitation; its terms are not Broward’s price. |

For every vendor, collect qualifications, references, applicable license/insurance evidence, scope/exclusions, named delivery people, subcontracting terms, availability, acceptance, rework, data/custody controls and exit handover. A sample project is paid and scoped. Maintain an approved enquiry/RFQ bench with qualified backups; a bench listing does not buy priority or free standby. Retainers, reserved response and replacement terms require explicit paid agreement.

## Channel and lifecycle gates

CareerSource Broward recruiting assistance is no-charge for eligible local employers; training may require a match. Handshake Basic is free, subject to account/school approval, and is limited here to suitable junior Digital roles with paid supervision. LinkedIn/Indeed free options have eligibility limits; promotion needs an actual account quote. No-charge posting excludes paid screening, response, onboarding and replacement costs. [SRC-ACQ-01; SRC-ACQ-02; SRC-ACQ-04; SRC-ACQ-05; SRC-ACQ-06]

Use job boards for genuine specific opportunities with truthful material terms. General talent interest and creator-partner acquisition remain separate owned flows; provider RFQs are not employee vacancies. Upwork is optional only for bounded non-sensitive, non-adult Digital projects after current terms, data and IP review. [SRC-ACQ-22; SRC-ACQ-23]

Maintain one consented register of source, assessor, qualification, next action and actual paid capacity. Verify skills proportionately through protected checks and permissioned examples. Required productive trials/training need approved paid terms; no applicant fees, free client work or indefinite unpaid standby. Confirm entity, arrangement, compensation/fees, hours, expenses, access and start conditions before commitment. Own-car use does not determine classification.

Retain through realistic schedules, prompt agreed payment, tools, feedback and funded skill progression. Review vendor quality, rework, custody and billing. Replacement requires access revocation, records transfer and paid overlap/readiness; pause unsupported promises where no qualified cover exists. The finance-owned cost catalog supplies upfront, recurring and replacement costs and any approved sourcing cap; this strategy performs no financial calculation.

Sources: ACQ-OWN owner scope; ACQ-ROLES reviewed role library; ACQ-DIR dated official directory evidence, SRC-ACQ-11 through SRC-ACQ-21. Directory and platform fees remain separately evidenced, never assumed from membership or a referral.


# Resource acquisition and lifetime cost plan

Cost edition 1 · Evidence checked October 25, 2026 · USD unless stated otherwise. These are dated supplier references, a complete cost framework and proposed controls. They are not selected vendors, approved hires, contracted prices or a new portfolio forecast. Actual headcount, employee pay, provider rates, paid coordination hours and funding remain UNSET. The 56 position profiles describe functions; they do not create 56 payroll positions.

Start with one broad shared assistant and founder accountability, then activate qualified delivery capacity against real demand. A free listing still requires paid administration, interviewing, qualification and follow-up. Record the assistant's applicant handling time even when it fits inside already paid hours: its allocation is a resource cost, while only additional hours or displaced paid work create additional cash need. Do not promise unpaid work, training, standby or speculative start dates.

### What the posted prices tell us

The amounts below establish components, not a complete cost per hire or monthly workforce budget. Recheck the actual account price and terms before authorization. An eligible zero listing charge is a narrow price fact; it does not mean zero recruiting cost.

| Route or tool | Published price or pricing basis | Where it helps; limits |
|---|---|---|
| CareerSource Broward / Employ Florida | $0 listing and stated recruiting support | Local eligible employers; registration needed. Internal hiring work remains. Training support may require matching funds. [RC01](https://careersourcebroward.com/employers/recruiting), [RC02](https://careersourcebroward.com/faqs/do-your-services-for-employers-cost-any-money) |
| Indeed US | Up to three eligible free posts per calendar month, up to 30 days each; sponsored price UNSET | General genuine paid vacancies. Sponsorship uses account/market-dependent clicks or started applications; some jobs require payment. No generic daily minimum or promotional credit assumed. [RC03](https://www.indeed.com/hire/resources/howtohub/how-pricing-works-on-indeed?co=US&hl=en) |
| LinkedIn | Free posting offered; promoted account price UNSET | Professional, leadership and Digital hiring. Check actual account eligibility, job terms and total spending limit. [RC04](https://business.linkedin.com/hire/post-jobs/welcome) |
| Handshake | Basic free; promoted starts at $34/day; Pro $450/month | Early-career roles with appropriate supervision. Eligibility and exact campaign conditions need confirmation. Pro is an optional comparator, not the starting recommendation. [RC05](https://joinhandshake.com/employers/pricing/) |
| Checkr screening | Basic $29.99; Essential $59.99; Complete $94.99 per report; MVR $9.50 | Choose appropriate coverage for the role; packages are alternatives. Pass-through fees extra. Continuous MVR $2.50/enrolled driver/month, with possible other fees and report charges. [RC06](https://checkr.com/pricing) |
| Gusto payroll | Simple $49/month + $6/person; Plus $80 + $12/person; Premium $180 + $22/person | Simple is basic one-state payroll. Select only after actual entity/state/worker fit and existing subscription reconciliation. Wages, employer liabilities and benefit premiums are separate. [RC07](https://gusto.com/product/pricing) |
| Upwork Basic client payments | Marketplace fee up to 7.99% of eligible payments; initiation $0.99–$14.99 per new contract | Optional bounded, suitable non-sensitive Digital work. Confirm content, data and IP suitability; not a default route for adult creator work. No discounted payment eligibility assumed. [RC08](https://support.upwork.com/hc/en-us/articles/4660220468499-What-is-the-Client-Marketplace-Fee), [RC09](https://support.upwork.com/hc/en-us/articles/26106318334611-What-is-the-Contract-Initiation-Fee-on-Upwork) |
| Owned careers pages, referrals, trade schools, professional groups, specialist agencies and associations | Actual incremental cost UNSET until current contract, terms or quote is checked | Reuse existing systems where suitable; do not label hosting, staff time, sponsorship, referral incentives or agency work free. Specialist agency fees and guarantees require a written quote. |

### Every stage has a cost owner

The hiring entity pays or explicitly contracts for each cost. A named shared-services owner maintains the record; the finance owner validates the payer, invoice, cash timing and allocation. Candidate selection stays with the accountable functional manager; an assistant coordinates it but does not certify driving, mechanical, technical, franchise or regulated competence.

| Stage | Upfront or event costs | Ongoing and variable costs | Approval evidence |
|---|---|---|---|
| Define and attract | Role design, compensation research, job copy, approved legal review, careers form setup, creative production, posting, events, agency engagement and referral terms | Hosting/form/ATS seats, applicant coordination, sourcing and campaign management | Real vacancy or truthful interest route; named paid handler; quote; cap; decision owner |
| Select and verify | Interviews, reference work, appropriate background/MVR/license checks, pass-through charges, paid work sample, assessment equipment and travel | Follow-up, repeat checks where justified, scheduling, technical assessor time | Role-specific rubric; paid test scope/rate; necessary consents and reviewed process |
| Contract and start | Offer/service agreement, payroll/entity setup, uniforms/PPE, devices, tools, access setup, paid orientation, initial training and provider deposits | Benefits enrollment, licenses, support, supervision and learning | Confirmed payee and payer; actual terms; qualifications; approved funding; start and work release |
| Deliver and retain | Additional tools or certification when scope expands | Pay/retainers, employer burden, benefit costs, insurance, payroll software, seats, mentoring, refresher training, travel, fuel/tolls/parking, materials, platform and payment fees | Actual hours/output; service quality; contribution; capacity and collection evidence |
| Cover absence or failed service | Backup qualification, cross-training, transition documentation | Paid availability where contracted, cover shifts, overtime where applicable, rework labor/materials, customer recovery and provider minimums | Named qualified backup; approved cover cost; warranty responsibility; actual incident ledger |
| Replace or exit | New search, replacement assessment, overlap/handover, access closure, equipment recovery, final payment administration | Notice or termination commitments, earned compensation/benefits, storage or seat cancellation exposure, replacement ramp | Contract and applicable requirements reviewed; no assumed agency refund; documented exit and coverage |

Employee costing includes actual base compensation, required employer taxes/contributions, actual insurance classifications, benefit premiums, paid leave and absence coverage. Leave already contained in salary is not added again as another salary expense. It reduces productive hours; incremental replacement cover is separate. There is no universal burden percentage adopted here. Payroll provider processing fees do not replace taxes or insurance. An accountant/payroll and insurance review must establish jurisdiction, worker classification and actual rates.

Provider costing includes scope, minimum hours or retainer, call-out and cancellation fees, platform fees, travel, materials, equipment responsibility, insurance evidence, acceptance criteria and rework terms. Never add an imagined employee burden to a provider invoice that already incorporates its labor, or assume the invoice includes all tools and travel. Contract form must follow the actual relationship, not a desired cost label.

For creators, distinguish employees or providers delivering agency services from creator-partner clients purchasing services. Partner acquisition, onboarding, rights review, approved production expenses and revenue-sharing settlements belong in their proper commercial ledger. They are not automatically payroll or applicant acquisition. Platform adult-content, privacy and usage permissions must be checked for the actual service before any vendor selection.

### Cost differences by operating lane

| Lane | Costs that must be priced before work release |
|---|---|
| Shared assistant, dispatch and administration | Paid coverage hours, schedule overlap, backup, training by service, phone/CRM permissions, applicant handling and supervisor review. A single dispatcher serves multiple brands only within measured workload, geography and response requirements. |
| Home services and retained route staff | Reconcile existing people, pay, benefits, tools and acquired obligations first. For cleaners/handymen using their own car, resolve travel time, mileage or other reimbursement, insurance, tolls, materials, tools, PPE and paid backup. Franchise-required qualifications/training remain brand-specific. |
| Motor, fleet and Obsidian Black | Driver qualification, MVR and insurance, paid dispatch/driver coverage, preparation and handover, vehicle maintenance coordination, cleaning, backup coverage, trips and tolls. Vehicle maintenance/capital belongs to fleet operating economics; allocate only actual resource-attributable costs here and do not duplicate an existing vehicle budget. |
| Pitstop Mobile Auto | Qualified mechanical lead/technicians, diagnostics, tools, PPE, mobile travel, consumables, repair acceptance and warranty/rework capacity. Shared administration does not replace mechanical supervision. |
| Simply Tech | Technical qualification, devices/test equipment, secure access, licensed software, data handling, configuration records, travel and repeat support/warranty responsibility. |
| Exotic and luxury car sales | Sales/admin compensation, agreed commission triggers, title/compliance assistance, qualified inspection/reconditioning coordination, inventory/showroom appointments and delivery. Vehicle inventory financing and sale proceeds stay in the vehicle economics, not recruiting cost. |
| Lucent/Digital and creator agency delivery | Portfolio assessment, paid scoped trial, tools, permissions, producer/editor oversight, revision limits, contractor fees, data/IP review and client support. Client creator acquisition is separately measured. |

### Quote on-demand and fractional providers on the same terms

For home-service contractors and part-time HR, finance, marketing and legal providers, request a written comparable quote before treating any directory listing as available capacity. The same request should state entity, location, scope, qualification, deliverables, response time, access, insurance and who accepts the work. Ask separately for setup or diagnostic work; minimum call-out/project; hourly, day and fixed project rates; retainer commitment and included hours; emergency/after-hours premium; travel and materials markup; taxes/platform fees; cancellation or rescheduling; renewal/indexation; unused-hour expiry or refund; backup; and handover/offboarding. Every unquoted field is UNSET, not zero. Compare the identical scope and service window across candidates, not an apparently cheap hourly rate against an inclusive fixed project.

| Provider type | Additional quote questions and cost boundary |
|---|---|
| On-demand home-service contractor | Service area, minimum visit, diagnostic fee credited against repair or separate, travel charge, parts/material markup, disposal, return visit and warranty responsibility; emergency acceptance and qualified backup. A directory or approved supplier list does not promise availability. |
| Part-time HR | Setup/audit, recruiting versus employee-relations scope, per-employee or case charges, policy upkeep, investigation exclusions and employment counsel escalation. A recruiter fee is not automatically ongoing HR support. |
| Part-time finance | Cleanup/setup versus recurring bookkeeping, payroll processing versus tax filings, monthly close/reporting, transaction/account/entity limits, CFO advisory hours, tax/CPA scope, deadlines and handover. Shared reporting does not erase separate entity obligations. |
| Part-time marketing | Strategy/setup versus production, content quantities, edits, rights, tracking/reporting, client communications, campaign management fee versus advertising media, renewal and asset/account handover. Media spend remains a separate approved line. |
| Part-time legal | Consultation, defined matter scope, billing rates, advance/trust retainer, replenishment, costs and disbursements, not-to-exceed terms, unused-fund treatment and matter closure. An advance held for future services is cash tied up; do not record it automatically as earned service expense. Finance follows the engagement and applicable accounting treatment. |
| Temporary staffing agency | Bill rate and included employer costs, overtime, minimum shifts, cancellation, conversion/buyout, replacement guarantee, supervision and worker coverage. Do not add a second direct-employee tax/benefit burden for amounts already included in the agency invoice. |

Prepaid hours do not guarantee priority or after-hours availability unless the contract says so. A recurring retainer can contain minimums, included hours, overages and unused-hour expiry: budget the commitment, apply the included credit and avoid charging the same service twice. An availability reservation is a distinct paid service when contracted, not an assumption that any provider is on call. Keep quote expiry dates and actual signed terms beside every comparison. No quoted or approved rates for these providers have been established in this edition.

### Cash, expense and reserves are different

Track each commitment with its cash due date, service period, refundable amount, payer and cost center. Equipment purchase and refundable deposits consume cash upfront; accounting expense timing can differ. Do not treat an unused contingency reserve as an expense or pay it to a vendor. A prepaid retainer remains one payment: allocate usage against it rather than adding a second invoice for the same included service.

Maintain three views: incremental external cash required, allocated operating cost, and consolidated portfolio cost. Borrower/entity cash matters even when consolidated cost is unchanged: establish which entity owes the vendor or employee and whether any agreed intercompany settlement must occur before that entity can meet payroll. The consolidated view eliminates intercompany charges and includes each external cost once; it does not eliminate the external employee or supplier cost. No borrowing approval, loan availability or funding settlement is inferred here.

Record refundable deposits and equipment separately from acquisition expense. Record contingency, backup and replacement cash capacity separately from incurred costs. Reserve sizing remains UNSET until actual commitments, lead times and recovery terms are established; a made-up percentage would conceal uncertainty.

### Formulas the finance owner can adopt after actual inputs are known

All formula inputs carry source, date, status, unit, payer and approval. Any required missing input returns UNSET rather than zero. A verified not-applicable line can be zero only with the reason recorded. A missing or zero denominator returns N/A with a reason.

- **Acquisition expense for a cohort:** external search/posting/agency/referral/check/assessment charges + attributable paid preparation, interview and coordination labor + attributable consumed setup/training costs. Count a wage dollar in one pool only. Refundable deposits and capital purchases are disclosed in the separate cash view.
- **Cash to reach productive start:** acquisition cash payments + deposits/prepayments + equipment purchases + payroll/provider cash due through productive start + selected cash reserve, less only verified cash recoveries received in that period. Remove every overlap between acquisition labor and payroll. Show reserve as a separate subtotal, not an expense. Include other entity cash obligations in the finance owner's runway test, not in a fabricated recruiting total.
- **Monthly employee operating cost:** actual compensation due + actual employer contributions and insurance + benefits + incremental absence cover + attributable payroll/software + supervision/training + recurring tools/support. Paid onboarding and leave included in compensation are not added again.
- **Monthly provider cost:** actual billable delivery + retainer/minimum shortfall, if any + fees + approved expenses + client-side coordination/quality review + nonincluded rework/backup. Apply the agreement's included-hours credit first.
- **Shared allocation:** recorded service units for an entity / total recorded units × eligible shared cost pool. Use task time for assistant work and measured service time for dispatch; reconcile each pool to 100% or show unallocated capacity explicitly. Allocations change attribution, not consolidated expense or a person's available hours.
- **Cost per qualified applicant:** attributable acquisition expense through qualification / unique applicants meeting the written minimum rubric. Deduplicate people across channels and brands; show both all-in and external-fee-only variants, with labeled numerators.
- **Cost per hire:** cohort acquisition expense / actual paid starts. Also show offers, starts and retained workers separately so an accepted offer is not counted as a productive hire. Agency credits count only when contractual and realized.
- **Cost per retained productive hour:** cohort acquisition expense plus nonoverlapping operating costs through a disclosed observation horizon / accepted productive hours in that horizon delivered by workers still retained at that horizon. Identify the horizon and departing-worker costs explicitly. A full cohort cost with surviving-worker hours exposes attrition; report all-worker productive-hour cost alongside it. Training, travel, standby and rework classifications must be consistent; they remain costs even when excluded from accepted productive hours.
- **Acquisition cash payback:** first period when cumulative incremental collected contribution after all incremental delivery, labor, fees, supervision, rework and other operating cash costs covers upfront acquisition cash outlay. Exclude refundable deposits from the expense metric but show their cash tie-up separately. Do not count the same startup payroll in upfront outlay and operating cash again. If net incremental contribution is nonpositive, payback is not achieved; if unmeasured, payback is UNSET. Owner time saved is measured separately and is not automatically revenue or cash savings.

Hiring thresholds must therefore use both workload and collected contribution, not gross sales alone. For a dedicated role, finance must supply a supported contribution margin and fully incremental cost; the added-sales threshold equals incremental ongoing cost divided by the evidenced incremental contribution margin before that role. Positive margin, collections, durable demand, reserve/other obligations and qualified capacity must all pass. Until these are known, the sales threshold is UNSET. A cross-brand person is justified only when measured pooled workload and skills fit; assumed synergy is not counted as realized savings.

### Three sourcing policies for owner review

These are alternative proposed **external promotion caps for one authorized genuine vacancy in one 30-day test**, not market quotes, target spend, recurring commitments or an approved budget. The same cap covers all selected paid channels for that vacancy, not a fresh allowance per brand or post. Any portfolio-wide aggregate cap remains UNSET and requires finance/owner selection before multiple tests.

| Proposed case | Fee-only promotion cap | Route and stop condition |
|---|---:|---|
| Conservative | $0 | Eligible no-fee listings, approved owned content and referral relationships; paid administration, checks and assessments still need funding. |
| Baseline | $150 maximum | One bounded paid test after the free route, genuine vacancy and paid applicant handling are ready. Configure an enforceable total limit; if the real platform minimum cannot fit, do not run. |
| Expanded | $300 maximum | Only after observed qualified-applicant evidence justifies another or longer test; this replaces the $150 limit rather than adding to it. Pause on exhausted capacity, filled role, unsuitable applicants, reached cap or missing terms. |

No case implies a conversion rate, hire, sales forecast or market benchmark. Agency fees, referrals, assessments, checks and compensation sit outside these fee-only caps and must have separate actual quotes and funded authorization. Do not default to Handshake Pro or recurring recruiter subscriptions merely because a price is known. Review actual eligible applicant quality and all-in cost before expansion.

### Worked components, not a budget

These deliberately isolated examples use no portfolio headcount or wage assumptions. They demonstrate how to combine verified units; taxes, pass-through charges and all other unknown costs stay outside the subtotal.

| Hypothetical component | Calculation | Result and exclusions |
|---|---|---|
| One Essential report plus one appropriate MVR | $59.99 + $9.50 | $69.49 before pass-through fees; package suitability is unselected. |
| One qualifying Gusto Simple account with one billable person for one month | $49 + $6 × 1 | $55 subscription only; not that person's pay, employer burden or a full company monthly cost. |
| One eligible $1,000 Upwork payment at the published maximum Basic fee | $1,000 × 7.99% | $79.90 marketplace fee. Adding a new-contract fee gives $80.89–$94.89 total fees, or $1,080.89–$1,094.89 payment plus fees, before any other charges. Exact account and contract charge must be checked. |

The one-person subscription example is not a hiring decision. Screening packages are alternatives, not cumulative charges. New-contract fees must not be applied again merely for a new milestone on an existing contract. These formulas are reproduced in the accompanying cost source data for independent checking.

### What must be filled before a complete dollar budget can be approved

For each active vacancy or provider scope, obtain actual employing/contracting entity, role/location, employment relationship, accountable manager, start conditions, pay or rate, paid hours/minimums, employer liabilities, tools/travel responsibility, paid handler and assessor time, supplier quote, taxes/pass-through charges, payment schedule, insurance, backup and exit terms. Reconcile existing staff and subscriptions before adding anything. Record a total upfront cash requirement and recurring run rate only after required inputs are filled and overlaps removed.

The shared assistant owns the intake and cost-record workflow; functional leads own qualification and productive-capacity evidence; finance owns calculation, cash timing and reconciliation; the owner chooses caps and authorizes commitments. Weekly during an active search, review applicants, qualified candidates, handling hours, actual spend, remaining authorization and role need. Monthly after a start, review productive capacity, quality, absence cover, contribution and retention. This is a review cadence proposal, not an activated recurring schedule.

Next ready work is to collect actual terms and quotes for the first selected roles, reconcile them to the current finance owner's forecast, and independently review the all-in cash and cost totals before paid release. No hiring, posting, purchase, supplier contact or financial model revision has been made by this cost catalog.


# Resource acquisition source directory

Public sources checked October 25, 2026. Listings identify sourcing routes; they do not establish provider selection, availability or permission to spend. Provider prices require reconfirmation before commitment.

| Reference | Primary source | Scope and limitation |
| --- | --- | --- |
| SRC-ACQ-01 | [Indeed US pricing](https://www.indeed.com/hire/resources/howtohub/how-pricing-works-on-indeed?co=US&hl=en) | Up to three eligible free jobs/calendar month, up to30days each; eligibility/quality exceptions. Sponsored account quote required. No universal5/day. |
| SRC-ACQ-02 | [LinkedIn free posting](https://business.linkedin.com/hire/post-jobs/welcome) | Free posting option subject account eligibility; promoted price variable. |
| SRC-ACQ-03 | [LinkedIn promotion](https://www.linkedin.com/help/linkedin/answer/a7181562) | Account-specific pricing and budget controls, no universal rate. |
| SRC-ACQ-04 | [CareerSource Broward recruiting](https://careersourcebroward.com/employers/recruiting) | Broward employer recruiting/screening no-cost services; EmployFlorida registration and eligibility. |
| SRC-ACQ-05 | [CareerSource fees](https://careersourcebroward.com/faqs/do-your-services-for-employers-cost-any-money) | Recruiting help no charge; training programs may require match. |
| SRC-ACQ-06 | [Handshake pricing](https://joinhandshake.com/employers/pricing/) | Basic free; promoted add-on starts34USD/day; account/school approval and current quote needed. |
| SRC-ACQ-07 | [Checkr pricing](https://checkr.com/pricing) | Basic29.99 Essential59.99 Complete94.99 starting per report; thirdparty pass-through extra. MVR9.50; continuousMVR2.50/driver/month additional charges verified by finance agent. |
| SRC-ACQ-08 | [Upwork marketplace fee](https://support.upwork.com/hc/en-us/articles/4660220468499-What-is-the-Client-Marketplace-Fee) | Basic marketplace up to7.99% of payments; conditional bank discount not assumed. |
| SRC-ACQ-09 | [Upwork initiation](https://support.upwork.com/hc/en-us/articles/26106318334611-What-is-the-Contract-Initiation-Fee-on-Upwork) | 0.99–14.99USD/newcontract verified by finance agent; exact checkout quote required. |
| SRC-ACQ-10 | [Gusto pricing](https://gusto.com/product/pricing) | Simple49/month+6/person; Plus80+12; Premium180+22. Account/entity eligibility/addons extra; not selected. |
| SRC-ACQ-11 | [NARI remodeler directory](https://remodelingdoneright.nari.org/find-a-remodeler/) | Discovery of firms; confirm service area, willingness to subcontract, availability, credentials independently. |
| SRC-ACQ-12 | [South Florida builders directory](https://business.basfonline.org/list/search?q=all) | Member directory discovery only; no endorsement, availability, commercial terms or no-fee guarantee established. |
| SRC-ACQ-13 | [DBPR contractor verification](https://www2.myfloridalicense.com/construction-industry/construction-industry-business-information/) | Verify individual license and qualified business entity, not just advertised name. Exact scope/local requirements separately confirmed. |
| SRC-ACQ-14 | [SHRM vendor directory](https://vendordirectory.shrm.org/) | HR outsourcing and consultant discovery; directory listing not proof of credential/suitability. Provider fees quote required. |
| SRC-ACQ-15 | [FICPA find a CPA](https://www.ficpa.org/find-a-firm) | Search firms by area, service and industry; listings are not endorsement. Fees quote required. |
| SRC-ACQ-16 | [Intuit accountant directory](https://quickbooks.intuit.com/find-an-accountant/) | Bookkeeper/accountant discovery; software certification not equivalent to CPA licensure. Fees quote required. |
| SRC-ACQ-17 | [Robert Half flexible staffing](https://www.roberthalf.com/us/en/hire-talent/flexible-staffing) | Contract/temporary and conversion pathways; agency quote/inclusions/conversion terms required. |
| SRC-ACQ-18 | [Robert Half marketing and creative](https://www.roberthalf.com/us/en/marketing-creative) | Contract, contract-to-hire and full-time marketing/creative talent options. Quote required. |
| SRC-ACQ-19 | [Broward Bar lawyer referrals](https://www.browardbar.org/lawyer-referral-service/) | Local referral route. Fee/consultation cost not verified; obtain current local terms. |
| SRC-ACQ-20 | [Florida Bar lawyer referrals](https://www.floridabar.org/public/lrs/) | State service only covers areas without local service; initial30minutes no more25USD via state program, not universal local rate or ongoing service price. |
| SRC-ACQ-21 | [ISSA CIMS directory](https://cims.issa.com/cims-directory/) | Commercial cleaning firm discovery; suitable geography/scale/subcontract willingness must be confirmed. Certification not availability. |
| SRC-ACQ-22 | [Indeed non-job rule](https://www.indeed.com/help/employers/articles/policy-non-job-posting?co=US&hl=en) | Use genuine paid openings; provider RFQ and future interest pipeline remain separate. |
| SRC-ACQ-23 | [LinkedIn jobs policies](https://www.linkedin.com/legal/l/jobs-policies) | Specific bona fide openings, truthful work type/location; general talent pool is separate owned-site interest. |


# Recruitment and creator acquisition ownership

Run separate pipelines for staff, specialist providers and creators. A creator inquiry is a potential customer or contractual relationship; it is not a job application. Keep the public employer/service identity, purpose and terms clear.

| Pipeline | Coordinator | Decision and specialist review | Gate before posting |
| --- | --- | --- | --- |
| Employees | Assistant/talent coordinator | Hiring manager assesses; owner approves hire; finance confirms budget. | Real vacancy, duties, pay/location/hours, employer, fair criteria and current channel eligibility. |
| Specialist providers | Talent/procurement support | Qualified business lead evaluates scope and work; owner approves contract. | Defined deliverables, fee process, availability, qualification and actual contracting arrangement. |
| Creator customers / partners | Novelle creator lead; assistant schedules | Creator lead assesses fit; production/finance validate deliverables and terms. | Real service scope, capacity, permissioned evidence, agreement and eligible channel. |
| Internal marketing/client delivery | Marketing and Digital leads | Business owner approves promises; finance reviews economics. | Reserved paid production/responding capacity; no diversion from existing client commitments. |

## Initial application and follow-up

Collect only contact, relevant experience/service interest, availability and a permitted portfolio link initially. Do not request passwords, private creator content or identity documents through public inquiry forms. Later verification and contracting use a purpose-specific, controlled workflow.

The assistant acknowledges and schedules within defined paid windows. The qualified lead owns assessment. Before any post goes live, assign a response owner and backup, withdrawal/decline handling and record retention rules.

Basis: GTM5, owner direction and TALENT primary-policy review. Draft strategy does not authorize publication.

# Attract four different audiences with four clear offers

This is a proposed attraction plan for staged activation, not an announcement of vacancies, funded roles, approved campaigns or available production dates. All recruiting work consumes paid capacity. Preserve Glean’s acquired-customer continuity before generating more demand; establish what experienced people and suppliers will remain through a route transition before advertising replacements. [GTM5; GATE1]

Lead with evidence of how people will work: a realistic schedule, named supervisor, clear brief, approval boundaries, payment terms and respectful feedback. Publish only true, permissioned examples. Use labeled demonstration projects when no client case exists. Do not promise earnings, continuous assignments, rapid advancement, estate access or flexible hours that operations cannot support.

| Audience / relationship | Proposed offer and proof | First channels, in order |
| --- | --- | --- |
| Shared assistant and other employees | Defined paid hours, real pay range, finite cross-company remit, one priority owner, training and backup; show a sanitized weekly workflow. | 1. Trusted introductions and actual employer careers page. 2. LinkedIn or Indeed for a funded, genuine vacancy. |
| Glean, automotive and production specialist providers | Scoped paid assignments, service area, access/qualification requirements, acceptance criteria, payment timetable and escalation contact; no guaranteed volume. | 1. Existing provider and qualified trade referrals. 2. Trade associations, training providers and supplier introductions. 3. A real scoped opportunity in a relevant moderated community. |
| Lucent creative and technical contributors | Separate employee vacancies from project contracts. Show brief quality, technical standards, review ownership, handoff and portfolio-credit terms. | 1. Professional referrals and permissioned project/process proof. 2. Relevant design/development communities. 3. A platform-specific vacancy when ready. |
| Novelle adult creator customers / partners | A service-fit conversation about management, production or both, with boundaries, approval rights, fees and asset/account control explained before agreement. Creator applicants are not automatically employees. | 1. Opt-in introductions from trusted production professionals and creators. 2. Accurate owned service page and enquiry form. 3. Organic social only after channel/content/destination eligibility review. |

Basis: TALENT. Proposed cadence and channel choices; actual eligibility, vacancies and capacity must be verified.

# A sustainable four-week posting pilot

Propose a maximum of two original pieces per week across the active attraction lanes, not two per brand. Choose the lane with a real funded need. Adapt one piece to one relevant secondary channel only if review and response capacity exists. Refresh an active job listing when facts change; do not repeatedly create duplicate or speculative openings.

Before week 1, reserve named paid hours for briefing, drafting, design, specialist fact checking, owner approval, publishing, application handling and reporting. The assistant coordinates this queue; a qualified brand/delivery reviewer approves claims. Record actual hours by brand and task. Portfolio content must not silently consume Lucent hours sold to clients. If service follow-up, dispatch or client delivery is at risk, reduce the posting plan; do not assume unpaid evening work or instant creator replies.

Proposed working rhythm: one weekly planning/review block, two scheduled publication slots where eligible, and response triage during stated staffed windows with named backup. Publish a response promise only after coverage is assigned. The calendar below is optional sequencing, not an approved frequency or launch date.

| Week | Piece 1: working relationship | Piece 2: specific invitation | Evidence / release condition |
| --- | --- | --- | --- |
| 1 | Shared assistant: a sample daily launch brief and decision log. | Actual assistant vacancy, if funded; otherwise publish only a factual company/process introduction. | Approved duties, employer, location, pay, hours and application route. |
| 2 | Glean: how customer handover, service checklists and escalation protect continuity. | A scoped qualified-provider opportunity for the specific service that needs coverage. | Actual route/service need, incumbent retention review, service lead and paid delivery coverage. |
| 3 | Lucent: permissioned website/app work or a clearly labeled demonstration with review and handoff steps. | A defined creative/technical brief; disclose employee versus paid contract. | Rights, deliverables, budget, reviewer, access and revision terms. |
| 4 | Novelle: explain briefing, creator approval and asset delivery using non-explicit process imagery. | Service-fit invitation: Apply to Novelle Veil. | Real service capacity, transparent terms, secure enquiry handling; any social channel requires current eligibility review. |

Basis: TALENT. Proposed cadence and channel choices; actual eligibility, vacancies and capacity must be verified.

# Own the funnel and measure quality

Use separate pipelines for employment, supplier qualification, Lucent contributors and Novelle service customers. Do not place creator service enquiries into an employee applicant pool. An introduction is not a hire, an application is not an engagement, and a proposal is not revenue.

Initial enquiry data should be limited to name or preferred name, contact method, general location, relevant experience/service interest, availability and optional public work links. Do not request identity documents, passwords, account access, intimate files or private client records. For Novelle, make adult-only service scope explicit; any required age/identity/consent checks belong in a secure, restricted later process before agreement or production, with qualified review. Use role-based access and a stated retention/deletion policy. Do not request unused speculative work; any substantive trial must have agreed scope, payment and use rights.

Referral approach: invite a relevant professional to share an approved brief with people who may opt in, or ask permission for a specific introduction. Disclose and approve any referral compensation before offering it. No scraped contact lists, mass direct messages, repeated contact after refusal, or importing another company’s private customer/creator contacts. These are proposed operating boundaries; no outreach is authorized or sent.

| Funnel step | Accountable function / handoff | Measure and decision |
| --- | --- | --- |
| Need and publication release | Owner confirms the permitted interest or genuine vacancy route; publication owner resolves applicable terms, privacy and paid response capacity; finance separately confirms any spend or hiring release. | Count general interest, reviewed vacancy drafts and released postings separately. Publication does not release employment or spending. |
| Enquiry and triage | Assistant logs source/consent and schedules; functional lead defines job/provider fit; Novelle relationship owner defines service fit. | Qualified enquiries divided by assessed enquiries, by lane/cohort; unresolved assessments reported separately. |
| Assessment and agreement | Service/technical lead assesses competence; owner approves hire/contract; Novelle lead agrees creator service scope and permissions. | Interview-to-offer and accepted-offer rates for jobs; qualified-to-contract for suppliers; creator enquiry-to-signed-service agreement separately. |
| Delivery and retention | Named supervisor or provider lead owns onboarding/quality; Novelle relationship and production owners own accepted service delivery. | Time to productive start; retention at predefined checkpoints; quality/rework; creator delivery satisfaction and renewals. No invented targets. |
| Reporting | Assistant maintains records; channel/reporting owner validates cohort/source; finance validates cost, earned fees, collections and contribution. | Cost per qualified applicant and cost per hire for hiring; separate customer CAC for Novelle. Track time cost, declined/withdrawn applications and source quality. |

Basis: TALENT. Proposed cadence and channel choices; actual eligibility, vacancies and capacity must be verified.

# Platform rules and unresolved eligibility

Checked October 24, 2026. LinkedIn Jobs requires a genuine specific hiring opportunity and accurate role, location, responsibilities and work-type information; it does not permit job posts primarily to acquire users for a service or solicit general applications. Indeed requires real paid jobs and rejects fake openings, service advertisements and candidate pooling. Therefore do not advertise Novelle creator-service acquisition as an employee vacancy, and do not post future pipeline roles on these job boards. [T1; T2]

Meta’s accessible primary explanation distinguishes content allowed on a platform from content eligible for recommendations. That distinction does not establish permission for this portfolio’s organic posts, paid ads or destinations. Meta’s current paid-ad and sexual-solicitation policy routes could not be retrieved in this review: they returned 429/inaccessible responses; the Facebook help route redirected to blocked login. Current detailed restrictions and account eligibility remain unresolved. [T3; T4; T5]

Hold Novelle Meta/Instagram publication and paid promotion until an authorized reviewer can assess the actual account, copy, imagery, CTA, linked destination, audience and format against current rules. Paid ads are a separate review even if an organic post is allowed. Do not assume a neutral creative or an age setting makes a campaign eligible; do not disguise the business or use alternate destinations to evade review. Other paid employment/social formats also need their own current account and targeting review.

Our draft editorial standard is non-explicit service information: briefing, editing, administration, approval, rights and delivery. No nudity, sexual-service solicitation, pornographic sales links, earnings promises, intimate-content requests or unsupported estate availability. This is a proposed content boundary, not a declaration of platform approval. Priority referral and owned-page planning can proceed while the social eligibility lane remains blocked.

Basis: TALENT. Proposed cadence and channel choices; actual eligibility, vacancies and capacity must be verified.

# Stage the attraction effort with the staffing gates

Prepare: confirm operating company, service scope and real capacity; assign intake and reporting owners; prepare approved briefs, draft copy, permissioned evidence and minimal-data forms. Select only the first funded priority. Resolve compensation, location, hours, work arrangement, terms, relevant qualifications and response coverage before posting.

Launch lean: activate a real assistant vacancy only under an explicitly funded, capped setup allocation, or after adopted hiring gates pass. Use scoped specialist providers only where approved and funded. Qualified service delivery and dispatch coverage must exist before taking customer work. Start creator enquiries only when there is capacity to assess and deliver the proposed service; do not confuse customer attraction with employee hiring.

Stabilize: compare actual workload, qualified-candidate quality, filled coverage and retained service customers. Reuse accurate evidence, improve briefs and stop low-quality channels. An increase in applications or followers does not release a hire. The previously proposed contribution/workload/cash gates remain owner-review defaults, not approved thresholds or current affordability evidence. [GATE1]

Expand: add a dedicated recruiter, community/creator relationship manager or content resource only when its recurring workload and the adopted sales, cash and coverage tests support it. Pool compatible coordination hours first, but protect technical assessment, creator consent/rights, account security, vehicle release and independent financial approval. Additional brands do not automatically require additional people.

Next ready set: owner selects initial active lane and actual terms; functional lead supplies proof and qualified coverage; assistant/reporting owner books paid capacity; finance reviews the funded envelope; channel reviewer resolves current policy/account limits; independent reviewer checks final copy. Publishing, outreach, hiring and spending remain separate authorized actions.

Basis: TALENT. Proposed cadence and channel choices; actual eligibility, vacancies and capacity must be verified.

# Draft posting examples 1

Draft copy for review. Replace every bracketed input and verify the stated opportunity before publishing. These are not live vacancies or confirmed creator packages.

## DRAFT: Shared Business Coordination Assistant

Audience: Employee candidate — shared assistant

[Legal employer] is recruiting a [part-time/full-time] Shared Business Coordination Assistant in [location/work arrangement], for [paid hours and coverage windows], at [approved pay range and basis]. You will maintain the launch tracker, coordinate calendars and vendor appointments, follow up on agreed actions, keep customer and document records organized, and prepare a short daily decision brief. You will work across [active companies] with one priority owner, [supervisor]. Strategy, contracts, hiring, technical approvals and major spending remain with designated decision-makers. We seek clear written communication, careful handling of confidential information and reliable follow-through; [essential experience/tools]. Apply through [approved route] with [brief experience summary/CV] and your availability. Please do not send identity documents or account credentials. [Accurate application review process and closing date].

Before publication: Real vacancy; funded hours and paid backup; hiring gates adopted/passed or explicitly funded capped setup exception. Fill every bracket; approve employer, pay, location, schedule, work arrangement, requirements and response owner. Initial-copy example only; not publish-ready.

## DRAFT: Paid [service] provider opportunity in [service area]

Audience: Qualified specialist provider — selected service

[Operating company] is seeking a qualified provider for [specific bounded service/assignment] in [actual service area]. Scope: [deliverables, dates/window, relevant equipment/access and acceptance criteria]. Proposed engagement: [accurate contractor/vendor arrangement], with [approved rate or quote process], [payment terms] and [named operational contact]. Please share your business contact, service coverage, relevant experience and an optional public portfolio/reference summary through [approved route]. Required qualifications and insurance evidence will be checked securely at the appropriate stage. Volume and future assignments are not guaranteed. [Scope exclusions and next step].

Before publication: Choose one actual service; do not combine cleaning, driving and mechanical release into an unqualified generic role. Qualified lead and finance approve scope, funding, classification/contract arrangement, credentials and terms. Resolve retained provider/team capacity in any acquired route before advertising replacements.

Basis: TALENT. These are draft examples; the later owner-authorized prelaunch recruiting chapter governs the narrow publication objective and required release checks. No posting or outreach is performed here.

# Draft posting examples 2

Draft copy for review. Replace every bracketed input and verify the stated opportunity before publishing. These are not live vacancies or confirmed creator packages.

## DRAFT: [Web/app/design/marketing specialty] collaboration with Lucent Digital

Audience: Lucent employee or paid project contributor — select one

Lucent Digital is seeking [accurate employee role or paid project contributor] for [specific approved brief]. The work covers [deliverables] with [technical/creative reviewer], [milestones], [revision scope] and [handoff requirements]. Engagement terms: [work arrangement], [location/time-zone needs], [approved pay/rate/budget or quote process] and [payment basis]. Share [relevant public work links] and a short description of your contribution through [approved application route]. Any substantive trial will have agreed payment and use rights. [Confirmed portfolio-credit/IP terms].

Before publication: Select one relationship and real brief; remove alternate wording before publication. Reserve technical review, client confidentiality controls and funded capacity separately from internal portfolio content. No unpaid speculative deliverables or invented client results.

## DRAFT: A clearer process for your next creative stage

Audience: Novelle adult creator service customer / partner

Novelle Veil is [accepting service enquiries, only if true] from independent adult creators interested in management support, production support or both. Start with a conversation about the support you want, your creative boundaries and how you prefer to approve work. Any proposal will explain responsibilities, fees, permissions, delivery and how the relationship ends. [Describe only verified available service scope.] An enquiry is not a booking or a promise of earnings or estate access. Apply to Novelle Veil: [approved service enquiry URL]. Share your preferred contact, general location, service interest and, optionally, a public profile. Please do not send passwords, identity documents or intimate files through this form.

Before publication: Service enquiry, not a job listing; adult-only scope, real intake/delivery capacity and clear operating-company disclosure. Secure later age/identity/consent workflow and actual service/fee/rights terms reviewed before engagement. Use owned/referral channel only after its applicable review; Meta/Instagram organic and paid eligibility unresolved. No platform approval implied.

Basis: TALENT. These are draft examples; the later owner-authorized prelaunch recruiting chapter governs the narrow publication objective and required release checks. No posting or outreach is performed here.

# Current initial Home recruiting alignment

The following recruiting material is retained verbatim from the earlier reviewed source. Its **Part-time handyman with own car** draft is a historical scope template, not an additional approved initial vacancy. For the current initial retained Home role, replace that standalone target in any future posting with **GL09 Home Services Field Lead — Sales, Coordination & Handyman**, reporting to SH01 and using the detailed current profile above. State all three duties, one finite paid calendar, permitted task limits, actual compensation/hours/transport terms and qualified backup before publication. Separate GL10 handyman employment is a later funded specialization; scoped qualified provider-business engagement remains the default for most delivery. The shared assistant remains SH03 and does not become another manager.

The retained copy and material-terms register are evidence of prior drafting, not proof that this new role has been posted or that its terms are approved. The publishing owner must reconcile the current hybrid profile and actual terms before using it. The unaffected assistant, driver, Digital, creator and provider distinctions remain applicable. [OWN-HYBRID]

# Prelaunch recruiting purpose and publication status

The owner has directed 2026 website interest generation and recruiting for one broad shared assistant, qualified drivers, Digital agency work and creator-agency functions. November 2026 is the owner’s funding expectation, not verified cash, a guaranteed employment start or a promise that every proposed role will be activated. The portfolio baseline remains founder plus one shared assistant and separately qualified paid delivery. The six core drafts below are alternative or staged opportunities to select and size, not six approved hires or a new layer of managers. [OWN-2026]

This chapter contains reviewable copy and the applicant process for the existing website team. Every bracketed material field must be resolved or the item kept as internal draft. Publication of a genuine vacancy requires its actual employer, approved arrangement, compensation/fee basis, location/travel, expected hours, anticipated start/release conditions and a real monitored application process. A generic interest page can state that approved terms and vacancies will follow, but must not pretend to be an available job or guarantee work. Actual employment/provider classification and applicable requirements need review for the chosen jurisdiction and arrangement; a draft label does not decide them.

The owner’s instruction authorizes the narrow interest/recruiting publication objective once truthful content, missing terms, channel requirements and functioning forms are resolved. It does not approve a hire, paid advertising, equipment purchase or other spending commitment. The resource lane prepares copy and evidence; the existing website owner controls implementation and release. No public posting is performed by this document revision.

## Channel selection

Use the owned careers page for clearly labelled prelaunch interest, with a separate specific-application path when an approved vacancy exists. Keep employee candidates, qualified business providers and creators seeking agency services in distinct flows. Ask permission for future recruiting contact separately from application administration; cross-brand marketing consent is not implied.

LinkedIn Jobs requires a genuine specific opening, accurate work type and location, and factual role details; general applications and service acquisition do not qualify. Indeed requires real paid jobs, rejects talent-bank or indefinite-pooling posts, and requires payment for trials/training. Therefore do not place the general prelaunch interest copy or creator-service enquiry on either job board. Recheck the final role and account against the selected channel before posting. [REC-LI; REC-IN]

Other organic, referral and provider channels must be chosen and reviewed for their actual audience and terms. No new paid-ad budget, creator-content eligibility or platform approval is inferred. Keep inherited Glean staff, new employee applicants, agency vendors and creator service customers separately identified in records and measurement.

Primary sources checked October 25 2026: [LinkedIn Jobs Policies](https://www.linkedin.com/legal/l/jobs-policies) and [Indeed Non-Work Opportunities](https://www.indeed.com/help/employers/articles/policy-non-job-posting?co=US&hl=en). The alternate Indeed job-posting-guidelines URL was inaccessible; these statements rely only on the retrieved non-work-opportunities policy. Platform rules do not settle employment classification, qualifications or local legal requirements.


# Role specific recruiting copy

The owner has authorized preparation for 2026 website interest generation and recruiting, with funding expected in November. That expectation is not a confirmed settlement date, approved wage, start date or employment offer. These six drafts describe selectable opportunities; they do not authorize six hires. The baseline is **one broad shared assistant**, with other capacity sized against supported work and funding. [REC-OWN]

Replace every OPEN field and obtain publication review before use. Drafts 1-5 use an employment-opportunity format solely to make the copy coherent; the actual employment arrangement and classification require review. Do not publish them with an unresolved choice between employee and provider. If a provider arrangement is selected instead, prepare a separate scope and provider brief. Draft 6 is a separately labelled provider solicitation, subject to confirmation that the proposed relationship and terms are suitable. No employment classification is established here.

Use genuine role-specific application copy only where an actual approved opportunity exists and the selected channel permits its stage. A general talent-interest form must be separately labelled and must not imply an immediate vacancy. No public copy should retain internal role codes, source references or OPEN placeholders. Publication does not release hiring or spending. [REC-OWN; REC-ROLE]

## Draft 1 Shared personal and business assistant

**Internal source mapping:** SH03. One shared assistant, not one assistant per brand. Employment-format draft; arrangement review pending.

**Employer:** OPEN actual entity. **Location and work arrangement:** OPEN approved location and remote/on-site requirements. **Compensation:** OPEN approved wage or salary basis. **Expected hours:** OPEN paid hours and availability windows. **Anticipated start:** OPEN staged date and confirmed release conditions. **Application and privacy:** OPEN monitored application link, applicant notice and contact.

Help a founder keep a growing portfolio organized through dependable follow-up, clear records and practical coordination. This is one broad assistant opportunity supporting business administration and agreed personal logistics. Priorities will be assigned within paid working hours; the role is not an always-on personal or customer-service commitment.

You will maintain the launch tracker, calendar and decision list; organize documents; follow up on approved tasks; compare vendor information; coordinate appointments and interviews; and prepare a short briefing on progress, delays and decisions needed. You may organize receipts, invoice records and routine customer messages under approved procedures. Personal and business time must be recorded separately. On-site needs will be discussed without publishing a private home address.

We are looking for organized, discreet applicants who communicate clearly, maintain accurate records, use agreed business tools and escalate conflicting priorities. Explain relevant coordination experience and how you manage several queues without losing ownership. You will report to the portfolio owner and work within written authority: no independent hiring offers, payment approvals, pricing exceptions or technical sign-off. Errands or meetings cannot overlap any specifically assigned live-service coverage.

Apply through the reviewed application channel with a short work history, relevant skills, general availability and preferred work arrangement. Do not include identity documents, financial information or confidential material from previous employers in the initial application. Assessment will begin with a structured conversation and discussion of existing work examples. Any commissioned task or required onboarding will have agreed payment and terms. Applicants pay no application fee and are not asked to hold unpaid standby time. The start depends on confirmed funding, approved terms and readiness; an application is not an employment offer.

## Draft 2 Chauffeur and passenger service driver

**Internal source mapping:** OB02, with OB01 supervision. Employment-format draft; arrangement review pending. Planning hourly floors, fare shares and driver counts are not public compensation terms.

**Employer:** OPEN actual entity. **Location and work arrangement:** OPEN operating base, eligible routes and assignment arrangement. **Compensation:** OPEN approved compensation and payroll basis. **Expected hours:** OPEN paid schedule and variability terms. **Anticipated start:** OPEN staged date and readiness conditions. **Application and privacy:** OPEN monitored application link, applicant notice and contact.

Obsidian Black is preparing to recruit drivers for professionally delivered, confirmed passenger journeys. The role combines careful driving, respectful service and accurate trip records. Applications will support phased staffing decisions; they do not establish an available shift, approved vehicle assignment or immediate start.

Your work will include reviewing the accepted itinerary, confirming passenger and luggage fit, completing approved vehicle checks, protecting passenger information and communicating delays through the assigned operating channel. You will record trip status, vehicle concerns, custody and actual work, repositioning and turnaround time. An unsafe or unsupported assignment must be stopped and escalated. Drivers do not make mechanical-release decisions or change customer terms without authorization.

Tell us about relevant passenger-service experience, vehicle familiarity, professional communication and availability. Actual driving eligibility, required training, permissions and suitability for the assigned service will be checked through the approved process before work begins. No application guarantees insurer acceptance or permission to drive a particular vehicle. Reporting is to the designated transport operations lead. Driver duties cannot be combined with protected live dispatch while driving, and another person's availability is not assumed to cover an absence.

Apply through the approved channel with a concise work history, relevant qualifications and general availability. Do not submit license images, identity documents, payment information or passenger records through an initial public form. Later checks will use a protected process with appropriate notice. Assessment may include interviews and a properly arranged practical evaluation; any required work, training or standby must have agreed paid terms. There is no applicant fee. Confirmed demand, funding, qualified coverage, insurance and vehicle readiness must support an agreed start. This posting makes no earnings, continuous-shift or 24/7-service promise.

## Draft 3 Website and application delivery specialist

**Internal source mapping:** LU02; reports to LU01. Employment-format draft; arrangement review pending. Select the actual technology specialty before publication; do not advertise universal web and app competence.

**Employer:** OPEN actual entity. **Location and work arrangement:** OPEN approved work location and arrangement. **Compensation:** OPEN approved wage or salary basis. **Expected hours:** OPEN paid delivery and support windows. **Anticipated start:** OPEN staged date and project/funding conditions. **Application and privacy:** OPEN monitored application link, applicant notice and contact. **Selected technical scope:** OPEN stack, platforms and required integrations.

Lucent Digital is preparing a delivery opportunity for a specialist who can turn agreed requirements into reliable websites or applications. The final role will match demonstrated technical skills to a defined project scope. Website experience alone will not be treated as proof of native-app, complex-integration or security expertise.

You will clarify requirements and assumptions before estimates are accepted, implement authorized features, maintain readable source code and documentation, and resolve defects identified through review. Work includes suitable version control, tests, access handling and a practical handover. Deployment and continuing support are separate responsibilities that must be explicitly assigned. Independent quality and security review will remain separate where the project requires it; meeting a deadline does not authorize skipping release checks.

We want evidence of competence in the selected technology scope, clear communication about unknowns and dependable ownership of an agreed deliverable. Explain your own contribution to examples and any limits on sharing them. Experience with discovery, integrations, testing and maintainable handoffs is relevant when it matches the actual assignment. You will report to the designated Lucent delivery lead. Client and internal portfolio work will receive separate briefs and paid capacity reservations.

Apply with a brief work history and links to public or permissioned examples. Do not provide client credentials, private repositories, confidential source or personal client data. Assessment will use discussion of existing work and a scoped technical conversation. Any commissioned build or required productive assessment needs agreed payment, intellectual-property and access terms beforehand. Applicants pay no fee and need not reserve unpaid availability. A start requires confirmed project scope, funding and approved terms; applying does not promise a project, employment or a fixed delivery schedule.

## Draft 4 Marketing strategy and delivery specialist

**Internal source mapping:** LU05/LU06 compatible duties, under LU01. Employment-format draft; arrangement review pending. Select supported channels and the balance of strategy versus execution before publication.

**Employer:** OPEN actual entity. **Location and work arrangement:** OPEN approved work location and arrangement. **Compensation:** OPEN approved wage or salary basis. **Expected hours:** OPEN paid research, execution and reporting windows. **Anticipated start:** OPEN staged date and project/funding conditions. **Application and privacy:** OPEN monitored application link, applicant notice and contact. **Selected channels and tools:** OPEN approved specialties.

Lucent Digital is preparing a marketing delivery opportunity for someone who can connect customer understanding, a credible offer and measurable execution. The role will be scoped to verified skills and selected channels. It does not require pretending one person is an expert in every platform or can guarantee commercial results.

You will research customer needs and available proof, distinguish evidence from assumptions, prepare positioning or campaign recommendations, and deliver the approved content, search or campaign work within assigned authority. You will maintain clear briefs, change records and outcome reporting. Account access, tracking, publication and spending must be separately authorized; a strategy recommendation is not permission to activate a campaign.

Show relevant examples of research, positioning, channel execution or measurement, identifying your contribution and the context behind any results. We value accurate reporting, thoughtful scope decisions, responsible handling of customer information and prompt escalation when an offer or channel lacks readiness. You will report to the Lucent delivery lead and coordinate with measurement and finance owners. Internal portfolio work and external client work must have separate accounts, budgets and reserved paid time. Creator-related campaigns require an explicit review of the actual content, destination and platform eligibility.

Apply through the approved channel with your background, selected specialties and public or permissioned examples. Do not disclose client account credentials, private audience lists or confidential campaign data. Assessment will discuss existing work and a bounded marketing problem; any commissioned strategy, content or campaign setup will require agreed payment and terms. No application fee or unpaid availability is required. Project scope, funding, approved compensation and genuine workload must support the start. This opportunity offers no guaranteed account volume, performance bonus or unrestricted publishing authority unless separately agreed.

## Draft 5 Creator account and production coordinator

**Internal source mapping:** Compatible NV01/NV02 functions; reports to the designated shared-operations lead with production/relationship responsibilities explicitly allocated. Employment-format draft; arrangement review pending.

**Employer:** OPEN actual entity. **Location and work arrangement:** OPEN actual work location, travel requirements and remote/on-site mix. **Compensation:** OPEN approved wage or salary basis. **Expected hours:** OPEN paid account and production windows. **Anticipated start:** OPEN staged date and client/funding conditions. **Application and privacy:** OPEN monitored application link, applicant notice and contact. **Content scope:** OPEN truthful approved description of the creator accounts and material the role will encounter.

This role will support creator businesses through agreed account services and production coordination. Some assignments may involve adult-oriented creator brands or material; the actual content scope, access and professional boundaries must be disclosed before an applicant accepts any assessment or work. This is a coordination role, not a request to become a creator, perform on camera or supply intimate material.

You will help clarify creator goals, record agreed responsibilities and approvals, coordinate schedules and follow-ups, and keep production briefs, permissions and handovers organized. Session planning includes verified location access, qualified crew, equipment, editing and contingency arrangements. You must not promise estate access, travel inclusions, earnings or package availability without a confirmed agreement. Account support must continue through an assigned paid backup when production duties occupy the coordinator.

Relevant experience includes respectful client communication, production logistics, secure records and careful management of consent, rights and scope. You will work within designated approval authority and escalate financial exceptions, unresolved permissions or unsupported delivery requests. The role does not automatically include fan messaging, payment administration, moderation or continuous support; those require separate defined duties, training and paid capacity.

Apply with a short work history and non-explicit, permissioned examples of coordination experience. Do not send intimate content, creator identity documents, account credentials or private client records. Assessment begins with a structured discussion of boundaries and a scheduling or handover scenario. Any commissioned work or required training will have agreed paid terms. There is no applicant fee or unpaid standby requirement. An agreed start depends on signed client scope, funded delivery and approved terms; an application is not a job offer or a promise of studio-based work.

## Draft 6 Photography video or editing provider brief

**Internal source mapping:** NV03/NV04; coordinated by NV02. This is a paid project-provider brief, not an employee job advertisement. Provider suitability and the lawful working arrangement must be reviewed before contracting. Select the actual service specialty; one provider need not cover capture and editing.

**Contracting entity:** OPEN actual entity. **Service location and delivery arrangement:** OPEN confirmed location or remote workflow. **Fee basis:** OPEN approved quote process and payment terms. **Expected commitment:** OPEN project scope, deliverables and reserved windows. **Anticipated start:** OPEN project date and client/funding conditions. **Response and privacy:** OPEN monitored proposal channel, provider notice and contact. **Content scope:** OPEN truthful approved description of material and access.

Novelle Veil is preparing to source qualified photography, video or post-production services for specifically agreed creator projects. Some projects may involve adult-oriented brands or material. The exact scope, boundaries and permissions will be disclosed before agreement; no intimate samples or unpaid production are requested in this initial response.

For capture assignments, explain your selected specialty, equipment capability, preparation process and secure handover. For editing assignments, explain supported formats, tools, revision process and delivery standards. A final brief will define authorized content, usage rights, permitted locations, asset custody, milestones, acceptance, revisions and support. No guaranteed project volume, estate access, travel package or studio availability is implied.

We seek relevant demonstrated work, clear scope limits, respectful consent practice and reliable handling of private media. Photography, videography, retouching, video editing and advanced effects are distinct competencies. Propose only services you can substantiate. Any alternate crew or subcontracted support must be disclosed and approved before access; extra people do not inherit creator permissions automatically.

Respond with a brief capability statement, public or permissioned non-explicit portfolio examples, general availability and information needed to prepare an actual quote. Do not send private creator files, credentials or identification records. Any paid test, production or editing assignment requires agreed scope, fees, rights and secure access before work begins. No applicant fee, mandatory free sample or indefinite unpaid reservation is requested. Work starts only after client scope, funding and contracting terms are confirmed. This invitation does not appoint a vendor or require accepting work outside the provider's agreed boundaries.

Source basis: REC-OWN is the owner's prelaunch websites/recruiting and November funding expectation binding. REC-ROLE is the reviewed 56-position resource source. All public material terms remain OPEN until their accountable owners approve them; none of these drafts imports planning wage proxies or forecast staffing dates.


# Prelaunch applicant flow and release terms

The owner intends to publish the selected brand websites and begin interest-generation and recruiting during 2026. Funding is expected in November 2026; the date, cleared funds and financing approvals remain unconfirmed. This expectation is not a start date, a public wage, an approved employment offer or evidence of service availability. Home headquarters, the founder and **one broad shared assistant** remain the initial support baseline. Multiple function descriptions do not authorize one hire per profile. [OWN-PRELAUNCH]

The website owner retains route, form, schema and implementation ownership. The following labels and fields are content and workflow requirements, not new route URLs, IDs or payload contracts. Existing schemas must be reconciled by that owner. Publication requires an identified receiving entity, reviewed privacy notice, an accountable reader and backup, working submission handling and truthful messages. Until these exist, display a clear preview with no live collection rather than pretending an application was received.

## Four distinct ways to express interest

| Visitor choice and proposed label | Intended relationship and routing | Publication condition |
| --- | --- | --- |
| **Future team opportunities — register your interest** | General talent-interest register for a selected role family; no vacancy or employment offer implied. Recruitment coordinator logs consent and routes to the relevant functional assessor. | Owned website only where its reviewed notice, intended follow-up and retention are truthful. Explain that a funded role and start date may not exist. |
| **Apply for this paid role** | Application for one specific genuine opening with an approved role title, material terms and selection process. | Complete the role's material terms and channel review first. Do not use general interest copy to create a job-board vacancy. |
| **Offer your professional services** | Supplier, agency or service-provider proposal; not an employee application and not an approved contractor classification. Procurement/functional owner evaluates the scope. | State requested capability and evidence, purchasing process and that no purchase or contract is promised. |
| **Explore a creator partnership** | Enquiry about creator-agency services or a potential commercial relationship. This is distinct from employment in creator-agency operations. NV01 receives the enquiry. | Explain the proposed service discussion and uncertainties; no promised income, audience growth, payout percentage, selected merchant model or funded production capacity. |

For these commercial roles, use genuine specific paid opportunities with their applicable material details. Both platforms restrict misleading general-pooling posts; general talent interest or indefinite prospective vacancies must not be sent to those job boards. An owned-site interest route does not grant job-board permission. The channel/account owner verifies current rules and the actual final posting before publication. Proposed paid trials are paid work and require prior authorization; a job-board policy check is not authority to incur that cost. [CHANNELS]

## Intake fields and content requirements

**Common initial fields:** name; contact email; preferred permitted contact method; role/service/partnership interest; a short relevant experience or capability summary; general location/time zone; availability preferences; a link to prior work where appropriate; and acknowledgement of the actual applicant or enquiry privacy notice. A phone number is requested only if needed for the chosen contact method. Use optional, clearly explained fields rather than collecting data merely because it might become useful.

**Talent interest:** selected role family and preferred arrangement, general availability and optional future-role contact preference. Label arrangement and availability as candidate preferences, not an agreed schedule. Do not request a commitment to unpaid standby. Ask only what is needed to decide whether a later conversation may be useful; do not represent registration as a place in a guaranteed hiring queue.

**Specific role application:** displayed opening title/version, relevant experience, essential qualification questions tied to the duties, availability and any stated job-location requirement. An optional résumé may use an approved protected upload mechanism if available; otherwise request a short summary or appropriate link. Collect identity, licensing, work-authorization or background-check evidence later through a separate authorized process when relevant, not through a public free-text form. Do not ask for health information, bank details or government-ID images at initial application.

**Provider proposal:** business/contact name, relevant service scope, delivery area, typical availability, evidence links and the proposed commercial arrangement. Rates and terms may be discussed through a controlled later quotation process. Supplier registration does not settle worker classification. Obtain insurance, applicable credentials, references and agreements only at the appropriate diligence stage through the approved secure route.

**Creator-partner enquiry:** public/professional creator name, contact email, general location/time zone, optional public portfolio/profile link, desired service support and a brief description of the proposed relationship. Ask whether the person is the creator or an authorized representative. Do not request account passwords, authentication or recovery codes, private audience data, intimate content, unpublished media, identity-document uploads or payment information in initial intake. Any later rights, identity or eligibility checks need a separate controlled process.

Each route explains the receiving entity, purpose, who reviews the information and the available contact/withdrawal process. Privacy acknowledgement is separate from optional future-talent contact and separate again from marketing consent. A person must not have to accept unrelated marketing to apply. Cross-brand transfer is not automatic: disclose the relevant sharing and obtain the required permission before routing an individual's information beyond the original purpose. Refusal of optional future contact does not prevent assessment of an actual application.

## Submission and follow-up messages

Use these only after the underlying behavior exists; substitute approved entity/contact details before publication.

**General talent interest confirmation:** “Your interest has been received. This is not an application to a confirmed vacancy or a job offer. We will review the information for the role families you selected. We cannot promise an opening, response date or paid start. You can update or withdraw your interest through the contact listed in our privacy notice.”

**Specific role application confirmation:** “We received your application for [approved role title]. Receipt does not mean selection or an offer. The published role description explains the review process and any confirmed timing. Use [monitored contact] if you need to update or withdraw your application.”

**Provider confirmation:** “We received your service proposal. We will assess fit, qualifications, availability and commercial terms. This does not appoint you as a supplier or authorize any work, spending or access.”

**Creator-partner confirmation:** “We received your partnership enquiry. This is a service discussion, not an employment application or a promise of earnings. Scope, permissions, delivery availability, fees and any payment arrangements require separate agreement. Please do not send account credentials or private content.”

**Preview or failure:** A disconnected preview says, “Preview only — no information has been sent.” If storage or submission is unsuccessful or uncertain, say so and provide a retry-safe route; never display a receipt merely because a button was clicked. Receipt identifiers, email delivery and human review are separate facts. The implementation owner must verify retries, duplicate handling, accessible errors and notification failures before live collection.

## Ownership, privacy and withdrawal

The one assistant may maintain the approved register and arrange interviews within a bounded paid calendar. Until an assistant is appointed, SH01 must expressly own that work or assign another funded arrangement; the job title is not an available employee. SH02 coordinates workload where that function is assigned. Functional leads assess competence; SH01 or an authorized employer decision maker approves offers. SH06 records approved costs; independent finance review remains separate. Creator service-fit decisions belong to NV01 with qualified production/technical input.

Keep application/provider/creator records in a restricted approved system. Separate the general contact record from later sensitive vetting documents. Recruiters see only the information needed for coordination; assessors receive relevant job evidence; technical access to an applicant's accounts is not required. Track actual assignee, next action and backup. Do not expose applicant free text, attachments or identities in marketing analytics, public testimonials or broad shared inbox subjects.

Before publication, approve the retention schedule by record type and purpose, the candidate contact route, access owners and the process for corrections, withdrawal and deletion requests. All actual durations and contact details are **OPEN** until approved; do not promise immediate universal deletion or indefinite retention. A withdrawn application stops the relevant selection and optional follow-up. The records owner acknowledges the request, limits access, applies the approved retention/deletion rules and explains any records that must be retained. Backups and provider-held copies need inclusion in that process. Record the action without keeping unnecessary sensitive details.

## Material terms required before a specific posting or offer

Each row needs an actual decision owner, supporting reference, approval date and current status. **OPEN** means unresolved, not zero cost or unrestricted availability.

| Lane | Required concrete terms | Decision owner and present status |
| --- | --- | --- |
| One shared assistant | Actual employing entity; broad shared title; work location/remote/on-site requirements; employment or other assessed arrangement; approved pay basis/range; paid hours and coverage blocks; business versus personal-task allocation; supervisor; access limits; travel/expenses; anticipated staged start and conditions; paid backup. | SH01 with finance and appropriate adviser; all actual terms OPEN. One initial assistant, not one per brand. Planning hourly proxies are not public wages. |
| Drivers | Actual employer/operator; passenger-service duties; vehicle and location scope; required qualification/insurance verification; approved compensation basis and tips treatment; working/absence/lead arrangements; hours/windows; paid checks/training; start conditions and backup. | Transport lead and SH01 with finance/advisers; actual terms OPEN. Historical floor/fare-share scenarios are not approved offers. |
| Digital delivery and marketing staff | Entity; actual vacancy/function bundle; employee/provider arrangement; approved pay/fee; project/ongoing scope; location/hours; tools/licences; client access; IP/confidentiality; assessment payment; supervisor and independent QA; funded start. | Lucent functional owner and SH01; actual terms OPEN. Developer, designer, campaign and QA descriptions do not imply separate hires. |
| Creator-agency staff | Entity and genuine operational role; relationship/production/editing duties; arrangement; approved pay; hours/location/travel; access/content boundaries; permissions; paid assessment; supervisor; escalation and funded start. | NV01 and SH01 with qualified advisers; actual terms OPEN. Staff employment is separate from creator-partner business terms. |
| Professional providers | Contracting entity; bounded deliverables; accepted quote; availability/minimums/cancellation; expenses/equipment; insurance/credentials; data/IP access; acceptance and independent review; subcontracting and backup; payment timing. | Functional owner/procurement and authorized contracting decision maker; terms OPEN. No arrangement classification inferred from a vendor label. |
| Creator partners | Actual service-contracting entity; services and exclusions; authority/rights/consent; territory/site permissions; service fees; deliverables and acceptance; cancellation/refund; data/access; support/exit; any separately selected merchant and settlement arrangement. | NV01, authorized commercial owner and appropriate specialists; terms OPEN. No assumed payout percentage, guaranteed earnings or platform eligibility. |
| Cleaner and handyman carryforward | Part-time and own-car direction; actual employer/contracting entity and assessed arrangement; job area/hours; approved pay; travel time/operating costs/reimbursement; vehicle suitability/insurance; tools/supplies; qualified task limits; supervisor/backup and staged start. | Glean functional lead and SH01 with finance/advisers; direction recorded, actual commercial and operating terms OPEN. |

## Qualification and release stages

These are recruiting workflow labels, not canonical workspace task-completion states. Every transition keeps the dated evidence and accountable person; an unchecked condition remains a hold.

| Stage | Accountable owner | Evidence and permitted next step |
| --- | --- | --- |
| Publication ready | SH01 or delegated publication owner, with website/channel reviewer | Correct route relationship, truthful prelaunch wording, completed required material terms for a specific vacancy, privacy/retention/contact ownership, accessible working forms and channel suitability. Publish only the reviewed route; no offers or spend inferred. |
| Interest received and triage | Assigned recruitment coordinator and named backup | Verified receipt, correct lane, candidate preferences, permitted contact, relevant summary and next-action owner. Candidate may be contacted only through an authorized recruitment process. |
| Qualification assessment | Relevant competent functional lead | Job-relevant evidence and a recorded assessment method; paid assessment agreement before required productive or substantial trial work. No real customer work concealed as an application test. |
| Conditional shortlist | Authorized hiring or contracting decision maker | Evidence of fit, candidate availability/preferences, unresolved checks and expressly conditional terms. No unpaid exclusivity, guaranteed start or free standby. Candidate interest remains distinct from accepted paid capacity. |
| Paid readiness | Authorized decision maker with finance and operating lead | Approved engagement, actual funded paid checks/onboarding/training, required permissions/insurance, equipment/access and assigned supervisor/backup. Actual commitments need separate release authority; publication authorization alone is insufficient. |
| Work release | Authorized operating and finance owners within delegation | Cleared funding, supported demand or explicitly funded setup scope, accepted terms/start, qualified people, actual assets/access and calendar, customer readiness and incident/backup coverage. Only then schedule paid delivery; preserve all existing paid obligations. |

For the assistant, use a fictional prioritization/privacy scenario: a delayed trip, a client follow-up and a confidential document request compete. Assess escalation and record-handling decisions without exposing real customer data or assigning unpaid live coordination. For drivers, inspect relevant competence and arrange authorized licence/insurance/eligibility checks; any required practical assessment or training must be appropriately paid and authorized. Do not ask for a free real passenger trip.

For Digital roles, prefer relevant prior work and a discussion of authorship, constraints and quality. Any new substantive assessment needs an approved paid scope; an independent qualified reviewer assesses release quality rather than the candidate certifying their own delivery. For creator-agency staff and creator partners, discuss rights, scope, permission and realistic delivery boundaries using non-sensitive examples. A trial production, edit, account-management assignment or other actual work requires a separately agreed paid arrangement; an interest form does not authorize it.

## Creator-partner interest copy

**Explore a creator partnership with Novelle Veil.** We welcome service enquiries from independent adult creators about relationship coordination, production planning or editing. This is an adult-only service enquiry; eligibility and permissions are confirmed later through a protected process. Tell us your professional name, contact email, general location and service interests; a public portfolio link is optional. This is a potential commercial service relationship, not an employment opening. Services, delivery availability, permissions, fees and any payment-administration model require separate agreement. No audience, earnings, payout percentage or start date is promised. Do not send passwords, account codes, private content or identity documents. Review the enquiry privacy notice before submitting. [Approved receiving entity, monitored contact and privacy link must be completed before publication.]

## Part-time cleaner with own car

**Function profile:** GL04 delivery, accountable to the assigned Glean cleaning lead. Perform only accepted cleaning tasks with approved products, safe access and customer privacy; report damage, unsafe conditions and work outside scope. Qualification requires relevant practical evidence and job-specific training. Own-car suitability, insurance, travel arrangements, supplies and paid backup require verification. Review quality through the assigned independent process. Measures include accepted work, rework and reliable handover. Add capacity only against qualified workload and funded terms.

**Ready-to-fill copy:** “[Employer] seeks a part-time cleaner for [area/approved hours] at [approved pay and arrangement]. An eligible own car is required for [defined travel purpose]; [travel-time, operating-cost and reimbursement terms]. Duties include agreed cleaning, privacy-conscious access and reporting issues. [Qualifications, supplies and supervision]. Start is conditional on [funding/readiness conditions]. Apply through [reviewed route].” Do not publish the blanks or imply that vehicle costs are zero. [OWN-PRELAUNCH; ROLE-LIBRARY]

## Part-time handyman with own car

**Function profile:** GL10 qualified task delivery under GL09 or the assigned Glean service lead. Complete only authorized work within demonstrated competence and applicable permissions; stop for unsafe, structural, electrical or other excluded work. Record scope changes, materials and acceptance. Own-car use does not establish tool-carrying suitability, insurance or contractor status. Verify paid travel/expenses, tools, qualified backup and independent acceptance. Add capacity only when qualified jobs and funded coverage support it.

**Ready-to-fill copy:** “[Employer/contracting entity] seeks a part-time [specific handyman scope] in [area], with [approved pay/arrangement/hours]. Eligible own-car use is required for [travel purpose]; [vehicle operating-cost and reimbursement terms]. Work is limited to [supported tasks/exclusions]. [Qualifications, tools and supervision]. Staged start depends on [approved conditions]. Apply via [reviewed route].” Resolve all terms before publication. [OWN-PRELAUNCH; ROLE-LIBRARY]

Source basis: OWN-PRELAUNCH records the owner's narrow 2026 recruiting/interest objective, November funding expectation and retained baseline. ROLE-LIBRARY supplies existing duties and authority boundaries. CHANNELS records the coordinator's verified job-board restrictions; the publication owner must bind the actual final channel and posting. All flow design, forms content and assessment examples above are proposals for review, not implemented systems or actual recruiting actions.


# Current position directory 1

Descriptions are coverage profiles, not approved employees. Reporting is functional; confirm actual employer/contractor and authority separately. Independent reviewer roles retain direct governance escalation.

| ID | Position | Reports to | Profile reference |
| --- | --- | --- | --- |
| SH01 | Portfolio owner and governance authority | Governance | SH01 |
| SH02 | Shared operations lead | SH01 | SH02 |
| SH03 | Shared personal and business assistant | SH01 | SH03 |
| SH04 | Customer success and commercial coordination | SH02 | SH04 |
| SH05 | Shared dispatch and reservations coordinator | SH02 | SH05 |
| SH06 | Bookkeeping and payroll administrator | SH01 | SH06 |
| SH07 | Independent financial controller and review function | SH01 | SH07 |
| SH08 | Talent, recruiting and workforce coordinator | SH02 | SH08 |
| SH09 | Channel measurement and commercial reporting analyst | SH02 | SH09 |
| SH10 | Shared creative and brand content producer | SH02 | SH10 |
| SH11 | Procurement, equipment and asset coordinator | SH02 | SH11 |
| SH12 | Property, premises and access coordinator | SH02 | SH12 |
| SH13 | Financial planning and resource economics analyst | SH01 | SH13 |
| GL01 | Glean operating and service delivery lead | Initially assigned within GL09; later appointment separately approved | GL01 |
| GL02 | Route acquisition and customer transition lead | GL01 | GL02 |
| GL03 | Cleaning working lead | GL01 | GL03 |

Basis: POSITION library derived from R1, AUTO, GTM5, GATE and I2. Original sources remain authoritative for their facts.

# Current position directory 2

Descriptions are coverage profiles, not approved employees. Reporting is functional; confirm actual employer/contractor and authority separately. Independent reviewer roles retain direct governance escalation.

| ID | Position | Reports to | Profile reference |
| --- | --- | --- | --- |
| GL04 | Cleaning technician | GL03 | GL04 |
| GL05 | Lawn and grounds working lead | GL01 | GL05 |
| GL06 | Lawn and grounds technician | GL05 | GL06 |
| GL07 | Pool route service technician | GL01 | GL07 |
| GL08 | Pool equipment repair specialist | GL01 | GL08 |
| GL09 | Home Services Field Lead — Sales, Coordination & Handyman | SH01 initially; bounded SH02 coordination | GL09 |
| GL10 | Qualified home-service trades and installation provider | GL09 | GL10 |
| GL11 | Independent service quality assessor | GL01 | GL11 |
| AU01 | Automotive operations and fleet lead | SH02 | AU01 |
| AU02 | Service adviser and maintenance coordinator | AU01 | AU02 |
| AU03 | Maintenance and diagnostic technician | AU01 | AU03 |
| AU04 | Exotic and luxury vehicle diagnostic specialist | AU01 | AU04 |
| AU05 | Independent vehicle condition and purchase inspector | AU01 | AU05 |
| AU06 | Vehicle detail and preparation technician | AU02 | AU06 |
| AU07 | Vehicle porter and logistics operator | AU01 | AU07 |
| AU08 | Vehicle sourcing, buying and appraisal lead | AU01 | AU08 |

Basis: POSITION library derived from R1, AUTO, GTM5, GATE and I2. Original sources remain authoritative for their facts.

# Current position directory 3

Descriptions are coverage profiles, not approved employees. Reporting is functional; confirm actual employer/contractor and authority separately. Independent reviewer roles retain direct governance escalation.

| ID | Position | Reports to | Profile reference |
| --- | --- | --- | --- |
| AU09 | Vesper luxury and exotic automotive sales consultant | AU01 | AU09 |
| AU10 | Automotive deal, title and registration administrator | AU01 | AU10 |
| AU11 | Specialist cosmetic and vehicle enhancement provider | AU02 | AU11 |
| AU12 | Roadside, recovery and continuity coordinator/provider | AU01 | AU12 |
| OB01 | Transport operations and service lead | SH02 | OB01 |
| OB02 | Chauffeur and passenger-service driver | OB01 | OB02 |
| LU01 | Lucent delivery and project lead | SH02 | LU01 |
| LU02 | Website and application developer | LU01 | LU02 |
| LU03 | Product, website and interface designer | LU01 | LU03 |
| LU04 | Independent digital QA and security review | LU01 | LU04 |
| LU05 | Marketing strategist and commercial offer adviser | LU01 | LU05 |
| LU06 | Campaign, search and marketing delivery specialist | LU01 | LU06 |
| NV01 | Creator relationship and services lead | SH02 | NV01 |
| NV02 | Creator production and estate-session coordinator | NV01 | NV02 |
| NV03 | Photography and video production specialist | NV02 | NV03 |
| NV04 | Editor and post-production specialist | NV02 | NV04 |

Basis: POSITION library derived from R1, AUTO, GTM5, GATE and I2. Original sources remain authoritative for their facts.

# Position descriptions SH01 and SH02

## SH01  Portfolio owner and governance authority

Scope and reporting: Holding / shared services; Governance and reserved owner authority

Purpose: Prioritize businesses, capital and reserved decisions while making personal availability an explicit resource.

Core duties: Select bounded offers and delegate documented operating, commercial and spending limits. • Review portfolio constraints, funding proposals and material customer, asset or provider commitments. • Maintain a finite decision calendar and resolve conflicts between business priorities.

Authority and limits: Commit only within actual legal authority; no automatic technical approval, independent financial self-review or unlimited operational backfill.

Qualifications: Documented decision rights, understanding of portfolio obligations and willingness to obtain qualified legal, finance and technical advice.

Measures: Reserved decisions resolved within agreed windows • Owner operational backfill and unresolved dependencies • Commitments supported by documented authority and funding

Stage and sharing: Prepare onward; governance is assigned before commitments. No staffed CEO appointment or launch date is implied. May combine strategy and relationship development; personal activity and operating work remain separately scheduled.

Backup: Named authorized delegate for specified decisions; unavailable authority pauses the commitment rather than assuming assistant substitution.

Dedicated-role trigger: Delegate or add leadership when recurring decisions and operating escalation exceed declared owner time; any paid expansion needs a funded scope and owner/governing approval.

## SH02  Shared operations lead

Scope and reporting: Holding / shared services; Portfolio owner and governance authority (SH01)

Purpose: Coordinate capacity, cross-business handoffs and operational exceptions without replacing specialist delivery authority.

Core duties: Maintain person, provider and asset capacity plans with business leads. • Resolve competing queues, missed handoffs and repeated founder rescue; assign corrective owners. • Run operating reviews covering service quality, backup, sites and unresolved readiness gates.

Authority and limits: May coordinate within approved scope and suspend unsupported assignments; cannot override technical holds or authorize unapproved spending.

Qualifications: Multiservice scheduling, documented escalation, vendor coordination and practical capacity analysis; brand-specific limits learned before assignment.

Measures: Uncovered service windows • Repeated scheduling conflicts • Corrective actions closed with supporting evidence

Stage and sharing: Prepare coordination coverage; lean duties may be bounded owner/shared assignments. Protect dedicated time as complexity grows. Shared across companies; business leads retain quality, technical and customer-delivery responsibility.

Backup: Paid qualified operations delegate with current queues, escalation records and authority limits; founder only within reserved hours.

Dedicated-role trigger: Persistent cross-company incidents, supervision demands or unresolved capacity conflicts justify dedicated leadership. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions SH03 and SH04

## SH03  Shared personal and business assistant

Scope and reporting: Holding / shared services; Portfolio owner and governance authority (SH01)

Purpose: Reduce missed administration and owner coordination while protecting live-service coverage and private information.

Core duties: Maintain launch tracker, deadlines, approved follow-ups and a concise decision briefing. • Coordinate calendars, documents, vendor comparisons, applicants, receipts and approved routine customer messages. • Arrange personal logistics within agreed limits and record business versus personal time separately.

Authority and limits: Prepare and follow up only within delegated limits; no pricing exceptions, hiring offers, payment approval, technical release or economic gate decisions.

Qualifications: Reliable records, prioritization, discretion, approved-system skills and clear escalation; training before customer booking tasks.

Measures: Overdue approved follow-ups • Observed owner coordination time released • Response misses and conflicts during assigned coverage

Stage and sharing: Prepare: bounded paid setup blocks only if separately funded. Lean support may continue without implying a full-time role. Serves active businesses through tagged queues; errands and meetings cannot coexist with promised live dispatch.

Backup: Named paid assistant/administrator with minimum necessary access; live dispatch transfers to trained coverage.

Dedicated-role trigger: Expand hours when persistent coordination backlog and measured workload support it; initial pre-revenue scope needs a capped funded allocation, while subsequent dedicated expansion follows proposed GATE review.

## SH04  Customer success and commercial coordination

Scope and reporting: Holding / shared services; Shared operations lead (SH02)

Purpose: Own enquiry progression and customer follow-up across distinct brand pipelines.

Core duties: Qualify needs, record permissions and schedule discovery with the correct specialist. • Prepare approved proposals, follow quotes, coordinate onboarding and keep customer commitments visible. • Coordinate completion, renewal and collection follow-up; resolve issues before relevant additional offers.

Authority and limits: Use approved terms and released capacity; technical estimates, exceptional pricing, credits and payment approvals remain with authorized specialists.

Qualifications: Consultative communication, CRM discipline, service-boundary knowledge and ability to separate earned work from pipeline interest.

Measures: Qualified enquiries reaching supported proposals • Follow-up backlog and response reliability • Accepted delivery and retention by service cohort

Stage and sharing: Prepare scripts and pipelines; lean commercial coverage may be combined with administration in protected blocks. Initially Home Services sales and substantive proposal follow-up sit within the one GL09 Field Lead clock; SH03 supports routine intake/records in its own shared paid allocation. This creates no separate initial Home sales employee. Substantive automotive, technical and creator consultations retain qualified owners and separate access.

Backup: Trained paid commercial substitute with current commitments; consultations rescheduled if protected coverage is unavailable.

Dedicated-role trigger: Long consultations, renewals or proposal backlog repeatedly conflict with dispatch or delivery coordination. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions SH05 and SH06

## SH05  Shared dispatch and reservations coordinator

Scope and reporting: Holding / shared services; Shared operations lead (SH02)

Purpose: Match supported jobs and rides to available qualified people and suitable ready assets.

Core duties: Check scope, skill, location, duration, travel, turnaround and backup before reserving a window. • Confirm appointments and track Glean jobs, Obsidian trips and automotive handovers in separate queues. • Handle routine delays and escalate absences, vehicle defects or simultaneous exceptions to accountable leads.

Authority and limits: Book only released capacity under approved terms; cannot clear mechanical holds, promise unsupported services or substitute unqualified workers.

Qualifications: Multiqueue scheduling, accurate communications, conflict recognition and business-specific incident/runbook training.

Measures: Missed response or pickup commitments • Uncovered or conflicting reservations • Exception handoff and recovery performance

Stage and sharing: Prepare calendars and escalation; paid live coverage exists before accepted jobs or rides. Added shifts are separate decisions. Cross-business booking is shareable; live windows are protected from errands, driving, sales meetings and technical project work.

Backup: Named trained paid dispatcher or approved provider during all offered windows; narrow service if unavailable.

Dedicated-role trigger: Concurrent exceptions, longer hours or persistent response failures exceed supported shared windows. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## SH06  Bookkeeping and payroll administrator

Scope and reporting: Holding / shared services; Portfolio owner and governance authority (SH01)

Purpose: Maintain accurate entity records and payment/payroll preparation for the group.

Core duties: Record invoices, receipts, collections, liabilities and supporting documents by entity and service. • Prepare payroll inputs, approved time allocations, supplier payments and aged receivable follow-up. • Reconcile records and route discrepancies, tax inputs and proposed adjustments to independent review.

Authority and limits: Prepare records and reconciliations; cannot independently approve own transactions or treat intercompany transfers as external group sales.

Qualifications: Bookkeeping competence, payroll-input discipline, entity attribution and protected financial-system access; specialist advice for unfamiliar obligations.

Measures: Close completeness and unresolved differences • Payroll/input corrections • Age of missing documentation and receivables

Stage and sharing: Prepare chart/records; fractional paid coverage before financial activity. Expand with transaction complexity. Common processes serve all entities while accounts, payers, permissions and actual employment arrangements stay distinct.

Backup: Qualified paid bookkeeper/provider with documented access and handover; independent reviewer remains separate.

Dedicated-role trigger: Transaction volume, reconciliation delays or payroll errors exceed reliable fractional capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions SH07 and SH08

## SH07  Independent financial controller and review function

Scope and reporting: Holding / shared services; Portfolio owner and governance authority (SH01)

Purpose: Provide independent financial approval and challenge rather than self-certification of prepared records.

Core duties: Review payment, refund, write-off, reconciliation and related-party exceptions under delegated policy. • Check contribution, obligations and cash evidence underlying proposed resource commitments. • Document findings, approval limits, unresolved items and escalation to governance or specialist advisers.

Authority and limits: Approve only delegated matters; must be a distinct qualified reviewer of the work examined and cannot review own preparation or approval.

Qualifications: Appropriate accounting/control expertise, independence for the transaction and documented decision authority; external professional coverage where needed.

Measures: Unresolved control exceptions • Transactions with valid independent review • Gate submissions rejected or corrected before commitment

Stage and sharing: Prepare controls; paid independent coverage before relevant transactions. Fractional provision is a coverage hypothesis. May serve multiple entities but independence is checked per transaction, not inferred from employer or title.

Backup: Another distinct qualified paid reviewer/provider; approvals wait if independence or authority is absent.

Dedicated-role trigger: Control complexity, transaction risk or review backlog requires additional specialist attention. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## SH08  Talent, recruiting and workforce coordinator

Scope and reporting: Holding / shared services; Shared operations lead (SH02)

Purpose: Build a traceable candidate/provider pipeline and maintain workforce administration.

Core duties: Translate approved role scopes into accurate candidate or provider briefs and route recruitment materials for approval. • Coordinate applications, structured screening, reference/credential evidence and qualified lead assessments. • Maintain onboarding, training, renewal and absence records with actual employer/provider ownership.

Authority and limits: Coordinate process; no hiring commitment, classification determination, qualification waiver or access to unrelated creator records.

Qualifications: Recruiting operations, privacy-conscious records, structured assessment and ability to distinguish employees, providers and creator clients.

Measures: Qualified candidates reaching assessment • Time blocked by missing onboarding evidence • Renewal and training records current before assignments

Stage and sharing: Prepare workforce inventory; lean administration may sit with PA or a paid provider, with qualified assessors reserved. Share recruitment logistics across businesses; specialist competence decisions remain with each delivery lead.

Backup: Trained paid administrator plus relevant technical assessor; no unassessed candidate covers a service gap.

Dedicated-role trigger: Persistent recruiting/onboarding backlog or workforce renewal risk exceeds shared capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions SH09 and SH10

## SH09  Channel measurement and commercial reporting analyst

Scope and reporting: Holding / shared services; Shared operations lead (SH02)

Purpose: Connect acquisition activity to comparable customer and delivery outcomes without claiming economic approval authority.

Core duties: Maintain brand/service/cohort definitions and link enquiries, proposals, accepted work, earned revenue and cleared collections. • Report channel spend, attribution overlap, retention, cancellations and delivery workload with denominators and pending outcomes. • Reconcile source records with finance; flag broken tracking, privacy limits and unsupported performance claims.

Authority and limits: Own data preparation and reporting quality; finance determines contribution and acquisition limits, while authorized owners approve spending and expansion.

Qualifications: Analytics/CRM competence, cohort and attribution reasoning, privacy-aware tracking and ability to distinguish observed results from causal lift.

Measures: Record linkage and reconciliation completeness • Mature cohorts with consistent definitions • Reporting exceptions and unresolved attribution overlap

Stage and sharing: Prepare definitions before campaigns; lean reporting may be scoped specialist support with trained assistant data collection. Share methods across brands; protect separate creator/client access and never credit inherited Glean revenue to new advertising.

Backup: Qualified paid analyst with documented definitions and source access; pause conclusions when data fail.

Dedicated-role trigger: Multiple channels, cohorts or data-quality failures overwhelm reliable shared reporting. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## SH10  Shared creative and brand content producer

Scope and reporting: Holding / shared services; Shared operations lead (SH02)

Purpose: Produce accurate approved portfolio content while reserving capacity for external client work.

Core duties: Translate authorized briefs into copy, graphics, photography coordination and reusable brand assets. • Maintain consent, factual review, revision history and delivery calendars across internal requests. • Coordinate listings and recruitment content with subject specialists; hand off approved assets to authorized publishers.

Authority and limits: Produce drafts and approved assets; no invented proof, unapproved publication, unrestricted creator reuse or technical service promises.

Qualifications: Content/design production, brand consistency, rights-aware asset handling and scope/revision discipline.

Measures: Approved assets delivered on time • Rework from factual or brief errors • Internal hours versus reserved production capacity

Stage and sharing: Prepare core evidence and offer assets; lean coverage may use scoped paid specialists. Internal work is scheduled. Can overlap Lucent design or Novelle production skills only with verified competence, consent and nonconflicting calendars.

Backup: Briefed paid creative provider with authorized assets and access; reduce publication commitments if unavailable.

Dedicated-role trigger: Recurring portfolio output competes with client deadlines or specialist quality needs. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions SH11 and SH12

## SH11  Procurement, equipment and asset coordinator

Scope and reporting: Holding / shared services; Shared operations lead (SH02)

Purpose: Coordinate approved supplies and equipment without duplicating purchases or assuming interchangeable assets.

Core duties: Maintain asset, stock, supplier, custody and maintenance-support records. • Compare scoped quotes and prepare orders, returns and handovers for authorized approval. • Check reservations and flag unsuitable loads, missing kits, shortages or competing uses.

Authority and limits: Coordinate approved purchasing only; technical suitability, financing, vehicle release and material spending require designated authorities.

Qualifications: Inventory/logistics discipline, vendor comparison and understanding of task-specific equipment and custody requirements.

Measures: Stockouts and missing or conflicting kits • Purchase records and custody completeness • Unplanned equipment downtime affecting service

Stage and sharing: Prepare asset inventory; lean coverage may combine with operations or trained administration. Share administrative purchasing; passenger vehicles, work vehicles, pool chemicals and production equipment retain different suitability rules.

Backup: Trained paid asset custodian with access and handover records; qualified leads confirm substitutions.

Dedicated-role trigger: Repeated shortages, supplier follow-up or asset conflicts displace core operations. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## SH12  Property, premises and access coordinator

Scope and reporting: Property / shared site support; Shared operations lead (SH02)

Purpose: Keep approved offices, vehicle storage and production spaces usable during actual operating windows.

Core duties: Maintain site bookings, keys, access, equipment custody and vendor arrangements. • Coordinate cleaning, faults, security and physical handovers around trips, viewings and production. • Record permitted uses and escalate congestion, access gaps or unsuitable work areas before commitments.

Authority and limits: Coordinate approved use; cannot grant lease rights, production permission, workshop suitability or continuous on-site coverage by title.

Qualifications: Site logistics, secure access records, contractor coordination and recognition of physical-presence requirements.

Measures: Ready rooms/bays at scheduled handover • Access or custody incidents • Fault and turnaround delays

Stage and sharing: Prepare suitable access and vendors before use; lean may be shared/PT coordination with paid physical support. Administrative calendars can combine; remote coordination does not supply a porter, cleaner, security officer or host.

Backup: Named paid keyholder and appropriate cleaning/security/maintenance providers within verified access windows.

Dedicated-role trigger: Overlapping late transport, workshop, retail and shoot requirements exceed existing site/time capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions SH13 and GL01

## SH13  Financial planning and resource economics analyst

Scope and reporting: Holding / shared services; Portfolio owner and governance authority (SH01)

Purpose: Compare funded resource alternatives using complete cost, capacity and cash evidence.

Core duties: Translate observed work, actual quotes and supported schedules into shared/provider/dedicated alternatives. • Reconcile incremental costs, removed costs, transition overlap, owner obligations and entity/group cash once. • Prepare transparent sensitivities and hiring-gate evidence; distinguish forecasts, earned contribution and available cash.

Authority and limits: Calculate and recommend; cannot approve own model review, funding, hiring or treat policy hypotheses as adopted thresholds.

Qualifications: Financial modeling, cash timing, contribution analysis and auditable source/version control; independent review of material calculations.

Measures: Unresolved input and reconciliation gaps • Forecast versus actual cost/capacity variance • Alternatives reviewed with complete obligations and cash timing

Stage and sharing: Prepare comparison capability before resource commitments; lean provision can be a scoped qualified adviser. Shared across entities; source collection may use the assistant while methods and economic conclusions remain qualified finance work.

Backup: Qualified paid finance professional with preserved model versions and independent reviewer.

Dedicated-role trigger: Repeated decisions, complex inventory or resource scenarios exceed available finance capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## GL01  Glean operating and service delivery lead

Scope and reporting: Glean service-continuity function. At the initial stage, competent coordination duties are assigned within GL09 Home Services Field Lead reporting to SH01; any later dedicated GL01 appointment has an explicitly approved reporting line coordinated with SH02.

Purpose: Own service continuity, qualified delivery and capacity across cleaning, lawn, home services and pool care.

Core duties: Define actual service menus, routes, supervision and acceptance requirements with qualified leads. • Coordinate acquired-route continuity and resolve complaints, rework or staffing gaps before promotion. • Review travel, workload, quality and backups; authorize supported service assignments and escalate specialist work.

Authority and limits: Control delivery within approved scope; no acquisition commitment, blanket cross-trade qualification or unsupported bundle promise.

Qualifications: Home-service operations, route planning, customer recovery and ability to assess or obtain appropriate technical supervision.

Measures: Due-service completion and retained acquired customers • Rework/complaints by service • Uncovered qualified crew or supervisor windows

Stage and sharing: Initial Glean continuity and provider coordination may be assigned within the one GL09 paid duty clock; this is not a separate initial Glean manager. Qualified provider businesses supply most technical delivery and supervision. Reserve distinct independent acceptance where required. A later dedicated GL01 role needs supported workload, funded full costs and a revised allocation that removes transferred duties from GL09. A route acquisition is conditional, not a prerequisite for supported organic jobs.

Backup: Named qualified paid service lead and crew/provider relief by service, not generic founder cover.

Dedicated-role trigger: Route volume, multiple services or simultaneous projects overwhelm reliable working-lead coverage. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions GL02 and GL03

## GL02  Route acquisition and customer transition lead

Scope and reporting: Glean; Glean operating and service delivery lead (GL01)

Purpose: Protect what is actually acquired and retain customer trust through the handover.

Core duties: Document proposed account scope, seller support, staff/equipment participation and transfer/data-use dependencies for qualified review. • Coordinate agreed seller introductions, customer choices, existing scope, first visits and unresolved issues. • Preserve opening cohort records and hand off retained customers to service and account owners before optional cross-selling.

Authority and limits: Coordinate diligence and transition; owner/advisers approve purchase and permissions, finance evaluates economics, service leads confirm capacity.

Qualifications: Customer-transition management, diligence documentation, sensitive-data handling and route/service knowledge.

Measures: Opening-cohort introductions and confirmed service • First due service delivered/paid and cancellations • Outstanding transition issues before additional offers

Stage and sharing: Prepare before any acquisition; bounded paid transition coverage begins before customer transfer and first visits. May pair acquisition research with coordination; seller liaison cannot replace independent financial or permission review.

Backup: Named paid transition deputy with issue register and approved contact routes; service owner retains continuity.

Dedicated-role trigger: Overlapping transactions/cohorts or persistent customer issues exceed protected transition capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Edition 10 forecast overlay: Plan paid GL02 coverage for each scheduled cleaning, lawn and pool route case: diligence and adviser/seller coordination before closing, permission/closing dependencies, transition, customer retention, service/data handover, first due visits and callback follow-up. Reserve a named paid deputy. This time cannot be freely absorbed into SH03 or the GL09 hybrid calendar; if the actual person is shared, remove their GL02 allocation from other available work. Separate seller/provider included work from internal coordination and advisers; do not duplicate an employee crew charge for provider-covered visits. Dates, account counts and quantitative resource/cost assumptions remain the sole modeler's labelled inputs. Actual purchases and transfer rights still require release evidence. Basis: OWN-FORECAST-ALL and DEFAULT-D3.

## GL03  Cleaning working lead

Scope and reporting: Glean; Glean operating and service delivery lead (GL01)

Purpose: Lead cleaning delivery, methods and coaching while performing explicitly scheduled productive work.

Core duties: Brief cleaners on agreed scope, access, products and customer-specific constraints. • Coordinate job sequencing, supplies, travel and safe task escalation within competence. • Document completion, defects and coaching needs; arrange a distinct checker where required.

Authority and limits: Direct authorized cleaning work; cannot approve own crew job as its independent checker or accept unrelated technical tasks.

Qualifications: Demonstrated cleaning methods, product/surface compatibility, customer-property care and practical team instruction.

Measures: Checklist and customer-scope adherence • Rework by task type • Crew timing and coaching exceptions

Stage and sharing: Lean: qualified paid lead coverage before accepted cleaning jobs; working-lead time includes instruction and travel. Lead and cleaning technician duties may combine; supervision time is reserved, not added invisibly to output.

Backup: Qualified paid cleaning lead with known customer constraints and access permissions.

Dedicated-role trigger: Multiple crews, training demands or service failures exceed working-lead attention. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

Edition 10 forecast overlay: DEFAULT_HYPOTHESIS is one crew per 40–45 recurring accounts, a low-confidence benchmark rather than guaranteed capacity, fixed crew headcount or automatic hiring threshold. Define account scope, service frequency, job size, due visits, route/travel/access, crew composition, productive/nonproductive paid time, training/PTO/relief and callbacks; distinguish elapsed crew duration from aggregate person-hours. The modeler tests benchmark and workload sensitivities. Provider-first delivery continues; do not add employee crew costs for the same provider-covered work. Plan funded additional qualified capacity when demand supports it and disclose unmet demand; this benchmark is not a permanent account cap. Basis: DEFAULT-D3; actual terms and calendars unknown.

# Position descriptions GL04 and GL05

## GL04  Cleaning technician

Scope and reporting: Glean; Cleaning working lead (GL03)

Purpose: Deliver agreed cleaning services consistently and report changes without expanding scope informally.

Core duties: Complete authorized room/task checklists with suitable products and equipment. • Protect keys, access information and customer property; record damage or conditions needing escalation. • Report time, completion and customer-raised needs to the lead without pressure or automatic cross-selling.

Authority and limits: Perform trained released tasks; stop unsuitable work and obtain instructions rather than promise additional services.

Qualifications: Observed cleaning competence, product/surface awareness, reliability and applicable customer-entry screening/training.

Measures: Agreed tasks completed accurately • Rework and property-care incidents • Actual job/travel time versus supported plan

Stage and sharing: Lean: qualified paid crew/provider capacity before accepting jobs; no free trial delivery assumption. May cover compatible sites and approved cleaning of portfolio premises; specialty vehicle or construction work requires separate competence.

Backup: Qualified paid cleaner/provider with job brief and permitted access.

Dedicated-role trigger: Recurring retained routes or supported bookings exceed available qualified hours after route improvements. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## GL05  Lawn and grounds working lead

Scope and reporting: Glean; Glean operating and service delivery lead (GL01)

Purpose: Coordinate route-based lawn work, equipment and task-specific supervision.

Core duties: Plan crew sequence, travel, equipment and site constraints for approved lawn scopes. • Coach operators, inspect work within authority and escalate unfamiliar treatments or specialist tasks. • Record weather/access disruptions, defects, maintenance needs and customer concerns.

Authority and limits: Direct demonstrated lawn tasks; cannot infer irrigation, chemical treatment or tree-work qualifications, or independently check own crew job.

Qualifications: Grounds methods, equipment operation, site assessment and working supervision; specialist credentials verified for selected tasks.

Measures: Route/service completion and quality • Equipment downtime and preventable damage • Weather or access exceptions recovered within supported windows

Stage and sharing: Prepare scope and equipment; lean paid working-lead coverage before lawn service or acquired-route handover. May perform productive grounds work with supervision time reserved; route admin can be shared.

Backup: Qualified paid grounds lead/provider with equipment access and current route constraints.

Dedicated-role trigger: Multiple crews, equipment complexity or persistent supervision conflicts require protected lead time. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions GL06 and GL07

## GL06  Lawn and grounds technician

Scope and reporting: Glean; Lawn and grounds working lead (GL05)

Purpose: Perform the selected lawn-maintenance scope using suitable equipment and documented methods.

Core duties: Complete authorized mowing, edging, blowing and selected trimming/cleanup tasks. • Inspect assigned equipment and report defects, access issues or property damage. • Record task/travel time and customer-raised requests for qualified follow-up.

Authority and limits: Operate only equipment and tasks for which trained; no unapproved chemicals, tree work, irrigation repair or additional-service diagnosis.

Qualifications: Demonstrated equipment and task competence, property care and required protective-method training.

Measures: Scope adherence and rework • Equipment/property incidents • Route time and task completion records

Stage and sharing: Lean: paid qualified labor and equipment before accepted service; service list determines actual qualifications. Can share qualified lawn routes and compatible cleanup assignments; cleaning or pool competence is not assumed.

Backup: Qualified paid grounds worker/provider with appropriate equipment and brief.

Dedicated-role trigger: Retained routes and supported recurring demand exceed available qualified hours after scheduling improvements. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## GL07  Pool route service technician

Scope and reporting: Glean; Glean operating and service delivery lead (GL01)

Purpose: Deliver the defined recurring pool-care scope with documented condition and escalation records.

Core duties: Perform authorized cleaning, testing and treatment tasks using verified methods and task competence. • Record readings, products, service condition and equipment concerns for the responsible lead. • Protect chemical storage/transport and refer repair or unsafe-condition decisions to qualified specialists.

Authority and limits: Work only within verified service scope; route assignment does not establish chemical, repair or professional authority.

Qualifications: Pool-specific service competence, chemical/equipment handling and applicable training or credentials for actual work.

Measures: Complete reliable service records • Repeat issues and escalated defects • Route completion and safe handling exceptions

Stage and sharing: Prepare qualified provider and methods; paid technical coverage before offering pool service. Shared booking and routing are possible; pool work is not interchangeable with lawn or household cleaning.

Backup: Qualified paid pool-service technician/provider with service history and suitable equipment.

Dedicated-role trigger: Recurring pool service and route density support more regular coverage without weakening backup or quality. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions GL08 and GL09

## GL08  Pool equipment repair specialist

Scope and reporting: Glean; Glean operating and service delivery lead (GL01)

Purpose: Diagnose and repair selected pool equipment within demonstrated technical authority.

Core duties: Assess reported faults and define repair scope, parts and any specialist dependencies. • Perform approved work and documented testing using appropriate isolation and equipment. • Explain operating limits, unresolved issues and return-to-service evidence to the lead/customer owner.

Authority and limits: Approve technical findings only within actual competence; no implied electrical, plumbing or other regulated-work authority.

Qualifications: Equipment-specific diagnostic and repair skills plus credentials/permissions applicable to selected tasks.

Measures: Diagnosis and test record completeness • Repeat faults or rework • Repair turnaround and parts delays

Stage and sharing: Lean only when repair is offered: qualified paid specialist/provider arranged before acceptance. Provider coverage may serve several customers; route technicians handle only independently qualified repair tasks.

Backup: Another qualified repair provider; hold affected equipment/work until supported coverage exists.

Dedicated-role trigger: Repeated suitable repair demand and provider-delay evidence justify dedicated capability after full tool/coverage costs are compared. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## GL09  Home Services Field Lead — Sales, Coordination & Handyman

Scope and reporting: Home Services group across Glean, Simply Tech and Pitstop Mobile Auto; reports to SH01 Owner/CEO for the initial assignment and coordinates bounded shared resources with SH02. Stable GL09 ID replaces the earlier Glean-only project/estimating assignment.

Purpose: Generate and progress supported Home Services opportunities, coordinate qualified delivery and perform permitted competent handyman work within one paid calendar.

Core duties: Daily: qualify customer needs across Home Services, record consent and service/brand tags, prepare site visits and authorized estimate inputs, follow approved proposals and exercise only delegated closing authority. • Coordinate provider availability, access, material needs, travel, changes, completion records and customer follow-up. • Deliver only the accepted handyman task subset within verified competence and authority; stop and refer specialist/regulated work through the appropriate contracting structure. • Weekly: reconcile the complete duty calendar, unresolved quotations, callbacks, provider/backup coverage and deferred or lost work. • Monthly: supply actual time, workload, quality and cost records to the financial owner for the next capacity decision.

Authority and limits: May qualify enquiries, arrange supported work and suspend unsupported commitments within delegated limits. May not offer, bid, contract or perform regulated work without the required business/person authority; provider licensing does not automatically authorize our contracting entity. No universal trade, mechanical or technology authority, unapproved pricing/spend/hire decision or independent acceptance of own work. PM01, ST01 and qualified Glean technical actors retain their scope; GL11 or relevant independent reviewer remains separate.

Qualifications: Consultative sales and follow-up, practical estimating and change control, provider/site coordination and demonstrated task-specific handyman competence. Verify actual qualifications, insurance, transport suitability and any required license/permission for the selected duties before assignment. Train on brand boundaries, contract/principal versus customer-direct arrangements, job records, privacy, incident escalation, technical holds and independent acceptance.

Measures: Supported enquiries progressing to approved proposals and delivered work • Quote/follow-up backlog • Appointment reliability and travel conflicts • Paid time by sales, coordination, travel, handyman and support duty • Customer callbacks/rework and unresolved defects • Deferred/lost/referred work and reasons. No numerical targets are approved here.

Stage and sharing: One potential retained person initially; evaluate a capped part-time employee arrangement appropriate to the actual duties, with full-time considered only when supported workload and funded costs justify it. A genuine third-party coordination service is an alternative only after actual scope/classification review. GL01 Glean continuity, SH04 Home follow-up and permitted GL10 handyman work are duty tags in this same clock, not additional headcount or capacity. Most delivery remains qualified per-job provider work. Protect customer appointments and travel; more selling/coordination reduces handyman hours. Actual person, employer/payer, compensation, hours, allocation and start date remain UNSET.

Tools and transport: Approved CRM/booking records, scope/quote templates, task-appropriate tools/PPE, site/access records and suitable paid transport. Apply the three-active-service-month plus supported workload/full-cost contribution/funded-reserve test before a dedicated non-lawn/pool vehicle; interim provider/own-car mileage, travel and rental/delivery costs remain paid. Required lawn/pool transport is separately funded.

Backup: Named paid qualified alternate for the actual sales/coordination windows and appropriate provider relief for delivery. Share current job scope, changes, customer commitments and authority limits. SH03 can rearrange approved appointments and records but cannot replace technical authority. Reschedule or narrow scope where qualified coverage is absent; no free or unlimited founder standby.

Dedicated-role trigger: Add protected hours or separate sales, coordination or handyman capacity only when the particular duty causes evidenced coverage/quality/workload constraints and full contribution/cash supports the exact arrangement. When splitting duties, remove their allocation from the original clock. Later GL01 or specialist appointments are not automatic. Existing numerical GATE settings remain proposals; actual engagement and expansion require owner release.

Basis: OWN-HYBRID and OWN-INTEGRATED, October 26 2026; FL-CONTRACT and FL-DBPR for the scope boundary. Proposed initial position; no actual hire, quote, pay rate or operating authority established.

# Position descriptions GL10 and GL11

## GL10  Qualified home-service trades and installation provider

Scope and reporting: Qualified Home-service task delivery coordinated by GL09 Home Services Field Lead or the assigned qualified service lead; third-party technical/employment authority follows the actual agreement, not an internal employee reporting assumption.

Purpose: Deliver the specific repair, installation or specialist task selected in an approved project.

Core duties: Validate the task, site conditions, specification and evidence required before work. • Perform only authorized skilled work and document materials, changes and technical concerns. • Provide test/inspection records and remedy confirmed defects within the agreed scope.

Authority and limits: Task-specific authority only; carpentry, bathroom work, electrical, plumbing, roofing and irrigation are distinct capabilities, not a universal trade role.

Qualifications: Demonstrated selected-trade competence and actual licensing, insurance or certification where required; scope-specific equipment and supervision.

Measures: Technical acceptance and rework • Scope/change documentation • On-time qualified task handovers

Stage and sharing: Qualified independent provider businesses per accepted job are the default for most initial Home delivery; no employee crew per trade is assumed. Only permitted competent handyman tasks may be assigned to the retained GL09 person within that same clock, never as an additional full GL10 capacity. Later employee or reserved-provider capacity requires funded full costs and actual scope/classification review. Before offered specialist work, verify qualified delivery, appropriate business contracting authority and paid backup. Historical franchise specialties do not define current Glean services.

Backup: Equivalent qualified paid specialist; reschedule or defer unsupported work rather than rotate a generic worker.

Dedicated-role trigger: Sustained demand in a defined trade supports employment or reserved provider capacity after full costs and supervision are reviewed. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## GL11  Independent service quality assessor

Scope and reporting: Glean; Glean operating and service delivery lead (GL01)

Purpose: Provide credible task-specific quality checks without conflicted self-inspection.

Core duties: Check authorized completed work against scope and relevant technical criteria. • Record defects, evidence and escalation to the responsible service/project lead. • Verify corrective work and feed recurring issues into training and customer recovery.

Authority and limits: Cannot independently check a job on which the assessor crewed; no authority beyond demonstrated task competence or delegated inspection scope.

Qualifications: Service-specific assessment skills, independence for the job and knowledge of escalation boundaries.

Measures: Checks completed by eligible distinct assessors • Defects corrected with evidence • Recurring failure patterns resolved

Stage and sharing: Prepare checking rules; qualified paid checking coverage exists when required from first delivery. May be a separately assigned qualified worker or provider; shared records do not imply cross-trade certification.

Backup: Distinct qualified paid assessor; readiness remains unresolved if no eligible checker is available.

Dedicated-role trigger: Check backlog, simultaneous jobs or recurring defects exceed eligible reserved assessment time. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions AU01 and AU02

## AU01  Automotive operations and fleet lead

Scope and reporting: Motors & Fleet; Shared operations lead (SH02)

Purpose: Own the vehicle lifecycle across working fleet and retail stock while protecting distinct asset purposes.

Core duties: Maintain VIN, ownership, funding, custody, intended-use and readiness records. • Coordinate maintenance, providers, replacements and availability with Obsidian, Glean and retail sales. • Resolve downtime, handover and disposal conflicts; reserve qualified inspections and approval evidence.

Authority and limits: Coordinate within approved limits; no technical hold override, autonomous acquisition or simultaneous retail/passenger commitment for one vehicle.

Qualifications: Fleet lifecycle, vendor management, custody controls and ability to obtain make-specific technical advice.

Measures: Ready suitable assets against commitments • Overdue maintenance and unresolved defects • VIN/custody/status record accuracy

Stage and sharing: Prepare before vehicle commitment; lean lead may combine coordination duties with protected paid time. Share lifecycle oversight across fleet/retail; live transport and sales appointments require separate coverage when conflicting.

Backup: Qualified paid automotive delegate with current status and escalation records; technical providers retain release authority.

Dedicated-role trigger: Vehicle/transaction activity or repeated readiness failures exceed combined lead capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## AU02  Service adviser and maintenance coordinator

Scope and reporting: Motors & Fleet; Automotive operations and fleet lead (AU01)

Purpose: Keep work orders, vendors and repair evidence moving without acting as an unqualified mechanic.

Core duties: Create service/recon work orders, collect quotes and route authorization. • Track parts, vendor appointments, warranty/recall inquiries and anticipated downtime. • Collect technical completion evidence and coordinate custody, readiness updates and customer/internal handovers.

Authority and limits: Coordinate approved service; cannot diagnose beyond competence, approve own spending or release a vehicle without qualified evidence.

Qualifications: Automotive service communication, work-order discipline, parts/vendor coordination and technical escalation knowledge.

Measures: Open work-order age • Delay caused by missing approvals or parts • Service history and release-document completeness

Stage and sharing: Lean duty can sit with fleet lead plus trained administration; paid coordination precedes workshop commitments. Serve operating fleet and retail recon with separate job records; share appointment administration.

Backup: Trained paid adviser/lead with open work orders and provider contacts.

Dedicated-role trigger: Repair queues and vendor follow-up repeatedly reduce fleet availability or retail readiness. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions AU03 and AU04

## AU03  Maintenance and diagnostic technician

Scope and reporting: Motors & Fleet; Automotive operations and fleet lead (AU01)

Purpose: Perform the approved routine service and mechanical repair scope on actual vehicle makes/systems.

Core duties: Inspect authorized conditions, diagnose within competence and document scope/parts requirements. • Carry out approved maintenance or repairs using suitable tools and work location. • Test work, record findings and escalate specialist or unresolved faults before readiness decisions.

Authority and limits: Technical authority is limited to verified competence; no blanket exotic capability, spending approval or unsafe mobile-work assumption.

Qualifications: Make/task-specific mechanical and diagnostic skill, suitable equipment access and credentials/permissions for actual work.

Measures: Repair/test record completeness • Repeat repairs and defects • Supported repair turnaround

Stage and sharing: Paid qualified provider capacity before service need; internal employment/bay is a later option, not implied launch staffing. Routine work may serve fleet and retail recon; shop and mobile tasks have different site/equipment requirements.

Backup: Qualified paid workshop/mobile provider appropriate to the fault; hold unavailable vehicles.

Dedicated-role trigger: Addressable recurring work and downtime justify full internal tools, site, supervision and relief costs. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## AU04  Exotic and luxury vehicle diagnostic specialist

Scope and reporting: Motors & Fleet; Automotive operations and fleet lead (AU01)

Purpose: Provide vehicle-specific expertise for complex luxury/exotic systems and manufacturer-process work.

Core duties: Assess make/model service evidence and diagnostic requirements before accepting the job. • Perform authorized specialist diagnosis/repair with appropriate information, equipment and parts routes. • Document test results, limitations, warranty implications and escalation to other qualified facilities.

Authority and limits: No generic mechanic title establishes this capability; authorize technical conclusions only within verified make/system expertise.

Qualifications: Demonstrated marque/system competence, diagnostic access, equipment and applicable qualifications; actual provider suitability verified per vehicle.

Measures: First supported diagnosis quality • Repeat faults and unresolved limitations • Specialist turnaround against agreed service windows

Stage and sharing: Arrange paid qualified specialist coverage before exotic purchases or repair-dependent sales promises. Initially compare scoped external specialists; different marques may require different providers.

Backup: Alternative capable specialist or dealer route with verified availability; no ordinary-technician substitution by default.

Dedicated-role trigger: Recurring make-specific workload supports dedicated expertise and equipment without weakening backup. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions AU05 and AU06

## AU05  Independent vehicle condition and purchase inspector

Scope and reporting: Motors & Fleet; Automotive operations and fleet lead (AU01)

Purpose: Provide evidence of condition independently from the pressure to complete an acquisition or sale.

Core duties: Review history, service records and the agreed mechanical/body/electronic inspection scope. • Inspect/test within competence and record defects, uncertainty and further specialist work. • Provide findings to the authorized buyer/readiness decision-maker before commitment or handover.

Authority and limits: Report findings without sales override; inspection is not valuation approval, payment approval or certification beyond actual scope.

Qualifications: Vehicle-specific inspection competence, documented independence and tools/access appropriate to the assessment.

Measures: Condition evidence before decisions • Material defects discovered after handover • Unresolved inspection limitations

Stage and sharing: Prepare inspection route before purchases; paid assessor coverage reserved for each required condition decision. May use external qualified providers; buyer or commissioned salesperson cannot absorb the independent assessment merely for convenience.

Backup: Another qualified independent paid assessor; defer acquisition/handover if evidence is incomplete.

Dedicated-role trigger: Inspection bottlenecks and sustained suitable demand justify reserved or dedicated capacity while preserving independence. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## AU06  Vehicle detail and preparation technician

Scope and reporting: Motors & Fleet; Service adviser and maintenance coordinator (AU02)

Purpose: Prepare vehicles for passenger duty, retail presentation and delivery using compatible methods.

Core duties: Record incoming condition and confirm the cleaning/preparation scope and turnaround window. • Clean interiors/exteriors and complete agreed presentation tasks with suitable products. • Inspect finish, report damage and document keys/custody handover.

Authority and limits: Cosmetic preparation does not establish mechanical readiness; specialist correction, coatings and exotic surfaces require separate verified competence.

Qualifications: Detailing competence, surface/product compatibility, condition documentation and secure vehicle handling.

Measures: Preparation ready at reserved handover • Finish rework or damage • Turnaround and custody-record accuracy

Stage and sharing: Paid preparation capacity before trip or retail promises; provider or shared scheduled blocks are initial hypotheses. Share fleet and retail preparation in reserved windows; morning trip resets and sales deliveries may compete.

Backup: Qualified paid detail provider/technician with appropriate equipment and access.

Dedicated-role trigger: Recurring preparation conflicts or quality delays exceed shared windows after scheduling improvements. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions AU07 and AU08

## AU07  Vehicle porter and logistics operator

Scope and reporting: Motors & Fleet; Automotive operations and fleet lead (AU01)

Purpose: Move vehicles and manage physical handovers without consuming hidden chauffeur capacity.

Core duties: Carry out approved workshop, storage, preparation and customer delivery movements. • Record condition, keys, mileage and custody at each handover. • Coordinate fuel/charging and movement exceptions within assigned vehicle permissions.

Authority and limits: Only approved vehicle/task windows; no passenger-duty entitlement, universal towing permission or authority to move held vehicles contrary to instructions.

Qualifications: Actual driving approval, competence for selected vehicles, custody discipline and location/access training.

Measures: On-time movement handovers • Condition/custody discrepancies • Vehicle movements conflicting with trip or sales reservations

Stage and sharing: Lean: paid movement time included before bookings; scoped transport provider may cover. Can combine with qualified chauffeur or detail duties only in nonconflicting paid blocks.

Backup: Qualified paid driver/transporter with verified vehicle and site permissions.

Dedicated-role trigger: Movements repeatedly displace passenger driving, sales handovers or preparation work. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## AU08  Vehicle sourcing, buying and appraisal lead

Scope and reporting: Prism Motors & Fleet shared automotive transactions, including Vesper and qualified Foundry assignments; Automotive operations and fleet lead (AU01)

Purpose: Translate fleet needs or retail/customer mandates into evidence-backed purchase proposals.

Core duties: Define intended use, vehicle criteria and sourcing mandate with the requesting business/customer. • Research options and valuation inputs; commission independent condition/history checks. • Present full acquisition/recon/transport requirements for authorized approval and controlled handover.

Authority and limits: Propose and negotiate within limits; cannot approve own purchase, invent finance availability or substitute appraisal for independent condition evidence.

Qualifications: Vehicle-market appraisal and sourcing skill relevant to selected makes, documentation discipline and supplier-risk awareness.

Measures: Proposals meeting documented requirements • Post-acquisition condition/assumption discrepancies • Sourcing cycle and unfulfilled mandates

Stage and sharing: Prepare selected retail/fleet process; qualified paid buying coverage before acquisition commitments. May combine sales leadership if qualified and appointments fit; fleet suitability differs from retail demand.

Backup: Qualified paid buyer/adviser with mandate and evidence; defer unsupported purchase decisions.

Dedicated-role trigger: Sourcing research/travel or transaction complexity conflicts with selling and fleet responsibilities. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions AU09 and AU10

## AU09  Vesper luxury and exotic automotive sales consultant

Scope and reporting: Vesper Motor Collection within Prism Motors & Fleet; Automotive operations and fleet lead (AU01)

Purpose: Manage substantive vehicle enquiries through truthful presentation and supported transactions. This Vesper profile does not establish commercial-vehicle qualification for Foundry; assign its separate competency overlay before advice.

Core duties: Qualify requirements and arrange viewings or permitted test drives against actual stock/mandates. • Explain verified condition, specifications and approved terms; route technical/finance questions to qualified parties. • Coordinate agreed deal, customer handover and after-sales issue follow-up.

Authority and limits: Negotiate only within delegated limits; no unsupported inventory, financing, inspection or earnings claims; no technical/payment self-approval.

Qualifications: Knowledge of offered vehicle categories, consultative selling, accurate documentation and controlled test-drive/custody procedures.

Measures: Qualified enquiries progressing to supported deals • Appointment and follow-up reliability • After-sales issues and representation corrections

Stage and sharing: Prepare offer/process; paid qualified selling support before accepting substantive retail commitments. Shared customer success coordinator (SH04) handles first response; extended appointments and test drives require protected attention.

Backup: Qualified paid automotive salesperson with current availability/terms; reschedule rather than pull live dispatch.

Dedicated-role trigger: Repeated completed-deal contribution and appointment workload support dedicated sales coverage. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## AU10  Automotive deal, title and registration administrator

Scope and reporting: Prism Motors & Fleet shared automotive transactions, including Vesper and qualified Foundry assignments; Automotive operations and fleet lead (AU01)

Purpose: Keep transaction and ownership documentation complete through vehicle handover.

Core duties: Maintain deal checklists and coordinate title, registration, lien/payoff and ownership evidence through approved processes. • Track deadlines, customer/provider documents and finance/operations exceptions securely. • Prepare delivery files and retain audit trails for corrections and after-sales questions.

Authority and limits: Administrative routing only; qualified advisers/authorized parties determine legal, finance and payment decisions; no independent approval of own preparation.

Qualifications: Transaction-document competence for the selected model/jurisdiction, privacy and deadline management.

Measures: Complete files before handover • Document corrections and overdue exceptions • Ownership/payment evidence traceability

Stage and sharing: Prepare actual process with qualified review; paid administration before transaction release. Can share portfolio back office if trained; specific automotive deadlines and sensitive documents need protected time/access.

Backup: Qualified paid transaction administrator/provider with controlled records and authorized escalation.

Dedicated-role trigger: Transaction volume, document errors or deadlines exceed trained shared capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions AU11 and AU12

## AU11  Specialist cosmetic and vehicle enhancement provider

Scope and reporting: Motors & Fleet; Service adviser and maintenance coordinator (AU02)

Purpose: Perform selected cosmetic restoration or enhancement beyond routine detailing.

Core duties: Assess approved paint/body/wheel/film/coating scope and substrate condition. • Deliver only verified specialist work using appropriate preparation, equipment and cure/handling methods. • Document finish, care requirements, remaining defects and custody handover.

Authority and limits: PPF, wraps, coatings, paint/body and wheel work are distinct specialties; one appointment does not qualify the provider for all.

Qualifications: Demonstrated chosen-process skill, compatible materials/equipment and task/site permissions; specialist references or evidence reviewed.

Measures: Finish acceptance and rework • Damage or compatibility exceptions • Completion/cure windows met

Stage and sharing: Use qualified paid scoped providers when the actual service is selected; no full cosmetic workshop implied. Select specialists per task; routine detailer may assist only within demonstrated competence and paid windows.

Backup: Equivalent qualified paid specialist; defer cosmetic offer or handover when readiness depends on unavailable work.

Dedicated-role trigger: Supported recurring work justifies selected internal capability after full premises, equipment and backup costs. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## AU12  Roadside, recovery and continuity coordinator/provider

Scope and reporting: Motors & Fleet / transport support; Automotive operations and fleet lead (AU01)

Purpose: Coordinate qualified recovery and continuity when vehicles or trips cannot proceed.

Core duties: Receive breakdown information through the on-duty escalation route and protect people/custody. • Arrange suitable towing/recovery or specialist assistance under verified provider terms. • Coordinate passenger continuity with transport lead and record incident, claims and vehicle status.

Authority and limits: Provider performs only approved qualified recovery; coordinator cannot promise available substitutes, overrule a technical hold or imply universal towing competence.

Qualifications: Incident triage, suitable recovery-provider capability, vehicle-specific handling and controlled communications.

Measures: Uncovered recovery windows • Incident handoff and passenger continuity • Recovery damage or custody exceptions

Stage and sharing: Prepare confirmed provider/escalation arrangements before service windows; paid standby/callout obligations are explicit. Share escalation administration; physical recovery and passenger replacement are different resources.

Backup: Alternative qualified provider plus named on-duty transport/fleet contact; narrow service if continuity is unsupported.

Dedicated-role trigger: Frequent outages or contracted availability gaps require stronger reserved coverage or funded alternatives. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions OB01 and OB02

## OB01  Transport operations and service lead

Scope and reporting: Obsidian Black; Shared operations lead (SH02)

Purpose: Own passenger-service coverage, trip quality and live incident decisions.

Core duties: Define supported routes, service windows, passenger/luggage fit and pickup procedures. • Confirm qualified drivers, ready vehicles, breaks, deadhead, cleaning and backup with dispatch/fleet. • Manage delays, incidents and customer recovery; review actual trip performance and capacity.

Authority and limits: Control approved transport delivery; cannot override maintenance holds, assume continuous staffing or authorize unsupported vehicle use.

Qualifications: Passenger-transport operations, driver/service assessment, incident handling and actual applicable permission/insurance knowledge.

Measures: Completed rides meeting agreed commitments • Uncovered driver or backup windows • Incidents, complaints and avoidable empty travel

Stage and sharing: Prepare procedures; named paid/on-duty accountability before offered trips. Combining with fleet lead is conditional. Automotive oversight may combine in lean stage, but live exceptions require uninterrupted available authority.

Backup: Qualified paid transport lead/delegate plus verified driver/provider backup within offered windows.

Dedicated-role trigger: Longer hours or live incidents repeatedly disrupt fleet/sales duties or exceed lead coverage. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## OB02  Chauffeur and passenger-service driver

Scope and reporting: Obsidian Black; Transport operations and service lead (OB01)

Purpose: Deliver the accepted passenger journey professionally within approved vehicle and service scope.

Core duties: Complete approved pre/post-trip checks and confirm itinerary, passenger/luggage fit and pickup instructions. • Drive the assigned journey, communicate delays and protect passenger/property privacy. • Record trip status, defects, custody and actual work/deadhead/turnaround time.

Authority and limits: Stop unsafe or unsupported assignments; no mechanic-level release, unauthorized trip terms or assumed test-drive/towing authority.

Qualifications: Actual driver eligibility, required training/permissions, service competence and suitability for assigned vehicles and journeys.

Measures: Pickup and completion reliability • Passenger complaints and incidents • Defect/time/custody record completeness

Stage and sharing: Qualified paid driver and backup capacity before ride acceptance; nominal vehicle count is not staffed availability. Can perform approved repositioning or handovers only outside competing trips, breaks and live-service commitments.

Backup: Qualified paid driver/provider with suitable ready vehicle; no unspecified owner standby.

Dedicated-role trigger: Recurring supported bookings and trip contribution justify reserved shifts or added coverage. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions LU01 and LU02

## LU01  Lucent delivery and project lead

Scope and reporting: Lucent Digital; Shared operations lead (SH02)

Purpose: Own deliverable scope, specialist capacity and acceptance across development, strategy and marketing services.

Core duties: Convert qualified briefs into scoped requirements, milestones, responsibilities and change rules. • Reserve developer/design/marketing/QA capacity and coordinate vendors, client inputs and access. • Track delivery, acceptance, support obligations and actual effort before additional commitments.

Authority and limits: Approve delivery plans within delegated scope; cannot assume a technology skill, bypass independent QA or sell unfunded technical work.

Qualifications: Digital project delivery, requirements/change control and ability to assess or obtain qualified technical/marketing advice.

Measures: Accepted milestones and rework • Scope changes and support backlog • Reserved versus actual qualified delivery effort

Stage and sharing: Prepare service boundaries; paid qualified PM/technical coverage before offers, including discovery. Share coordination methods and internal projects; client and portfolio work compete for the same reserved capacity.

Backup: Qualified paid delivery lead/provider with current scope, access and acceptance records.

Dedicated-role trigger: Concurrent projects or support obligations exceed protected lead time. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## LU02  Website and application developer

Scope and reporting: Lucent Digital; Lucent delivery and project lead (LU01)

Purpose: Implement agreed websites or applications within verified technology and delivery competence.

Core duties: Validate requirements, integrations and technical assumptions before estimating work. • Build and document authorized functionality with suitable version, test and access practices. • Resolve reviewed defects and provide agreed deployment, handoff and support evidence.

Authority and limits: Work within selected technical scope; website experience does not establish native-app, complex integration or security expertise; releases need authorized checks.

Qualifications: Demonstrated skills for the actual stack/platform and integrations; technical screening and access controls before work.

Measures: Accepted functionality against requirements • Defects and rework after review • Effort and support obligations versus scope

Stage and sharing: Paid qualified employee/provider coverage before technical proposals; app discovery may be separate from build commitment. Combine web/app variants only where actual capabilities overlap; specialized work may need separate providers.

Backup: Qualified paid developer with maintained repository, documentation and access handover.

Dedicated-role trigger: Recurring signed work and supported technical demand justify dedicated skills after real scoped vendor comparisons. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions LU03 and LU04

## LU03  Product, website and interface designer

Scope and reporting: Lucent Digital; Lucent delivery and project lead (LU01)

Purpose: Translate agreed user needs into usable, implementable designs.

Core duties: Clarify audiences, journeys, content and acceptance priorities with client and delivery lead. • Produce appropriate information structure, prototypes and interface assets within agreed revisions. • Handoff specifications and review implemented behavior for design/accessibility issues within competence.

Authority and limits: Design approval is not technical feasibility, security certification or client acceptance; scope changes route through delivery control.

Qualifications: Relevant UX/interface/content-design skill, accessibility awareness and developer handoff competence.

Measures: Design decisions accepted with evidence • Implementation ambiguity and design rework • Agreed usability/accessibility issues resolved

Stage and sharing: Prepare design scope; paid qualified coverage before promising design deliverables. May share brand/creative production skills, but user research, interaction design and product requirements need explicit competence.

Backup: Qualified paid designer with source files, decisions and permitted assets.

Dedicated-role trigger: Concurrent design work or specialized research/accessibility needs exceed available scoped capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## LU04  Independent digital QA and security review

Scope and reporting: Lucent Digital; Lucent delivery and project lead (LU01)

Purpose: Check delivery against agreed requirements and relevant security/accessibility risks independently of implementation.

Core duties: Define review/test scope and evidence appropriate to the actual site/app and data. • Exercise critical journeys and inspect relevant implementation, access and release concerns. • Record findings, verify corrections and communicate unresolved limitations before authorized acceptance.

Authority and limits: Can recommend hold and escalate directly to operations/owner; developer self-tests do not replace required independent review, and testing is not a blanket security guarantee.

Qualifications: Relevant testing expertise; security and accessibility specialists engaged for actual risk/scope rather than inferred from generic QA title.

Measures: Critical requirements independently checked • Material unresolved defects at proposed release • Repeat defects and verification completeness

Stage and sharing: Plan and fund reviews before selling delivery commitments; independent qualified reviewer reserved for relevant milestones. May use scoped external specialists across projects; review independence remains task-specific.

Backup: Another qualified paid independent reviewer with test scope and evidence; hold unsupported release.

Dedicated-role trigger: Repeated release workload or specialist risk requires reserved QA/security capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions LU05 and LU06

## LU05  Marketing strategist and commercial offer adviser

Scope and reporting: Lucent Digital; Lucent delivery and project lead (LU01)

Purpose: Define evidence-based positioning, offer priorities and testable marketing plans for clients and Prism brands.

Core duties: Research customer problems and available proof, separating findings from assumptions. • Develop scoped strategy/review outputs, channel rationale and measurable tests with client/business owners. • Coordinate delivery and finance inputs before recommending offers, spend or expansion.

Authority and limits: Recommend strategy; no guaranteed results, campaign authorization, platform clearance or sole contribution/hiring decision.

Qualifications: Customer/market research, positioning, measurement design and understanding of actual delivery limits.

Measures: Strategies accepted with clear decisions • Tests with defined outcomes and limits • Recommendations supported by source and delivery evidence

Stage and sharing: Paid qualified coverage before selling strategy; initial offer can be a bounded review with explicit deliverables. Can serve external clients and portfolio brands through separately reserved paid scope and access.

Backup: Qualified paid strategist with research, assumptions and approved brief.

Dedicated-role trigger: Recurring strategy demand and client complexity exceed available qualified project time. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## LU06  Campaign, search and marketing delivery specialist

Scope and reporting: Lucent Digital; Lucent delivery and project lead (LU01)

Purpose: Execute the selected marketing scope through authorized channels and reliable measurement.

Core duties: Prepare campaign/content/search work from approved strategy, actual offers and platform eligibility review. • Configure permitted assets, targeting and tracking; monitor delivery and route exceptions. • Report qualified outcomes with the measurement analyst and optimize only within approved limits.

Authority and limits: No unauthorized publication, spend, sensitive-audience reuse or unsupported performance claims; channel expertise is verified separately.

Qualifications: Competence in selected channels/tools, policy-aware execution, accurate tracking and change documentation.

Measures: Qualified outcomes versus agreed objective • Tracking and policy exceptions • Spend/effort and delivery quality within approved limits

Stage and sharing: Prepare capability before campaign promises; paid scoped providers or qualified staff precede activation. Can support internal and client campaigns with separate accounts, budgets and reserved hours; Novelle eligibility requires specific review.

Backup: Qualified paid channel specialist with controlled access and current campaign instructions.

Dedicated-role trigger: Retainer/campaign workload or platform specialization exceeds existing verified delivery capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Position descriptions NV01 and NV02

## NV01  Creator relationship and services lead

Scope and reporting: Novelle Veil; Shared operations lead (SH02)

Purpose: Own creator fit, agreed relationship scope and continuing service quality.

Core duties: Discuss goals, boundaries and management/production interests using a respectful fit assessment. • Coordinate written responsibilities, approvals, fee/proceeds distinctions, secure onboarding and exit handoff. • Review agreed delivery, workload, issues and retention with creator and production owner.

Authority and limits: No creator-control or earnings guarantee, unauthorized publishing or sensitive initial-form collection; contracting and financial exceptions need authorized approval.

Qualifications: Creator account management, consent/rights-aware communication, privacy and clear service-boundary discipline.

Measures: Qualified applicants reaching agreed paid delivery • Creator retention and unresolved service issues • Support workload and scope/approval completeness

Stage and sharing: Prepare offer and secure process; paid qualified relationship coverage before creator commitments. Shared customer success coordinator (SH04) may handle minimal first response; creator relationship records stay separate from Lucent business clients.

Backup: Qualified paid relationship delegate with creator-approved access and current boundaries.

Dedicated-role trigger: Recurring creator support, onboarding or response windows exceed reserved account capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Edition 10 forecast overlay: Remote-first growth has no artificial total creator cap. DEFAULT_HYPOTHESIS is one creator-success coordinator per 15–20 unique active creators receiving agreed services; validate complexity, onboarding, support windows, records/QA, training, PTO and paid relief against one finite calendar. Applicants and inactive clients are not active service load. Plan additional qualified hours/coordinators when supported, retaining unmet-demand visibility. Separately own the proposed BPO chat service SLA, access/permissions and escalation: its unquoted $7,500–$14,000 monthly range is a service-tier hypothesis, not a wage, employee count or verified concurrency. Require actual shift/handover, training/QA and backup inclusions; do not treat BPO chat as unlimited success-coordination capacity. Model these defaults after the active candidate, without changing actual release gates. Basis: OWN-FORECAST-ALL and DEFAULT-D3.

## NV02  Creator production and estate-session coordinator

Scope and reporting: Novelle Veil; Creator relationship and services lead (NV01)

Purpose: Convert agreed production scope into a deliverable crew, location and post-production schedule.

Core duties: Confirm brief, content boundaries, permissions, usable location and actual package inclusions. • Reserve qualified crew, equipment, transport/setup, editing and contingency within paid calendars. • Manage session handoffs, asset custody, revisions and delivery milestones with authorized approvals.

Authority and limits: Cannot assume estate access, standalone package availability or permission to publish; locations and included travel/meals/accommodation require actual agreement.

Qualifications: Production logistics, consent-aware brief management, vendor coordination and secure asset/custody practices.

Measures: Sessions delivered within agreed scope • Permission/access or scheduling exceptions • Editing and asset-handoff milestones

Stage and sharing: Prepare production readiness; paid coordination before accepting sessions or representing availability. Share booking/site administration and compatible production skills; each creator/session keeps its rights and boundaries.

Backup: Qualified paid producer with approved brief, contacts, permissions and contingency plan.

Dedicated-role trigger: Simultaneous shoots, destinations or turnaround needs exceed reliable coordination windows. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

Edition 10 forecast overlay: DEFAULT_HYPOTHESIS considers each next studio after valid unmet waitlist demand exceeds usable capacity for two consecutive months in the same service/time units. Validate unique requests, exclusions, conversion/cancellations and existing capacity; no arbitrary creator cap or automatic lease. Repeat commissioning for every new site: rights/permissions/access with SH12, equipment with SH11, setup/training/trial sessions, secure-media process, new or available non-overlapping NV03 capture and NV04 editing/revision calendars, QA and paid backup. Finance assesses incremental site/equipment/staff/vendor commitments and cash runway for each step. Offices require separate need; no office is automatic per studio. BPO, relationship, production and editing duties cannot share duplicated time. Basis: OWN-FORECAST-ALL and DEFAULT-D3; actual sites/providers/hours unverified.

# Position descriptions NV03 and NV04

## NV03  Photography and video production specialist

Scope and reporting: Novelle Veil; Creator production and estate-session coordinator (NV02)

Purpose: Capture agreed creator or portfolio material within explicit consent and production scope.

Core duties: Prepare shots, equipment and location needs from the approved brief and boundaries. • Produce authorized images/video and communicate scope or access issues promptly. • Secure and label assets, record permissions and hand off approved material for post-production.

Authority and limits: No unapproved content direction, use, distribution or identity disclosure; photography and video capabilities require separate verification where relevant.

Qualifications: Demonstrated selected production skills, equipment competence, respectful consent practice and secure media handling.

Measures: Usable assets against agreed brief • Reshoots from technical or scope failures • Complete secure media/permission handover

Stage and sharing: Paid qualified crew/provider capacity before production booking; existing equipment alone is insufficient. May serve Lucent/internal projects with compatible skills, separate permissions and reserved schedules.

Backup: Qualified paid photographer/videographer with approved brief and equipment; do not assume either specialty covers the other.

Dedicated-role trigger: Supported recurring shoots and specialist quality requirements justify reserved or dedicated production capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

## NV04  Editor and post-production specialist

Scope and reporting: Novelle Veil; Creator production and estate-session coordinator (NV02)

Purpose: Deliver agreed edited assets while protecting creator approvals, rights and workload limits.

Core duties: Confirm edit brief, formats, permitted material and revision/approval process. • Edit selected photo/video outputs and maintain secure versions and client review records. • Deliver approved assets, archive/return material under agreement and hand off scoped continuing support.

Authority and limits: No unauthorized publishing, content reuse or scope expansion; photo retouching, video editing, audio and advanced effects are distinct competencies.

Qualifications: Demonstrated relevant editing tools/style, version discipline, secure storage and consent-aware treatment of material.

Measures: Accepted edits and delivery timeliness • Revision/rework load against scope • Approval and asset-security exceptions

Stage and sharing: Paid qualified editing capacity reserved before selling deliverables; response and revision time are included. May support compatible Lucent/portfolio creative work with separate briefs, permissions and explicit internal capacity reservations.

Backup: Qualified paid editor with authorized files, style brief and review history.

Dedicated-role trigger: Recurring edits/revisions or specialist format needs exceed supported post-production capacity. Dedicated expansion requires reviewed workload, funded contribution/cash and owner release under the proposed GATE policy; numerical thresholds remain unapproved.

Basis: POSITION. Proposed role profiles; actual pay, named appointments and hours remain unassigned.

# Eight brand shared capacity and current release rules

The following rules integrate Pitstop Mobile Auto and Simply Tech as intended Home Services subsidiaries alongside Glean, using the existing shared-resource design. They establish proposed responsibilities and evidence requirements, not eight operating teams. No actual qualified vendor, named worker, paid service window or funded capacity is established by the charts. Current finance corrections and hiring timing remain with the finance owner. Obtain its latest reviewed selection before adopting any date, pay term, rate, commitment or budget; earlier cases are historical inputs only. [MOB-SCOPE; RESOURCE-2]

## Service boundaries and accountability

Glean retains vehicle cleaning and detailing plus its Entertainment project scope. Pitstop owns separately qualified mechanical enquiries. Simply Tech owns device repair, networks and all Smart Living or smart-home work. Lucent remains websites, applications and digital marketing. An Entertainment project that also needs network integration must state the distinct Glean and Simply Tech responsibilities, permissions and accepted scopes. A referral is not a combined booking, a shared invoice or permission to market across brands.

One actual person can cover several functions only when the dated calendar, competence and independence tests pass. A provider agreement is not proof the individual attending is qualified. Record employer/contracting entity, job scope, authorized person, primary and alternate windows, equipment/access dependencies and escalation limits. Assign one accountable technical owner per accepted scope; SH02 resolves coordination conflicts but cannot lift a technical hold.

## Shared allocation record

Each commitment needs a unique work-block record: actual person or provider key; role/function; brand and customer/job; start and end with timezone; location and travel; preparation and follow-up; equipment or vehicle reservation; protected live coverage; actual payer and sourced rate reference; qualified backup; review independence; funding decision and status. Log personal tasks separately. Finance selects the allocation and calculates totals from these records; never charge the same paid block twice or assume the same hour is available to two brands.

SH03 coordinates approved information and follow-up within funded blocks. SH04 owns the next customer action. SH05 dispatch is a protected assignment requiring training, attention and alternate coverage. A qualified technical lead determines job eligibility; an assistant's completed booking checklist does not establish technical acceptance. SH06 prepares financial records, a separately authorized person approves releases, and SH07 independently reviews the relevant item. Keep those actual-person identities distinct where the control requires it.

| Collision to test before promises | Required response and evidence |
| --- | --- |
| Obsidian pickup disruption during a Pitstop technician delay | Keep named non-driving passenger incident cover; separately allocate Pitstop rescheduling or defer its appointment. A driver, technician or sole assistant cannot be counted twice. |
| Simply Tech on-site network work while another customer needs device support | Reserve paid support cover or explicitly limit the support window. Do not interrupt protected technical work with an unsupported instant-response promise. |
| Glean Entertainment project also needs network or smart-home work | Separate scopes and qualified owners; confirm cross-brand access and handoff. Test the integrated acceptance dependencies before quoting combined timing. |
| Technical lead performs a job that needs independent acceptance | Name a different qualified reviewer and paid alternate for that item. No self-approval, and no substitution of customer sign-off for a required technical check. |
| Absence or warranty/rework consumes the remaining service capacity | Give previously accepted obligations a named qualified owner; hold new bookings or buy approved paid cover. Do not assume unpaid standby or borrowed capacity. |

These are proposed tests; they have not been executed by this document exercise. Record actual results, corrective actions and release authority before making coverage promises.

## Recruitment and staged commitments

Driver and cleaner candidate recruitment may precede asset or route acquisition under the recorded owner direction. Distinguish a genuine conditional opportunity from an activated employee. Reconcile staff already transferring with a route before adding hires. Follow the selected channel's rules; the existing posting-policy chapter does not permit speculative job-board vacancies. No posting or outreach is performed by this revision. Required work, onboarding, training and standby cannot be treated as free. [OWN-RECRUIT]

For new Pitstop and Simply Tech functions, define the competency assessment and narrow service scope first, gather provider/candidate and equipment evidence, then reserve paid preparation, delivery, backup and support before accepting work. Market interest alone does not fund a commitment. Signed paying creator clients and funded fulfillment precede studio rent; an agreement does not remove delivery, refund or cash obligations. Forecast lines for the technical brands and creator operations remain planned with labelled assumptions under the October 27 ruling; neither forecast inclusion nor a technical-brand scope change activates real creator operations. [OWN-FORECAST-ALL] [OWN-RECRUIT]

Use the existing proposed sales and cash gates as a decision framework, not an approved threshold. Dedicated capacity needs sustained eligible demand, observed work and support time, verified delivery quality, current cash evidence and explicit release. All monetary inputs in the two new brand sections remain UNSET pending dated sources and finance-owner review.

# Current position directory 4

The original 48 profiles remain in this document. These eight additional functional profiles bring the library to 56; they are not eight approved hires or an employee count.

| ID | Position function | Proposed reporting | Profile reference |
| --- | --- | --- | --- |
| PM01 | Pitstop technical and service lead | SH02 | Pitstop capability section |
| PM02 | Mobile automotive technician | PM01 | Pitstop capability section |
| PM03 | Equipment parts and service logistics coordinator | PM01 | Pitstop capability section |
| PM04 | Independent technical acceptance and support review | SH02 with SH01 escalation | Pitstop capability section |
| ST01 | Simply Tech technical and service lead | SH02 | Simply Tech capability section |
| ST02 | Device diagnostic and repair specialist | ST01 | Simply Tech capability section |
| ST03 | Network and smart home specialist | ST01 | Simply Tech capability section |
| ST04 | Independent acceptance and support review | SH02 | Simply Tech capability section |

Reporting and cross-brand assistance are proposals subject to the profiles' authority and independence limits. No role grants licensing, account privileges, employer authority or a qualification by its title.


# Pitstop Mobile Auto operating capability and positions

Pitstop's proposed service is planned, eligible mobile automotive work with an agreed scope, prepared visit and documented handover. Wheels, tires, oil changes and maintenance are the selected service direction. Diagnostics and batteries remain bounded offers to evaluate against demonstrated capability. Neither the brand name nor a vehicle illustration proves an equipped service vehicle, qualified technician, permitted location or available appointment. [PM-S1; PM-S2]

Glean retains vehicle cleaning and detailing. Pitstop mechanical requests need their own accepted scope, customer permission and qualified delivery; no combined booking or shared invoice is assumed.

The four position functions below define accountability, not four hires. An existing employee or qualified provider may cover compatible duties only after competence, paid availability, authority and backup are documented. Proposed controls in this chapter must be adopted and evidenced before marketing describes them as established practice. All actual people, provider terms, service hours, prices and funded capacity remain unconfirmed. A newer portfolio financial correction is underway; a dated earlier scenario is not authority to release this brand or borrow its staffing assumptions.

## Service eligibility and exclusions

PM01 owns a versioned service matrix by vehicle, task, site and equipment. Record supported vehicle categories and configurations, approved task, required competence, vehicle-specific technical information, equipment, parts, site conditions, time allowance and acceptance evidence. A website category is an enquiry route, not an eligibility decision. Public enquiries collect general vehicle context and the problem; detailed identifiers and access information belong in the protected qualification process when needed. [PM-S2; PM-S3]

| Requested work | Evidence before an appointment | Default limit until capability is proved |
| --- | --- | --- |
| Wheels and tires | Exact task and fitment, condition assessment, supported equipment, suitable site and compatible parts | Mounting, balancing, TPMS and unusual wheel/vehicle configurations are separate capabilities, not automatic inclusions. |
| Oil and scheduled maintenance | Vehicle-specific requirements, authorized task, correct parts/fluids, suitable equipment and documented waste handling | No universal all-makes menu or fixed-price promise. A requested maintenance task does not authorize unrelated repairs. |
| Diagnostics or battery work | Defined assessment, supported testing and systems, competent operator, customer authority and agreed deliverable | An assessment does not guarantee repair, fault resolution or safe driving. Unsupported configuration or setup requirements create a hold. |
| Household or business service visit | Each vehicle qualified; decision-maker and site access confirmed; parts, staff and actual schedule matched | Multiple vehicles do not establish same-visit completion, a discount or unlimited fleet coverage. |

Until separately assessed and approved, exclude high-voltage work, major mechanical repairs, heavy/specialized vehicles, roadside emergency recovery and tasks needing an unavailable controlled workshop. Unfamiliar performance/exotic configurations require a separate competence decision; Vesper's luxury-sales scope is not technical qualification. Do not accept a task merely because the customer describes it as simple. These are proposed service boundaries, not legal findings or repair instructions. [PM-S1]

Stop or defer when customer authority, scope, parts compatibility, site safety, weather suitability, required equipment, competent staff, required cover or acceptance evidence is missing. Also stop for unexpected damage, an unsafe condition, an unresolved fluid/waste issue or work beyond the accepted scope. PM02 makes the work area safe within competence, records the hold and escalates to PM01. SH04 communicates the agreed next action; only the authorized technical function releases a technical hold. No sales target overrides it.

## Pitstop functional reporting chart

```mermaid
flowchart TD
    SH[Existing SH02 coordinating Home Services] --> L[PM01 Pitstop technical and service lead]
    L --> T[PM02 Mobile technician]
    L --> P[PM03 Equipment parts and logistics]
    SH --> Q[PM04 Independent acceptance and support review]
    Q -. Findings and holds .-> L
```

These are functions, not four hires. Independent review uses a different qualified actual person from the work being accepted.

## Position PM01 Technical and service lead

**Reporting and purpose:** Accountable to SH02 for the Pitstop operating service, with SH01 retaining reserved commercial and spending decisions. Own the boundary between a customer request and work the business can responsibly deliver.

**Duties:** Maintain the service and exclusion matrix; assess technical qualifications; approve vehicle/task/site fit; define required evidence and acceptance checks; review estimates and scope changes within written authority; coordinate incidents and specialist escalation; maintain the current supported-service statement for marketing.

**Authority and limits:** May reject unsupported work and impose technical holds. May not invent insurance approval, pricing authority, a manufacturer's affiliation or a qualified backup. Refer commitments outside written delegation to SH01. Cannot act as independent reviewer of the same work performed personally.

**Qualification evidence:** Relevant demonstrated automotive service knowledge for the selected tasks and vehicle configurations; verifiable training/experience, job-assessment evidence and any applicable permissions confirmed by qualified advisers. A management title or an AU fleet role is insufficient evidence.

**Measures:** Eligibility decisions supported by records; unauthorized scope changes; repeat faults and unresolved holds; quality of handover and escalation records. Targets remain unset until observed operating data and owner decisions exist.

**Sharing and paid backup:** May share technical planning with other automotive duties where qualifications and one dated calendar permit. Protect assessment and incident windows. A named qualified paid alternate must hold the same bounded authority; otherwise defer the job.

**Stage and dedicated-role trigger:** Assign technical accountability before any service offer is released. Add dedicated lead capacity only when documented assessment, supervision and support demand exceeds available paid time and finance supports the full commitment. Neither lead volume nor a selected brand is a hiring trigger alone.

## Position PM02 Mobile automotive technician

**Reporting and purpose:** Reports to PM01 for technical work and receives confirmed scheduling through the assigned dispatcher. Perform only the authorized tasks for which the person and equipment are qualified.

**Duties:** Check the assigned job pack; verify site, vehicle and parts match; record pre-work condition appropriately; perform approved work using authorized technical information; record findings and changes; stop unsupported work; complete the agreed verification and explain unresolved items at handover.

**Authority and limits:** Has stop-work authority. Cannot expand scope, substitute unsuitable parts, overrule a hold or promise a repair outcome without approval. Cannot simultaneously drive, work on a vehicle and provide protected live dispatch. Technical work, training, travel, setup, handover and required follow-up need paid scheduled capacity.

**Qualification evidence:** Task-specific practical competence and current evidence for supported tools, vehicle systems and job procedures; demonstrated recordkeeping, customer communication and escalation. Any driving, insurance or operating requirements must be verified for the actual arrangement, not assumed from recruitment interest.

**Measures:** Authorized work completed with records; rework and missed acceptance checks; actual travel/setup/service durations; preventable parts or eligibility mismatches. Do not use speed alone to judge service quality.

**Sharing and paid backup:** A qualified AU maintenance assignee may be considered only after mobile-service competence and availability are checked. Internal fleet jobs and customer jobs reserve separate blocks in the same calendar. Replacement technicians need equivalent task authorization and the complete job pack.

**Stage and dedicated-role trigger:** Candidates may be assessed before assets are committed; required productive work, training or standby is not presumed free. Activate delivery only after funded readiness. Add technician capacity when accepted eligible work, observed time and backup obligations exceed funded supply and the finance owner supports the commitment.

## Position PM03 Equipment parts and service logistics coordinator

**Reporting and purpose:** Reports to PM01; coordinates with SH05 for appointments and SH11/SH12 for procurement and premises. Ensure a confirmed visit has the correct physical resources without turning procurement administration into technical approval.

**Duties:** Maintain parts/order and equipment records; obtain approved quotes; track compatibility confirmation, delivery, returns and warranty documents; prepare job-specific load/access checklists; arrange authorized waste collection and equipment inspection or servicing; record stock custody and shortages.

**Authority and limits:** Purchases only within written limits and the approved specification. PM01 or another qualified technical assignee confirms substitutions and compatibility. Cannot treat an order, illustrated van or stock reservation as proof that a complete mobile capability is available.

**Qualification evidence:** Reliable inventory and supplier-document controls, appropriate equipment/waste handling training for assigned tasks, and familiarity with the service matrix and escalation process. Specialist operations remain with qualified providers.

**Measures:** Jobs held for missing resources; incorrect parts and unresolved returns; equipment records current; supplier delays and unrecorded stock use. Record causes before attributing failures to staff performance.

**Sharing and paid backup:** SH03 may assist with orders and follow-up; SH11 may perform approved purchasing. Allocate each task once to its actual worker and payer. Warehouse visits, loading or deliveries cannot overlap that person's protected intake or dispatch block. A paid trained alternate needs supplier access and the current resource register.

**Stage and dedicated-role trigger:** Establish resource accountability before pilot appointments. Begin with explicitly funded compatible duties or a scoped provider; expand dedicated coordination only when measured inventory, travel and preparation demand warrants it and is funded.

## Position PM04 Independent technical acceptance and support review

**Reporting and purpose:** Reports findings to SH02 with direct escalation to SH01; coordinates technically with PM01. Provide the independent acceptance and disputed-quality review required by the adopted control policy.

**Duties:** Review the evidence specified for each job class; perform or arrange qualified independent checks where required; identify incomplete records or unresolved faults; document acceptance or hold; assess reported repeat problems and separate technical findings from a commercial refund decision.

**Authority and limits:** May withhold acceptance within the defined review scope. Must not independently approve their own maintenance, preparation or disputed work. Customer acknowledgement does not replace a required technical review. A remote records review cannot substitute for a physical check that the job requires.

**Qualification evidence:** Demonstrated competence in the actual task and acceptance method, suitable access/equipment, and a recorded independence check using the actual person's identity. Different company labels do not establish independence.

**Measures:** Missing acceptance evidence, unresolved holds, repeat problems after release, review turnaround within funded windows and corrective actions closed with evidence. No guaranteed turnaround is implied.

**Sharing and paid backup:** AU05 may be considered if independently qualified for that task and not involved in performing it. A separate qualified provider may fill the function. Both primary and alternate must pass independence and availability checks; no eligible reviewer means the required release waits.

**Stage and dedicated-role trigger:** Define the review method before accepting a job class. Purchase or assign sufficient qualified review capacity before delivery. Dedicated review staffing requires sustained actual workload, service risk and funded economics, not a presumed fixed employee count.

## Shared workflow and operating controls

1. **Receive and assign.** SH03 can record an enquiry and approved follow-up; SH04 owns the named next action. Keep household, business, existing-customer support and internal fleet work distinguishable. Email-first handling needs a real monitored destination and protected operational register before live use; a local form preview establishes neither.
2. **Qualify and estimate.** PM01 confirms the vehicle/task/site matrix and the customer's authority. A qualified estimator uses approved scope, exclusions, pricing method and additional-work process. SH04 may communicate authorized terms; SH03 cannot make price or technical exceptions.
3. **Reserve resources.** PM03 verifies parts and equipment. SH05 or a specifically trained paid scheduling assignee reserves technician, travel, setup, work, handover and required review windows. Pitstop appointments cannot borrow protected Obsidian dispatch or incident coverage. Check the same person, service vehicle and equipment across all businesses.
4. **Deliver and control change.** PM02 confirms authority and records the job. Unexpected work returns to the authorized estimator/PM01 and customer before proceeding. Preserve the original estimate and the accepted change rather than silently replacing them.
5. **Accept and hand over.** Complete the adopted technical checks, PM04 review where required, service record, unresolved-item explanation and customer acknowledgement. SH06 reconciles invoice/payment evidence; technical acceptance, customer acknowledgement and payment remain distinct facts.
6. **Support and learn.** SH04 retains follow-up ownership. PM01 triages technical complaints; PM04 independently reviews disputed workmanship. A separately authorized commercial approver decides remedies, refunds or concessions. Track rework, return travel and replacement parts as work and cost, not free spare capacity. [PM-S3; PM-S4]

Before issuing terms, confirm the actual workmanship and parts warranties, exclusions, customer-supplied-parts treatment, diagnostic charges, cancellations, failed-site visits, return process and escalation contacts. Do not copy a competitor's guarantee or promise emergency support. Record who pays and performs each potential remedy, the available support window and the qualified alternate. Pause new jobs if support obligations consume the remaining funded capacity.

## Physical readiness and capacity inputs

Record actual service-vehicle suitability and equipment storage; required inspection/calibration records; access to approved technical information; fitment/testing capability; safe site assessment; task-specific protective equipment; spill prevention/response resources; and lawful waste storage, transport and disposal arrangements confirmed by qualified parties. Record insurance and permissions for the actual operator, tasks and locations. Motor Vault's resale-inventory role establishes none of these workshop or mobile-service capabilities. No purchase or legal compliance conclusion follows from this checklist. [PM-S1; PM-S2]

Every input below is **UNSET** until a dated source and accountable reviewer are supplied. Finance owns calculations, allocation method and hiring thresholds. Do not fill missing amounts with zero.

| Input group | Record before modeling or release | Current value |
| --- | --- | --- |
| People and authority | Actual primary/backup identities, employer/provider, task qualification, review independence and delegated limits | UNSET |
| Available time | Dated paid windows, other-brand commitments, travel/setup/work/admin/review/support time, absence and training cover | UNSET |
| Demand and job mix | Eligible accepted jobs, location clusters, vehicle/task mix, cancellations, diagnostic-to-repair outcomes and observation period | UNSET |
| Labor and providers | Sourced rates, minimum commitments, employment/provider costs, training, standby, review and backup terms | UNSET |
| Physical capability | Vehicle/equipment access and costs, parts/consumables, inspection/calibration, storage, waste and supplier payment/return terms | UNSET |
| Commercial exposure | Price/quote authority, payment timing, refunds, warranty/rework, repeat travel and customer-supplied-parts terms | UNSET |
| Shared allocation | Actual person/task/time, brand/job, payer and existing commitment; single paid block counted once | UNSET |
| Funding and release | Current finance-owned scenario/reference, full cash requirement, approved scope/cap and authorized decision | UNSET |

## Evolution and release decisions

**Define:** select a narrow service matrix, accountable functions and qualification tests; gather real provider and equipment evidence. **Prepare:** establish funded people, paid backup, protected intake, parts/site controls and approved commercial terms; test a delayed job, technician absence, incompatible part, customer complaint and competing dispatch demand before promises. **Pilot:** release only qualified jobs within confirmed paid capacity and record delivery/support evidence. **Expand:** add task types, geography or dedicated roles only after observed work, quality, full shared costs and cash support the decision. Calendar dates alone do not move the company between stages.

Source basis: PM-S1 Pitstop marketing plan; PM-S2 current service-brand brief; PM-S3 website/customer-journey specification; PM-S4 consolidated resource roles and independence rules. The recommended operating controls and PM01-PM04 profiles are new planning proposals, not evidence of appointments, funding or delivery capability.


# Simply Tech operating capability and position descriptions

Simply Tech covers supported phone and computer work, Wi-Fi and networks, and smart-home services for households and businesses. All Smart Living and Smart Homes work belongs here. Glean retains Entertainment; Lucent retains websites, apps and digital marketing. For an Entertainment project requiring network integration, Glean and Simply Tech need separately accepted scopes, responsible providers and a permitted handoff. One brand's customer relationship does not authorize the other's access or marketing. [ST-SCOPE; ST-MKT]

The following is a proposed operating design. The four ST functions are responsibilities to assign, not four approved hires. Actual people, provider availability, qualifications, coverage areas, hours, rates, equipment, insurance and funding remain unconfirmed. A staff title, website category or fleet concept proves none of them. Financial and hiring corrections are still being coordinated; no dated historical scenario establishes a current staffing release.

## Reporting and shared responsibility

SH01 retains reserved capital, employment and material commercial decisions. SH02 coordinates cross-company capacity and appoints the accountable ST01 technical and service lead. ST02 owns accepted device work; ST03 owns accepted network and smart-home work. SH02 assigns a separately qualified ST04 reviewer for the relevant acceptance or security question. ST01 can stop work for technical reasons, but cannot replace the required independent reviewer with self-approval.

SH03 may collect approved administrative information and arrange follow-up in paid blocks. SH04 owns the customer's recorded next action. A trained SH05 or another explicitly assigned dispatcher may schedule work only within allocated coverage. Technical eligibility remains ST01's decision with the relevant specialist. Use one actual person-calendar across all brands, including travel, setup, diagnostic uncertainty, handover, support and absence. Allocate paid shared time once and identify its consuming brand/job; a new brand label does not create capacity. [ST-ROLES; ST-FORMS]

## Simply Tech functional reporting chart

```mermaid
flowchart TD
    SH[Existing SH02 coordinating Home Services] --> L[ST01 Simply Tech technical and service lead]
    L --> D[ST02 Device diagnostic and repair specialist]
    L --> N[ST03 Network and smart home specialist]
    SH --> Q[ST04 Independent acceptance and support review]
    Q -. Findings and holds .-> L
```

These are functions, not four hires. Shared coordination requires a paid calendar; independent review is separate from the work and from routine on-call support.

## ST01 Technical and service lead

**Purpose and reporting:** Account for Simply Tech's supported service menu and technical readiness; report operational capacity to SH02, escalating reserved commitments to SH01.

**Core duties:** Maintain a device/system/task capability matrix; assess authority, criticality and dependencies; approve scoped diagnostics and estimates within delegated terms; select qualified delivery and independent review; coordinate parts, sites and specialist referrals; manage change requests, failed acceptance and recurring service issues. Maintain clear boundaries between assessment, repair, configuration and continuing support.

**Authority and limits:** May decline or suspend unsupported work and prevent scheduling without adequate capability. Cannot promise recovery, uptime, manufacturer authorization, universal compatibility, price exceptions or permanent support without specific evidence and authority. May not waive customer authorization or independent acceptance because a deadline is approaching.

**Qualification evidence:** Demonstrated competence in the offered scope, documented practical assessments and relevant experience; ability to distinguish household tasks from critical business systems; evidence of vendor/product permissions where relevant; tested consent, escalation and incident procedures. Credentials must be current and relevant, not substitutes for demonstrated task competence.

**Measures:** Eligibility reversals after scheduling; avoidable scope changes; repeated faults; overdue customer actions; work held for missing authority or capability; specialist and reviewer availability. Targets remain unset until observed workload and service terms are established.

**Sharing and backup:** May also perform ST02 or ST03 tasks only when qualified and scheduled. Another named competent lead must cover decisions during visits, absence or incidents. The same person cannot perform and independently approve the same work. Backup availability, access and payment terms must be recorded.

**Stage and dedicated-role trigger:** Assign accountable technical ownership before taking paid diagnostic commitments. Expand dedicated lead time when documented review, escalation and supervision load exceeds its paid allocation and finance confirms a funded scope; marketing demand alone is insufficient.

## ST02 Device diagnostic and repair specialist

**Purpose and reporting:** Diagnose and perform specifically authorized phone/computer work under ST01's supported-task matrix, reporting findings and changes to ST01.

**Core duties:** Confirm device ownership or delegated authority and recorded condition; document accessories and custody; perform approved diagnostics; explain repair versus referral choices; use approved compatible parts and tools; obtain approval for changed scope; record interventions and test results; return devices and agreed records through a secure handover. Distinguish setup or migration from a guarantee of data preservation.

**Authority and limits:** Stop when the actual device, damage, parts, working environment or access exceeds the accepted scope. No account-lock bypass, unauthorized data access, unexplained copying, unapproved destructive action, or claim of genuine parts/manufacturer authorization without evidence. Hazardous battery conditions, board-level work or specialist recovery require a separate accepted capability and appropriate environment rather than assumed general repair competence.

**Qualification evidence:** Supported model/task experience, practical diagnostic and workmanship assessment, safe equipment/parts handling, custody discipline and customer-access training. Verify the specific repair workspace and equipment, including any mobile versus bench restrictions, before deployment.

**Measures:** Diagnostic-to-approved-work progression; no-fault or referral outcomes; repair rework; parts mismatch; custody discrepancies; acceptance exceptions and repeat incidents. Separate legitimate diagnostic-only outcomes from repair completion.

**Sharing and backup:** A qualified person may cover more than one task family through a single calendar, but Lucent developer status does not qualify them for device repair. Paid alternate capability must match the accepted model/task, have authorized access and receive a controlled handoff. Otherwise pause or refer with permission.

**Stage and dedicated-role trigger:** Activate each repair family only after capability, workspace, tools, parts, terms and funding pass review. Add delivery time when a sustained qualified backlog and observed total job effort exceed the existing paid allocation and the proposed financial hiring gate is met.

## ST03 Network and smart-home specialist

**Purpose and reporting:** Deliver accepted connectivity and smart-home assessments, configuration and handover under ST01, with responsibility for the actual devices and systems included in the work order.

**Core duties:** Record the desired outcome, existing environment and dependencies; distinguish provider-side service from local network issues; assess compatibility and access; prepare a bounded change and recovery plan; agree disruption windows; configure supported equipment; test the agreed outcome; explain remaining limits and return account control to the customer. Identify physical installation tasks needing a separately qualified provider.

**Authority and limits:** No unsupported electrical, structural, alarm or security-system work; no promise of uninterrupted business service, complete security or universal connected-device support. Critical systems, broad business networks and incident-response work require separate qualification and approval. A request for remote support is not consent to persistent remote access.

**Qualification evidence:** Demonstrated supported-network and product skills, assessed troubleshooting and change-control practice, secure access and handover training, relevant installation qualifications where required, and evidence of competent rollback/escalation. Qualification is scoped to actual work rather than a generic technology title.

**Measures:** First acceptance against agreed tests; changes reversed; unresolved provider dependencies; repeat connectivity issues; access-revocation exceptions; unplanned disruption and support effort. Record diagnostic findings even when the right outcome is referral or a separately quoted project.

**Sharing and backup:** May assist ST02 only for demonstrated overlapping tasks; schedule shared time once. An independent qualified alternate must be available for interruption-sensitive work within the agreed support window. Glean Entertainment and Simply Tech integration require coordinated appointments, not assumed simultaneous service by one person.

**Stage and dedicated-role trigger:** Begin with a narrow qualified task list. Broaden only after supported equipment, paid delivery and support capacity, customer terms and independent acceptance are demonstrated. Dedicated capacity requires recurring qualified workload, affordable paid coverage and owner release, not category count.

## ST04 Independent acceptance and support review

**Purpose and reporting:** Provide independent technical acceptance, appropriate access/security review and recurring support-quality assessment. SH02 assigns this function to a qualified person other than the person performing the work being reviewed; ST01 receives findings and arranges correction.

**Core duties:** Review the agreed acceptance evidence; verify limitations and unresolved items are disclosed; sample or inspect access, custody and handover records according to job risk; confirm that required access removal and customer-control steps are evidenced; evaluate disputed outcomes and repeat faults; recommend corrective action or a continued hold. Maintain a traceable reviewer identity and scope.

**Authority and limits:** May withhold acceptance within the delegated review scope. Does not guarantee cybersecurity, erase diagnostic uncertainty, set legal warranty terms or authorize refunds independently of commercial delegation. Review is not a substitute for the customer's acceptance, nor is this role automatically the routine help desk or on-call operator.

**Qualification evidence:** Competence in the specific device/system and review question; independence from the work; ability to assess evidence and identify when a different specialist is required. Security-sensitive reviews need matching expertise, not a generic checklist signature.

**Measures:** Acceptance exceptions; recurrence after release; closure of corrective actions; independence breaches; review turnaround against funded windows; unresolved access/custody findings.

**Sharing and backup:** One qualified provider may review several brands only within reserved paid time and without reviewing their own delivery, preparation or approval on the same item. The backup must meet the same independence and skill requirements. If no reviewer is available, narrow the job or hold the affected release.

**Stage and dedicated-role trigger:** Define required review depth and reviewer availability before accepting work that depends on it. Reserve more paid review capacity when risk, accepted workload or recurring exceptions outgrow coverage; appointing a full-time reviewer is not assumed.

## Eligibility and exclusions before accepting a job

ST01 records a decision for each request: accept a bounded diagnostic step, accept defined delivery, seek more information, or decline/refer. An accepted diagnostic appointment is not an agreement to perform every repair it may reveal. [ST-MKT; ST-FORMS]

| Eligibility check | Evidence required and hold condition |
| --- | --- |
| Customer authority | Named device/account owner or authorized business decision maker; authority to approve the particular changes. A payer or employee contact is not automatically the owner. Hold disputed authority. |
| Device and task fit | Supported model/system, symptoms, relevant environment, required parts/tools and competent worker. Unsupported models, inaccessible systems or uncertain scope receive assessment or referral, not a repair promise. |
| Location and dependencies | Agreed on-site, remote, collection or bench method; suitable workspace, access, power/connectivity and provider dependencies. Mobile branding does not establish a repair bench or permission to use a customer location. |
| Risk and consent | Agreed disruption, backup/data-loss discussion, diagnostic limits and specific permitted changes. Stop destructive or materially different work until separately authorized. |
| Capacity and terms | Paid worker, technical lead, required reviewer and backup; actual schedule; accepted fee/estimate, change terms and support boundaries. Unknown eligibility or capacity prevents booking. |

Do not offer security incident response, guaranteed data recovery, account bypass, critical business infrastructure, specialist electronics or regulated installation under a general support description. Refer or develop a separately reviewed capability. These are proposed service limits, not legal determinations or evidence that any particular task is already available.

## Controlled intake and delivery workflow

SH03 or SH04 collects only approved initial information: general device/system category, problem, desired outcome, household/business context and approximate location. Do not request passwords, recovery codes, private files, payment information or full device identifiers in public intake. A privacy acknowledgement is not diagnostic consent, remote-access permission or marketing consent. Maintain one accountable next-action owner and separate support requests from new sales enquiries. [ST-FORMS]

ST01 qualifies the request and assigns ST02 or ST03. The authorized commercial owner sends a versioned scope with diagnostic fees, inclusion/exclusion, parts approach, approval limits, cancellation terms and warranty/support treatment. SH05 schedules only after actual paid capability, tools/parts, travel/access and needed review are reserved. A website request or accepted estimate is not a booking until that confirmation occurs.

Before access, the delivery specialist confirms customer authority, the permitted task and any backup/data-loss considerations. Use approved tools and the minimum access needed; prefer customer-controlled authentication where practical. Any privileged or remote access needs recorded purpose, scope, duration and a revocation owner. No passwords in ordinary task notes. Record custody and transfer for devices or media; store only necessary job evidence in the approved protected location with defined access and retention. Unexpected sensitive data or a suspected incident triggers containment and escalation to the designated competent person, not exploratory access outside scope.

During work, log material changes and stop for permission when findings alter cost, access, risk or outcome. At closure, apply the agreed tests and required ST04 review; explain unresolved limitations; restore customer control and remove temporary access according to the agreed process. Record handover, acceptance or exceptions, invoice reference and support route. Retain necessary records under the approved policy; do not promise deletion that has not been verified.

ST01 owns the technical support queue; SH04 retains customer follow-up until an accountable specialist accepts the issue. Document the agreed warranty's scope, exclusions, parts/provider responsibilities, claim process and approved period before contracting; do not invent a standard guarantee. A new issue or excluded task requires assessment and authorization. Refunds, concessions and replacement commitments follow written commercial authority, with SH06 recording the financial event and independent review preserved.

## Stages and capacity inputs

Preparation establishes the supported-task matrix, actual qualified primary/backup, approved tools, custody/access procedures, fees/terms, funded calendar and independent review. A controlled pilot accepts only work meeting those conditions. Expansion follows observed workload, rework/support demand, customer outcomes and finance-reviewed affordability. No calendar date, enquiry count or assumed synergy alone releases a hire.

Before sharing coordination with Obsidian, test a technology visit needing escalation during a delayed passenger trip and another brand's customer follow-up. Record who retains each queue and what pauses. A technician cannot deliver an interruption-sensitive change while acting as the only live dispatcher. If backup is missing, reschedule or narrow the offer rather than borrowing protected coverage.

| Input supplied to finance | Evidence owner | Current value |
| --- | --- | --- |
| Named primary and alternate, task qualifications, actual availability and service windows | ST01 and SH02 | UNSET |
| Paid employment/provider arrangement, rate/quote, minimums, travel and cancellation commitments | SH02 and approved finance owner | UNSET |
| Intake, assessment, travel, setup, delivery, handover, review, rework and ongoing support time by task | ST01 with SH03/SH04 and specialists | UNSET |
| Concurrent jobs, interruptions, absence coverage and shared-person calendar allocation | SH02 with relevant brand owners | UNSET |
| Tools, diagnostic licenses, parts, workspace, transport, protective equipment and custody storage | ST01 and purchasing/site coordinators | UNSET |
| Access/security tooling, record retention, customer support and incident-response arrangements | ST01, ST04 and qualified systems owner | UNSET |
| Diagnostic/repair price terms, parts margin inputs, payment/refund lag and warranty exposure | Authorized commercial owner and finance | UNSET |
| Training, insurance/permissions, independent reviews, backup retainer and launch readiness costs | SH02 and relevant qualified advisers | UNSET |

Finance owns derived capacity, employer burden, contribution, reserve and hiring-threshold calculations. Record one person/provider key and one allocation of each paid resource across jobs and brands. Existing shared costs stay visible; assigning work to Simply Tech cannot make Lucent, the founder or customer support free. These fields are inputs to obtain, not zero-cost assumptions or an approved forecast.

Source basis: ST-SCOPE current service boundaries; ST-MKT Simply Tech marketing plan; ST-FORMS proposed intake and workflow specification; ST-ROLES existing shared resource profiles. Role design and operational controls above are proposed additions for review, not claims of observed service delivery.


# Historical role library 1

Exact titles from the October 7 W13 catalog. These describe duties, alternatives and future options, not separate hires. The current full profiles in this document carry the active qualification, authority and readiness requirements; these historical titles preserve the earlier franchise comparison.

| Ref | Historical role title | Historical scope |
| --- | --- | --- |
| 1 | Portfolio governance and binding authority | Management company |
| 2 | Portfolio CEO and growth planner | Management company |
| 3 | Franchise owner, principal or designated actor | Portfolio and active brands |
| 4 | Shared operations director | Portfolio and active brands |
| 5 | Shared Customer Success Manager | Portfolio and active brands |
| 6 | Sales manager / commercial team lead | Portfolio and active brands |
| 7 | Project coordinator | Kitchen Tune-Up, Bath Tune-Up, Storm Guard, Mr. Handyman |
| 8 | Administrative and dispatch coordinator | Portfolio and active brands |
| 9 | Bookkeeper and payroll administrator | Portfolio and active brands |
| 10 | Independent financial controller / review function | Portfolio and active brands |
| 11 | HR and recruiting coordinator | Portfolio and active brands |
| 12 | Marketing and social media specialist | Portfolio and active brands |
| 13 | Procurement, inventory and fleet coordinator | Portfolio and active brands |
| 14 | Qualified driver and service-logistics function | Portfolio and active brands |
| 15 | Quality and training coordinator | Portfolio and active brands |
| 16 | Qualified relief and continuity coverage | Portfolio and active brands |
| 17 | External legal and franchise adviser | Portfolio and active brands |
| 18 | External accounting and tax adviser | Portfolio and active brands |

Basis: H3. All 56 exact historical titles are retained across these three tables; internal provenance preserves the historical source mapping.

# Historical role library 2

Exact titles from the October 7 W13 catalog. These describe duties, alternatives and future options, not separate hires. The current full profiles in this document carry the active qualification, authority and readiness requirements; these historical titles preserve the earlier franchise comparison.

| Ref | Historical role title | Historical scope |
| --- | --- | --- |
| 19 | Tint World Center manager | Tint World |
| 20 | Techy store manager | Techy |
| 21 | Molly Maid operating manager | Molly Maid |
| 22 | Mr. Handyman operating manager | Mr. Handyman |
| 23 | Grounds Guys operating manager | The Grounds Guys |
| 24 | Premier Pool operating manager | Premier Pool Service |
| 25 | Kitchen Tune-Up operating manager | Kitchen Tune-Up |
| 26 | Bath Tune-Up operating manager | Bath Tune-Up |
| 27 | Meineke shop manager | Meineke |
| 28 | Storm Guard Key Manager | Storm Guard |
| 29 | Handyman working lead | Mr. Handyman |
| 30 | Handyman technician / helper | Mr. Handyman |
| 31 | Cleaning working lead | Molly Maid |
| 32 | Cleaning technician | Molly Maid |
| 33 | Grounds working crew lead | The Grounds Guys |
| 34 | Grounds maintenance technician | The Grounds Guys |
| 35 | Landscape and irrigation specialist | The Grounds Guys |
| 36 | Pool route technician | Premier Pool Service |
| 37 | Pool equipment repair specialist | Premier Pool Service |

Basis: H3. All 56 exact historical titles are retained across these three tables; internal provenance preserves the historical source mapping.

# Historical role library 3

Exact titles from the October 7 W13 catalog. These describe duties, alternatives and future options, not separate hires. The current full profiles in this document carry the active qualification, authority and readiness requirements; these historical titles preserve the earlier franchise comparison.

| Ref | Historical role title | Historical scope |
| --- | --- | --- |
| 38 | Home window-tint installer | Tint World |
| 39 | Smart-home, networking and home AV specialist | Tint World, Techy |
| 40 | AV installation helper | Tint World, Techy |
| 41 | Automotive window-film installer | Tint World |
| 42 | Automotive detailer | Tint World |
| 43 | PPF and vinyl-wrap installer | Tint World |
| 44 | Paint-correction and coating specialist | Tint World |
| 45 | Automotive and marine audio specialist | Tint World |
| 46 | Automotive and marine fabrication specialist | Tint World |
| 47 | Techy device-repair technician | Techy |
| 48 | Shop mechanic and diagnostic technician | Meineke |
| 49 | Mobile mechanic | Meineke, Tint World |
| 50 | Shop service adviser and customer handover | Tint World, Meineke, Techy |
| 51 | Cabinet, refacing and closet installer | Kitchen Tune-Up, Mr. Handyman |
| 52 | Bathroom remodeling technician | Bath Tune-Up, Mr. Handyman |
| 53 | Storm Guard production manager | Storm Guard |
| 54 | Roofing/restoration inspection specialist | Storm Guard |
| 55 | Roofing/restoration working crew lead | Storm Guard |
| 56 | Qualified specialty-trade provider | Kitchen Tune-Up, Bath Tune-Up, Mr. Handyman, Storm Guard, The Grounds Guys, Premier Pool Service |

Basis: H3. All 56 exact historical titles are retained across these three tables; internal provenance preserves the historical source mapping.

# Motor Vault inventory garage resource design

The owner clarified that Motor Vault is a small garage reported as 1,800 square feet, intended to hold cars the owner wants to sell. Treat it as an inventory garage supporting Vesper, not a third-party storage business. The acquisition discussion refers to the same deal, not an additional purchase cost. The stated area does not establish usable capacity, bay count or permitted activities. Acquisition, dealer authority, site rights, insurance and operating readiness remain unverified. [OWN-MOTORVAULT]

## Proposed responsibilities

SH01 retains scope, acquisition and spending decisions; SH02 coordinates shared resources; AU01 is the proposed accountable inventory-garage function. AU07 performs only authorized movements with verified driving/custody competence. AU03 handles qualified technical work, AU06 authorized preparation, and AU05 independent condition assessment within verified scope. AU09 manages Vesper sales appointments and AU10 transaction documentation; SH04 schedules and follows up using approved information and available windows. All are existing function mappings, not staffed appointments. Qualified primary and paid backup coverage remain OPEN.

## Inventory workflow and controls

Maintain one record per VIN with ownership/authority, location, keys, access permissions, condition, availability, technical holds and intended sale status. Log authorized movements, preparation and condition changes. Keep technical release distinct from cosmetic readiness, sale approval and handover. AU05 must not independently accept its own repair or preparation work.

Permit viewings, test drives, preparation or mechanical work only after the actual site permissions, insurance, qualified coverage and customer process support that activity. Reserve appointment and handover windows without double-booking a person or vehicle. Escalate incidents and discrepancies through AU01 to qualified responders and SH01 for reserved decisions. If consignment is later approved, identify those vehicles separately and establish applicable custody, authority and contract terms before acceptance; consignment is not assumed.

## Initial readiness and evolution

Verify usable layout and access, security, vehicle movements, funded staffing windows, backup and actual costs before occupation or commitments. No vehicle count is inferred from floor area. Expand activity only after documented capacity and existing hiring/cash gates support it. Foundry use is not assumed. A separate Motor Vault website is not proposed here; garage identity may support Vesper subject to the brand work. No storage memberships or customer-storage revenue are included.

# Decision register and implementation sequence

| Sequence | Deliverable | Responsible function | Release condition |
| --- | --- | --- | --- |
| Scope and authority | Opening company/service scope, commercial model, actual entity/employer map. | Owner and advisers | Bounded supported offers; signed commitments identified. |
| Capacity and roster | Role-to-person/provider map, skills, calendar, backup and physical coverage. | Operations and qualified leads | No unsupported live window, task or double booking. |
| Funding | Actual costs, reconciled existing budgets, Group/entity cash and hiring gate. | Financial modeler with independent finance | Source-backed funded case and owner decision; no invented savings. |
| Acquisition and readiness | Glean route diligence/transition; vehicle/site/creator rights; technical release. | Relevant acquisition/delivery lead | Actual evidence and continuity precede promotion or bookings. |
| Recruit and test | Reviewed prelaunch interest and genuine role drafts, separate funnels, assessment criteria and response plan. | Talent/creator and hiring leads | Owner-authorized narrow publication objective; truthful applicable terms, working intake, platform eligibility and paid response coverage; separate paid-work release. |
| Review and grow | Quality, workload, sales/collections, retention and candidate/creator outcomes. | Operations, channel and finance reviewers | Evidence supports a specific next role or offer; owner releases it. |

No exact future hire date or headcount is selected. Proposed cadence and thresholds are review settings, not measured results. Retain paid specialist coverage for necessary work even while deferring permanent positions; otherwise narrow the offer.

This document contains the complete proposed resource design and its working input forms. Actual operating evidence, appointments and approvals remain open inputs; documentation alone does not establish launch readiness.

Basis: R1, AUTO, GTM5 and GATE. Proposed functions; no staffed roster or employment structure established.

# Source basis and review boundaries

| Source ID | Basis and use |
| --- | --- |
| OWN-FORECAST-ALL | Owner ruling relayed October 27, 2026: planned services/channels carry labelled forecasts rather than being omitted because unverified; cleaning first/handyman parallel, scheduled cleaning/lawn/pool routes, remote-first uncapped creator growth and needed repeated expansion. Applies after the active candidate. Actual release gates remain; EV hours held and reinvestment parked. |
| DEFAULT-D3 | Claude recommendations accompanying the October 27 ruling, section D.3: BPO $7,500–$14,000 monthly, 15–20 active creators per success coordinator, repeated next-studio trigger after two months of excess waitlist, 40–45 recurring accounts per cleaning crew, and paid GL02 transition. Unverified planning defaults with sensitivity and evidence needs; not market quotes or proven capacity. |
| OWN-FLEET-6 | October 27 full-launch owner addendum: four SUVs, Mercedes and BMW; normally at most five fare vehicles, weekday BMW business use, weekend BMW replacing parked Mercedes; costs and qualified coverage retained. |
| OWN-SHARED-CLOCK | October 27 owner shared-time addendum: all Obsidian channels use one qualified driver/vehicle pool; reservations, paid duties, travel and downtime counted once. |
| DRIVER-PATTERN | Exact owner-binding record of October 25, 2026, version 3: four 10-hour paid shifts per driver each week with paid downtime and required work. Only that scoped pattern and paid-work protection are carried; prior blanket 24/7 roster, BMW Holding-only and fixed-outage assumptions are superseded or excluded, and proposed clock times are not owner-approved. Current fleet and shared-clock addenda control. |
| OWN-HYBRID | Owner October 26, 2026 direction in the master session: most Home delivery through qualified provider businesses; one potential retained Home Services Field Lead combines sales, field coordination and permitted handyman work. Initial descriptions and charts must align. |
| OWN-INTEGRATED | October 26 integrated parent planning batch: demand-led qualified offers, conditional later route acquisition, one finite paid clock and three active service months plus workload/full-cost contribution/funded reserves before dedicated non-lawn/pool transport. Financial implementation remains separately owned. |
| FL-CONTRACT | [Florida Statutes 2026, section 489.105](https://www.flsenate.gov/Laws/Statutes/2026/489.105), checked October 26, 2026: contracting scope can include work undertaken through others; service-specific business authority must be verified. |
| FL-DBPR | [Florida DBPR, Getting in Compliance](https://ula.myfloridalicense.com/getting-in-compliance/), checked October 26, 2026: planned subcontracting does not automatically permit advertising regulated services without the required licensing. |
| OWN-MOBILE-MARKET | Owner countywide mobile-service and route-expansion clarification in the master session, October 25, 2026: Miami-Dade/Broward are open planning markets across current mobile lines; near-base first acquisition placement and future South Florida expansion remain conditional. No purchase timing, deal, funding, crew or growth figures adopted. |
| OWN-HS-SEGMENTS | Direct owner clarification in the master session, October 25, 2026, and its standalone segment taxonomy: HS-KITCHEN, HS-BATH, HS-CLOSET, HS-FLOOR and HS-GARAGE. Component tags prevent duplicate counting; no prices, job volumes or additional entities adopted. |
| OWN-HS-MARKET | Direct owner planning direction in the master session, October 25, 2026: Miami and Broward coverage is open across east/west areas. Actual travel, qualifications, paid capacity and job permissions remain to be established; no operational availability is inferred. |
| OWN-FLOORING | Direct owner instruction in the master business-plan session, October 25, 2026: include flooring and establish a local supplier/service-provider library. Resource duties and qualification mappings are local planning; no provider or hire is approved. |
| SC-PLAN | Dedicated Home Services sourcing subject plan, reviewed October 25, 2026. That session owns vendor/manufacturer/distributor/network discovery. Raw price and capacity sources feed the sole finance modeler; candidate entries do not establish contracted or available capacity. |
| OWN-HOME-SERVICES | Direct owner instruction in this resource-planning session, October 25, 2026: Home Services is the intended parent of Glean, Simply Tech and Pitstop Mobile Auto as sibling subsidiaries. Owner also directed business-plan, financial and marketing coordination. This selects the intended structure, not completed legal formation or additional funded roles. |
| GTM5 | Operating Brands Strategy and Marketing Blueprint v5, 24 October 2026; Glean route acquisition, historical five-brand scope and scorecards; automotive architecture updated here by the current owner direction. |
| R1 / AUTO | Cross-portfolio Role and Resourcing Review v2 and Automotive Resources v1; shared roles, coverage and technical/control boundaries. |
| GATE / GATE1 | Initial Setup and Staffing Gates v1 plus modeler Gate Method v1; proposed thresholds and verified arithmetic, not approved hires. |
| I2 | Historical Lucent Digital iteration 2 owner review v2. Its outcomes and month references are not the current financial selection; obtain the coordinator’s reviewed pin after active corrections. |
| POSITION | Current proposed position library prepared for this master; role duties and hierarchy recommendations derived from the above. |
| TALENT | Current recruitment/creator strategy and primary policy evidence; narrow policy facts separated from proposed tactics. |
| S1 / S2 | Shared Resources and Stage Roles v1 and Digital Scope Addendum v2; historical operating inputs incorporated through R1/AUTO. |
| H3 | Historical W13 October 7 catalog; 56 exact role titles retained for reference, not current employee count. |
| FIRST90 / ROSTER / COSTINPUT | Reviewed first-90-days playbook and its 17-bundle and 49-input registers, incorporated as internal chapters and forms. |
| ARCH / VESPER / FOUNDRY / OPS | Reviewed automotive strategy v3 and operating chapters use the current Vesper and Foundry names. Current operational safeguards are incorporated here. |
| OWN-FOUNDRY | Current owner direction relayed by the authorized brand session: Foundry Fleet & Commercial replaces Relay; Vesper and the then-planned six-site structure otherwise unchanged at that historical decision; later Pitstop and Simply Tech directions expand the current scope to eight brands. Reviewed automotive strategy v3 incorporates the current name and creative direction. |
| OWN-MOTORVAULT | Owner clarified a reported 1,800-square-foot garage for cars intended for sale, within the same acquisition discussion rather than an additional purchase cost. Inventory-garage duties support Vesper conditionally; acquisition, authority, site permissions, capacity and funding remain unverified. No third-party storage business is assumed. |
| OWN-RECRUIT | Recorded owner direction to recruit driver/cleaner candidates before assets/routes and obtain paying creator clients before studio rent; conditional readiness, not actual hiring, spending or release. |
| OWN-2026 / REC-OWN / OWN-PRELAUNCH | Recorded owner direction: 2026 interest-generation websites and assistant/driver/Digital/creator recruiting, November funding expectation, one shared assistant and retained own-car part-time Glean/handyman direction. No approved cash settlement, public pay or hire is inferred. |
| REC-ROLE / ROLE-LIBRARY | Reviewed consolidated 56-function source edition 2; profiles retained unchanged in this edition. |
| REC-LI / REC-IN / CHANNELS | October 25 primary LinkedIn Jobs Policies and Indeed Non-Work Opportunities; genuine specific opportunities and channel restrictions qualified in the recruiting chapter. |
| MOB-SCOPE | October 25 owner service-boundary addendum v4 and updated brand brief v4; Pitstop mechanical, Simply Tech Smart Living and device/network services, Glean Entertainment retained. |
| RESOURCE-2 | Independently reviewed brand capability sections for Pitstop and Simply Tech; new function scopes and blank cost/capacity inputs, not hires or forecast approvals. |
| MASTER / ROLES | Prior resource master and current position library; substantive current content is reproduced in this complete edition. |
| INTEGRATION / OPERATIONS / COST | Existing integrated business-plan context and specialist operating/financial contributions used by FIRST90. |

## Primary posting and creator-channel references

T1 LinkedIn Jobs Policies — https://www.linkedin.com/legal/l/jobs-policies

T2 Indeed — Non-Work Opportunities — https://www.indeed.com/help/employers/articles/policy-non-job-posting?co=US&hl=en

T3 Meta — Recommendation Guidelines — https://about.fb.com/news/2020/08/recommendation-guidelines/

T4 Meta — Advertising Standards (retrieval gap) — https://transparency.meta.com/policies/ad-standards/

T5 Meta — Sexual Solicitation (retrieval gap) — https://transparency.meta.com/policies/community-standards/sexual-solicitation/

Policy pages support only the stated narrow facts. They do not establish approval for an account, job, creator offer, targeting method or advertisement. Unavailable policy/account checks remain explicit launch dependencies.

Internal provenance retains exact source versions, hashes and review evidence. This consolidated edition replaces the need to read separate resource addenda for the current design. It preserves historical evidence, does not change financial workbooks and does not approve transactions.