Goal to Done

Turn 1

What does your business sell?

Turn 2

Your target is

$20,000 more in monthly revenue by day 90. The first action is to check how much extra work your current team can deliver profitably.

One possible route is

This would require 10 clients adding $1,000 each per month, plus 80 first sales per month instead of 60. With 600 qualified opportunities, conversion would need to rise from 10% to about 13.3%.

These are targets to test, not promised results. They assume your existing revenue holds steady, opportunities stay at 600 per month, and the average first sale stays at $500. Starter sales contribute to monthly sales revenue; they do not become recurring revenue automatically.

Your 90-day plan

Give one salesperson responsibility for existing-client offers and the other responsibility for new sales. Use your current CRM and email. Proposed starting spend is $0; any later pilot spending must stay within the $3,000 total limit.

1. Days 1–3: Check delivery records to find how much additional monthly work your current team can handle.
2. Days 1–3: Calculate direct delivery costs for each offer using your current gross-margin method.
3. Days 4–7: Choose five of the 20 clients whose existing work suggests a possible need for more support.
4. Days 4–14: Use the message below to learn what recurring work those clients need help with.
5. Days 4–14: Review recent lost sales in the CRM to find the most common reason qualified prospects did not buy.
6. Days 15–30: Prepare a $1,000 monthly offer for each confirmed client need that fits available capacity.
7. Days 15–30: Test one change to the sales approach that addresses the common reason prospects did not buy.
8. Days 15–30: Record results in the tracking table each week.

Days 31–60: Offer additional support to more of the 20 clients if the first offers show demand and delivery capacity remains available.
10.

Days 31–60: Expand the tested sales change if it improves conversion while keeping gross margin at or above 40%.
11.

Days 61–75: Address any customer cancellations or reductions that could weaken the existing $70,000 revenue base.
12. Days 76–90: Check the monthly revenue pace against the $120,000 target.

Before accepting extra work, confirm the customer needs it, the team can deliver it, and the sale meets your margin requirement. At 40% gross margin, a $1,000 sale allows at most $600 in direct costs; a $500 sale allows at most $300.

If either route falls short, recalculate the remaining gap using actual results. Do not fill it by assuming the other clients will buy.

Customer message draft

Subject: Which operations task needs more support?

Hi [Name],

We’re exploring whether additional monthly operations support would help your team.

Which recurring task is taking too much time, falling behind, or getting in the way of other work?

If there’s a useful fit, we can prepare a proposed $1,000 monthly package with a clear scope for you to review. We’ll check delivery capacity before making a commitment.

Would you be open to a short conversation?

[Name]

Tracking table

Update this weekly in your CRM or an existing spreadsheet. Measure new sales and conversion over a consistent monthly period.

The immediate stopping point is a clear amount of extra work your team can handle and its delivery cost. That tells you which offers you can safely test.

Turn 3

The revised pilot starts with a small group from your prepared client list. One owner runs it within

six hours per week, using the existing CRM and email. Planned spending is

$0, with a

$1,000 total ceiling.

The

$120,000 monthly run-rate target by day 90 stays in place. Feasibility is still unproven: customer demand and delivery capacity are unknown. The earlier split—$10,000 more from existing clients and $10,000 more from new sales—remains an illustrative route. It would require 10 client additions and 80 first sales per month, assuming the existing revenue, opportunity count, and average first sale hold steady.

Adjusted actions

1. Days 1–7: Check how much extra monthly work the current team can deliver.
2. Days 1–7: Calculate delivery costs for the possible $1,000 monthly offers.
3. Days 8–14: Choose up to five clients from the prepared list whose current work suggests a relevant need.
4. Days 8–14: Send the draft below to those clients when you are ready.
5. Days 15–21: Record their needs and responses in the CRM.
6. Days 22–30: Prepare a scoped offer for each confirmed need that fits delivery capacity and the margin floor.
7. Each week: Update the tracking table within the owner’s six-hour limit.
8. Days 31–60: Expand to another small client group if demand, capacity, and owner time support it.
9. Days 31–60: Review recent lost sales if owner time remains available.
10. Days 31–60: Test one sales change supported by that review if it fits the remaining time.
11. Days 61–75: Recalculate the revenue gap using active additions, new sales, and any losses.
12. Days 76–90: Check the actual monthly revenue pace against $120,000.

Client offers take priority in this pilot. The new-sales test depends on remaining owner time, so its contribution remains uncertain. Keep no hiring, no discounts, and at least 40% gross margin on every sale. A $1,000 monthly offer allows at most $600 in direct delivery costs.

Your first stopping point is a clear capacity limit and delivery cost for an offer. If either is unknown, keep the email exploratory and wait to make a delivery commitment.

Email draft

Subject: A quick check on your next priorities

Hi [Name],

As you look at your next priorities, which recurring operations task is taking too much time or falling behind?

We’re checking whether additional monthly support could help. If there’s a fit, we can put together a proposed $1,000 monthly package with a clear scope for you to review. We’ll confirm delivery capacity before making a commitment.

What would be most useful for your team?

[Owner name]

Updated tracking table

Use this in the existing CRM. Measure new-sales revenue and conversion over the same trailing 30-day period each week.

The client list is already prepared. These revised actions, email, and tracking table are ready to use. Customer interest, accepted offers, delivery capacity, and added revenue are still unconfirmed; no outreach or spending has been carried out here.