Revenue architecture • August 2026
Put every person in the part of growth where they create the most value.
A three-lane acquisition system that combines Brad’s relationships, a focused new-sales team, and Marz Perez’s deep industry knowledge—while moving day-to-day account-management accountability away from her.
The growth system
Three distinct lanes feed one delivery engine
Each lane has a narrow job. All closed business enters the same integration, service-delivery, retention, and expansion infrastructure.
01
Brad StevensRelationships & network
Founder relationships, referrals, partnerships, speaking, podcasts, and strategic inbound opportunities.
3–4VA starts / month
$6.6K–$8.8K MRR
02
Summer • Justin • KateFocused core sales
Repeatable acquisition around one or two major industries at a time—initially pest control and lawn care.
6–8VA starts / month
$13.2K–$17.6K MRR
03
Marz PerezStrategic industry unit
Hyper-specific prospecting in niches where existing Outsource Access results create immediate credibility.
7–9VA starts / month
$15.4K–$19.8K MRR
One operating engine
Integration → Service Delivery → Retention → Expansion
Win the right client, launch the right VA, prove value quickly, retain the relationship, and expand through the infrastructure Outsource Access has already built.
Genius-zone redesign
Chief Growth Officer—Strategic Industries & AI Solutions
This preserves executive stature while replacing administrative management with visible revenue ownership and meaningful compensation upside.
- Three to four strategic micro-verticals
- Industry positioning and sales narrative
- Discovery, strategic diagnosis, and presentations
- Objection handling and closing
- Initial land-and-expand plan
- AI competency and advisory positioning
- Revenue forecasts and industry playbooks
- Strategic advisory input to the AM team
- Managing Emily, Paola, and Beia
- Chasing notes and administrative follow-through
- Monitoring routine technology compliance
- Daily performance correction and work approval
- Campaign list building and CRM cleanup
- Scheduling, proposal administration, and reminders
- Owning every AM meeting
- Routine portfolio administration
Current weekly allocation
Nearly half of Marz’s time is administrative.
The current mix uses a premium closer as an internal administrator. The redesigned role should reverse that allocation.
“You are exchanging portfolio and people management for specialized revenue ownership, autonomy, and significantly greater upside.”
Industry-unit launch
Start narrow enough to be unmistakably relevant
Trucking and logistics is the first evidence-backed Marz lane. The remaining candidates must be validated against named clients, outcomes, and Marz’s real fluency before launch.
Trucking & logistics operations
Explicitly identified as an area where Marz can speak from deep client experience.
Education funding & E-rate consulting
The Funds for Learning model represents the precise, overlooked niche strategy this motion is designed to exploit.
Insurance claims & field adjusting
Potential for workflow-rich case studies, operational specificity, and a defensible staffing narrative.
Commercial property & field services
Strong fit for administrative workflow mapping without competing with the core pest-control and lawn-care campaigns.
Selection gateFive candidate niches→Named clients and proof→Addressable market→Marz fluency→Best two launch first
Account-management continuity
Self-directed does not mean leaderless
The experienced AM group can coordinate its work directly, while dashboard visibility and named accountability replace Marz’s administrative supervision.
Rotate the meeting chairAMs share facilitation rather than depending on Marz.
Dashboard the commitmentsNotes, pipeline, risks, and follow-through are visible.
Escalate exceptionsStephen owns missed execution; Mary resolves structural issues.
Protect current quotasThe transition is not permission to reset August targets.
Target integrity
Track clients, VAs, gross MRR, and net MRR separately
The current “unit” language is ambiguous. The dashboard must show the economic truth without forcing anyone to translate between competing definitions.
| VA starts | Gross new MRR | Net after $6K attrition |
|---|---|---|
| 15 | $33,000 | $27,000 |
| 16 | $35,200 | $29,200 |
| 18 | $39,600 | $33,600 |
| 20 | $44,000 | $38,000 |
| 21 | $46,200 | $40,200 |
15 VAs is a floor—not the $35K target.
At $2,200 per VA, the operating target is 16–20 starts for approximately $35K–$44K gross new MRR. If the target means $35K–$45K net after approximately $6K attrition, the requirement rises to about 19–24 starts.
Dashboard fieldsNew clientsNew VA startsGross new MRRLost VA unitsLost MRRNet new MRR
30-day execution
Build the new lane without resetting the current operation
Mary’s concern is valid: frequent reorganization can become an excuse to delay targets. This transition runs behind the existing quotas until the new motion proves itself.
- Week 1
Decide and design
Confirm Marz’s title, reporting line, compensation structure, account inventory, actual hours, five candidate industries, and administrative support.
- Week 2
Build the first two niches
Assemble evidence, target lists, case studies, outreach, nurture, proposal sites, scripts, CRM stages, and handoff expectations.
- Week 3
Launch and observe
Begin qualified meetings, refine objections and positioning, and start warm handoffs of lower-dependency client relationships.
- Week 4
Evaluate and expand
Review opportunities, proposals, closes, VA starts, MRR, retention quality, and administrative time removed. Activate niches three and four only on proof.
Written narrative
The business case and operating logic
The visual above is the operating map. This narrative preserves the reasons, boundaries, and intended outcome behind it.
The central decision
Outsource Access has been trying to use Marz as both an executive relationship strategist and the administrative manager of the account-management team. Those jobs reward very different behavior. Managing other account managers requires consistent inspection, detailed coaching, documentation follow-through, technology enforcement, and routine accountability. Marz can do portions of that work, but it is not where she creates disproportionate value.
Her disproportionate value is her ability to establish rapport quickly, think strategically, understand the operating realities of American businesses, speak credibly from years of client experience, and confidently close. The company needs more of that contribution than it needs her to supervise three experienced account managers.
Why this is not a demotion
The move should not be described as taking management away. It is an exchange: less administrative portfolio and people management in return for defined strategic-industry ownership, autonomy, direct visibility into revenue impact, and substantially greater earning potential.
Leadership is not limited to having direct reports. Marz leads by becoming the executive authority for selected industries, representing Outsource Access in consequential sales conversations, shaping the AI solutions narrative, building repeatable sales playbooks, and converting institutional knowledge into recurring revenue.
How existing clients create new sales
Existing clients are the evidence base—not the sales target for this initiative. Their results, workflows, language, objections, and success stories reveal the narrow industries where Outsource Access already has an unfair credibility advantage. Sterling and the campaign operation convert that evidence into prospect lists, tailored outreach, case studies, nurture, and custom proposal experiences.
Marz then enters the process where human judgment has the highest value: live diagnosis, storytelling, trust, objections, and closing. After the sale, the existing integration and service-delivery machine takes over.
Why the new sales team stays focused
Summer, Justin, and Kate should not be expected to absorb the accumulated knowledge of 85 industries at once. Their strongest route to competence is concentrated repetition. Pest control and lawn care give the team a manageable lane in which they can learn the language, problems, workflows, and offer deeply enough to improve every week.
Marz’s lane is different: it exploits knowledge that already exists inside the company but cannot be transferred rapidly into a new sales team. Together, the two motions create scale without pretending that every salesperson can sell every industry equally well.
Accountability after the transition
Emily, Paola, and Beia are experienced enough to own their portfolios and rotate meeting facilitation. That does not eliminate accountability. Paola can coordinate temporarily as OIC, Stephen can own performance exceptions and follow-through, and Mary remains the executive owner of quotas and escalations. Dashboards expose activity, missing data, client risk, expansion pipelines, and commitments.
Marz can remain present as a strategic advisor, but she should not be the person chasing notes or policing routine execution. Her participation should add judgment—not recreate the management burden under a different name.
What success looks like
The company consistently signs approximately 16–21 new VAs per month across three complementary sources. Marz receives 10–12 genuinely qualified opportunities supported by precise industry evidence and administrative preparation. The core sales team becomes increasingly fluent in a small number of major industries. Brad continues to contribute relationship-driven opportunities without being the sole source of growth.
The result is $35K–$46K in gross new monthly recurring revenue before attrition, clearer ownership, better use of Marz’s strengths, and a repeatable mechanism for turning Outsource Access’s institutional knowledge into new-client acquisition.
Keep today’s quotas. Build tomorrow’s growth engine.
The current revenue race and accountability structure continue. The Marz industry unit is designed, piloted, and measured in parallel—without giving the organization another reason to reset the clock.