A strategy plan we can actually follow — what we do in the first 30, 60 and 90 days post-close, who owns it, and how we know we’re on track. Built on the Cool Power diligence and the four P’s: people, process, platform, profit. Every item is grounded in what we found, not generic playbook.
Cool Power runs well and Jared is trusted. The posture for the first hundred days is to be visibly present and functionally invisible — these four principles come from our read of the business and govern everything below.
Each period has exactly one job — and a short list of things that are simply true by the time it closes. Read nothing else and you still know where we’re headed: earn the right, make the calls, show it moves, then compound.
Be present, measure everything, and change nothing the team wouldn’t change themselves.
The month of decisions — pick the platform, set the targets, and start building the operating system underneath the business.
Turn decisions into motion — pilots running, dashboards live, the first margin captured rather than just named.
Cut over, scale and embed — Cool Power becomes the first working build of the B² Operating System.
The dated commitments — the relationship moments, the brand and fleet rollout, and the measurement-to-targets checkpoints. Everything operational anchors to close on July 31, 2026; the brand track runs on BRNDMKRS’s own calendar from the Jul 22 kickoff. Brand, media and fleet dates are our plan; the rest follow the principles above.
Day one is a stake in the ground, not a shake-up. The month that follows is presence and measurement — plus the two places we move fast and visibly: the brand and paid media.
Six workstreams down the side, four phases across the top. Click any item to jump to its detail. Filter by phase or owner with the controls above. The ⚑ marks the one call still to confirm — the Sage↔ServiceTitan accounting integration.
Six workstreams, each carried from diagnosis through implementation. Click a status pill to cycle Not started → In progress → Done → Blocked; it saves in your browser so this stays a live tracker.
The 30-day measurement window sets the baseline; at Day 30 we lock the targets off real numbers. Most baselines are owed by QoE — we mark those honestly as TBD rather than inventing a number. The anchor is Jared’s own goal: 25% EBITDA on current revenue, no growth assumed, in roughly 18 months.
| Metric | Baseline (today) | By Day 30 | By Day 90 | 12-month / long-term target | Source |
|---|
Modeled on the diligence “Administrative Position Review,” grounded in Cool Power’s actual org. This is planning only. Consistent with principle 03, there are no role changes in the first 60 days; every action below is sequenced and trigger-based. Salary figures aren’t disclosed in diligence except where noted — we don’t fabricate them.
| Seat / person | Comp basis | Assessment | Action & timing | Priority |
|---|
The back-end FSM is, in Jared’s words, the single most important technology call — and it must be chosen as one architecture with the accounting system, not sequentially. Migration is deliberately slow: pilot with two techs, parallel-run dispatch, full cutover targeted ~Day 150 (not during summer peak), Kathy holds veto on the date.
Scott’s team at Elevate owns the ServiceTitan data migration end to end — extract, transform, test, load. The plan paces to a Sep 18 go-live, well ahead of the budget’s Dec assumption. The joint tag marks the sessions Cool Power sits in; everything else runs on Elevate’s side.
| Step | Window | What happens |
|---|---|---|
| Kick-off meeting joint | ~Jul 24 | Understand the branch’s systems & processes; secure access to required systems and off-system data. |
| Data extraction | Jul 18–24 | Extract and analyze the data; develop the mapping hypothesis. |
| Initial data transformations | Jul 24 – Aug 10 | Data transformed; the initial data gaps and questions developed. |
| Data review meeting joint | Aug 10 | Meet with the company to review data gaps and questions. |
| Data review iteration + updated transformations | Aug 10–24 | Iterate on the Data Review app. |
| Test data load | Aug 24 | Upload the test data. |
| Test data review & updates joint | Aug 24 – Sep 11 | Guided time for the branch to learn the system on real data and give feedback. |
| Test data approved joint | Sep 11 | Sign-off for Elevate to pull the latest data for loading. |
| Final data pull + transformations | Sep 11–14 | Re-pull data and run final transformations, ready for production load. |
| Data sent to ServiceTitan | Sep 14 | Send the templates to ServiceTitan for upload. |
| Go-live joint | Sep 18 | Official go-live date. |
| Feedback + fixes joint | ~Sep 25 | Post-go-live support and fixes, via API or other techniques. |
From the diligence risk register — the unforced errors a bad 90 days would come from.
| Risk | L | I | Mitigation |
|---|---|---|---|
| FSM + accounting decided separately or rushed. | High | High | Treat as one architecture decision; evaluate in parallel; lock both by Day 60; pilot before cutover. |
| FSM cutover breaks dispatch in summer peak. | Med | High | Two-tech pilot for 30 days; parallel-run dispatch boards; Kathy has veto on the cutover date. |
| Marketing attribution never gets built. | Med | High | Tag lead source at intake from Day 1; formal layer in Phase 3; don’t wait for the perfect stack. |
| Costco wind-down mistimed. | Med | High | Phased, tied to pipeline triggers not dates; no hard deadline before the Costco walk-through. |
| Commercial sales gap — Sal is the whole motion. | Med | Med | Scope estimator hire by Day 60 to offload takeoff; grow into a salesperson if Sal wants help. |
| L3Harris concentration. | Low | Med | Quarterly L3 reviews; pursue property-manager anchors so the book isn’t one relationship. |
The discipline that keeps us honest: a month of measuring before we set a single target, then a full review against those targets at the quarter mark.
The 30-day measurement window closes. QoE is closed (revenue & EBITDA by segment, rev-per-man reconciled install vs. service). With true baselines in hand, we lock the financial targets — the path to 25% EBITDA, revenue-per-man-per-day, service-contract penetration and channel CAC. Targets are set after we measure, never before.
A full review against the targets: what moved, what didn’t, what we’d change. A live KPI scorecard and weekly business review running, the stack decision locked with rollout begun, the comp model moving into use, the brand and fleet refreshed, and a 12-month operating plan co-authored with Jared and board-ready.