The BuiltWell way Read first

• Client satisfaction is #1. No excuses, no shortcuts. Then it's #1 again.
• World-class communication. Fast, complete, honest — up, down, and to the client.
• We go the extra mile. Every house, every hand-off.
• We make each other better. Feedback is a gift here, not an attack.
• The goal: the best remodeling company in Georgia within 2 years — busy all year long.

Logs — the rule above the rules Non-negotiable

Logs are how this company sees. Payments, deductions, client answers, tomorrow's schedule, every dispute — all of it stands on the logs. No log = it didn't happen.

• Subs: a daily log every working day — work done, photos, tomorrow's plan. It drives their payment.
• PMs: a log for EVERY site walk — every single one, photos + notes, posted before driving off.
• VAs: everything received, decided or chased gets logged in its app the same day — nothing lives only in a chat.
• Everyone: when in doubt, log it. Over-communication is the standard; nobody has ever been in trouble here for logging too much.

The BuiltWell dictionary Learn these words

• RED house — urgent. The due date that matters is OURS — the date that gets us paid on time. Red houses are presented first every morning and dictate the PMs' schedules.
• BLUE house — on track; we have a little more time. Scheduled after the reds.
• MR (Map & Roster) — the who-and-where data: every crew/sub we have, what they do, and where they are right now. Kept current by Prep and the Hybrid PM.
• Turn — make-ready of a unit. In-house crews' work, always first priority.
• Rehab — a full renovation scope from the client.
• Blank scope — the main work package we keep, targeted at 50% gross.
• Side scope — lines pulled out for targeted specialist subs at negotiated prices (cleaning, pressure washing, landscaping, siding, concrete, decks, full paint, big single tasks).
• Full package — what every sub receives with a property: scope + schedule + inventory sheet + rules sheet.
• Inventory sheet — the standard doc the sub signs at pickup; from that signature the materials are on them.
• Rules sheet — the standard doc with the sub rules and the deduction prices.
• FS — the client's Field Super.
• Echo group — the shared message group with the client side; the PM and the Admin VA are both in it so nothing gets missed.
• 50% gross — the target on every house: our labor + materials ≤ half the client price.
• Change order — the client's written approval (via the FS) for work outside the scope — required BEFORE we touch extra damage.
• Work order — a small fix/task assigned to an in-house crew outside a full scope.
• Private job — work we do for ourselves, not for the client — in-house crews only.

Our apps — who updates what Hard rule

• Schedule Generator — updated by the PMs and the Hybrid PM (the Tracker works in it too when building a new house's schedule). Houses, schedules, red/blue status.
• QC app — updated by Prep and Admin. Scopes, quality checks, photos, documents.
• Partner app — updated by the Tracker. Money: budgets, purchases, deductions, payouts.
• WhatsApp — everything else: day-to-day communication, the echo group with the client side.

The 8:00 AM meeting — VAs + PMs Every morning

1. 8:00 sharp, short. The VAs run it — the schedule was already built last night.
2. VAs present the RED houses first — the urgent ones that dictate today's PM schedules — then the blues.
3. VAs present the MR (map & roster): which crews/subs are available and where they are.
4. Based on that, VAs ask each PM what goes on their task list — so nothing gets forgotten in the field.
5. Everything decided gets uploaded to the apps before the meeting ends. PMs head to the field.

End-of-day — the VAs build tomorrow Every evening

1. At [TIME]: VA-only meeting.
2. Take the day's reality from the PM reports and the apps: what finished, what slipped.
3. Color the houses — RED (our pay-date at risk) or BLUE — and build the next day's schedule around the reds.
4. Draft each PM's task list for tomorrow's 8 AM meeting.
5. Upload the schedule to the Schedule Generator before signing off.

In-house crews & the turns rule Hard rule

Our in-house crews own four kinds of work: turns (first priority, always), punch lists, work orders, and private jobs for us. That work stays inside.

One exception: some turns are used as tests for new crews/subs we're trying out — it's the audition, small and watched. Never given to an established outside sub as overflow.

Authority & escalation Culture

1. You can decide anything that respects three fences: our standards & rules, the client's rules, and the budget.
2. Inside those fences — act. Don't queue for permission.
3. Outside them, or genuinely stuck? Reach the owner — but arrive per the golden rule: with a solution, a plan, and the preparation behind it.
4. Route by owner-of-the-problem first: schedule → Hybrid PM · scope/materials → Prep · money → Tracker · client → Admin + PM in the echo group.

How everyone gets paid Know the terms

• In-house crews: weekly.
• Subs: per project — paid when WE get paid on that house. Want it sooner? They can take an early credit-card payment instead of waiting for the house to pay out.
• Deductions (standard price list — see the PM and Tracker sheets) are applied by the owner at the sub's project payout, from the Tracker's log.
• Payment questions go to the Tracker with evidence — not argued on site.

Photo standard — everything gets shot Every site, every day

1. Before starting any area, during anything that gets covered up, and after completion.
2. Problems get photographed the moment they're found.
3. Wide shot for context + close shot for detail. Blurry doesn't count.
4. Photos go into the QC app the same day — they back payments, deductions, client questions and disputes.

Site safety basics Always

• Site stays walkable: cords bundled, debris in one pile, nails pulled or bent, stairwells clear.
• Power off before touching electrical; water off before opening supply lines.
• Someone gets hurt: treat/call 911 first, then the PM, then Admin informs the owner. Photos + written note same day.
• Unsafe sub practice = broken rule → document → deduction path.

Found damage the scope doesn't cover Change order

1. Stop work in that area only — everything else continues.
2. Photos (wide + close) into the QC app, plus two sentences: what it is, what it blocks.
3. PM sizes it with Prep → the PM notifies the FS to get a change order, the same day.
4. No work on the extra item until the change order is approved in writing — unapproved work is free work.
5. Tracker adds the change order to the house's numbers once approved.

Theft / break-in on site Act now

1. Don't touch the scene — photograph doors, locks, what's gone.
2. Call the PM; PM decides with the owner whether to file a police report.
3. List what's missing: our materials (Prep re-orders, Tracker logs the loss) vs the sub's tools (their insurance).
4. Fix the entry point today — a site that got hit once gets hit twice.
5. High-theft deliveries move to just-in-time on that street (tell Prep + Hybrid PM).

Weather kills the day Morning call

1. Hybrid PM calls it before the 8 AM meeting: which sites are rained out, what moves indoors.
2. Outdoor trades get resequenced; indoor scope pulled forward where possible.
3. Subs are told before they drive.
4. A red house hit by weather → the client side hears it from us the same day, with the recovery plan.

Communication standard All roles

• World-class communication is a core standard here, not a nicety. We OVER-communicate — every walk, every delay, every decision gets logged. Too much information beats too little, every time.
• Work-blocking messages get answered now; everything else same day.
• Client-side messages in the echo group: someone (PM or Admin) acknowledges the same day, always — even if the full answer comes later.
• A delay you didn't communicate is a delay you own.

PM — role sheet Your job

Mission: every house you touch finishes on OUR due date, at BuiltWell quality, with a documented trail — so the client is thrilled and we get paid on time.

What we want from you

• Run your sites: quality, safety, sub accountability. Red houses get you first.
• Decide within the three fences — our standards, the client's rules, the budget. Escalate only with a solution + plan.
• Client satisfaction is #1: what the FS sees on site is your work.
• Feed the system: the VAs plan tomorrow off what you report today.

Your deliverables

• Every walk: a daily log — every single site walk produces one (photos + what you saw + what's next). We over-communicate; a walk without a log didn't happen.
• Daily: written end-of-day report (per house: done / behind or blocked / needed tomorrow).
• Daily: Schedule Generator updated with your houses' real status.
• Daily: VAs kept current during the day — never sit on a delay until evening.
• Per house: one complete punch list, the FS handover walk, change orders requested same day, deduction decisions documented same day.

Your field day Every day

1. 8 AM meeting: take your task list from the VAs — reds first — then straight to the field.
2. Visit order: red houses → turns → houses with a new sub or yesterday's problem → blues.
3. At each site: work matches scope? quality up to standard? site clean and safe? sub actually there as scheduled?
4. Every walk gets its own daily log — photos + notes into the QC app before you drive to the next site. Every single one; we over-communicate.
5. Anything that moves a date goes to the Hybrid PM the moment you know it.

End-of-day report — feeds tomorrow's schedule Every evening

1. Per house, three lines: done today / behind or blocked / needed tomorrow (material, decision, sub).
2. Update your houses in the Schedule Generator to match.
3. Send before the VAs' end-of-day meeting — they build the next day's schedule and your task list from it.
4. Anything touching OUR pay date gets flagged loudly — that's what turns a house red.

Standard deduction prices DRAFT — owner to confirm

One price list, printed on every rules sheet, so there's never an argument. These are set HIGH on purpose — the schedule and the quality are the business. Proposed amounts (highlighted = to be confirmed):

• No-show, no notice: $300 first time · $600 repeat
• Late / left early without communicating: $100
• Daily log missing: $50 per missing day
• Log that doesn't match reality: $250
• Site left dirty or unsafe: $250 + cleanup cost
• Punch list not cleared on the one chance: cost of the outside fix + 25%
• Unjustified material shortage after the signed inventory: full material cost + $100
• Bad work we discover (not self-reported): cost of redo + $250
• Blowing OUR pay date on a house (sub-caused): $500

Deduction calculator Tool

Check what happened, get the total per the standard list, and copy a clean message for the sub. Prices are the draft list until the owner locks them.

A sub breaks a rule Document same day

The rules on their sheet: respect schedule and due dates, communicate delays, sign an accurate pickup inventory, daily logs every day, show up as agreed, meet quality standards, one-chance punch list, keep the site clean and safe.

1. Document it the moment you see it: photos into the QC app, what rule, which house, date.
2. Tell the sub directly, and name the standard price — no surprises at payday.
3. Send the deduction + evidence to the Tracker to log the same day.
4. The owner applies it at that sub's project payout.

Punch list — the one-chance rule Hard rule

1. Walk the finished work against the scope, line by line. Write ONE complete punch list — no drip-feeding.
2. Send it with a fix-by date that protects OUR pay date.
3. The sub gets one chance to clear the whole list.
4. Second walk still wrong → price the remainder, get it fixed (in-house or another sub), pass the cost per the standard list → Tracker.

Sub doesn't show up Act now

1. Call the sub — an ETA or a real answer, not a vibe.
2. Call the Hybrid PM immediately: wait, swap in from the MR, or resequence the day.
3. Document the no-show → standard price → Tracker same day.
4. If a red house's date is at risk, the client side hears it from us in the echo group the same day.

Sub disputes your quality call Stay factual

1. Point to the standard, not opinion: the scope line, the photo of what good looks like, or the manufacturer's spec.
2. Photograph the disputed work from the angles that show it.
3. Still disagreeing? The work still gets fixed — your call stands on site. Note the dispute.
4. Refusal to fix = the punch-list path, priced per the standard list. The paperwork wins, not the shouting.

Hidden damage found mid-job → change order Same day

1. Stop work in that area only; the rest of the house keeps moving.
2. Photos into the QC app + two sentences: what it is, what it blocks.
3. Rough fix cost from Prep the same day.
4. You notify the FS to get a change order — in the echo group, same day, photos attached.
5. Change order approved → Hybrid PM reslots, Tracker adds the price line. Not approved → build around it, note it at handover.

Materials arrived wrong or short Act now

1. Photograph the delivery as-is before anyone touches it.
2. Check against Prep's order — wrong item, short count, damaged?
3. Call Prep: return/credit with the supplier, re-order in the same call.
4. With the Hybrid PM, resequence so the crew isn't standing around.

Water leak / flooding on site Emergency

1. Shut the water at the main. Kill power to affected areas if water is near outlets/panel.
2. Contain standing water — crew drops other tasks.
3. Photograph before and after cleanup → QC app.
4. Prep for emergency materials/plumber; Hybrid PM to rework today.
5. The FS hears it from us in the echo group the same day, with photos and the fix plan.
6. Soaked drywall/flooring → plan the dry-out NOW; mold later costs 10× today's fans.

Gas smell / electrical hazard Emergency

1. Everyone out. No switches, no flames, doors open on the way out.
2. Gas: call the gas utility's emergency line ([NUMBER]) from outside. Electrical arcing: kill the main if safely reachable.
3. 911 if there's active danger.
4. Then: Hybrid PM (schedule) + Admin (informs client side + owner). Photos once safe.
5. Licensed trade only for the repair.

FS / client shows up on site In the moment

1. Meet them, walk with them — never let them wander alone.
2. Answer what you know; price/date/scope-change questions get "we'll confirm in the group today" — then post it in the echo group so Admin closes it.
3. Note every comment; share with the Hybrid PM + Admin after they leave.
4. Friendly, factual, brief. Client satisfaction is #1 — this visit IS the product.

House handover to the FS Due date

1. Walk the house yourself against the FULL scope (blank + side) the day before.
2. Punch anything you find — you're the last filter before the client sees it.
3. Site clean: trash out, floors swept, stickers off, keys/lockbox as agreed.
4. Walk it with the FS; small items fixed same/next day.
5. Report the result in your EOD; Admin closes it out in the client's software; Tracker closes the numbers.

Daily logs — enforcing them Every day

• Every sub posts a daily log every working day: what was done, photos, tomorrow's plan.
• Spot-check logs against what you saw — a log that doesn't match reality is a broken rule with a standard price.
• Missing logs: Admin chases; repeats → document → deduction.
• Logs are money documents — they back payments, deductions and client answers.

Hybrid PM — role sheet Your job

Mission: every house always has a live schedule that finishes by OUR pay date, and every crew is exactly where the MR says they are. When dates move, you move first.

What we want from you

• Own the Schedule Generator with the PMs — it must match reality every single day.
• Keep the MR (map & roster) current with Prep: who we have, what they can do, where they are.
• Negotiate side-scope prices together with the PMs; escalate to the owner only when needed — with numbers, per the golden rule.
• Be the switchboard: anything that moves a date goes through you, same day, both directions.

Your deliverables

• Daily: the Schedule Generator updated — every house red or blue, nothing stale.
• Daily: schedule changes re-sent to every affected sub and PM the day they happen.
• Per house: the house brought into the system with Prep the day it lands, and the Tracker helped to build its schedule — your sequencing, their numbers.
• Per deal: negotiated side prices in writing, passed to the Tracker the same day.
• Weekly: a two-week look-ahead — collisions and gaps caught before they're urgent.

New house lands — intake & schedule Per house

1. You and Prep bring the house in the same day: Prep splits the scope, you set the house up in the Schedule Generator.
2. The Tracker builds the per-house schedule — you help. You bring the sequencing and trade knowledge; they bring the budget math.
3. Built backwards from OUR due date — the one that gets us paid on time — not just the client's date. That date decides red vs blue.
4. Side-scope subs planned to the exact day — cleaning, landscaping etc. land on a date, not "at the end".
5. The schedule joins the sub's full package (scope from Prep + inventory sheet + rules sheet) — handed over when the sub gets the property.
6. Once live, changes run through YOU: subs flag delays to you, you flag changes to them. Same day, both ways.

Assigning subs — work the MR Per job

1. Open the MR: who's available, what they can do, where they are right now.
2. Track record: quality, punch lists cleared first try, logs, showing up. Best records get the best work.
3. Skill match: don't burn a specialist on basics or a basic crew on specialist work.
4. Map: a capable sub two streets away beats a slightly better one an hour out.
5. New subs audition on a tryout turn or a small scope — never alone on a red house.
6. Keep the MR honest with Prep — it's only useful if it's current.

A delay gets flagged Act now

1. Size it: hours or days? one trade or a cascade?
2. Does it threaten OUR pay date? Then the house goes red and jumps the queue.
3. Rework the sequence in the generator — can another trade slot in today?
4. Re-send the updated schedule to everyone affected. A schedule only in your head doesn't exist.
5. Date at risk → the client side hears it in the echo group same day, with the recovery plan. Sub-caused → PM documents it (standard price).

Negotiating side-scope prices You + the PMs

1. Side scopes are priced by negotiation — you and the PMs run them; the owner only gets pulled in when it's genuinely needed (and then per the golden rule: options, numbers, recommendation).
2. Prep's split gives the client's price per line — your ceiling for the 50% target.
3. Check 2–3 capable subs from the MR — even quick phone quotes keep everyone honest.
4. Fixed price for a defined scope, in writing. Vague scope = change-order fights.
5. Pass the agreed price to the Tracker the same day so the house's gross stays live.

Being the communication center ~70% office

• PMs report reality to you, subs flag delays to you, VAs build the next day off what you hold.
• Rule of thumb: anything that moves a date goes through you; money → Tracker; client → echo group (PM + Admin).
• Day-to-day traffic lives on WhatsApp — but decisions and schedules go INTO the apps, same day.
• Close every loop the day it opens — an unanswered delay is a delay you approved.

Turns in the schedule Hard rule

• Turns are scheduled first, staffed with in-house crews.
• The one exception: a turn used as the audition for a new sub you're trying out — small, watched, graded.
• A rehab delay never pulls a crew off a turn.

Weekly look-ahead Once a week

1. Every [DAY]: all houses side by side for the next two weeks — pay dates, trades still needed, subs assigned.
2. Find collisions early: two houses needing the same sub the same week, or a side trade nobody booked.
3. Check capacity against the MR honestly — a sub carrying two houses doesn't get a third because it's convenient.
4. Book side-scope subs for exact days NOW.
5. At 30–40 houses running, this list is what keeps the reds from multiplying — bring the unsolved ones to the VAs' end-of-day.

Onboarding a new sub First job

1. Walk them through the rules sheet before their first job — including the standard deduction prices. They confirm in writing.
2. First job is the audition: a tryout turn or a small scope, PM checking daily.
3. They get the full package like everyone: scope, schedule, inventory sheet, rules sheet.
4. Grade them after the first house — first grade decides what they're offered next; it goes in the MR.

Emergency resequencing (mid-day) Act now

1. Triage: what's actually blocked vs what feels urgent. Red houses and turns outrank everything.
2. Move work, not quality: pull indoor/other-trade tasks forward at the blocked house; move the freed sub where they're productive today.
3. Three calls to re-set the day: affected subs, the PM, Admin if the client side needs to hear it.
4. Update the generator the same day so tomorrow starts from the new truth.

Keep the decision trail All day

• Every schedule change, sub commitment and negotiated price goes in writing the same day — even after a call: "Confirming what we agreed: …".
• Verbal-only agreements are how "I never said that" happens at payday.
• Decisions land in the apps, not just the chat — WhatsApp scrolls away, the apps don't.

Admin — role sheet Your job

Mission: nothing from the client side ever waits on us, and nothing we know stays trapped in a chat — every scope routed the hour it lands, every message answered same day, everything filed in the QC app.

What we want from you

• Sit in the echo group with the PMs — you are the "nothing gets missed" layer with the client's FS.
• Receive every scope (Buildertrend, Vendorply, or whatever software the client uses) and move it to Prep immediately.
• Keep the QC app current with Prep: documents, photos, checklists, house records.
• Chase what's open: sub daily logs, client decisions, unanswered questions — daily, politely, relentlessly.
• Run the morning presentation with the other VAs: reds, blues, MR, task lists.

Your deliverables

• Daily: every client-side message acknowledged same day; the open-items list current.
• Daily: the missing-logs list chased and reported.
• Daily: QC app updated — everything received today is filed today.
• Per house: scope forwarded to Prep within the hour; close-out package submitted the day the FS accepts.

A new scope arrives Within the hour

1. Scopes arrive by email or in the client's software — Buildertrend, Vendorply, or whichever platform that client uses. Check them every morning and after lunch.
2. File it in the QC app: address, date received, version.
3. Forward to Prep immediately — the split and the schedule both wait on you.
4. Confirm receipt to the client side in the echo group.
5. Log the house so the Tracker opens its numbers and the Hybrid PM sees it coming.

Scope revision from the client Same day

1. Mark it clearly (v2, v3…) in the QC app — never overwrite the old one.
2. Forward to Prep (re-split if lines changed) and the Hybrid PM (schedule impact) at the same time.
3. Price lines changed → flag the Tracker; the 50% math just moved.

The echo group — how it works All day

• The echo group is the shared thread with the client side. The PM and you are both in it — the PM answers field things, you make sure nothing goes unanswered.
• Route what lands: dates/delays → Hybrid PM · scope/materials → Prep · money → Tracker · site issues → that house's PM.
• Acknowledge same day even without the full answer: "received, working it, answer by [time]" beats silence. World-class communication is the standard.
• Anything decided in the group gets copied into the QC app — chats scroll away, records don't.

Delivering bad news to the client side From us first

1. Bad news (delay, damage, missed date) goes into the echo group from us first, the same day — never let the FS find out on a site visit.
2. Format: what happened → what it means for the date → the recovery plan (get it from the Hybrid PM before sending).
3. Photos attached when it's physical — it shows control, not chaos.
4. File the exchange in the QC app.

Chasing missing daily logs Every day

1. After [TIME], list every sub with no log today.
2. One message per missing log, same day: "No log for [house] — post it now; logs drive your payment."
3. Still missing next morning → that house's PM; repeat pattern → PM applies the standard price ($25/day on the rules sheet).
4. Bring the list to the VAs' end-of-day — patterns show fast.

The house record in the QC app Per house

• Same skeleton every time: scope (all versions) · schedule · photos (before/during/after) · sub package & negotiated prices · logs & incidents · client messages · handover.
• You and Prep own keeping it current; money lives with the Tracker in the partner app.
• If it isn't in the app, the team can't see it. File same day, every day.

Closing out a finished house At handover

1. PM's FS walkthrough passes → assemble the close-out: after-photos, scope confirmation, whatever that client's software requires ([CLOSE-OUT STEPS PER CLIENT]).
2. Submit it the same day the house is accepted — the close-out starts the clock on getting paid.
3. Tell the Tracker so the final numbers lock.
4. Archive the house record complete — it's the defense file if anything comes back.

Your part in the VA meetings Daily

• End-of-day (VAs): bring today's scopes and revisions, open client items, the missing-logs list — they feed the next day's schedule and colors.
• 8 AM (VAs + PMs): co-present with the team — reds, blues, MR — and capture each PM's task-list answers, then upload everything to the apps before the meeting ends.

Chasing a pending client decision Daily until closed

1. Keep one list of every decision we're waiting on (damage approvals, scope questions, date changes) with the date asked.
2. Nudge once a day in the echo group, politely, with the cost of waiting: "the crew hits that wall Thursday."
3. Blocked 3+ days and it threatens a pay date → tell the Hybrid PM to schedule around it, and file the client-caused delay in the QC app — it protects us on the due date.

Prep — role sheet Your job

Mission: every scope split and delivered the day it lands, every material on site when its trade arrives, and not one dollar leaves for a store without passing your gate.

What we want from you

• Split every scope into blank + side the day Admin sends it — and deliver it the moment you're done. Negotiation questions go to the PM.
• Own materials: the 85–90% bulk order, deliveries timed to the schedule, returns and credits recovered.
• Be the money gate on store phone payments — company card, itemized list, logged same day.
• Keep the MR current with the Hybrid PM, and the QC app current with Admin.
• Build the scope + inventory sheet for every sub's full package.

Your deliverables

• Per scope: the split (blank + side, with the 50% math) delivered same day to Hybrid PM, Tracker and the QC app.
• Per house: materials ordered, delivery dates matched to the schedule, the signed inventory sheet filed.
• Per purchase: every phone payment logged to the Tracker the same day — itemized, always.
• Daily: QC app and MR updates for everything that moved today.

Splitting a scope: blank vs side Deliver the day it lands

1. Scope lands from Admin → split it and deliver it as soon as you're done — the schedule and the money math are waiting on you.
2. Blank scope = the main package. Target: our labor + materials ≈ 50% of the client's total price.
3. Side scope = pull out: cleaning, pressure washing, landscaping, siding, concrete, decks, full paint — plus any single task around $3,500+ that a targeted specialist does cheaper.
4. Side prices get negotiated by the Hybrid PM and the PMs — if a sub wants to negotiate with you, send them to the PM. Your split gives the ceiling per line.
5. Deliver to: Hybrid PM (schedule) · Tracker (gross math) · QC app (record).

The 50% math — worked example Reference

1. Client price for the house: say $40,000.
2. Our total budget (ALL labor + ALL materials, blank + side): ≤ $20,000.
3. Materials first (your bulk order + the sub's remainder), labor is what's left.
4. A line that can't fit → side-scope candidate with a negotiated specialist price.
5. Split can't reach 50%? Flag the Tracker BEFORE work starts — early is cheap.

50% split calculator Tool

Type the client price to get the house budget, then track materials + labor against it as you split.

Ordering materials Per house

1. You order 85–90% up front — the bulk buy at the best prices.
2. The remaining 10–15% the sub buys at Lowe's / Home Depot as work reveals exact needs.
3. Measured items and paint are on the sub — they measure, they buy, they own being right.
4. Time deliveries to the Schedule Generator — material sitting on site gets stolen; material arriving late stalls trades.

The inventory sheet — signed at pickup Gate

1. The inventory sheet is a standard document in every sub's full package (scope + schedule + inventory sheet + rules sheet).
2. The inventory happens DURING pickup — the sub counts and checks everything, then signs, before materials leave.
3. From that signature the materials are the sub's responsibility. There is no grace period after pickup.
4. After pickup, "we're missing material" needs a written justification — or the buy is on the sub.
5. File the signed sheet in the QC app the same day.

Sub calls from the store — phone payment You are the gate

1. Sub is at the register and calls for payment — we pay by company card read over the phone, and only through you.
2. Check 1 — does it belong? Inside the scope and its budget? After pickup: written justification, or it's on the sub. Measured items and paint → on the sub, not this call.
3. Check 2 — itemized list. Every line read out: item, qty, price. Never "about $180 of stuff."
4. Both checks pass → read the card, take the receipt total.
5. Log it to the Tracker the same day: house, sub, amount, items, justification if post-pickup.

“I need more material” after pickup Judgment call

1. Ask why in one sentence. Valid: scope change, hidden damage, client revision. Invalid: waste, bad cuts, lost items, wrong measuring.
2. Valid → written justification (a text is fine), buy approved, logged with the justification attached.
3. Invalid → on the sub. Say it plainly and point to the signed inventory sheet.
4. Pattern of invalid asks → tell the PM; it feeds the sub's record and the standard deductions.

Returns & credits Money recovery

1. Wrong/short/damaged delivery (PM sends photos) → open the claim same day; re-order in the same call.
2. Leftover unused material at close → return what's returnable; credit goes to the house.
3. Every credit goes to the Tracker — recovered money counts toward the 50% too.
4. Receipts and credit memos into the QC app.

Timing deliveries to the schedule With the Hybrid PM

• Check the Schedule Generator before booking any delivery — material lands days, not weeks, before its trade.
• High-theft items (appliances, copper, fixtures) arrive just-in-time, never early.
• Someone must be on site to receive and photograph the delivery.
• Schedule moved? Move the delivery the same day.

Keeping the MR current With the Hybrid PM

• The MR (map & roster) is yours and the Hybrid PM's: every crew/sub — what they do, where they are, what they're carrying.
• Update it as things change, not weekly — the 8 AM presentation and every assignment decision run off it.
• A stale MR sends the wrong sub to the wrong side of town — that's a lost day at 30–40 houses.

Emergency material / trade request Drop and handle

1. A PM calls with an emergency (leak, hazard): it jumps your queue.
2. Source the trade from the MR (closest capable) or the material from the nearest store.
3. Emergency spend still gets logged same day, marked "emergency + house."
4. Fire out → check if it's client-billable (hidden damage → echo group asks the FS) or ours.

Tracker — role sheet Your job

Mission: the owner can open the partner app any moment and see the truth: what each house will make, what's leaking, what the weekly crew payroll is, and exactly what each sub gets when their house pays out.

What we want from you

• Own the partner app — every dollar that moves is in it the day it moves.
• Guard the 50%: live gross per house, flags the moment one trends under.
• Log every deduction at the standard price with its evidence.
• Build each house's schedule — with the Hybrid PM's help — backwards from our pay date, inside the 50% budget.
• Answer money questions with the file, not opinions — per the golden rule.

Your deliverables

• Daily: update to the owner + partner app current: purchases, prices, deductions, credits — all of today's, today.
• Daily: profit-per-house view — what we expect to MAKE on each open house.
• Weekly: the in-house crew payroll, ready on time every week.
• Per house payout: each sub's project settlement — work completed, buys on them, deductions at the standard prices, net amount — ready when the house pays (or when they take the early credit-card option).
• Per house: numbers opened the day the scope lands; closed within [X DAYS] of handover with a written justification if under 50%.

The 50% gross target Core rule

1. Every house targets 50% gross: client price vs our materials + labor.
2. Open the house in the partner app the day Admin logs the scope; load Prep's split and negotiated side prices as they land.
3. Watch it live — every purchase and labor commitment moves it. Don't discover a bad house at the end.
4. Below 50%? It ships with your written justification: what pushed it under — approvable (hidden damage, client revision) or a leak (bad split, over-buying, missed deduction).
5. A house trending under gets flagged at the VAs' end-of-day while there's still time to fix it.

The daily update Every day

1. Partner app fully current first — the update is a summary of the app, never a substitute for it.
2. Send the owner, same time daily: per open house — expected profit; what moved today; anything trending under 50%.
3. Running view of money going out: this week's crew payroll, plus which houses are about to pay and what each sub's settlement will be.
4. Short. Numbers, movers, flags. Detail stays in the app, one tap away.

Same-day entry — no exceptions Hard rule

• Everything that moves money enters the partner app the day it happens: store phone payments from Prep (itemized), negotiated side prices, deductions with evidence, labor commitments, credits.
• An unlogged purchase is an invisible leak; a Friday backlog is how houses slide under 50% quietly.
• Incomplete entries (no itemized list, no house, no sub) go back the same hour — they don't exist until complete.

Logging a deduction Same day

1. A PM sends a documented broken rule: what happened, house, photos, and the standard price from the rules sheet.
2. Log it against that sub's project settlement with the evidence attached.
3. At the house payout (or an early credit-card payment), the owner gets the deduction sheet and applies it — deductions never wait for a later job.
4. After the payout, mark each applied/waived — it feeds the sub's record in the MR.

Sub disputes their payment Paper wins

1. Pull the file: daily logs, the signed inventory sheet, the PM's documentation, the store-payment log, the rules sheet price list.
2. Walk it line by line — most disputes die at the itemized list.
3. Genuinely our error? Fix it same day, note the correction.
4. Not our error and they push → owner, with the file. Evidence, not opinions.

Payroll & payout forecasts Weekly + per house

1. Weekly, before payroll day: the in-house crew payroll — hours/houses worked, ready on time, every week.
2. Per house, as its payment approaches: each sub's settlement sheet — work completed, buys on them, deductions at standard prices, net amount.
3. Early credit-card requests: a sub who doesn't want to wait for the house to pay can take a credit-card payment — flag it to the owner with the settlement sheet ready before any card is run.
4. Under-50 houses ship with the written justification attached; one page of exceptions for must-level decisions.

Store payments coming from Prep Same day

• Prep logs each company-card phone payment same day: house, sub, amount, itemized list, justification if post-pickup.
• Your check: right house, right budget line? Post-pickup buy without justification → bounce it back — that's on the sub, not the house.

You build the per-house schedule Yours, with the Hybrid

1. New house comes in (Prep + Hybrid do the intake) → you build its schedule, with the Hybrid PM helping: their sequencing and trade knowledge, your money math.
2. Work backwards from OUR pay date, and make the labor commitments match the house's budget in the partner app — a schedule that breaks the 50% math never leaves the office.
3. The finished schedule becomes the schedule piece of every sub's full package (scope from Prep + inventory sheet + rules sheet are the rest).
4. Once it's live, day-to-day changes belong to the Hybrid PM — you keep the money side true as they move.

Closing a house's numbers At handover

1. FS accepts, Admin submits close-out → close the house within [X DAYS].
2. Sweep for stragglers: last store payments, punch-list costs, open returns/credits with Prep.
3. Final gross vs 50%: under → written justification, filed with the house.
4. Two-line lessons note — what leaked or what saved — for the next end-of-day meeting.

Writing a below-50% justification Template

• Four short parts, half a page max:
• Number: final/current gross % and the dollar gap to 50%.
• Cause: the two or three lines that moved it, with dates — "hidden subfloor rot, approved 6/12, +$2,400."
• Approvable or leak: client-driven vs ours.
• Prevention: one sentence — what changes on the next house.