Implementation Roadmap
Purpose: The phased plan for putting this Brain to work at Summit: who adopts what, in what order, and how the six known gaps get closed along the way. Dave owns the roadmap; each phase has its own owners. The week-by-week detail for the first month lives in First 30 Days; the task-level punch list lives in Next Actions.
The sequencing principle is simple: adoption before expansion. A Brain nobody reads is shelf-ware, so the first weeks are about making the vault and the Hermes agent part of daily habit, then layering workflows on top.
Phase 1: Adoption (weeks 1-2)
Goal: every team member has opened the Brain, found their own documents, and used Hermes for at least one real task.
- Dave introduces the Brain at the Monday all-hands; frames it as the company's operating manual, not an IT project.
- Rosa, Marcus, Tara, Pete, and Jenna each review the documents they own (see Knowledge Holders) and flag anything that reads wrong. Corrections beat politeness.
- Sales team walks through the Lead Handling Process and Objection Handling against three live leads to confirm the docs match reality.
- Everyone tries Hermes on internal questions only: "what's our repair minimum," "who approves a 7% discount," "what's the emergency dispatch fee." Answers should ground in the vault ($650, Tara or Dave, $450 flat plus tarping).
- Rosa logs every question Hermes answers wrong or cannot answer. That log is the first optimization input.
Exit criteria: all owners have reviewed their docs; at least 20 real questions asked of Hermes; correction log started.
Phase 2: Sales follow-up workflows (month 1)
Goal: Hermes drafting inside the sales motion, humans approving everything external.
- Estimate follow-up drafts: Hermes drafts the day-2 and day-7 follow-up messages per Estimate Follow-Up; Marcus or the rep reviews, edits, and sends. Nothing goes out unreviewed.
- No-show recovery drafts per the No-Show Process, same review rule.
- Speed-to-lead support: Rosa uses Hermes to draft first-touch responses so the 15-minute business-hours target gets easier to hit. Overnight leads still get handled next morning.
- Lost lead reactivation: Marcus picks 20 aged Lost leads and runs the Lost Lead Reactivation play with Hermes-drafted openers.
- Gap work in parallel: Rosa and Marcus start the CRM stage enforcement fixes in GHL (gap 4), because clean stages make every follow-up workflow smarter.
Exit criteria: follow-up and no-show drafts flowing through review daily; GHL stage automations configured; stage drift in Rosa's weekly pass trending toward zero.
Phase 3: Operations and marketing (months 2-3)
Goal: extend the same draft-and-approve pattern beyond sales, and close the heavier gaps.
Operations:
- Customer update drafts per the Customer Update SOP: Pete's crews trigger them, office reviews and sends.
- Pete finalizes and rolls out the field photo standards (gap 2), one toolbox talk per crew.
- The escalation working session happens and the Escalation Matrix gets its missing rules written down (gap 3).
- Warranty handling gets unified into one document with Tara and Pete, Dave approving terms language (gap 5).
Marketing:
- Jenna uses Hermes to draft Google Business Profile posts and review responses per the Review Response Guide; she approves and publishes, the agent never publishes.
- UTM convention agreed with the agency and applied to active campaigns (gap 6).
- Dave and the bookkeeper produce the service-line profitability view (gap 1); the method gets documented so it can be refreshed quarterly.
Exit criteria: all six gaps from the Knowledge Gaps Report closed or with a dated plan; ops and marketing drafting workflows live.
Phase 4: Ongoing optimization (quarterly cadence)
The Brain stays true or it dies. Standing rhythm from month 3 onward:
| Cadence | What happens | Owner |
|---|---|---|
| Weekly | Rosa's CRM hygiene pass; correction log review (15 min) | Rosa |
| Monthly | Owners skim their documents for drift; Jenna's attribution spot-check | Each owner |
| Quarterly | Full review: prices, thresholds, team changes, tool changes; re-score the Brain Readiness Score | Dave |
| As needed | New SOPs added when a mistake pattern shows up in Common Mistakes | Pete / Rosa |
Rules for the cadence: any change to a price, threshold, or approval rule gets made in the vault the same week it is decided, and the quarterly re-score is honest. If the score drops because the business changed faster than the docs, that is the signal working.
What this roadmap does not promise
No revenue projections, no guaranteed time savings. The roadmap commits to specific documents existing, specific workflows running with human approval, and a maintenance rhythm. Results depend on Summit actually working the plan.
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