The seller's job is not persuasion — it is getting the buyer's item list, delivering the savings report, and running a clean pilot. The ledger does the convincing.
flowchart TB S1["1 · Target
ICP-scored account"] --> S2["2 · Data pull
item list / invoices shared"] S2 -->|"~50%"| S3["3 · Savings report
delivered in ≤10 days"] S3 -->|"≥40%"| S4["4 · Pilot
2 families · 30–60 days"] S4 -->|"≥70%"| S5["5 · Commercial
take rate on sourced GMV"] S5 --> S6["6 · Expand
+ families · + net terms"]
| Y1 | Y2 | Y3 | Y4 | Y5 | |
|---|---|---|---|---|---|
| Gross new buyers | +20 | +52 | +136 | +316 | +525 |
| Churned (share of installed base) | 0 | −2 · 10% | −6 · 9% | −16 · 8% | −25 · 5% |
| Net new buyers | +20 | +50 | +130 | +300 | +500 |
| Channel-sourced share | 0% | 5% | 15% | 30% | 40% |
| Ramped AEs (avg) | founders | 3.5 | 10 | 18 | 26 |
| Direct buyers / ramped AE | 10 ea | ~14 | ~12 | ~12 | ~12 |
| New GMV / ramped AE | — | $34M | $27M | $25M | $24M |
Sanity check: ~12–14 direct landings per ramped AE per year at a 28% report→paid compound rate requires ~43–50 savings reports per AE — 3–4 per month, which the marketing plan's report volume supports. Churn is planned, not discovered: ~10% of the installed base early, compressing to ~5% by Y5 as ledger history and terms raise switching costs — the gross adds are what the team must land.
AE at $180K OTE (50/50 split), fully loaded with benefits, tools, and T&E.
Program spend allocated per ramped AE (events, content, SDR support).
Net direct buyers per ramped AE per year, after channel attribution.
Under the ≤$30K target in the unit-economics model → ~5.5-month payback.