The audit put a grade on each column of the company and found the culture strong, the base exposed and the numbers in other people's hands. This proposal installs the roadmap in the order the audit ranked it: Secure, Measure, Simplify, Own. Two ways to begin are set out below. Either leaves Skyline owning everything we build.
You said it first on site: protect the customers' data and make the foundation safe before another bot is built, then move the conversion rate. Justin asked for fewer damage claims and more reviews. Todd's number is the first open item in the audit, and the Monday page is built so that it is his to read first.
It takes the roadmap you have in hand and names who installs it, in what order, at what investment, with Skyline owning the store, the agents and the accounts from the first week. The stated goal from our first call stands: Cressio works itself out of the agreement.
Skyline is a real company on a real base: about $3.4 million received this year at 13.7 percent net, three partners who have agreed on ethics and goals for over a decade, a lease extension with a path to owned space, and a stated five-year picture. The culture is the strongest thing in the building and the reason this plan will take.
The columns are not level. Operations is the lowest: the parts that are defined, such as the daily materials check-in, run well, but service time, pay, commissions and inventory move on texts and re-keying, the company talks across GroupMe, text threads and email, and the security basics were absent until the audit day. Foundation and Innovation sit just below the line for the same reason from two sides: the company's data, logins and know-how live in accounts it does not own, and the seventeen bots were built with real appetite and no architect. Culture and Value are defined and in places managed: a humane sales process with a follow-up cadence above 90 percent compliance, lost reasons named, every call transcribed, and a complete leadership work flow once the seats are named.
You told us your gut says something is wrong with the numbers you are shown. The audit agrees, and it names the cause: no booked move can be traced to the dollar that produced it, and the people who report on the spend are the people who are paid from it. The fix is not another vendor report. It is a store Skyline owns and a page the partners read.
Balance first. Texts and re-keying become one form, one channel, one tracker.
Balance first. Logins, data and accounts move into Skyline's name.
Balance first. The bots that earn their place are kept, moved home and written down.
Then precedence. Seats named, the Monday ritual, Buzz as the one place the company talks.
Then precedence. Speed to lead, the call coach and the WHY sheet move the close rate.
We see strong alignment here. You are not asking us to bring AI to a company that fears it. You built seventeen bots in three days, Matt built an inventory cross-check, Justin built a quote responder, and there are seven Mac Minis on the desks. What you are asking for is an architect: someone to decide what gets built on what, in what order, and to make sure the company owns the result.
That mirrors how Cressio works. We diagnose before we recommend, which is why the audit came first. We build on the hardware and the accounts you already own rather than selling you a platform. And every build ships with a named human owner and a written skill, so that the system runs on Skyline's people, not on us.
The endgame is Ownership: a company where the partners read the numbers, the team runs the day, and nobody has to hold it all in their head. Technology adoption fails on people, not tools, and Skyline's people have already asked for the help. That is the rarest ingredient and the one we cannot supply.
Both options below are built so that the first thing we do is make Skyline safer and the last thing we do is hand over the keys. Andrew is the technology liaison from day one. By the end, the builds are his and Matt's to run.
"Our team is expanding quickly, and we needed a way to scale without burning everyone out. Joshua mapped out how AI agents, automations, and tools can work together with our CRM and gave us a realistic path to generate and qualify more leads from every direction."
Fedra Alvarez, Broker/Owner, You 1st Realty – UnityParaphrased: "Before we met, I was ready to close down my company. I wouldn't be where I am today if it weren't for you. You have helped me to learn the power of culture. This is just as much your company as it is mine."
William Suarez, Owner, Simplicity Agency"This is almost like having an assistant. It's valuable…"
Michele, Nonprofit Leader, Good Meat ProjectBuilding a successful business is about creating effective strategies across multiple pillars on top of a solid foundation (Luke 6:47-49). These solutions were designed for Skyline from the completed O2O Discovery Audit.
One structured form per crew per day replaces the service text; Matt's inventory prototype runs nightly against the master count; the trucks' service dates live in the store; Logan runs the day from an escalation map written beyond the $5,000 rule. Ideal outcome: the operations manager keys nothing by hand that a form computes, and the partners get the numbers without asking.
Every login, key and account in Skyline's name and in a password manager on a Skyline machine; company email on a company domain; the roll-off and moving data separated; backups versioned; the vendor table with end dates and owners. Ideal outcome: no vendor, employee or personal phone can take the company's data or access with it when it leaves.
The estimate checker, the call coach and Justin's quote responder are kept, rebuilt on an owned runtime and given written skills and a human owner; the rest of the seventeen retire; the Skyline store becomes the exit path from any vendor, the CRM included. Ideal outcome: a durable agentic layer Skyline operates without us, with one AI subscription per bucket.
The seats named in writing from the Working Genius results: Andrew the technology liaison, Justin the operations galvanizer, Jacob the finisher, Todd the Monday page's first reader; a hard cutover to Buzz so decisions accumulate where a system can find them; the Monday ritual read as a report. Ideal outcome: accountability lives in seats and a cadence, not in the owner's head.
Every lead carries its source and waits minutes, not hours: call tracking per channel, the lead announcer in Buzz with a five-minute nudge, the stale-estimate list, the call coach scoring RingCentral recordings weekly and writing the WHY on the same sheet the agency sees; the roll-off responder priced by zip. Ideal outcome: a lower cost per click, a higher booking rate by source and survey type, and a team trained from its own best calls.
Ideal outcomes are the strategic targets of this engagement rather than guaranteed deliverables. Every figure is re-scored against the Parthenon at the end of each phase.
| # | Build | Kind | Skyline owner | Feeds |
|---|---|---|---|---|
| 1 | Source tag and attribution match | Workflow, no model | Andrew builds, Stephen reads | Leads by source, cost per booked move |
| 2 | Lead announcer and stale-estimate list | Workflow, no model | Stephen (moving), Justin (roll-offs), Earl runs the list | Speed to lead, stale estimates |
| 3 | Monday owner brief | Report | Todd, Stephen, Justin read; Jacob approves changes | The page itself |
| 4 | Estimate checker (kept, moved home) | Agent | Jacob approves flags | Errors caught, claims avoided |
| 5 | Call coach and the WHY sheet | Agent | Stephen coaches, Matt tracks | Close rate by rep, lost reasons with a reason |
| 6 | PPC audit, then weekly media advisor | Agent advises, human decides | Stephen decides, Andrew runs | All-in return by campaign |
| 7 | Service-time and crew-pay intake | Workflow, no model | Logan, Matt | Hours, breaks, commissions, exceptions |
| 8 | Inventory and fleet reconciliation | Workflow, no model | Matt | Variance, service due |
| 9 | Local search writer | Agent | Stephen approves, Andrew publishes | Profile calls, website leads |
| 10 | Roll-off lead responder | Agent | Justin | Roll-off speed to lead, qualified share |
The same roadmap, the same people, the same ownership. The difference is pace and how the investment is structured. Select one; both are written up in the agreement below.
The whole roadmap, installed and stewarded, with Joshua embedded as Skyline's fractional CTO.
Hourly work against a not-to-exceed ceiling, at rates locked for six months. The ceiling sets the pace.
| Option A · Fractional CTO | Option B · Pay as you go | |
|---|---|---|
| Investment | $4,499.00 per month for 12 months ($53,988.00) | Hourly against a monthly ceiling you set; $2,000 suggested |
| Initial investment | $2,249.50 (half of month 1) on signature | None; first invoice at the end of month 1 |
| Payment schedule | Month 1 balance of $2,249.50 two weeks after the start date; months 2 to 12 invoiced at $4,499.00 on the first of each month | Invoiced on the first of each month for the prior month, with the time ledger |
| Rates | Fee locked for the term | Medium Org rate card locked for six months from signature |
| Responsiveness | Same business day | Within one business day |
| Scope | The whole roadmap, stewarded through the year | The roadmap in order, as far as the ceiling allows |
| Travel | Travel time at $233 per hour portal to portal plus mileage at the IRS standard rate, both options | |
| Pass-throughs | Model and API usage and infrastructure at cost, no markup, both options | |
| Notice | 60 days' written notice; otherwise 10% of the remaining months, prorated where applicable | 30 days' written notice, no cancellation fee |
| After the term | Month to month; rates may adjust with 30 days' written notice | Rates may adjust after six months with 30 days' written notice |
| What you own at the end | Everything, both options | |
This Letter of Engagement (the "Agreement" or "EL") is between Skyline Moving Company LLC (the "Client") and Cressio LLC (the "Consultant"). We work in an agile, Agile Project Management style, whereby the Scope of Work (or "Initial Scope of Work", being the roadmap in the O2O Discovery Audit delivered with this letter) may be re-sequenced by mutual written confirmation to reflect the Client's most urgent needs.
Reference to Global Terms. The parties agree that Cressio's Terms of Work (or "ToW", version V2026-07) are incorporated by reference (read them here) and govern security, confidentiality, data handling, AI and third-party services, IP, acceptance, changes, indemnity and liability. Where this EL and the ToW conflict, this EL controls for commercial terms (monthly fee, ceiling, payment method, rate lock, continuation, notice) and the ToW controls for security, data, AI, IP and legal matters unless this EL expressly overrides a specific ToW clause. Dated copies of the Terms of Work and the rate card as of the Effective Date are attached to the executed Agreement as exhibits.
AI and recorded meetings. The Client acknowledges and authorizes AI processing of recorded meetings for transcription, summaries and drafts, except where the Client labels content "Restricted, No AI" in a document, a meeting invite or on record during a session; the Consultant will document and honor such designations. The Consultant will not knowingly allow Client confidential information to be used for public model training where provider controls permit opting out.
Ownership. Everything produced under this Agreement for the Client, including the data store, agents, skills, workflows, documentation and accounts, is the Client's property on payment of the invoice that covers it. No lock-in extends beyond this Agreement.
The roadmap above is offered two ways. The Client selects one by initialing it on the executed Agreement.
| Option | Structure | Term | Includes |
|---|---|---|---|
| A · Fractional CTO | $4,499.00 per month | 12 months | The complete roadmap: the Secure list, Skyline Mission Control and the Monday page, all ten builds, the PPC audit and vendor decisions, liaison training, cadence stewardship, and the quarter-two to quarter-four work; same-day responsiveness on business days |
| B · Pay as you go | Hourly against a monthly not-to-exceed ceiling set by the Client in writing ($2,000.00 suggested) | Month to month; rates locked 6 months | The same roadmap in the same order as far as the ceiling allows; architecture checks on builds the Client's team makes itself; design and first implementation of the model-backed builds |
Option A payment schedule. (1) An initial investment of $2,249.50 (50% of Month 1) is due on signature to initiate work; (2) the Month 1 balance of $2,249.50 is due two weeks after the start date; (3) Months 2 to 12 are invoiced at $4,499.00 on the first of each month. The monthly fee is locked for the twelve-month term. The Client will provide 60 days' written notice to terminate, else a 10% cancellation fee on the remaining months applies, prorated where applicable. Any engagement continuing beyond the term proceeds month to month unless otherwise noted by the Client; the Consultant may adjust rates beyond the initial term with 30 days' written notice.
Option B payment schedule. Time is tracked by the minute and billed only as worked, at the Medium Org rate card: Joshua Aguirre $233.00 per hour; remote architect team $143.00; UX and process $143.00; project management $35.00; creative $30.00. These rates are locked for six months from signature; thereafter the Consultant may adjust them with 30 days' written notice. The Consultant bills against, and never above, the Client's written monthly ceiling without prior written approval; the Client may change the ceiling with 30 days' written notice. Invoices are issued on the first of each month for the prior month with the time ledger attached. Either party may end the engagement on 30 days' written notice; there is no cancellation fee.
Both options. Invoices are Due on Receipt, payable by check or Zelle to accounts@cressio.com. Travel time is billed at $233.00 per hour portal to portal and mileage is reimbursed at the IRS standard mileage rate in effect, both itemized on the invoice; on-site days are scheduled in advance with the Client. Model and API token usage and third-party infrastructure costs are passed through at cost with no markup, itemized on each invoice. Third-party software licenses purchased in the Client's name are a direct Client expense billed by the vendor and are not invoiced by the Consultant.
Technology commitments. The architecture commits an owned Postgres store on Skyline hardware, Buzz as the internal channel and runtime, and SmartMoving and Docket as the systems of record for now, per the Discovery Audit. The named stack is the commitment as of the audit date and may change with new releases and ongoing discovery; the durable deliverables are the architecture patterns, the portable schema, the named-owner-per-build discipline and the controlled-retrieval design. Re-scoping conversations driven by platform shifts are included; rebuilds are new milestones agreed in writing.
Out of scope. Work materially outside the Scope of Work will be discussed and approved in writing before commencement.
Selected option (Client to initial one): A ______ B ______ Monthly ceiling, if B: $ __________
Tell us which option fits and we hold a start the week of 2 November, beginning with the Secure list and the Mac Mini backup. The signature copy of this letter follows your reply by e-signature. Either option works for us; the roadmap is the same.
Questions on either option are welcome on a short call or by reply. If any area gives you pause, we would rather walk through it together than have it sit.