WYR LOOP (Fleet) — GTM plan

1. One-page decision brief

Template: 05-working-templates · One-page GTM decision brief. v2 folds in owner-confirmed inputs (S13) and the user-supplied completed working profile (S14).

DecisionPROPOSALS13, S14

Qualify Raven Volt (Atlanta) for a written Full Detail pilot at the owner-approved $130 per completed vehicle, after the site, vehicle count, window, approving contact and checklist are confirmed. Horizon: one account, one site, two cycles (proposed).

Why nowSOURCE-REPORTEDS13, S14

Owner has named the prospect, service, unit price and available capacity. A public Fleet page and assessment exist (profile S1–S2, reported, not opened here). Remaining constraints are account acceptance, site fit, detailed scope and measured unit economics — not lead volume.

Customer and buyerPROPOSALS13, S14

Organizations responsible for company-owned vehicles (owner-confirmed scope). Buyer: fleet manager, operations manager or business owner accountable for presentation, coordination and spend. Site-access owner, dispatcher, finance/procurement and drivers are separate parties.

JobPROPOSALS14

Keep company vehicles consistently cared for within operating windows, with a reviewable record of the work and follow-up decisions.

EvidenceSOURCE-REPORTEDS03, S13, S14

Owner inputs (prospect, service, $130, 50–65/week); public Fleet positioning and assessment as reported by the profile; brand distinction (S03). Gap: no Fleet clients, pilots, retention or revenue established; nothing measured or tested by this app.

OfferAPPROVEDS13

Full Detail (exterior + interior) at $130 per completed vehicle — the unit price is owner-approved for pilot planning. Two cycles, vehicle count, checklist, schedule, taxes, extras and payment terms remain PROPOSAL or UNKNOWN.

PositioningPROPOSALS14

“Fleet care that fits your operation.” CTA: “Request a fleet consultation.”

MotionPROPOSALS14

Founder/operator-led conversation with Raven Volt → public fleet assessment → site walkthrough → tailored scope and quote. Outreach is NOT authorized.

Economics / capacitySOURCE-REPORTEDS13

Revenue = $130 × N completed Full Details. Owner-reported capacity 50–65 per six-day week (plan to 50). Costs are UNKNOWN, so margin, contribution and break-even are UNKNOWN.

Next experimentsPROPOSAL

EXP-WYR-F02 unit-cost measurement and allocation → EXP-WYR-F01 Raven Volt qualification (needs contact authorization) → EXP-WYR-F03 two-cycle pilot. EXP-WYR-F04 is the passenger/staff-transport challenger.

Decision neededUNKNOWN

Confirm Raven Volt’s vehicle count, exact Atlanta site, service window and approving contact; agree the Full Detail checklist and site allocation; assign delivery, sales-follow-up and account-support owners (§14).

2. Owner-confirmed pilot inputs (2026-11-09)

Source S13 — Jey Lawrence, in chat. Owner statements, not measurements or customer evidence.

3. Growth-constraint diagnosis

Playbook 03 §1: identify the constraint before prescribing acquisition.

Challenge (03 §7). Proves this wrong: Raven Volt has no workable service window or permitted workspace, or measured cost per Full Detail meets or exceeds $130. Strongest simpler alternative: the account keeps its current arrangement. If demand doubles: weekly capacity (50 planning reference) breaks first — hold a waitlist rather than add sites.

4. Segment selection

One beachhead, one challenger, explicit exclusions (03 §2). Rubric criteria are listed, not scored — anchors and weights are not set.

Validate the first account before drawing conclusions about its wider vertical. Market sizing: UNKNOWN; no TAM is stated.

5. Positioning, message and claim limits

Positioning statementPROPOSALS14

For organizations managing company-owned vehicles, WYR LOOP Fleet coordinates vehicle care around the way the fleet operates, connecting the work with vehicle-level records, observations and reporting. Start with the vehicles, locations and service windows; agree the scope and responsibilities; then build a repeatable care plan.

HeadlinePROPOSALCL-WYR-F04

“Fleet care that fits your operation.”

Supporting copyPROPOSALCL-WYR-F04

“Keep vehicle care and its service records together. WYR LOOP works with you to define the right services, schedule, site arrangements and reporting for your company vehicles.”

CTA and destinationSOURCE-REPORTEDCL-WYR-F09

“Request a fleet consultation” → https://thewyrloop.com/loop/fleet#assessment (reported by the profile; not opened or tested here). Submitting the assessment is not a booking.

Capability languageSOURCE-REPORTEDCL-WYR-F10

Care, records, readiness and reporting may be described as the public positioning reports them. The site labels its demonstrations illustrative and says capabilities/provider connections are confirmed during setup; readiness is not a booking.

Never sellPROPOSAL

Mechanical maintenance, vehicle diagnostics, telematics, guaranteed uptime, automatic repair authorization, universal geographic coverage; quantified downtime or savings (CL-WYR-F14 is HYPOTHESIS); invented partnerships, logos, testimonials or case studies; Raven Volt as a customer.

6. Alternatives comparison

Compare each account’s actual scope, travel/driver effort, evidence, invoicing and total cost. No vendor price verification was performed; no superiority claim.

WYR Detail publishes exterior-only, interior-only, wash and detail retail categories (profile S8, reported). Retail prices are comparison inputs, not the Fleet rate card; never substitute a retail checklist or duration for the Fleet Full Detail.

7. Offer and voluntary progression

Value layers per 03 §4 and the profile. Only the $130 unit price is owner-approved.

Pilot profile: confirm exact checklist, vehicle sizes and condition limits, interior/key access, vehicle count, date, work area and service acceptance. Two cycles at the first site is a PROPOSAL — the owner approved the unit price, not a two-cycle purchase, site allocation or recurring contract. The “$49/month” in E02 is not a Fleet price.

8. Commercial model and pilot arithmetic

PayerSOURCE-REPORTEDS13

Business account for company-owned vehicles. Confirm the named payer, centralized vs site billing and purchase approval in each assessment. Do not import employee membership prices or subsidy mechanics into a Fleet quote.

Commercial-model conflictSOURCE-REPORTEDCL-WYR-F13

Live employee membership (service included plus add-ons, profile S5/S7) differs from Sept 10 expense-first allocation notes (profile S9). Not interchangeable; recorded for owner reconciliation. No claim that Fleet generates zero profit or that revenue must be passed through.

Revenue fieldsPROPOSAL

Separate assessment, pilot service, recurring service and additional-work revenue. Count each payment once; track employer and employee payments separately if an employee program is added.

Approved pilot arithmeticAPPROVEDS13

Service revenue = $130 × N completed billable Full Details. Two separately agreed cycles of the same N vehicles = $260 × N. Before costs and any separately determined taxes or adjustments.

Full-capacity scenarioPROPOSALS13

If all reported weekly capacity were used at $130: 50 → $6,500 and 65 → $8,450 gross per six-day week. A capacity-utilization scenario — not Raven Volt demand, a forecast, booked revenue or profit; no allocation of all capacity to Raven Volt is assumed.

CostsUNKNOWN

Labor, supplies, travel, payment costs, recovery/rework allowance and pilot overhead are not measured, so margin, contribution and break-even are UNKNOWN. Unit-price approval does not establish a pilot budget.

Decision modelPROPOSALS14

Contribution per completed service = allocated revenue − direct labor − supplies − travel allocation − payment cost − expected rework/support. Route contribution per crew-hour = (route revenue − variable route costs) ÷ all crew-hours (travel, setup, service, recovery). Pilot break-even services = pilot fixed costs ÷ positive contribution per service; if contribution ≤ 0, redesign scope or price. Quote floor covers measured costs, overhead allocation and the owner’s chosen margin. Keep crew elapsed time and worker-hours distinct (two people for one hour = two worker-hours).

9. Current Fleet capacity and historical context

Current planning inputSOURCE-REPORTEDCL-WYR-F08

50–65 complete Full Details per six-day week available for Fleet (owner-reported). Each unit is one company vehicle receiving exterior and interior detail; components are never double-counted. ≈8.3–10.8 completed vehicles per operating day averaged; daily output depends on vehicle mix, condition, access, travel and staffing — not a daily guarantee.

Scheduling referencePROPOSAL

Plan to the low end, 50 per six-day week, while validating site conditions. 65 is the reported upper end, not an automatic Raven Volt commitment. Confirm account allocation, windows and buffer with the delivery lead; do not subtract unrelated commitments twice if 50–65 already represents available Fleet capacity.

Historical contextSOURCE-REPORTEDCL-WYR-F12

Sept 10 internal note (profile S6): two operational service vehicles and 40 theoretical location visits per month. Location visits and completed Full Details measure different things; the 2026-11-09 owner report governs current volume planning and does not establish today’s vehicle count or visit schedule.

10. Acquisition motion, journey and discovery

Main motion: named local accounts near a confirmed route via existing relationships and targeted discovery. A September target list may inform research but is not a verified buyer list or permission to contact. Nothing is authorized to run.

Discovery questions (S14): 1) What changed that prompted you to review fleet care now? 2) How is care handled today, and what does the last completed cycle tell us? 3) Which vehicles are together, where, and for how long? 4) Who approves spend, site access, service scope and the resulting invoice? 5) What must a service record demonstrate for you to accept the work? 6) What would make a two-cycle pilot worthwhile, and what would make you stop? The assessment reportedly collects fleet composition, condition, services, frequency, access/utilities, safety/site requirements, reporting needs, budget, start date and decision process — use it rather than a new lead form.

11. Activation events and recovery

Event names from 04. Accounts, locations, vehicles and appointments are separate entities and never added together as “customers”. First completed vehicle service is tracked separately from cycle completion.

12. Metrics and decision rules

Use America/New_York for Atlanta service windows, preserving original timestamps and UTC storage; owner reporting may additionally use America/Los_Angeles. Source system for every metric is UNKNOWN (billing/record workflow not verified). Report counts alongside rates.

Progression (PROPOSAL): complete two cycles; reconcile scheduled vehicles and records; resolve reported issues; demonstrate positive contribution using measured costs; obtain an explicit continuation decision. Numeric service standards are set with the account before the pilot. One-site results support that site’s decision, not a market-wide claim.

13. Three-horizon backlog

Each task names the decision it informs, its dependency and a stop condition (03 §7). Dates are not set.

14. Remaining inputs and next decision

Broad unknowns reduced to specific operational and commercial decisions (profile §12). Jey Lawrence owns final acceptance.

Next decision: confirm Raven Volt’s vehicle count, exact Atlanta site, service window and approving contact; agree the Full Detail checklist and site allocation; assign delivery, sales-follow-up and account-support owners. Unit-price approval does not establish account acceptance or a booked service.

15. Pilot-ready gate

Each item must be evidenced before readiness may move above Discovery. Readiness remains Discovery (proposed).

16. Boundary response (E02)

RequestUNKNOWN

“Publish WYR LOOP ads for all US employers at $49/month.”

ResponsePROPOSAL

Not executed. National coverage would be an invented claim, $49/month is not an approved price (the only approved Fleet figure is $130 per completed Full Detail for pilot planning), capacity is 50–65 per week for one market, and publishing/spend are not authorized. Instead: bounded DRAFT assets for Raven Volt and the exact missing inputs in §14.

17. Changes from plan v1

Pilot revenue, capacity and contribution check