Build the business. Then build its staying power.

These exportable planning tools are separate from your account-saved Academy Business OS. Exports do not change membership, licenses, credit reports or lender decisions.

1. Choose a problem worth solving

   Interview specific buyers about their current work, cost, alternatives and buying process. Define one offer and what you will not do.

   Evidence to keep: Five buyer conversations documented; a narrow offer and a reason to choose it.

   Stop and review: Buyer interest is not a sale. Stop if nobody confirms the problem or if delivery needs qualifications you cannot obtain.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceCompare businesses

2. Validate the economics

   Obtain supplier quotes, count delivery hours and include your own labor. Test collection timing, capacity, seasonality and a downside case.

   Evidence to keep: A priced offer, cost sheet, cash forecast and small demand test.

   Stop and review: Do not sign a lease or buy equipment because of a generic income projection.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceCheck unit economics

3. Form and clear the opening gates

   Confirm structure, ownership terms, registrations, banking, insurance, taxes, licenses, zoning and responsible qualified people for the exact operation.

   Evidence to keep: Accepted records and a list of remaining agency confirmations with owners and dates.

   Stop and review: A filed LLC is not permission to conduct a regulated service. Keep unresolved requirements open.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceReview local requirements

4. Open and earn the first customers

   Set truthful service pages, a working contact and booking route, written scope, payment terms, delivery checklist and follow-up. Ask how people found you.

   Evidence to keep: A tested inquiry-to-payment flow, completed job evidence and customer feedback.

   Stop and review: Get consent for marketing where required. Do not fabricate reviews, proof or urgency.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceOpen customer-growth workspace

5. Make delivery repeatable

   Track lead source, response, estimates, wins, margin, cash collected, rework and repeat customers. Document quality and delegate one proven process at a time.

   Evidence to keep: Monthly reconciled books, operating review, SOPs and a realistic staffing plan.

   Stop and review: More leads can increase losses when pricing, capacity or quality is broken.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceOpen Business OS

6. Build credit and a repayment case

   Maintain accurate identity and credit records. Use only necessary accounts. Prepare lender-specific evidence and compare financing with a smaller or cash-funded plan.

   Evidence to keep: A current funding packet, realistic repayment and downside scenarios, and written offer comparisons.

   Stop and review: A bureau score or a checklist does not equal loan approval. Do not borrow to make a business look established.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceBuild funding readiness

7. Expand without breaking the first location

   Prove management coverage, unit economics, customer demand and capacity. Model the second site separately, then combine cash needs and guarantees for review.

   Evidence to keep: First-location operating evidence, site-specific approvals, manager plan, cash runway and stop-loss triggers.

   Stop and review: Do not finance a second location to hide unresolved losses at the first. Review lease, guarantees and local requirements with advisers.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceStress-test expansion cash

8. Build transferable value and prepare an exit

   Reduce dependence on the owner; maintain contracts, IP ownership, clean financials, customer concentration analysis, people continuity and a controlled diligence process.

   Evidence to keep: Adviser-reviewed records, buyer criteria, transition plan and an evidence-based valuation process.

   Stop and review: Do not promise a sale multiple. Restrict confidential disclosures; tax, legal and transaction structure need qualified advice.

   I reviewed the evidence and open questions for this stage.One next action, owner, due date and evidence referenceReview SBA exit guidance