ASSEMBLY HOA · DIRECTOR OF BUSINESS DEVELOPMENT · SF BAY AREABUILDING A REPEATABLE LOCAL GROWTH ENGINE FOR MODERN HOA MANAGEMENT
07 / 0790 DAYS + YEAR ONE
THE OPERATING PLAN

Learn the business fast, get into the field, and create proof early.

The first 90 days should build domain credibility and a repeatable pipeline at the same time. The year-one plan then scales whichever acquisition motions actually produce healthy, retainable communities.

90-DAY SPRINT

Three phases, each with visible output.

The first month should establish Assembly's real baseline. From there, the founders and I can set targets that match ACV, win rate, manager capacity, gross margin and onboarding reality.

DAYS 1-30 · LEARN + BUILD

Become credible and map the territory.

  • Shadow community managers, onboarding, board meetings and active sales calls
  • Begin CMCA prerequisite / exam path immediately
  • Learn reserves, special assessments, governing documents, vendor contracting and California board process
  • Interview founders, Operations, managers and Customer Success on best-fit vs bad-fit communities
  • Analyze historic wins, losses, churn and gross-margin patterns by community type
  • Export all former leads, Closed Lost, No Decision, Stalled and Nurture CRM records, preserve prior notes, rescore them and create a dated reactivation queue
  • Implement a lightweight account-priority field and board-contact map in CRM, only if it improves rep focus
  • Expand the public-data target research set from the initial Bay Area seed list into the first 100 high-fit communities and board maps
  • Establish first referral relationships with HOA attorneys, brokers and reserve-study firms
DAYS 31-60 · FIELD + PIPELINE

Turn the model into real conversations.

  • Run recurring micro-territory field days across the densest account clusters
  • Run high-signal personal outreach and lighter-touch nurture based on evidence, not permanent account labels
  • Establish a weekly field cadence across the densest Bay Area micro-territories
  • Host first Treasurer roundtable / education event
  • Offer Operational & Financial Audits to qualified boards
  • Build a board-presentation template, ROI model and transition MAP from live objections
  • Meet with Operations weekly to review transition risk in active opportunities
DAYS 61-90 · PRESENT + CLOSE

Produce initial wins and a scalable playbook.

  • Advance the strongest qualified opportunities into formal board presentations as timing permits
  • Close the first communities where the inherited and newly-created pipeline supports a responsible transition
  • Turn first wins into board referrals and local proof
  • Complete the first referral-channel scorecard by qualified ARR and close rate
  • Refine Account IQ based on conversion and operational fit
  • Present founder review: wins, losses, objections, transition lessons and the next 12-month territory plan
Day-90 standard: I should be able to independently diagnose an HOA opportunity, speak credibly with the board about management and reserves, run a board sales process, and bring Operations a transition-ready signed community.
365-DAY PLAN

Scale what converts and what Operations can retain.

A high-performing BD system cannot optimize only for signed contracts. The best acquisition channels should also produce communities Assembly can serve efficiently and keep.

Q2

Prove channel fit

Compare outbound, inbound, field and referral cohorts by conversion, cycle time, community quality, onboarding complexity and early retention.

Q3

Own Bay Area density

Deepen the best micro-territories, build neighborhood referrals, create repeat local events and expand partner coverage.

Q4

Standardize the motion

Document board discovery, audit, presentation, objection, MAP and transition playbooks so additional BD hires can ramp faster.

YEAR-END

Build a regional growth engine

Predictable qualified pipeline, trusted referral channels, shorter board cycles and cleaner Operations handoffs across the Bay Area.

FOUNDER SCOREBOARD

Baseline first. Commit to numbers second.

By the end of Month 1, I would have the operating facts needed to set a real revenue plan instead of inventing precision from outside the company.

ACV + GROSS MARGINWhat is a good community economically?

Segment by units, property type, service complexity and manager load.

WIN RATEWhere does pipeline actually convert?

Source, incumbent, board stage, community type and reason won / lost.

SALES CYCLEWhere does time accumulate?

Discovery, audit, proposal, board scheduling, vote, signature and transition.

OPERATIONS CAPACITYHow fast can we responsibly sell?

Manager capacity, onboarding bandwidth and complexity constraints by community type.

RETENTION QUALITYWhich wins stay healthy?

Early churn, escalation load, transition issues and customer health by acquisition cohort.

CHANNEL ECONOMICSWhere should the next hour go?

Qualified ARR and close rate from outbound, inbound, referrals, field and reactivation.

DAY-30 OUTPUTA founder-approved Bay Area operating target.

Pipeline coverage, activity expectations, conversion assumptions and community targets should be set from Assembly's real economics and capacity, then reviewed monthly.