Quick hello — who’s around the table?

• Who are we speaking with today and what is your primary role (development, ops, finance, broker, GM, etc.)? Options: VP Franchise Development, Director of Development, VP Operations, Regional/District Manager, Owner/Operator, Broker, General Manager, Other
• How many units do you personally oversee or represent in this brand/system? Options: 1–10, 11–25, 26–50, 51–100, 100+
• Which markets or geographies are most important for the opportunities we're discussing? Options: Southeast, Mid‑Atlantic, Northeast, Midwest, Southwest, West, National / multi-region, Other
• Briefly describe any existing relationship between your franchisor team and our organization (past deals, pilot stores, references, concerns).
• Who else from your team should be included going forward for approvals, operations, legal, or development decisions?

Are you seeing the signals or just noise?

• When same‑store sales dip across a cluster, do you treat it as a seasonal blip or an early warning of structural issues? Options: Seasonal / transient, Early warning worth investigating, Usually a structural problem, Depends on the market/store
• Over the past 12 months, how have your same‑store sales trended versus system average? Options: Well above system average, Slightly above, In line, Slightly below, Well below system average
• Which three KPI signals do you monitor first when performance feels off (pick up to three)? Options: Same‑store sales %, Transaction count, Average check, Speed of service by daypart, Labor %, Food cost %, Audit / health score, Customer complaints
• Tell us about a recent time KPIs flagged a problem—what was the signal, who noticed it, and how long before it was resolved?
• Who on your side is accountable to escalate and close the loop when a KPI moves outside acceptable thresholds? Options: General Manager, District Manager, Regional Manager, Central Operations, Franchisor rep, Other
• And when these issues persist, how does it usually make your team feel or act (frustrated, reactive, resigned, urgent)? Options: Urgent & mobilize resources, Frustrated but reactive, Resigned / acceptance, Motivated to restructure, Other

When open dates slip, what really breaks?

• Are missed or delayed openings a symptom of temporary project noise—or evidence you're expanding beyond management capacity? Options: Temporary noise, Sign of overcommitment, Sometimes both, Unsure
• What is your target timeline from signed development agreement or acquisition LOI to open door for a typical unit? Options: 30 days, 45 days, 60 days, 90 days, 120+ days
• For acquisitions, how firm is a 60‑day close requirement in your book? Options: Firm requirement, Preferred but flexible, Case‑by‑case, Not required
• Which barriers most commonly push open dates—select up to four that apply to you. Options: Permitting/approvals, GC or contractor delays, Equipment lead time, Lease negotiation issues, Franchisor approvals, Manager availability / bench shortage, Vendor onboarding
• Share a recent example when an opening slipped—what were the downstream impacts on costs, guest experience, or nearby stores?
• How do you typically absorb or allocate the costs from a delayed open (operator, franchisor, shared contingency)? Options: Operator absorbs, Franchisor supports, Shared / negotiated, Contingency budget, Other

Who pulls the levers (and who's watching)?

• If a deal required tradeoffs between commercial terms and operational guarantees, who ultimately signs off—and who is most likely to push back?
• List the stakeholders that must approve an operator for development or acquisition and each one's main concern (ops, finance, compliance, real estate, brand reputation).
• Which internal stakeholder groups most often create approval delays (select up to three)? Options: Franchisor legal, Franchisor operations, Franchisor finance, Real estate team, Executive/board, Broker, Other
• How do you weigh commercial economics versus demonstrated operational capacity when awarding territory rights? Options: Commercial terms dominate, Operational capability dominates, Equal weighting, Depends on market or deal
• Describe any non‑negotiable manager retention or employment term commitments you require from buyers during a transfer.
• What internal approval timeline do decision‑makers expect from LOI to final sign‑off? Options: Less than 2 weeks, 2–4 weeks, 1–2 months, 2+ months

What keeps your GMs up at night?

• Are audit scores for you a scoreboard of past effort or an urgent warning light that requires immediate action? Options: Scoreboard — historical, Warning light — needs immediate fix, Depends on the finding, Unsure
• What is your target range for health & safety / brand compliance audit scores? Options: 95–100, 90–94, 85–89, Below 85, No formal target
• How often do locations fall below acceptable audit thresholds, and what are the most common root causes?
• How quickly must audit issues be remediated to avoid contractual or brand penalties? Options: Within 24 hours, 48–72 hours, Within 30 days, Depends on severity
• When speed‑of‑service slips, how does it translate into business impact for you (loss of transactions, negative reviews, labor pressure)?
• What support would help your managers feel less overwhelmed keeping audits clean and service fast (coaching, centralized scheduling, additional headcount, vendor support)? Options: Dedicated trainer/coaching, Centralized labor scheduling, Temporary support during ramp, Procurement support, Other

What would make you trust a new operator instantly?

• Which single proof point would make you say “yes” fastest: consistent SSS outperformance, spotless audits, a deep GM bench, or strong franchisor references? Options: SSS outperformance, Spotless audits, GM bench depth, Franchisor references, A combination
• Select the top three trust signals you rely on when approving operators. Options: Sustained same‑store sales growth, History of on‑time opens, Consistent high audit scores, GM retention and development programs, Third‑party financial verification, Franchisor endorsements, Operational playbooks
• Would you be open to a short pilot (3–5 stores or a defined time window) as a condition to expand territory rights? Options: Yes, Maybe, No
• What minimum GM retention rate do you see as acceptable post‑acquisition? Options: 90%+, 75–89%, 50–74%, Less than 50%, No set expectation
• What documentation, guarantees, or contractual clauses reduce your perceived takeover risk the most (financial escrow, manager retention guarantees, performance milestones)?

Acquisition red flags — tell us early

• What single discovery during due diligence makes you immediately reconsider or pause a deal?
• Which issues most commonly cause you to withdraw or renegotiate after due diligence (select all that apply)? Options: Inaccurate financials, Hidden liabilities, Labor disputes / claims, Major equipment failures, Troubled leases, Reputational issues / negative reviews
• Have you experienced retrading after due diligence? If yes, how did it happen and what would prevent it next time?
• What seller or broker commitments do you require to proceed without price retrade (price lock, escrow, reps & warranties)? Options: Price lock, Escrow with milestones, Representations & warranties, Manager retention agreements, Other
• How important is honoring existing employee terms when you evaluate an acquisition? Options: Crucial, Important, Secondary, Not important
• What integration timelines do you expect post‑close for systems, payroll, vendor contracts, and training? Options: Within 30 days, 30–60 days, 60–90 days, 90+ days

If everything went right, what would success look like in 90 days?

• Imagine day 90 — what single metric would make you call this acquisition or development an outright success?
• Which KPIs must meet agreed acceptance criteria during the 90‑day ramp (select up to four)? Options: Same‑store sales % vs baseline, On‑time open %, Audit score, Customer complaints per 1,000 transactions, Labor percentage, GM retention %, Net cash flow / break‑even
• What numeric thresholds would constitute pass/fail for those KPIs (please list KPI and threshold)?
• How often do you want performance reporting during ramp (and in what format)? Options: Daily dashboard, Weekly summary + dashboard, Bi‑weekly check‑in, Monthly report
• Who should own day‑to‑day ramp execution and who should be copied on escalations? Options: Operator central ops, Regional manager, District manager, Franchisor liaison, Third‑party consultant
• If KPIs fall short during ramp, what remedial actions or exit options do you expect to be contractually available?

What would make this process frictionless?

• If you could remove one recurring obstacle from these deals, what would it be—and why hasn't it been fixed already?
• Which documents or systems create the most back‑and‑forth in diligence and onboarding (select all that apply)? Options: Financial statements / P&L, Payroll & HR files, Vendor contracts, Lease documents, Operational manuals / SOPs, POS / sales data
• Which integrations must succeed on day one after close (POS, payroll, scheduling, accounting, benefits)? Options: Point‑of‑Sale (POS), Payroll, Labor scheduling system, Accounting / GL, Benefits administration, Procurement / vendors
• Are you open to centralized back‑office ownership of payroll and benefits immediately after close to reduce friction? Options: Yes, Maybe with conditions, No
• What handoff format minimizes friction for your team (shared checklist, live weekly syncs, a maintained shared backlog, something else)? Options: Shared checklist + weekly sync, Daily brief + shared backlog, Weekly reports only, Ad hoc / as needed, Other
• What's the single easiest concession we could offer that would meaningfully speed your sign‑off on a deal?

• Solution Experience Kickoff — Current State & Consequence
• Real-Store Metrics Deep Dive — Diagnosis
• Acquisition Scenario Workshop — 60-Day Close & Integration Modeling
• Operational Proof — Centralized Ops, Labor System & Development Playbook
• Validation & Decision Alignment — Executive Summary

• Agree the set of operational KPIs and the cadence for monitoring during a 90-day ramp.
• Customer to confirm which acquisition targets or owned stores should be used in the modeling session.
• Analyst to prepare financial and operational models for the upcoming Acquisition Scenario Workshop.
• Workshop Framing & Constraints
• Demonstrate with numbers that a 60-day close and 90-day operational remediation is feasible for the target(s).
• Agree the financial and operational assumptions (retention rates, capex, SSS lift) to be carried forward into commercial terms.
• Identify and assign owners for mitigations of highest-risk items (retrade, lease contingencies, HR gaps).
• Obtain explicit customer validation that the modeled future-state meets their acceptance bar for acquisitions.
• Finance to deliver the final acquisition sensitivity model with agreed assumptions and a 3-scenario output (conservative/base/aggressive).
• HR to draft the manager retention package and timeline for outreach to incumbent managers.
• Development lead to prepare a preliminary remodel scope, budget, and GC availability for the 60-day/90-day timelines.
• One-Line Future State Recap
• Show concrete, comparable proof that our interventions deliver the defined future-state KPIs.
• Confirm that each operational proof directly addresses the customer's diagnosed root causes.
• Validate customer acceptance of the operational approach and identify any remaining gaps to address before commitment.
• Introductions & Meeting Objectives
• Ops to provide the anonymized case study packs and a side-by-side KPI dashboard export.
• Product/engineering to run the labor system optimization on the selected store's dataset and deliver projected schedules and KPI deltas.
• Development to supply a sample signed-to-open Gantt for the customer's review and inclusion in the Mutual Commit package.
• Executive One-Line Recap (Current / Consequence / Future)
• Obtain executive alignment on the diagnosis, the proven outcomes, and the acceptability of modeled results.
• Agree the decision checklist essentials required for Mutual Commit and assign owners for outstanding items.
• Set a clear timeline and owners for transitioning to Mutual Commit with all supporting evidence packaged.
• Capture any remaining blockers and mitigation plans so the Mutual Commit meeting can be a decision meeting, not another discovery.
• Seller to prepare an executive one-pager summarizing current state, quantified consequences, proven outcomes, and decision checklist.
• Assign owners and deadlines for each outstanding risk/mitigation and publish to the shared backlog.
• Schedule the Mutual Commit meeting with required commercial and legal approvers and circulate the proof pack in advance.
• Lock a crystal-clear one-sentence current-state that the team agrees is true today.
• Surface and quantify the top consequences (financial, operational, timeline) of the current state.
• Agree a concise future-state outcome sentence and the specific stores/scenarios to test.
• Confirm required datasets and owners to enable the live metric proofs.
• Customer to upload store-level SSS last 12 months, opening timelines, and audit reports to the shared workspace.
• Seller to prepare system-average benchmark pack and a 1-page facilitator summary of the one-sentence current and future state.
• Schedule the Real-Store Metrics Deep Dive with required data owners and analysts present.
• Reconfirm Diagnosis Framing
• Identify and agree on the top root causes driving SSS, opening delays, and audit failures for the selected stores.
• Quantify the sales or cost impact attributable to each root cause where possible.
• Select 1–3 target stores/scenarios to model remediation and acquisition outcomes.
• Gain verbal validation from customer that the diagnosis matches their operational view.
• Seller to produce a per-store diagnostics report summarizing SSS drivers, labor impact, and audit findings.
• Pre-work Check & Data Integrity
• 60-Day Acquisition Playbook Walkthrough
• Store-by-Store SSS Trend Walkthrough
• Synthesis of Proofs & Modeled Outcomes
• Case Study Proofs (Before / After)
• Labor vs Speed-of-Service Correlation
• Financial Close & Cashflow Model
• Decision Checklist (Commercial, Territory, HR, KPIs)
• Current State — One Sentence & Evidence
• Labor Scheduling System Application
• Audit Scores & Complaint Trend Analysis
• Operational Ramp Scenario
• Centralized Ops & Back-Office Workflows
• Open Risks, Required Mitigations, and Owners
• Consequence — Quantify the Cost
• Next Steps & Timeline to Mutual Commit
• Root-Cause Mapping & Hypotheses
• Manager Retention & HR Commitments Plan
• Define Future State — One Sentence Outcome
• Development Playbook — Signed to Open Proof

• Operate each store daily to franchise brand standards
• Weekly district manager store visits with on-the-job coaching
• Run centralized payroll and employee benefits processing
• Process centralized accounts payable and vendor payments
• Execute new-unit construction through preferred general contractors
• Open new unit: deploy opening team and 90-day ramp execution
• Perform 60-day acquisition conversion: systems migration and staff training
• Negotiate and execute lease agreements for new units
• Remediate food-safety issues and ensure health-audit compliance
• Operate procurement contracts and fulfill bulk vendor orders
• Manage daily labor and speed-of-service targets per shift
• Oversee renovation work and construction closeout for acquisitions

Operate each store daily to franchise brand standards

• Do you want the operator to assume full day-to-day store operations for the covered locations? Options: Yes, No, Partial / Shared with existing owner
• How many locations should be included in the 'operate daily' scope? Options: 1-5, 6-20, 21-50, 51-150, 150+
• Which operational areas must be managed by the operator (select all that apply)? Options: Front-of-house operations, Kitchen/cooking procedures, Inventory control, Cash handling, Customer service escalation
• Are there any franchisor-required processes or exceptions we must follow (e.g., local menu variations, operating hour constraints)? Options: Yes, No
• What reporting cadence do you require for store-level performance (sales, labor, food safety)?, Options: Daily, Weekly, Bi-weekly, Monthly
• Who retains hiring and termination authority for hourly staff at each store? Options: Operator, Selling franchisee / current owner, Joint decision
• Please list any brand standards or franchise-specific checklists that we must adopt (free response).

Weekly district manager store visits with on-the-job coaching

• What district manager to store ratio do you require or prefer? Options: 1:4-6, 1:7-9, 1:10-12, Flexible / TBD
• Confirm desired visit frequency per store: Options: Weekly, Bi-weekly, Monthly, Triggered by alerts only
• What are the primary focus areas during DM visits (select up to 4)? Options: Operational standards, Coaching and performance development, Inventory & ordering, Food safety & audit prep, P&L review, Customer service
• Do you require DM visit documentation and digital checklists archived in a system? Options: Yes, No
• What escalation path should a DM use for critical issues identified on visits? Options: Regional Manager, Operations Support Desk, Franchisor Representative, Other
• Would you like DMs to provide on-the-job coaching sessions for store managers during visits? Options: Yes - mandatory, Yes - optional, No
• Any geographic or travel constraints that affect DM routing (e.g., islands, out-of-area stores)? Please describe.

Run centralized payroll and employee benefits processing

• Which payroll frequency do you require? Options: Weekly, Bi-weekly, Semi-monthly, Monthly
• How many total employees across scope stores will be on centralized payroll? Options: Under 500, 500-1,000, 1,001-2,500, 2,500+
• Which payroll-related services must be included? Options: Payroll processing, Tax filings and remittance, Garnishment processing, Time-clock integration, Labor reporting
• Are benefits administration services required (health, 401k, PTO management)? Options: Yes - full benefits admin, Yes - basic enrollment only, No
• Do you require our payroll to integrate with an existing HRIS or timekeeping system? If yes, name the systems. Options: Yes - list systems in free response, No
• Who is the employer of record for hourly employees during the transition and ongoing operations? Options: Operator (us), Franchisor, Franchisee / seller, Other
• Are there state-specific payroll compliance or union considerations we must account for? If so, list states or requirements.

Process centralized accounts payable and vendor payments

• Approximately how many vendor invoices per month will be processed centrally? Options: Under 200, 200-1,000, 1,001-3,000, 3,000+
• Which AP processes are required centrally? Options: Invoice receipt & coding, Three-way PO matching, Payment execution, Vendor onboarding, Dispute resolution
• Preferred payment methods we should support (select all that apply): Options: ACH, Check, Virtual card, Wire, Supplier portal
• Do you require vendor payment terms management and negotiation as part of scope? Options: Yes, No
• What approval workflow do you require for AP (single approver, multi-step, PO thresholds)? Options: Single approver, Multi-step approvals, PO thresholds required, Other
• Are there any high-priority vendors or critical suppliers we should know about (list names and contact expectations)?
• What reporting cadence and formats do you expect for AP and cash forecasts? Options: Weekly summary, Monthly detailed, Real-time dashboard, Other

Execute new-unit construction through preferred general contractors

• How many new-store constructions per year should be planned under this scope? Options: 1-5, 6-12, 13-25, 25+
• Do you require exclusive use of our preferred GC network or will local GCs be considered? Options: Preferred GC network only, Local GCs OK with approval, Flexible
• Which construction phases must we manage? Options: Site selection support, Permitting, Ground-up construction, FF&E procurement, Punchlist & closeout
• What typical timeline do you expect from permit to open for a new build (in weeks)? Options: 8-12, 13-20, 21-32, 33+
• Are tenant improvement budgets and approval thresholds pre-defined or should we propose standard ranges? Options: Pre-defined, Need operator to propose
• Who owns contractor contracting and warranties after closeout (Operator, Franchisor, Landlord)? Options: Operator, Franchisor, Landlord, Shared
• Please list any local permit or code considerations that typically affect construction in your target markets.

Open new unit: deploy opening team and 90-day ramp execution

• Do you require the operator to provide the opening general manager and core opening team? Options: Yes - full opening team, Partial - GM only, No - owner will staff
• What is the target timeline from signed lease to open? Options: Under 90 days, 90-180 days, 180+ days
• Which 90-day ramp KPIs are mandatory to accept a location (select all that apply)? Options: Daily sales target, Labor % target, Order accuracy, Customer NPS / complaints, Food safety audit clearance
• What training cadence and format do you expect during pre-open and first 90 days (classroom, on-the-job, e-learning)? Options: On-site classroom, Shadow shifts, E-learning modules, Combination / custom
• Do you require daily reporting during the 90-day ramp (sales, labor, KPI exceptions)? Options: Yes - daily, Yes - weekly summary, No - standard reporting
• Will local marketing / grand opening support be provided by the operator or franchisor? Options: Operator, Franchisor, Joint
• Please describe any specific acceptance criteria or KPI thresholds for a successful 90-day ramp (free response).

Perform 60-day acquisition conversion: systems migration and staff training

• Do you require a hard 60-day conversion timeline from close to systems live, or a flexible timeline? Options: Strict 60-day, Target 60-day with exceptions, Flexible timeline
• Which systems must be migrated as part of conversion (select all that apply)? Options: POS, Payroll, Inventory/Purchasing, Timekeeping, Accounting/GL
• Will we be required to retain existing store managers and staff terms as part of the acquisition? Options: Yes - retain terms, No - operator standardize, Case-by-case
• What level of remodel or cosmetic work is typically required during conversion? Options: No remodel, Minor cosmetic, Moderate remodel, Full renovation
• Do you require a dedicated conversion manager and cut-over checklist for each acquisition? Options: Yes, No
• Are there existing vendor contracts or equipment leases that must be assumed or novated? Please list.
• What acceptance tests or KPIs must be met at conversion completion (e.g., payroll accuracy, POS reconciles)?

Negotiate and execute lease agreements for new units

• Who should lead lease negotiations on behalf of the operator? Options: Operator legal team, Third-party broker, Franchisor rep, Joint
• Which lease terms are mandatory to negotiate (select up to 5)? Options: Base rent & escalation, Tenant improvement allowance, Lease term length & options, Co-tenancy / exclusivity, Assignment/sublease rights
• Do you expect the operator to secure tenant improvement allowances and landlord contributions? Options: Yes - required, Preferred but optional, No
• Are there market rent or cap thresholds we must adhere to when negotiating? Options: Yes - provide targets, No - allow negotiation
• Do you require legal review and redlining from our counsel before execution? Options: Yes - mandatory, Optional, No
• Please list any lease clauses that are non-negotiable for your team (free response).

Remediate food-safety issues and ensure health-audit compliance

• What is the minimum acceptable health and safety audit score to keep a location open under our operation? Options: Pass / No critical findings, >= 90%, >= 80%, Allow remediation plan
• Do you want the operator to perform immediate remedial actions for critical violations? Options: Yes - operator to remediate immediately, No - coordinate with franchisor/seller
• Which remediation services should be included? Options: Corrective training, Equipment repair/replacement, Deep cleaning and pest control, Policy & SOP updates
• What timeframe is acceptable to close out non-critical food-safety items? Options: 48 hours, 7 days, 30 days, Custom
• Do you require recurring audit support (e.g., quarterly pre-audit checks) after remediation? Options: Yes - recurring, One-time fix only, On-demand

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Commercial Terms & Pricing Schedule
• Territory & Exclusivity Agreement
• Manager Retention & Employee Terms Addendum
• Integration & Systems Conversion Plan
• Acceptance Criteria & KPI Thresholds
• 60-Day Acquisition Closing Checklist (Playbook)
• Transition Services Agreement (TSA)
• Change Order & Amendment Agreement
• Closing & Signoff Checklist

• KPI Validation Review (Monthly)
• Store-Level Root Cause & Recovery Session
• Post-Acquisition 60-Day Validation Meeting
• Success Retrospective & Learnings Capture (Quarterly)
• Shared Backlog Grooming & Prioritization (Bi-weekly)

• Agree on a communication plan to franchisor and field teams to maintain transparency and trust.
• Assign and document the 60/30/7/1-day actions in the shared tracker with owner and expected outcome.
• District manager to submit daily scorecard for the store to the Success team for 14 days.
• If improvement not met at checkpoint, escalate to regional leadership with recommended corrective actions.
• Integration Status Snapshot
• Validate the 60-day playbook deliverables against acceptance criteria and capture any unresolved items.
• Confirm manager retention outcomes and HR integration risk level.
• Ensure commercial or holdback decisions are documented and owners assigned for remediation.
• Produce an integration close-out report documenting pass/fail on each acceptance criterion and circulate to franchisor and regional leadership.
• Open remediation tickets for unmet criteria and set target dates for resolution and follow-up review.
• Send agreed communication to selling party/broker summarizing retention outcomes and next steps.
• Review Quarter Outcomes vs Targets
• Document repeatable causes of success and failure and convert them into a prioritized improvement backlog.
• Assign owners and success metrics for top experiments to prove new approaches.
• Opening & Objectives
• Create prioritized backlog entries in the shared tracker with owner, impact estimate, and proposed sprint for implementation.
• Design and kick off the highest-priority experiment with a 30/60/90 day measurement plan.
• Publish a quarterly Success Report to franchisor stakeholders summarizing outcomes and planned improvements.
• Review New Incoming Items
• Keep the backlog actionable and prioritized with clear owners and timelines.
• Ensure high-impact items are resourced and blockers are surfaced early.
• Reduce time-to-resolution for KPI-impacting issues through disciplined sequencing.
• Update backlog entries with required acceptance criteria, estimated effort, and assigned owner within 24 hours.
• Escalate any resource blockers to regional leadership with recommended mitigation options.
• Publish sprint commitments to field leaders ahead of execution window.
• Validate the integrity of KPI data for the period and align on measurement sources.
• Identify all KPI exceptions and assign remediation owners with timelines.
• Ensure clear escalation path for chronic or high-risk exceptions.
• Deliver verified KPI data package (POS extract, audit PDFs, opening checklists, complaint exports) to attendees within 48 hours.
• Create remediation tickets for each exception with owner, target date, and required resources.
• Schedule follow-up validation meeting for remediated items (date within 2 weeks).
• One-Sentence Current State
• Convert an ambiguous underperformance problem into a quantified diagnosis with a clear remediation plan.
• Define measurable validation checkpoints that prove the store is returning to target KPIs.
• Obtain commitment from owners for required resources (floater GM, remodel crew, vendor change, training slot).
• Data Package Confirmation (Pre-work)
• KPI Baseline Comparison
• Consequence Statement
• Prioritization using Impact x Effort
• Top 5 Wins & Top 5 Failures
• Capacity & Sequencing
• KPI Scorecard Review
• Root Cause Themes
• Define Future State (One Sentence)
• Manager Retention & Team Stability
• Diagnosis: Data & Observations
• Status Updates on In-Flight Items
• Exception Triage
• Backlog Conversion & Prioritization
• Acceptance Criteria Review
• Confirm Commitments & Next Grooming Date
• Remediation & Close-Out Plan
• Experiment Design & Owners
• Recovery Playbook (60/30/7/1-day steps)
• Decision & Next Steps
• Validation Checkpoints & Exit Criteria
• Customer & Broker Communication (if applicable)
• Wrap-up & Confirm Deliverables
• Communications & Rollout Plan