🧭 Founder Direction · V1 · September 2026
This page explains who REMAP is built to serve and why we price the way we do. It's current
direction, still being finalised — some specifics below are confirmed, others are marked as draft.
For the operational pricing model and client-fit criteria, follow the linked SOPs.
REMAP serves small-to-medium businesses doing $2M–$40M in revenue — companies big enough to
afford a specialist and feel the ROI, small enough that we can talk straight to the one person who
says yes. Pricing is four tiers built from two choices: how senior the specialist is, and how
many hours they commit.
🟢 Confirmed: the target band is $2M to $40M in client revenue.
This isn't arbitrary. Both ends of the band come from clear reasoning.
🟢 Currency note: the floor is ~$1M USD, which is roughly $1.5M–$2M AUD. Figures on
this page are USD unless stated. The point of the floor is the same in either currency: below it,
the fee becomes too large a share of the client's revenue to justify.
A standard full seat is $5,000/month — $60,000 a year. Look at what that represents as a share
of the client's revenue:
| Client revenue | $60k fee as % of revenue | Verdict |
|---|---|---|
| Below ~$1M USD | 6%+ | Too heavy — an unreasonable burden, and these businesses usually can't fund it |
| ~$1M USD and up | 3% or less | Reasonable — affordable without extreme pressure, a defensible share of revenue |
At or above the floor, a client can afford REMAP without straining. Below it, the standard seat is
too big a bite — so we don't discount the seat to fit. Instead, businesses beneath the floor are
served by a different product: a Fractional engagement (roughly half-time, ~20 hours/week) or an
alternate offering like the AI Build Workshop.
The ceiling isn't a capability limit — it's about how buying decisions work.
REMAP is built to be fast, direct, and articulate in the small-to-medium business space — and
deliberately stays there.
⚠️ SOP under review: The Ideal Client Profile
currently says "company size is deliberately not a criterion", and the
marketing GTM page defines the client as "1–50 employees". Both predate this
direction. The client is defined by revenue (~$1M USD floor to $40M), not by headcount or
"any size". Until those pages are updated, treat the revenue band here as current and check with
the seat owner on any client outside it.
This one is about fit, not capability.
A pre-revenue startup's whole focus is growth — how do we get leads, how do we make revenue.
That's a different conversation from the one REMAP is built to have, which is operational cost
reduction: "this task costs you $25,000 a year; we cut it to $7,000 — that's a 3x return."
That ROI math only lands when a business has established costs to reduce. A pre-revenue startup
doesn't yet. And practically, pre-revenue prospects are usually short on cash and can't sustain the
fee.
So it's not that REMAP can't help a startup — it's that the value story doesn't fit, and the
cash usually isn't there.
Pricing is built from two independent variables, not a single ladder:
1. Seniority — Standard or Senior. This is about the specialist's experience. A senior
specialist creates greater business impact in the same window of time. (Quality difference.)
2. Hours — Fractional or Full-time. Fractional is roughly 20 hours/week; Full-time roughly 40.
This is purely about hours and infrastructure committed. (No quality difference — a fractional
specialist is just as good, for fewer hours.)
Combine them and you get four tiers:
| Fractional (~20 hrs/wk) | Full-time (~40 hrs/wk) | |
|---|---|---|
| Standard | Fractional Standard | Full-time Standard |
| Senior | Fractional Senior | Full-time Senior |
💡 The key idea: Fractional vs Full-time is a quantity choice; Standard vs Senior is a quality
choice. A client picks on both axes independently.The published rate card reflects these client-facing tiers. (Internal agent/project bands and
custom-engagement rates are held separately and aren't published.)
🟡 Draft / in progress: there's an active conversation with marketing and brand about pushing
project work into the background rather than it being the foreground offering.
Advisory and strategy work is worth selling — it carries a higher hourly rate as trusted strategic
time. But it has a hard ceiling: it trades time for money. There are only so many 30-minute
blocks in a month.
Recurring seat MRR has no such ceiling. It's a proven, fundable model — a pathway of 100 seats
is a solid story, and competitors like CAO Group already operate successfully at that scale. MRR
gives forecastable, stable revenue, which frees the business to create more value for existing
clients instead of forever chasing new sales.
So project work is increasingly a way in the door — the recurring seat behind it is the real
business. (More on this in The Core Bet.)
🟢 confirmed · 🟡 draft/in-progress · ⚪ illustrative
This page is the why. For the how:
Part of the REMAP Founder Vision space · V1 · Last updated September 2026