01
Internal opportunity and delivery plan
Deal qualification, USD 10,000 department model, risks, scope boundary, ownership, and release checklist.
01 / Decision
The offer is a bounded implementation, not an open-ended transformation.
Scott described the right shape for BusinessOS, but the operating facts are still incomplete. The team should approve one department pilot, require discovery, and keep every broader promise behind a separate commercial gate.
ApproveOne department
Operations or Marketing as the first controlled pilot.
PriceUSD 10,000
Per department implementation. A second department is another USD 10,000.
Do not promiseAll nine circles
Company-wide migration, recurring support, and broad integration work remain outside the first scope.
Qualification risk: Scott showed interest but limited engagement and asked few substantive questions. The next meeting must confirm authority, urgency, budget, technical fit, and willingness to provide operating evidence.
02 / Documents
Four documents, four jobs, no audience confusion.
The internal team reviews the strategy and technical path first. Only the explicitly labeled client draft can move into the external email thread after approval.
02
Client Phase 1 pilot proposal - draft
The client-safe explanation of one Operations or Marketing implementation, its boundaries, inputs, architecture, and next step.
03
Optimal Engine and BusinessOS implementation guide
Technical boundaries, local and cloud placement, topology, role context, existing-agent intake, and architecture discovery.
04
Discovery workshop workbook
A fillable session guide for pilot selection, org chart review, workflow tracing, system inventory, agent intake, and acceptance.
03 / Architecture
BusinessOS runs the work. Optimal Engine governs the context. Pritt owns the shared cloud.
The implementation keeps Scott's supported local models and agents close to the user while introducing shared infrastructure only where the company needs synchronization, hosted integrations, or multi-user services.
Working reference architectureFinal placement requires security and infrastructure discovery
Miosa-osa/OptimalEngine
The open-source governed engine for organizations, workspaces, nodes, source evidence, signals, facts, memory, retrieval, context packages, workflows, skills, and audit.
Open repo04 / Commercial
One department equals one implementation decision.
This structure protects delivery quality and lets Pritt expand only after the first operating loop has real users, evidence, and an acceptance record.
Department implementation$10K
Operations or Marketing. Discovery, model, modules, selected agents, agreed integrations, pilot, and handoff.
Second departmentAnother USD 10,000, separately authorized after the first pilot.
Cloud providerPritt owns and pays the cloud account used for shared infrastructure.
Ongoing supportMaintenance, iteration, and service levels are priced after discovery or pilot acceptance.
Scope changeNew systems, workflows, users, or integrations require written review before work begins.
05 / Delivery
Discovery turns Scott's operating concept into a buildable department system.
The first pilot moves through six gates: discover the real organization, model authority and context, build the modules, configure existing agents, validate with real users, and record acceptance.
One department / one operating loopExpansion follows acceptance, not enthusiasm
06 / Ownership
The team must assign delivery before the client sees the proposal.
Bennett owns the relationship. Brody and Jesse must explicitly divide delivery and build responsibility. Roberto owns architecture and qualification unless a revised arrangement adds substantial implementation work.
Bennett
Client owner
Own the thread, schedule, buyer qualification, expectation control, and consolidated updates.
Brody
Delivery owner
Confirm whether he owns planning, cadence, handoffs, and the complete delivery record.
Jesse
Build owner
Confirm whether he owns module implementation, integrations, QA evidence, and issue resolution.
Roberto
Architecture
Qualify the opportunity, model the system, review topology and boundaries, and consult on implementation.
Compensation gate: if Roberto becomes a material implementation contributor, revise the arrangement before that work begins. The current internal plan does not authorize unlimited build labor.
07 / Next meeting
Run an operating discovery session, not another product tour.
The meeting should end with a selected department, named owner, one traced workflow, a current-state artifact package, and a clear path to a signed scope.
Confirm decision process
Buyer, approvers, urgency, budget, and what must be true to start.
Map the organization
Legal entities, companies, nine circles, department owners, roles, users, and cross-functional authority.
Select the pilot
Compare Operations and Marketing against owner commitment, pain, evidence, repeatability, and measurable outcome.
Trace one real workflow
Source, context, decision, agent assistance, human gate, official output, exception, and metric.
Review systems and agents
Soul files, commands, models, tools, data, cloud preference, security, and integration constraints.
Lock next action
Owners, artifact deadline, architecture review, signed scope, payment, and kickoff.
08 / External lane
The client package is intentionally separate from the internal package.
After Bennett, Brody, Jesse, and Roberto approve the delivery plan, use only this draft to begin the client conversation. Remove the draft label only after final commercial and delivery review.
Client-safe draft
Turn one department into a working, role-aware BusinessOS.
Operations or Marketing. USD 10,000. One operating loop, one set of users, a clear architecture, a controlled pilot, and a documented acceptance gate.
09 / Internal email
Send this to the delivery team for approval.
This email gives each person a concrete review job and keeps the client-facing draft behind the internal approval gate.
ToBennett@merydian.ai, Brody@merydian.ai, Jesse@merydian.ai
SubjectScott Tripp / Pritt - Internal approval package and delivery decisions
Team,
I rebuilt the Scott Tripp opportunity package so we can review the commercial model, delivery architecture, technical path, and client-facing draft in one place.
Start with the Internal Opportunity and Delivery Plan. The recommended structure is one paid department pilot at USD 10,000, beginning with either Operations or Marketing. A second department is a separate USD 10,000 implementation. Cloud, ongoing support, maintenance, and broader expansion remain separate until discovery defines them.
Before anything goes to Scott, I need:
1. Bennett to confirm the buyer, decision process, and next meeting.
2. Brody and Jesse to confirm delivery and build ownership.
3. Everyone to review the client draft for promises we can actually deliver.
4. Agreement on the discovery inputs, acceptance criteria, and Roberto's implementation boundary.
The deal room includes the internal plan, client proposal draft, technical implementation guide, and discovery workbook. Please reply in this thread with approval or exact changes.
Roberto