Decision Queue

The live product cannot have traceable releases, rollback or migration ownership until this is known.

Named account owner, current configuration, production evidence and an accepted operating procedure.

Supabase is the intended source of truth and authentication boundary.

Named account owner, current configuration, production evidence and an accepted operating procedure.

Provider, payment and communication failures must reach an accountable operator.

Shortlist, cost, product compatibility, alert-routing plan and a tested failure notification.

The plan contains marketplace, lead-generation, studio, software and operational-service opportunities. Without a dominant proof point, the team can spread effort across too many businesses at once.

A one-page company scorecard with 12-month targets, explicit non-goals and quarterly gates.

Free access drives network adoption, but communications, AI, storage, support and transaction operations create variable cost.

Feature entitlement table, per-active-workspace cost model and three packaging interviews with Designers.

The Registry promise depends on a vetted network, yet qualification cannot be one generic checklist across vendors, storage, delivery, trades and creative services.

Approved matrix for all nine categories, application mappings and re-verification cadence.

The business is simultaneously a permanent home record, free operating system, exclusive Provider network, lead marketplace and future studio concept. Listing everything equally weakens the first impression.

One approved message hierarchy tested in ten Designer conversations.

Targeting every emerging and mid-tier Designer produces a weak recruitment message and inconsistent product feedback.

ICP scorecard, disqualifiers, founding agreement and a 50-account outreach list.

Potential revenue includes lead fees, product/procurement contribution, Provider transactions, payments, premium software and managed services.

Revenue policy with rate, payer, trigger, refund treatment, cost-to-serve and accounting treatment for every stream.

Stripe, large bank payments, Provider payouts, refunds and marketplace obligations change legal, tax, KYC and reconciliation responsibilities.

Counsel-approved funds-flow diagrams, Stripe account model, payout/refund rules and reconciliation tests.

Provider and Designer signup must preserve the correct application type and referral context.

Named account owner, current configuration, production evidence and an accepted operating procedure.

Keys must not be shared informally or stored in source and documents.

Named account owner, current configuration, production evidence and an accepted operating procedure.

Backup, deletion, audit and incident obligations depend on explicit policy.

Named account owner, current configuration, production evidence and an accepted operating procedure.

A second market compounds Provider coverage, support, capital and operating complexity before the first network is proven.

Approved scorecard thresholds, cohort performance and a named Toronto market owner.

Nine Provider Categories are supported in the model, but building every category-specific workflow simultaneously would delay proof.

Two live pilot Providers per selected category and a complete Project workflow test.

AI can accelerate imports, proposals, communication and monitoring, but commercial, scheduling and Project data errors can create liability.

Risk-tier matrix, confidence thresholds, evaluation set and rollback/audit design.

Designers will only trust the shared system if Provider status is current and exceptions are handled predictably.

Provider-reviewed SLA table and two real workflow simulations.

Receiving, storage, delivery and installation evidence crosses several independent businesses and can expose the Registry brand.

Counsel-reviewed claims workflow, required insurance and a simulated damaged-Item case.

The free product can propagate through real Projects: Designers join through personal outreach, import a live Project and invite the Providers already involved. Paid acquisition would hide whether this loop creates genuine activation and retention.

Organic Go-to-Market & Referral Growth Plan with a 90-day scorecard, channel cadence, activation definitions and paid-spend gates.

Designers may bring existing Providers while the Registry recruits vetted network coverage. Duplicate ownership can create conflicting communication and qualification expectations.

Provider-source policy, CRM ownership rules and onboarding communication templates.

A 20% share of design fees has been discussed for Registry-generated leads, but scope, collection, refunds and attribution require validation and contracts.

Designer interviews, counsel-reviewed agreement, attribution rules and unit economics.

A 15% furniture contribution and other category economics have been discussed, but the new model includes multiple vendors and different fulfilment responsibilities.

Three transaction examples per category and reconciled contribution-margin calculation.

The product scope is ambitious and the business intends to keep Designer software free, making cost sequencing central to survival.

Monthly 18-month cash plan with committed, variable and gated spending.

Participants want their own brands represented, while the Registry must remain a trusted coordinating service and preserve a coherent premium experience.

Approved co-branding hierarchy across portal, email, proposal, invoice and Project presentation examples.

Several critical decisions and production controls currently name functions rather than people, creating founder bottlenecks and invisible gaps.

Named responsibility map, weekly cadence and updated registers with real owners.

The current private Sites URL is functional; the custom domain improves internal discoverability.

Named account owner, current configuration, production evidence and an accepted operating procedure.

A studio can strengthen brand, events and product discovery, but fixed occupancy can distract from proving the software and network.

Three location scenarios with annual cost, lead contribution, utilization and break-even thresholds.

Personalization improves adoption, but full white-labelling can hide the network, fragment support and reduce cross-party trust.

Three branded Workspace prototypes and feedback from Designers, Providers and Clients.

The current lead concept focuses on $10,000–$80,000 opportunities, but the public brand may still attract smaller inquiries.

Lead-volume sample, close-rate interviews and a lightweight service-margin model.

Storage, delivery, photography, trades and vendors have different workflows, but excessive visual variation weakens reuse and makes the product harder to learn.

Provider dashboard prototypes for storage, white-glove delivery and vendors using the same component system.

The correct first hire depends on whether the binding constraint is product reliability, activation, network operations or acquisition.

Capacity log, missed-service analysis, roadmap risk and 12-month cost comparison.