# First 90 Days + Year 1 Detailed Playbook

Week-by-week for Q1 (the first 90 days) and month-by-month for Q2–Q4. This is the operational companion to [year-1-deployment-plan.md](year-1-deployment-plan.md), which is the strategic/quarterly overview. Use both together: year-1-deployment-plan.md tells you what; this tells you when and in what order.

Assumes Model B is funded, Q0 foundation work is complete or actively in flight, and the four entity-launch decisions (CEO + Customer + Capital + Capacity gates per [D18](../notes/decisions.md)) for the Y1 cohort are tracking on schedule.

---

## How this document is structured

- **Q0 Foundation (Days −90 to 0)** — what must be done before Day 1 (recap)
- **Q1 — Days 1–90** — week-by-week
- **Q2 — Days 91–180** — month-by-month (TS People launch)
- **Q3 — Days 181–270** — month-by-month (Mira launch; TS Services cash-flow positive)
- **Q4 — Days 271–360** — month-by-month (TS Managed Services separates; TS Public Sector Holdings SG; Y2 prep)
- **Operating cadence** — daily / weekly / monthly / quarterly rituals
- **Communications plan** — internal + external + government affairs
- **Risk + contingency playbook** — what to do when things slip
- **Founder time allocation** — phase-by-phase

---

## Q0 — Foundation (Days −90 to 0)

This is everything that must be substantially complete before Day 1 of operations. Full detail is in [year-1-deployment-plan.md](year-1-deployment-plan.md). Brief checklist of what must be DONE at Day 1:

- [ ] **Tech Sequence Holdings Pte Ltd** incorporated (Singapore)
- [ ] **TS Brand & IP Holdings Pte Ltd** incorporated (Singapore)
- [ ] **TS Shared Services Pte Ltd** incorporated (Singapore)
- [ ] **TS Shared Services Vietnam Co. Ltd** incorporated (Vietnam) — at minimum legal entity ready, even if banking isn't fully live
- [ ] Cross-border tax/legal advisor engaged (Acclime, PwC Vietnam, or KPMG)
- [ ] Big 4 auditor engaged (KPMG or Deloitte Vietnam, per D14)
- [ ] First trademark filings submitted in Vietnam (Cuc So huu tri tue) + Singapore (IPOS) for top priority marks: TS wordmark, TS logo, Mira, CoreHR (legacy filing — will become TS People), Saigon Volume (defensive, per D11), TS Pay (defensive)
- [ ] Singapore bank account applications submitted for all 3 Singapore Pte Ltds (DBS or UOB) — applications take 8–12 weeks, so submitted in Q0 month 1–2
- [ ] **TS Tech Consulting founding partner** offer letter signed (this is the critical Y1 Q1 hire and must be locked before Day 1)
- [ ] **CoreHR (→ TS People) and Mira CEO candidates** identified by name; CIR engagement in progress
- [ ] Office space secured: shared TS Shared Services VN + TS Tech Consulting office in HCMC or Hanoi (decision per founder preference; HCMC favored for commercial customer base)

If any of these are missing at Day 1, the timeline slips. Default response is **delay one week rather than launch unprepared**.

---

## Q1 — Days 1–90: Cash engine live

**Capital deployed in Q1:** ~$200–280K (founder funds; subset of Y1 $1.5–2.5M envelope)
**New entities operational:** TS Shared Services VN (Day 1) + TS Tech Consulting (Day 14–21) + TS Managed Services (under TS Tech umbrella Day 30–60)
**Team end of Q1:** 10–15 across all entities

### Week 1 (Days 1–7)

**Theme: Foundation activation.**

| Day | Action | Owner |
|---|---|---|
| 1 | TS Shared Services VN entity officially activates; Finance Director (Vietnamese-qualified, ex-Big 4) starts (committed pre-Day 1) | Founder + Finance Director |
| 1 | Founder + Finance Director: full Y1 budget walk-through; reconcile against Model B envelope; identify any Q0 cost overruns | Founder + Finance Director |
| 2 | Vietnamese Legal Counsel (ex-corporate law firm) starts; immediate review of founding documents, intercompany services agreement, transfer pricing baseline | Founder + Legal Counsel |
| 3 | Operations Lead starts; takes over vendor management, facility, IT setup | Operations Lead |
| 3–5 | Vietnamese tax authority registration for TS Shared Services VN; Tổng cục Thuế filings initiated | Finance Director + external advisor (Acclime) |
| 5 | First Vietnamese bank account application — Vietcombank for TS Shared Services VN per banking allocation policy (D17 / D7) | Finance Director |
| 5 | Founder personal Vietnamese tax filings reviewed by Acclime to confirm cross-border position clean (per D2) | Founder + Acclime |
| 6–7 | TS Tech Consulting founding partner: founder-partner alignment session; equity terms finalized in detail (founder-shareholder cap-table variant); customer-target list of 30 named accounts assembled | Founder + Founding Partner |
| 7 | Week 1 review: founder + Finance Director + Legal Counsel + Operations Lead — what's on track, what's slipping | Founder |

**Critical-path items in Week 1:**
- Vietnamese bank account application started (12-week timeline — every day matters)
- Tax authority registration in Vietnam (3-week typical processing)
- Founding partner's customer target list (informs Week 2–4 outreach)

**Founder time Week 1:** ~80% on incorporation activation + hiring + founding partner alignment; ~20% on regulatory and legal.

---

### Week 2 (Days 8–14)

**Theme: TS Tech Consulting team assembly.**

| Day | Action | Owner |
|---|---|---|
| 8–9 | **TS Tech Consulting founding partner officially starts as Day-1 TS Tech Consulting employee.** Office space for TS Tech Consulting (co-located with Shared Services VN) signed; office furniture + IT procurement | Founding Partner + Operations Lead |
| 8–10 | First 3 senior consultants (already identified, in offer-letter stage) sign and confirm start dates | Founding Partner + Founder |
| 10–11 | TS Brand & IP Holdings: top 5 trademark filings (TS wordmark, Mira, Saigon Volume, TS Pay defensive, TS People — wait, may file as merger filing) confirmed in process with Vietnamese and Singapore IP firms | Legal Counsel + external IP firm (Tilleke & Gibbins or similar) |
| 11 | Singapore bank application status check (Day 11 = ~Day 75 since Q0 application start, halfway through 12-week timeline) | Finance Director |
| 12 | TS People CEO candidate (in CIR since Q0) — confirm CIR engagement extension to 3 more months; offer-letter draft in preparation | Founder + Senior CEO Recruiter (if hired) or external search firm |
| 12 | Mira CEO candidate (in CIR since Q0) — same as TS People; refine F&B-anchor outreach plan | Founder |
| 13–14 | First customer outreach by founding partner: 5 named customer accounts contacted for initial advisory engagement discussion | Founding Partner |
| 14 | Week 2 review | Founder |

**Critical-path items:**
- Founding partner's first 3 senior consultants must onboard W2–W3 — if they slip, TS Tech Consulting can't generate revenue on schedule
- First customer outreach starts W2 (not later) — sales cycle is 4–8 weeks for advisory work

**Founder time Week 2:** ~50% on TS Tech Consulting launch (alongside founding partner) + ~30% on CEO recruiting (TS People + Mira CIRs) + ~20% on regulatory + recruiting infrastructure.

---

### Week 3 (Days 15–21)

**Theme: TS Tech Consulting fully operational; first customer engagement.**

| Day | Action | Owner |
|---|---|---|
| 15 | First 3 senior consultants start (committed from Week 2) | Founding Partner + Founder |
| 15–17 | TS Tech Consulting customer outreach Week 3 push: 10 named accounts contacted; 5 customer meetings scheduled for W3–W4 | Founding Partner |
| 16–18 | TS Shared Services VN: first internal IT systems (group SSO, email, productivity tools) operational; vendor selection complete (Google Workspace or Microsoft 365) | IT setup |
| 17 | TS Shared Services bills: first invoice prepared (small, even nominal) to TS Tech Consulting for shared services usage — establishes intercompany billing rhythm from Day 1 (per D6) | Finance Director |
| 18 | TS Brand & IP Holdings: trademark filings for next batch (TS Health, TS Education, TS Land, TS Block defensive, TS Notary defensive) submitted | Legal Counsel + IP firm |
| 19 | First TS Tech Consulting customer meeting: founding partner pitches advisory engagement to first anchor customer prospect | Founding Partner |
| 20 | Singapore bank account: target Week 10 from Q0 application start = around Day 21; check status, escalate if blocked | Finance Director |
| 21 | Week 3 review | Founder |

**Critical-path items:**
- First customer meetings must produce 2+ "yes, let's scope" outcomes by Day 30 — pipeline visibility check
- TS Brand & IP Holdings filings must progress quickly to lock in trademark priority dates

---

### Week 4 (Days 22–30)

**Theme: First customer LOIs; CEO recruiting accelerates.**

| Day | Action | Owner |
|---|---|---|
| 22–24 | TS Tech Consulting: 5+ customer meetings completed; 2 customer LOIs / verbal commitments for initial advisory engagements (typical $20–50K each) | Founding Partner |
| 23 | Singapore banking — if not yet operational by Day 23, escalate to bank relationship managers; consider parallel application at backup bank (UOB if DBS lagging, or vice versa) | Finance Director |
| 24 | **Senior CEO Recruiter hire active recruiting** — if recruiter not in place by Day 30, founder must allocate more personal time to CEO recruiting (significant constraint on Y1 plan) | Founder |
| 25 | TS People CEO offer letter draft circulated; founder + candidate + Senior CEO Recruiter (if hired) review terms | Founder |
| 25 | Mira CEO offer letter draft circulated | Founder |
| 26 | Big 4 auditor (KPMG/Deloitte): first formal engagement letter signed for all Y1 entities; audit calendar for Y1 confirmed (interim audit Q2, full audit Q4) | Finance Director |
| 27–28 | TS Tech Consulting: 2 customer contracts converted from LOI to signed agreements; first revenue invoiced (small but real) | Founding Partner |
| 29 | Q1 month-end financial close: TS Shared Services + TS Tech Consulting + TS Holdings parent; total Y1 capital deployed so far ~$70–100K | Finance Director |
| 30 | Founder + Senior CEO Recruiter (if hired) review CEO pipeline for Mira + TS People — confirm both candidates trending toward offer-signed by end of Month 2 | Founder |

**End of Month 1 status:**
- Operating entities active: 3 (TS Shared Services SG, TS Shared Services VN, TS Tech Consulting)
- Team size: 7–10 across all entities
- TS Tech Consulting customers: 2 signed (≥$40K committed revenue)
- Capital deployed: ~$70–100K
- Hires complete: Finance Director, Legal Counsel, Operations Lead, Founding Partner, 3 senior consultants
- Hires in progress: TS People CEO (offer pending), Mira CEO (offer pending), Senior CEO Recruiter
- Banking: Vietnamese (Vietcombank) operational; Singapore (DBS) targeting Week 10–11

---

### Month 2 (Days 31–60)

**Theme: TS People CEO onboarding; Mira CEO + CTO recruiting; TS Tech Consulting customer growth.**

**Weekly cadence shifts from explicit week-by-week to weekly all-hands + weekly founder 1-on-1s with key reports.**

#### Week 5–6 (Days 31–44)

| Action | Outcome |
|---|---|
| **TS People CEO offer signed** by Day 35; start date Day 60–75 (transition period typical) | Critical-path hire; gates TS People Y1 Q2 launch |
| **Mira CEO offer signed** by Day 42; start date Day 70–90 | Critical-path hire; gates Mira Y1 Q3 launch |
| TS Tech Consulting customer count: 5+ active customers; $150–250K signed contracts cumulatively | Cash-flow trajectory tracking |
| First customer payments received by TS Tech Consulting (after standard Vietnamese B2B payment terms of 30–45 days post-invoice) | Working capital health |
| Singapore banking operational by Day 42 (Week 12 from Q0 application) — if not, founder personally escalates to DBS or switches primary to UOB | Funding flow Singapore → Vietnam unblocked |
| TS Brand & IP Holdings: trademark portfolio at 10+ filings | IP positioning |
| Senior CEO Recruiter (if hired) begins building 2–3-candidate pipeline for each Y2 CEO need (TS Block, TS Intel, TS Land, TS Health, TS Education) | Y2 pipeline preparation |

#### Week 7–8 (Days 45–60)

| Action | Outcome |
|---|---|
| **TS People CEO starts** (within 75-day target); founder + CEO alignment session, board structure setup | TS People functional leadership in place |
| TS People CTO candidate (paired domain) — CIR engagement begins; offer letter target Day 75 | Critical pair for TS People |
| TS People founding team recruitment begins: Head of Product, Senior Engineer × 2 named candidates identified | Y1 Q2 launch pipeline |
| Mira CEO + CTO offer letters signed; Mira anchor customer outreach starts (Highlands Coffee, The Coffee House, Phuc Long, Pizza 4P's) | Mira Y1 Q3 launch on track |
| TS Tech Consulting: 8+ active customers; $300–400K signed cumulatively | TS Tech Consulting on track for Y1 cash-flow positive Q3 |
| Month 2 close: Capital deployed ~$200K; team 12–14 people; customer signed revenue ~$400K | Q1 mid-point in good shape |

---

### Month 3 (Days 61–90)

**Theme: TS Tech Consulting customer momentum; TS People founding team build; Mira anchor customer outreach.**

#### Week 9–10 (Days 61–74)

| Action | Outcome |
|---|---|
| TS Tech Consulting customer count: 10+ active; $500K–$700K signed cumulatively | Strong customer momentum |
| **TS Managed Services emerges as a distinct practice** within TS Tech Consulting umbrella — 2–3 senior consultants identified as managed-services-focused; first 2 managed-services contracts signed (per ts-managed-services.md plan) | TS Managed Services foundation |
| TS People CTO starts by Day 70; founding engineering team hiring active (2 senior engineers in offer-letter stage) | TS People Y1 Q2 launch on track |
| Mira: 1 design-partner notary-office wait no, F&B chain anchor commitment by Day 75 (Highlands or comparable); 2 design partners (smaller chains) in active discussions | Mira wedge gate progress |
| Senior CEO Recruiter: 5+ named candidates per Y2 CEO need (TS Block, TS Intel, TS Land, TS Health, TS Education, Blue Dot) | Y2 pipeline depth |

#### Week 11–12 (Days 75–90)

| Action | Outcome |
|---|---|
| **TS People Y1 Q2 launch readiness check at Day 80**: CEO + CTO + founding team committed; office space; pre-seed term sheet (D18 capital gate); 5+ named anchor customers — all four D18 gates met or on track | Decision: green-light Q2 launch Day 91 or slip 2 weeks |
| TS Tech Consulting: first customer renewal / expansion in motion (typical for advisory work — initial scope expands within 60–90 days of first engagement) | Customer-success signal |
| TS Tech Consulting: 12+ customers; $700K–$1M signed cumulatively; first customer paid invoices received covering 4–6 weeks of opex | Cash-flow neutral signal |
| Vietnamese strategic co-investor outreach for TS Block (Y2): first conversations with Vietnamese bank candidates (Techcombank, VPBank, MB Bank, BIDV) for fintech-anchor relationship | Y2 Q1 TS Block dependency: bank-partner LOI |
| Q1 financial close (Day 90): Capital deployed ~$280K (within Model B Q1 ~$430K projection — running slightly under, good); team 13–16; signed revenue ~$700K–$1M | Q1 fiscal close |
| **End-of-Q1 founder + board review** (where "board" Y1 = founder + senior advisors): assess D18 gates for TS People (Q2 launch) and Mira (Q3 launch); confirm Y1 plan continues on schedule | Q1 gate review |

**End of Q1 (Day 90) — what should be true:**

| Metric | Target | Health check |
|---|---|---|
| Operating entities active | 4 (TS Shared Services SG + VN, TS Tech Consulting, with TS Managed Services as practice within) | On track |
| Team size across portfolio | 13–17 | On track |
| TS Tech Consulting customers | 10+ active | On track |
| TS Tech Consulting signed ARR | $700K–$1M | On track |
| TS Tech Consulting cash position | Approaching break-even (full positive by Q3) | On track |
| Capital deployed | $280K (within Q1 projection) | On track |
| TS People CEO + CTO | Signed and onboarded | Critical-path met |
| Mira CEO + CTO | Offer letters signed, onboarding | Critical-path met |
| Singapore banking | Operational | Critical-path met |
| Vietnamese banking | Operational | Critical-path met |
| Big 4 auditor relationship | Established, audit calendar set | On track |
| Trademark portfolio | 10+ marks filed | On track |
| Y2 CEO pipeline | 5+ named candidates per Y2 CEO need | Y2 prep on track |

---

## Q2 — Days 91–180: TS People launches; TS Tech Consulting growth

**Capital deployed in Q2:** ~$400–450K cumulative (~$700K cumulative through Q2)
**New entities operational:** TS People (Day ~120) — full Y1 entity count: 5 (Shared Svc SG + VN, TS Tech Consulting + TS Managed practice, TS People)
**Team end of Q2:** 20–28 across portfolio

### Month 4 (Days 91–120)

**Theme: TS People launch.**

| Action | Outcome |
|---|---|
| Day 91–105: TS People founding team complete (CEO, CTO, Head of Product, 2 senior engineers, BD lead, Customer Success) — all start within 14 days | TS People operational team in place |
| Day 100: TS People pre-seed term sheet signed ($1–1.5M, Vietnamese VC) — Do Ventures, Mekong Capital, Touchstone, or Ascend Vietnam most likely | Capital gate met |
| Day 105–110: TS People Singapore HoldCo + Vietnam OpCo incorporated; banking opened (Tier 2 — Techcombank) | Legal entities live |
| Day 110–120: TS People HRIS MVP development active; 5 anchor customers committed (mix of TS Holdings internal + TS Tech Consulting customers) | Product + customers ramping |
| TS Tech Consulting: 15+ customers; $1M+ signed; expanding customer success function | TS Services growth |
| Mira CEO + CTO onboarding (Q3 launch prep); F&B anchor commitment confirmed | Q3 launch on track |
| Senior CEO Recruiter: pipeline for Y2 Q1 launches (TS Block primary) deepens; bank-partner LOI conversations advance | Y2 critical-path |

### Month 5 (Days 121–150)

**Theme: TS People product build; Mira anchor commitment finalization.**

| Action | Outcome |
|---|---|
| TS People HRIS v1: alpha live with 3 internal TS Holdings entities (TS Shared Services, TS Tech Consulting, TS Holdings parent itself) | Product-validation signal |
| TS People: external customer outreach active; 5–8 customer demos completed | Pipeline build |
| Mira anchor customer signed (Highlands or comparable); 3 design partners committed | Mira wedge gate met |
| TS Tech Consulting: cash-flow positive trajectory continues; 18+ customers | Cash engine working |
| TS Managed Services: 3+ managed-services contracts active (combined ~$15–25K MRR) | TS Managed Services traction |
| Senior CEO Recruiter: CIRs for 2–3 Y2 CEOs (TS Block, TS Intel, TS Land) in progress | Y2 launch pipeline operational |
| Vietnamese bank-partner LOI for TS Block — substantial conversation with primary candidate (e.g., Techcombank, VPBank); structural terms being negotiated | Y2 Q1 TS Block dependency |

### Month 6 (Days 151–180)

**Theme: TS People GA approach; Mira launch readiness.**

| Action | Outcome |
|---|---|
| TS People HRIS GA on Day 165–170; first 5 paying external customers signed ($10–25K MRR initial) | TS People market validation |
| TS People hiring marketplace beta launches | Product line 2 active |
| Mira Y1 Q3 launch readiness check at Day 175: CEO + CTO + founding team onboarded; pre-seed term sheet signed; anchor customer + 3 design partners committed — all four D18 gates met | Q3 launch decision |
| TS Tech Consulting: 20+ customers; $1.5M+ signed cumulatively; $200K+ MRR equivalent | Strong cash engine |
| Q2 financial close (Day 180): Capital deployed ~$700K cumulative (within Model B Q2 ~$880K projection); team 22–28 | Q2 fiscal close |
| **End-of-Q2 founder + board review**: TS People market validation signal review; Mira Q3 launch green-light; Y2 entity pipeline check (TS Block bank partner LOI status, TS Land developer anchor outreach, etc.) | Q2 gate review |

**End of Q2 (Day 180) — what should be true:**

| Metric | Target |
|---|---|
| Operating entities active | 5 (Shared Svc SG + VN, TS Tech Consulting, TS Managed Services practice, TS People) |
| Team across portfolio | 22–28 |
| TS Tech Consulting signed ARR | $1.5M+ |
| TS Tech Consulting status | Cash-flow positive |
| TS People paying customers | 5+ (external) |
| TS People MRR | $10–25K |
| Total capital deployed | ~$700K |
| External capital raised at entity level | $1–1.5M (TS People pre-seed) |
| Mira Q3 launch | Green-lit |
| Y2 CEO pipeline | 3+ CIRs active for Y2 launches |

---

## Q3 — Days 181–270: Mira launches; TS Tech Consulting cash-flow positive

**Capital deployed in Q3:** ~$280–320K (cumulative ~$1M)
**New entities operational:** Mira (Day ~210)
**Team end of Q3:** 30–40 across portfolio

### Month 7 (Days 181–210)

**Theme: Mira launch.**

| Action | Outcome |
|---|---|
| Day 181–195: Mira founding team complete; Mira Singapore HoldCo + Vietnam OpCo incorporated | Mira operational |
| Day 195: Mira pre-seed term sheet signed ($1–1.5M at ~$5M post-money) | Capital gate met |
| Day 200–210: Mira MVP development active; 1 anchor F&B chain + 3 design partners live or in onboarding | Product launch ramps |
| TS Tech Consulting: cash-flow positive confirmed (Q3 milestone met); $200–300K MRR; 25+ customers | Cash engine confirmed |
| TS People: 8–12 external paying customers; $50K MRR; hiring marketplace GA | TS People scale-up |

### Month 8 (Days 211–240)

**Theme: Mira MVP; TS People product line 2; TS Tech Consulting cross-sell.**

| Action | Outcome |
|---|---|
| Mira MVP shipped to anchor customer; 3 design partners operational | Mira wedge proof |
| TS Tech Consulting expansion: 28+ customers; first cross-sell to TS People (TS Tech Consulting customer adopts TS People HRIS) | Cross-portfolio synergy working |
| TS Managed Services: 6+ managed-services contracts ($30–40K MRR); AWS MSP Partner certification process active | TS Managed Services growth |
| Y2 entity CEO recruiting: TS Block CEO offer in active negotiation (bank-partner LOI = key conditional); TS Land CEO + CTO CIR engagement deep; TS Intel spin-out CEO identified | Y2 launch pipeline strengthens |

### Month 9 (Days 241–270)

**Theme: TS Managed Services separation prep; TS Public Sector Holdings SG prep.**

| Action | Outcome |
|---|---|
| **TS Managed Services separation decision at Day 270**: confirm 2–3 senior consultants ready to be Managed-Services-dedicated; first dedicated CEO recruited (operator-level from FPT Services or comparable); separate P&L pre-config | Q4 separation green-light |
| TS Public Sector Holdings Pte Ltd (Singapore) — incorporation paperwork prep begins; ~$55K paid-up capital allocation confirmed (per Y1 budget) | Q4 incorporation prep |
| Mira: 6–10 paying chains; $30K MRR; second module shipping (accounting integration) | Mira traction |
| TS People: 15+ external customers; $80K MRR; recruiting services arm first 3 placements completed | TS People momentum |
| Q3 financial close (Day 270): Capital deployed ~$1M cumulative (within Model B Q3 ~$1.2M projection); team 30–38 | Q3 fiscal close |
| **End-of-Q3 founder + board review**: Y1 trajectory healthy; Y2 CEO pipeline + Y2 capital + Y2 customer commitments tracking; TS Block bank-partner LOI status check | Q3 gate review |

**End of Q3 (Day 270) — what should be true:**

| Metric | Target |
|---|---|
| Operating entities active | 6 (Shared Svc SG + VN, TS Tech Consulting, TS Managed Services, TS People, Mira) |
| Team across portfolio | 30–38 |
| TS Tech Consulting status | Cash-flow positive; $1.5–2M run-rate |
| TS People MRR | $80K |
| Mira MRR | $30K |
| Total capital deployed | ~$1M |
| External capital raised | $2–3M cumulative (TS People + Mira pre-seeds) |
| Y2 CEO pipeline | 5+ CIRs active across Y2 launches |
| TS Block bank-partner LOI | Signed or near-signed (gating Y2 Q1 TS Block launch) |

---

## Q4 — Days 271–360: TS Managed Services separates; TS Public Sector Holdings SG; Y2 prep

**Capital deployed in Q4:** ~$500–700K cumulative (~$1.5–1.7M end of Y1)
**New entities operational:** TS Public Sector Holdings Pte Ltd (Singapore); TS Managed Services as separated entity
**Team end of Q4:** 35–48 across portfolio
**End of Y1:** 8–10 legal entities; ~$1.7M founder deployed; ~$2–3M external entity-level raised

### Month 10 (Days 271–300)

**Theme: TS Managed Services separation.**

| Action | Outcome |
|---|---|
| Day 275–285: TS Managed Services formal entity separation — Singapore Pte Ltd + Vietnam Co. Ltd incorporated; transition services agreement with TS Tech Consulting (until Day 365, then cost-plus 8% via Shared Services) | TS Managed Services standalone |
| TS Managed Services operator-CEO starts (already recruited Q3); inherited customer book (~$50K MRR); team of 6–8 inherited from TS Tech Consulting umbrella | TS Managed Services functional |
| TS Shared Services Q4 expansion: IT/security lead hired; Government Affairs lead hired (per Vietnam-primary market focus); PDPD/Compliance lead hired | Shared Services Y2-ready |
| Y2 TS Block prep: bank-partner LOI signed by Day 290 (if not by Day 270, Q1 Y2 launch slips) | Critical-path Y2 milestone |
| Y2 TS Land prep: Vietnamese real-estate developer anchor LOI being negotiated (Vinhomes, Novaland, Sun Group, Capitaland Vietnam, Khang Dien) | Y2 launch gate progress |

### Month 11 (Days 301–330)

**Theme: TS Public Sector Holdings SG; Y2 capital prep.**

| Action | Outcome |
|---|---|
| **TS Public Sector Holdings Pte Ltd (Singapore) incorporated by Day 315** (per year-1-deployment-plan.md Q4 milestone). Singapore Pte Ltd only at this stage; Vietnamese JSC layer added Q1 Y2 when first Tier-1 entity prepares to launch (Blue Dot Y2) | Firewall structural layer in place |
| TS Brand & IP Holdings: trademark portfolio at 15+ marks; royalty flow operational (small but real) | IP infrastructure operating |
| Y2 capital strategy review: founder + Finance Director assess Y2 capital needs ($25M total; founder $2M; external $15M entity-level + $8M strategic to TS Block) | Y2 funding plan |
| Y2 CEO recruiting: Y2 Q1 CEO offers in motion (TS Block, TS Land); Y2 Q2 CEO CIRs (TS Health, TS Education, TS Intel) | Y2 hiring pipeline |
| Mira: 10–12 paying chains; $50K MRR; Series A preparation begins | Mira momentum |
| TS People: 20+ customers; $120K MRR; recruiting marketplace candidate count 1,000+ | TS People scale |

### Month 12 (Days 331–360)

**Theme: Year 1 close; Y2 launch readiness.**

| Action | Outcome |
|---|---|
| TS Public Sector Holdings Vietnam JSC incorporation paperwork begins; target Y2 Q1 close | Y2 firewall second layer prep |
| Y1 audited financial close: Big 4 audit complete by Day 365; financial statements ready for Y2 fundraising materials | Audit + investor materials |
| Y1 trademark portfolio: 20+ marks across Vietnam + Singapore | IP positioning solid |
| Y2 launch readiness review: D18 four-gate check for each Y2 Q1–Q2 entity (TS Block, TS Land, TS Media & Creative, TS Health, TS Education, TS Intel, Blue Dot) | Y2 gate go/no-go decisions |
| Y1 financial close (Day 360): Capital deployed ~$1.7M cumulative (per Model B target); team 35–48; external entity-level capital raised ~$2.5–3M; cumulative signed revenue across portfolio ~$3.5–5M | Y1 fiscal close |
| **End-of-Y1 founder + board review** + first formal investor update (if any external entity investors) | Y1 close milestone |
| Year 2 deployment plan finalized — entity-by-entity launch sequencing, CEO commitments, capital schedule, customer pipeline | Y2 ready to execute |

**End of Y1 (Day 360) — what should be true:**

| Metric | Target |
|---|---|
| Operating entities active | 7 (Shared Svc SG + VN, TS Tech Consulting, TS Managed Services standalone, TS People, Mira, TS Public Sector Holdings SG) |
| Structural entities active | 4 (TS Holdings, TS Brand & IP, TS Shared Services SG, TS Public Sector Holdings SG) |
| Team across portfolio | 35–48 |
| TS Tech Consulting run-rate | $1.5–2M ARR, cash-flow positive |
| TS Managed Services MRR | $50–80K |
| TS People MRR | $120K |
| Mira MRR | $50K |
| Capital deployed (founder) | ~$1.7M (within Model B envelope) |
| External capital raised (entity-level) | ~$2.5–3M |
| Y2 launch pipeline | 5+ Y2 CEOs identified and in CIR/offer stage |
| Y2 Q1 readiness (TS Block, TS Land at minimum) | D18 four-gate complete |

---

## Operating cadence — daily / weekly / monthly / quarterly

### Daily (founder)

- 30–60 minutes: founder personal email + Slack triage; respond to critical-path decisions only
- 60–90 minutes: 1-on-1 with one entity CEO per day (rotating; ~5 1-on-1s per week covers founding partner + entity CEOs)
- 60 minutes: customer or investor calls (front-loaded in mornings for Vietnamese-time + Singapore overlap)
- 30 minutes: founder reflection / strategic thinking (protected time)
- Founder calendar respects 80% allocation principle — never overbook beyond 80% of available hours

### Weekly

- **Monday 8:00 AM:** founder + Senior CEO Recruiter weekly recruiting review (CIRs, pipeline, offers, gaps)
- **Monday 9:00 AM:** founder + Finance Director financial review (burn, AR, cash position, Y2 capital pipeline)
- **Tuesday-Thursday:** entity CEO 1-on-1s rotated; customer calls; investor calls; deep work blocks
- **Wednesday 4:00 PM:** TS Shared Services all-hands (Finance, Legal, HR, IT, Ops; founder attends Q1–Q2, then quarterly only)
- **Friday 4:00 PM:** founder + Founding Partner (TS Tech Consulting) weekly business review
- **Friday 5:00 PM:** founder reflection: what's on track, what's slipping, decisions needed next week

### Monthly

- **First Monday of month:** founder + entity CEOs portfolio review (1.5 hours; rotating focus by entity)
- **Mid-month:** founder writes monthly investor update (internal newsletter + light update to any entity-level investors)
- **End of month:** financial close + Finance Director monthly variance report
- **End of month:** trademark + IP filings progress review (Legal Counsel)
- **End of month:** customer pipeline review per entity (CEOs report to founder)

### Quarterly

- **End of quarter:** Y1 board review (founder + senior advisors; later Y1 + investors at entity boards)
- **Quarterly business review per entity:** founder + entity CEO + Group MD (when Group MDs exist Y3+)
- **Quarterly recruiting review:** Senior CEO Recruiter + founder; pipeline depth, conversion rate, upcoming gates
- **Quarterly compliance + GR review:** Compliance Lead + GR Lead + founder; PDPD, Decree 53, regulatory landscape, ministry-relationship status
- **Quarterly all-portfolio offsite (Q4 only Y1)** — half-day, founder + entity CEOs + select advisors; Y2 plan alignment

---

## Communications plan

### Internal communications

**Within TS Holdings (cross-portfolio):**
- Slack workspace shared across all entities; channel per entity (#ts-tech-consulting, #ts-people, etc.); shared channels for cross-portfolio topics (#shared-services, #recruiting, #all-portfolio)
- Founder monthly internal newsletter — sent first business day of each month to all employees across portfolio; covers wins, hires, customer milestones, lessons learned
- Quarterly all-portfolio offsite Y1 Q4 (above) — annual cadence after Y1

**Within each entity:**
- Daily standup (entity CEO + reports)
- Weekly all-hands (entity CEO + entity team)
- Monthly entity board (entity CEO + founder + investors)
- Quarterly business review (founder + entity CEO + Group MD when applicable)

### External communications

**Customer communications:**
- Per-entity customer success function manages day-to-day
- Customer reference program established Y1 Q3 (with permission, customer-success stories published via TS Media)
- Customer advisory board (per entity) by Y2 Q1 for largest entities

**Investor communications:**
- Quarterly investor updates per entity (first one due end of Q2 Y1 for TS People + Q3 Y1 for Mira)
- Annual TS Holdings parent investor update (Y1 close)
- Ad-hoc material updates (major hires, customer wins, regulatory events)

**Government affairs (Vietnam-primary critical):**
- Government Affairs Lead (joining Y1 Q4) owns ministry-level relationships
- Founder personally engages at minister-level only (rare but high-impact); Government Affairs Lead engages at director / senior official level routinely
- Quarterly GR briefing to founder; ad-hoc when significant regulatory shifts (PDPD implementing decree updates, Decree 53 enforcement, new sector-specific regulations)

**Press / media:**
- TS Media (Y2 launch) eventually handles externally; in Y1, minimal press footprint by design (focus on operations, not publicity)
- Founder declines public interviews in Y1 except for one or two strategic positioning pieces with Vietnamese tech press

### Founder visibility cadence

- **Weekly:** entity CEOs, Senior CEO Recruiter, Finance Director, Founding Partner
- **Bi-weekly:** Legal Counsel, Operations Lead, Big 4 audit lead
- **Monthly:** all employees (via newsletter); investors (via update); ministry relationships (via GR Lead)
- **Quarterly:** board reviews; portfolio offsite; cross-portfolio strategic review

---

## Risk + contingency playbook

### Risk 1: Singapore banking delay beyond 12 weeks

**Trigger:** Day 21+ banking not operational across all 3 Singapore entities.

**Response:**
1. Founder personally escalates to bank relationship managers at both DBS and UOB
2. Engage external bank-account-opening specialists (Acclime Singapore, Hawksford Singapore)
3. As fallback, route funds through founder personal Singapore account temporarily; document scrupulously; close routing within 6 weeks
4. If banking still not operational by Day 60, founder evaluates: pause new entity launches OR proceed with Vietnamese-only entities while Singapore parent banking finalizes (acceptable for 60 days, not longer)

### Risk 2: TS Tech Consulting founding partner attrition

**Trigger:** Founding partner indicates departure or fails to perform.

**Response:**
1. Immediate honest assessment: is this a fixable issue (workload, comp, role scope) or terminal?
2. If terminal: founder personally takes over TS Tech Consulting customer relationships for 60–90 days while replacement search runs
3. Replacement search: Senior CEO Recruiter shifts focus; backup candidate from initial Q0 search should be reachable
4. If replacement search exceeds 90 days, founder considers: scope TS Tech Consulting smaller (pure founder-led practice) until right partner found, OR consider acquihire of small Vietnamese consulting firm

### Risk 3: TS People or Mira CEO hire slip

**Trigger:** Day 60 → no signed offer; Day 90 → no CEO start date confirmed.

**Response (per D18):**
1. Slip launch by 1 quarter; do not lower quality bar
2. Senior CEO Recruiter expands search (additional executive search firm engaged); founder reallocates 20% more personal time to CEO recruiting
3. CIR program expanded for the affected role — 2–3 parallel CIRs running simultaneously
4. If both Y1 SaaS CEOs slip past Q3, reassess whether to launch TS People + Mira in Y2 with same plan or rescope

### Risk 4: TS Tech Consulting customer acquisition weakness

**Trigger:** Day 90 customer count < 5; signed revenue < $200K.

**Response:**
1. Founder personally reviews customer outreach effectiveness with Founding Partner; reset go-to-market motion if needed
2. Consider pivoting from advisory work to faster-revenue-cycle managed services (TS Managed Services becomes primary cash engine instead of complement)
3. Adjust Y1 capital projections — extend runway by reducing hiring pace
4. If Day 180 customer count still weak, formal Y1 plan revision triggered

### Risk 5: Vietnamese bank-partner LOI for TS Block slips

**Trigger:** Day 270 → no bank-partner LOI in hand; Y2 Q1 TS Block launch threatened.

**Response:**
1. Slip TS Block Y2 launch by 1–2 quarters; SBV licensing process can absorb the delay
2. Expand bank-partner outreach to second-tier candidates (MB Bank, OCB, ACB) and to fintech-aligned strategic investors (TPBank, Tien Phong Bank)
3. Consider white-label-with-bank-partner model as alternative to founding TS Block directly
4. Do not launch TS Block without bank-partner anchor — per D17 and Vietnam-primary memory, the SBV regulatory reality requires it

### Risk 6: Founder unavailability (illness, family, etc.)

**Trigger:** Founder unavailable for 2+ consecutive weeks.

**Response:**
1. Finance Director becomes acting-COO across Shared Services
2. Founding Partner (TS Tech Consulting) becomes acting-leader for cross-portfolio coordination
3. Legal Counsel handles any urgent legal or regulatory matters; escalates to external counsel if beyond scope
4. Founder communicates honestly with entity CEOs about availability; entity CEOs are explicitly authorized to make decisions within their scope without founder approval
5. Critical-path decisions (CEO offers, capital allocation >$100K, customer-impacting issues) wait for founder return or are escalated to founder personally via Legal Counsel + Founding Partner judgment

### Risk 7: Regulatory shock (PDPD enforcement action, Decree 53 sector update, etc.)

**Trigger:** Significant Vietnamese regulatory action affecting any entity.

**Response:**
1. Government Affairs Lead (Y1 Q4 hire) coordinates initial response; external counsel briefed within 24 hours
2. Compliance Lead assesses portfolio-wide implications
3. Founder personally engages at minister level if material; PR strategy coordinated through TS Media (Y2+) or external PR partner (Y1)
4. Entity boards briefed within 48 hours
5. Customer communications drafted by Customer Success + Legal; sent within 72 hours if customers affected

---

## Founder time allocation by phase

| Phase | Time category | % |
|---|---|---|
| **Q1 Weeks 1–4** | Incorporation activation + hiring + founding partner alignment | 50% |
| | CEO recruiting (TS People + Mira CIRs) | 25% |
| | Regulatory + legal + operations | 15% |
| | Customer + investor relations | 10% |
| **Q1 Weeks 5–13** | TS Tech Consulting customer acquisition (alongside founding partner) | 35% |
| | CEO recruiting (TS People + Mira offers; Y2 pipeline starts) | 30% |
| | Capital + investor relations (TS People pre-seed motion) | 15% |
| | Regulatory + legal | 10% |
| | Other (operations, communications) | 10% |
| **Q2 (Months 4–6)** | Entity CEO onboarding (TS People CEO + CTO) | 30% |
| | Customer + cross-portfolio activity | 25% |
| | Y2 CEO recruiting (Y2 Q1 launches in critical-path) | 20% |
| | Capital + investor (Mira pre-seed; Y2 capital prep) | 15% |
| | Operations + regulatory + GR | 10% |
| **Q3 (Months 7–9)** | Mira launch support | 20% |
| | Entity CEO 1-on-1s (4–5 weekly) | 25% |
| | Y2 critical-path CEOs (TS Block, TS Land) + capital | 25% |
| | Customer + portfolio integration cross-flow | 15% |
| | Operations + regulatory + GR | 15% |
| **Q4 (Months 10–12)** | TS Managed Services separation + TS Public Sector Holdings SG | 15% |
| | Y2 Q1 launch readiness (TS Block, TS Land critical) | 30% |
| | Y2 capital + investor (Y2 needs ~$15M external) | 20% |
| | Entity CEO 1-on-1s | 20% |
| | Y1 audit + financial close + strategic review | 15% |

**Founder time NOT spent on:** day-to-day operations of any entity, mid-level recruiting, vendor management, internal disputes (entity CEOs handle), customer support escalations (Customer Success leads handle), routine financial transactions, IT/security operations (Shared Services).

---

## What success at end of Y1 looks like

If most of the following are true at Day 360, Y1 is a clear success:

- 7 operating entities + 4 structural entities = 11 legal entities live
- 35–48 employees across portfolio
- TS Tech Consulting at $1.5–2M ARR, cash-flow positive, healthy customer base
- TS Managed Services separated with $50–80K MRR, on AWS MSP Partner certification path
- TS People at $120K MRR, 20+ paying customers, cross-product attach rate >40%
- Mira at $50K MRR, 10+ F&B/retail chain customers, anchor customer reference
- Cumulative founder capital deployed ~$1.7M (within Model B target)
- External entity-level capital raised ~$2.5–3M
- TS Brand & IP Holdings 20+ trademarks filed; small royalty flow operational
- TS Public Sector Holdings Pte Ltd incorporated; VN JSC paperwork in motion
- Big 4 audit completed; Y1 audited financials ready for Y2 fundraising
- 5+ Y2 CEOs identified and in CIR/offer stage
- TS Block bank-partner LOI signed (Y2 Q1 critical-path gate)
- TS Land developer anchor LOI in advanced negotiation
- Vietnamese strategic co-investor outreach for Tier-1 entities (Y2+ Blue Dot, Y3+ Vitrine) in active conversations

If 7 of the 14 above are met, Y1 is on track. If 10+ are met, Y1 is ahead of plan. If fewer than 5 are met, Y1 is significantly behind and Y2 plan needs revision.

---

## Related documents

- [year-1-deployment-plan.md](year-1-deployment-plan.md) — strategic Q0–Q4 overview (this doc is the operational detail)
- [aggressive-8-year-growth-plan.md](aggressive-8-year-growth-plan.md) — the broader 8-year context
- [operator-ceo-recruiting.md](operator-ceo-recruiting.md) — the binding-constraint playbook for CEO hiring referenced throughout
- [government-customer-compliance.md](government-customer-compliance.md) — operational disciplines for Tier-1/2 entities (TS Public Sector Holdings SG prep Y1 Q4)
- [entity-plans/](entity-plans/) — per-entity detailed plans (Y1 cohort all complete)
- [../notes/decisions.md](../notes/decisions.md) — D1–D23 with D14 (Big 4), D17 (TS Public Sector firewall), D18 (CEO-first four-gate framework), D19 (M&A discipline — relevant Y3+ but pipeline starts in Y1), D22, D23 all influencing Y1 prep work