Justice Pathways Group Control Center

Private Business & Operations Dashboard

Main control login: support@JusticePathwaysGroup.com

INTERNAL USE ONLY

🏒 Business Identity

Operating Brand BrightHill Care Group
Legal Structure DBA of Justice Pathways Group LLC
Initial Market Coastal Mississippi
Expansion Market South Florida
Website BrightHillCare.com
Business Phone 305-877-2241
BrightHill Email info@BrightHillCare.com
Parent Control Login support@JusticePathwaysGroup.com
Current Bank Bluevine
Business Model Recurring Private-Pay In-Home Support

🎨 BrightHill Branding Assets

BrightHill Care main logo Main BrightHill Logo Primary logo for website, documents, print, marketing and formal brand use.
BrightHill Care house icon BrightHill House Mark Compact brand mark for headers, icons, social graphics and small-format use.
BrightHill
Careβ„’
Brand Standard Strength for Families, Support for Life.

❀️ Why BrightHill Exists

Mission

Serve Families Well

To provide dependable, compassionate in-home support that gives families greater peace of mind, clarity and confidence while helping individuals remain supported in the place they call home.

Vision

Build a Trusted Multi-Market Brand

To build a trusted multi-market care organization beginning on the Mississippi Gulf Coast and expanding into South Florida, known for dependable caregivers, simple service plans, strong family communication and a culture of service.

Purpose

Build Something Bigger Than Me

Build a profitable and scalable care company that serves families well, creates jobs, supports a pediatric charitable mission and eventually gives me the financial freedom to pursue larger investments and charitable goals.

The Bright Hill Pledge

3% of gross service revenue is reserved for BrightHill's pediatric giving mission. This is the philanthropic commitment built into the business from the beginning.

πŸ—‚οΈ Operational Management System

PRIMARY OPERATING SYSTEM:
GOOGLE DRIVE β€’ JUSTICE PATHWAYS GROUP ACCOUNT

Main account: support@JusticePathwaysGroup.com

Google Drive is the central operating hub for BrightHill. Business records, operating spreadsheets, recruiting files, vendor/account lists, templates, financial trackers and internal management documents are organized under the Justice Pathways Group account.

Open Google Drive β†’
1
00 β€’ CONTROL CENTERMaster dashboard, account directory, key links, owner-level planning and operating index.
2
01 β€’ BRIGHTHILL CAREClients, service operations, policies, forms, scheduling references and care-business documents.
3
02 β€’ RECRUITING & CAREGIVERSApplications, interview tracking, onboarding checklists, caregiver roster and recruiting metrics.
4
03 β€’ FINANCERevenue tracking, payroll reports, Bright Hill Pledge tracking, taxes, reserves and monthly financial dashboards.
5
04 β€’ MARKETING & GROWTHReferral targets, campaigns, outreach lists, social assets, brochures and growth reporting.
6
05 β€’ COMPLIANCE & ADMINInsurance, licenses, contracts, vendor records, registrations and required business documentation.
7
06 β€’ PARTNERSHIPSIndependent partnership records, including PulseReady collaboration documents where applicable.

πŸ‘‘ North Star Financial Goals

What I am building BrightHill to do

First, build BrightHill into a healthy company that can sustainably pay me $200,000 per year without starving the business. From there, use income, investments, education, training, YouTube, courses and other scalable assets to pursue a long-term personal income goal of $200,000 per month.

BrightHill Income Goal $200,000+/year The business should be healthy enough to support this sustainably.
Monthly BrightHill Goal $16,667+/month The monthly equivalent of the $200K annual target.
BrightHill Planning Revenue Target $2,000,000/year A planning target that will be replaced by real operating data.
Monthly Revenue at $2M β‰ˆ $166,667/month The monthly pace required to reach $2M in annual revenue.

Five Pillars to Reach the North Star

1. Recurring Clients Build from client #1 to 5, 10, 15, 20 and ultimately 25-30+ recurring clients while protecting service quality.
2. Healthy Unit Economics Keep each contract profitable after caregiver wages, direct employment costs and the 3% Bright Hill Pledge.
3. Caregiver Capacity Maintain enough dependable caregivers and backup coverage to accept new contracts without creating scheduling chaos.
4. Systems & Management Move scheduling, recruiting, payroll, follow-up and daily operations out of my hands as the client base grows.
5. Multi-Market Growth Prove Coastal Mississippi first, then expand BrightHill into South Florida only when the numbers and operating systems support it.

πŸ“ Market Control Panel

Mississippi Customer Pricing

Visit 2 Days
$36/hr		 3 Days
$36/hr		 4 Days
$35/hr		 5 Days
$34/hr		 6 Days
$33/hr		 7 Days
$32/hr
2 Hours $144$216$280$340$396$448
4 Hours $288$432$560$680$792$896
6 Hours $432$648$840$1,020$1,188$1,344
8 Hours $576$864$1,120$1,360$1,584$1,792
12 Hours $864$1,296$1,680$2,040$2,376$2,688

Mississippi Caregiver Pay Matrix

Shift Length 2 Days3 Days4 Days5 Days6 Days7 Days
2-Hour Shift
4 hrs/week $68/week β‰ˆ $294/month $3,536/year
6 hrs/week $102/week β‰ˆ $442/month $5,304/year
8 hrs/week $136/week β‰ˆ $589/month $7,072/year
10 hrs/week $170/week β‰ˆ $736/month $8,840/year
12 hrs/week $204/week β‰ˆ $883/month $10,608/year
14 hrs/week $238/week β‰ˆ $1,031/month $12,376/year
4-Hour Shift
8 hrs/week $136/week β‰ˆ $589/month $7,072/year
12 hrs/week $204/week β‰ˆ $883/month $10,608/year
16 hrs/week $272/week β‰ˆ $1,178/month $14,144/year
20 hrs/week $340/week β‰ˆ $1,472/month $17,680/year
24 hrs/week $408/week β‰ˆ $1,767/month $21,216/year
28 hrs/week $476/week β‰ˆ $2,061/month $24,752/year
6-Hour Shift
12 hrs/week $204/week β‰ˆ $883/month $10,608/year
18 hrs/week $306/week β‰ˆ $1,325/month $15,912/year
24 hrs/week $408/week β‰ˆ $1,767/month $21,216/year
30 hrs/week $510/week β‰ˆ $2,208/month $26,520/year
36 hrs/week $612/week β‰ˆ $2,650/month $31,824/year
42 hrs/week $714/week β‰ˆ $3,092/month $37,128/year
8-Hour Shift
16 hrs/week $272/week β‰ˆ $1,178/month $14,144/year
24 hrs/week $408/week β‰ˆ $1,767/month $21,216/year
32 hrs/week $544/week β‰ˆ $2,356/month $28,288/year
40 hrs/week $680/week β‰ˆ $2,944/month $35,360/year
48 hrs/week $816/week β‰ˆ $3,533/month $42,432/year
56 hrs/week $952/week β‰ˆ $4,122/month $49,504/year
12-Hour Shift
24 hrs/week $408/week β‰ˆ $1,767/month $21,216/year
36 hrs/week $612/week β‰ˆ $2,650/month $31,824/year
48 hrs/week $816/week β‰ˆ $3,533/month $42,432/year
60 hrs/week $1,020/week β‰ˆ $4,417/month $53,040/year
72 hrs/week $1,224/week β‰ˆ $5,300/month $63,648/year
84 hrs/week $1,428/week β‰ˆ $6,183/month $74,256/year

Each cell shows total hours worked per week plus weekly, estimated monthly and annualized gross pay. Monthly estimates use approximately 4.33 weeks per month.

Simplified: Mississippi planning wage is $17/hour. The matrix shows every current combination of 2, 4, 6, 8 or 12-hour shifts across 2 through 7 workdays per week.

Mississippi Internal Labor Budget

Per Care Hour Amount What It Covers
Employee Wage $17.00 Actual starting gross hourly wage paid to caregiver
Employer Cost Cushion $5.00 Planning cushion for employer payroll taxes, unemployment, workers' compensation and related direct employment costs
Total Internal Budget $22.00 What BrightHill currently budgets per caregiver hour

Mississippi Tax Snapshot

Personal State Income Tax - 2026 4% above first $10K taxable income
Federal Taxes Still Apply
Payroll Taxes Still Apply
Business Tax Treatment Depends on Entity Tax Election
Do not simply take 4% of BrightHill revenue and call that the tax bill. Income tax is based on taxable income and entity structure, not raw sales. Use a CPA-set tax reserve once the company begins generating meaningful profit.

South Florida Customer Pricing

Visit 2 Days
$40/hr		 3 Days
$40/hr		 4 Days
$39/hr		 5 Days
$38/hr		 6 Days
$37/hr		 7 Days
$36/hr
2 Hours $160$240$312$380$444$504
4 Hours $320$480$624$760$888$1,008
6 Hours $480$720$936$1,140$1,332$1,512
8 Hours $640$960$1,248$1,520$1,776$2,016
12 Hours $960$1,440$1,872$2,280$2,664$3,024

South Florida Caregiver Pay Matrix

Shift Length 2 Days3 Days4 Days5 Days6 Days7 Days
2-Hour Shift
4 hrs/week $72/week β‰ˆ $312/month $3,744/year
6 hrs/week $108/week β‰ˆ $468/month $5,616/year
8 hrs/week $144/week β‰ˆ $624/month $7,488/year
10 hrs/week $180/week β‰ˆ $779/month $9,360/year
12 hrs/week $216/week β‰ˆ $935/month $11,232/year
14 hrs/week $252/week β‰ˆ $1,091/month $13,104/year
4-Hour Shift
8 hrs/week $144/week β‰ˆ $624/month $7,488/year
12 hrs/week $216/week β‰ˆ $935/month $11,232/year
16 hrs/week $288/week β‰ˆ $1,247/month $14,976/year
20 hrs/week $360/week β‰ˆ $1,559/month $18,720/year
24 hrs/week $432/week β‰ˆ $1,871/month $22,464/year
28 hrs/week $504/week β‰ˆ $2,182/month $26,208/year
6-Hour Shift
12 hrs/week $216/week β‰ˆ $935/month $11,232/year
18 hrs/week $324/week β‰ˆ $1,403/month $16,848/year
24 hrs/week $432/week β‰ˆ $1,871/month $22,464/year
30 hrs/week $540/week β‰ˆ $2,338/month $28,080/year
36 hrs/week $648/week β‰ˆ $2,806/month $33,696/year
42 hrs/week $756/week β‰ˆ $3,273/month $39,312/year
8-Hour Shift
16 hrs/week $288/week β‰ˆ $1,247/month $14,976/year
24 hrs/week $432/week β‰ˆ $1,871/month $22,464/year
32 hrs/week $576/week β‰ˆ $2,494/month $29,952/year
40 hrs/week $720/week β‰ˆ $3,118/month $37,440/year
48 hrs/week $864/week β‰ˆ $3,741/month $44,928/year
56 hrs/week $1,008/week β‰ˆ $4,365/month $52,416/year
12-Hour Shift
24 hrs/week $432/week β‰ˆ $1,871/month $22,464/year
36 hrs/week $648/week β‰ˆ $2,806/month $33,696/year
48 hrs/week $864/week β‰ˆ $3,741/month $44,928/year
60 hrs/week $1,080/week β‰ˆ $4,676/month $56,160/year
72 hrs/week $1,296/week β‰ˆ $5,612/month $67,392/year
84 hrs/week $1,512/week β‰ˆ $6,547/month $78,624/year

Each cell shows total hours worked per week plus weekly, estimated monthly and annualized gross pay. Monthly estimates use approximately 4.33 weeks per month.

South Florida Internal Labor Budget

Per Care Hour Amount What It Covers
Employee Wage $18.00 Current South Florida planning wage
Employer Cost Cushion $6.00 Planning cushion for payroll taxes, unemployment, workers' compensation and related direct employment costs
Total Internal Budget $24.00 Current South Florida planning loaded labor budget per caregiver hour

Florida Tax Snapshot

Florida Personal State Income Tax 0%
Federal Taxes Still Apply
Payroll Taxes Still Apply
Florida Corporate Income Tax* 5.5%
*The 5.5% Florida corporate rate does not mean BrightHill automatically owes 5.5% of revenue. Whether it applies depends on how the entity is taxed. Florida does not impose personal state income tax.

πŸ’§ Example Contract: How the Money Flows

Coastal Mississippi Example
8 hours/day β€’ 5 days/week β€’ $34/hour β€’ 40 care hours/week
$1,360 weekly client revenue
1
Client Pays BrightHill
40 hours Γ— $34/hour
$1,360.00
↓
2
Bright Hill Pledge
3% of gross service revenue is reserved for pediatric giving.
$40.80
↓
3
Caregiver + Direct Employment Budget
40 care hours Γ— current $22/hour internal loaded labor budget.
$880.00
↓
4
Remaining After Pledge + Direct Labor
This is not automatically profit. It still funds overhead, taxes, reserves, growth and eventually my compensation.
$439.20
Contract rule: Every recurring contract must leave enough margin after the Bright Hill Pledge and direct labor to support overhead, taxes, reserves, growth and long-term owner compensation.

❀️ Bright Hill Pledge Control

Gross Revenue 3% Giving
$1,000$30
$5,000$150
$10,000$300
$25,000$750
$50,000$1,500
$100,000$3,000
$250,000$7,500
$500,000$15,000
$1,000,000$30,000
$2,000,000$60,000
Every $1,000 BrightHill earns = $30 reserved through the Bright Hill Pledge.

🏦 Bluevine Money System

KEEP IT SIMPLE:
ONE HUB ACCOUNT + FOUR SUBACCOUNTS.
1
HUB ACCOUNT: Justice Pathways Group β€’ Operating Hub All BrightHill client revenue enters here. Normal business bills are paid here. This is the central cash account.
↓
2
SUBACCOUNT: BrightHill β€’ Payroll Caregiver wages, payroll taxes and employment-related payroll costs. Fund before each payroll run.
↓
3
SUBACCOUNT: Bright Hill Pledge β€’ 3% Move 3% of BrightHill gross service revenue here. Keep it separated from operating cash.
↓
4
SUBACCOUNT: Justice Pathways β€’ Taxes Tax reserve. Percentage is set later using real profit and CPA guidance.
↓
5
SUBACCOUNT: BrightHill β€’ Reserve & Expansion Emergency reserve, recruiting, future growth and South Florida expansion capital.
Do not create more accounts just to feel organized. For now: Operating Hub β†’ Payroll β†’ Pledge β†’ Taxes β†’ Reserve & Expansion. A business investment account is a later-stage tool only after the operating reserve is healthy.

Simple Transfer Rhythm

Every Client Payment Deposit to Operating Hub
Weekly Move 3% to Pledge
Before Payroll Fund Payroll
Monthly Fund Tax + Reserve Buckets

🎯 Growth Targets & What Changes at Each Stage

CLIENT #1 Prove someone will pay.

I handle operations.
Recruit enough caregivers to cover the first case.
Track every real dollar.
5 CLIENTS Prove repeatability.

Measure average client revenue.
Measure true caregiver cost.
Measure actual profit per client.
Build backup caregiver bench.
10 CLIENTS Build consistency.

Consider part-time admin/scheduler.
Formalize recruiting process.
Start stronger referral/advertising system.
15 CLIENTS Begin scaling.

I should stop handling every small task.
Add scheduling/admin support as needed.
Document SOPs.
Increase recruiting and referral activity.
20 CLIENTS Build management.

Consider operations manager / scheduler.
Build structured marketing budget.
Prepare for multi-market organization.
25-30+ CLIENTS Owner-stage company.

Management team begins replacing me in daily operations.
Evaluate Florida expansion economics.
Evaluate office, agency marketing and field-team needs.

βœ… BrightHill Action Center

This is the working to-do center for building the company, building the caregiver bench, and winning recurring client contracts. Use the tabs so the next move stays obvious.

Before the First Client

Operations Ready

☐ Final service agreement / recurring-care contract

☐ Intake form + emergency contacts

☐ Care-plan / service-plan template

☐ Cancellation, payment and holiday policies

☐ Client communication / escalation procedure

Employment Ready

☐ Payroll system configured

☐ Workers' comp / insurance requirements confirmed

☐ Job description + wage scale finalized

☐ Application, interview scorecard and onboarding checklist

☐ Background-check process matched to BrightHill's actual Mississippi license category

Financial Ready

☐ Bluevine Operating Hub named

☐ Payroll subaccount created

☐ Bright Hill Pledge 3% subaccount created

☐ Tax subaccount created

☐ Reserve & Expansion subaccount created

Sales Ready

☐ Website live

☐ Pricing sheet saved

☐ Brochure / one-page referral sheet ready

☐ Business cards ready

☐ Referral tracker created in Google Drive

Weekly Business Rhythm

MondayPipeline + Staffing Review
WednesdayRecruiting + Referral Outreach
FridayMoney + Metrics Review
MonthlyPricing, Margin + Growth Review

Caregiver Recruiting To-Do List

What I Need Before Interviewing Anyone

☐ Written job description

☐ Starting wage + shift expectations

☐ Minimum availability requirements

☐ Application form

☐ Interview scorecard

☐ Reference-check form

☐ Background-check consent form/process

☐ Clear list of required credentials for the role

What I Want From the Applicant

☐ Resume or work history

☐ Full legal/contact information on application

☐ Availability by day + shift

☐ Prior caregiving / CNA / HHA experience if applicable

☐ Relevant certifications and expiration dates

☐ At least 2 professional references

☐ Reliable transportation to assigned cases

☐ Permission to complete required screening

What I Look For on the Resume

β€’ Consistent attendance / employment pattern

β€’ Direct caregiving, senior care, home care, CNA/HHA or patient-support experience

β€’ Repeated short jobs that need explanation

β€’ Gaps that should be discussed, not automatically rejected

β€’ Experience with the shift lengths BrightHill sells

β€’ Evidence of reliability, communication and long-term employment

Interview Scorecard

Score 1-5 on each:

β€’ Reliability / punctuality

β€’ Communication

β€’ Professional judgment

β€’ Compassion + boundaries

β€’ Schedule fit

β€’ Comfort working independently in a client's home

β€’ Response to call-out / emergency scenarios

Vetting Before Offer / Placement

☐ Verify identity and employment history

☐ Call professional references

☐ Verify claimed license/certification where applicable

☐ Complete criminal-history / fingerprint process required by BrightHill's final Mississippi license category

☐ Check any other exclusion/registry screening required by payer or license

☐ Confirm availability matches an actual staffing need

What They Sign / Complete When Hired

☐ Offer letter / wage confirmation

☐ Job description acknowledgment

☐ Form I-9

☐ Form W-4

☐ Payroll / direct-deposit documents

☐ Employee handbook acknowledgment

☐ Confidentiality / privacy agreement

☐ Attendance, call-out and scheduling policies

☐ Client-boundary / conduct policies

☐ Required screening authorizations

Federal onboarding baseline: employees complete Form I-9 for employment eligibility and Form W-4 for federal withholding. Mississippi healthcare-facility criminal-history requirements depend on the licensed entity/category, so the exact BrightHill screening packet gets locked only after the final Mississippi licensing path is confirmed.

Caregiver Pipeline by Stage

Client Stage Ready Caregiver Target Weekly Applicant Goal Weekly Screen Goal Weekly Interview Goal Ready / Hire Goal
Pre-Launch β†’ #13-510421-2
1-5 Clients5-88-103-421
5-10 Clients8-1510-12531-2
10-20 Clients15-30156-842
20-30 Clients30-5020+8-1052-3
30+ Clients50+ based on hoursContinuousContinuousContinuousBased on open hours

Where to Recruit Caregivers

StartIndeed + Local Job Groups
BuildCNA / HHA Programs
Referral EngineEmployee Referrals
ScaleJob Fairs + Career Events
Healthcare NetworkHospitals / Rehab Career Events
Long-TermSchools + Recruiter Pipeline

Client Contract Recruiting To-Do List

Materials I Need Before Outreach

☐ One-page BrightHill referral sheet

☐ Trifold brochure

☐ Business cards

☐ Simple current pricing sheet

☐ In-Home Safety Assessment card / QR link

☐ Service-area sheet

☐ Referral contact sheet

☐ Short phone / in-person introduction script

What I Need Before Signing a Client

☐ Intake + family contact information

☐ Exact requested schedule

☐ Service agreement

☐ Scope / service-plan acknowledgment

☐ Payment method / authorization process

☐ Emergency contacts

☐ Home access / scheduling instructions

☐ Cancellation and holiday terms acknowledged

Who I Target First

β€’ Hospital discharge planners / case-management teams

β€’ Rehab and skilled-nursing discharge teams

β€’ Primary care / geriatric offices

β€’ Home health and hospice referral relationships

β€’ Assisted-living communities when residents need outside private-pay support

β€’ Elder-law / estate-planning contacts

β€’ Churches and senior-community organizations

What I Track in Google Drive

☐ Organization

☐ Contact person + role

☐ Phone / email

☐ Date first contacted

☐ Last follow-up

☐ Next follow-up

☐ Referral received?

☐ Contract won?

Weekly Client-Recruiting Targets

Stage New Referral Contacts Follow-Ups In-Person Stops / Meetings Family Consults Goal
Client #110/week10/week3/weekAs generatedFirst recurring contract
1-5 Clients10/week15/week3-5/week2+/week1 new recurring client at a time
5-10 Clients8/week20/week5/week3+/weekBuild repeat referral sources
10-20 Clients5-8/week20+/week5-8/weekTrack conversionScale best channels
20+ ClientsRelationship-basedSystemizedRep / owner scheduleTrack conversionMulti-market referral engine
Rule: do not just β€œdrop off brochures.” Every referral source goes into the tracker with a next follow-up date. The value is the relationship, not the paper.

Two-for-One Outreach: Places That Can Help Both Sides

These are the places where one relationship can sometimes support both client referrals and caregiver recruiting. Outreach still has to follow each organization's solicitation, vendor and recruiting rules.

Place Client Side Caregiver Side Best Move
Hospitals Discharge planners, case managers and social workers may encounter families needing private-pay help after discharge. Nurses, CNAs and support staff may attend approved career fairs or seek outside work. Use approved vendor/referral meetings for client relationships and approved career events for recruiting. Do not solicit patients or staff on-site without permission.
Rehab / Skilled Nursing Families may need support when a resident returns home. CNAs and aides may be looking for supplemental or different schedules. Build discharge relationships and separately participate in approved hiring events.
CNA / Nursing Schools Faculty and alumni may know families needing care. Strong direct source of entry-level and experienced candidates. Become a known employer and ask about career boards, graduate lists and hiring days.
Churches / Community Organizations Members often know older adults and family caregivers who need help. Members may know trustworthy caregivers looking for work. Offer educational/community presence, not hard selling.
Senior / Health Fairs Direct access to families and referral professionals. Healthcare workers and job seekers may also attend. Bring both family-facing and recruiting materials, but keep the messages clearly separated.
Home Health / Hospice Networks Can refer private-pay non-medical needs that fall outside their covered services. Staff may know aides seeking additional hours, subject to employer policies. Build professional referral relationships first; never recruit their active staff in a way that violates their policies.

Materials for Two-for-One Events

Family SideBrochure + Pricing + Assessment QR
Referral SideOne-Page Referral Sheet
Recruiting SideCaregiver Job Flyer + Apply QR
TrackingTwo Separate QR Codes / Forms
Best setup: one table or event presence, but two clear funnels. β€œNeed care?” goes to the family intake form. β€œWant to work with us?” goes to the caregiver application. That keeps leads clean in Google Drive.

πŸ‘₯ Planning Headcount by Stage

Clients Caregiver Planning Range Office / Management Team
1-5 Approx. 3-8 caregivers Me; little or no dedicated admin
5-10 Approx. 8-15 caregivers Me + possible part-time admin/scheduler
10-20 Approx. 15-30 caregivers Scheduler/admin + me; contractors as justified
20-30 Approx. 30-50 caregivers Operations/scheduling + recruiting/marketing support
30+ 50+ caregivers possible Management team grows based on actual workload

🧱 What BrightHill Will Eventually Need

Item Stage Rule
Business Checking NOW Already using Bluevine
Website / Payment System NOW Completed
Business Insurance Before client operations Get real quote; add actual cost to dashboard
Payroll System Before employees are paid Automate tax withholding and payroll records
Workers' Compensation When legally required / appropriate Replace labor estimate with real premium
Bookkeeping Early revenue stage Keep books clean from the beginning
CPA Early profitable stage Set tax strategy and real reserve percentage
Scheduler / Admin Approximately 5-15 clients Hire only when scheduling/admin becomes a bottleneck
Operations Manager Approximately 15-30 clients I begin leaving daily operations
Advertising After basic client acquisition system exists Scale only channels producing profitable clients
Marketing Agency Growth stage Only if ROI justifies cost
Field Representatives Referral-growth stage Add when relationship-based acquisition requires it
Mississippi Office When regulation / scale requires Keep lean; office must be earned by revenue
South Florida Office Florida expansion Do not sign an expensive lease until Florida economics support it
Business Investment Account Mature profitable stage Only invest surplus after operating reserves are protected

🧭 Focus Rules

BUILD THE NEXT STAGE, NOT THE FINAL COMPANY.

Get client #1.
Then get to 5 recurring clients.
Track real revenue, real labor cost and real profit.
Keep overhead lean until the business earns the right to add it.
Use actual business data to decide the next hire, office, market and investment.

🚦Current Stage

WEBSITE: βœ… DONE
PRICING: βœ… DONE
PAYMENT SYSTEM: βœ… DONE
BRIGHT HILL PLEDGE: βœ… DONE
CONTROL PANEL: βœ… BUILT

CURRENT MARKET:
COASTAL MISSISSIPPI

CURRENT TARGET:
CLIENT #1 β†’ THEN 5 RECURRING CLIENTS

⚑ PulseReadyβ„’ Business Dashboard

Operating Brand PulseReadyβ„’
Owner Christine
Business Model Mobile CPR β€’ AED β€’ First Aid β€’ BLS Training
Primary Market South Florida
Phone 803-984-2759
Email pulsereadysouthflorida@gmail.com
Web Page BrightHillCare.com/PulseReady
Relationship to BrightHill Community Training Partner

🎨 PulseReadyβ„’ Branding

β™‘
+
Current PulseReadyβ„’ Brand Mark Teal heart + coral medical cross. This is rendered directly in the control panel because no separate hosted logo image link is currently stored here.
PulseReadyβ„’
Brand Name CPR β€’ AED β€’ First Aid Training
BrightHill Care partnership logo Community Training Partnership BrightHill Care may appear as a community training partner. PulseReady remains Christine's independent business.

❀️ Why PulseReady Exists

Mission

Make Training Easier to Access

Bring professional CPR, AED, First Aid and BLS training directly to individuals, healthcare teams and workplaces so people can train without unnecessary disruption.

Positioning

Professional Training. Mobile Convenience.

Build PulseReady around convenient on-site training, polished service, simple booking and recurring certification renewal relationships.

Long-Term Model

Recurring Business Clients

Grow a book of offices, healthcare teams, schools, childcare organizations and workplaces that return for renewals instead of relying only on one-time classes.

πŸ’΅ PulseReady Pricing Control

Individual Training

CoursePublic Price
BLS$79
CPR / AED$79
BLS + First Aid$99
CPR / AED + First Aid$99
Pediatric CPR / First Aid$99–$109
Private Individual Class$125+

Mobile Group Training

PackagePricePlanning Use
Mobile Group Minimum$599Base on-site group booking
10-Person Corporate BLS$799Office / workplace team
15-Person Corporate BLS$999Larger team
20-Person Corporate BLS$1,199High-volume team

BrightHill Partner Rate

CoursePublicBrightHill Partner
BLS$79$59
CPR / AED$79$59
BLS + First Aid$99$79
CPR / AED + First Aid$99$79

🎯 PulseReady Growth Targets

CLIENT #1 Complete the first paid booking.

Track actual class time, travel, supplies and certification costs.
5 RECURRING ACCOUNTS Prove offices will rebook.

Track renewal dates and build a repeatable follow-up system.
10 RECURRING ACCOUNTS Build consistency.

Standardize scheduling, reminders, class preparation and post-class follow-up.
20 RECURRING ACCOUNTS Build a reliable renewal base.

Add instructor capacity only when demand supports it.
30+ RECURRING ACCOUNTS Scale the route.

Group training and renewals become the core engine instead of one-off individual classes.

🧱 PulseReady Operating Priorities

1. KEEP THE MODEL MOBILE AND LEAN
↓
2. WIN RECURRING OFFICE / ORGANIZATION ACCOUNTS
↓
3. TRACK CERTIFICATION EXPIRATION DATES
↓
4. CONTACT CLIENTS BEFORE RENEWAL IS DUE
↓
5. STANDARDIZE EQUIPMENT + CLASS PREPARATION
↓
6. TRACK TRUE PROFIT PER CLASS
↓
7. ADD INSTRUCTOR CAPACITY ONLY WHEN DEMAND JUSTIFIES IT

βœ… PulseReadyβ„’ Business To-Do

Business Setup

☐ Confirm legal entity / business registration

☐ EIN + business banking

☐ Business insurance

☐ Final instructor authorization / training-center relationship

☐ Final course / certification process

Sales Materials

☐ Website live

☐ Corporate training sheet

☐ Business cards

☐ Booking / inquiry form

☐ Renewal tracking spreadsheet

Recurring Contract Pipeline

☐ Medical offices

☐ Dental offices

☐ Daycares / preschools

☐ Schools / camps

☐ Home health / hospice

☐ Assisted living / senior organizations

☐ Gyms / churches / corporate teams

Weekly Rhythm

☐ 10 new business contacts

☐ 10 follow-ups

☐ Track every certification expiration date

☐ Contact renewal clients before expiration

🚦PulseReady Current Stage

WEBSITE: βœ… DONE
PRICING: βœ… DONE
BRAND: βœ… DONE
MOBILE TRAINING MODEL: βœ… DEFINED

CURRENT MARKET:
SOUTH FLORIDA

CURRENT TARGET:
FIRST PAID BOOKING β†’ THEN 5 RECURRING BUSINESS ACCOUNTS
Justice Pathways Group Control Center β€’ BrightHill Care + Independent PulseReady Dashboard β€’ Internal Use Only