Keith G. Fonseca
Venture leadership, technology, lead generation and recruiting.
ONE PURPOSE. ONE VISION.
Build income.
Build capability.
Build a legacy.
A proposed MLM–IMO sales organization built around useful products, supported representatives, and lasting customer relationships.
A partnership proposal for City Centre Insurance.
Open for discussion, collaboration and amendment.
THE INVESTMENT THESIS
Help people become productive.
Build a company worth owning.
Planning proposal • 16 Fireflies conversations + founder revisions of 16 October 2026
01 / WHO WE ARE
Sales execution meets
insurance experience.
A founding team developing One True Way with Jody Prevatt and the City Centre organization.
Wendy Michelle Cox
Operations, compensation design, sales training and coaching.
Rachel McGraw
Marketing, recruiting and community development.
Proposed responsibilities. Revised compensation and equity terms appear in the partnership section; agreements remain to be signed.
PROPOSED STRATEGIC PARTNER
City Centre
Insurance
Product and carrier relationships, operating experience, business oversight and prospective launch capital.
Jody PrevattVenture sponsorMichael & DarylOperating and carrier-compensation input
How the four names fit together +
OWN THE WORLDThe planning series and shared ambition; no separate entity is established.
Family Savings CentreThe early household-services platform concept. Its future brand role is open.
City Centre InsuranceThe existing insurance organization and proposed strategic backer.
One True WayThe proposed sales venture that brings the operating vision together.
Partnership and brand structure are proposed
02 / WHAT WE’RE GOING TO DO
Two sales tracks.
One repeatable business.
BUSINESS GOAL$200,000per month · sales mix TBD
Build a repeatable $200,000 monthly business through recurring product sales and new premium production. The contribution from each track is to be determined.
Certified sales
People certified to sell the designated products. This track supplies recurring business; virtual care and motor-club services are proposed starting products.
Licensed sales
People both licensed and certified to sell the full approved product range, including life insurance, within their authorizations. New one-time premium contributes to monthly production.
$50,000 minimum monthly profit goal
The purpose is to support One True Way’s operating budget. Track recurring sales, one-time premium and company income separately. Define whether “profit” is measured before or after that budget.
U2 defines the $200,000 monthly business goal; U4 adds a $50,000 minimum monthly profit goal. Profit basis and sales mix are TBD.
LEVELS OF LEADERSHIP · PROPOSED PLAN
Earn the next level.
Protect the company’s margin.
“100% commission payable” means 80% of the provider commission received by One True Way. These are own-sale rates; team overrides must share the same payout pool.
Certified Planner
50%of the payable pool40% of provider commission. Company-funded leads; allowance and qualification rules TBD. Certified products only unless separately licensed.
Licensed Planner
75%of the payable pool60% of provider commission. Company-funded recruiting. Required licenses, appointments and product certifications. Lead subsidy at this step remains TBD.
Leader
85%of the payable pool68% of provider commission. At least 3 invited certified planners, each producing $5,000/month; $30,000 total monthly business. Leader pays for leads and recruiting.
Owner
100%of the payable pool on own sales80% of provider commission. At least 10 team members at $5,000/month each; $75,000 total business. Intended fully vested ownership and legacy contract; exact rights TBD.
Make the qualification math explicit +
Leader: $15,000 is still needed
3 × $5,000 = $15,000, not $30,000. Recommended reconciliation: $15,000 personal production + 3 planners × $5,000 = $30,000. Alternatively the team must produce the additional $15,000. Neither interpretation is yet approved.
Owner: $25,000 must mean personal
10 × $5,000 = $50,000. Adding $25,000 personal production gives $75,000. This treats the final “$25,000 total” in the founder note as personal production; confirm that correction. The owner is additional to the 10 team members.
One volume measure; no double counting
Define “business” before approving ranks. Recommended common measure: earned provider commissions, net of reversals, before representative payouts. Keep customer fees and insurance premium separate. Count each customer sale once in company totals even if several leaders receive rank credit.
Ownership is a separate contract
Define the vested interest, percentage, vesting conditions, renewal rights, inheritance, sale and buyout rules. Step 4 does not automatically amend the founder cap table. Retention windows, chargebacks, demotion and Step 4 lead/recruiting costs remain TBD.
20% retained ≠ 20% net profitAll producer pay, overrides and bonuses must fit inside 80%. Company-funded leads, recruiting, reserves and operating costs still reduce the remaining margin.
U5 · Founder proposal plus explicitly labeled arithmetic recommendations. Customer sales—not invitations alone—must support compensation; obtain plan review.
PRODUCT STRATEGY · RECOMMENDATION
Five clear offers.
Match a real customer need.
Start with five offers total, including Recuro and the tow package. Carrier names below are candidates to evaluate—not confirmed One True Way appointments, pricing or commissions.
| Launch offer | Customer reason to buy | What to verify before launch |
|---|---|---|
| 1 · Recuro Virtual Urgent CareCertified-product track, subject to authorization | Convenient 24/7 virtual access for common medical concerns. A recurring service, not major medical insurance. | Family eligibility, per-visit charges, cancellations, member support and recurring commission. Recuro ↗ |
| 2 · Tow / roadside packageExisting provider to be identified | Practical roadside help with a clearly stated service allowance. | Provider contract, towing miles, call limits, exclusions, waiting periods, refunds and state sales requirements. Avoid duplicating benefits the customer already has. |
| 3 · Convertible term lifeLicensed + certified | Income and family protection today, with a contractual path to permanent coverage. | Evaluate MassMutual term. Confirm the exact term-to-whole-life conversion option, deadline and eligible policy; conversion changes cost. Carrier ↗ |
| 4 · Whole life / final expenseLicensed + certified | Permanent coverage for final expenses with predictable premiums, if suitable and affordable. | Evaluate United of Omaha Living Promise. Confirm underwriting, benefit limits and any graded plan. Carrier ↗ |
| 5 · Guaranteed-issue whole lifeLicensed + certified · fallback option | An option when health prevents suitable underwritten coverage—not the automatic first choice. | Evaluate Gerber Guaranteed Life. Explain limited early nonaccidental benefits, eligibility, price and state variations. Carrier ↗ |
Your five life categories, plus optional benefits +
Five life slots do not need five launch products
Term + convertible term: one carefully selected convertible term contract can fill both roles. Permanent: whole life. Guaranteed issue: a distinct whole-life fallback. If you want five life offers in addition to the two services, that is seven offers total.
“Investment” life: evaluate IUL later for suitable long-term protection and cash-value needs; it is not direct stock-market investing. United of Omaha IUL is a research candidate. If actual investment subaccounts are intended, VUL is a different, more complex product with investment risk and securities requirements. Neither belongs in an easy-sale promise. IUL ↗ · SEC ↗
Riders first; extra products only for a distinct need
Living benefits: first evaluate accelerated-death-benefit riders on the selected life policy. Triggers, charges and reductions to the remaining death benefit differ. A separate critical-illness policy is a different contract, not the same benefit. Carrier explanation ↗
Accidental death: optional supplement for a covered accident; it does not replace all-cause life coverage. Mutual of Omaha is one candidate. Carrier ↗
Prove demand: compare quoted-to-paid conversion, cost per issued customer, cancellations, persistency, complaints and contribution per lead in a small cohort. No sourced evidence yet establishes which offer will sell best for this audience.
Research candidates checked 16 October 2026. Product forms, distribution access, state availability and actual payout schedules are still required.
03 / WHY WE’RE DOING THIS
Make opportunity
work for people.
Our purpose is to create a practical path to flexible work, useful skills and financial progress—starting with communities the team understands.
Company success should grow from
representative success.THE SHARED PRINCIPLE
Upfront costs, fragmented systems, uneven coaching and unclear commission risks can leave capable people struggling.
A supported start, clear expectations, practical training and a repeatable route to paid customer sales.
Mothers, military spouses and people seeking flexible work, alongside experienced sales teams.
Founder experience and shared direction; no verified industry-wide performance claims
04 / WHAT WE NEED TO GET THIS DONE
Fund the team.
Fund the system.
REVISED FOUNDER PROPOSAL$300,000$50,000 per month × 6 months
Data Driver Pro · leads$10,000/mo
Data Driver Pro · recruiting$10,000/mo
Wendy Cox · dedicated focus$10,000/mo
Rachel McGraw · dedicated focus$5,000/mo
Infrastructure allowance$15,000/mo
Keith’s $20,000 monthly request is fulfilled through Data Driver Pro lead and recruiting services. Document deliverables, service costs and related-party terms separately from personal compensation.
Amount to confirm: the founder note also says $5,000/month for infrastructure. This presentation uses the final $15,000 line. At $5,000, the total would be $40,000/month and $240,000 over six months.
Training + production
Training content and LMS; agent usage portal; CRM; dialer; business tracker; integrations and commission reporting.
Cloud + communication
ChatGPT, Fireflies, Google Cloud and other AI subscriptions; calling minutes, SMS, email, storage, backups and account security.
People + controls
Implementation, technical support, quality assurance, onboarding administration, bookkeeping and payment reconciliation. Assign an owner and quote each component.
U1 · Founder update, 16 October 2026 · Proposed terms, not evidence of City Centre approval
04A / OWNERSHIP & THE SIX-MONTH DECISION
Earn the equity.
Define the outcome upfront.
| Owner | Reference split | After trigger |
|---|---|---|
| Keith | 49% | 41.5% |
| City Centre | 51% | 43.5% |
| Wendy | 0% | 10% |
| Rachel | 0% | 5% |
| Total | 100% | 100% |
Wendy’s 10 percentage points: 5 from Keith + 5 from City Centre. Rachel’s 5 points: 2.5 from each. Percentages refer to the whole company. Initial issuance and the proposed voting mechanics remain to be documented.
Proposed voting terms · TBD: Keith has the sole vote for the first six months. After that, City Centre has majority rights while it remains the majority owner. At 43.5% after the proposed transfers, City Centre holds the largest stake but not more than 50%; control in that case remains TBD. Voting authority does not change the stated equity percentages.
Equity and agreements take effect.
Wendy vests into 10%; Rachel into 5%. The presentation assumes the same no-loan-repayment treatment as retention; confirm that the signed success clause says so.
All agreements take effect, regardless of KPIs.
Keith, Wendy and Rachel are one team: City Centre retains all three or none. If retained, all agreements take effect, equity is distributed and no loans are repaid, regardless of KPIs. Document the election deadline and effective date.
City Centre may take 100% ownership.
If City Centre elects this route, each founder repays their agreed loan balance over 36 months at 9.99% annual interest. Borrowers, balances, interest start and payment dates must be specified.
U1 sets equity; U3 confirms all-or-none retention; U4 proposes the voting terms, subject to final agreement.
04B / TBD — DECISIONS REQUIRED BEFORE FUNDING
To be determined.
Make the goal measurable.
$200,000/month: sales mix TBD.
Determine the recurring certified-sales share and one-time licensed-premium share. Confirm measurement basis, margins, timing and whether this becomes a six-month KPI. Then agree numerical pass/fail thresholds.
Define every loan.
Identify the borrower, lender and funded principal for each person. Separate service invoices, pay, business expenses and debt. Decide liability caps, offsets, interest start, prepayment and default terms.
Voting terms · TBD.
Keith has the sole vote for the first six months. Then City Centre has majority rights while it remains the majority owner. At the proposed 43.5% post-transfer stake, control remains TBD. Document the six-month start date and voting mechanics.
$50,000/month profit · basis TBD.
The minimum goal is $50,000 monthly profit to support the budget. Before-budget contribution of $50,000 covers the $50,000 budget; $50,000 profit after that budget requires $100,000 contribution. Confirm the intended definition, costs, reserves and tax treatment.
Price the missing obligations.
Confirm legal and tax work; licenses and appointments; E&O/cyber cover; payroll burden if applicable; chargeback reserves; support labor; transaction fees; and a contingency allowance. These are not yet additional approved line items.
Own the operating assets.
Agree ownership and access to the brand, domains, code, CRM, leads, customer book, training and commissions. Define Data Driver Pro service levels, data rights and handover if the team leaves.
Leadership and compensation decisions still TBD +
Rank rules
Confirm the Leader’s missing $15,000, whether the Owner’s $25,000 means personal production, whether team counts exclude the leader, and one common earned-commission measure. Define rank-maintenance periods, reversals, demotion and no duplicate company volume.
Costs and ownership
Approve the override/bonus allocation inside 80%; lead and recruiting allowances; Step 2 lead and Step 4 expense rules; earned versus advanced commissions; renewals and chargebacks. Define exactly what the Step 4 ownership and legacy contract vests, separately from founder equity.
Recommended KPI scorecard and launch controls +
KPI definitions to sign
Active agents: define minimum placed/paid production and the lookback window. Ten agents remains a planning goal, not a signed performance covenant.
Production: separately define recurring certified-product sales, one-time licensed premium, actual cash receipts and net retained contribution. Specify whether premium means collected premium or annualized premium. The $200,000 goal’s split, measurement basis, target date and KPI status are TBD.
Quality: define placement, retention/persistency, chargebacks and customer complaints. Agree numerical limits rather than relying on “good performance.”
Dependencies: specify what happens if City Centre funding, carrier access or product approvals are delayed. Retention is all three founders or none. Define the election deadline, effective date and consequences of early termination, resignation or disability. Agree future dilution, buyouts and KPI sign-off.
Operational and professional review
Have insurance/distribution counsel review the compensation plan, licensed activities, recruitment and earnings claims, outreach consent, call recording, data handling and state-specific obligations. Product sales alone do not establish an MLM model’s legality. FTC guidance ↗
Have the CPA and counsel determine entity structure, worker classification, treatment of grants/vesting and the tax consequences of any loan cancellation. “No repayment” does not automatically mean “no tax.” IRS guidance ↗
Downside economics: taking all equity and collecting personal notes are two separate remedies. Negotiate how customer-book value, retained cash, assets and prior distributions offset any amount owed.
U2 sets business volume; U3 fixes all-or-none retention; U4 adds the profit goal and proposed voting terms. Definitions and implementation remain TBD.
05 / WHERE WE AIM TO BE IN 6 MONTHS
INITIAL PILOT · NOT A BREAK-EVEN TARGET10productive
agents
agents
Prove the system
before scaling it.
A working business.
A measurable model.
Agree the rules and build the system.
Finalize partnerships, product economics, contracts and launch infrastructure.
Recruit, train and support the first cohort.
Test the full journey from onboarding to paid customer sale and accurate commission payment.
Cover monthly operating costs by month six.
Track active people in each sales track, recurring business, new one-time premium, persistency, chargebacks, acquisition cost and retained contribution. Certified/licensed headcount mix remains TBD.
Investor checkpointTest progress toward the $50,000 monthly profit goal using an agreed definition, and certify the signed KPIs. Apply the agreed vesting/retention decision; personal repayment arises only under the specified takeover route.
10-agent pilot discussed 15 October; the new economic model requires a larger production base under its default assumptions. Sequence and proof gates are recommendations. Clock start and contractual KPI definitions must be agreed. U1 adds the vesting/retention decision.
06 / WHERE WE AIM TO BE IN 12 MONTHS
GROWTH AMBITION100productive
agents
agents
Scale the people.
Preserve the standard.
Expand what
the pilot proves.
Turn early success into a repeatable intake.
Train new cohorts and bring in experienced teams where the economics and operating standards align.
Build leaders who can support production.
Make coaching, retention and customer service work beyond the founding team.
Restore City Centre’s launch capital by month twelve.
Cover ongoing operating costs and rebuild the initial $300,000 funding balance. The calculator tests both goals; actual distribution terms and a cash buffer remain to be agreed.
Scale is conditionalThe move from 10 to 100 is an ambition, not a validated forecast. Growth must follow cohort results and available capital.
U6 sets the one-year capital-restoration goal. Earlier meetings described a 10-agent pilot, then growth toward 100 over the following six months. Ongoing compensation, infrastructure and expansion funding require a month-seven budget.
07 / LONG-TERM VISION
Build an enterprise
that lasts beyond its founders.
A scalable sales organization that creates lasting value for customers, representatives and owners.
Relationships worth retaining.
Useful services, suitable insurance and reliable support.
Skills that compound.
A path from first sales to consistent production and capable team leadership.
A business with strategic options.
Repeatable distribution, disciplined economics and the option to hold, partner or pursue a future exit.
One purpose. One vision. One True Way.
Step 4’s ownership/legacy contract must define what is actually owned. An eventual sale was discussed as an option. No agreed exit, valuation or return is established.
PRODUCT PAYOUT CALCULATOR
What comes in.
What each level earns.
Use the commission One True Way actually earns from the provider—not the customer premium or face amount. The $1,000 example comes from the founder; real product commissions remain blank until supplied.
PROVIDER COMMISSION—
80% PAYABLE POOL—
20% BASE COMPANY RESERVE—
| Level | Own-sale pay | Unused pool capacity | Other pay modeled | OTW before costs | OTW after allowances | 20% floor after allowances? |
|---|
Cost allowance should include company-funded leads/recruiting, administration and allocated overhead on the same per-sale or per-month basis. Reserves are held cash, not necessarily an accounting expense. Results are contribution estimates, not audited net profit. Zero allowances are a demonstration, not an operating forecast.
Protect the pool and the 20% floor +
Do not stack full commissions
At a $1,000 provider payout, a Step 1 seller can receive $400. The remaining $400 of the $800 pool is the maximum available for all upline pay and bonuses combined. At Step 4, the seller already receives the full $800; no pool remains for an extra override.
A differential example—still a proposal—is $400 to the seller, $280 to a Leader, and $120 to an Owner: $800 total. Do not pay $400 + $680 + $800 on the same sale.
A true net floor needs a cost-aware cap
To retain 20% after all allowed costs, total producer/override pay must be no more than 80% of provider receipts minus those costs and reserves. This is an alternative to the founder’s fixed pool, not an automatic change. At Step 4, an $800 payout on $1,000 leaves no cost allowance while preserving $200 net.
Decide who absorbs chargebacks, whether commissions are earned or advanced, whether renewals use the same split, and how many leads/recruiting services are funded. No carrier rates or renewals are inferred here.
U5 · Proposed rates. Step 1 is not shown an insurance-sales payout because that track is not assumed licensed.
MONTH 6: SELF-FUNDING · MONTH 12: CAPITAL RESTORED
Cover the launch.
Restore the capital.
Model actual monthly provider commissions from both sales tracks. Premium and retail sales are not company commission revenue. The default $5,000 per agent is a modeling assumption—not a confirmed definition of rank volume.
RESTORE ALL FUNDING BY MONTH 12?—
COVERS OPERATING COSTS BY MONTH 6?—
MONTHLY NET AT FULL CAPACITY—
AGENTS TO COVER MONTHLY BUDGET—
AGENTS TO RESTORE CAPITAL IN 12 MONTHS—
AGENTS FOR $50K NET / MONTH—
Read the cash test correctly +
Operating break-even and capital restoration
Month-twelve cash = initial funding + twelve-month retained contribution − twelve-month expenses. The month-six test is separate: monthly contribution must cover monthly operating costs. Full funding can be returned only when that cash covers the original funding plus the chosen cash buffer, and the company never runs out of cash along the way.
At a $50,000 monthly budget, the year costs $600,000. Starting with $300,000 of funding, earning $600,000 of retained contribution pays that year’s expenses and leaves the original $300,000 available to return. The funding is not counted as a second expense. A zero cash buffer leaves no protection after repayment.
Inputs that still need evidence
20% is a conservative retained-share scenario only if all payouts fit the 80% pool and variable costs do not reduce it further. Enter the weighted actual contribution percentage after producer pay, overrides, chargebacks and variable costs; deduct fixed costs only in the budget fields.
Provider cash receipts must be earned and realizable, not annualized promises or refundable advances treated as profit. Recurring account growth, churn, renewal schedules, collection lags and tax are not separately simulated. The six-month ramp is linear monthly average capacity; it is not a recruiting forecast.
Capital restoration is a business scenario, not a new repayment obligation. Founder loan treatment remains below. The $50,000 net-profit case is distinct from merely covering the $50,000 budget.
Conditional founder loans · 36 months at 9.99% +
This panel is separate from company capital recovery. Enter only balances established in the signed loan documents. Payments to Data Driver Pro and other operating spend are not automatically personal debt.
Keith / month$0.00
Wendy / month$0.00
Rachel / month$0.00
Combined interest$0.00
Illustration assumes 36 equal end-of-month payments, a nominal annual rate of 9.99% divided by 12, no fees and no interest accrued before repayment starts. Actual note terms—including interest start, first payment date and rounding—must be agreed.
U6 sets capital restoration at one year; the six-month goal is operating self-funding. Actual commission schedules, costs and rank-volume definitions are TBD.