THE COMPLETE BUSINESS PLAN
A specific operating decision.
Can two paid consultants deliver collected HR work without expanding into staff placement, payroll pass-through or legal practice?
Fictional editorial scenario. Prices, workload, wages, costs and financing are illustrative planning inputs, not current quotes, measured local averages or actual company results.
All three operating years show positive modeled net income. Positive funded cash assumes the full proposed equity is received; it does not establish commercial viability.
01 / THE PLAN
Executive summary
Willow People Advisory proposes a remote-first hourly hr advisory practice in United States; remote team and national employer buyers. A proposed remote HR practice selling scoped employer advisory and process-design hours. The central launch decision is: Can two paid consultants deliver collected HR work without expanding into staff placement, payroll pass-through or legal practice?
Business overview
Small and midsize employers with an authorized sponsor, usable records and a defined people-management question. The paid principal and one consultant share the available advisory-hour pool. Five service categories allocate sold hours once. Operations support coordinates the same practice without adding consultant capacity. The business will accept assignments within this service boundary and quote separately or refer work that falls outside it.
Key priorities
Test paid limited assignments and log consulting, record preparation, review, revisions and collection. A broad employer audience does not validate this practice’s billable-hour target. Urgent employee-relations questions can interrupt planned design work within the same team. Look for repeated collected work that fits both the records available and the consultants’ actual competence. The proposed first operating month is January 2027. The owner should confirm service readiness, paid staffing and available cash before opening the calendar.
Financial highlights
The proposal requires $110,000.00 in equity. Launch spending is $14,300.00, leaving $95,700.00 in opening cash. Year 1 revenue is $323,312.00 and net income is $25,683.16. A positive first-year result depends on achieving the proposed fees and workload while keeping delivery within the paid team’s capacity. Pre-tax project payback is 12.9 months.
02 / THE PLAN
Company & management
Willow People Advisory will operate as an independent service business. The working owner will control scope, staffing, commercial terms and weekly cash decisions; legal formation and the ownership agreement must be completed before trading.
Company background
Willow People Advisory is a fictional remote-first US practice using home-office resources and occasional meeting space. It serves defined employer advisory needs nationally, with jurisdiction and subject-matter fit still to be assessed. It is not a staffing firm, PEO, payroll processor or law practice. No existing employer clients, credential or approved policy library is supplied.
Ownership & management
The proposed owner contribution is $70,000.00; the remaining $40,000.00 is sought from external equity investors. The owner is also paid for an operating role. Investment valuation, ownership percentages, voting rights and distribution terms remain to be agreed.
Team & responsibilities
The compensated principal and one paid HR consultant provide delivery hours. Quarter-time operations support handles coordination and billing without adding advice capacity. The principal is already included in payroll and is not an extra unpaid director. Proposed salaries and the employee allowance remain committed costs during weak demand; actual competence and supervision need evidence. Principal: 1 × $9,166.67 monthly, plus a 15% employer-cost allowance; HR consultant: 1 × $6,666.67 monthly, plus a 15% employer-cost allowance; Operations support: 1 × $1,000.00 monthly, plus a 15% employer-cost allowance. A weekly roster must cover delivery, preparation, travel, administration, leave and absence. The owner’s salary appears once in payroll; contributed time is not an additional cash contribution.
03 / THE PLAN
Products & business model
The offer is limited to work the team can define, price and deliver consistently. Each agreement should identify the buyer, included tasks, access requirements, deliverables, acceptance and payment terms.
Products & services
The five categories are HR compliance advisory, employee relations, recruiting process advice, compensation design and HR leadership coaching. Each consumes the same sold consultant-hour pool. Recruiting advice does not create contingent placement commission or placed-worker wages. Project outputs need a clear employer decision owner and appropriate specialist/legal review where the scope calls for it.
Pricing & revenue streams
2 paid HR consultants including the principal provide 320.000 scheduled hours per month (160.000 per person). Requested sold time starts at 55% of allocated capacity and follows a 3-month ramp. Five service shares total 100%; each hour is allocated once. Uniform monthly demand is assumed. Requested work grows 6% annually, subject to the available-hour ceiling; fees grow 2% annually. Staffing stays fixed. HR advisory: 25% of the shared capacity at $160.00 per billable hour. Staff relations: 25% of the shared capacity at $175.00 per billable hour. Recruiting: 20% of the shared capacity at $150.00 per billable hour. Pay design: 15% of the shared capacity at $185.00 per billable hour. Leader coaching: 15% of the shared capacity at $170.00 per billable hour. Fees exclude customer sales tax. Confirm scope and any exceptional materials before accepting a fixed price.
Customer value
The proposed value is understandable analysis and a usable employer process, supported by a clear decision record. Advice cannot guarantee a compliant outcome, resolved dispute or successful hire. Establish which records are needed and who may access them. The employer retains its decisions and needs qualified advice for legal or specialist questions beyond the agreed service boundary.
04 / THE PLAN
Market & competition
The initial market is the specific buyer and buying occasion described below. The launch should be justified by paid work in a practical service area, rather than by applying a market-share percentage to a broad industry estimate.
Target customers
Small and midsize employers with an authorized sponsor, usable records and a defined people-management question. Confirm who commissions the work, who supplies access or records and who authorizes payment. Keep the initial territory small enough to support the promised response and delivery time.
Demand & validation
Test paid limited assignments and log consulting, record preparation, review, revisions and collection. A broad employer audience does not validate this practice’s billable-hour target. Urgent employee-relations questions can interrupt planned design work within the same team. Look for repeated collected work that fits both the records available and the consultants’ actual competence.
Competition & positioning
Alternatives include an internal HR professional, another advisory firm, suitable employer software with internal ownership or a specialist attorney. Compare the same task, implementation responsibility, records access and review boundary. No provider tariff, compliance ranking or measured productivity advantage is claimed. A policy template alone is a different deliverable from scoped professional advice.
05 / THE PLAN
Marketing & sales
The acquisition process should bring in work that fits the team and produces collected contribution after delivery costs. Track qualified opportunities, accepted quotes, completed work and cash received as separate steps.
Customer acquisition
The principal would seek relevant employer introductions and show clearly labeled sample processes without client or employee data. Fixed marketing is separate from activity-linked referral and sales costs. Qualify the employer sponsor and records readiness before offering a start. Do not invent client testimonials, credentials or successful dispute outcomes.
Sales process
Agree the employer’s question, authorized sponsor, information boundary, deliverables, review and payment terms. Record approved hours and invoice accepted work under the blended collection assumption. No employee payroll, benefit premium or staffing disbursement passes through revenue. Continuing advisory work requires an explicit scope rather than an assumed subscription.
Retention & measurement
Keep the agreed decision record and review needs under appropriate access and retention arrangements. A later update requires current facts and an authorized new scope. Track collected follow-on assignments, not just informal questions. Employee information and unresolved workplace concerns must not be repurposed into promotional examples without appropriate permission and protection.
06 / THE PLAN
Operations & milestones
Delivery must fit the paid team’s hours, equipment and service window. Work should enter the calendar only after scope, competence, access and required resources are confirmed.
Facilities & resources
Launch assets include business laptops, monitors/docks and secure network hardware. Software, professional/cyber cover, training and occasional meeting resources remain recurring costs. External project review and client research/data services are purchased support with no stock. Actual records controls, data-service permissions and insurer/contract terms need verification and quotes. The launch asset budget is Business laptops: $5,400.00; Monitors and docks: $1,500.00; Secure network hardware: $900.00.
Service delivery
Qualify the sponsor and scope, agree necessary records and access, assign consultant time, review the analysis with the employer, document decisions and invoice accepted work. This commercial workflow is not an employment-law or investigation procedure. Missing records and expanded reviews consume the same consultant hours. Operations coordination does not create a third delivery professional.
Launch & development milestones
Verify competence and service boundaries, suitable client terms, records controls, insurer scope and specialist referral arrangements. Complete paid limited assignments and compare total effort and collections with the roster. Confirm proposed capital before hiring or buying tools. No actual credential, employer approval, paid pilot or investment commitment is supplied.
07 / THE PLAN
Funding request & use of funds
All proposed equity must be available before launch payments. The funding plan separates equipment and setup spending from the cash reserve needed to support operations.
Use of funds
Launch spending totals $14,300.00: $7,800.00 for assets, $6,500.00 for expensed setup and $0.00 for opening inventory. Setup covers an allowance for formation, professional preparation, training and launch work. Refundable premises deposits and additional site work are excluded until scoped quotes are available.
Sources of funding
Total proposed equity is $110,000.00, comprising $70,000.00 from the owner and $40,000.00 from external investors. Neither contribution is committed. No borrowing is included, and financing receipts are separate from earned revenue.
Owner contribution
The owner must confirm the availability and transfer date of the $70,000.00 contribution. Salary pays for the owner’s continuing operating work. The company still needs cash for payroll, equipment and supplier invoices, even when the owner contributes additional time.
Funding request
The external equity request is $40,000.00. Receiving all proposed equity leaves $95,700.00 of opening cash and a forecast funding gap of $0.00. The gap measures a cash shortfall after assumed funding; it is not a substitute for the investment request. Agree investor rights and reporting before accepting funds.
08 / THE PLAN
Financial plan
The forecast covers January 2027–December 2029 in USD, with launch spending reported separately. Its usefulness depends on the service mix, fee, staffing cost and collection terms below.
Forecast assumptions
2 paid HR consultants including the principal provide 320.000 scheduled hours per month (160.000 per person). Requested sold time starts at 55% of allocated capacity and follows a 3-month ramp. Five service shares total 100%; each hour is allocated once. Uniform monthly demand is assumed. Requested work grows 6% annually, subject to the available-hour ceiling; fees grow 2% annually. Staffing stays fixed. Direct costs are 4% of net fees. No product resale or purchased inventory is included. Salaries are operating expenses, outside the direct-cost ratio. Salaries and fixed overhead grow 3% annually. Collections take 30 days, supplier payments 0 days and inventory coverage 0 days. The 21% flat income-tax provision and 15% employer-cost allowance are simplified planning inputs.
Financial outlook
Year 1: revenue $323,312.00, EBITDA $39,466.96, net income $25,683.16 and closing cash $94,591.16. Year 2: revenue $381,343.68, EBITDA $85,116.72, net income $65,188.24 and closing cash $159,992.76. Year 3: revenue $412,308.60, EBITDA $105,632.52, net income $81,395.68 and closing cash $241,408.03. A positive first-year result depends on achieving the proposed fees and workload while keeping delivery within the paid team’s capacity. EBITDA excludes depreciation, interest and income tax; net income includes depreciation and the tax provision.
Cash needs & financial resilience
The lowest forecast cash balance is $54,775.88, and the funding gap is $0.00. Positive monthly operating EBITDA is first reached in month 3. Pre-tax project payback is 12.9 months. Cash differs from profit because of equipment spending, depreciation, collection delays and financing. Review the monthly low point before committing the reserve.
Debt & repayment
No debt or investor distributions are included. Any borrowing option needs an amount, draw date, interest rate and repayment schedule before its affordability can be assessed. Pre-tax project payback measures recovery of the operating investment; it is not a promised dividend, investor return or financing approval.
09 / THE PLAN
Risks & contingencies
The main exposure is committing paid resources before collected sales justify them. The owner should use the service-specific risks below to decide when to narrow the offer, defer spending or stop.
Key risks
The positive forecast depends on the assumed sold hours, fees and limited review costs; it is not evidence of existing employer demand. Sensitive records, scope expansion, urgent disputes, outside review and delayed payment can reduce contribution. Fixed salaries continue during gaps. No compliance guarantee or proposed investor contribution has been substantiated.
Contingency actions
Set records and decision boundaries early, refer legal/specialist questions and obtain approval before expanded work. Test fewer sold hours, more review and slower payment with the paid team retained. Narrow the offer when competence or client readiness is inadequate. Do not manufacture placement commissions or unpaid principal labor to offset a weaker advisory case.
10 / THE PLAN
Supporting documents
The launch decision needs commercial evidence as well as a forecast. Maintain an organized working file so that costs, commitments and delivery capacity can be reviewed before money is spent.
Available supporting information
The operating proposal defines the customer, service boundary, paid roles, launch assets and collection terms. The accompanying annual financial statements set out earnings, cash flow and the balance sheet for the three-year period. All funding remains a proposal; the business is at the prelaunch stage.
Documents to obtain
Verified competence, actual scope and legal-referral arrangements, employer authority and records terms, access controls, insurer/tool/service quotes, paid effort/collection logs and signed equity commitments remain outstanding. Entity-specific tax and employment requirements need actual review. No certified policy, successful hire or resolved dispute is presented as achieved. Record the actual fee, total delivery effort and date of payment for each trial assignment. Update the forecast and funding decision when quotes, commitments or measured results change a material assumption.
02 / THE FINANCIAL MODEL
How this business earns and uses cash.
2 paid HR consultants including the principal provide 320.000 scheduled hours per month (160.000 per person). Requested sold time starts at 55% of allocated capacity and follows a 3-month ramp. Five service shares total 100%; each hour is allocated once. Uniform monthly demand is assumed. Requested work grows 6% annually, subject to the available-hour ceiling; fees grow 2% annually. Staffing stays fixed.
The forecast covers three operating years, with prelaunch spending shown separately. Fees, workload, staffing and collection terms determine whether the business can cover its commitments and preserve cash.
| Service | Pool allocation | Base price | Billing unit |
|---|---|---|---|
| HR advisory | 25% | $160.00 | One sold hour |
| Staff relations | 25% | $175.00 | One sold hour |
| Recruiting | 20% | $150.00 | One sold hour |
| Pay design | 15% | $185.00 | One sold hour |
| Leader coaching | 15% | $170.00 | One sold hour |
| Cost or paid role | Base input | Treatment |
|---|---|---|
| Principal | $9,166.67/month before employer costs | Paid role; 15% employer allowance |
| HR consultant | $6,666.67/month before employer costs | Paid role; 15% employer allowance |
| Operations support | $1,000.00/month before employer costs | Paid role; 15% employer allowance |
| Meeting space and home office | $300.00/month before employer costs | Operating expense |
| Software and secure cloud | $300.00/month before employer costs | Operating expense |
| Professional and cyber cover | $240.00/month before employer costs | Operating expense |
| Accounting and legal retainers | $400.00/month before employer costs | Operating expense |
| Website and marketing | $450.00/month before employer costs | Operating expense |
| Connectivity | $150.00/month before employer costs | Operating expense |
| Training and memberships | $200.00/month before employer costs | Operating expense |
| Office services and repairs | $100.00/month before employer costs | Operating expense |
| Client travel | 1.5% of net fees | Operating expense |
| Referral and sales fees | 2% of net fees | Operating expense |
| Banking and collection | 0.5% of net fees | Operating expense |
| Input | Case value |
|---|---|
| Collection delay | 30 days |
| Inventory / supplier payment | 0 days / 0 days |
| Direct costs | 4% of net fees |
| Price / requested-demand growth | 2% / 6% annually |
| Salary and fixed-cost growth | 3% annually |
| Income-tax provision | 21% simplified provision |
| Proposed owner equity | $70,000.00 |
| Proposed external equity | $40,000.00 |
| Prelaunch setup | $6,500.00 |
Direct costs cover 4% of fees and exclude the paid roles already shown in operating expenses. The selected advisory/service format has no purchased inventory. All-in customer prices are not duplicated as extra parts or product revenue.
What the forecast shows
All three operating years show positive modeled net income. Net income includes depreciation and the monthly tax provision. EBITDA excludes depreciation, interest and tax; cash also reflects assets, working capital and financing.
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Revenue | $323,312.00 | $381,343.68 | $412,308.60 |
| Cost of sales | $12,932.48 | $15,253.80 | $16,492.32 |
| Gross profit | $310,379.52 | $366,089.88 | $395,816.28 |
| Operating expenses | $270,912.56 | $280,973.16 | $290,183.76 |
| EBITDA | $39,466.96 | $85,116.72 | $105,632.52 |
| Depreciation | $2,600.00 | $2,600.00 | $2,600.00 |
| Interest | $0.00 | $0.00 | $0.00 |
| Tax provision | $11,183.80 | $17,328.48 | $21,636.84 |
| Net income | $25,683.16 | $65,188.24 | $81,395.68 |
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Opening cash | $95,700.00 | $94,591.16 | $159,992.76 |
| Customer collections | $293,920.00 | $378,957.04 | $409,728.19 |
| Supplier payments | $12,932.48 | $15,253.80 | $16,492.32 |
| Operating expenses paid | $270,912.56 | $280,973.16 | $290,183.76 |
| Interest paid | $0.00 | $0.00 | $0.00 |
| Tax provision paid | $11,183.80 | $17,328.48 | $21,636.84 |
| Operating cash flow | -$1,108.84 | $65,401.60 | $81,415.27 |
| Investing cash flow | $0.00 | $0.00 | $0.00 |
| Financing cash flow | $0.00 | $0.00 | $0.00 |
| Net change | -$1,108.84 | $65,401.60 | $81,415.27 |
| Closing cash | $94,591.16 | $159,992.76 | $241,408.03 |
| Measure | Year 1 · 2027 | Year 2 · 2028 | Year 3 · 2029 |
|---|---|---|---|
| Cash | $94,591.16 | $159,992.76 | $241,408.03 |
| Receivables | $29,392.00 | $31,778.64 | $34,359.05 |
| Inventory | $0.00 | $0.00 | $0.00 |
| Net fixed assets | $5,200.00 | $2,600.00 | $0.00 |
| Assets | $129,183.16 | $194,371.40 | $275,767.08 |
| Payables | $0.00 | $0.00 | $0.00 |
| Loan balance | $0.00 | $0.00 | $0.00 |
| Liabilities | $0.00 | $0.00 | $0.00 |
| Equity and retained earnings | $129,183.16 | $194,371.40 | $275,767.08 |
| Reconciliation difference | $0.00 | $0.00 | $0.00 |
Launch spending is $14,300.00; opening cash is $95,700.00 after all proposed equity. The unfunded gap is $0.00. Pre-tax project payback is 12.9 months. Project recovery is not an investor distribution.
Inspect the actual report
Planning limits and qualifications
Planning model, not audited accounts or tax advice. Revenue is invoiced as earned; monthly subscriptions only. Annual prepayments, refundable deposits, milestone invoices, unbilled contract assets, customer taxes, seller settlements, capitalized interest and tax-loss carryforwards are not modeled.
Collection and supplier terms use 30-day monthly interpolation. Inventory purchases and non-stock direct costs use supplier terms; operating costs, setup costs, taxes and opening stock are paid immediately. Stock coverage applies only to linked goods costs. Production stock is tracked separately at unit cost.
Fictional editorial scenario. Prices, workload, wages, costs and financing are illustrative planning inputs, not current quotes, measured local averages or actual company results.
Source first-year remote HR advisory practice retained for 36 months: two paid consultants including the owner, quarter-time operations support and original five shares/hourly fees. Staffing fixed; three-month ramp and 6% requested growth replace annual consultant expansion. External review/data purchases are 4% services without inventory. No placement commissions, PEO, payroll pass-through or legal practice revenue. Setup paid once; no refundable office deposit. Fees grow 2%, payroll/fixed costs 3%; 21% tax and 15% employer allowance are simplified.
A 15% illustrative employer allowance is added to paid salaries. The flat 21% native tax provision is a simplified planning input, not an entity or personal tax opinion. Customer sales-tax receipts/remittances and owner distributions are outside this scenario.
All equity is proposed, uncommitted month-0 cash. No debt is modeled. Opening cash is a reserve, not an extra startup expense. Asset/setup/insurance/premises allowances need scoped quotes; refundable premises deposits and site-specific additional works are excluded.
Fictional editorial scenario. Prices, workload, wages, costs and financing are illustrative planning inputs, not current quotes, measured local averages or actual company results.
Source first-year remote HR advisory practice retained for 36 months: two paid consultants including the owner, quarter-time operations support and original five shares/hourly fees. Staffing fixed; three-month ramp and 6% requested growth replace annual consultant expansion. External review/data purchases are 4% services without inventory. No placement commissions, PEO, payroll pass-through or legal practice revenue. Setup paid once; no refundable office deposit. Fees grow 2%, payroll/fixed costs 3%; 21% tax and 15% employer allowance are simplified.
A 15% illustrative employer allowance is added to paid salaries. The flat 21% native tax provision is a simplified planning input, not an entity or personal tax opinion. Customer sales-tax receipts/remittances and owner distributions are outside this scenario.
All equity is proposed, uncommitted month-0 cash. No debt is modeled. Opening cash is a reserve, not an extra startup expense. Asset/setup/insurance/premises allowances need scoped quotes; refundable premises deposits and site-specific additional works are excluded.
03 / ACTUAL TEN-SLIDE PITCH
A focused funding conversation.
All ten pages of the delivered PDF. Buyer demand, team roles and funding remain proposed.
Willow People Advisory
Every slide is available in the complete ten-slide PDF. The full slide text follows.
Read the complete slide outline
1. Willow People Advisory
Employer questions, defined decisions.
Fictional prelaunch
2. Advice needs usable records.
Paid delivery capacity
55% sold-time target
Preparation and support also take time.
Paid work will test time and margin.
3. A clear scope. A controlled delivery process.
Agree
Schedule
Deliver
Collect
One agreed scope. Documented acceptance.
4. Start with a reachable buying occasion.
Employer sponsors
A defined people question
Business owners
A scoped HR process
Schematic; buyers and area to validate.
5. Every service draws from one pool of hours.
Mix
HR advisory 25%
160/h
Staff relations 25%
175/h
Recruiting 20%
150/h
Pay design 15%
185/h
Leader coaching 15%
170/h
USD / sold hour; illustrative shared-time mix.
6. Compete on the job and the commercial terms.
Possible alternatives
Check before booking
Internal HR team
Sponsor and records
Another advisory firm
Scope and review
Specialist counsel
Effort and collection
Compare equivalent work and written terms.
7. Fund the launch. Keep a reserve.
110,000.00
Proposed equity
14,300.00
Launch uses
95,700.00
Opening cash
Year 1 net income: USD 25,683.16
Minimum cash: USD 54,775.88
8. Proposed team. Clear delivery responsibilities.
Monthly base pay
Principal
9,166.67
HR consultant
6,666.67
Operations support
1,000.00
The paid principal is already in delivery.
9. Prove the job economics before adding capacity.
Paid scope
Time
Cash margin
Prelaunch. These are the next tests.
10. Proposed external equity.
USD 40,000.00
Owner contribution: USD 70,000.00
Terms and funding remain uncommitted.
Project payback: recovered in 12.90 months
KEEP THE COMPLETE EXAMPLE
Three matching documents.
Free fictional sample PDFs. Actual page counts and byte sizes are shown below.
Business plan
12 pages · A4 portrait
96,880 bytes · PDF
Financial report
7 pages · A4 landscape
63,124 bytes · PDF
Pitch deck
10 pages · 16:9 landscape
47,238 bytes · PDF
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