Plans
Which moments to win, what the site holds, which builds, how accounts are won.
The plans turn the map into decisions. They come after the Score for a reason: until you know where buyers are lost today, and to whom, any plan is a guess about what matters. None redefines an audience, and none adds a claim.
Which moments to win first, on three tests: worth winning, a true reason there, still open. Then the segments, the buying paths, and a win strategy against each alternative, including doing nothing.
The only build lit in every live cell, so its plan comes first. For Kestrel: 47 pages, each traced to the moments it answers; twelve are P1 and launch first.
Six categories, fourteen builds, one lead build per cell. A build’s footprint is worked out, not chosen. No moment without a lead, and no build without a lead moment.
The motion step by step, from the fit call to the referral, and every objection answered by a signed claim. If an objection has no signed proof, that’s a gap in Credentials, not a sales problem.
What Kestrel’s footprints show
The website is the hub, lit everywhere but leading only a fifth of the moments. The pitch leads the most cells. Advertising, social and creators lead very little. A consumer brand’s footprints would look almost reversed.
Kestrel is invented.
Where your craft is
Choosing what not to do is the strategist’s art. The plans make the trade-offs explicit, so the agency can defend them in the room.
You should be, a little. Three tiers of moments, two segments, five buying paths, a sales motion in ten steps, seven objections each with signed proof, 47 pages, fourteen footprints that must agree on 149 moments, and a year’s build order.