Assignment To: Rea
1. REMUNERATION STRUCTURE (PRIMARY — NOW)
Status: Active
Nature: Deep work (from home)
▪️ Benchmark consulting firms
▪️ Map revenue → cost → role distribution
▪️ Build STRLDi-aligned structure
▪️ Develop scenario models
👉 This is her core technical assignment
2. TEAM CAPACITY BUILD — STRUCTURE DESIGN
Status: Active (starting now, running into May)
▪️ Co-design with Bernice:
- Start dates
- Weekly structure
- Session flow
- Participation tracking
▪️ Prepare:
👉 May → Winter programme readiness
👉 You are not delivering content — you are structuring the system
3. SESSION / WORKSHOP COORDINATION (OPERATIONAL)
Status: Ongoing (light, not dominant)
▪️ Coordinate:
- Meetings (e.g. Amara, Gola, Mabua)
- Internal sessions (Wed, Sundays)
▪️ Ensure: - Timing
- Attendance
- Follow-ups
👉 This must NOT consume her — it is support work
4. ENGAGEMENT FLOW MANAGEMENT
Status: Active
▪️ Track:
- Who has been contacted
- Where conversations are
- Next steps
▪️ Ensure:
👉 No dropped threads
5. SUPPORT — BRIDGE OUTREACH (CONTROLLED)
Status: Limited / guided
▪️ Support structured outreach (e.g. Amara)
▪️ ONLY with:
👉 clear framing
👉 aligned messaging
❌ No independent outreach
❌ No unstructured asks
6. WEEKLY DASHBOARD (OPERATING DISCIPLINE)
Status: To be enforced
▪️ Maintain:
- Priorities
- Progress
- Gaps
- Next actions
👉 This is how you:
✔ see her thinking
✔ track discipline
WHAT IS NOT EMPHASISED
To be very clear:
❌ You are NOT:
- leading workshops
- designing content
- independently positioning STRLDi
- running external strategy
HOW YOUR ROLE IS EVOLVING
You are moving from:
❌ reactive assistant
to:
👉 structured operator + early systems thinker
CURRENT LOAD (REALISTIC VIEW)
| Task | Weight |
|---|---|
| Remuneration Structure | 🔴 High |
| Capacity Build Structuring | 🔴 High |
| Coordination | 🟡 Medium |
| Engagement Tracking | 🟡 Medium |
| Outreach Support | 🟢 Low |
1. REA — FOCUS AREAS (WORK FROM HOME)
Rea’s work now should move into structure-building, not reactive coordination.
Core Focus (Next 2–3 Weeks)
▪️ Remuneration Structure (Primary Task)
▪️ Benchmarking Consulting Firms (Global + Regional)
▪️ Revenue → Cost → Distribution Logic
▪️ Mapping STRLDi Roles to Real Income Potential
What This Does
▪️ Grounds STRLDi in financial reality
▪️ Builds fairness and clarity internally
▪️ Prepares for:
👉 contracts
👉 scaling
👉 team retention
2. TECHNICAL WORKSHEET — REA’S GUIDE
This is a working document.
SECTION 1: INDUSTRY BENCHMARK (COMPETITION)
Objective
Understand how consulting firms earn and distribute income
Table 1: Revenue Model Breakdown
| Firm | Revenue Streams | % Contribution | Notes |
|---|---|---|---|
| Firm A | Training | % | |
| Consulting | % | ||
| Advisory | % | ||
| Firm B | Same breakdown |
What You Must Extract
▪️ Where do firms make money?
▪️ Which streams dominate?
▪️ What is scalable vs one-off?
SECTION 2: COST STRUCTURE (HOW MONEY FLOWS OUT)
Table 2: Cost Distribution
| Cost Category | % of Revenue | Notes |
|---|---|---|
| Lead Consultant / Partner | % | |
| Associates / Delivery | % | |
| Operations / Admin | % | |
| Sales / Business Dev | % | |
| Marketing | % | |
| Overheads | % |
What She Must See
👉 Where does the money actually go?
👉 What is fixed vs variable?
SECTION 3: REMUNERATION BY ROLE (COMPETITION)
Table 3: Role-Based Earnings
| Role | % Share / Fee Range | Model (Fixed / Variable) | Notes |
|---|---|---|---|
| Lead Facilitator | % or $ | ||
| Consultant | |||
| Programme Manager | |||
| Admin | |||
| Sales |
Key Insight
▪️ Who earns the most?
▪️ Who carries risk?
▪️ Who is scalable?
SECTION 4: STRLDI STRUCTURE (MAPPING)
Now she builds YOUR model.
Table 4: STRLDi Role Mapping
| STRLDi Role | Function | Proposed % / Fee | Notes |
|---|---|---|---|
| Sheila | Content / Delivery | ||
| Rea | Coordination / Ops | ||
| Bernice | Structuring / Admin | ||
| Brunoh | Positioning / Access | ||
| Others |
SECTION 5: REVENUE SCENARIO MODELS
She must test real numbers
Table 5: Scenario Modelling
| Scenario | Revenue | Delivery Cost | Net Margin | Notes |
|---|---|---|---|---|
| Small workshop | ||||
| 2-day session | ||||
| Corporate contract |
What This Builds
👉 Reality check:
- Can we sustain?
- Who gets paid what?
- Where are the gaps?
SECTION 6: INITIAL INVESTMENT NEEDS
Table 6: Upfront Costs
| Item | Estimated Cost | Notes |
|---|---|---|
| Marketing | ||
| Venue / Ops | ||
| Materials | ||
| Admin systems |
4. FINAL DISCIPLINE
The following could happen, and that is ok:
▪️ struggle
▪️ compare
▪️ bring imperfect work
That is where she becomes:
👉 capable — not dependent
FINAL LINE
This task does two things at once:
👉 builds your financial spine
👉 builds your thinking capacity
STRLDI — WEEKLY OPERATING REPORT (1 PAGE)
(Forwarded every Friday evening)
1. SYSTEM PRIORITIES (THIS WEEK)
| Priority | Owner | Status (R/A/G) | Movement This Week |
|---|---|---|---|
👉 Rule: Max 3 priorities only
👉 No new priorities mid-week unless agreed
2. KEY OUTPUTS DELIVERED
| Output | Completed (Y/N) | Quality (1–5) | Notes |
|---|---|---|---|
👉 Only list completed work
👉 No “in progress” here
3. WORK IN PROGRESS (STRUCTURED)
| Task | % Complete | Next Step (Specific) | Blocker (if any) |
|---|---|---|---|
👉 % must be realistic
👉 Next step must be actionable within 48 hours
4. ENGAGEMENT TRACKER (EXTERNAL FLOW)
| Name | Stage | Last Action | Next Action | Owner |
|---|---|---|---|---|
👉 Tracks:
- Amara
- Gola
- Mabua
- Brunoh
- Bernice
👉 No engagement should stall without next action
5. FINANCIAL / STRUCTURE WORK (REMUNERATION TASK)
| Section | Status | Insight This Week |
|---|---|---|
| Industry Benchmark | ||
| Cost Structure | ||
| Role Mapping | ||
| Scenario Models |
👉 Must show progress + learning
👉 Not just activity
6. CAPACITY BUILD (INTERNAL PROGRAMME)
| Item | Status | Decision Made |
|---|---|---|
| Schedule | ||
| Session Flow | ||
| Tracking Method |
👉 Focus on:
✔ structure
✔ decisions
✔ readiness
7. RISKS / GAPS (NO FILTER)
▪️ What is at risk this week?
▪️ Where are we weak / unclear?
▪️ What may delay progress?
👉 Must be honest and direct
8. NEXT WEEK — LOCKED ACTIONS
| Action | Owner | Deadline |
|---|---|---|
👉 Max 5 actions
👉 Must be clear and measurable
RULES (NON-NEGOTIABLE)
▪️ 1 page only
▪️ No paragraphs
▪️ No storytelling
▪️ No repetition
▪️ No vague language
WHAT I AM LOOKING FOR
👉 Are you thinking in:
- structure (good)
or - activity (problem)
👉 Are you:
- moving work forward
or - circulating around it
FINAL LINE
This is not a report.
👉 It is a discipline tool
STRLDI — COMMAND & COORDINATION WEEKLY REPORT (REA)
(1 Page | Submitted Friday Evening)
1. SYSTEM STATE (THIS WEEK)
Overall Status: 🟢 Stable | 🟡 At Risk | 🔴 Unstable
▪️ One-line summary of the system this week:
(e.g. “Workstreams active but lagging in execution handover”)
2. COMMAND PRIORITIES (MAX 3)
| Priority | Why This Matters (System Impact) | Status (R/A/G) |
|---|---|---|
👉 These are not tasks — they are system levers
3. WORKSTREAM CONTROL (BY ENGINE)
| Workstream | Owner | Status | Movement This Week | Gap |
|---|---|---|---|---|
| External Workshops | ||||
| Internal Capacity Build | ||||
| Engagements (Amara / Gola / Mabua) | ||||
| Remuneration Structure |
👉 Shows:
✔ flow
✔ ownership
✔ breakdown points
4. ENGAGEMENT FLOW (CRITICAL PATH)
| Name | Stage | Last Movement | Next Action | Risk |
|---|---|---|---|---|
| Amara | ||||
| Gola | ||||
| Mabua |
👉 No stalled conversations
👉 Every name must have a next move
5. STRUCTURE BUILD PROGRESS
A. REMUNERATION MODEL
| Area | Status | Insight This Week |
|---|---|---|
| Benchmarking | ||
| Cost Structure | ||
| Role Mapping |
B. CAPACITY BUILD (TEAM)
| Area | Status | Decision |
|---|---|---|
| Schedule | ||
| Session Flow | ||
| Tracking |
6. COORDINATION BREAKDOWNS (TRUTH SECTION)
▪️ Where did things not move?
▪️ Where did coordination fail or lag?
▪️ What required intervention?
👉 This is the most important section.
7. NEXT WEEK — CONTROL ACTIONS (MAX 5)
| Action | Owner | Deadline | Outcome Expected |
|---|---|---|---|
👉 These must move the system, not just activity
HOW THIS LINKS TO OUR PAGE
This report directly activates what your page describes:
👉 Command = Setting priorities, seeing the system
👉 Coordination = Ensuring movement across people and workstreams
Without this, the page remains conceptual.
With this, it becomes operational reality.
WHAT CHANGES FOR YOU
move from:
❌ following up on people
to:
👉 holding the system together
WHAT TO SEE (WITHIN 2 WEEKS)
Immediately know:
▪️ Whether you can:
👉 think in systems
👉 see breakdowns
👉 hold multiple threads
or
▪️ Whether you default to:
👉 activity
👉 reporting events
👉 reacting
FINAL LINE
This is not administration.
👉 This is command discipline
Systems Thinking Research & Leadership Development Institute (STRLDi) 
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