Standing Advisory.
Continuing operating discipline for owners who have already completed the 90-Day Control Installation and want the system they built to keep holding under load.
Control is not a possession. It is a practice.
Every system installed during your ninety days, the cash reviews, the accountability map, the weekly command rhythm, the Standing Orders, begins to drift the day the engagement ends. Not because the owner is careless, but because drift is silent and revenue is loud. Standing Advisory exists to catch the drift while it is still cheap to correct.
Same discipline as the Installation: preparation happens before the call. These are working sessions against your numbers, your accountability map, and your current bets, not check-ins.
One designated channel, deliberately written rather than spoken. Writing the question forces the thinking, and the thread becomes a record you can act on. Not a chat line, and not an emergency service.
The new lease, the key hire, the customer demanding special terms. Before you commit, the decision gets a second set of eyes with no stake in your comfort.
Scored against your history, so the state of your control is measured on the same instrument every ninety days, not felt.
Where the system is holding, where it is slipping, and the directive on what to repair first.
As the business changes, the written doctrine changes with it, deliberately, on paper, not by accumulation of exceptions.
Standing Advisory runs month to month with no minimum term. Either party may end it with 30 days written notice by email to the advisory address. Notice must be given at least 30 days before the next billing date; access and service continue through the end of the current paid cycle, with no further charge after that. Fees already paid are not prorated or refunded. Standing Advisory does not pause. Graduates who need to step away should cancel, and may reapply later, subject to availability.
No long contract to justify the relationship. If the advisory stops earning its fee, you stop paying it. That arrangement keeps both sides honest.
Who it is for.
The system has to be installed before it can be maintained. There is no direct entry to this tier, at any price, because advising on a system that does not exist is theater.
You saw the entry-versus-exit comparison. You know what the quarter built, and you know what it cost. This tier protects that investment.
Growth bets, key hires, expansion, restructuring. The business is now large enough that one wrong commitment costs more than a year of this fee.
Discipline held while someone was watching. You would rather keep the watch in place than rebuild the system in two years.
Who it is not for.
Every session and every written directive comes personally from Marcus A.K. Sanchez, who spent fourteen years as CFO/COO of a $120 million, 300-employee multi-site operating group after two decades as an equity partner and operator.