Securafy strategic plan & C-Suite portal · updated July 2026
None of the New Albany entities renewed their 5-year agreements. Because they did not give us 60 days' written notice before expiration, the agreements auto-renewed for one year. Had they not, Securafy would have been out of business — New Albany represents $90,558 of our $136,987 in total monthly recurring revenue (MRR + ORR), a 66% loss overnight. The root cause: we had stopped performing our quarterly vCIO Technology Business Reviews (TBRs) — which is exactly why restarting them is the #1 Rock.
The four-year goal is real and the math works — but only if we fix what's actually broken. The data says the problem is growth and concentration, not pricing.
$0 net-new MRR added in 2026. The base is flat; the growth engine is off.
NRR ≈ $0 vs. a target of $20–30K/mo. No Technology Business Reviews = no project revenue.
Four New Albany accounts ≈ 67% of MRR. Two-thirds of the company rides on one relationship.
Rodney holds four seats (Integrator, Operations, vCIO, vCISO). The revenue engine can't run until we offload him.
Blended managed AISP is $247/seat — squarely in the world-class $150–250 band. We are not underpriced.
13 well-priced clients, none added this year. The fix is acquisition + diversification, not squeezing the base.
Two outsourced SDR firms, a six-month internal team, and 90 days of B2B Rocket — zero appointments. Gartner: AI is rapidly replacing SDRs in IT.
The Domain, Website, SharePoint and SecureScore scanners feed HubSpot to book 10–20 consults/month. Ric carries the BDR seat; +1 BDR per $25K of new MRR.
Theme: Stop the leak, turn on the engine, LAND & EXPAND. Six Rocks, one owner each, reviewed weekly at the Level 10.
| # | Rock | Owner | Due | Status |
|---|---|---|---|---|
| 1 | Finish the diagnostic sprint | Randy + Rodney | Aug 15 | 3 of 7 done |
| 2 | Restart the TBR / NRR engine + stand up the TAM (#1 priority) | Rodney | Sep 30 | On track |
| 3 | Mission Control full cutover | Brandon | Aug 1 | On track |
| 4 | Instrument & run the sales engine — NEW logos | Ric | Sep 30 | On track |
| 5 | LAND & EXPAND — finish the 5 AI tools | Randy | Sep 30 | On track |
| 6 | Close out the pricing / small-account assessment | Rodney | Jul 31 | Largely done |
LAND & EXPAND — the backdoor go-to-market: free AI assessments (cyber, domain, website, SharePoint, M365 SecureScore) get our foot in the door, convert prospects to clients, then move down the stack: vCISO-aaS → Compliance-aaS → MSSP → MSP.
Run on EOS. One person can hold several seats today; the plan offloads them as revenue grows. Full detail & graphics in the org & accountability charts (PPTX) and the accountability chart (Word).
Also shared: Marketing (Jillian) · Finance (Randy → future hire). Offshore staff are walled off from CJIS/CMMC-regulated clients; US staff (+ Mission Control's US queue) cover those.
13 clients · $101,701 managed MRR + $35,286 ORR · 412 seats · blended managed AISP $247/seat. ⚠️ = below the $1,800/mo floor.
| Client | MRR/mo | ORR/mo | Total/mo | Seats | AISP |
|---|---|---|---|---|---|
| New Albany Country Club | $37,937 | $10,288 | $48,225 | 160 | $237 |
| New Albany Company | $14,219 | $14,144 | $28,363 | 58 | $245 |
| New Albany Realty | $12,512 | $1,458 | $13,970 | 32 | $391 |
| Jay-Em Aerospace | $9,905 | $2,771 | $12,676 | 38 | $261 |
| Freedom Health LLC | $8,076 | $3,291 | $11,367 | 34 | $238 |
| Amer Cunningham | $7,321 | $1,257 | $8,578 | 32 | $229 |
| New Albany Community Foundation | $3,600 | $625 | $4,225 | 14 | $257 |
| RCO Sales, Inc. | $2,352 | $935 | $3,287 | 16 | $147 |
| Standard Welding & Steel | $2,323 | $450 | $2,773 | 15 | $155 |
| KASS Corporation ⚠️ | $1,707 | $0 | $1,707 | 7 | $244 |
| Walford Industrial Park ⚠️ | $969 | $66 | $1,035 | 3 | $323 |
| Friendsville Sand, LP. ⚠️ | $506 | $0 | $506 | 1 | $506 |
| Supro Spring & Wire Forms ⚠️ | $276 | $0 | $276 | 2 | $138 |
| Total | $101,701 | $35,286 | $136,987 | 412 | $247 |
New Albany's four accounts = ~67% of MRR. Diversifying is the #1 risk to manage.
The four ⚠️ don't consume vCIO/TAM time (by request). Three are owner-remnants of former large clients (protection-only). KASS is the only upgrade candidate.
ORR is ~35% of MRR — a healthy secondary stream, and the compliance lines seed the MSSP story.
Full workbook: AISP audit — LIVE (Excel) · narrative: client breakdown (Word).
The plan is self-funding — each move pays for the next. That's also why a miss anywhere breaks the chain. Every seat has to execute.
Pricing is healthy, ORR attach is strong, and the sales math works: a few BDMs ramped to full quota with low churn reach $10M. The finish line doesn't move much with a lower starting base — the constraint is execution, not the numbers.
Protect the #1 Rock (TBRs) above all. Hold the weekly sales meeting. Diversify away from New Albany. Ship LAND & EXPAND. Hit 90% of Rocks — every quarter, every seat.
All live plan documents and working models. To share: send the whole Business Planning folder (or its cloud link) so these links resolve for the recipient.