One system. A continuing conversation.
Learn the whole picture here. Each tab follows the same flow for a different kind of work.
Ryan brings intention and judgment. AI helps think, prepare, execute and verify. The vault preserves the work; people choose and carry it forward.
Choose a purpose above, then click any of the four steps.
The map keeps its structure. The example, responsibilities and records change with the work.
The records stay in their proper homes. Ryan’s Master holds his actions; functional execution stays in its project. Private household and journal material stays private. A saved draft, approved version, delivered item and actual use are distinct states.
Explore the underlying plans, roles, calendar and folder structure
Direction comes down. Evidence comes back.
Choose a horizon to see what it takes from the level above, what it gives the level below, and how results change it.
Turn direction into commitments
The quarter’s outcome helps choose monthly work. The month supplies candidates for the week. Ryan and the Chief of Staff choose the week against real capacity, then select one to three daily priorities.
Let the facts change the plan
A delayed decision stays open. A completed draft is recorded as a draft. A changed assumption goes back to its project, model or plan. Significant findings can be raised immediately.
Connect the functions
Revenue, finance, operations and technology may contribute to one outcome. Each owns its work. The CEO integrates the trade-offs; the Chief of Staff connects Ryan’s attention and commitments.
The business plan has to support your life.
The five-year plan gives us the destination. The company forecast and personal financial plan test whether the business can fund it, with the time, cash flow and wealth you want.
Five-year Owner’s Scorecard
How do I want to spend my time? What cash do I need personally? What wealth and choices do I want to build?
Company forecast and annual budget
Sales, prices, margins, staffing and reinvestment become an operating plan. The financial model tests the income statement, balance sheet and cash flow together.
The annual budget details the coming year. The longer forecast carries supported assumptions forward and shows what changing them could mean.
The question: after funding operations, working capital, debt, investment and required cash, what can the business pay the owner, and when?
Household budget and wealth plan
Owner payments and other household income fund personal taxes, living expenses and debt payments. The remaining cash can support reserves, investments and larger goals.
The personal balance sheet tracks assets and debts over time. Company equity belongs in the wealth picture with a supported valuation and a clear ownership share.
The question: does that path fund the life we want, on the timetable we want, with acceptable demands on our time?
Salary or other role pay
Pay for the job you perform. If someone replaces you, include their cost and reconsider what compensation you still earn.
Distributions
Cash paid because you own the business, subject to its actual payment capacity and the applicable agreements. Earnings alone do not establish available cash.
Company equity value
Part of your wealth. It is not household spending money. If a scenario assumes a sale, model the timing and proceeds separately from continuing distributions.
Then the financial choices become real work
Agree the business budget, family requirements and calendar capacity.
Choose the changes needed in revenue, operations, finance and leadership.
Put Ryan’s decisions on the Master; choose work that fits the calendar.
Compare business performance, owner payments and household results with the plan.
Keep the approved budget as the comparison. Update the current forecast deliberately when evidence changes. Bring material gaps back to the owner’s goals and the next quarterly or annual decision.
An owner wants to spend less time approving quotes. Hiring or developing a manager takes cash and may reduce near-term distributions. The company forecast tests that cost; the family budget tests the effect on savings. The owner chooses the timing, the COO prepares the transition, and the chosen week includes the decisions needed to make it happen.
How this connects in Ryan’s current records
The November 8 company and family project records document a link from the selected business forecast scenario into the private household model’s income and scenario information. Household assumptions then flow through the family budget and projected balances. The Playbook points to these existing models.
This describes the documented connection, without exposing private amounts. The forecast scenario is distinct from an adopted annual budget, verified cash received or complete financial acceptance. This map update does not audit or change workbook formulas.
The list is organized around responsibility.
The Master To Do List holds Ryan’s actions across the business and his life. Functional projects hold the work needed to prepare, execute and verify them.
“Review the quoting approval rules with the operations lead.”
One clear action links to the detailed project. A horizon tells us when to reconsider it. Being tagged “this week” does not make it a chosen weekly commitment.
The Chief of Staff connects the work
- Sort captures, remove duplicates and identify the next action.
- Check goals, promises, due dates and calendar capacity.
- Route supporting work with enough context to act.
- Bring decisions and verified results back to Ryan.
Ryan chooses the week
Must land this week: dated or promised work.
Top of mind: the work he deliberately wants in view.
Paused, waiting and later work stay visible in the Master. Completion is reconciled to the original action and project.
The calendar turns the plan into available time.
We work from the owner’s requirements to the year, the recurring week and the rules for booking a meeting. The chosen week then uses the actual calendar.
2027: the year has a purpose
The documented program design connects the quarter’s work to the annual reset. Monthly themes are still being settled.
The monthly Boardroom cycle
Teach → Review → Reflect.
Teach → Review → Reflect.
Teach → Review → Reflect.
Monday Hot Topics helps owners with the business situations they face that week, supported by the team’s experience, tools and AI. The first three Tuesdays help them review each function; their findings inform the owner’s decisions. Blueprint owners participate in the fourth-Tuesday mastermind throughout the session.
Monday and Tuesday sessions are designed for 10:30 a.m.–noon Central. January, April and July quarterly workshops replace the corresponding Monday/CFO Tuesday. First-Wednesday training and holiday/Summit exceptions require the exact current calendar. Teaching these sessions is separate from conducting iBD’s own internal functional reviews.
The ideal week protects capacity
Simplified business pattern from the accepted design. It does not display Ryan’s personal appointments or live availability.
Existing commitments and individual exceptions still matter. Before adding work, count preparation, the meeting itself, review and follow-through. If it does not fit, choose what moves, changes scope or goes to an accepted owner.
GoHighLevel gives different meetings different rules
Five meeting types recorded as configured and Active in the October 20–24 implementation checks.
The booking settings define duration, allowed hours, notice, how far ahead someone can book and conflict checks against connected calendars. Google Calendar holds actual events. GoHighLevel also holds relationship and follow-up records; the vault preserves the business context and decisions.
What is established, and what still needs checking?
Documented implementation
Five types were activated and sampled public slots checked. Monday, Friday and weekends were closed to new bookings. Before/after buffers and calendar conflict selections were saved.
The monthly meeting’s booking range was extended to 430 days on October 27 to reach through 2027 at that time. That range rolls forward.
Remaining work
A completed booking, Google write-through, date-specific timezone behavior and replacement of existing recurring appointments still need end-to-end verification. Notification emails remain deliberately disabled in the recorded setup.
The November 10 session design still needs its full rollout across procedures, handouts, calendar references and Mighty. Attendance capture from these sessions into GoHighLevel is not connected.
This walkthrough uses the dated project records, not a fresh live availability audit. It does not reserve appointments or make calendar changes.
The feedback loop: compare the calendar you designed with the week you actually lived. Use the difference to adjust capacity, priorities, booking rules or the larger plan.
Each record has a job and a home.
The folder structure makes the work findable. Links explain the relationship. Procedures tell us how to do recurring work. Saved results let the next conversation continue.
AGENTS.md · the shared starting guide
_My Owner’s Playbook · private
- DashboardOpens the current plans and working periods.
- 1. The PlanScorecard, Roadmap, North Star, 90-Day Game Plan and Value Growth Plan.
- 2. The NumbersBudget, forecast, valuation, compensation and original model links.
- 3. Your Leadership TeamResponsibilities and links to each function’s company work.
- 4. The Rhythm
- Master To Do List
- Daily Notes
- Weekly Notes
- Monthly Notes + reviews
- Quarterly Notes + Boardroom work
- Annual Notes + planning
- Five-Year Notes
- 5. My WorkspaceSelected captures, clippings, personal projects, session notes and attachments. Ryan’s private extension.
iBD Operating System · company work
- Strategy / CEO
- Revenue / CRO
- Delivery / COO
- Finance / CFO
- Technology / CIO
- Team / RolesRole cards and Working Desks.
- Systems / SOPsMaintained procedures and tools.
- ProjectsCurrent state, decisions, next action and evidence.
Member, Family and Library
iBD Ownership OS — Member: reviewed teaching and reusable tools. Owners fill their own working copies.
Tansom Family: private household records.
Ryan Library: private learning and relationship history.
The Member Playbook has four parts. Ryan’s fifth section and private journals stay in his own home.
How AI enters and leaves the work
- Understand the purposeRead the shared starting guide and Ryan’s actual request.
- Enter the right roleRead its responsibility, Working Desk and current project.
- Use the source and the procedureRead the actual evidence and the applicable standard operating procedure.
- Think and act with RyanClarify consequential choices, challenge assumptions and carry out authorized work.
- Verify the resultCheck what was saved, completed or delivered. Record what remains unresolved.
- Preserve the handoffUpdate the owning project and affected actions. Link substantial session work from the daily note.
The next session can read what we decided, why we decided it, where the work is and what still needs to happen. Ryan can pick up the conversation without rebuilding the context.
Google Drive holds the working materials
Original recordings, production files, workbooks and review editions stay in their established Drive homes. The vault links to the exact materials and records which edition is accepted.
Publishing is a separate step
Google Docs, Member releases, Mighty, the website and email each need their own reviewed output and verification. Updating an Obsidian note does not prove those destinations changed.