Executive Overview
GTM Health
Track real-time metrics toward $25K/month MRR. All fields are editable — click any number to update.
Operating doctrine: What makes ByteSense dangerous now is relentless bottleneck removal. Every week: find the bottleneck, remove it, observe the next bottleneck, remove it again. The company does not move faster by tracking more activity. It moves faster by removing the current constraint on commercialization.
Team
Headcount
John — Co-CEO: GTM
Majid — Co-CEO
Yash — COO / Product
Sarnab — CTO
Team Lead + Devs — Digital Systems
Support Terminal — In place
Majid — Co-CEO
Yash — COO / Product
Sarnab — CTO
Team Lead + Devs — Digital Systems
Support Terminal — In place
New: full department model extracted into Sales + Support, Supply Chain, Product + R&D, Regulatory + Legal, Digital Systems, and GTM Ramp.
Active Risk Items
FCC certification
in review, blocks full commercial launch
GTM operating cadence
leadership alignment, sales rhythm, and departmental accountability must stay visible
Supply chain gap
Nikhil departed, fulfillment on founder attention
Capacity
work exceeds available hours across GTM leadership and operators
Monthly Revenue
$
Monthly Recurring Revenue
Revenue This Month
$
Month-to-Date Sales
vs $25K goal
Progress to $25K/month Target
0%$25,000 remaining
Path requires 22–25 offices in steady-state reorder at avg $976/mo per active office
Offices Signed
Signed Partnerships
Pipeline: at contract stage
Offices Activated
Active Offices
0% of signed
First Sales This Month
New Office Orders
Repeat Orders
Offices That Reordered
Reorder rate: —
Units in Stock
Inventory on Hand
Sufficient
Inventory Coverage
—
Days at Current Sell Rate
150 ordered Jun · 350-unit batch Jul/Aug
Open Orders
Awaiting Fulfillment
Fulfillment Rate
%
Orders Shipped On Time
Acquisition Timeline
12–15 months to acquisition readiness
FCC CertificationIn review — target completion Q3 2026
Controlled Pilot (3–5 offices)Validate activation protocol + reorder behavior
Leadership Operating CadenceGTM, operations, sales, and support accountability rhythm formalized
Capacity Plan FinalizedOps hire or fractional support in place
Repeatable Demand Proven22–25 active offices, $25K MRR
Acquisition ReadinessClean cap table, validated unit economics, defensible IP
Phase Targets
| Phase | Offices | Active | Est. MRR | Timeline |
|---|---|---|---|---|
| Validation | 3–5 | 2–3 | $3K–$5K | Mo 1–2 |
| Early Traction | 8–12 | 5–7 | $7K–$10K | Mo 3–4 |
| Repeatable Demand | 22–28 | 18–22 | $20K–$25K | Mo 5–9 |
Key assumptions: 60% activation rate, 15% monthly churn, unit price $279 (beta), avg repeat order 3–4 units/mo = $837–$1,116/mo per active office.
Sales + Support
Daily Scoreboard
Sales execution visibility for GTM activation against the $25K/month goal.
Offices Signed
This month
Offices Activated
Ready to order
First Sales
New orders
Reorders
Repeat
Monthly Rev
$
MRR
Pipeline Breakdown
Number of offices at each sales stage
Prospect
0
In Conversation
0
Demo Scheduled
0
In Negotiation
0
Signed
0
Activated
0
Sales Team
| Role | Owner | Cost | Status |
|---|---|---|---|
| Office Closing | John / Majid | — | Active |
| Clinical Implementation | CIS Hire | $2,000/mo + bonus | Planned |
| Ops Implementation | OIS Hire | $1,440/mo | Planned |
| Support Operator | Support Terminal | $870–$1,730/mo | In Place |
Revenue Per Office
| Item | Amount |
|---|---|
| Onboarding fee (one-time) | $749 |
| First unit order | $279 |
| Month 1 total | $1,028 |
| Avg repeat orders (3–4 units/mo) | $837–$1,116/mo |
| 6-month cohort value | ~$5,900 |
3-Call Sales Sequence
Discovery → Education → Demo+Close (14–28 days each)
| Sales Stage | Purpose | Critical Constraint |
|---|---|---|
| Discovery | Qualify the office and identify practice motivation. | Must create enough signal for Education call. |
| Education | Build clinical and business understanding around the ByteSense workflow. | Must reduce trust friction before demo/close. |
| Demo + Close | Move the office into agreement, payment, onboarding, and first order path. | Must hand off cleanly into activation support. |
Role-level functions moved to HR: Office closing, onboarding calls, clinical credibility, operational implementation, support, and reorder ownership now live in clickable HR role pages.
Department extract: Sales capacity, costs, and conversion flow are preserved here; role-level details now live in HR.
Department 1: Sales + Support
The sales and support loop is the immediate commercialization proof layer.
REVENUE
Required Roles
Support OperatorOperational Implementation SpecialistClinical Implementation Specialist
These roles convert interest into signed offices, trained staff, first orders, activated offices, and reorders.
Capacity Requirement
Parallel
Sales cannot depend on one founder simultaneously closing, onboarding, training, supporting, and following up.
Cost Summary
Clinical Implementation Specialist: $2,000/mo base + bonuses
Operational Implementation Specialist: $18/hr × 20 hrs/wk = $1,440/mo
Support Terminal: $10/hr × 20-40 hrs/wk = $870-$1,730/mo
$4,310 - $5,170
Monthly total for Sales + Support
Role function details are centralized in HR. This department tab now stays focused on sales capacity, cost, and operating constraints. Click a role below to open its function page inside HR.
Cost note: The Clinical Implementation Specialist's $500/activated office bonus is drawn directly from the $749 onboarding fee — leaving $249 net per activated office. At a 60% activation rate, this aligns incentive with outcome while keeping the bonus self-funding from onboarding revenue.
Sales-owned activation: The office-to-reorder timeline lives here because signed office activation, first order, patient evaluation, and reorder conversion are revenue-cycle responsibilities.
Office-to-Reorder Activation Timeline
From signed office to second unit order — the realistic cycle per office under beta pricing assumptions.
ACTIVATION GANTT
~20 BD
Best-case: signed office to second order (~4 calendar weeks).
~31 BD
Worst-case: signed office to second order (~6.5 calendar weeks).
$1,028
Revenue in first order window: $749 onboarding + $279 first unit.
BD 0
BD 5
BD 10
BD 15
BD 20
BD 25
BD 30+
Stage 1: First Order Decision
Office identifies patient, places order — 1–2 wks
Stage 2: Unit in Transit
10 business days after order placed — fixed
Stage 3: Patient Evaluation
Dentist fits patient, calls to follow up — 2–4 days
Stage 4: Reorder Decision
Office reviews outcome, decides on 2nd order — 3–7 BD
✓ 2nd Order Placed
Best ~BD 20
Worst ~BD 31
Shaded bars = possible range. Solid bars = best-case window. The longest delays sit in Stage 1 (deliberation before first order) and Stage 4 (post-eval decision). Both are addressable with proactive Support Operator check-ins at BD 5 and within 2 BD of unit delivery confirmation.
| Stage | Duration | Revenue Trigger | Intervention Point |
|---|---|---|---|
| Office deliberates → first order | 1–2 weeks (5–10 BD) | $749 onboarding (collected at sign) + $279 first unit | Support Operator check-in at BD 5 if no order placed |
| Unit 1 in transit | 10 business days (fixed) | Unit cost charged at order | Delivery confirmation follow-up at BD 12 post-order |
| Patient evaluation | 2–4 days | No new revenue; determines reorder intent | Clinical Specialist on call for dentist questions |
| Reorder decision | 3–7 business days | $279+ per unit (second order) | Ops Specialist outreach if no order by BD 5 post-eval |
$0 → $25K MRR Ramp
Full ramp model, resource requirements, AO capacity, sales cycle, activation timelines, and revenue milestones.
Scaling from $0 to $25K MRR
A realistic path from controlled pilot to repeatable monthly demand, with resource requirements and timeline.
COMMERCIALIZATION PATH
$25K
MRR target: ~22–25 actively ordering offices at 3–4 units/mo × $279 = $837–$1,116/mo each in repeat orders.
6–9 mo
Estimated timeline from first controlled pilot office to $25K/mo run rate, assuming 60% activation and 15% monthly churn.
$14,010 - $18,670
Total monthly people cost across all departments. Inventory ($18K–$21K/mo) and one-time battery reorder ($17.5K) are separate cash costs.
| Department | Role | Status | Rate | Monthly Cost |
|---|---|---|---|---|
| Sales + Support | Clinical Implementation Specialist | Hire | $2,000/mo base + $500/$750 bonuses | $2,000 |
| Sales + Support | Operational Implementation Specialist | Hire | $18/hr × 20 hrs/wk | $1,440 |
| Sales + Support | Support Terminal | In place | $10/hr × 20-40 hrs/wk | $870 - $1,730 |
| Supply Chain + Inventory | Operations & Supply Chain Manager | Required hire | Salaried | $6,000 - $7,000 |
| Supply Chain + Inventory | Technician (per person) | Required hire | $20/hr × 20-40 hrs/wk | $1,700 - $3,500 |
| Digital Systems | Software & Digital Dev team | In place | Team Lead $30/hr, devs $15/hr | $2,000 - $3,000 |
| Product + R&D | Algorithm Developer | Planned | Varies by quality | TBD |
| Regulatory + Legal | Regulatory Counsel | Future | — | $0 now |
| Regulatory + Legal | Patent Counsel | Future | — | $0 now |
| Total people cost per month | $14,010 - $18,670 |
| Inventory per month (at 150 units/mo) | $18,000 - $21,000 |
| Near-term one-time: 5,000-battery reorder (by month 3-4) | $17,500 |
| Phase | Offices Onboarded | Active (Post-Churn) | Est. Monthly Revenue | Resource Need | Timeline |
|---|---|---|---|---|---|
| Phase 1: Validation | 3–5 | 2–3 | $3K–$5K | Founder-led + Support Operator | Months 1–2 |
| Phase 2: Early Traction | 8–12 cumulative | 5–7 | $7K–$10K | Add Ops Implementation Specialist | Months 3–4 |
| Phase 3: Repeatable Demand | 22–28 cumulative | 18–22 | $20K–$25K | Full team: Support + Ops + Clinical Specialist | Months 5–9 |
Key assumptions: 60% activation rate (onboarded → first order), 15% monthly churn, unit price $279 (beta), avg repeat order 3–4 units/mo = $837–$1,116/mo per active office. Revenue includes $749 onboarding fee + recurring unit orders. Path assumes manufacturing replacement in place before Phase 1 launches.
Cost structure: Phase 1 relies on founder time + $1.2K/mo (Support Operator only). Full $12.1K/mo S&S cost kicks in by Phase 3. If activation drops below 50% or churn exceeds 20%, timeline extends 2–3 months and the S&S break-even point shifts above $25K.
Revenue per Office (Beta Pricing)
Onboarding fee: $749 (one-time, collected at sign)
First unit: $279 (ordered 1–2 weeks post-sign)
Month 1 total: $1,028
Avg repeat orders: 3–4 units/mo = $837–$1,116/mo
6-month cohort value: $1,028 + 5 × $976 avg = ~$5.9K per office
Path to $25K Requires
22–25 offices in steady-state reorder (after churn)
4–5 new offices onboarded/mo to offset 15% churn and grow
Activation window: sign → first order → second order in 4–7 weeks (see Gantt below)
$0 → $25K MRR: The Full Ramp Gantt
How the 22–25 offices are acquired, activated, and ramped to generate $25K/mo —
mapped against BAS sales cycles, AO capacity, and the 90-day beta per practice.
Scale: 9-month horizon (Month 0 = start of selling activity).
Mo 1
Mo 2
Mo 3
Mo 4
Mo 5
Mo 6
Mo 7
Mo 8
Mo 9
Sales Pipeline (BAS)
BAS Discovery Calls
8–12 calls/wk; 50–65% → Education
3-Call Sales Sequence
Discovery → Education → Demo+Close (14–28 days each)
Offices Signed / Month
Target: 2–3/mo (Mo1–2) → 4–5/mo (Mo3+)
AO Activation (per cohort)
Cohort 1 (Mo 1 signs)
3–5 offices; first case ~D21; AO high-touch
Cohort 2 (Mo 2 signs)
3–5 offices; AO begins staggered kickoffs
Cohort 3–4 (Mo 3–4 signs)
8–10 offices; AO2 onboarded by Mo3
Cohort 5–6 (Mo 5–6 signs)
8–10 offices; AO3 online; fills 22–25 seat target
AO Headcount & Capacity
AO 1 (Founder-led or hire)
Carries 8–12 offices; ceiling 15–18
AO 2 hired (Mo 3)
Onboards in Mo3; absorbs Cohorts 3–4
AO 3 hired (Mo 5)
Absorbs Cohorts 5–6; unlocks final 8–10 offices
Cumulative Active Offices & MRR
Active Ordering Offices
Post-churn; 60% activation, 15% mo churn
Est. MRR
Avg $976/mo per active office (repeat orders)
📍 Revenue Milestones
$5K (Mo2)
$10K (Mo4)
$21K (Mo7)
$25K+ (Mo9)
Why the ramp isn't linear: Months 1–2 are intentionally slow — the BAS sales cycle takes 14–28 days, and the first cohort is used to validate the AO activation protocol before scaling. The inflection happens at Month 3 when AO 2 comes online and sign rate targets step up to 4–5/mo. By Month 5, three AOs are active and the office count compounds as Certified Providers churn at only 15%/mo while new cohorts enter continuously.
| Month Range | Phase | Offices Signed Cumulative | Active (Post-Churn) | Est. MRR | AO Headcount |
|---|---|---|---|---|---|
| Mo 1–2 | Validation | 5–8 | 2–5 | $3K–$5K | 1 AO (founder-led) |
| Mo 3–4 | Early Traction | 14–20 cumulative | 8–14 | $7K–$13K | 2 AOs |
| Mo 5–6 | Scaling | 24–32 cumulative | 15–20 | $15K–$19K | 2–3 AOs |
| Mo 7–9 | Repeatable Demand | 38–50 cumulative | 22–25 | $21K–$25K+ | 3 AOs (8–12 offices each) |
Critical path constraints: (1) BAS must maintain 8–12 discovery calls/week from Day 1 — the 14–28 day sales cycle means Mo3 closes depend on Mo1 outreach already in motion. (2) AO 2 must be contracted and ramped before Mo3 signs arrive or AO 1 hits capacity ceiling (15–18 offices) and quality degrades. (3) The 60% activation rate assumption means ~40% of signed offices will underperform — sign targets must account for this fallout to net the required 22–25 active offices.
Yes/Payment → First Case Submitted
Average activation timeline per office under the AO-led 90-day beta protocol
~14 days
Best-case: fast team, prior FOL integration, motivated staff who certify on first attempt.
~21 days
Typical: 1–2 TC re-attempts, slight scheduling friction, new FOL account setup needed.
~35 days
Worst-case: TC needs multiple re-attempts, doctor schedule delays, lab integration lag.
Day 0
Day 5
Day 10
Day 15
Day 20
Day 25
Day 30+
Handoff
BAS Handoff Package
Compiled & submitted to AO within 24–48h of payment
AO Package Review
45-min deep read; builds practice mental model
Launch
AO First Call
Within 24–48h of handoff; sets kickoff date, warm relationship open
60-Min Kickoff Call
Practice Advocates designated; FOL integration scheduled; training access provisioned
Medit / FOL Integration
Florida Oral Labs added to Medit account — hard prereq for sample case
Training & Certification
Online Training (All Staff)
Self-paced via training.bytesense.ai; AO monitors dashboard daily
TC Simulation Cert.
Attempt 1 typical D7–D10; retests within 48h each; up to 4 attempts before L2 flag
Doctor Diagnosis Cert.
Parallel path to TC cert.; same escalation rules apply
First Patient → First Case
Sample Case Walkthrough
AO-led dry run with practice team; requires FOL active + both certs passed
First Patient Identified
From 12 pre-seeded candidates; TC presents bioSense™ at appointment
First Case Submitted ✓
Patient consents → doctor scans → case submitted to FOL via Medit
🎯 First Case Goal
Best ~D14
Typical ~D21
Worst ~D35
Hard constraints governing the critical path: The Sample Case Walkthrough cannot begin until (1) FOL integration is confirmed active and (2) both TC and Doctor certifications are passed. These two gates — lab integration and dual certification — are the primary reason for best-case vs. worst-case spread. AO proactivity at Days 5 and 9 compresses this window by 3–7 days in practice.
| Phase | Calendar Days | AO Action | Rate-Limiting Risk |
|---|---|---|---|
| Handoff | D0–D2 | Receive & absorb BAS package; book AO First Call | BAS delays package submission; AO skims instead of absorbs |
| Launch | D2–D7 | First Call → Kickoff Call → Advocates named; FOL integration live | Office scheduling friction; Medit account not yet set up |
| Training | D4–D14 | Monitor dashboard daily; trigger re-engagement within 48h of stall | TC re-attempts; competing office priorities; staff disengagement |
| First Case | D10–D21 | Sample Case Walkthrough → pipeline review → patient presented | No pre-seeded patient pipeline; TC hesitates on first real presentation |
Office-to-Reorder Activation Timeline
From signed office to second unit order — the realistic cycle per office under beta pricing assumptions.
ACTIVATION GANTT
~20 BD
Best-case: signed office to second order (~4 calendar weeks).
~31 BD
Worst-case: signed office to second order (~6.5 calendar weeks).
$1,028
Revenue in first order window: $749 onboarding + $279 first unit.
BD 0
BD 5
BD 10
BD 15
BD 20
BD 25
BD 30+
Stage 1: First Order Decision
Office identifies patient, places order — 1–2 wks
Stage 2: Unit in Transit
10 business days after order placed — fixed
Stage 3: Patient Evaluation
Dentist fits patient, calls to follow up — 2–4 days
Stage 4: Reorder Decision
Office reviews outcome, decides on 2nd order — 3–7 BD
✓ 2nd Order Placed
Best ~BD 20
Worst ~BD 31
Shaded bars = possible range. Solid bars = best-case window. The longest delays sit in Stage 1 (deliberation before first order) and Stage 4 (post-eval decision). Both are addressable with proactive Support Operator check-ins at BD 5 and within 2 BD of unit delivery confirmation.
| Stage | Duration | Revenue Trigger | Intervention Point |
|---|---|---|---|
| Office deliberates → first order | 1–2 weeks (5–10 BD) | $749 onboarding (collected at sign) + $279 first unit | Support Operator check-in at BD 5 if no order placed |
| Unit 1 in transit | 10 business days (fixed) | Unit cost charged at order | Delivery confirmation follow-up at BD 12 post-order |
| Patient evaluation | 2–4 days | No new revenue; determines reorder intent | Clinical Specialist on call for dentist questions |
| Reorder decision | 3–7 business days | $279+ per unit (second order) | Ops Specialist outreach if no order by BD 5 post-eval |
Operations
GTM Execution Readiness
SOP maturity, office onboarding success, and supply chain coordination. Data sourced from Yash.
Full Operations Dashboard
A dedicated, more detailed operations dashboard lives at ops.bytesense.ai
Open ops.bytesense.ai →
A dedicated, more detailed operations dashboard lives at ops.bytesense.ai
Onboarding Pipeline
Offices in Setup Phase
Avg ~21 days to activation
SOP Completion
%
Critical SOPs Documented
Open Tickets
Active Support Issues
Process Blockers
High-Priority Gaps
Operations Team
| Name | Role | Focus | Status |
|---|---|---|---|
| Yash | COO | Operations, Product, Supply Chain direction | Active |
| Ops & SC Manager | Operations + Supply Chain | Day-to-day tracking, scheduling, inventory | Unfilled |
| Support Terminal | Customer Support | Issue triage, debugging, customer comms | In Place |
Capacity gap: Until the Ops & Supply Chain Manager is hired ($6,000–$7,000/mo), tracking, scheduling, and inventory safety run on founder attention.
Operations Readiness Handoff
| Ops Layer | What Operations Owns | Boundary |
|---|---|---|
| Setup systems | SOPs, internal tracking, materials readiness, facility coordination | Does not own reorder conversion |
| Order support | Production readiness, inventory visibility, delivery handoff | Sales owns office activation/reorder motion |
| Issue routing | Escalate fulfillment, device, and support issues into the right system | Role functions live in HR role pages |
Operationally supports the office lifecycle without owning the sales/reorder conversion loop.
Supply Chain + Inventory
Fulfillment Visibility
Commercialization fails if demand arrives faster than inventory visibility and replenishment capacity.
Current status: The supply chain system has been created, but it is not yet manned. Until the Operations and Supply Chain Manager is hired, tracking, scheduling, and inventory safety run on founder attention.
COGS per Unit
$120–140
Volume tiered: $120 at 450 units, $140 at 150 units
Target Sell Rate
150/mo
150 units × $350 = $52,500 revenue at scale
Cash Per Order
$21K–54K
$21K for 150 units · $54K for 450-unit bulk
Inventory on Hand
Units ready to ship
Demand Scenarios
Component cash requirements at different demand levels
| Demand Scenario | Monthly Units | Component Cash at $140/unit | Implication |
|---|---|---|---|
| Controlled pilot | 25–50 | $3.5K–$7K/mo | Manageable manually, but still needs tracking |
| Early commercialization | 100–150 | $14K–$21K/mo | Requires replenishment planning and inventory dashboard |
| $100K/mo revenue target | ~286 units | ~$40K/mo | Inventory becomes a cash and planning constraint |
Inventory Timeline (Jun–Dec 2026)
Selling ramp from 15 units → 600 units/month
Jun
115 on hand
Spend $15K for 150 units
Target: sell 15
Spend $15K for 150 units
Target: sell 15
Jul
Order
Spend $22K for 350-unit components
Target: sell 40
Spend $22K for 350-unit components
Target: sell 40
Aug
Assembly
Spend $8K to finish 350 units
Target: sell 60
Spend $8K to finish 350 units
Target: sell 60
Sep
Arrive
150-unit batch arrives
75/mo signal checkpoint
150-unit batch arrives
75/mo signal checkpoint
Oct
350 arrive
Target: sell 150
Target: sell 150
Nov
Growth
Growth inventory needed
Target: sell 300
Growth inventory needed
Target: sell 300
Dec
Scale
Target: sell 600
Plan next 1,050+ unit order
Target: sell 600
Plan next 1,050+ unit order
Cash Flow Model — Executive Summary
Models current inventory plus planned batches, a $300 unit price, and a ramp from 75 → 150 → 300 → 600 units/month.
Core answer: if 75 units/month becomes real and you expect to double to 150, then 300, you need to place about 700 additional units beyond the 615 units already on hand/planned — two more 350-unit batches, or about $60K of additional inventory spend.
Important constraint: because lead time is 6–12 weeks, you cannot wait until the month you need the units. A 75-unit/month signal means you should already be preparing the next 350-unit order. A 150-unit/month signal means you should order the next 350 immediately.
Cash Flow Projection
Shows when customers begin covering operating burn and when inventory spend creates temporary cash drawdowns.
Inventory Position
Whether the projected ramp can be fulfilled with available/planned inventory under the selected order timing.
Order Plan
The goal is not to over-order blindly — order when demand becomes visible early enough to avoid a stockout.
Current Inventory Stack
Recommended Reorder Triggers
CEO rule: do not order based on emotional fear of running out. Order based on visible sell-through, signed commitments, and the 6–12 week lead-time math. The expensive mistake is ordering too late after demand is proven, or too early before demand is real.
Self-Funding Milestones
The levels where the business transitions from treasury-funded to customer-funded.
Interpretation: 75 units/month proves demand but does not fully fund the business. 125–150 units/month starts true self-funding. 300 units/month turns inventory into a growth flywheel instead of a treasury drain.
Key point: Sales growth creates inventory cash demand before the revenue cycle stabilizes. Without supply chain ownership, growth creates stockout risk and support chaos.
Required Hire
Operations & Supply Chain ManagerShared with Manufacturing
Tracks electronics manufacturer reports, prevents mix-ups, keeps facility inventory safe. Same hire runs manufacturing.
| Salary | $6,000–$7,000/mo |
Detailed role page: HR owns the complete Operations & Supply Chain Manager function map.
Near-Term Cash Requirements
| Inventory per month (at 150 units/mo) | $18,000–$21,000 |
| 5,000-battery reorder (by month 3–4) | $17,500 |
| Total people cost per month (all depts) | $14,010–$18,670 |
Department extract: Supply chain operating context is preserved here; role-level responsibilities now live in HR.
Supply Chain + Inventory
Commercialization fails if demand arrives faster than inventory visibility and replenishment capacity.
FULFILLMENT
Current status: the supply chain system has been created, but it is not yet manned. Until the Operations and Supply Chain Manager is hired, tracking, scheduling, and inventory safety run on founder attention.
Inventory & Cash Costs
| Inventory per month (at 150 units/mo) | $120 bulk / $140 part-wise per unit | $18,000 - $21,000 |
| Near-term one-time: 5,000-battery reorder (by month 3-4) | $17,500 |
Required Roles
Ops & Supply Chain ownership — HR role pageShared with Manufacturing
The same hire who runs manufacturing covers supply chain: tracking the electronics manufacturer's report, preventing mix-ups, and keeping facility inventory out of danger.
| Operations & Supply Chain Manager (one shared salary, counted under Operations) | $6,000 - $7,000/mo |
Capacity Requirement
Operated
The scheduling and inventory systems Yash designs must be run day to day so supply never blocks production and inventory is never in danger.
$120-140
Hardware COGS per unit, volume tiered: $120 at 450 units, $140 at 150 units.
150/mo
Sales rate: 150 units per month at $350 = $52,500 revenue.
$21K-$54K
Cash per order: $21,000 for a 150-unit order, $54,000 for a 450-unit bulk order.
| Demand Scenario | Monthly Units | Component Cash at $140/unit | Operational Implication |
|---|---|---|---|
| Controlled pilot | 25–50 | $3.5K-$7K/mo | Manageable manually, but still needs tracking |
| Early commercialization | 100–150 | $14K-$21K/mo | Requires replenishment planning and inventory dashboard |
| $100K/mo revenue target | ~286 units at $349 B2B | ~$40K/mo | Inventory becomes a cash and planning constraint |
Key point: sales growth creates inventory cash demand before the revenue cycle stabilizes. Without supply chain ownership, growth creates stockout risk and support chaos.
Inventory Timeline
Inventory timeline. Selling 150 units per month (150 x $350 = $52,500 revenue). Each cell is one month. Red = order lead time, green = selling period.
M1
M2
M3
M4
M5
M6
M7
M8
M9
M10
M11
M12
Option 1: Bulk Order (450 units per batch)
Batch 1
Batch 2
Batch 3
Option 2: Part-wise Order (150 units each)
Order 1
Order 2
Order 3
Order 4
Order 5
Order 6
Order 7
Order 8
Order 9
Inventory Cost Comparison
| Option | Unit Price | Order Size | Cost per Order | Inventory Cost at 150 units/mo |
|---|---|---|---|---|
| Option 1: Bulk | $120 | 450 units | $54,000 | $18,000/mo |
| Option 2: Part-wise | $140 | 150 units | $21,000 | $21,000/mo |
Tradeoff: bulk ordering saves about $20 per unit, roughly $3,000 per month or $36,000 per year at 150 units per month, but each bulk order ties up $54,000 in cash at once versus $21,000 for a part-wise order.
Battery Component Supply
Battery: a component inside each unit. Certification is already done, so the certification fee does not apply.
Stock: 850 batteries on hand, about 5.7 months of runway at 150 units per month.
Lead time: 60 days, so the next batch must be ordered by month 3 to 4 to avoid a stockout.
Stock: 850 batteries on hand, about 5.7 months of runway at 150 units per month.
Lead time: 60 days, so the next batch must be ordered by month 3 to 4 to avoid a stockout.
| Battery reorder: 5,000 units (T/T on order, due by month 3-4) | $17,500 one-time |
Support
Customer Support Health
Weekly ticket volume, call activity, and escalation tracking.
Tickets This Week
Support Tickets Opened
Calls This Week
Support / Escalation Calls
Open Escalations
Unresolved Critical Issues
Support Log
Track recent tickets and resolution status
| Date | Office | Issue | Severity | Owner | Status |
|---|---|---|---|---|---|
| No tickets logged yet. Add entries as issues come in. | |||||
Support model: All support routes through the Support Terminal. Deep code-level fixes that require engineering are escalated to the Team Lead. Customer-reported issues are reviewed across app, backend, and device data.
Human Resources
Team & Hiring
Current headcount, open roles, and capacity allocation across departments.
Current Team & Open Roles
| Department | Role | Person | Cost | Status |
|---|---|---|---|---|
| Executive | John | — | Active | |
| Executive | Majid | — | Active | |
| Operations | Yash | — | Active | |
| Engineering | Dr. Sarnab | — | Active | |
| Digital Systems | In place | $2,000–$3,000/mo | Active | |
| Support | In place | $870–$1,730/mo | Active | |
| Sales | — | $2,000/mo + bonuses | Open | |
| Sales | — | $1,440/mo | Open | |
| Operations | — | $6,000–$7,000/mo | Open — Major Hire | |
| Regulatory | — | TBD | Future | |
| Regulatory | — | TBD | Future | |
| Product | — | Varies | Planned | |
| Supply Chain + Inventory | Technician (per person) | — | $1,700–$3,500/mo | Open |
| Digital Systems | — | No cost now | Future Scaling |
Monthly People Cost (All Departments)
$14,010–$18,670
When all planned S&S roles are filled
| Sales + Support team | $4,310–$5,170/mo |
| Digital Systems (Team Lead + devs) | $2,000–$3,000/mo |
| Ops & Supply Chain Manager | $6,000–$7,000/mo |
| Inventory (at 150 units/mo) | $18,000–$21,000/mo |
Capacity Notes
Critical constraint: The work required to commercialize far exceeds the available leadership and operator capacity. Sales cannot depend on one founder simultaneously closing, onboarding, training, supporting, and following up.
CIS bonus structure: The $500/activated office bonus is drawn from the $749 onboarding fee — leaving $249 net per activated office. At 60% activation, the bonus is self-funding from onboarding revenue.
Organizational Capacity
Founder-force is no longer the operating system. The source model thesis on why this matters for hiring.
1
Commercialization cannot rely on founders as the hidden operating system.
5+
Core departments must move together: Sales + Support, Supply Chain, Regulatory, Product, Digital Systems, and Operations/Delivery.
∞
Founder-force is not scalable. Every missing function eventually becomes a bottleneck.
Core Thesis
The old model worked because founders absorbed every missing function. That model is now breaking.
The founders are no longer the scalable operating system. ByteSense has moved from a technical invention problem into an organizational capacity problem. The product can exist. The question now is whether commercialization, operations, supply chain, regulatory, product, and sales can move in unison without relying on founder overextension as the hidden infrastructure.
SYSTEM-WIDE
Operating assumption that must be retired:
“If something is missing, John/Yash/Sarnab will absorb it.” That assumption created the company, but it cannot scale the company.
“If something is missing, John/Yash/Sarnab will absorb it.” That assumption created the company, but it cannot scale the company.
| Old Phase | Current Phase | What Changes | Risk If Ignored |
|---|---|---|---|
| Technical survival | Commercialization | From invention to repeatable office activation | False belief that technical success automatically becomes revenue |
| Founder-force execution | Organizational execution | From brute force to operators, systems, and dashboards | Founders become bottleneck and casualty |
| Sequential problem solving | Parallel departmental motion | Sales, manufacturing/delivery ops, supply chain, regulatory, and product must move together | One slow department blocks the whole company |
Role Operating Pages
Click a role to open its detailed operating page inside HR.
HR Role Page
Co-CEO: GTM
Owns GTM execution, commercial conversion, pricing, objections, contract/payment control, and executive escalation until specific functions are delegated.
Core Outcomes
| Office closing | Demos, pricing, objections, contracts, payment setup. |
| Sales control | Keep the 3-call sequence moving from Discovery → Education → Demo+Close. |
| Escalation | Resolve high-leverage commercial blockers before they stall revenue. |
Failure Mode
If under-delegated: the founder remains trapped in every sale, every objection, and every follow-up.
HR Role Page
Co-CEO
Owns executive leadership, strategic alignment, financing support, external leverage, and cross-functional company-building with the GTM Co-CEO.
Core Outcomes
| Strategic alignment | Keep company priorities, department execution, and leadership decisions aligned around commercialization. |
| Capital and leverage | Support financing, investor conversations, strategic partnerships, and high-leverage external relationships. |
| Operating accountability | Help maintain leadership cadence so GTM, operations, product, and support do not drift into founder-only execution. |
Failure Mode
If unclear: leadership energy fragments, departmental accountability weakens, and commercialization depends too heavily on one executive bottleneck.
HR Role Page
Support Operator / Support Terminal
The support layer that prevents warm leads, customer issues, app/device bugs, and reorder opportunities from falling through cracks.
Functions
| Area | Responsibilities |
|---|---|
| Interest → onboarding call | Maintain CRM status, schedule calls, assign responsible owner, prevent warm leads from leaking. |
| Ongoing support + reorder loop | Issue triage, reorder reminders, office success monitoring, customer communication. |
| Customer support & technical debugging | Manage technical issue workflows, gather returned data/logs, review app/backend/device issues, isolate root causes, coordinate with development, maintain debug-data collection systems. |
HR Role Page
Operational Implementation Specialist
Converts signed offices into trained, ordering, activated offices.
Functions
| Area | Responsibilities | Failure Mode |
|---|---|---|
| Office activation & onboarding | Ensure training is completed, first patient is identified, scan/order is submitted. | Signed offices do not become revenue. |
| Training → first order | Track training completion, first patient identification, and order checklist. | Offices sign but never activate. |
| Post-evaluation follow-up | Trigger outreach if no order by BD 5 after patient evaluation. | Reorder opportunity disappears. |
HR Role Page
Clinical Implementation Specialist
Owns clinical trust, dentist fit, workflow explanation, and dentist-facing confidence during onboarding and reorder conversion.
Functions
| Clinical credibility | Answer dentist questions and support patient-facing explanation. |
| Workflow integration | Help offices understand how ByteSense fits into their practice workflow. |
| Patient evaluation support | Be available around fit/evaluation questions that affect reorder confidence. |
Compensation Logic
Bonus structure: $500 per activated office is drawn from the $749 onboarding fee, leaving $249 net per activated office.
HR Role Page
Operations & Supply Chain Manager
Major hire. Runs supply chain operations end to end and operates the systems Yash designs.
Role Summary
Required HireShared with Manufacturing
| Salary | $6,000–$7,000/mo |
| Purpose | Keep supplier reports, inventory, scheduling, procurement, and facility stock from becoming founder-dependent. |
Immediate Mandate
Current status: the supply chain system exists but is not manned. This role makes sure facility inventory levels are never in danger.
Functions Handed to the Ops & Supply Chain Manager
Detailed operating ownership.
| Function | Responsibilities |
|---|---|
| Inventory Levels & Replenishment | Place final inventory orders; track needed versus on-hand inventory so facility inventory levels are never in danger. |
| Supplier Report Tracking & Schedule | Track supplier reports and inventory levels for coils, batteries, and components; manage supply chain schedule; maintain day-to-day supplier and electronics manufacturer communication; ensure supplier QC completion. |
| Supplier Sourcing & Procurement | Source suppliers from samples/quotes through final selection; buy tools, lab equipment, materials, and operational supplies; support purchasing tied to supply continuity. |
| International Logistics & Supplier Integration | Help suppliers integrate new production steps; handle customs, tariffs, and international logistics; support manual assembly feasibility such as charging case work. |
| Supply Chain System Operation & Visibility | Operate scheduling and inventory-tracking systems; maintain visibility across the chain; identify tracking/scheduling system improvements. |
HR Role Page
Technician
Production-support role for assembly, QC execution, lab/facility support, and order throughput.
Cost
| Rate | $20/hr × 20–40 hrs/wk |
| Monthly Cost | $1,700–$3,500 per person |
Operating Boundary
Reports into Operations / Supply Chain. Does not own supplier strategy, procurement, or office activation.
HR Role Page
Team Lead + Developers
The software execution engine across Digital Systems and Product, operating against Yash’s requirements and direction.
Digital Systems Functions
Internal information layer, infrastructure, integrations, and automation.
| Software Leadership & Development Direction | Hire/onboard engineers, manage software team time allocation, delegate tasks, direct development across app and stack. |
| DevOps, Deployment & Backend Infrastructure | Own DevOps, testing pipeline, deployments, live app pushes, HTTPS and SSL infrastructure. |
| Third-Party & Operational Integrations | Build backend integrations with order management, dental systems, ClickUp, and operational continuity systems. |
| Ad Hoc Systems & Infrastructure | Stand up scripts, websites, servers, integrations, workflows; manage domains, server/database expansion. |
| Systems Documentation & Automation Support | Ensure systems/processes are documented and support workflow automation logic. |
Product Functions
Feature execution, release QA, UI, UX, architecture, and app-store readiness.
| Feature Execution & Release QA | Build work orders into release-ready software, test before release, handle urgent bugs and rapid feature development. |
| UI Implementation | Implement visual and interaction direction; build usability flows across firmware/software experience. |
| UX Requirements & Design Direction | Design product behavior, translate needs into flows, find UI inspiration and usability issues. |
| Software Architecture & Backend Systems | Build architecture, data pipelines, routes, backend structure, app/backend interaction logic, debugging and scalability structure. |
| App Store & Google Play Listing Management | Manage store descriptions, marketing copy, account status, and listing accuracy. |
HR Role Page
Developer Contractor Manager
Future scaling hire for contractor lifecycle, access, keys, permissions, and offboarding.
Functions
| Access & Permission Administration | Maintain permissions for databases, servers, GitHub repositories, and projects; handle keys for third-party tools/APIs; coordinate operational tool access updates and general IT offboarding. |
HR Role Page
Algorithm Developer
Dedicated owner of scoring logic, signal processing, and user-facing score behavior.
Functions
| Application Algorithms & Scoring Logic | Develop score algorithms and software-side logic; own algorithm behavior, scoring and signal processing; refine with testing and product evolution; connect backend data to user-facing outputs. |
HR Role Page
Yash — Product / Systems Owner
Owns product direction, device work, R&D systems, high-level requirements, and software-system coherence.
Retained Functions
What stays with Yash rather than being delegated to execution roles.
| Supply Chain Systems Design | Design systems for supply chain scheduling and inventory tracking across internal lab and external suppliers; train/manage Ops & Supply Chain Manager. |
| Device-Related Software & Data | Own device-related work, device-to-software data flow/testing, scripts for testing data transmission and mock/demo data, backend-connected testing workflows, in-person device testing. |
| Software & Feature Requirements | Create requirements and work orders defining which features need to be built. |
| R&D Systems & Feature Development Planning | Design R&D systems for validating new features; define hires/developer support; work cross-functionally on hardware, testing infrastructure, and protocols. |
| Mechanical Design & Prototyping | Hire mechanical designers when needed; manage mechanical design work for product/R&D including charging case; source supplies, resins, and prototyping items. |
| High-Level System Requirements, Validation & Coherence | Define high-level Digital Systems requirements, validate delivered systems, ensure coherence across information layer, own software division direction while Team Lead executes. |
HR Role Page
Regulatory Counsel
Counsel-led path to defend the current operating position, reduce exposure, and keep regulatory moving forward.
Functions
| Claims & Messaging Defense | Validate and defend sales messaging, marketing claims, and website language; establish guidelines for sales/support to avoid medical device claims; maintain consistency as company scales. |
| Labeling & Regulatory Compliance | Own packaging, manual, and labeling compliance; manage regulatory submissions/correspondence; reduce labeling and use-instruction exposure. |
| Contracts & Liability Control | Draft and maintain customer agreements, NDAs, office contracts; establish liability, warranty, and payment terms; manage disputes and compliance escalations. |
| FDA & Strategic Regulatory Planning | Define FDA pathway and filing strategy; create clarity around timelines and costs. |
HR Role Page
Patent Counsel
Owns invention protection path: concepts drafted, illustrated, filed, and advanced with counsel.
Functions
| Patent & IP Execution | Draft, illustrate, file, and advance patent concepts so inventions do not remain unprotected and filing timelines do not slip. |
Regulatory + Legal
Compliance & Certification
Product testing logistics and intellectual property execution, kept moving as an operating function rather than a recurring uncertainty loop.
Operating stance: Regulatory is not a restart of work already done. It is to defend the company against attacks, validate the operating position, protect claims and labeling, and keep regulatory moving forward. Counsel is the path to defend and advance this position.
Regulatory Milestones
| Area | Decision Needed | Why It Matters |
|---|---|---|
| Claims | What can sales/support/website say? | Prevents accidental medical claims |
| Labeling | What must be on packaging/manuals? | Highest near-term regulatory risk |
| Contracts | What clauses protect company/offices? | Controls liability, payment, warranties |
| Product Testing | FCC + biocompatibility — right labs sourced | Launch blocked if testing stalls |
| Patent & IP | Concepts drafted, illustrated, filed | Inventions go unprotected if delayed |
| FDA Pathway | When do we file and what does it cost? | Strategic clarity vs recurring uncertainty |
Status & Roles
Regulatory Counsel — Future
Patent Counsel — Future
Monthly cost: $0 now (counsel not yet hired)
Clear
Capacity requirement: Regulatory needs one accountable counsel-led path — defend the current position, reduce exposure, and keep the company advancing.
Detailed legal functions moved to HR. Open the role pages for counsel-level ownership.
Complete Regulatory + Legal Department Extract: Preserved from the organizational capacity model, including roles, costs, failure modes, responsibilities, and handoff boundaries.
Regulatory + Legal
Product testing logistics and intellectual property execution, kept moving as an operating function rather than a recurring uncertainty loop.
RISK CONTROL
Operating stance: Regulatory is not a restart of work already done. It is to defend the company against attacks, validate the operating position, protect claims and labeling, and keep regulatory moving forward. Counsel is the path to defend and advance this position.
Required Roles
Regulatory Counsel (future)Patent Counsel
The Regulatory Counsel role is not to restart work that has already been done. It is to defend the company against attacks, validate the operating position, protect claims/labeling, and keep regulatory moving forward. Outside counsel is required.
| Regulatory Counsel (future) | $0 now |
| Patent Counsel (future) | $0 now |
Detailed legal functions moved to HR. Open the role pages for counsel-level ownership.
Capacity Requirement
Clear
Regulatory needs one accountable counsel-led path: defend the current position, reduce exposure, and keep the company advancing. Product testing and IP kept moving rather than stalling into recurring uncertainty.
| Area | Decision Needed | Why It Matters |
|---|---|---|
| Claims | What can sales/support/website say? | Prevents accidental medical claims and inconsistent messaging |
| Labeling | What must be on packaging/manuals? | Highest near-term regulatory risk if ignored |
| Contracts | What clauses protect company/offices? | Controls liability, payment, warranties, and use expectations |
| Product testing (FCC, biocompatibility) | Right labs sourced and testing coordinated through completion | Launch is blocked or non-compliant if testing stalls |
| Patent and IP | Concepts drafted, illustrated, filed, and advanced with counsel | Inventions go unprotected and filing timelines slip |
| FDA pathway | When do we file and what does it cost? | Creates strategic clarity instead of recurring uncertainty |
Digital Systems
Internal Information Layer
The cross-department systems layer for automations, dashboards, integrations, infrastructure, access control, and dev capacity.
Complete department extraction: Digital Systems was missing as a standalone GTM dashboard page; this now includes roles, costs, failure modes, and responsibilities.
Digital Systems
The layer of the company that streamlines information flow and communication in every division. Sales, operations, supply chain, regulatory, and product all run on it.
CROSS-DEPARTMENT
Roles
Team Lead (in place)Developers (in place)Developer Contractor Manager (future scaling)
The Team Lead directs the department and developers work with him to build and maintain the systems; both are already in place, so no required hire sits here. The Developer Contractor Manager is a good way to scale the contractor bench later but is not necessary right now. Scaling option: ORDER: Hire Developer Contractor Lifecycle & Access Manager.
| Software & Digital Dev team (Team Lead $30/hr, devs $15/hr) | $2,000 - $3,000/mo |
| Developer Contractor Manager (future scaling) | No cost now |
Role details moved to HR. Digital Systems stays focused on information-flow health and system capacity.
Capacity Requirement
Stable
The Team Lead and developers already own development across Digital Systems and the product, while access, keys, and permissions stay controlled. Contractor scaling can be added later if volume grows.
| System Layer | Control Point Needed | Failure Mode |
|---|---|---|
| Internal platforms (ops, training) | Order and training information flows through the platforms, not through individual people | Divisions fall back to manual updates and founder routing |
| Automation layer (forms, email workflows) | Workflows documented, monitored, and kept current as processes change | Information stops moving between divisions and nobody notices until something fails downstream |
| Status visibility (dashboards, reporting) | Each division can see its own status without asking a founder | Founders remain the information bottleneck between divisions |
| Infrastructure and access control | Servers, databases, deployments, API keys, and permissions owned, tracked, and audited | Access lives in founder memory and former contractors keep credentials |
| Development capacity scaling | Contractor bench sourced, onboarded, and permissioned quickly, offboarded cleanly | Hiring speed becomes the cap on how fast the information layer gets built |
Scope boundary: software that is part of the product (mobile app, firmware, algorithms) is product work in the Product + R&D department. Digital Systems owns the internal information layer. Yash owns the overall software division across both; the Team Lead executes across both. When this layer works, information moves between divisions automatically and founders stop being the communication infrastructure.
Product + R&D
Product Development
The product software, user experience, algorithms, and the R&D loop. Yash owns direction; Team Lead and developers execute.
FCC Status
In Review
Pending
Blocks full commercial launch. Target: Q3 2026.
SpO₂ Signal
Validated
Confirmed
Owner: Dr. Sarnab. Proactive risk communication expected.
Phase
Commercialization
Active
Next gate: Controlled pilot → Scale
Product Layer Status
What must happen and what breaks if it doesn't
| Product Layer | What Must Happen | Failure Mode |
|---|---|---|
| Features & releases | Built to spec, tested, shipped reliably against Yash's requirements | Releases slip or ship with bugs |
| Device data & testing | Device-to-software data flows and is validated | Device data breaks and product promise fails |
| Algorithms & scoring | Scores and signal processing produce accurate output | Users see wrong or unstable scores |
| UX and UI | Intended experience defined and implemented coherently | Product works technically but confuses users |
| Customer support | Issues triaged, reproduced, routed to fix via Support Terminal | Customers wait and trust erodes |
Team Ownership
| Owner | Scope |
|---|---|
| Yash | Product direction, requirements, device work, R&D, software division ownership |
| Team Lead + Devs | Feature execution, release QA, UI implementation, software architecture, app store management |
| Support Terminal | Customer support workflows, technical debugging, issue coordination |
| Algorithm Developer Planned | Scoring logic, signal processing, algorithm behavior |
Role pages moved to HR. Product stays focused on roadmap, signal, releases, and R&D capacity.
Capacity & Cost
Stable
Product development stays stable. Yash sets direction and owns device, requirements, and R&D. Team Lead and developers execute. Support Terminal handles customer issues.
| Software dev team (counted under Digital Systems) | $2,000–$3,000/mo |
| Algorithm Developer (planned) | Varies by quality |
| Support Terminal (counted under Operations) | $870–$1,730/mo |
Complete Product + R&D Department Extract: Preserved from the organizational capacity model, including roles, costs, failure modes, responsibilities, and handoff boundaries.
Product + R&D
The product software, its user experience, the algorithms behind it, and the R&D loop that creates the next features.
PRODUCT
Ownership: Yash owns the overall software division, which spans the product software here and the internal Digital Systems layer. The Team Lead and the developers working with him execute software across both, but ownership stays with Yash.
Roles
Team Lead + Developers (in place)Support Terminal (in place)Algorithm Developer (planned)
The Team Lead and developers build the product software and the Support Terminal handles customer support; both are in place. A dedicated Algorithm Developer is planned to own scoring and signal work but is not a required hire right now. Yash owns requirements, device work, R&D, and direction.
| Software dev team (counted under Digital Systems) | $2,000 - $3,000/mo |
| Algorithm Developer (planned) | Varies by quality |
| Support Terminal | Counted under Operations |
Role pages moved to HR. Product stays focused on roadmap, signal, releases, and R&D capacity.
Capacity Requirement
Stable
Product development stays stable, with Yash setting direction and owning device, requirements, and R&D while the Team Lead, developers, Support Terminal, and the planned Algorithm Developer execute.
| Product Layer | What Must Happen | Failure Mode |
|---|---|---|
| Features and releases | Features built to spec, tested, and shipped reliably against Yash's requirements | Releases slip or ship with bugs |
| Device data and testing | Device-to-software data flows and is validated; Yash owns device work | Device data breaks and the product promise fails |
| Algorithms and scoring | Scores and signal processing produce accurate, consistent output | Users see wrong or unstable scores |
| UX and UI | Intended experience defined and implemented coherently | Product works technically but confuses users |
| Customer support | Issues triaged, reproduced, and routed to a fix through the Support Terminal | Customers wait and trust erodes |