SEQ — Living Roadmap¶
What this page is — strategic memory for SEQ
The persistent roadmap across seven layers: market → charter → operating model → targets → return → report → AI. It holds why we believe what we believe, how we win, what we expect, and what actually happened. The loop turns targets into monthly decisions; metrics are defined once in the glossary.
Markers: 🟢 Confirmed · 🟡 Assumption · 🔴 Gap · 🎯 Target — the markers are the living part.
Narrative depth (how a build works, full risk register) stays on the entity page → Superior Equipment. This page is the measured, decision-grade companion.
0 · MARKET & DEMAND — the why¶
What we know, what we're assuming, what we still need to learn. Dated so we can see what we believed at the time. Shared macro/seasonality → Market.
Demand drivers (as of 2026-06-07) — 🟢 the group sells into construction, dust-control compliance, fire/wildland response, and municipal water management. Water-truck demand is seasonal.
Seasonality — 🟡 peak water-truck season runs May–September (see Market → Seasonality); sourcing should run counter-seasonally (acquire salvage off-peak, deliver into peak). Validate against actual build completion + sell-through timing once RETURN data lands.
Supply side (SEQ-specific) — 🟢 inputs are salvage chassis bought at auction; two parts supply chains SEQ prices against each other — new parts from SWTP, used from CTP. 🔴 Gap: salvage-chassis availability + price trend over a year (the supply that caps throughput).
Addressable market — 🔴 Gap: dollar size of the Phoenix/Southwest salvage + water-truck segment. Needed to justify the 8-builds/month throughput target and size the opportunity for a stakeholder (NextGear/Tamarack). Assigned to research pass.
Competitive set — 🔴 Gap: named competitors and SEQ's quantified edge. Working thesis (🟡): SEQ's edge is four build stages under one roof (weld / paint & body / tank / dump-bed), no outsourcing on the critical path → control of quality, cost, schedule.
SWOT (working — refine as gaps close)
- Strengths 🟢 four-shops-in-house; ~$10K/truck cost discipline; dual parts sourcing; longest operating history.
- Weaknesses 🔴 single-customer concentration (bills STE); a bottleneck station caps output; parts lead times (China new-parts, teardown pace for used).
- Opportunities 🟡 outside build work; counter-seasonal sourcing arbitrage.
- Threats 🔴 salvage-price inflation; a demand dip at STE/SWTR flows straight back to the shop.
1 · CHARTER / INTENT — the entity V2MOM¶
- Vision 🟢 — the production engine of the group: turn salvage into fleet-grade water trucks at a cost basis no one buying finished trucks can match.
- Values 🟢 — in-house control (no outsourcing on the critical path); cost discipline (~$10K/truck); arm's-length per-build billing to STE.
- Methods 🎯 — hold 8 builds/mo; find the bottleneck station; decide the outside-work question.
- Obstacles 🔴 — single-customer concentration (bills STE only); a bottleneck station caps output; build price to STE uncaptured → margin math blocked; salvage-price inflation.
- Measures — ladders to enterprise north star: builds/month is a group measure.
2 · OPERATING MODEL & GTM — the how¶
SEQ is the production engine, not a storefront — its "sales" is throughput sold internally to the dealership. Customer-facing GTM lives on the STE/SWTP roadmaps.
- Customer 🟢 — principal buyer is the dealership STE, at arm's-length per-build pricing. Whether SEQ takes outside build work is an 🟡/🎯 open strategic question (would spread single-customer risk).
- Positioning 🟢 — in-house, four-stage rebuild = quality/cost/schedule under one roof.
- "Channel" — demand is pulled by the group's own sell/rent channels (STE sales, SWTR rental), not external marketing. 🎯 The lever is throughput + mix, not lead-gen.
- Pricing 🔴 — build price to STE is a capture-needed gap (blocks margin math).
- Play for the year 🎯 — hold 8 builds/month, drive per-shop utilization to find the bottleneck, and decide the outside-work question with a real addressable-market number.
3 · TARGETS — expectations (the contract)¶
LEAD/LAG and definitions from the Metrics Glossary → Production engine. Change only on a logged decision. Every SEQ work item should move a row.
| KPI | LEAD/LAG | 🎯 Target | Horizon | Owner | Source of truth |
|---|---|---|---|---|---|
| Finished builds / month | LAG | 8 | Monthly | Shop | Build completions (QB invoice to STE / ops log) |
| Per-shop utilization (weld/paint/tank/bed) | LEAD | No station < 70% | Monthly | Shop | Utilization tracker (to stand up) |
| Rebuild cost / truck | LAG | ≤ $10,000 | Per build | Shop | QB job cost |
| Build price to STE | LAG | 🔴 capture | Per build | Brandon | QB P&L — SEQ |
| Gross margin % | LAG | 🔴 set once price+cost captured | Monthly | AM | QB P&L — SEQ |
| AR days to STE | LAG | ≤ 30 | Monthly | AM | QB AR aging — SEQ |
4 · RETURN — actuals (the books)¶
Fed monthly after close; flows to the consolidated scoreboard. No hand-typed numbers — — = pipeline not yet wired (Phase 2).
| KPI | 🎯 Target | Actual | Var | RAG | As of | Source / status |
|---|---|---|---|---|---|---|
| Builds / month | 8 | — | — | — | — | ops log / QB — wire (quick win) |
| Per-shop utilization | ≥70% ea. | — | — | — | — | tracker not stood up |
| Rebuild cost / truck | ≤ $10K | — | — | — | — | QB job cost — wire (quick win) |
| Build revenue | — | — | — | — | — | QB P&L — pending gl_fact (#55) |
| Gross margin % | — | — | — | — | — | QB P&L — pending |
| AR days to STE | ≤ 30 | — | — | — | — | QB AR aging — wire (quick win) |
Wiring: QB → warehouse/GL → this table, via the monthly job. Build count, job cost, and AR wire from QB now; revenue/margin follow the GL-detail pipeline (#55).
5 · REPORT — monthly review (the loop)¶
Copy the MBR template: review last month's actions first, diff Expectations vs Return, root-cause the reds, force decisions → dated entry in the decision log.
Latest month: (pending first close)¶
- On track: — · Behind target: — · Research that changed: — · Actions (owner → by when): — · Decisions logged: —
How the monthly report is produced
- AM confirms SEQ books closed. 2. Job pulls RETURN metrics into the table. 3. An agent pass writes Latest month: variances, misses, 3–5 actions, and any marker changes in §0/§2.
- Dated review → decision log; "Last review" updates. 5. Quarterly: MC-ATG refreshes targets and works the 🔴 research gaps (addressable market, competitive set, salvage supply).
6 · AI OPERATIONS — how AI serves SEQ's goals¶
This is direction for every SEQ-facing agent. Work items trace to a §3 Target; §4 Return says whether the work moved the number; §5 Report is the monthly recalibration; and the markers in §0/§2 are the standing to-do list — every 🔴 is research to run, every 🟡 an assumption to prove or kill. That is the persistent memory that keeps autonomous work pointed at outcomes and honest about what's still unknown.