SWTP — Living Roadmap¶
What this page is — strategic memory for SWTP
The single source of truth for SWTP across seven layers: market → charter → operating model → targets → return → report → AI. Every fire triages against this. The loop turns targets into monthly decisions; metrics are defined once in the glossary.
Markers: 🟢 Confirmed · 🟡 Assumption · 🔴 Gap · 🎯 Target.
Group thesis: own "water truck" in Phoenix — rent (SWTR) → buy (SEQ) → maintain (SWTP), one customer, one asset class, no vendor change at any stage. SWTP is the maintain leg. Narrative depth → entity page.
0 · MARKET & DEMAND — the why¶
Shared macro/seasonality/competitor facts → Market; SWTP-specifics below.
- What the market is — 🟢 online + walk-in new-parts counter for water trucks (pumps, spray heads, valves) serving construction fleets, water-truck operators, dust-control contractors. Catalog 56 parts, $47–$1,295. Store live; first online order July 2026 🟢.
- The edge — 🟢 only AI-assisted parts counter in the market; competitors are static catalogs. Encoded fitment rules (e.g. clockwise vs counter-clockwise pump rotations sold as separate SKUs) prevent the market's #1 returns problem — knowledge competitors don't enforce.
- Direct competitor — 🟢 a local shop ~3 miles away sells identical products at identical prices. We do not win on price or product → we win on knowledge, speed, experience.
- Adjacent competitive read (from the 2026-09-07 water-truck research) — 🟢 J&S Truck & Equipment (Mesa) builds/sells/rents water trucks but has no parts store or catalog — an opening: they repair, we can supply. Bare-rental players (Madco et al.) don't sell parts either.
- Demand baseline — 🟢 16 SWTP leads all-time (last 2026-09-05) in the warehouse. The binding constraint is demand, not tooling (IT-CRM verified 2026-09-06).
- 🔴 Gaps: addressable Phoenix water-truck-parts $ market; supplier-concentration exposure on some pump lines; whether fleet-account (recurring) vs walk-in (transactional) is the bigger pool.
1 · CHARTER / INTENT — the entity V2MOM¶
- Vision 🟢 — the maintain leg: the parts counter that keeps every water truck in Phoenix running, and the recurring-revenue tail on the group's rent/sell base.
- Values 🟢 — knowledge over price (same part, right fitment, same day); AI-counter accuracy as the moat; cross-sell to the SEQ/SWTR customer base.
- Methods 🎯 — grow catalog + fleet accounts; convert the AI-counter edge into captured demand; cross-sell the maintain leg.
- Obstacles 🔴 — SWTP email borrows
mail.cactustruckparts.com(no MX) → replies bounce; targets unset; supplier-concentration on some pump lines; demand is the binding constraint. - Measures — ladders to enterprise north star: orders/month is a group measure.
2 · OPERATING MODEL & GTM — the how¶
- Customer 🟢 — construction fleets + water-truck operators + dust-control contractors; fleet-account buyers (recurring) and walk-in retail.
- Positioning 🟢 — "same part, same price as the shop down the road — but we know which one actually fits your truck, and you get it same day." Knowledge + speed, not price.
- Channels — storefront
superiorwatertruckparts.com(ships lower-48) + same-day will-call; AI parts phone agent 602-217-0488 (🟢 live — do not reroute without IT-Phone). - Marketing — 🟢 owned by IT-CRM/GHL as of 2026-09-06 (prior sales/marketing plans
superseded). Three GHL sub-accounts planned;
ghl-bridgecaptures → ATG Central CRM stays system of record. 🔴 Blocker: SWTP email borrowsmail.cactustruckparts.comwhich has no MX → customer replies bounce. Fix gates deliverability. - Play for the year 🎯 — grow the catalog + fleet accounts; convert the AI-counter edge into demand capture (the binding constraint); cross-sell from SEQ/SWTR customers (the maintain leg).
3 · TARGETS — expectations (the contract)¶
LEAD/LAG and definitions from the Metrics Glossary → Parts. Change only on a logged decision.
| KPI | LEAD/LAG | 🎯 Target | Horizon | Owner | Source |
|---|---|---|---|---|---|
| Orders / month | LAG | 🔴 set | Monthly | IT-CRM | Store / QB |
| Fill rate (first-pass, off-shelf) | LEAD | 🔴 set (≥ 90% standard) | Monthly | SWTP | Store — stand up |
| Return rate (wrong-fitment) | LEAD | Below market #1-returns baseline | Monthly | Ops | Store returns |
| GMROI | LAG | 🔴 set (> 2.0 healthy) | Monthly | AM | QB inventory + P&L |
| Average order value | LAG | 🔴 set (catalog $47–$1,295) | Monthly | IT-CRM | Store |
| New fleet accounts / month | LAG | 🔴 set | Monthly | IT-CRM | CRM |
| Leads captured / month | LEAD | 🎯 grow from 16-all-time baseline | Monthly | IT-CRM | Warehouse leads |
| Revenue / gross margin % | LAG | 🔴 set | Monthly | AM | QB P&L — SWTP |
4 · RETURN — actuals (the books)¶
Fed monthly after close; flows to the consolidated scoreboard. No hand-typed numbers. — = pipeline not yet wired.
| KPI | 🎯 Target | Actual | Var | RAG | As of | Source / status |
|---|---|---|---|---|---|---|
| Leads (all-time baseline) | grow | 16 | — | 🔴 | 2026-09-05 | warehouse — baseline confirmed |
| Orders / month | — | — | — | — | — | store/QB — wire |
| Fill rate | — | — | — | — | — | store — stand up |
| Revenue / month | — | — | — | — | — | QB P&L — pending gl_fact (#55) |
| AOV | — | — | — | — | — | store — wire |
| Fleet accounts | — | — | — | — | — | CRM — wire |
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: —
6 · AI OPERATIONS — how AI serves SWTP's goals¶
- AI parts counter = the differentiator (only one in market) → keep encoding fitment knowledge.
- GHL marketing build (IT-CRM) → capture the demand that's the binding constraint.
ghl-bridge(SEQ-WWW): GHL → normalize → ATG Central CRM (identity +qb_customer_idlink).- AI KPI: demand captured (leads) and returns-avoided (fitment) attributable to the AI counter.
How AI uses this page¶
Direction for every SWTP-facing agent. Work traces to a §3 Target; §4 Return says if it moved; §5 Report recalibrates monthly; and every 🔴 marker is standing to-do (email MX fix, target-setting, addressable-market research). The persistent memory that keeps work pointed at outcomes.