Founder

Founder · CEO · Equity holder · Matt Punter · HUMAN

the founder of Flip360. The vision, the equity, the final escalation, the person whose name is on the cap table.

a single screen that shows me where my $42M FY31 trajectory is on track or off, where my money is being spent, where the next dollar of growth is coming from, and what blockers need a founder decision today.

make the 2–3 founder-level decisions per week that compound into a $42M exit by FY31 — raise/no-raise, hire/no-hire, scope-creep/scope-cut, escalation/no-escalation.

investors fund the SAFE ($500k @ $4M cap), Series A ($3M @ $12M+) and exit-stage rounds at the valuations modelled in /investors/financial-model.

PMO Director / CFO

PMO Director · CFO · WS2 Lead · Steerco Chair · Carla Oliver · HUMAN

the PMO Director and CFO of Flip360. The governance spine. The person who makes sure the engagement is delivered on time, on scope, on budget, and through the right control gates.

a live operating board for the 7 workstreams, every Steerco decision in one register, the RAID log surfaced not buried, OTOSOB traffic-lights against every workstream, and a real-time view of CoSai revenue + NPBT against budget (because that's my Phase 2 performance pool).

run the 13-week sprint plan through the 4 stage gates (G1→G4), close ≥ 8 Steerco decisions per fortnight, escalate the 1–2 founder calls that need Matt this week, and hand a clean BAU/hypercare to Corrina at G4 cutover on 31 Aug 2026.

CoSai Revenue+NPBT vs Budget hits target — which is the trigger for my Phase 2 performance pool per engagement.tsx framework §5.2 — AND the Flip360 trajectory of 1k→175k members lands on plan because the governance held.

CFO

CFO · Exec-tier · External fractional (CoSai CFO Services) · Carla Oliver · HUMAN+AI

the CFO of Flip360. External fractional through CoSai CFO Services. My exec-tier surface is separate from my PMO Director spine — this cockpit is where I run finance-of-the-business, not governance-of-the-programme.

a live runway board (cash · burn · days-to-zero), unit economics that reconcile against seed data (CAC, LTV, gross margin, payback), commission engine health (H1→H4 latency, reconciliation gap, KPMG anchoring cadence), and investor seat P&L (10 seats × $50k, committed vs banked vs deployed).

give Matt a defensible finance answer inside 5 minutes for any investor question, keep the commission engine — the money-of-record spine — anchored and reconciled, and sign ABA batches with human authority (never delegated to agents).

the £500k raise closes on evidence rather than narrative, the burn clock to 2026-08-01 cutover holds, and Flip360 crosses BAU with clean books and a live investor P&L.

CMO

CMO · WS1 Lead · Acquisition Strategy · Corrina McGowan · HUMAN

the Chief Marketing Officer of Flip360. The acquisition engine. The person who owns the YDT KPI ladder from 1,000 members at FY27 to 175,000 members at FY31.

a CRM that shows me the full acquisition funnel (lead → qualified → proposal → negotiation → activated), UTM attribution across every channel, conversion rates at every step, cost-per-acquired-MEMBER and cost-per-acquired-PARTNER, and a clear ladder of which marketing motions are working and which are dead.

hit the YDT acquisition KPI ladder — because that's the trigger for my Phase 2 performance pool per engagement.tsx framework §5.3 — AND because acquisition velocity is 42% of FY31 revenue per the investor model.

Flip360 hits 1,000 MEMBERs by FY27, 25,000 by FY29, 175,000 by FY31 — the trajectory the SAFE and Series A are sold against, the trajectory the exit valuation is modelled against, and the trajectory my BAU/hypercare/growth/exit equity participation depends on.

Customer Success

Customer Success · Retention · Expansion · CS rep (Phase 2) · HUMAN+AI

a Customer Success rep at Flip360. Once a MEMBER or PARTNER is activated, I keep them active, healthy, and growing. I prevent churn, I expand into more verticals, I make sure their first 3 deals close.

a health-score dashboard for every active participant, a "at-risk" alert when a MEMBER hasn't refereed in 30 days or a PARTNER hasn't intaken in 14 days, expansion opportunities by vertical, and a feedback loop on the platform itself.

keep activated members active (churn < 5% annual), expand them across verticals (multi-vertical penetration > 30%), and ensure deal #1 happens within 30 days of activation (the critical leading indicator).

the FY27→FY31 trajectory holds — because acquiring members is half the battle; keeping them and expanding them is what compounds to $42M revenue.

Community Manager

Community Manager · Exclusive Territory · Sales Conversion of Ambient-Warmed Conversations · CM-A / CM-B / CM-C (interviewing week of 2026-07-05) + state CMs · HUMAN

the Community Manager for my exclusive postcode territory. My job is sales conversion of pre-warmed conversations — not cold calling. Corrina's marketing funnel warms my territory ambiently (national brand + local campaigns + social proof + recency engagement), producing a Territory Warmth Index (WI 0-100) I can see on my dashboard. Once WI ≥ 40 (Warm+) I run informed outreach leveraging the CMO-curated asset locker (case studies, testimonials, one-pagers, community-hero narrative) and close service providers through the 8-step onboarding wizard. Providers refer other providers and earn a referral fee (set per-provider in their wizard, RRP-guided) when the referred provider activates.

Lane A — Territory Warmth Dashboard showing WI per postcode with 5-band traffic-light (Cold / Warming / Warm / Primed / Hot) and the 4 sub-component contributors (national 20% + local campaign 30% + social proof 25% + recency 25%), plus the CMO asset locker filtered to my territory + profession-mix so I know exactly which asset to cite in each conversation. Lane B — In-flight onboarding wizards where providers are stuck at a step and need a nudge. Lane C — Provider→provider referral chain with unclaimed fees ready to pay. Plus a request-new-asset button that raises a peer handoff to Corrina when I need something the locker doesn't yet have.

run a productive day of INFORMED outreach, not cold calling. My territory is exclusive so no other CM touches it (90-day prove-it activation floor keeps it that way). Industry-best-practice targets: informed-outreach conversion ≥ 35%, 4-6 activations per month, 80% of activations cite ≥ 1 asset from the locker (closed-loop attribution). Provider retention ≥ 90% at 3 months. Every conversation carries the community-of-origin narrative that only makes sense if the marketing funnel warmed the territory first.

community-of-origin attribution stays the structural moat — every provider tagged to the postcode that recruited them, every asset traceable to the conversation that closed a deal, every conversion measured against the ambient WI at the moment of activation. The provider→provider referral chain becomes supply-side compounding growth ON TOP of an already-warmed territory. Corrina sees closed-loop asset ROI in her exec cockpit; Matt sees the go-live pilot working in real postcodes with real people.

Compliance Officer

Compliance · Legal Instruments · FASEA · KYC · Compliance Officer (Phase 2) + Pine Lawyers + AI-assist · HUMAN+AI

the Compliance Officer at Flip360. Every dollar that flows through the platform has to be traceable, every signature has to be verifiable, every contact has to be KYC-cleared, every commission has to be RCTI-able. I keep Flip360 admissible.

a register of every signed Pine Lawyers instrument (Introducer / Client-Referral / Affiliate) with hash anchors, an FASEA Std 7 attestation tracker per MEMBER, a KYC queue, an AUSTRAC red-flag dashboard, the 4-handshake chain integrity report, and a one-click admissibility export for any deal.

maintain 100% admissibility under Evidence Act 1995, zero AUSTRAC breaches, every RCTI compliant, every member FASEA-attested, every payment Stripe Connect verified.

Flip360 can answer any regulator, auditor or court within 60 seconds with cryptographic evidence — which is the trust moat the entire valuation rests on.

Finance Operator

Finance Operator · RCTI · Stripe Connect · Reconciliation · Finance Operator (Phase 2) · HUMAN+AI

the Finance Operator at Flip360. I run the money rail. I approve payouts, I issue RCTIs, I reconcile Stripe Connect transfers, I handle clawbacks, I manage the cooling-off window, I keep the books clean.

a payout queue ordered by eligibility date, an RCTI generator that fires on H3b+H4 chain completion, Stripe Connect reconciliation (ATO→Stripe→MEMBER), a clawback workflow for refinance/cancellation/dispute, and a daily · weekly · monthly P&L on the platform.

pay every eligible MEMBER within 24hrs of cooling-off close, issue zero defective RCTIs, reconcile 100% of Stripe transfers to ledger entries, and detect a clawback before the funds leave the platform.

CoSai NPBT > 20% (engagement.tsx §5.2) AND member trust holds because the money rail just works.

Platform Admin

Platform Admin · Rate Cards · Rule Engine · Super-admin · Platform Admin (Phase 1: Matt, Phase 2: dedicated) · HUMAN

the Platform Admin of Flip360. I configure the commission rule engine, I version the rate cards, I onboard new verticals and products, I manage the integrations, I am the super-admin who can see everything and change anything.

a rate card editor with versioning + audit trail, a rule engine UI (PO-configurable per migration 0001), a vertical/product taxonomy admin, integration health (Stripe, Twilio, Pine Lawyers, KYC provider), and a system-wide audit log.

introduce a new vertical (Trades, Insurance, Legal etc.) within 1 sprint, change commission rules with full version history, and keep the platform configurable without code changes.

Flip360 scales from 1 vertical to 9 to 19 without engineering bottleneck — which is the unit-economic assumption baked into the FY29→FY31 trajectory.

CTO

CTO · Enterprise Architect · Solutions Architect · The tech spine · CTO (Phase 1: AI CTO/EA/SA — Claude; Phase 2: dedicated hire) · HUMAN

the CTO, Enterprise Architect, and Solutions Architect of Flip360. The person who keeps the platform boringly reliable while the two revenue lanes execute against it. Under governance model doctrine v1.2, I hold delivery + org design authority day-to-day; the CEO holds CX design authority at the SteerCo edit gate.

the daily platform health at a glance (deploys, errors, latency, cost per request), the chain-hash + activity_ledger integrity confirmed each morning, doer coaching queue populated from override signal, and the doctrine + engineering discipline versions I am currently operating against — visible in one cockpit, not scattered.

ratify same-day deploys as Tier 1/2 through CI/CD (no SteerCo needed), block Tier 3+ until SteerCo has ratified them, and defend the additive-only compatibility contract without becoming the bottleneck.

the whole workforce ships continuously through CI/CD, the audit trail stays admissible to regulators + insurers + investors, and consecutive-clean-build streak compounds as an argument for lifecycle cutovers at SteerCo.

Data Analyst

Data Analyst · Insight economy · Reconciliation + patterns · Data Analyst (Phase 1: AI + shared with PMO; Phase 2: dedicated hire) · HUMAN

the Data Analyst of Flip360. The person who feeds both revenue lanes with reconciliations and patterns they can act on. I reconcile the daily activity ledger against the finance ledger, spot pattern drift before it becomes a blindside (referral velocity, patch health, churn cohorts, CAC by channel, override rate on other agent cards), and draft the one-page insight for morning briefings.

clean data (chain-hash green from CTO, activity_ledger complete overnight), the four daily reconciliations queued and awaiting sign-off, and a view of insight adoption rate so I know which insights get acted on within 48h vs which are publishing to the void.

publish 10+ insights a week that role managers actually act on, refresh the attribution + LTV model weekly so every bid decision uses current numbers, and detect a pattern 3+ days before it hits the manager rollup.

CMO briefs hyperlocal campaigns before CM territories starve, CFO forecasts runway from clean numbers, CS intervenes on at-risk cohorts before churn lands, and every SteerCo runs on data instead of opinions.

Legal

Legal · Contracts · Regulator · Dispute defence · Fractional external counsel (Phase 1); dedicated hire post-Series A · HUMAN

the Legal role at Flip360. I sit in the shared "keep-the-lights-on" ring underneath both revenue lanes. I read every contract, refund letter, dispute correspondence, DMCA notice, privacy request, and regulatory update that touches Flip360. I keep the contract register clean and version-tagged so at exit-diligence hour zero every counter-party contract can be produced within 15 minutes. I flag risk before it becomes a lawsuit. Under governance model doctrine v1.3, I hold advisory + drafting authority; the CEO holds sign authority on material contracts and dispute strategy.

the contract register live and version-tagged, the regulatory calendar current, the dispute inbox with risk scores drafted, and every material external send held for my human tap. I need to see my agent card AI colleague ([email protected]) doing the observation + drafting work, not the sending.

draft a letter of engagement in one hour, respond to a regulator query within statutory windows, produce any counter-party contract within 15 minutes for diligence, and never let an unreviewed external communication go out under Flip360 letterhead.

Flip360 lands FY31 exit diligence with a clean contract register, zero material undisclosed disputes, and regulator posture on the good side of every jurisdiction we operate in.

People Ops

People Ops · Onboarding · 1:1 rhythm · AI Colleague Contract audits · PMO Director wears this hat in Phase 1 (Carla); dedicated hire in Phase 2 · HUMAN

the People Ops role at Flip360. I keep the human workforce coherent: onboarding scripts, role scorecards, 1:1 prep, personal-development ledger, quarterly check-in agendas, blended-workforce doctrine literacy for every new hire. I run the AI Colleague Contract check on every new agent card (does the new AI have a human manager? are unilaterals + escalated declared? is data provenance flagged?) — this is the human-org side of the same discipline the CTO runs on the tech side. My roster today is SEED DATA; the cockpit shows a demo-mode ribbon until real HR data lands.

the roster live (even if seed), the 1:1 calendar with agendas drafted 24h ahead, the personal-development ledger current, and every new agent card gated through a contract audit before it ships. I need burnout signals surfaced from activity patterns before they turn into attrition.

run onboarding day-1 without scrambling, deliver every 1:1 with a prepped agenda, gate 100% of new agent cards through Doctrine Principle 2, and give the CEO warm-EQ signal on the team before he asks.

Flip360 keeps the blended workforce coherent as it scales from 2 humans + 10 agent cards today to 15 humans + 40 agent cards at Series A — without losing dignity in either direction.

Member (Referring)

Member · Referrer · The network · Sarah Chen, Mathew Punter, Liam Foster, etc. (the 175k by FY31) · HUMAN

a Member of Flip360. I am a professional (broker / accountant / financial planner / conveyancer / inspector / lawyer / etc.) who refers my clients to other Flip360 partners when they need a service I don't provide. I get paid a commission. I earn honour points.

a mobile app to capture intent (H1) the moment I make a referral, real-time visibility of where my referral is in the 4-handshake chain, a "My Commissions" portal showing every deal I've sourced with chain anchors, payouts visible the day after they clear, and the ability to honour-point my partners (granting points to the person who paid me).

earn passive commission income from my existing client base (the side-business modelled at $600–1,200/yr for an active member in the investor pack), build reputation via honour points (the leaderboard), and trust that every cent owed is provable.

I tell other professionals in my community to join Flip360 — because the system worked for me — which is the viral coefficient that drives 1k→175k by FY31.

Member-side Sales Rep

Partner-side Sales Rep · Intaker · Settler · Hugo Schmidt (Apex), James Reilly (Reilly Legal), Anita Roth, etc. · HUMAN

a sales rep employed by a PARTNER firm (e.g. Hugo Schmidt at Apex Broking). I receive referrals from Flip360 MEMBERs. I intake the customer (H3a), I settle the deal (H3b), I trigger the commission.

an inbound referral queue for my firm, a customer profile pre-populated by H1+H2 data, a one-tap H3a intake confirmation, settlement reporting (H3b) with deal value, and visibility of my company's referral health.

intake 100% of inbound referrals within 24hrs, settle deals on the books cleanly, and trigger the commission flow that pays the referring MEMBER.

the partner firm honours every referral (the trust contract), and the MEMBER refers more deals — which is the flywheel.

Investor (Read-Only)

Investor · Read-only · SAFE / Series A / Exit · Pre-seed SAFE holders → Series A → exit acquirers · HUMAN

an investor in Flip360. I hold a SAFE ($500k @ $4M cap) or Series A equity. I expect a 62× return at the low exit scenario, 200×+ at the high. I read-only into the dashboards.

a quarterly investor pack: trajectory actuals vs plan, unit economics (CAC, ARPU, churn), revenue + EBITDA + cash, deal volume, member count, partner count, vertical mix, the 4 stage-gate status, key risks.

monitor my investment, decide whether to participate in the next round, and prepare for exit.

Flip360 lands the FY31 exit at $42M revenue × multiple = the 62×+ return the SAFE was priced against.