THE COVEN GIRL GANG ONE-PAGE BUSINESS PLAN TEMPLATE Use this as a working plan for the next 90 days. Replace every prompt with a short, specific answer. If you need finance, investment or formal approval, use the fuller format required by that organisation as well. Business or working name: Plan owner: Version date: Review date: 1. 90-DAY OUTCOME What must be measurably different in 90 days? 2. CUSTOMER Who has the problem, buys the solution and influences the decision? What evidence shows that this is a real group you can reach? 3. PROBLEM AND EVIDENCE What happens now? What does the problem cost in time, money, risk or missed opportunity? What have people already tried? Evidence source and date: 4. OFFER What will you deliver? What is included and excluded? What will it cost, and when will the customer pay? 5. ROUTE TO A SALE Where will suitable customers find or hear about the offer? What is the next action you want them to take? What weekly activity will you control? 6. DELIVERY AND CAPACITY What are the main delivery steps? How much time can you actually sell or use each week? What input, permission, stock, equipment or specialist help is required? 7. MONEY Monthly sales assumption: Direct costs: Regular overheads: One-off costs: Cash needed before customers pay: Tax or VAT amounts to keep separate: Financial assumption that needs checking: 8. RISKS AND RESPONSES Risk 1 / early warning / response: Risk 2 / early warning / response: Risk 3 / early warning / response: 9. NEXT THREE ACTIONS Action / owner / due date / evidence of completion: 1. 2. 3. DECISION AT THE REVIEW DATE Continue, change, pause or stop? What evidence supports that decision? FICTIONAL WORKED EXAMPLE Business or working name: North Star Admin Plan owner: Fictional founder Version date: 21 September 2026 Review date: 20 December 2026 1. 90-DAY OUTCOME Win three recurring clients for a defined monthly admin service, deliver the work within the promised turnaround and decide whether the offer is commercially sustainable. 2. CUSTOMER UK independent consultants who are already selling client work but lose time to recurring invoice preparation, meeting follow-up and document organisation. The buyer is normally the consultant. A bookkeeper or assistant may influence how the work is handed over. 3. PROBLEM AND EVIDENCE Six fictional research conversations produced four accounts of delayed follow-up or irregular invoicing. Two people described using disconnected notes and spreadsheets. This is early evidence, not proof of demand. The next test is whether suitable prospects will pay for a clearly bounded service. 4. OFFER A monthly admin service covering an agreed list of invoice preparation, meeting actions and file organisation. Price: £480 per month, invoiced in advance. It excludes bookkeeping advice, debt collection, inbox access without agreed controls and work outside the monthly task allowance. 5. ROUTE TO A SALE Ask existing professional contacts for relevant introductions and publish one useful example of the workflow. Invite a short fit call. Weekly controllable activity: five relevant conversations or introductions, followed by a written proposal only when there is a clear problem and decision-maker. 6. DELIVERY AND CAPACITY Onboarding, access check, weekly task list, work block, quality check and monthly review. The founder can make 40 delivery hours available per month. Five clients using eight hours each would fill that delivery capacity, so sales should not continue past five without changing the service or available time. 7. MONEY Monthly sales assumption at five clients: 5 x £480 = £2,400. Illustrative direct costs: £20 per client x 5 = £100. Illustrative regular overheads: £85. Illustrative amount left before owner pay, tax and other unlisted costs: £2,400 - £100 - £85 = £2,215. Cash needed before customer payment: keep the initial software and insurance commitments small and invoice in advance under agreed terms. Assumption to check: whether eight delivery hours per client is realistic after onboarding and communication time are included. 8. RISKS AND RESPONSES Scope expands beyond the task allowance / repeated extra requests / price or approve the change before doing it. Clients delay access or approval / missed handover dates / pause the delivery clock and record the blocker. One client dominates revenue / more than half of monthly sales from one buyer / continue prospecting within capacity and keep commitments reversible. 9. NEXT THREE ACTIONS 1. Turn the offer into a one-paragraph description and exclusions list / founder / 25 September / final copy saved. 2. Run five more evidence-seeking conversations / founder / 9 October / dated notes with consent and no unnecessary personal data. 3. Send a tailored proposal to the first suitable buyer / founder / 16 October / proposal and decision recorded. DECISION AT THE REVIEW DATE Continue only if at least one suitable customer has paid and delivery evidence supports the time assumption. Change the scope, audience or price if the problem is real but the offer is not workable. Pause if the founder cannot identify a reachable customer group. Stop if repeated evidence shows that the problem is not important enough to buy a solution. The example is fictional. Its prices, interview count and thresholds are illustrations, not market benchmarks or promises.