Mobility Ledger × Allnet Air — Launch Strategy Brief

01 · THE STRATEGY AT A GLANCE

A front brand that does the analysis before the call.

Mobility Ledger is the analyst voice that opens the conversation: a two-minute, no-contact-info savings estimate that puts a prospect's own numbers in front of them, then hands the warmest possible meeting to Nick — the prospect arrives having already seen their estimate, with Allnet Air disclosed as the delivery partner before they ever pick a time.

STEP 1

The cold email

Persona-matched, 3–4 touches over 10 days from the mobilityledger sending fleet. One link: the calculator, personalized to the recipient.

TRACKED: campaign + persona ride the link (?campaign=)

STEP 2

The calculator

Five questions, ~2 minutes, no bill, no contact info. Greets the prospect by name and company.

TRACKED: every step viewed + completion → funnel_events + PostHog

STEP 3

The savings reveal

Their estimate, the full economic picture, Allnet Air disclosed as the carrier partner — then one action: the calendar, embedded right there.

TRACKED: reveal viewed, booking widget viewed, ledger-by-email requests

STEP 4

Booked with Nick

The meeting lands directly on Nick's calendar with the prospect's context attached. Invoice upload is positioned as meeting prep.

TRACKED: booking event captured + Calendly invite carries utm_campaign → full attribution back to the sending campaign

ASSESSMENTWhy this shape: savings claims from a stranger are cheap; a tool that computes the prospect's own number is credible. The trust cost of a front brand is paid back by disclosing Allnet Air at exactly the moment the number is on screen — nobody books blind. The whole path is instrumented, so when a meeting appears on the calendar we can say which campaign, which persona, and which email touch produced it.

02 · TARGETING

Stay where the switching is real.

The guardrail: mid-market operations running 100–500 devices. Larger organizations already have an MSP, a channel partner, or the carrier direct — cycles spent there are wasted. The pool of AT&T-based companies has been tiered against exactly that rule.

TIER	COMPANIES	DEFINITION	ACTION
KEEP	627	In-band by size (100–500 employees) — the campaign core	Enroll first
REVIEW	1,459	Mostly smaller companies (1,018 under 100 employees) plus unknown-size — see the decision below	Awaiting the device-band call
DEPRIORITIZE	565	Enterprise-sized (1,000+ employees) — the sticky segment the guardrail exists for	Park

After deliverability and suppression filters, the immediately sendable core is 373 contacts — roughly a month of paced sending.

DECISION № 1 — THE BANDThe band is measured in employees because that's the data we have at 93% coverage — but the ICP is defined in devices. Field-ops companies often run a device per employee or more, so many of the 1,018 sub-100-employee companies may be squarely in-band. Your call on devices-per-employee by segment roughly doubles the runway — or confirms the tight core.

ASSESSMENTHonest constraint: pool depth, not sending capacity, is the limiter. The fleet can send 240/day; the strategy paces enrollment to the pool (~24/day canary, then 60–72/day) so the core lasts long enough to learn from replies before it's spent.

03 · MESSAGING

Two audiences, two stories — your framework, verbatim.

Every enrollment routes by title into one of two tracks. IT hears the burden story; the P&L owner hears the money story with the revenue-equivalent close. All claims trace to the published case findings or the framework email — nothing invented, nothing guaranteed.

Hard cost savings (annual)from the estimate

+ Included helpdesk / managed mobility, valued$999/mo or $8/device — whichever is higher

= Total annual economic benefite.g. $31,953.11

≈ $213,020.76 in new revenue at a 15% operating margin — the frame that outsells savings alone.

TRACK: IT (Director of IT, IT Manager, sysadmin)
SUBJECT: mobility tickets

Somebody on your team owns the wireless mess — the dead lines, the plan changes, the carrier hold music. Usually it's nobody's actual job.

We run a two-minute analysis that maps what your company pays for phones, tablets and hotspots against what the same setup should cost. The part IT people call us back about: day-to-day mobility management and a U.S. helpdesk are included at no additional cost — it moves the whole category off your desk.

No forms, no bill needed, and you keep the analysis either way.

— Carla Jimenez · Mobility Ledger
[personalized calculator link]

TRACK: EXEC (Owner, CEO, CFO)
SUBJECT: wireless spend

Wireless is usually the least-examined line on the P&L — plans that renew unread across carriers and cost centers.

Completed analyses for operations like yours have identified findings such as $174,000/yr (850 lines, construction) and 22% spend reductions (570 lines, manufacturing). Two minutes with our calculator shows the number for your operation — no bill required.

You keep the analysis either way.

— Derek Vaughn · Mobility Ledger
[personalized calculator link]

DECISION № 2 — ROUTING EDGESTwo defaults need your blessing: CIO/CTO → IT track (they own the burden) and unknown titles → EXEC track (P&L framing is legible to any generalist). Reverse either if your read differs.

04 · THE WEBSITE

The analyst's desk, live at mobilityledger.com.

Editorial-financial identity built for exactly one job: make a skeptical operator trust the numbers enough to run their own. The hero performs the audit; the findings sit on the record; the calculator ends at your calendar.

Live hero: auditor's marked-up wireless statement beside the headline

The hero. A marked-up wireless statement — circled dead lines, struck charges, a FOUND stamp — draws itself in as the page loads. The product's story as a picture.

The record. Poster-scale averages (22% · $38,000+ · 2 minutes) and six real findings from completed analyses, presented as an audit table.

Savings step with the full economic picture and booking

The money screen. The prospect's estimate, then the full economic picture — hard savings, the included-support value, the total benefit, and the revenue-equivalent close — with Allnet Air disclosed and the calendar embedded on the same screen. One goal per screen: the meeting.

ASSESSMENTDesign bet: in a category of loud telecom-broker sites, the page that looks like an audit report earns the claim "we're analysts." Placement of the disclosure — at the reveal, before booking — keeps the front brand honest and the calendar handoff clean.

05 · MEASUREMENT & ATTRIBUTION

Every step leaves a ledger entry.

MOMENT	CAPTURED BY	WHAT WE KNOW
Email link clicked	URL parameters	Campaign, persona, recipient — carried into everything below
Calculator progress	PostHog funnel	Each step viewed, where prospects stop, completion rate
Estimate completed	Event beacon + lead delivery	Inputs, computed savings, company — delivered to Allnet's intake in real time
Booking widget seen / meeting booked	Booking event + Calendly UTM	The booked invite carries the campaign — a calendar entry traces back to the exact email
"Email me my ledger" requested	Event queue	Warm non-bookers, one report send each (never enrolled anywhere)

ASSESSMENTWhat this buys: weekly answers to "which track, which touch, which segment books meetings" — so the second month's sending is aimed by the first month's data, not by taste. Deliverability is verified the same way: seed placement tests, not vendor warmup scores; the three live domains cleared at 100% inbox.

06 · READINESS & THE DECISIONS

What's standing by, and what we decide together.

SYSTEM	STATE
Sending fleet	3 aged domains / 12 mailboxes, warmed since Aug 3, placement-verified at 100% inbox; 2 younger domains / 8 mailboxes join ~mid-September
Funnel	Live end-to-end incl. the economic picture and inline booking
Sequences	Both tracks drafted with exemplars; paced to pool depth; nothing enrolled
Pool	Tiered; 373 sendable core today; tier moves await the decisions below

The working-session agenda

List provenance, in writing — the one gate on pressing send.
The device band — do sub-100-employee field operations come in-band? (Decision № 1 above; swings runway ~2×.)
Routing edges — CIO/CTO and unknown-title defaults. (Decision № 2.)
The economic-picture framing on the funnel — your math, live on the money screen; confirm you're happy with the presentation.
The 565 enterprise-sized accounts — park indefinitely, or hold for a different play.