PeakOne Digital
proposal · managed services · vitamin health
managed services and growth partnership · six-month term

The build is finished. Now someone has to notice.

Three connected production systems, kept healthy. Your team's requests, absorbed. Attention turned back toward growing the business the platform was built to serve — under one monthly engagement.

prepared for
Vitamin Health
prepared by
PeakOneDigital
date
valid
30 days
$6,000
per month · what you pay · all three programs
$5,500
$6,000 − $500
per month · what we keep · the rest funds your growth
20
credits per month · an hour of work, or an expedited response
3
production systems · one team
01 · scope

What we operate

Not three products with three vendors. A change in one moves through the others, so we run them as one system.

erp
Odoo 18

Self-hosted. B2B order flow and EDI trading partner traffic via SPS Commerce.

storefront
WooCommerce

Direct-to-consumer site, in two-way sync with the ERP.

call center
Custom web application

The order desk your agents work phone orders in. Purpose-built, so there is no vendor behind it, and it reads and writes live to the ERP.

02 · the case

An exposed admin login. A sync that quietly stopped. A fraudulent order that cleared. None of them announce themselves, and none of them are caught by looking harder. So we automate the watching.

Instrumentation, alerting, and automated checks across all three systems, running whether or not anyone is at a desk. That is the mechanism behind every commitment in this proposal, and it is the part that was missing before.

online fraud

Card testing and fraudulent orders look like ordinary traffic right up until the chargebacks arrive, weeks later, after the goods have already shipped.

Monitoring now sits on the order flow itself. Unusual patterns surface while they are happening, not in a reconciliation at the end of the month.

unmanaged hosting

A WordPress install nobody was watching left an admin path open to the storefront. A site can look perfectly healthy from the outside for exactly as long as nobody is looking.

Access is inventoried, patching runs on a cadence, and an admin session nobody expected raises an alert rather than going unnoticed.

monitoring during the build

Through the development era our own visibility was limited by what there was to watch. Without the infrastructure in place, monitoring could only ever be partial.

That infrastructure is part of this engagement. Alerting covers all three systems, and the sync and EDI pipelines report their own health instead of waiting to be asked.

03 · inclusions

Three programs, one engagement

a
Platform operations
  • Monitoring and alerting, all three systems
  • Tiered backups · 30 daily, 5 weekly, and 6 monthly restore points · recovery verified quarterly
  • Security patching on cadence · quarterly review
  • Odoo and WooCommerce upgrades, plugins, dependencies
  • Certificate and SSL management
  • Sync pipeline and SPS Commerce EDI health
  • Release deployment to production
  • AWS SES email — authentication, deliverability, bounces
b
Application support
  • A named point of contact — no ticket lottery
  • Unlimited tickets through the support portal
  • Automated completeness review on every ticket
  • A prioritized backlog you can see
  • Written estimates with a projected start and finish window, before work begins
  • Monthly review session
  • 20 credits per month · a credit buys an hour of work, or the premium on a faster answer
c
Growth and optimization

Five places we already see room to move. Each one is a proposal rather than a promise: we test it, report what it did, and drop it if it does not earn its place.

01 · cart and checkout
Test the path to purchase
  • Structured tests on cart, checkout, and product detail, one variable at a time
  • Variants built and shipped by the team that already runs the storefront, so nothing waits on a handoff
  • Every test written up, including the ones that lose
why it matters
Wins compound on traffic you are already paying for. Losses retire a hypothesis for good, which is worth paying for once.
02 · measurement
See where the drop-off actually happens
  • Funnel instrumentation across the storefront so every step is countable
  • Session review and heat mapping on the pages that underperform
  • One agreed definition of each number, so nobody is arguing with the dashboard
why it matters
Without this, every optimization is an opinion. This is also the baseline the renewal conversation depends on.
03 · lifecycle email
Earn the second order
  • Abandoned cart, abandoned browse, post-purchase, and win-back flows
  • Segmented against real order history in Odoo rather than guessed
  • Sent through the AWS SES setup we already maintain, so deliverability and bounces stay in one place
why it matters
Repeat purchase is the cheapest revenue a consumer health brand has, and it grows without buying more traffic.
04 · paid media
Spend against what the data shows
  • Campaign management on the channels that fit the catalog, not all of them at once
  • Creative and landing pages tested against the same funnel definitions above
  • Partly funded by the $500 per month we put in from our own side
why it matters
Media pointed at an untested funnel is the fastest way to spend money confirming a problem. We run the order the other way.
05 · reporting
A monthly record, not a highlight reel
  • What shipped, what it moved, and what comes next
  • Losses reported in the same detail as wins
  • Walked through live in the monthly session rather than emailed and forgotten
why it matters
Six months of this is the baseline that makes the renewal conversation a real one.
04 · operating model

Two questions, not one

How fast you need an answer and how fast you need the work are different questions, and most requests only need the first one answered quickly. Every ticket asks both, separately.

field one · response
How soon do you need to know what this is?
Answered with a diagnosis, a working estimate, and a projected start and finish window. This is where the draw multiplier lives, because a rushed answer interrupts work already underway.
field two · backlog
Where should this sit in the work order?
Urgent, high, medium, or low. This sets sequence against everything else in the queue. It carries no multiplier of its own — ordering the backlog costs you nothing.
response tiers
A daily cutoff, the way a carrier has one. Filed before 14:00 Central, the answer lands the same day. Filed after it, the answer lands by 12:00 the next morning. Either way you are never waiting more than one business day to know what you are dealing with.
urgent
Same day
Before the 14:00 Central cutoff, answered by 17:00 that day. After it, answered by 12:00 the next business day. Work begins within one business day, displacing scheduled work.
2.0 × draw
expedited
Next day
Answered by 17:00 the next business day. Work begins within three business days, scheduled ahead of standard.
1.5 × draw
standard
3 days
Answered by 17:00 on the third business day. Work is scheduled in backlog order as capacity allows.
1.0 × draw · no premium
how a request moves
01
You submit. Both fields set, required detail captured at intake.
02
We estimate. Diagnosis, credits required, and a projected start and finish window.
03
You approve. And you may change either priority at that moment, now that you know the cost.
04
We work. Time logs against the estimate on the ticket, visible to you as it burns.
the draw is set at approval, not at submission
You pay the multiplier for the tier you approve. If you file something urgent, see the estimate, and decide it can wait until next week, you pay the standard rate on the work. Stepping a request down should save you money, or nobody will ever do it.

The one exception: a request filed as urgent or expedited that is then approved at a lower tier draws a flat one credit. We stopped what we were doing to answer it fast, and it turned out it did not need to be fast. Approved at the tier it was filed at, there is no flat charge — the multiplier already carries it.
coverage
09:00 – 17:00 Central, Mon–Fri, excluding holidays. Response measured against covered hours.
the clock
Pauses when blocked outside our control. Reason recorded on the ticket, visible in reporting.
outages
Restoring service is platform operations. Zero draw from the allowance.
the allowance
20 credits per month. A credit buys one working hour, and it is also the unit urgency is priced in, which is what lets us post a number for speed rather than only for time. Consumed as work is performed, in half-credit increments, no carry-forward. Overage quoted first, billed at $[overage rate]/hr, never without written approval.
05 · service levels

You will always know where something stands, and what the plan is.

Response and start are commitments. Finish is an estimate. Every ticket carries a projected finish window and a visible time log against it, so progress is a record rather than an assertion. It is not a guaranteed completion date, and we will not pretend otherwise — some work sits with vendors and platforms we do not control.
A miss gets a written remediation plan. We notify you, explain the cause, and report performance regularly.
No quantitative targets this term, on purpose. Neither of us has baseline data, so any number we set today would be invented. We measure from day one anyway: every response, start, and finish is logged against its estimate. Six months of that is the baseline, and at renewal it becomes the target we agree to be held to.
06 · investment
engagement fee
$6,000
per month · six months

Platform operations, application support, and the growth program in full. Invoiced on the first of the month.

from our side of the table
$500
per month of our own funds
  • Paid media, testing tools, experiments — for Vitamin Health specifically
  • Not a discount. Not a line item you fund.
  • Pooled across the term, concentrated where it works
  • No management percentage on top
  • You see the plan before we spend it. Reported at month three and month six on what it moved, not just what we ran.

quoted separately · third-party licensing · hosting beyond current footprint · net-new product development outside the allowance

07 · renewal

A conversation at renewal, not a number today.

This engagement should eventually reward the growth we help create, not only the hours we spend. Not this term — there is no baseline to set fair targets. At renewal there will be six months of real numbers.

We raise it now, before there is upside to point to, and back it with the $500 above. Acknowledging this commits you to a conversation, nothing more.

08 · term
  • Six monthsFrom the effective date. No auto-renew — an evaluation period for both of us.
  • Month fiveRenewal discussions begin.
  • BridgeWithout a renewal, month to month at the same rate for up to two months, then ends. Either party may end it with written notice.
  • Notice[30 or 60] days written, either party, during the initial term.
09 · acceptance

Start the engagement

Vitamin Health
name and title
date
PeakOne Digital — Christian Chester
signature
date
PeakOne Digital · christian@peakonedigital.com · Dallas, Texas peakonedigital.com · valid 30 days from date of issue