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PRG LandTech — Official Team Onboarding SOP

Version 1.0 • Effective Immediately • Owner: Founder / Leadership

Onboarding
Scale & Accountability
System Enforcement
Generate My Onboarding Plan (Tasks + Sign‑offs)
Creates a 4‑week task plan based on this SOP and optional mentor sign‑offs.

1. Objective

  • Eliminate onboarding inconsistency • Reduce ramp‑up time • Prevent pipeline stagnation
  • Protect system integrity • Ensure cultural alignment • Standardize performance expectations
  • You are not joining a course — you are joining an operating system.

2. Role Classification

All members are classified before onboarding. Each role has different KPIs and access. No universal access.

1) Acquisitions
2) Dispositions
3) Operations
4) Virtual Assistant
5) Leadership / Senior
6) Contractor (special)

3. Pre‑Onboarding (72h)

Administrative

  • Offer agreement & NDA signed
  • Compensation structure confirmed
  • W‑9 / employment docs • Identity verification • Payment setup

System Access

  • Email, CRM, Lead dashboard, Tasks, Communications
  • Buyer DB (if applicable) • Shared drive access

Assigned mentor & team lead must be recorded in the onboarding tracker.

4. Day 1 – Structural Orientation (90m)

  • Mission alignment: Why PRG • Why structure • Accountability expectations
  • System overview with a real deal: entry → tasks → exit
  • Behavioral standards: 24‑hour comms • No silent confusion • Document all actions

5. Week 1 – System Immersion

Objective: Understand before acting. Independent offers/negotiations/listings are not allowed until shadowing completes.

Required Modules
CRM Mastery • Deal Grading • Communication Protocol
Shadowing
3 acquisition calls • 2 pricing reviews • 2 dispo outreach • 1 contract‑to‑close

6. Week 2 – Controlled Task Execution

Objective: Supervised action; all work is reviewed before going live.

  • Acq: price 5 sample leads • draft 3 offers • 3 seller scripts
  • Dispo: 3 listings • 10 buyers contacted • follow‑up cadence
  • Ops: clean 10 CRM records • audit 5 files • assign corrective tasks

7. Week 3 – Limited Live Pipeline Access

  • Acq: pre‑qualified leads; offers/contracts require approval
  • Dispo: 1–2 properties; log conversations; daily activity report
  • Ops: CRM management • lead triage • task enforcement
  • KPIs begin formal tracking

8. Week 4 – Performance Review

  • Evaluate execution, documentation, clarity, initiative, culture
  • Decision: Advance • Extend 2 weeks • Reassign • Terminate
  • Performance only — no emotion.

9. Performance Metrics (Role Specific)

Acquisitions
Leads reviewed • Offers sent • Contracts • Follow‑up completion • Pricing accuracy
Dispositions
Buyer convos • Properties moved • Days on contract • Conversion rate
Operations
CRM accuracy • Task compliance • Escalation response time

10. Leadership Responsibility

Leadership reviews pipeline weekly, prevents stagnation, supports pricing/dispo strategy, and removes bottlenecks. Leadership is accountable for team output, not just personal deals.

11. Escalation Protocol

If under contract and no buyer activity in 72h, no internal update in 48h, or no task progression in 48h — escalate immediately. No property sits silently.

12. Failure Management

Direct correction → Written reset → 14‑day plan → Re‑evaluation. Clear corrective structure — no vague warnings.

13. Culture Statement

We are a structured execution team. We move together, transparently, with discipline. You are not here to experiment — you are here to operate.