Daniel Kemp · Living planning document · Last updated 2026-05-12
NJM ends Dec 31, 2026. We have ~33 weeks of fully-funded runway to grow HRC into the income that replaces it. If HRC clicks, life gets better — more time, more family, more freedom. If it doesn't, we activate a high-leverage W-2 search with ~$95K banked from NJM. Either way, we're financially fine.
The goal isn't "build a business." The goal is:
This plan exists to make that the real outcome, with visible progress every month so we never have to wait a year hoping something works.
Today is May 12, 2026. NJM ends Dec 31, 2026 (with a 30% chance of extension — known by end of Q3).
Between now and the cliff, NJM pays approximately $102K net. Even after expenses, much of that is bankable as HRC seed capital — and removes the financial pressure that would otherwise force premature decisions.
The plan treats the runway as a structured 7-month experiment, not a stress event.
In all three branches, the family is financially fine. This is a remarkably low-risk experiment.
Daniel has never run a marketing motion before. Realistic targets bake in a learning curve. Stretch numbers are upside, not the trigger condition.
| Period | Realistic HRC net/mo | Stretch |
|---|---|---|
| End of Q2 2026 (Jun 30) | $2–3K | $5K |
| End of Q3 2026 (Sep 30) | $5–7K | $10K |
| End of Q4 2026 (Dec 31) | $8–10K | $13K+ |
HRC has a productized offer (Code Review v2, four tiers) and three active partner engagements. What it does not have is inbound demand. This is the single biggest risk to the plan.
| Lane | Cost | Speed | What it is |
|---|---|---|---|
| 1. Content + LinkedIn | $0 | Slow (6 mo) | 2 posts/wk, 1 case-study/mo, LinkedIn revamp live, free-tier review as lead magnet |
| 2. Partner referrals | Low | Medium | Formalized referral agreements. $500–$1K per close. |
| 3. Fractional marketer | $2–4K/mo | Fast | Part-time marketing operator runs content + outreach + funnel |
Recommendation: Lanes 1 + 2 in parallel. Lane 3 stays parked until 5+ paid reviews prove the offer converts.
The shift: Claude and a fleet of agents act as paid staff Daniel directs — not as a tool Daniel uses.
Sons plug in at the operator layer — they take Claude's output and produce client-ready packaged deliverables, schedule meetings, run research. Operational leverage, not co-founders.
| Date | Milestone |
|---|---|
| May–Jul 2026 | Build the systems they plug into (templates, runbooks, QA checklists) |
| Aug 2026 | Older son (16) starts 5–10 hrs/wk on packaging deliverables, research, QA |
| Sep 2026 | Younger son (13) starts 3–5 hrs/wk on lighter admin tasks |
| Oct 2026 | Both running standard operator tasks independently; Daniel reviews weekly |
| 2027 | If HRC clicks, expand into formal employment with payroll setup |
| Risk | Severity | Mitigation |
|---|---|---|
| CXone Script Manager app IP overlap with NJM | Low | Listed as personal property pre-Randstad. Documented, clean. |
| CXone Script Manager data sourcing via NJM RingCentral channel | Med–High | Clean data path required before commercializing: customer-granted access, distilled patterns, or synthetic data. 15-min IP attorney consult before launch. |
| TechSee work bleeding into HRC IP | Medium | Audit deliverables; anything built on TechSee time stays TechSee. Co-Work + HRC tooling are personal. |
| Marketing learning curve slower than runway | Primary | Pick lanes 1+2 within 30 days. Trigger lane 3 if Q3 misses target by 30%. |
| Focus / context-switching across 3 jobs | Chronic | The plan is the focus mechanism. Weekly Friday review. Constraint, not motivation. |
| Sons' ramp longer than expected | Medium | No critical-path tasks on them in 2026. Upside, not load-bearing. |
| NJM extends, HRC stalls because no cliff pressure | Low | The plan stands either way. The goal drives HRC, not the cliff. |
Every Friday, 30 minutes: