First 90 — Deck Outline & Talking Points

The spine

Two stories that are secretly the same story. We open with Maria, widen to David, then show First 90 as the line that connects them — and end on the business.

Maria — the new hire

Starts at a home-care location. Unclear training, no safe way to ask. She burns out and quits at week six.

David — the franchisor

Owns the brand across 240 locations he doesn't run. The same poor training bleeds his brand — and he can't see it until it's public.

Maria's burnout and David's brand damage are the same event seen from two ends. Neither can see the other, because the one person who hears Maria — her franchisee boss — is the last who'll pass it up. First 90 closes that gap.

Rob's three flagged components map to: potential losses → slide 4 · value proposition → slide 8 · total market (TAM) → slide 12.

Rob is the main storyteller — slides 1–10 + the close (13). Tobi owns the business block — pricing & market (11–12). Two handoff banners mark the switch with a suggested bridge line.

Cover — First 90

Rob

10s

On slide

First 90 lockup · Franchise Training Intelligence Platform · Robert Gvildys · Tobi Oriola · Danielle · first90.rvg-tech.com

Say

"Every franchise sells one promise — that every location is the same. I'm going to tell you about two people who break that promise without ever meeting."

The Problem

Rob

20s

On slide

Poor training hurts franchise brand reputations and costs thousands in $$$ from hires quitting before the first 90 days.

Say

"The first 90 days decide whether a new hire stays — and whether they represent the brand well. Get them wrong and you pay twice: in turnover, and in reputation."

Maria, Day 3

Rob

30s

On slide

"The visit-logging app keeps erroring. I'm not sure I gave the medication reminder right. I've already asked my manager twice — I can't ask again."

Say

"This is Maria, day 3 at a home-care location. She isn't careless — the training is unclear. And her only channel to say 'I'm lost' runs through the boss she's trying to impress. So she stays quiet."

The Cost of the Status Quo

Rob

30s

tag

Potential losses

On slide

Week 6: Maria quits. → home-care turnover ~75%/yr · cost to replace one hire ~CAD $3,200–8,100 · one 240-location brand cycles thousands of hires/yr → millions lost annually.

Say

"Maria is the base rate, not the exception. Replacement cost alone runs into the millions for a single brand — and that's just the measurable part. The brand damage underneath is bigger and slower to show up."

If pressed on the math: ~1,148 hires per 90-day window ≈ 4,600/yr; at 75% churn ≈ 3,450 leave; × CAD $3,200–8,100 ≈ CAD $11–28M/yr. Illustrative, built from sourced unit costs.

The Franchise Intelligence Gap

Rob

25s

On slide

Maria ⟶ ✕ (franchisee) ⟶ David. The feedback that would save the brand gets lost at the franchisee level — the franchisee owns the location, not the brand. First 90 connects frontline staff experience directly to the franchisor.

Say

"Here's the gap. The franchisee owns the location, not the brand — so the warning that would save David dies at the one person with no reason to escalate it. Same failure, two ends, no connection. That's what we close."

The Solution

Rob

30s

On slide

An AI agent works with every new hire across their first 90 days by SMS/email. Trains · Checks in · Flags confusion · Clarifies.

Say

"First 90 is an AI agent that walks every new hire through their first 90 days — over the SMS and email they already use, no new portal. It trains, checks in, and gives them a safe place to flag confusion. Maria gets a patient answer instead of burning out — and what she said doesn't disappear."

Training Concierge

Rob

30s

On slide

Provides clarity · Tracks confusion · Improves understanding · Helps compliance · Maintains brand consistency. Visual: lesson player with the First 90 guide answering in-context, mid-lesson.

Say

"This is Maria's side. The concierge sits inside the actual lesson — she asks a question about a gait belt and gets an answer tied to that exact step. It never judges, it tracks where she got stuck, and it keeps every hire on-standard. Her confusion becomes a signal instead of a silent risk."

Value Proposition

Rob

30s

tag

Value prop

On slide

We protect the franchisor's core asset — their brand: every employee at every location trained to standard, with the confidence to perform. One signal, two intelligence products — find where your brand is slipping, or retool your training program. For the new hire: a guide and a safe voice. For the good franchisee: early warning on where staff struggle.

Say

"Everyone in the system wins from the same signal. The hire gets a guide. The good franchisee gets an early warning instead of a blindside. And the franchisor protects the one thing they truly own — the brand. That's why it sticks."

David's Intelligence Panel

Rob

40s

tag

Hero / demo

On slide

David owns the brand across 240 locations, all run by different franchisees. "Something's wrong — I can't see where or why until it's already public." The panel gives him insight before the 1-star review. Visual: live dashboard — location heatmap by territory + curriculum gap index ranked by confusion.

Say

"Now David sees it. The heatmap shows which locations are below standard; the gap index shows EVV visit-logging confusing new hires at 71% of locations. That's not 200 location problems — it's one broken module. First 90 tells him whether the fire is the building or the wiring, before any of it goes public."

The Loop — what nobody else does

Rob

25s

On slide

Everyone automates the delivery of training. First 90 automates its improvement. Fix the source once → it propagates to every location. Gather → Analyze → Fix → Deploy → Repeat.

Say

"This is the moat. Incumbents show you a dashboard of who's behind. We gather the confusion, find the broken page, fix it once, and push it to every location automatically — then do it again for the next cohort. We automate the improvement, not just the delivery."

Rob → Tobi

Hand off here — business block. Rob has landed the story and the moat; Tobi takes the numbers (pricing + market). Rob's bridge: "That's the product and why it's defensible. Tobi will show you how it works as a business."

Pricing Model

Tobi

25s

On slide

Pricing: CAD $99–149/location/month, tiered by system size · one-time setup fee (corpus ingest + compliance lock) · billed to the franchisor, passed through to franchisees as a disclosed tech fee (FDD Item 6).
Economics: ~CAD $3 variable cost/hire → ~72% margin early, ~82% at scale · one avoided departure (CAD $3,200–8,100) pays the annual fee many times over.

Say

"We price into a budget franchisors already carry, billed cleanly through the FDD. Variable cost is about three dollars a hire, so margins start in the seventies. And a single avoided departure pays for the whole year — many times over."

Market Segment — Canada + US

Tobi

25s

tag

Total market (TAM)

On slide

TAM — ~917,000 franchise locations (US 851k + Canada 66k), each already carrying a training budget (LMS ~CAD $7–14/learner/mo; small system ~CAD $4,100/yr on Trainual) — that existing spend is the wallet we price into. · Beachhead — 60+ home-care brands.

Say

"Nearly a million locations already pay for training that doesn't improve itself — that's the wallet we price into. We start at the high-stakes core, home care, where a confused hire is a safety risk, and the same engine expands outward from there."

Tobi → Rob

Hand back for the close. Rob, the storyteller, brings it home with the Maria/David callback. Tobi's bridge: "The market's already paying for this — Rob will close us out."

Thank You

Rob

10s

On slide

First 90 lockup · first90.rvg-tech.com

Say

"So the next Maria stays, and the next David sees it coming. Protect the brand — at every location. Thank you. We'd love your questions."

Keeping the story tight

Three callbacks carry the whole pitch. Maria is named on slides 3, 4, 5, 6, 7; David on 5, 8, 9. Say their names every time so the two threads stay alive — the deck only works if the audience feels them converge at slide 5.
One sentence per slide, max. Slides 2, 6, 7, 8 are spoken slides — read the headline, then talk. Don't read bullet-for-bullet on 8 and 11; the slide is the backup, your voice is the pitch.
Slide 9 is the hero — give it the most air (~40s). Land "one broken module, not 200 location problems." That line is the difference between a dashboard and an insight engine.
Total ≈ 5½ min at the times shown. To cut to 5: trim slide 2 to a single line and tighten slide 11 to pricing + the avoided-departure payback.
Two speakers, clean seam. Rob keeps the story going all the way through the moat (slide 10) so the emotional thread never gets handed off mid-arc. Tobi takes the two number-heavy slides (11–12), where a second voice signals "now the business case" — then Rob reclaims the close so the last words are Maria and David, not pricing.
Make the handoff visible. Whoever's not talking advances to the next slide and steps slightly back; the bridge line ("Tobi will show you how it works as a business") gives the audience a beat to reset. Practice the two transitions out loud — handoffs are where unrehearsed pitches stall.
Numbers to never fumble (Tobi): ~75% turnover · CAD $3,200–8,100/hire · $99–149/location/mo · ~917k locations · 60+ home-care beachhead.

First 90 — one invisible failure, told from two ends

The spine

Keeping the story tight