{"id":9159,"date":"2026-09-06T05:52:35","date_gmt":"2026-09-06T05:52:35","guid":{"rendered":"https:\/\/martialartswealth.com\/go\/sprint-roster-staff-90-day-growth-sprint\/"},"modified":"2026-09-06T05:52:35","modified_gmt":"2026-09-06T05:52:35","slug":"sprint-roster-staff-90-day-growth-sprint","status":"publish","type":"post","link":"https:\/\/martialartswealth.com\/go\/sprint-roster-staff-90-day-growth-sprint\/","title":{"rendered":"How to Staff a 90-Day Growth Sprint: The Sprint Roster Framework"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">Staff a 90-day growth sprint with people who are paid on results, not on hours. Assign a named owner to each concurrent play \u2014 referral event, paid ads, community event \u2014 put every full-timer on base plus a percentage, and confirm you have enough hands to receive the traffic before you turn it on.<\/p>\n\n\n\n<figure class=\"wp-block-embed is-provider-youtube wp-block-embed-youtube wp-embed-aspect-16-9 wp-has-aspect-ratio\"><div class=\"wp-block-embed__wrapper\">\n<div class=\"epyt-video-wrapper\"><iframe loading=\"lazy\"  style=\"display: block; margin: 0px auto;\"  id=\"_ytid_99965\"  width=\"800\" height=\"450\"  data-origwidth=\"800\" data-origheight=\"450\"  data-relstop=\"1\" src=\"https:\/\/www.youtube.com\/embed\/-1wwcz7z9Mg?enablejsapi=1&#038;autoplay=0&#038;cc_load_policy=0&#038;cc_lang_pref=&#038;iv_load_policy=1&#038;loop=0&#038;rel=0&#038;fs=1&#038;playsinline=0&#038;autohide=2&#038;theme=dark&#038;color=red&#038;controls=1&#038;disablekb=0&#038;\" class=\"__youtube_prefs__  epyt-is-override  no-lazyload\" title=\"YouTube player\"  allow=\"fullscreen; accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" referrerpolicy=\"strict-origin-when-cross-origin\" allowfullscreen data-no-lazy=\"1\" data-skipgform_ajax_framebjll=\"\"><\/iframe><\/div>\n<\/div><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">This article comes out of a live coaching call with a group of school owners. Member names, their school names, their cities and their individual revenue and enrollment figures have been removed or generalized. Every number below is either my own, a benchmark from our coaching program, or a worked example built to teach the mechanics.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The Sprint That Held, and the Real Reason It Held<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">An owner I coach in a mid-size market came home from one of our live meetings and did something most owners talk about and never do. He set a hard number: <strong>one hundred students across three summer months.<\/strong> Then he stacked plays. He ran a buddy event \u2014 a bring-a-friend promotion his school had literally never run before. He ran paid social. He ran a movie-tie-in event at a local theater. He raised his tuition into the premium band while he was at it, moving off a sub-$300 rate and up into the $347 to $397 range where well-coached schools actually live. And he went back through his old notes on enrollment conversations and re-studied them like a student.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Inside three weeks he had added roughly a third of that hundred-student goal. Right on pace.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Now here is the part that everybody hears wrong. When he broke down where the traffic came from, the buddy event was the biggest producer. Paid social was solid. And the movie event \u2014 the play that most owners think of as the home run, the one they build the whole quarter around \u2014 was the <em>weakest<\/em> of the three that month.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It did not matter. <strong>He hit his number anyway, because he had enough going at the same time that no single play had to carry the school.<\/strong> That is the whole point of running a Parthenon of marketing columns rather than one flagpole. If you depend on one thing, you are running a coin flip with your rent money. If you have five or six things running, the weak ones are absorbed and the strong ones compound, and you get synergy you cannot predict in advance. It often comes down to something as brain-dead simple as <em>do more stuff.<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">But there is a second lesson buried under the first one, and it is the one nobody wants to look at. <strong>Three plays running at once is not a marketing decision. It is a staffing decision.<\/strong> Somebody has to print, hand out and chase the buddy passes while somebody else is answering paid leads inside sixty seconds while somebody else is standing in a theater lobby on a Thursday night, and all of that has to happen in the same week that your intros, your enrollment conferences and your renewals are also happening. You cannot do that with a person who is mentally clocking in and clocking out.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That is what this framework is for. I call it <strong>The Sprint Roster<\/strong>, and it is three tests you run <em>before<\/em> you launch: <strong>the Stack, the Stake, and the Shepherd.<\/strong> Get all three right and the sprint holds. Miss any one of them and it collapses \u2014 usually in week four, usually with the owner personally doing everything and privately deciding growth is not worth it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">If you want the wider context this fits into, start at our <a href=\"https:\/\/martialartswealth.com\/go\/grow\/school-growth\/\">school growth hub<\/a>, which lays out the full path from a stalled school to a million-dollar operation.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Why Sprints Break at the Roster, Not the Calendar<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Almost every owner who fails a 90-day sprint blames the calendar. The event was the wrong weekend. The ads were the wrong month. Summer got in the way. Almost none of it is true.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What actually happens is arithmetic. A real sprint runs three things concurrently:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>External marketing<\/strong> \u2014 the plays that reach people who have never heard of you.<\/li>\n<li><strong>Internal marketing<\/strong> \u2014 referrals, buddy passes, upgrades, renewals, retention.<\/li>\n<li><strong>Enrollment<\/strong> \u2014 intros, conferences, follow-up, and the phone.<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">Those are not three tasks. Those are three jobs. And in most schools there is exactly one person who genuinely cares whether any of them get done: the owner. Everyone else is a wage earner with a schedule.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Here is the test I give owners. Picture your best Saturday of the sprint. There is a booth at a community event that needs two people from 10 to 4. There are eight intro appointments on the book. Somebody has to make confirmation calls Friday night. Somebody has to run the beginner class. Now: write down the name next to each of those slots. If your name appears more than twice, you do not have a sprint. <strong>You have a very expensive week for one person.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">I have been on the other side of that. Back in the 80s at my Mile High Karate schools, we routinely had thirteen movie promotions going on the same weekend across thirteen different locations. Not one of them had me standing in it. They were staffed, orchestrated, scripted and measured, and I could tell you Monday morning what each one produced. That is not because I am special. It is because the roster was built before the promotion was booked.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Test One: The Stack \u2014 Every Play Gets a Named Owner<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The first test is the one owners skip because it feels like paperwork. Write down the plays you are running in the sprint, and put one human name beside each one. Not &#8220;the team.&#8221; A name.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Here is what a workable stack looks like for a 90-day sprint in a school in the 150-to-250 student range:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><thead><tr><th>Play<\/th><th>Type<\/th><th>Owner<\/th><th>Cadence<\/th><th>Realistic contribution<\/th><\/tr><\/thead><tbody><tr><td>Buddy \/ bring-a-friend event<\/td><td>Internal<\/td><td>Program director<\/td><td>2 events in 90 days<\/td><td>25\u201340% of enrollments<\/td><\/tr><tr><td>Paid social<\/td><td>External<\/td><td>Owner + vendor<\/td><td>Always on, leads called in 60 sec<\/td><td>20\u201330%<\/td><\/tr><tr><td>Community \/ theater event<\/td><td>External<\/td><td>Head instructor<\/td><td>2\u20133 weekends<\/td><td>10\u201325%<\/td><\/tr><tr><td>Elementary school or feeder program<\/td><td>External<\/td><td>Head instructor<\/td><td>Monthly<\/td><td>10\u201315%<\/td><\/tr><tr><td>Referral asks at every conference<\/td><td>Internal<\/td><td>Whoever enrolls<\/td><td>Every single conference<\/td><td>10\u201320%<\/td><\/tr><tr><td>Organic, walk-in, Google reviews<\/td><td>Base<\/td><td>Front desk<\/td><td>Ongoing<\/td><td>Whatever your location gives you<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">Three things about that table matter more than the specific percentages.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>First, notice that the contribution ranges overlap and none of them is 60%.<\/strong> That is deliberate. If you have built a plan where one column has to produce 60% of your number, you have not built a plan. The owner in the story above had his supposed home run underperform and still hit pace, because his stack absorbed it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Second, the internal plays are the cheapest and often the best.<\/strong> A buddy event costs you card stock and staff attention. Paid acquisition costs real money \u2014 figure $150 to $300 per enrollment once you count ad spend, event cost and staff hours, and remember that a student costs five to seven times more to acquire than to keep. At ~$375 a month on a 12-month Trial Enrollment, a $250 acquisition cost is a bargain. But a buddy pass that costs you $6 and a conversation is a better one, and it converts warmer. Most owners have this backwards: they buy strangers before they have exhausted the people already standing on their mat.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Third, &#8220;owner&#8221; on that table means accountable, not solo.<\/strong> The program director who owns the buddy event does not personally hand out four hundred passes. She owns the number. She reports it Monday. If it is behind, she says so before you ask.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The event mechanics that decide whether a play produces<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Since we are talking about the plays themselves, let me save you the most common waste in the industry. The excuse for the event barely matters \u2014 a movie, a festival, a school demo, a bring-a-friend night. What matters is the same four things every time:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Full contact information<\/strong>, not a name and an email. Name, both parents, phone, email.<\/li>\n<li><strong>A permission slip<\/strong> collected in advance for anything involving other people&#8217;s children.<\/li>\n<li><strong>The appointment made on the way in the door<\/strong>, before the event starts \u2014 never afterward. The death knell of an event is collecting names and trying to call people the following week.<\/li>\n<li><strong>One-on-one conversation.<\/strong> Your hand on the shoulder of every parent, eye contact, confirming they will be there. The flyers, the signs, the banner, the table cloth \u2014 all of that is maybe five percent of the result. The conversations are the other ninety-five.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Schools get fixated on the stuff that matters least and miss the pieces that make the event work at all. And every one of those four things is a staffing requirement. You cannot make an appointment with 100% of attendees on the way in the door with one person at the table.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Test Two: The Stake \u2014 Nobody Full-Time Without Results Upside<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">This is the rule I will not bend on, and it is the reason most sprints that look identical on paper produce wildly different results.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Never have a full-timer who is not highly incentivized on results.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">I am generally not a fan of people who are just on hourly. And I am generally not a fan of part-timers either \u2014 though I will be honest, I have filled gaps with part-timers many, many times, and there is nothing wrong with that as long as you understand what it is. <strong>A part-timer is a transition to a good full-timer, not a destination.<\/strong> Hire them, develop them, and either graduate them onto a real pay plan or replace them.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">What I will not have is somebody full-time who is mentally clocking in and clocking out. During a sprint you have external marketing, internal marketing, retention, renewals and enrollment all firing in the same week. A person on a flat wage has no reason to care which of those happens. A person on a percentage cannot stop thinking about it.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Percentage of gross, not percentage of profit<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Owners ask me constantly whether they should give a program director a share of the profits. Almost always the answer is no, and the reason is simple: <strong>the staff you hire have little or no control over your expenses.<\/strong> They cannot negotiate your lease. They do not choose your billing company. Maybe they can nudge the thermostat and save you a hundred bucks. Tying their income to a number they cannot move teaches them that their effort does not matter, which is the exact opposite of what you are paying for.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Pay on gross. Gross is the number they can move, every single day, with the phone and the mat and the conference room.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The one real exception is a genuine partnership \u2014 an actual ownership agreement where somebody holds equity. That is a different conversation with different documents, and it requires the person to learn to wear two hats and keep them distinct. Watch for the tell: when it is a good month they want to think like an owner, and when it is a bad month they want to think like an employee. That is human nature, and it is why partnership structures need real clarity up front.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Keep the bonus simple enough to compute in their head<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">When people build complicated bonus systems, the systems become counterproductive. I have seen schools where there is one bonus for retail, another for event attendance, another for enrollments, another for exceeding a threshold, another for something else \u2014 and the net effect is that nobody on staff can tell you at 6pm on a Tuesday whether they are ahead.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That is the test. <strong>If I know we did $5,000 today and I know I get $500 of it, I am energized as the day goes on.<\/strong> If I cannot do the math in my head, the incentive does not exist. It is a line item on your P&amp;L that changes nobody&#8217;s behavior.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That does not mean one incentive only. It means each incentive has to be legible. Things I have used and still recommend:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>A percentage of gross<\/strong> as the base engine.<\/li>\n<li><strong>Threshold bonuses on the billing check<\/strong> \u2014 hit this number, there is a bonus; hit the next, there is a bigger one.<\/li>\n<li><strong>An attrition bonus.<\/strong> If the dropout rate falls below a defined line, there is a bonus on top. Sub-2% monthly is the target for a well-coached school against an industry norm of 3\u20135%.<\/li>\n<li><strong>Barrier bonuses.<\/strong> Getting to 300 active students should be an event with money attached, with incremental steps along the way.<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">The payroll frame that keeps this affordable<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Here is how the money actually works, because owners hear &#8220;percentage of gross&#8221; and panic.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For an owner-operator school, run <strong>payroll at roughly 33\u201335% of gross including yourself.<\/strong> For a genuinely absentee multi-school owner, the target drops <strong>under 25%<\/strong>.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">That absentee 25% has historically broken down like this in my operations:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><thead><tr><th>Role<\/th><th>Share of gross (up to ~300 active)<\/th><th>Share of gross (300+ active, three full-timers)<\/th><\/tr><\/thead><tbody><tr><td>Branch manager<\/td><td>12%<\/td><td>10%<\/td><\/tr><tr><td>Head instructor \/ program director<\/td><td>10%<\/td><td>7%<\/td><\/tr><tr><td>Third full-timer<\/td><td>\u2014<\/td><td>7%<\/td><\/tr><tr><td>Part-time pool<\/td><td>3%<\/td><td>remainder<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">Two notes. Above 300 active students the part-time payroll tends to inflate and holding the target gets harder \u2014 which is one reason a school of around 300 active students at roughly $400 average revenue per student, a $120,000-a-month operation with well-compensated staff, is such a sweet spot. And notice what happens to the individuals: a smaller percentage of a bigger gross is more dollars. Ten percent of $120,000 beats twelve percent of $70,000. Nobody takes a pay cut by growing. Say that out loud to your team before the sprint starts.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Hiring into a school that has already grown<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Grandmaster Jeff Smith makes a point here that has saved a lot of owners real money. If you have someone who has been with you for years on a percentage of gross, and the gross has climbed substantially during that time, you cannot hand a brand-new hire the same percentage of the same total. They did not build it.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The clean structure is: <strong>set a base salary calibrated to the trailing six-month average gross, and pay commission on the growth above that line.<\/strong> They earn the new money. They do not inherit the old money. It is fair to them, it is fair to the person who built the base, and it points their attention exactly where you want it during a sprint.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Layer training benchmarks on top. New staff start at a starting scale, and when they hit defined certification milestones their percentages step up. In our Quick Start training, staff were not considered full-bore team members until they passed a specific level of certification, and the first 90 days was always understood to be a training period. That gives you a real answer when someone asks for a raise in month two: <em>here is the benchmark, here is what it pays, here is the date you can test for it.<\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And when someone asks for a raise later, the answer is the same one I gave for years: <strong>we are not going to increase base salaries, we are going to increase revenue so your income goes up.<\/strong> Every raise conversation becomes a growth conversation. During a sprint, that is exactly the conversation you want happening.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The sprint overlay<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">On top of all of that, publish a sprint-specific bonus before day one. Not after. Write the dollar figure on the wall: <em>if we net this many students by this date, this is what each of you receives.<\/em> One number, one date, computable in their head. If you run two locations, add a combined bonus on top of the individual ones \u2014 it makes the teams hold each other accountable instead of watching each other. Just do not push it so far that half of someone&#8217;s pay rides on a gross they cannot personally influence; I have taken that too far myself, and when the organization gets big enough there is always somebody not carrying their weight and everybody resents it.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Test Three: The Shepherd \u2014 Can You Actually Receive These People?<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The third test is the one that decides whether the sprint produces enrolled students or a bad reputation.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">You are about to invite a wave of strangers into your building. Many of them will be five years old. Many of the adults will be nervous, distracted, running late, and bringing a toddler and a baby carrier with them. <strong>What happens to those people in the first ten minutes decides your close rate more than any script.<\/strong><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">So before you launch, walk the flow physically and answer three questions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Who shepherds the nervous student?<\/strong> A young or anxious first-timer needs a named human \u2014 an instructor trainee, a leadership team student, a senior teen \u2014 whose only job during that intro is to make that one kid feel like the most important person in the room. This is not a nice-to-have. It is the difference between a parent watching their child smile and a parent watching their child freeze.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>What do the siblings do?<\/strong> I cannot count the number of enrollment conferences I have watched get destroyed by a two-year-old running laps around the table. The fix is embarrassingly cheap. Have a designated person \u2014 a 15-, 16- or 17-year-old trainee, or one of your reliable moms \u2014 take the little ones into a separate room and keep them entertained for fifteen minutes. If you do not have a spare person or a spare room, have the low-friction activity ready: karate coloring sheets and a genuinely enormous box of crayons, with the instruction that they have to use <em>every<\/em> crayon. That buys you the conference. It is in our scripts for a reason. It also gently pulls the parent&#8217;s phone out of the equation if you hand it to the child instead.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Can one person run the whole thing if they have to?<\/strong> Chief Master Greg Moody&#8217;s discipline here is the right counterweight to everything I have said about bench strength. He builds systems that require exactly one person, with a rotating curriculum and an enrollment process that does not depend on a second human \u2014 and then, if a second person is available, great, use them. Grandmaster Jeff Smith comes at it from the other direction, building multi-level bench strength inside each school so there is always somebody to run a booth or watch the kids or teach a second intro.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Both are right, and here is what you should take from having both in the room: <strong>make the systems as simple as humanly possible.<\/strong> What I see constantly is owners building elaborate systems and then getting a third of the execution. Simple systems get you most of the execution, most of the time, from most of the people. During a sprint, most-of-the-execution-most-of-the-time is worth more than a beautiful system nobody runs.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">The capacity ceiling that sizes your sprint<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Now put a number on it. One hundred students in 90 days is about 33 a month, roughly 8 a week. Work backward:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><thead><tr><th>Stage<\/th><th>Weekly requirement<\/th><th>Assumption<\/th><\/tr><\/thead><tbody><tr><td>Enrollments<\/td><td>8<\/td><td>The goal<\/td><\/tr><tr><td>Intros delivered<\/td><td>~11<\/td><td>70% intro-to-enrollment<\/td><\/tr><tr><td>Appointments set<\/td><td>~16<\/td><td>70% show rate<\/td><\/tr><tr><td>Leads \/ contacts<\/td><td>~24<\/td><td>65% lead-to-appointment<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\">Sixteen appointments a week is three to four a day, and each one consumes an intro lesson plus a conference plus follow-up \u2014 call it an hour of a trained person&#8217;s time all-in. That is sixteen hours a week of intro delivery, sitting on top of prime-time classes. <strong>One full-timer cannot do that and teach.<\/strong> This is why the roster sizes the sprint, not your ambition.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">And here is the failure mode to watch for: when a play hits and you suddenly have more appointments than slots, the temptation is to book people two and three weeks out. Do not. <strong>The longer the sales process runs, the less likely the enrollment.<\/strong> Somebody who contacts you today and books for three weeks from now has a show rate that declines precipitously compared to somebody who comes in tomorrow. I have watched owners run a great movie promotion, get slammed in the first three days, start scheduling out two and three weeks, and turn a winner into a disaster. That is a roster limit expressing itself as a marketing failure.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Two more capacity rules worth building in before you launch:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Both parents required at the conference.<\/strong> Not &#8220;we&#8217;d like,&#8221; not &#8220;it would be helpful&#8221; \u2014 <em>we require<\/em>. Put it on the information sheet the family initials at first contact so the staff is forced to raise it, and ask on the phone who else is involved weekly: father, mother, grandparent, whoever handles transportation, schedule, custody or finances. Get the name written down so you know who to expect. If schedules genuinely will not allow it, a video conference in the evening after the kids are down works, and some schools are getting 50 to 70% of second parents that way.<\/li>\n<li><strong>Call every online lead inside sixty seconds.<\/strong> Automation is fine, but nothing beats a live human on the phone in the first minute of an opt-in, followed by a short video that walks them through the school and the intro process so they arrive already comfortable. Send that video to the leads who <em>did not<\/em> book, too.<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">The Two Weeks Before You Launch<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Here is the pre-flight checklist. If you cannot complete it, move the start date \u2014 do not launch anyway.<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Name the plays and assign one owner each.<\/strong> Written down, visible, reported on Monday.<\/li>\n<li><strong>Publish the sprint bonus in dollars, with the date.<\/strong> Before day one, not after.<\/li>\n<li><strong>Convert every full-timer to base plus percentage.<\/strong> If someone refuses to move off straight hourly, that tells you what they are, and you have just learned it cheaply.<\/li>\n<li><strong>Identify the shepherd and the sibling plan.<\/strong> By name. Rehearse it twice with real families.<\/li>\n<li><strong>Set your weekly appointment ceiling and staff to it.<\/strong> If the ceiling is below your goal, either add hands or lower the goal. Do not book people three weeks out.<\/li>\n<li><strong>Track the same five numbers every night<\/strong>: leads, appointments, shows, enrollments, drops \u2014 by source. You cannot manage a stack you are not measuring.<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\">Do those six things and the sprint stops being a gamble. It becomes a scheduled outcome with a known cost.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><em>Related reading:<\/em> <a href=\"https:\/\/martialartswealth.com\/go\/?p=7842\">Can Your School Absorb 100 New Students? The Capacity Pyramid<\/a> and <a href=\"https:\/\/martialartswealth.com\/go\/the-fire-hose-growth-sequence-a-four-step-martial-arts-school-growth-plan-in-the-right-order\/\">The Fire-Hose Growth Sequence: A Four-Step Martial Arts School Growth Plan in the Right Order<\/a>.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Frequently Asked Questions<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">How many staff do I need to run a 90-day growth sprint?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">For a target of roughly 100 students in 90 days, plan on at least two trained full-time people plus a developed bench of leadership-program students and part-timers, with the owner in the mix. The math forces it: eight enrollments a week requires about sixteen appointments a week, and each appointment consumes close to an hour of a trained person&#8217;s time between the intro lesson, the conference and follow-up. That is sixteen hours a week sitting on top of prime-time classes, plus event staffing on weekends. One person cannot deliver that and teach. If you only have one trained full-timer today, you have two honest options: shrink the goal to fit the roster, or spend the first thirty days developing bench strength from your senior students before you turn the marketing on.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Should I pay my program director a percentage of gross or a percentage of profit?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Percentage of gross, in almost every case. The staff you hire have little or no meaningful control over your expenses \u2014 they do not negotiate the lease, they do not choose the billing company, they cannot move the insurance premium. Tying their pay to a number they cannot influence teaches them that effort is irrelevant, which is the opposite of what you are buying. Gross is the number they move every day with the phone, the mat and the conference room. Keep the structure simple enough that they can compute their earnings in their head as the day goes on, then layer a small number of legible bonuses on top: threshold bonuses on the billing, a bonus for holding attrition under 2% a month, and a milestone bonus for crossing a new active-student barrier. The only real exception is a genuine equity partnership, which is a different agreement entirely.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">What if I cannot afford a second full-timer before I start the sprint?<\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Then use part-timers as a bridge and be honest with yourself that it is a bridge. I have filled gaps with part-timers many times; the mistake is treating part-time as the permanent structure rather than as the runway to a good full-timer. Start by developing bench strength from inside: second-, third- and fourth-year students and leadership-program members who already see themselves as contributors to the school rather than customers of it. Trained teenagers using your scripts can set appointments at extremely high rates \u2014 I regularly see 95%-plus lead-to-appointment from 14-year-olds. Simultaneously, size the sprint to the roster you actually have rather than the one you wish you had, and put the sprint bonus in place so that as revenue climbs, the second full-time position funds itself out of the growth rather than out of your reserves.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Your Next Step<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">If you look at your roster right now and you cannot put a name beside each play, or you have a full-timer drawing a flat wage while you personally run the marketing, you already know what the next ninety days will look like. It will look like the last ninety days, with more effort.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Start with the free book. <em>Six Simple Steps to Add 100 Students<\/em> at <strong><a href=\"https:\/\/FillYourSchool.com\">FillYourSchool.com<\/a><\/strong> gives you the plays themselves \u2014 the events, the referral systems, the community programs and the appointment math behind each column of the stack.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Then book a <strong>Free Personal Evaluation \u2014 a $1,297 value, at no cost and no obligation.<\/strong> My coaching team and I will look at your actual roster, your actual payroll percentage and your actual appointment capacity, and tell you how big a sprint your school can hold \u2014 and exactly what has to change on the pay plan before you launch it.<\/p>\n\n\n\n<div class=\"maw-cta\" style=\"background:#2b0d12;border:1px solid #4a1f28;padding:32px;border-radius:14px;margin:40px 0;\">\n<h3 style=\"color:#ffffff;margin-top:0;\">Your School Should Not Depend on You Doing Everything<\/h3>\n<p style=\"color:#e8dcdc;\">In your free growth diagnostic, Stephen Oliver and Jeff Smith will identify the biggest obstacle between your school or gym and its next revenue level \u2014 and map the most direct path forward. A $1,297 value, at no charge and no obligation.<\/p>\n<p><a href=\"tel:+17202560208\" style=\"display:inline-block;background:#d4a437;color:#1a1a1a;padding:16px 24px;border-radius:8px;font-weight:700;text-decoration:none;margin:6px 8px 6px 0;\">Call to Schedule: +1 (720) 256-0208<\/a><a href=\"https:\/\/martialartswealth.com\/go\/evaluation\/\" style=\"display:inline-block;border:1px solid #d4a437;color:#d4a437;padding:16px 24px;border-radius:8px;font-weight:700;text-decoration:none;margin:6px 0;\">Schedule Online \u2192<\/a><\/p>\n<\/div>\n\n\n\n<h2 class=\"wp-block-heading\">About the Author<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Stephen Oliver, MBA and 10th Degree Black Belt, is the Founder and CEO of Mile High Karate and Martial Arts Wealth Mastery, CEO of NAPMA (National Association of Professional Martial Artists), and Publisher of Martial Arts Professional magazine. A martial arts school owner since 1975, he and his coaching team \u2014 including Grandmaster Jeff Smith and Dr. Greg Moody \u2014 have helped school owners across the world build $1M+ schools.<\/p>\n\n\n\n<script type=\"application\/ld+json\">{\"@context\": \"https:\/\/schema.org\", \"@type\": \"FAQPage\", \"mainEntity\": [{\"@type\": \"Question\", \"name\": \"How many staff do I need to run a 90-day growth sprint?\", \"acceptedAnswer\": {\"@type\": \"Answer\", \"text\": \"For a target of roughly 100 students in 90 days, plan on at least two trained full-time people plus a developed bench of leadership-program students and part-timers, with the owner in the mix. The math forces it: eight enrollments a week requires about sixteen appointments a week, and each appointment consumes close to an hour of a trained person's time between the intro lesson, the conference and follow-up. That is sixteen hours a week sitting on top of prime-time classes, plus event staffing on weekends. 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Keep the structure simple enough that they can compute their earnings in their head as the day goes on, then layer a small number of legible bonuses on top: threshold bonuses on the billing, a bonus for holding attrition under 2% a month, and a milestone bonus for crossing a new active-student barrier. The only real exception is a genuine equity partnership, which is a different agreement entirely.\"}}, {\"@type\": \"Question\", \"name\": \"What if I cannot afford a second full-timer before I start the sprint?\", \"acceptedAnswer\": {\"@type\": \"Answer\", \"text\": \"Then use part-timers as a bridge and be honest with yourself that it is a bridge. I have filled gaps with part-timers many times; the mistake is treating part-time as the permanent structure rather than as the runway to a good full-timer. Start by developing bench strength from inside: second-, third- and fourth-year students and leadership-program members who already see themselves as contributors to the school rather than customers of it. Trained teenagers using your scripts can set appointments at extremely high rates \u2014 I regularly see 95%-plus lead-to-appointment from 14-year-olds. Simultaneously, size the sprint to the roster you actually have rather than the one you wish you had, and put the sprint bonus in place so that as revenue climbs, the second full-time position funds itself out of the growth rather than out of your reserves.\"}}]}<\/script>\n","protected":false},"excerpt":{"rendered":"<p>A growth sprint fails at the roster, not the calendar. Here is how to assign, pay and staff three concurrent marketing plays so 100 students in 90 days actually holds.<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"{title}\n\n{excerpt}\n\n{url}","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false},"categories":[23],"tags":[],"class_list":["post-9159","post","type-post","status-publish","format-standard","hentry","category-school-growth"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>How to Staff a 90-Day Growth Sprint: The Sprint Roster Framework<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/martialartswealth.com\/go\/sprint-roster-staff-90-day-growth-sprint\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to Staff a 90-Day Growth Sprint: The Sprint Roster Framework - Martial Arts Wealth Mastery\" \/>\n<meta property=\"og:description\" content=\"A growth sprint fails at the roster, not the calendar. 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A martial arts school owner since 1975 and business coach since 1985, Oliver has spent more than five decades building, operating, and advising successful martial arts schools. He also serves as CEO and Chairman of NAPMA (the National Association of Professional Martial Artists) and Publisher of Martial Arts Professional magazine. A Georgetown University cum laude graduate, he earned his Executive MBA through the Executive Program at the Daniels College of Business at the University of Denver. He was promoted to 10th Degree Black Belt in April 2026 and inducted into the Tae Kwon Do Hall of Fame in August 2026. 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