InfoWest Q2 2026 — Diagnosis & Strategy

May 12 → Jun 30 · One-pager · Companion to the brand strategy roadmap & Q2 execution plan
Acquisition-first during the wireless→fiber market transition
Hard deadline Jun 1 · New site live
The Problem Sales calls are flat at ~580/month. The sales-team's own tracker logged 582 calls across the 3 weeks of January it captured (Jan 12–30, HP + Kenzie + Kaden). Feb–Apr is the same flat range. The pipeline is steady. What's broken is the conversion step (people bounce at the price), the dormant database (leads + customers we already have aren't being nurtured), and the install handoff (the sales tracker shows a 4–5% install-failure rate — customers who said yes and never activated). More volume will not fix any of this.
Market Context · What's true beyond InfoWest
The forces moving the regional ISP market regardless of what we do. We're operating inside this picture, not above it.
Wireless → fiber migration is market-wide
When a household's neighborhood gets any fiber, they leave wireless. Whoever signs them first wins the customer for ~16 years. Not an InfoWest dynamic; it's the regional telecom shift.
Customers escape incumbent failures
Every switching customer Jan–Apr was triggered by a problem with TDS, Quantum, CenturyLink, or AT&T. Verbatim: "predatory," "nightmare," "outages," "buffering," "failed to deliver." We catch escape velocity. We don't create demand.
"No contract internet" is a real category
US national search demand 4,670/mo across 4 phrases (LOW competition). IW currently has zero impressions on contract-intent terms — ceding the entry point. Customers use these exact words.
The market is in a pricing war
TDS and Quantum run monthly promos. ~63 competitor price quotes hit our calls every month. Customers compare offers, not brands, at the price step. Without an offer we lose the conversation.
Diagnosis · What we're already doing

The campaign portfolio (Jan 2026 framework, still current)

Brand Campaign
Long-term equity, not performance. Radio (Fred) · Print (Adam) · Chamber + Sponsorships (Fred, Laura) · Events + Organic (Laiza) · Signage (Adam).
Campaign 1 · Fiber
Primary strategic objective. Build-stage motion: Greenfield→Brownfield handoff · BEAD construction-phase awareness · 10-day pre-install push · Install Ready.
Campaign 2 · Wireless / General
Cash-flow engine. Google Ads is the main channel. Q2 work concentrates here — conversion, offer, nurture.
Campaign 3 · Cedar City
Acknowledged, scoped, parked until resourced. Not a Q2 priority.
Strategy · What Q2 changes

Squeeze what we already have — three constraints

1
The offer is the wall. Customers bounce at the price step. A monthly rotating intro offer (6-mo or 12-mo) gives service-shoppers a door-opener they can justify today. This is not the "price-first churner" segment the Jan Strategy deprioritized — those leave for the next cheaper deal. The intro offer opens the door for people who'll stay once they experience the service.
2
The database is dormant. Leads in GHL sit untouched. Customers don't get tier-upgrade offers. Wireless customers in fiber neighborhoods aren't being migrated. Q2 stands up retention, tier-upgrade, testimonial collection, and a migration test.
3
The install handoff leaks ~4-5%. The sales-team's own tracker has an Install Failure Rate column. Jan W1 ran 6.34%, W2 ran 2.31%. On ~155-170 closes/month, that's potentially ~6-25 customers per month who said yes and never activated. The Sales/CSR → Infrastructure handoff needs an owner who designs the process to drive this toward zero (Tyler is the likely PM, TBC).
The customer promise stays the same Local people. No contracts. No data caps. No surprises.
By Jun 1 · Website launch
By Jun 30 · End of Q2
1

ICP Acquisition + Offer

Family (primary) and Budget (secondary) get the paid distribution + monthly rotating intro pricing. Tech / Pro / Ultimate exist as self-select. First offer launches Jun 1 with the new site; sales team trained before the ad spend turns on.

Adam · Jasper (creative) · Sales team (Heather, Kenzie, Kaden, Steve M.)
2

Lead + Customer Nurture (GHL)

Retention. Tier-upgrade. Video testimonial collection. Wireless→Fiber migration test. The end-to-end pipeline needs to work as one — leads, upsells, retention, migration all move smoothly through GHL. Sales/CSR → Infrastructure handoff designed. Referral revamp polishes Q3.

Adam (marketing + GHL config) · Tyler (potential pillar PM, TBC) · Dev team · Heather (migration)
How we'll know it worked — growth metrics drive decisions
These are the numbers that tell us we're moving in the right direction. They replace call volume / ARPU / churn % as the decision-driving KPIs.
LTGP : CAC
≥ 3 : 1
Family + Budget paid, 6-week window
Payback period
< 12 mo
Ideal 6 · gates Q3 paid scale-up
Gross MRR
≥ +10% YoY
Same-month 2025 × 1.10
Net MRR
Positive
Retention flow working · churn save rate trend
Still tracked, not deciding Call volume (activity, not result) · ARPU (per-customer revenue — defensive; will keep us where we are if it's the optimization target) · Churn % (back-end loss). These describe where we are; they don't drive where we go. Reported for visibility, not for decisions.
What we're deliberately NOT doing in Q2
Fiber new-project sourcing (Q3) Content Engine kickoff (Q3) Per-city landing pages (Q3 with Content Engine) Per-project fiber LPs (Q4 — Q2/Q3 too loaded with personas campaign) Referral revamp (Q3 sub-phase) Wireless→Fiber migration full rollout (Q4) Tech / Pro / Ultimate paid distribution (budget too small for now; revisit when share-of-spend allows) Cedar City Campaign (still parked) Scaling paid spend before offer math clears 3:1