This is the page for checking. The offer page carries the price and the terms. Everything you would want to verify before signing is written out here: what the phases are called, the twelve‑week schedule, the benchmarks every figure is derived from, how your domain survives the sending, what stays yours, who this does not work for, and nineteen questions I would ask any provider including me. If something is missing, write and ask it: alex.kuguk@evadava.com.
Your first meetings land in week five or six. Onboarding and infrastructure are invoiced at the start. Those two are the only things you pay before a meeting happens, and after that you pay per meeting, once it is held.
Five words carry the whole schedule. They are used with exactly these meanings on the offer page, on this page and in the agreement, and nowhere with any other meaning.
| Word | Weeks | What it means |
|---|---|---|
| Sprint | 1 to 12 | Twelve weeks, and the unit the work is bought in: one warm‑up and one run. Sprint one carries the warm‑up and the Launch cost. Every sprint after it opens at full rate on day one, with no Launch and no second Onboarding fee. |
| Warm‑up period | 1 to 3 | The mailboxes are authenticated and warmed on their own traffic. Not one email reaches your list, and no meeting is expected. |
| The run | 4 to 12 | Every week your list is actually being emailed. It has two halves: the ramp, then full rate. |
| Ramp | 4 to 6 | The first half of the run. Volume climbs from nothing to the rate you chose. Your first meetings land in week five or six. |
| Full rate | 7 to 12 | The second half of the run. The volume you bought goes out every week. The weekly meeting figure on the offer page is the figure for these weeks. |
Two things hold across all five. No mailbox ever passes fifty emails a day, full rate included: that ceiling is what bounds the slider on the offer page, and it does not move for anyone. And the warm‑up happens once. Sprint two opens at full rate on day one, with no three weeks of silence and no second Onboarding fee.
Your domains are registered to your company, authenticated and warmed on their own traffic. In parallel: the buyer profile, the acceptance criteria and your exclusion lists are written down and signed off in week one, and the copy and sequence for your ICP are written and approved in writing in week two. Nothing sends until you approve it.
Volume rises over three weeks to the rate you set. It never opens at full volume, and no mailbox ever passes fifty emails a day.
The agreed volume goes out every week for the rest of the sprint. Sprint two opens at full rate on day one: no warm‑up, and the Onboarding fee never repeats.
Move the slider on the offer page and nine figures move with it: domains, tenants, reserve, emails, people reached. Four planning benchmarks drive all of them. They are assumptions, not promises, and I would rather show them than have you guess at them. What makes them binding is the guarantee, not the arithmetic.
| Benchmark | Planned at | Why this number |
|---|---|---|
| Emails per mailbox, a day | 50 | The top of what cold email practice treats as safe, and a ceiling rather than a target. It does not move for anyone at any volume, and it is the first thing an audit of my work should check. |
| Emails per person | 4 | One sequence, four touches. Past the fourth, a sequence buys complaints faster than it buys replies, and complaints are paid for out of domain reputation. |
| Contact to a held meeting | 1% | The bottom of the published range for cold outbound. A plan built on the top of a range is a plan that misses. Your own number replaces mine after the first sprint. |
| Mailboxes per tenant | 5 | Small enough that losing one tenant is survivable, large enough that the pack does not turn into a list of tenants to administer. |
Take fifty meetings a week. At one percent that is five thousand people, at four emails each that is twenty thousand emails, and at the fifty‑a‑day ceiling that is eighty domains. The pack is ninety.
The difference is not margin. It is sized so that one full tenant can be suspended and the week's volume still ships. That is the failure this business actually has: not a slow week, but five mailboxes going quiet at once because a provider acted on a spam complaint. The offer page shows what is left over as a percentage, next to the domain count, and it never falls below the size of one tenant. At no setting of the slider does the pack run flat at the ceiling.
Packs come in fifteens because fifteen is three tenants, and below three there is nothing left to lose one of.
Deliverability is not a service I offer you. It is my own income. I am paid for meetings that happen, and a burnt domain produces none. That is why the rules below are requirements.
Everyone in this business reports meetings booked. Almost nobody reports the show rate, because that number is unflattering. Mine goes on the offer page as soon as I have one, and it stays current after that.
Bounces over 2% or complaints over 0.1% stop the sending, whatever week it is. Full deliverability audits in week five, after the first full week of live sending, and again in week eight, after the first full week at top volume.
One domain to one mailbox: reputation is never shared, so a bad domain takes down only itself. Five mailboxes per tenant is my cap, not the vendor's. It does not isolate reputation. It isolates suspension: if a provider shuts an account down, five mailboxes go with it instead of the whole pack. The pack is always split across Google and Microsoft, because they filter differently and either can suspend an account without warning.
SPF, DKIM and DMARC are verified on every domain before anything sends, and every mailbox warms for three weeks before your first email leaves. No client's first message goes out as an experiment. What nobody can promise is inbox placement, and I am not going to pretend otherwise.
I work inside your CRM and take no copy out of it.
Registered to your company, with the mailbox in my name. Never your production domain, and never a lookalike registered to me.
Your customers and any accounts you name are excluded up front, rather than after a complaint.
You revoke it yourself, without changing a password.
Every email carries a one‑click opt‑out, the postal address of EVA DAVA EOOD and a line saying where the address came from. Opt‑outs are honored the same day, and I never contact that person again for any client. The processing terms are in the data processing agreement.
Deal size from $15,000. A cycle under six months. A defined buyer, and somebody free to run the meetings when they land. Not having your ICP written down yet is fine: I build it with you on the fit call, and if it cannot be built I say so rather than take the work.
Enterprise on a twelve‑month cycle. A meeting is not a milestone there, and neither of us should pretend it is. Also: nobody free to take the meetings. Booked meetings that nobody attends cost you money and cost me my show rate.
After the meeting is held. Not when a slot is accepted, and not before.
The person matches the buyer profile you signed off on, they hold the seniority named in the agreement, and they showed up. All three, or there is no invoice.
It is not billed and I replace it at no charge. Flag it within five business days and I will not argue it.
You are invoiced nothing by me. There is no retainer behind this. Past the launch costs, which are one‑time, a month with no meetings costs you only the vendor renewal for the mailboxes.
No retainer, no monthly minimum, no lock‑in, and no separate charges for data or tools.
No, and deliberately so. A volume discount would mean being paid less for delivering more.
Then you have your answer about the channel, and I have earned nothing beyond the Onboarding fee for three months. The fee is not refunded: the work was done, and the market gave its verdict on your product. What you can do, at any point and for any reason, is stop. Fourteen days’ notice, no exit fee, and you settle only the meetings already held.
You tell me to stop. Fourteen days' notice, no exit fee, no notice period to sit through. You settle the meetings already held and that is the end of it.
You do, in writing, before the first send. I write it for your ICP and you sign it off.
You do. Contact lists stay in your system and I work inside your CRM.
One mailbox on your domain, write access to your CRM, and your rep's calendar. You revoke any of it in under a minute, without changing a password.
Domains registered to your company, bought at cost and handed to you. Never your production domain, which I will not put at risk, and never a lookalike registered to me. One mailbox per domain, five mailboxes to a tenant, and the pack always split across both vendors.
The messaging is written for your buyer and signed off by you, the sequence sends it, and every reply comes back to the crew running your account. Answered within one day, any day, at any hour, by a person who read it. Never routed into a bot loop, never left sitting.
A new mailbox warms for three weeks, then climbs over three more to fifty a day and holds there. It never opens at full volume. One mailbox sits on one domain, and SPF, DKIM and DMARC are verified before anything sends. Sending stops if bounces pass 2% or complaints pass 0.1%.
The show rate goes on the offer page as soon as I have run enough campaigns for the number to mean something, and it stays current after that. The rest of the market reports meetings booked, which is the flattering number.
B2B companies that already sell the product, know roughly who buys it, and have somebody who can run the meetings. Deal size from $15,000, cycle under six months.
Then I spend longer on the profile and the criteria with you. A complicated ICP is a reason to write it down carefully, not a reason to skip it.
Past six months a meeting stops being a meaningful milestone, and this pricing stops making sense for you. I will say so rather than take the work.
I build it with you on the fit call, from what you already know: who closed, who churned, who never answered. If it cannot be built, I will tell you.
Thirty minutes, and you leave with a written ICP whether or not we work together. Book the fit call.