Step 1 of 5 · Warm-up
Who are we running this for?
Just the basics so the audit reads like it was built for them. You can leave email blank until the end of the call.
Only needed if you want to email the summary or push the lead to the CRM.
Jon's talk track
- Say: "This takes about five minutes and by the end you'll see, in real numbers, how many Business Class seats your business spend is worth each year."
- Set the frame: this is a diagnostic, not a pitch. You're mapping what their spend is already capable of.
- Get their first name spelled right — it appears on the recap you send them.
Step 2 of 5 · The engine
How much do they run through the business each year?
Card-eligible business spend — not turnover. This is the single biggest driver of everything that follows.
$1,000,000
annual eligible business spend
At 2.25 points per $1, that generates 2,250,000 points a year before any double-dip strategy.
Jon's talk track
- Say: "I mean card-eligible spend — supplier invoices, ATO, subcontractors, ad spend. Not turnover, because COGS on supplier terms usually can't go on a card."
- If they say "turnover is $8M" — pull it back: "How much of that could realistically move onto a card or through pay.com.au?" That's the real number.
- Don't over-anchor high. A defensible $1.5M beats an optimistic $5M they can't actually route.
Step 3 of 5 · Discovery
Where are they today?
These don't change the maths — they shape the story you tell and the objections you get ahead of.
Are they already earning points on a card?
How do they fly now?
Who handles their travel booking?
Jon's talk track
- If "Amex": "Good — you've got the earn engine. The gap is usually strategy and redemption, which is exactly what we do."
- If "Not really / Not sure": "So right now that spend is leaking value every single month. That's the opportunity in one sentence."
- If "Already Business, cash": lead with the cost saving — they already value the cabin, you're just changing how it's paid for.
- If self-books: flag the time cost. If EA/agent: the concierge slots in without disrupting them.
Step 4 of 5 · Route
Where do they most want to fly in Business?
Pick the route that best matches their travel. Points stretch further on some routes than others — this makes the seat count real for them.
Jon's talk track
- Say: "Where do you actually want to go? London and LA are the headline routes, but Asia and domestic are where the points stretch furthest."
- If they mostly fly domestic: they'll earn many more seats — lean into volume. If long-haul: lean into the per-seat dollar value ($8K–$15K a seat retail).
- If asked where "from X pts" comes from: "That's the airline's published rate times the transfer ratio from flexible card points — the next screen shows every step of that maths, line by line."
- All numbers use Sydney as the origin so the maths is consistent and defensible — mention their home airport shifts it 5–15%.
Step 5 of 5 · The reveal
Here's what the numbers say
Scenario: $1,000,000 annual spend, London return in Business.
Points a year
2,250,000
at 2.25 pts per $1 spend
Business Class return seats
3.2
London return, in Business
Retail value unlocked
$38,000
what those seats cost in cash
Cost of the points
$19,000
card-processing cost at a 1.9% rate on their annual spend — the honest cost line, on the table up front.
Price arbitrage — per seat
$12,000$7,500
≈37% below retail, all-in (fees + taxes), for the same London Business Class return seat. Overall: about $1.90 of flight value per $1 of points cost.
The maths, line by line
Every number above, derived — read it top to bottom.
$2,500,000 annual spend × 2.25 points per $1
5,625,000 pts/yr
One Hong Kong Business return: 120,000 airline pts × 3.0 transfer ratioflexible card points convert to airline programs at this ratio
360,000 pts/seat
5,625,000 pts ÷ 360,000 pts per seat
15.6 seats/yr
Your cost per seat: $47,500 card fees ÷ 15.6 seats + $574 taxes
$3,619/seat
Same seat at retail: $6,000 − your $3,619
$2,381 kept/seat
The arbitrage: 40% below retail — on every seat, every year
$37,000/yr kept
Every month this runs without a system, roughly $3,100 of potential Business Class value goes unclaimed.
Where strategy pays: these figures use published Classic Reward pricing — the conservative benchmark. Routed through partner programs, the concierge often books the same long-haul cabin from around 238,000 points instead of the ~318,000 Classic rate. That gap, plus double- and triple-dip earning, is what a managed strategy is worth on top of this.
Recommended pathway
Best fit: Platinum
At this spend, having us book the seats can pay for itself several times over.
Send this to the lead
A clean recap built from their numbers. Copy it into an email, or print to PDF.
Fill in the earlier steps to generate the recap.
Jon's talk track — the close
- When the seats number lands, stop talking. Let them react first — whatever they say next tells you which objection to handle.
- If ANY number gets questioned, don't defend it — walk the ledger. Read "The maths, line by line" out loud, top to bottom. Every figure on this screen is derived there, and the arbitrage line at the bottom is the whole pitch in one row.
- "Is availability real?" — "Finding and booking partner availability is literally the concierge's full-time job. That's the service, not a footnote."
- "I already have Amex." — "Perfect — the earn engine is there. What you're missing is the strategy and redemption layer. That gap is the difference between the 318,000-point Classic rate and the 238,000 the concierge books."
- "My accountant / EA handles all this." — "Nothing about how your bills get paid has to change. We work alongside them — they'll actually like us."
- The close: "The next step is a 20-minute Fit Call — no obligation, we bring this audit and pressure-test it against your actual spend. Shall I hold a slot while we're on?"
*Figures are estimates only and are based on conservative points-earning assumptions, published reward-seat pricing, indicative taxes/fees, and sample retail Business Class fares at the time of calculation. Availability, taxes, airline pricing, transfer partners, card eligibility, merchant-category treatment, provider terms, and membership outcomes can vary. Sydney is used as the consistent origin for all routes; other home airports typically shift figures 5–15%. Use soft language with the lead — "best suited to", never guarantees.