# Fictional example output

**Feasible proposal; total remains $1,000/day.**

| Owner | Current | Delta | Proposed | Floor / ceiling |
| --- | ---: | ---: | ---: | ---: |
| b1 / c1 | $600 | +$50 | $650 | $500 / $700 |
| b2 / c2 | $300 | −$50 | $250 | $200 / $400 |
| b3 / Brand | $100 | $0 | $100 | $100 / $100; frozen |
| Total | $1,000 | $0 | $1,000 | |

The caps reconcile in cents: 65,000 + 25,000 + 10,000 = 100,000. Observed average CPA is $20 for c1 and $30 for c2, but no incremental-conversion forecast follows from those averages. Cap changes do not guarantee actual spend. Verify October 8 scope and supported write access before application. Review after the documented conversion cycle and compare delivery/outcomes; retain the original $600/$300/$100 caps for any authorized rollback. Proposal only; no change applied.