# SnS Hospitality Group — Codex Operating Context

This file is the durable context and working-memory entrypoint for Codex work in
`businesses/sns-hospitality-group/`. Read it before analyzing or changing anything
in this subtree. Treat it as a maintained navigation and decision aid, not as a
substitute for the source documents.

## Mission

Build SnS Hospitality Group LLC as a portfolio of repeatable mobile food and
beverage ventures. The active venture is **The Daily Pour**, a fleet concept for
drive-through coffee trailers in Northwest Indiana and Southern Michigan.

The operating doctrine is:

> Build one → learn → automate → reduce cost → prove profitability → replicate.

Sam's permanent role is capital allocation, strategy, systems, and final approval;
the business should not depend on him working shifts. Kiowa's intended lane is
locations, compliance, staffing, SOPs, and operational development. A Location
Manager is intended to operate each trailer.

## Current truth snapshot

Last reconciled by Codex: **2026-08-27**.

### Confirmed in repository documents

- SnS Hospitality Group LLC is documented as formed in Indiana on 2026-08-06.
- Sam confirms the operating agreement is signed and stored in Documenso.
- Guaranteed vested ownership is 85% Holdings / 15% Kiowa, with options that may
  increase Kiowa's interest up to 25% under the executed agreement.
- The Daily Pour is the first and only active Hospitality venture.
- T00-DRIP is the prototype and remains pre-launch.
- The target is ten trailers, with later units funded primarily from retained cash.
- The latest physical concept uses an 8.5 × 26 ft enclosed trailer with a 7 ft
  6 in interior height, drive-through service only, and no raw-food cooking line.
- Branding, recipes, market research, supplier research, financial projections,
  compliance planning, and conceptual layouts exist.

### Not yet evidenced as complete

- Purchased trailer
- Executed lot lease or final operating location
- Health-department plan approval
- Final commissary determination
- DBA filing for The Daily Pour
- Mobile food permit, insurance, or employer registrations
- Final engineered electrical, plumbing, HVAC, and weight plans
- Funding approval or loan closing
- Hired Location Manager or opening staff
- Complete employee handbook and operating SOP library
- Production-ready fleet network configuration

Do not convert a plan, candidate, projection, checklist item, or generated mockup
into a statement that something has been purchased, approved, signed, deployed,
or proven.

## Venture relationship map

```text
SnS Network Solutions Holdings LLC
└── SnS Hospitality Group LLC
    ├── The Daily Pour
    │   ├── T00-DRIP — prototype, pre-launch
    │   └── T01–T09 — proposed fleet
    └── Other mobile concepts — future, not active Daily Pour units

Sam / Holdings ── capital, strategy, financial control, approvals
Kiowa ─────────── locations, compliance, staffing, SOPs, operations development
Location Manager ─ daily execution for one trailer
SNS Networking ── technology provider and security handoff, separate entity lane
```

Keep Hospitality operations and SNS Networking delivery responsibilities explicit.
Technology should support opening and operating the trailer; it must not become a
prerequisite unless required for payments, safety, compliance, or essential control.

## Authoritative-source order

Use the narrowest, newest, directly applicable source, while checking for conflicts:

1. Signed legal document or official agency/vendor record supplied by Sam
2. Current owner decision explicitly recorded in the repository
3. Latest dated, venture-specific specification or model
4. Current checklist or operational plan
5. High-level README or overview
6. Historical memory, old plan, generated mockup, or research note

For T00 physical design, start with:

- `coffee-trailers/T-00/version2.md`
- `coffee-trailers/T-00/docs/T-00-3D-layout-checklist.md`
- `coffee-trailers/T-00/docs/trailer-spec-sheet-for-designer.html`
- `coffee-trailers/T-00/trailer-candidate-midcity-us-cargo-8.5x26.md`

For finance, distinguish the original business plan from the newer models:

- `coffee-trailers/T-00/docs/daily-pour-sba-projection-assumptions.md`
- `coffee-trailers/T-00/docs/daily-pour-sba-projection.csv`
- `coffee-trailers/fleet-model-5yr-assumptions.md`
- `coffee-trailers/fleet-model-5yr-monthly.csv`

For compliance and people operations, start with:

- `docs/required-docs-and-compliance.md`
- `coffee-trailers/T-00/docs/health-dept-certification-checklist.html`
- `docs/handbook-tracker.html`

## Known conflicts that must not be silently resolved

| Topic | Conflicting repository positions | Required treatment |
|---|---|---|
| Ownership | Some drafts blur guaranteed 85/15 ownership with options up to 25% | State 85/15 as current; verify option mechanics against the executed agreement |
| Operating Agreement | Repository drafts conflict with the signed agreement | Documenso copy controls; archive conflicting drafts after reconciliation |
| Kiowa departure | Flat 50% FMV buyback vs. tiered 100/75/50/0 terms | Treat the executed agreement as controlling |
| Management | Holdings has sole day-to-day authority vs. Kiowa oversees operations | Clarify decision rights and escalation path |
| Trailer cost | ~$25K, $50K, and $60K financing concepts | Rebuild from current vendor-backed design quotes |
| Trailer size | Early 8 × 14–16 ft concept vs. current 8.5 × 26 ft design | Use 8.5 × 26 ft unless Sam changes it |
| Equipment | One espresso line/older appliance list vs. two-station revised design | Use revised requirements; validate necessity and load |
| Warewashing | Two-compartment vs. three-compartment sink | Use three-compartment pending written health approval otherwise |
| Water heat | Propane tankless vs. all-electric | Current direction is all-electric |
| Electrical | 30A/3.5 kW generator vs. tentative 50A 120/240V | Require nameplate-load calculation before selection |
| Growth | Ten trailers in two years vs. approximately month 50 | Use the evidence-backed five-year model, not the early schedule |
| Profit | Flat 100 customers/day and ~49% net margin vs. ramped model | Use ramped cases; expose missing costs and sensitivity |

When a task touches one of these topics, report the conflict and its sources. Offer
resolution options, but do not choose legal, ownership, or capital terms for Sam.

## Decision gates

Prioritize work that advances the next physical-business gate. The current task is
receipt, review, correction, and approval of the $211 Fiverr blueprint package.

### Gate 1 — Feasible prototype

- Written health-department direction and plan-review path
- Commissary requirement determined
- Integrated layout, equipment, utilities, weight, and winterization concept
- Real vendor quotes and construction contingency
- Candidate location economics

### Gate 2 — Financeable unit

- Vendor-backed uses-of-funds schedule
- Conservative 24-month projection with sensitivity cases
- Owner contribution, working capital, debt terms, and reserve policy
- Legal ownership and tax-distribution terms reconciled

### Gate 3 — Ready to open

- Approved plans, permits, insurance, location agreement, and build
- Location Manager and staff hired and trained
- Minimum viable SOPs: food safety, open/close, cash/POS, inventory, cleaning,
  incident response, equipment failure, and staffing coverage
- Essential POS, connectivity, security, and reporting operational

### Gate 4 — Ready to replicate

- At least 90 days of actual unit economics
- Repeat demand, throughput, labor, waste, maintenance, and downtime measured
- T00 profitable under an agreed definition
- Build book, training system, supplier terms, and launch checklist proven

Do not optimize Gate 4 systems while Gate 1 evidence is missing unless Sam explicitly
chooses that priority.

## Analysis method

For material decisions, keep a lightweight structured record:

1. **Decision:** What must be decided now?
2. **Confirmed evidence:** What do source documents or external authorities establish?
3. **Inference:** What reasonably follows, with confidence stated when useful?
4. **Assumptions:** What must be true for the proposal or model to work?
5. **Constraints:** Legal, health, physical, weight, power, cash, time, and staffing limits.
6. **Conflicts:** Which sources or requirements disagree?
7. **Evidence gaps:** What quote, approval, measurement, or owner choice retires the risk?
8. **Recommendation:** Smallest action that moves the current gate forward.
9. **Owner:** Sam, Kiowa, Location Manager, vendor, attorney, CPA, or agency.

Use `CONFIRMED`, `INFERRED`, and `AMBIGUOUS` where provenance matters. A polished
document is not evidence that its claims are true.

## Financial-analysis rules

- Separate revenue, gross margin, operating profit, debt service, taxes,
  distributions, and retained growth cash.
- Show customer/day, average-ticket, COGS, labor, and build-cost sensitivities.
- Do not use the 15% COGS assumption as fact until weighted recipes and supplier
  quotes support it.
- Include normal omitted costs: payroll service, accounting, marketing, training,
  spoilage, cleaning, commissary, towing/storage, maintenance, permits, software,
  snow closures, equipment reserves, and contingency.
- Treat Section 179, pass-through tax, certification, grants, credits, and loan
  eligibility as CPA, attorney, agency, or lender validation items.
- Never describe projected profit as proven performance.

## Physical-design rules

- Plan review precedes irreversible buildout.
- Final equipment selection requires actual model numbers and nameplate loads.
- Track wet, dry, and loaded trailer weights plus axle, tongue, and side-to-side
  distribution. Water weighs about 8.34 lb/gal before tank hardware.
- Preserve employee-door, restroom-door, service-window, equipment-service, and
  central-aisle clearances.
- Keep potable, gray, black, electrical, battery, generator, HVAC, and food-safety
  boundaries explicit.
- Prefer the smallest reliable operating system. Defer guest Wi-Fi, video calling,
  AI detection, elaborate marketing automation, and fleet orchestration until the
  prototype proves a need for them.
- Do not simplify away health, fire, electrical, structural, accessibility, payment,
  privacy, or food-safety controls.

## Context maintenance

Update this file only when a durable fact, controlling decision, source hierarchy,
material conflict, or gate status changes. Do not turn it into a session transcript.

When updating:

- Add the date and source for material status changes.
- Retire resolved conflicts rather than preserving obsolete parallel truth.
- Keep private identifiers, account numbers, credentials, and personal contact data out.
- Link to the canonical source instead of duplicating long content.
- Preserve an explicit distinction between current truth and historical context.

## Upstream ideas adapted for Codex

This file applies selected ideas, rewritten for this workspace, from:

- Ponytail: understand the full problem, then choose the smallest sufficient action;
  avoid speculative systems and unnecessary dependencies.
  <https://github.com/DietrichGebert/ponytail>
- Graphify: model entities and relationships, retain provenance, and distinguish
  extracted/confirmed facts from inference and ambiguity.
  <https://github.com/Graphify-Labs/graphify>
- Business Analysis Skills: make assumptions, constraints, conflicts, stakeholders,
  evidence gaps, traceability, and decision ownership visible.
  <https://github.com/45ck/business-analysis-skills>

These are operating principles, not vendored code or installed plugins. Codex-native
workspace instructions and Sam's explicit directions control.
