diff --git a/.codex/BUSINESS-CONTEXT.md b/.codex/BUSINESS-CONTEXT.md new file mode 100644 index 0000000..834cbc7 --- /dev/null +++ b/.codex/BUSINESS-CONTEXT.md @@ -0,0 +1,205 @@ +# SnS Business Context and Decision Memory + +This is Codex's detailed, durable context for Samuel James's business planning +center. The root `AGENTS.md` is the automatic entrypoint; this file holds business +direction, priorities, patterns, and owner-confirmed decisions. + +Keep this current but compact. It is not a transcript, task backlog, secret store, +or replacement for signed legal records. + +## Owner objective + +Build family legacy and family wealth through a portfolio of independently operated +businesses and appreciating assets. The portfolio should increase Sam's freedom and +must not create a collection of jobs that depend on his daily labor. + +### Owner role + +- Owner +- Capital allocator +- Strategist +- Systems designer +- Final approver for material decisions +- Never the permanent daily operator + +## Governing principles + +1. Take the most direct route to the goal: the shortest useful path between two points. +2. Use data rather than emotion, optimism, or hope. Hope is not a business strategy. +3. If a process works, change it only when the change saves meaningful time or money. +4. Automate reliable repetitive work using tools already available. +5. Work smarter, not harder; protect and increase Sam's time. +6. Build on Biblical and Godly principles. +7. Include a 10% tithe to a church in profit-allocation planning, with CPA review of + bookkeeping and tax treatment. +8. Prefer one strong recommendation over many weak possibilities. + +## Holdings doctrine + +SnS Network Solutions Holdings exists to hold assets for long-term family legacy and +family wealth. + +Non-negotiable owner decision: + +- Holdings never borrows. +- Holdings never carries debt. +- Holdings never holds a credit card. +- Holdings holds assets only. + +Do not recommend placing operating liabilities, routine vendor contracts, payroll, +consumer-facing activity, or operating-company borrowing in Holdings. Any guarantee, +cross-collateralization, lien, or structural exception requires Sam's explicit choice +after attorney and CPA review. + +## Venture priorities + +| Priority | Venture | Current direction | +|---:|---|---| +| 1 | SnS Hospitality Group / The Daily Pour | Active focus; launch T00-DRIP and prove the unit | +| 2 | SnS Properties | Build asset ownership and family wealth after/alongside disciplined Hospitality progress | +| 3 | Technology and networking services | Develop as an operator-independent services business | +| 4 | SnS Creative | Future media, music, podcast, and related creative activity | + +Priority means allocation of attention, planning effort, and execution sequencing. It +does not authorize spending or legal formation. + +## Source-of-truth design + +Owner-confirmed direction as of 2026-08-27: + +- This Git repository becomes the authoritative business planning center. +- The repository is standalone at `~/Documents/SnS Network Solutions/`. +- Git records change history. +- Selected repository files should synchronize with Google Drive in both directions. +- Signed agreements and execution records may remain in cloud systems, with their + status and canonical location recorded here. +- Plane is expected to be retired; preserve useful project data before removal. + +Recommended implementation direction: + +- Keep Git authoritative for planning documents, structured data, and generated + business artifacts. +- Keep signed/executed originals authoritative in their execution or approved cloud + system. +- Define an explicit synchronization manifest rather than syncing the entire repo. +- Use conflict detection; never allow unattended last-writer-wins overwrites between + Git and Google Drive. +- Export Plane data into the appropriate entity's `projects/` area before retiring it. + +The physical repository move was completed on 2026-08-28. Synchronization automation +is not yet completed. + +## Document authority and lifecycle + +Use this order: + +1. Owner's newest explicit decision +2. Signed/executed legal record or official agency record +3. Current approved specification, quote, or decision record +4. Current working plan +5. Historical draft, projection, mockup, or memory + +When a new owner-confirmed decision supersedes an old document: + +- Update the current source. +- Move obsolete versions to the relevant `archive/` area. +- Preserve dates and provenance. +- Update links. +- Never allow two files to appear equally authoritative. + +## Standard business organization + +Use the following only as content requires it: + +| Area | Purpose | +|---|---| +| `README.md` | Current entity overview, status, navigation, and next gate | +| `decisions/` | Durable owner decisions and decision rationale | +| `legal/` | Formation, agreements, compliance, and canonical-record references | +| `finance/` | Budgets, models, actuals, funding, and asset allocation | +| `operations/` | SOPs, staffing, vendors, equipment, and recurring controls | +| `marketing/` | Brand, customer acquisition, content, and measured performance | +| `projects/` | Finite initiatives, milestones, checklists, and deliverables | +| `archive/` | Superseded material retained for history | + +Avoid empty scaffolding. Prefer clear filenames, one current version, and relative +links from the entity README. + +## Hospitality decisions + +### Ownership + +Owner-confirmed 2026-08-27: + +- The legally guaranteed vested ownership is 85% Holdings / 15% Kiowa. +- Kiowa has options that may increase her interest up to 25% under the operating + agreement's terms. +- The operating agreement should state this distinction clearly. +- Do not describe Kiowa as currently owning 25% unless option conditions are completed + and formally recorded. + +### Operating Agreement + +- Sam confirms the Hospitality operating agreement is signed. +- The authoritative executed copy is stored in Documenso. +- Canonical location: + `https://app.documenso.com/t/personal_netzdizknkwzxrtl/documents/f/cmsatz9g26wtkad1w289yzsxf` +- The agreement contents were not independently readable by Codex on 2026-08-27. +- Repository drafts are not controlling when they conflict with the executed copy. + +### Current Daily Pour gate + +T00-DRIP remains pre-launch. Sam has hired a Fiverr designer for **$211** to produce +buildout blueprints and is waiting for their return. + +The immediate execution sequence is: + +1. Receive blueprint package and editable/source deliverables. +2. Check the package against the current equipment, workflow, weight, electrical, + plumbing, winterization, and service-clearance requirements. +3. Correct material defects before agency submission. +4. Submit through the applicable health/building review process and track corrections. +5. Resolve certified food-protection coverage and recruit the operating lead/barista + capability needed for launch. +6. Freeze the approved prototype specification before purchasing or irreversible + buildout. + +A repository-backed HTML progress tracker is requested and should become the current +operational checklist for this gate. + +## Communication pattern + +- State the answer first. +- Use two words when two words are sufficient. +- Add detail only when it changes a decision, prevents a meaningful mistake, or creates + a reusable record. +- Do not give Sam long lists of suggestions that do not serve the overall goal. +- Choose the best option automatically from available evidence. +- Surface a second option only when it is genuinely competitive or the primary choice + depends on unresolved legal, financial, safety, or irreversible facts. +- Do not make Sam repeatedly explain decisions already captured here. + +## Decision memory + +| Date | Decision | Status | +|---|---|---| +| 2026-08-27 | Holdings exists for family legacy and family wealth | Active | +| 2026-08-27 | Holdings holds assets only and never borrows, carries debt, or holds credit cards | Non-negotiable | +| 2026-08-27 | Venture priority is Hospitality, Properties, Technology, then Creative | Active | +| 2026-08-27 | Sam is owner/capital allocator/strategist, not daily operator | Active | +| 2026-08-27 | Hospitality ownership is guaranteed 85/15 with Kiowa options up to 25% | Active; verify wording against executed OA when available | +| 2026-08-27 | Executed Hospitality OA is authoritative in Documenso | Active | +| 2026-08-28 | Repository is the authoritative planning center and is standalone at `~/Documents/SnS Network Solutions/` | Completed | +| 2026-08-27 | Plane is expected to be retired after useful data is preserved | Planned | +| 2026-08-27 | Newest owner-confirmed document controls; superseded versions move to archive | Active | +| 2026-08-27 | Durable owner decisions are recorded automatically | Active | +| 2026-08-27 | Recommendations default to one best path | Active | +| 2026-08-27 | Profit planning includes a 10% church tithe | Active; accounting treatment pending CPA guidance | +| 2026-08-27 | Route Codex through local Headroom compression by default to reduce token cost; keep Ponytail's minimal-solution discipline active | Active; verify savings from measured usage | + +## Maintenance + +Update this file when Sam makes a durable decision, changes a venture priority, resolves +a contradiction, crosses a material gate, or changes the operating doctrine. Do not add +routine task updates, conversation history, credentials, private account data, or facts +that belong in a venture source document. diff --git a/.gitignore b/.gitignore index 8040fdb..5261f2e 100644 --- a/.gitignore +++ b/.gitignore @@ -15,7 +15,13 @@ secrets.yaml vault-password* .vault_pass* -# OS / editor -.DS_Store -Thumbs.db -*.swp +# OS / editor +.DS_Store +Thumbs.db +*.swp +*:Zone.Identifier + +# Generated/downloaded artifacts +__pycache__/ +*.py[cod] +*.deb diff --git a/AGENTS.md b/AGENTS.md new file mode 100644 index 0000000..21b8bce --- /dev/null +++ b/AGENTS.md @@ -0,0 +1,89 @@ +# SnS Business Planning Center — Codex Instructions + +This directory is Samuel James's business planning and operations center. It is +not primarily a codebase. Optimize for clearer decisions, faster execution, +organized records, and more owner time. + +At the start of work anywhere in this directory, read: + +1. `.codex/BUSINESS-CONTEXT.md` +2. The nearest business or venture `AGENTS.md` +3. The relevant current source documents only + +## Response rules + +- Lead with the best recommendation or completed result. +- Use the fewest words that preserve the decision, evidence, and material risk. +- Do not present menus of weak options. Choose the best path automatically. +- Mention another option only when it is genuinely competitive or the decision is + costly, irreversible, legal, or materially uncertain. +- Ask only questions whose answers materially change the result. +- Separate confirmed fact, owner decision, inference, assumption, and unresolved gap. +- Do not confuse a plan, projection, mockup, or candidate with an approved or + completed result. + +## Decision rules + +- Take the most direct route to the goal. +- Apply the Ponytail ladder: skip what need not exist; otherwise reuse the + repository, standard library, native platform, or an installed dependency + before creating the minimum new implementation. Never reduce security, + validation, accessibility, error handling, or data-loss protection. +- Base business decisions on data, not hope or emotion. +- Improve a working process only when the improvement saves meaningful time or money. +- Automate repetitive work with tools already available when automation is reliable + and cheaper than the repeated manual effort. +- Prefer simple, maintainable systems over impressive complexity. +- Protect Sam's time: the business must reduce owner labor as it matures. +- Incorporate a 10% tithe to a church into profit-allocation planning. Keep accounting + treatment subject to CPA review and the recipient decision with Sam. + +## Business boundaries + +- The purpose of SnS Network Solutions Holdings is family legacy and family wealth. +- Holdings holds assets only. It must never borrow, guarantee debt, carry debt, or + hold a credit card. +- Operating-company debt, credit, contracts, liabilities, books, and bank activity + remain outside Holdings unless Sam explicitly changes the structure after legal + and tax review. +- Sam's permanent role is owner, capital allocator, and strategist—not daily operator. +- Keep each business entity's files, decisions, assets, obligations, and operations + distinct. + +## Repository behavior + +- This repository is the authoritative planning center. +- Signed originals and externally executed records may live in approved cloud storage; + Git should record their authoritative location and status. +- Newest owner-confirmed decisions control. Move superseded material to that entity's + `archive/`; update links and do not silently delete history. +- Record durable owner decisions in `.codex/BUSINESS-CONTEXT.md` during the same task. +- Never print secrets. Do not alter owner-managed credentials without exact approval. +- Do not publish, push, send, purchase, borrow, sign, or make legal commitments without + explicit approval. + +## Standard entity structure + +Use this default until a simpler structure is proven better: + +```text +/ +├── README.md +├── decisions/ +├── legal/ +├── finance/ +├── operations/ +├── marketing/ +├── projects/ +└── archive/ +``` + +Do not create empty folders merely to satisfy the template. Create them when content +exists. Venture-specific subfolders may repeat the same structure when separation is +useful. + +## Validation + +Before reorganizing, inspect both the parent and nested Git states and preserve all +uncommitted work. After moves, verify links and run the applicable validation. Before +commit or push, run the repository's pre-commit checks without printing matched values. diff --git a/README.md b/README.md index 7054602..d7e0a89 100644 --- a/README.md +++ b/README.md @@ -5,31 +5,30 @@ company for small and medium organizations — networking, Linux systems, securi cloud, managed services, web, and custom software — structured as a **holding company** that owns a separate operating LLC per division. -This repo holds the **parent-company identity, legal structure, and the catalog of -divisions**. Each division becomes its own repo (with its own legal + insurance -paperwork) as it launches. Business #1, **SNS Infrastructure**, is active. +This repo holds the **parent-company identity, legal structure, businesses, +products, infrastructure, project data, and internal AI configuration**. Business +work is separated by legal entity so a subsidiary can move to its own repository +when that becomes operationally useful. ## Structure ``` -sns-network-solutions/ +SnS Network Solutions/ ├── ai-core/ Internal AI team + shared knowledge base │ ├── agents/ chief · scout · scribe (OpenClaw agents) │ └── knowledge/ sns.md (brand foundation) + research/reference docs ├── divisions/ Formal documentation library (the catalog) -│ ├── sns-network-solutions.md Parent company brief -│ ├── sns-infrastructure.md + six division briefs -│ ├── legal-structure.md Indiana holding-company formation plan -│ └── investment-research.md Owner investment research (reference) -└── businesses/ Working area — holding company + subsidiaries; each is repo-ready - ├── 00-sns-holding/ Parent holding company (owns the brand + all subsidiaries) - ├── 01-infrastructure/ ACTIVE — hiring, comp, cash-flow, branding, todo - ├── 02-secure/ Planned - ├── 03-support/ Planned - ├── 04-systems/ Planned - ├── 05-cloud/ Planned - ├── 06-web/ Planned - └── 07-software/ Planned +├── businesses/ Holding company and subsidiary working areas +│ ├── 00-holdings/ +│ ├── sns-creatives-llc/ +│ ├── sns-hospitality-group/ +│ ├── sns-properties-llc/ +│ └── sns-technology-group/ +├── infra/ Networking, support, and digital infrastructure +├── plane-projects/ Plane project schemas and work-item exports +├── products/ Product-specific implementation and planning +├── scripts/ Repository utility scripts +└── docs/ Shared coding and operating standards ``` ## How it's organized @@ -39,9 +38,11 @@ sns-network-solutions/ - **`divisions/`** = the formal documentation library — the parent-company brief, the polished one-page brief for each division, plus the holding-company legal plan and investment research. -- **`businesses/`** = the working area: scaffold, research, TODO, branding, and (later) - milestones. Directories are **numbered by importance**; each folder is self-contained - so it can lift out into its own repo when the division launches. +- **`businesses/`** = legal-entity working areas, including corporate, operational, + financial, product, and branding material. Keep entity boundaries explicit. +- **`infra/`** = infrastructure designs and service-specific operational material. +- **`plane-projects/`** = versioned project-management schemas and work data. +- **`products/`** = product implementation and planning that spans a business unit. - **Branding:** all divisions share one identity (navy base) and differ only by a signature accent color. Each business folder has a `branding.html` (color sheet + a copy-ready ChatGPT logo prompt). Foundation: [`ai-core/knowledge/sns.md`](./ai-core/knowledge/sns.md). @@ -51,8 +52,9 @@ sns-network-solutions/ - New to the company → [`ai-core/knowledge/sns.md`](./ai-core/knowledge/sns.md) · parent brief [`divisions/sns-network-solutions.md`](./divisions/sns-network-solutions.md) - Legal / entity plan → [`divisions/legal-structure.md`](./divisions/legal-structure.md) - Division catalog → [`divisions/README.md`](./divisions/README.md) -- Active business → [`businesses/01-infrastructure/`](./businesses/01-infrastructure/) - All businesses → [`businesses/README.md`](./businesses/README.md) +- Infrastructure → [`infra/README.md`](./infra/README.md) +- Coding standards → [`docs/coding-standards.md`](./docs/coding-standards.md) --- *Docs contain general business/legal/tax research, not professional advice — verify diff --git a/ai-core/agents/chief/skills/README.md b/ai-core/agents/chief/skills/README.md index dadbc05..472560f 100644 --- a/ai-core/agents/chief/skills/README.md +++ b/ai-core/agents/chief/skills/README.md @@ -1,5 +1,7 @@ # Chief — Skills Registry +> **Full repo catalog:** [`docs/ai-skills-repos.md`](../../../../docs/ai-skills-repos.md) (130+ repos, categorized, machine-readable) + Chief's skills are **familiar-with, not expert**. Each is authored here (self-owned, so no license risk) but draws on public work. This file lists the upstream sources so OpenClaw (Claw) can install the permissively-licensed ones and check them for updates. @@ -35,6 +37,17 @@ principle is authored into our own SKILL.md. Link kept only to watch for updates | [shreyashankar/plain-writing-skill](https://github.com/shreyashankar/plain-writing-skill) | ⚠️ unspecified | plain-language writing | reference only — authored in `report-to-sam` | | [yetone/kill-ai-slop](https://github.com/yetone/kill-ai-slop) | ⚠️ unspecified | anti-slop | reference only | +### Coding Standards / Software Principles (to evaluate) + +| Repo | License | Use | Install / update | +|------|---------|-----|------------------| +| [JordanCoin/codingskills](https://github.com/JordanCoin/codingskills) | ⚠️ check | KISS, DRY, SOLID, YAGNI, SoC, Law of Demeter, Boy Scout Rule — language-agnostic agent skills + stack detection | evaluate — closest to what we want | +| [AsyrafHussin/agent-skills](https://github.com/AsyrafHussin/agent-skills) | ⚠️ check | Clean code principles as agent skills — SOLID, naming, error handling | evaluate | +| [ramziddin/solid-skills](https://github.com/ramziddin/solid-skills) | ⚠️ check | SOLID + TDD + clean architecture — "senior-engineer quality" agent skills | evaluate | +| [MickeyKay/agent-standards](https://github.com/MickeyKay/agent-standards) | ⚠️ check | Shared coding standards + reusable workflows + agent-facing instructions | evaluate | +| [obra/superpowers](https://github.com/obra/superpowers) | ⚠️ check | Full agentic skills framework + dev methodology (design → plan → TDD → YAGNI/DRY) | evaluate — more opinionated/workflow-based | +| [msitarzewski/AGENT-ZERO](https://github.com/msitarzewski/AGENT-ZERO) | ⚠️ check | Single AGENTS.md canonical guide — architecture-first, repeatable, auditable delivery | evaluate | + ### Install / update notes for Claw - **Install a ✅ skill:** `npx skills add /` (drops it into the skills dir), or clone and copy its `SKILL.md` into `skills//`. diff --git a/businesses/00-holdings/docs/REMINDERS.md b/businesses/00-holdings/docs/REMINDERS.md index d9040aa..43ccbbb 100644 --- a/businesses/00-holdings/docs/REMINDERS.md +++ b/businesses/00-holdings/docs/REMINDERS.md @@ -132,7 +132,7 @@ When you form a new subsidiary under Holdings: | Legal docs (signed OA, cert of org, EIN) | Google Drive → `Holdings/Legal/` | | Compliance receipts (BER confirmations) | Google Drive → `Holdings/Compliance/` | | Financials (ledger, P&L) | Google Sheets → `Holdings/Financials/` | -| This repo (working docs, drafts, branding) | `sns-network-solutions/businesses/00-holdings/` | +| This repo (working docs, drafts, branding) | `SnS Network Solutions/businesses/00-holdings/` | | Passwords/secrets | Bitwarden | --- diff --git a/businesses/00-holdings/docs/kiowa-partnership-agreement.html b/businesses/00-holdings/docs/kiowa-partnership-agreement.html deleted file mode 100644 index 2535536..0000000 --- a/businesses/00-holdings/docs/kiowa-partnership-agreement.html +++ /dev/null @@ -1,473 +0,0 @@ - - - - - -Partnership & Equity Framework — Kiowa Scott - - - - -
- -
-

PARTNERSHIP & EQUITY FRAMEWORK

-
SnS Network Solutions Holdings LLC — Kiowa Scott
-
- -
-
Holding entity: SnS Network Solutions Holdings LLC
-
Managing Member: Samuel S. James (97%)
-
Partner: Kiowa Scott
-
State: Indiana
-
Effective: ________________
-
- -
- Not legal advice. This is a working draft for LegalShield / attorney review. - Items in [brackets] need confirmation before signing. Neither party should - rely on this document until reviewed by an Indiana-licensed attorney and CPA. -
- - -

1. Purpose & Scope

-

This framework governs the Membership Interest granted to Kiowa Scott - ("Kiowa") in any subsidiary LLC of SnS Network Solutions Holdings LLC ("Holdings") - that Kiowa originates, sources, or manages for launch. It is applied fresh, per - venture — each venture gets its own independent grant, vesting clock, and - invested-capital figure. Performance on one venture has no effect on any other.

-

Kiowa is not a Member of Holdings itself. Samuel S. James remains Holdings' - controlling owner. This framework applies only at the subsidiary level.

- - -

2. Kiowa's Role (Per Venture)

-
    -
  • Sourcing and scouting the business opportunity
    • -
  • Entity formation — Articles of Organization, EIN application, INBiz filings
    • -
  • Ongoing legal compliance — permits, renewals, filings, registered-agent duties
    • -
  • Management oversight — financial review, vendor coordination, ensuring profitability
    • -
  • Handling or coordinating any legal issues that arise in operations
    • -
- - -

3. The Grant — Split Structure

-

Total potential equity per venture: 15% Membership Interest, split into two buckets:

- - - - - - - - - - - - - -
BucketAmountCondition
Formation Grant5%Vests immediately on the Formation Date (date Articles of Organization are - filed). Payment for sourcing the venture and completing entity formation. No - clawback.
Service Grant10%Vests in 4 equal quarterly tranches (2.5% each) from the Opening Date, - conditional on active service (see §4).
- -
- Formation Date = day the subsidiary's Articles of Organization are filed with - the Indiana Secretary of State.
- Opening Date = day the venture begins revenue-generating operations (e.g., first - paying customer). The vesting clock starts here, not the Formation Date. -
- - -

4. Service Grant — Vesting Schedule

-

Measured from the Opening Date:

- - - - - - - - -
MilestoneVestsCumulative TotalCondition
Formation Date5.0%5.0%Immediate — formation work complete
3 months2.5%7.5%Actively performing duties
6 months2.5%10.0%Actively performing duties
9 months2.5%12.5%Actively performing duties
12 months2.5%15.0%Actively performing duties
- -

4.1 "Actively Performing" Defined

-

At each quarterly milestone, Kiowa must be, at minimum:

-
    -
  • Handling or coordinating legal filings, permits, renewals, and regulatory compliance
    • -
  • Providing regular management oversight (financial reviews, vendor/operator - coordination, staffing decisions)
    • -
  • Responsive and available for Company business decisions within reasonable timeframes
    • -
  • Not in material breach of the NDA or operating agreement
    • -
- -

4.2 Acceleration

-

If cumulative net profit reaches 2× Sam's invested capital at any point before - month 12, all remaining unvested service tranches vest immediately — Kiowa jumps to the - full 15%. This rewards exceptional performance without punishing normal first-year economics.

- -

4.3 Forfeiture / Separation

-

If at any quarterly milestone Kiowa is not actively performing (she resigned, - became unresponsive, or was removed for cause), that tranche and all future tranches - do not vest. She keeps the 5% formation grant + any service tranches that already - vested. Unvested tranches revert to Holdings.

- - - - - - - - - -
ScenarioKiowa Keeps
Quits before Opening Date (formation work done)5%
Quits at month 2 (before first service tranche)5%
Active through month 3, quits at month 57.5%
Active through month 912.5%
Active through month 1215% (fully vested)
Business hits 2× at month 7, Kiowa active15% (accelerated)
- -

No cure period. No re-earning forfeited tranches. Final and permanent.

- - -

5. Capital Contributions & Buy-Up Option

-

The default arrangement is that Kiowa contributes $0 cash — her equity is - earned through services. However, Kiowa may elect to invest her own capital into a - venture under the following terms:

- -

5.1 Buy-Up Mechanics

-
    -
  • Additional equity available: up to 10% additional Membership Interest - beyond the 15% service/formation grant (maximum total: 25%)
    • -
  • Price: at the same valuation as Sam's invested capital (i.e., $1 of Kiowa's - money buys the same % as $1 of Sam's money)
    • -
  • Timing: capital must be contributed before or on the Opening Date — - this is a launch investment, not a mid-stream buy-in at a discount
    • -
  • Vesting: capital-contributed equity vests immediately (she paid cash, - so no service condition — same as Sam's investment)
    • -
  • Cap: Holdings must retain at least 51% of any subsidiary to maintain control. - Kiowa's total (service + capital) cannot exceed 49%.
    • -
- -

5.2 How the Math Works

-

If Sam invests $50,000 for Holdings' share, that $50,000 buys the "remaining" - percentage after Kiowa's service grant (85% under the default). Kiowa can buy additional - points at the same rate:

-
- Rate per point = Sam's invested capital ÷ Sam's percentage
- Example: $50,000 ÷ 85% = $588.24 per 1% of Membership Interest
- Kiowa wants 10% more → contributes $5,882.35 at or before Opening Date -
-

The resulting cap table would be:

- - - - - - -
MemberInterestCapitalHow Earned
Holdings (Sam)75%$50,000Cash investment
Kiowa (service)15%$0Formation + management (vesting)
Kiowa (capital)10%$5,882Cash investment (immediate vest)
Total100%$55,882
- - -

6. Per-Venture Independence

-

Each venture Kiowa brings or manages gets its own:

-
    -
  • Grant (fresh 15% service + optional capital buy-up)
    • -
  • Opening Date and vesting clock
    • -
  • Invested-capital figure and acceleration threshold
    • -
  • Operating agreement
    • -
-

Underperformance on one venture has no bearing on her interest in any other. - Overperformance on one does not accelerate another.

- - -

7. Distributions

-
    -
  • The 5% formation grant earns distributions from the Formation Date forward.
    • -
  • Service tranches earn distributions only once vested — unvested tranches - do not participate in distributions.
    • -
  • Capital-contributed equity earns distributions immediately (same as Sam's).
    • -
  • Distributions are pro rata to each Member's vested Membership Interest.
    • -
- - -

8. Tax Treatment

-
    -
  • The formation + service grant (15%) is intended as a profits interest - under Rev. Proc. 93-27 / 2001-43 — no taxable income to Kiowa on grant.
    • -
  • The capital buy-up is a straightforward capital contribution — not a profits - interest. Kiowa's tax basis equals her cash contributed.
    • -
  • Section 83(b) election: Kiowa should file a protective 83(b) within 30 days - of each grant date. This is a hard IRS deadline with no extensions — the - single highest-stakes item in this arrangement.
    • -
  • Each two-member subsidiary files its own Form 1065 partnership return and issues - K-1s to both Members.
    • -
-
- CPA review required before any grant: confirm profits-interest qualification, - 83(b) timing, and tiered-partnership filing mechanics between the subsidiary and Holdings. -
- - -

9. Confidentiality

-

Kiowa's access to Sam's personal information (SSN, financial accounts, IRS - correspondence) during formation work is governed by a separate Non-Disclosure - Agreement (see nda-formation-partner.md). The NDA applies regardless - of which ventures she vests into and survives termination of any individual venture - relationship.

- - -

10. Definitions

- - - - - - - - - - -
TermMeaning
"Holdings"SnS Network Solutions Holdings LLC
"Sam"Samuel S. James, authorized representative of Holdings
"Kiowa"Kiowa Scott
"Formation Date"Date Articles of Organization filed with IN Secretary of State
"Opening Date"Date the venture begins revenue-generating operations
"Sam's invested capital"Cumulative cash Holdings contributes to that subsidiary
"Cumulative net profit"Venture's net profit from Opening Date forward
"Actively performing"Meeting the duties defined in §4.1
- - -

11. Worked Examples

- -
-

Example A — Food Truck (Service Only, No Capital Buy-Up)

-

Setup: Sam invests $60,000 in Foodtruck1 LLC (truck + build-out + working capital). - Kiowa does formation work and manages the business.

- - - - - - - - -
EventKiowa's Vested %Holdings' %
Formation Date (Articles filed)5%95%
Opening Date (first customer served)5% (clock starts)95%
Month 3 — Kiowa active, truck doing $8K/mo revenue7.5%92.5%
Month 6 — Kiowa active, truck profitable10%90%
Month 9 — Kiowa active12.5%87.5%
Month 12 — Kiowa active, cumulative profit $45K (below 2× $60K)15%85%
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Result: Kiowa fully vests at 15% through service alone. The 2× test wasn't hit, - so no acceleration — but she wasn't penalized either. She earned it by showing up every quarter.

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Distributions: From month 6 onward (when truck starts netting ~$4K/mo profit), - Kiowa gets 10% × $4,000 = $400/mo in distributions (growing as her vested % increases).

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Example B — Food Truck (Kiowa Invests Her Own Money)

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Setup: Same $60,000 truck. But Kiowa believes in this one and wants more skin in - the game. She contributes $7,059 of her own cash at launch.

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Math: Sam's rate = $60,000 ÷ 85% = $705.88 per 1%. Kiowa's $7,059 buys 10% additional.

- - - - - - -
MemberInterestCapital InType
Holdings75%$60,000Cash
Kiowa (service)15%$0Vesting per §4
Kiowa (capital)10%$7,059Immediate (cash)
Total100%$67,059
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Day 1 (Opening Date): Kiowa already holds 5% (formation, vested) + 10% (capital, - vested) = 15% vested immediately, earning distributions from day one. Her service - tranches continue vesting quarterly toward a max of 25% total.

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Month 6: Kiowa active → she's now at 5% + 5% (two service tranches) + 10% (capital) - = 20% vested.

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Month 12: Fully vested → 25% total. Holdings holds 75%.

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Distributions at month 12: If the truck nets $6K/mo, Kiowa gets 25% × $6,000 = - $1,500/mo. Plus she gets 25% of any year-end profit distribution.

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Why Kiowa might do this: her $7,059 investment is earning distributions from day - one (no vesting wait), and she's betting that 25% of a profitable food truck is worth far - more than $7K within a year or two. If the truck does $72K/yr net profit, her 25% = $18K/yr - return on a $7K investment. That's a 257% annual return.

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- -
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Example C — Second Venture (Kiowa Scouts a Laundromat)

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Setup: Kiowa finds a laundromat opportunity. Sam invests $120,000. Kiowa invests - $14,118 (buys another 10%). Completely separate from Foodtruck1.

- - - - - -
MemberInterestCapital
Holdings75%$120,000
Kiowa (service)15%$0
Kiowa (capital)10%$14,118
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Month 5: The laundromat crushes it — cumulative net profit hits $240,000 (2× Sam's - $120K). Kiowa's service tranches accelerate → she immediately jumps to 25% fully - vested. No waiting for months 6, 9, 12.

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Meanwhile, Foodtruck1 is still on its own clock, unaffected. If it's struggling, - Kiowa's laundromat success doesn't help or hurt her food truck equity.

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- - -

12. Amendments

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This framework may be amended only by written agreement signed by both Sam and Kiowa. - Each subsidiary's operating agreement incorporates this framework's terms for that - specific venture — amendments to this framework do not retroactively change terms already - locked into a signed subsidiary operating agreement.

- - -

13. Governing Law

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This Agreement is governed by the laws of the State of Indiana. Each subsidiary - operating agreement is also governed by Indiana law unless otherwise specified therein.

- - -
-

Execution

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The undersigned acknowledge and agree to this Partnership & Equity Framework as of - the Effective Date first written above.

- -

HOLDINGS — Samuel S. James

-
-
Signature
-

Printed name: Samuel S. James

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Title: Managing Member, SnS Network Solutions Holdings LLC

-
-
Date
- -

PARTNER — Kiowa Scott

-
-
Signature
-

Printed name: Kiowa Scott

-
-
Date
-
- -
- -
- Draft — Review with an Indiana-licensed attorney and CPA before signing.
- SnS Network Solutions Holdings LLC • 759 Boxwood Drive, South Bend, IN 46641 -
- - - diff --git a/businesses/sns-creatives-llc/music-business/BLUEPRINT.md b/businesses/sns-creatives-llc/music-business/BLUEPRINT.md new file mode 100644 index 0000000..2c26417 --- /dev/null +++ b/businesses/sns-creatives-llc/music-business/BLUEPRINT.md @@ -0,0 +1,261 @@ +# Music Business Blueprint — Owner-Operated Band Company + +**Goal:** $60K/year minimum to owner (non-performing), scaling to 6 figures +**Style:** Snarky Puppy × Jacob Collier × Todd Goldberth +**Market:** NW Indiana / Chicago +**Size:** 15-20 members +**Status:** Research phase — not yet formed + +--- + +## The Models That Work (12 Sources Studied) + +### Source 1: Snarky Puppy — The Collective Model +Michael League owns the LLC. 25-40 musicians rotate in/out. Not everyone plays every gig. Revenue comes from the ecosystem: band + record label (GroundUP Music) + annual festival (1,500 attendees/day in Miami) + education clinics + YouTube sessions. Members also work with Erykah Badu, Kendrick, D'Angelo — which RAISES the brand. Estimated $3-5M/year gross. + +**Lesson:** The band is one product inside a larger machine. Build the ecosystem. + +### Source 2: Vulfpeck — Low Overhead, High Impact +4-person core sold out MSG without a manager or label. Jack Stratton does everything: production, video, business. YouTube-first with a distinctive retro visual brand. Launched their own Vulf Records + the Vulf Compressor plugin (passive income). Vinyl-heavy (higher margins than streaming). Estimated $3-8M/year at peak. + +**Lesson:** Distinctive visual brand + YouTube = free marketing. Plugins/digital products = passive income. Own everything. + +### Source 3: Pomplamoose / Jack Conte — Transparent Economics +Published full tour breakdown: 28 days, $135K revenue, $147K expenses = $11K LOSS. This transparency became massive marketing. Built audience on YouTube covers → monetized via Patreon ($6,326/video). Frustration with YouTube economics led Conte to found Patreon ($4B company). + +**Lesson:** Touring with 6+ musicians costs ~$5,300/day minimum. Don't tour until the math works. Covers = discovery; originals = monetization. Membership/Patreon smooths income gaps. + +### Source 4: Jacob Collier — Audience as Product +100,000+ concertgoers recorded singing on tour; their voices appear on his albums. Created a free instrument plugin from those recordings. Fans literally become part of the product. 150+ collaborations cross-pollinate audiences. 7 Grammys generate free press. + +**Lesson:** Audience participation creates superfans. Every collaboration is a new audience funnel. + +### Source 5: Postmodern Jukebox (Scott Bradlee) — Owner ≠ Performer +One person owns the brand, hires rotating musicians per video/tour. Non-performing owner built a multi-million-dollar entertainment company. Rotates 50+ musicians through the brand. YouTube is the engine (billions of views). Tours under the brand name, not any individual. + +**Lesson:** THIS IS YOUR MODEL. The brand is the product, not any single musician. Owner controls the brand, musicians are hired per project. + +### Source 6: Vitality Music Collective (Chicago) — Entertainment Company Model +Operates as a company that deploys different configurations of musicians depending on the event. One roster, multiple formats (duo for cocktail hour, 12-piece for reception, DJ for afterparty). The company is the brand. + +**Lesson:** One roster, many products. A 15-20 person collective can deploy as a 4-piece jazz combo, 8-piece funk band, or full 15-piece show band depending on the gig budget. + +--- + +## The Revenue Math ($60K Owner Target) + +### What a 15-20 Piece Band Can Charge + +| Gig Type | Per Event | Frequency | Annual | +|----------|-----------|-----------|--------| +| Corporate events | $10,000-$20,000 | 20-30/year | $200K-$600K | +| Weddings | $6,000-$10,000 | 30-40/year | $180K-$400K | +| Casino/hotel residency | $3,000-$8,000/night | Weekly (subset) | $50K-$250K | +| Studio/production work | $75-$150/hr | Ongoing | $30K-$180K | +| Sync licensing catalog | $500-$50,000/placement | 10-20/year | $5K-$100K | +| YouTube/social media | AdSense + brand deals | Ongoing | $5K-$80K | +| Education (clinics) | $1,000-$5,000/workshop | Monthly | $12K-$60K | + +### Conservative Year 1 Projection + +| Revenue | Amount | +|---------|--------| +| 20 corporate gigs @ $10K | $200,000 | +| 15 weddings @ $7K | $105,000 | +| Studio sessions | $30,000 | +| Sync (building catalog) | $5,000 | +| **Total Gross** | **$340,000** | + +| Expenses | Amount | +|----------|--------| +| Musicians (70% of gig revenue) | $213,500 | +| Production/equipment | $30,000 | +| Marketing/admin | $20,000 | +| Insurance/legal | $10,000 | +| **Total Expenses** | **$273,500** | + +| **Net to Owner (LLC profit)** | **$66,500** | + +**$60K hit in year 1 at 35 gigs = less than 3 gigs/month.** + +**Year 3+ (mature):** $150K-$300K+ net to owner. + +--- + +## Company Structure + +``` +Samuel James (Sole Owner) +│ +└── [Band Company LLC] + │ + ├── PERFORMANCE (primary revenue) + │ ├── Full ensemble (15-20 piece) → corporate, festivals, premium weddings + │ ├── Medium format (8-10 piece) → standard weddings, clubs, casinos + │ └── Small format (4-5 piece) → lounges, restaurants, cocktail hours + │ + ├── PRODUCTION (secondary revenue) + │ ├── Studio sessions (for hire) + │ ├── Sync licensing catalog + │ └── Producing for other artists + │ + ├── MEDIA (marketing + revenue) + │ ├── YouTube live sessions (discovery engine) + │ ├── Social media (TikTok/Reels/Shorts) + │ └── Brand deals / sponsorships + │ + └── EDUCATION (tertiary revenue) + ├── Workshops / clinics + └── Masterclasses +``` + +--- + +## Roster Breakdown (15-20 Members) + +| Role | Count | Type | Pay Model | +|------|-------|------|-----------| +| Owner/Creative Director (Sam) | 1 | Non-performing | LLC profit (20-30% of gross) | +| Music Director | 1 | Core | Retainer + per-gig | +| Event Planner/Booker | 1 | Core | Salary or commission (10-15%) | +| Keys 1 (MD or lead) | 1 | Core | Per-gig + retainer | +| Keys 2 | 1 | Core/Rotation | Per-gig | +| Bass | 1 | Core | Per-gig | +| Guitar | 1 | Core | Per-gig | +| Drums | 1 | Core | Per-gig | +| Vocalist 1 (lead) | 1 | Core | Per-gig + retainer | +| Vocalist 2 | 1 | Core | Per-gig | +| Horn section (2-3) | 2-3 | Rotation | Per-gig | +| Media Director (video/content) | 1 | Core | Salary or retainer | +| Media Assistant (social/editing) | 1 | Core/Part-time | Per-project | +| Sound Engineer | 1 | Core | Per-gig + studio salary | +| Percussionist/Aux | 1 | Rotation | Per-gig | + +--- + +## Per-Gig Musician Pay + +| Tier | Rate | Who | +|------|------|-----| +| Music Director | $500-$800 | Leads rehearsals + arranges | +| Core musicians | $300-$500 | Regular members | +| Rotation musicians | $250-$400 | Called as needed | +| Sound engineer | $300-$500 | Per gig | + +At $400 avg × 12 musicians per gig = $4,800 musician cost. Charge $10K+ and keep $5K+ per event. + +--- + +## Social Media Strategy (Unfair Advantage) + +A 15-20 piece band is visual spectacle on camera. Inherently viral: + +- "15 musicians play [trending TikTok song]" — instant shareability +- Rehearsal clips with that many people = energy +- "The horn section reacts to [viral song]" +- Arrangement breakdowns +- Member spotlights (network effect — each has their own following) + +**YouTube strategy (Snarky Puppy model):** Record "live in studio" sessions. One production = album track + YouTube video + sync catalog entry + social clips. Quadruple-dip. + +--- + +## Platform-Specific Rates (Chicago Market) + +| Band Size | Wedding | Corporate | +|-----------|---------|-----------| +| 3-5 piece | $2,500-$6,000 | $2,500-$6,000 | +| 6-8 piece | $4,000-$10,000 | $6,000-$10,000 | +| 9+ piece | $7,500-$15,000 | $7,500-$15,000+ | +| 10-17 piece (your tier) | $10,000-$20,000+ | $10,000-$25,000+ | + +--- + +## Sync Licensing (Passive Income Engine) + +| Placement Type | Fee Range | +|----------------|-----------| +| Podcast/web series | $100-$1,000 | +| Indie film | $500-$5,000 | +| TV show (background) | $500-$5,000 | +| TV show (featured) | $5,000-$50,000 | +| National TV commercial | $25,000-$500,000 | + +A 15-20 piece group can produce everything sync supervisors need: orchestral swells, funk/soul, jazz, acoustic. Build 50-100 sync-ready tracks. Even at low end: $5K-$40K/year growing passively. + +--- + +## Casino/Residency Income (Steady Baseline) + +| Venue Type | Per Night | +|------------|-----------| +| Bar/lounge (small config) | $500-$1,500 | +| Hotel lounge | $1,000-$3,000 | +| Regional casino | $1,500-$10,000 | + +NW Indiana has Four Winds, Hard Rock, Horseshoe/Caesars. Weekly Fri-Sat residency at $4,000/night = $32,000/month gross. + +--- + +## What Makes This Different from a Cover Band + +| Cover Band | Your Collective | +|------------|-----------------| +| Background music | THE entertainment | +| $2K-$5K ceiling | $10K-$20K floor | +| No IP, no passive income | Sync catalog, YouTube, production | +| Musicians interchangeable | Featured artists with followings | +| No brand | Visual identity, content, community | + +--- + +## Mission Statement (Draft) + +> [Band Name] is a Chicago-area music collective delivering premium live entertainment, +> original recordings, and production services. We exist to prove that a large-format +> ensemble can be a profitable, sustainable business — not a hobby. Every member is a +> professional. Every performance is an event. We create music that sounds like a film +> score came to life in front of you. + +--- + +## Next Steps (When Ready) + +1. Name the entity and form LLC (under SnS Holdings? Or standalone?) +2. Recruit a Music Director (your proxy for rehearsals/arrangements) +3. Define the sound (what does SP × JC × TG sound like for YOUR market?) +4. Record 3-5 "live session" videos (YouTube pilot — the marketing engine) +5. Book 5 corporate gigs at $8K-$12K to validate market +6. Start sync catalog (record instrumentals during sessions) + +--- + +## Key Revenue Streams (Complete List) + +1. Live performance (tickets/guarantees) +2. Corporate/wedding bookings +3. Casino/hotel residencies +4. YouTube AdSense +5. Sync licensing +6. Merch + vinyl (40-60% margins) +7. Patreon/membership +8. Studio sessions (for hire) +9. Producing for other artists +10. Education (workshops/clinics) +11. Brand sponsorships +12. Festival ownership (long-term) +13. Record label (release other artists) +14. Plugins/digital products +15. Livestream ticketed shows +16. VIP/meet-and-greets +17. Publishing royalties (PRO) +18. Neighboring rights (SoundExchange) +19. Print-on-demand merch +20. Bandcamp direct sales + +--- + +*Research completed 2026-08-14. Sources: Snarky Puppy (GroundUP Music, Highway 81 Revisited), +Vulfpeck (Billboard, Medium), Pomplamoose (CNBC, Jack Conte blog), Jacob Collier (Guardian, +Billboard), Postmodern Jukebox, Vitality Music Collective, GigSalad, TheBash, Berklee Online, +artist.tools, plugg-supply.net, venturesmarter.com, influencermarketinghub.com.* diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/8x24-reference-photos/IMG_1641-150x150.jpg b/businesses/sns-hospitality-group/coffee-trailers/T-00/8x24-reference-photos/IMG_1641-150x150.jpg new file mode 100644 index 0000000..c8f7834 Binary files /dev/null and b/businesses/sns-hospitality-group/coffee-trailers/T-00/8x24-reference-photos/IMG_1641-150x150.jpg differ diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/8x24-reference-photos/IMG_1642-150x150.jpg b/businesses/sns-hospitality-group/coffee-trailers/T-00/8x24-reference-photos/IMG_1642-150x150.jpg new file mode 100644 index 0000000..b1ab01c Binary files /dev/null and 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file mode 100644 index 0000000..047ee10 Binary files /dev/null and b/businesses/sns-hospitality-group/coffee-trailers/T-00/8x26-reference/ramp.jpg differ diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-2D-concept-blueprint.svg b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-2D-concept-blueprint.svg new file mode 100644 index 0000000..4808cb1 --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-2D-concept-blueprint.svg @@ -0,0 +1,113 @@ + + + + + + + + + + + + + + T-00 — THE DAILY POUR + PRELIMINARY 2D EQUIPMENT PLAN • 8'-6" × 26'-0" FLAT-FRONT BOX • DRIVE-THROUGH ONLY • REV B • 2026-08-24 + SCALE: 1 FT = 40 PX + NOT FOR CONSTRUCTION / FIELD VERIFY + + + + FLAT FRONT / TONGUE + + + + 26'-0" BOX LENGTH + + 8'-6" EXTERIOR WIDTH + + + + + FACTORY EMPLOYEE ENTRY + near-front position & width—field verify + + + + FACTORY REAR RAMP • SECURE / INSULATE IN SERVICE + WHEEL WELL — FIELD VERIFY + WHEEL WELL — FIELD VERIFY + + + + + DRIVE-THROUGH WINDOW + 4'-6" concept opening—final size/height verify + + + + + + + ENCLOSEDRESTROOM4'-0" × 5'-0" concept + WC + black tank below/adjacent + + + + + 3-COMPARTMENT SINKbowls + drainboardsfinal fixture length—verify + HANDSINK + + + COFFEE BREWERStwo + tea water + ESPRESSO #12-group + grinder + ESPRESSO #22-group + grinder + ICE BIN /MACHINE + UNDERCOUNTERREFRIGERATOR + + + FULL-SIZEREFRIGERATOR /FREEZER + PANTRY /DRY STORAGE + MICROWAVE+ AIR FRYERreheat only + FINISHING /SYRUPS / DRAWERSbeans • tea • smallwares + + + LOW PASS SHELFPOS + stool clear zonecounter must not block window + + + 65-GAL FRESH TANKlow-profile, enclosed, serviceable + PRIMARY WORK AISLE — TARGET 42" MINIMUM CLEAR (final equipment depths govern) + + + NETWORKMINI-RACKwall-mounted above + mini-split head above + + + BATTERY / INVERTERWEATHERPROOF + PANEL / SHORESERVICE ACCESS + GENERATORVENTED / ISOLATED + + + ORIENTATION + TOP: DRIVE-THROUGH SIDEBOTTOM: ENTRY / CURB SIDELEFT: REAR RAMPRIGHT: FLAT FRONT / TONGUE + + DESIGN BASIS + • Two-person flow: order → brew/espresso/tea → finish → handoff. + • Drive-through window is opposite the factory employee entry; no customer interior or walk-up service. + • Dedicated hand sink is outside the restroom. All heating, HVAC and beverage equipment is electric. + • Tank, plumbing and vulnerable utilities require insulated/heated freeze protection for South Bend winters. + • Heavy items must be finalized around axle centerline and verified by a weight/tongue-load calculation. + • Final electrical service, circuits, water heater and tanks require actual equipment cut sheets and calculations. + + + FIELD-VERIFY BEFORE CONSTRUCTION + 1. Interior wall finish-to-finish dimensions + 2. Door, wheel-well, axle and framing locations + 3. Rear-ramp sealing and conversion treatment + 4. Equipment dimensions, weights and utilities + 5. Local health, fire, plumbing and electrical review + DRAWING: T-00-A1 • PRELIMINARY EQUIPMENT/FLOOR PLAN • DIMENSIONS SHOWN ARE CONCEPTUAL UNLESS NOTED + diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-3D-layout-checklist.md b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-3D-layout-checklist.md new file mode 100644 index 0000000..f45f424 --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-3D-layout-checklist.md @@ -0,0 +1,73 @@ +# T-00 3D Layout Checklist — Restart Basis + +This checklist governs the next 3D mockup. It is based on every image currently in `8x26-reference`, the revised requirements in `version2.md`, and the owner's latest placement corrections. + +## Actual trailer geometry to preserve + +- [ ] 8.5-foot by 26-foot enclosed trailer shell and 7-foot-6-inch interior height. +- [ ] Full-width rear ramp, shown closed and incorporated into the finished rear wall. +- [ ] Tandem wheel wells in their actual positions on both long walls; cabinetry must bridge or terminate around them logically. +- [ ] Factory employee door retained on the door-side wall near the hitch end. +- [ ] Angled/V-shaped interior transition at the hitch end, as visible in the interior reference photos. +- [ ] Clear central aisle and unobstructed path from the employee door. + +## Strategic zoning from rear to hitch + +### Continuous wet wall — wall opposite the employee door + +- [ ] Enclosed restroom attached to this wall; exact rear-versus-front position requires owner confirmation. +- [ ] Permanent toilet with black-water tank directly below or immediately adjacent inside a serviceable cabinet. +- [ ] Commercial three-compartment sink with required drainboards. +- [ ] Dedicated handwashing sink outside the restroom. +- [ ] Electric water heater, pump, filters, valves and accessible service cabinet. +- [ ] Approximately 65-gallon potable-water tank hidden under the wet counter and positioned close to the axle zone. +- [ ] Gray-water tank hidden under the wet counter, concentrated below the sinks and balanced near the axle zone. +- [ ] Two commercial two-group espresso machines and two adjacent grinders. +- [ ] Two commercial coffee brewers and electric tea-water dispenser. +- [ ] Open-top commercial ice machine/bin retained near beverage production. +- [ ] Undercounter refrigerator retained near beverage production. +- [ ] Drive-through service window on this wall, opposite the factory employee door, with low pass shelf, POS and stool clearance. +- [ ] No plumbing-intensive equipment split onto the dry-storage wall. + +### Dry-storage and heating wall — factory employee-door side + +- [ ] Employee door and its inward clearance remain completely unobstructed. +- [ ] Full-size commercial refrigerator/freezer combination retained. +- [ ] Long cleanable preparation counter. +- [ ] Commercial microwave and countertop air fryer for reheating only. +- [ ] Full-height dry pantry and organized shelving for cups, lids, sleeves, napkins and restock inventory. +- [ ] Ingredient drawers for beans, tea and small beverage ingredients. +- [ ] Syrup/flavor storage and smallwares storage. +- [ ] Compact wall-mounted network rack, operational display connection and POS/network pathways. + +### Hitch-end electrical and exterior power zone + +- [ ] Shore-power entry, main electrical panel, transfer equipment, inverter/charger and protected battery bank located behind the employee-door area at the V-shaped hitch end. +- [ ] Electrical equipment physically separated from wet plumbing and provided with service clearance. +- [ ] Exterior weather-protected, ventilated generator enclosure added at the tongue/hitch end. +- [ ] Generator exhaust, heat and fuel arrangement kept outside the occupied trailer and away from openings. +- [ ] Mini-split condenser placed outside with ventilation and service clearance; interior head positioned for unobstructed circulation. +- [ ] Final sizes remain subject to nameplate load calculation and weight/tongue-load analysis. + +## Non-negotiable exclusions + +- [ ] No customer-accessible interior and no walk-up service counter. +- [ ] No pastry display case. +- [ ] No grill, griddle, range, deep fryer, open flame or raw-food cooking line. +- [ ] No propane water heater. +- [ ] No second full-size refrigerator/freezer. +- [ ] No blocked service window, employee door, restroom door or central aisle. +- [ ] No tanks exposed in the finished interior; access panels must remain serviceable. + +## Rendering sequence + +1. Model the actual empty shell, ramp, wheel wells, employee door and hitch-end V transition. +2. Add the enclosed restroom at the owner-confirmed end of the wet wall. +3. Add black, gray and potable tanks under the associated wet-wall zones. +4. Add sinks, water heater, pump and filtration in a short plumbing run. +5. Add espresso, brewing, tea, ice and undercounter refrigeration in workflow order. +6. Add the service window, pass shelf, POS and clear seated handoff area. +7. Add the dry wall: full-size refrigerator/freezer, heating appliances, preparation and dry storage. +8. Add the hitch-end electrical zone behind the employee door. +9. Add the exterior generator enclosure and mini-split components. +10. Check door swings, aisle width, wheel-well conflicts, service access, equipment count and weight concentration before saving the render. diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-cookbook.html b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-cookbook.html new file mode 100644 index 0000000..62c54ef --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-cookbook.html @@ -0,0 +1,612 @@ + + + + + +The Daily Pour — The Cookbook (v1) + + + + + + +
+
☕
+

The Daily Pour

+
The Cookbook
+
+
"Good Coffee. Great Vibes. On Purpose."
+
Volume One · 25 Signature Recipes
+
SnS Hospitality Group LLC
+
+ + +
+
Contents
+

Table of Contents

+
+ +
How to Use This Cookbook3
+
Foundations — Core Techniques4
+ +
01 · Coffee
+
The Sunrise · First Light · The Regular · Velvet Cold Brew · Midnight Pour5
+ +
02 · Espresso
+
Golden Hour · The Artisan · Gilded Caramel · Blush & Bean · The Commute7
+ +
03 · Teas
+
The Steeping Hour · Spiced Porch · Jade Morning · Honey & Ember · Garden Party9
+ +
04 · Specialty
+
The Nightcap · Caramel Cloud · Cookies & Craft · The Confection · Autumn Gold11
+ +
05 · Energizers (cold · 20oz · Alani-based)
+
Cherry Bomb · Blue Horizon · Sunset Citrus · Electric Peach · Frost Lime13
+ +
Standards & Consistency15
+
+ + +
+
Introduction
+

How to Use This Cookbook

+
+

This is the heart of The Daily Pour. If the Spec Book is our business, this is our craft.

+

Every drink we serve lives on these pages — its name, its story, and the exact steps to make it perfectly, every single time. A guest should be able to order "The Sunrise" on a Monday in South Bend and get the identical drink a barista makes on Friday. That consistency is the brand.

+ +

The Rules Behind Every Recipe

+
    +
  1. Espresso standard: 18g in → 36g out, 25–30 seconds. Fast & sour = grind finer; slow & bitter = grind coarser.
    2. +
  2. Steam milk to 150°F — hot enough that you can only hold the pitcher ~3 seconds. Never re-steam.
    3. +
  3. Build order matters: flavor (syrup/sauce) first → espresso → milk/ice. It self-mixes as you pour.
    4. +
  4. Pumps are not eyeballed. Small = 2, Medium = 3, Large = 4. Every time.
    5. +
  5. Presentation is the finish, not an afterthought. Clean cup, centered lid, sleeve squared, drizzle with intention.
    6. +
+ +

Sizes

+

Hot & espresso drinks: Small 12oz · Medium 16oz · Large 20oz. Cold cups: 16oz & 24oz. Energizers: 20oz clear cup only.

+ +
Barista note: Each recipe lists what national best-seller it "maps to." That's not a copy — it's the proven flavor profile America already loves, made better with our local beans and real technique. Learn the map, then own the drink.
+
+ + +
+
Foundations
+

Core Techniques

+
+

Master these four and you can make anything in this book.

+ +

1 · Pulling the Perfect Shot

+
    +
  1. Dose 18g into a dry portafilter basket.
    2. +
  2. Distribute level, then tamp firm and flat (~30 lb pressure).
    3. +
  3. Lock in, start the shot immediately. Target 36g out in 25–30 seconds.
    4. +
  4. Watch the pour: should run like warm honey, blonde-ing near the end. Cut it.
    5. +
+ +

2 · Steaming Milk & Microfoam

+
    +
  1. Fill pitcher to just below the spout base. Purge the wand.
    2. +
  2. Tip in at the surface to introduce air (a gentle "tss-tss") for 2–3 sec — this stretches the milk.
    3. +
  3. Submerge the tip to create a whirlpool; heat to 150°F, no more.
    4. +
  4. Wipe wand, purge. Tap pitcher, swirl to a glossy paint texture.
    5. +
+ +

3 · Shaken Espresso

+
    +
  1. Pull espresso over syrup in a shaker tin.
    2. +
  2. Add ice to fill. Cap and shake hard 15–20 seconds until frothy and frost forms on the tin.
    3. +
  3. Pour everything (foam + ice) into the cup, top with milk.
    4. +
+ +

4 · Sweet Cream Cold Foam

+
    +
  1. Combine heavy cream, whole milk, and vanilla (2:1 ratio + splash).
    2. +
  2. Froth cold with a handheld frother or cold-foam blender until it holds soft peaks.
    3. +
  3. Spoon/pour over the top of cold drinks — it should float.
    4. +
+
+ + + + + +
+
Category 01
+

Coffee

+
+

Brewed & cold-brew builds. The honest backbone of the morning.

+ +
+

The Sunrise maps: DD French Vanilla Iced

+

The first light of the day in a cup — smooth iced coffee kissed with vanilla.

+

Build (iced · 16oz / 24oz)

+ + + + +
Ingredient16oz24oz
Cold brew or iced drip10oz15oz
Vanilla syrup3 pump4 pump
Cream splash / milk2oz3oz
Icefillfill
+

Steps

+
  1. Vanilla in cup.
  2. Fill with ice.
  3. Pour coffee, top with cream, stir.
+

Sell: $3.95 / $4.75

+
+ +
+

First Light maps: DD Original hot coffee

+

Clean, bright, uncomplicated drip. For the purist on the way to work.

+

Build (hot · S/M/L)

+ + +
IngredientS 12M 16L 20
Fresh drip coffee12oz16oz20oz
Room for cream (optional)1"1"1"
+

Steps

+
  1. Brew fresh (toss after 45 min).
  2. Pour to line, cap, sleeve.
  3. Offer cream/sugar station.
+

Sell: $2.75 / $3.25 / $3.75

+
+ +
+

The Regular maps: DD Iced Coffee

+

Named for the guest we'll know by name. Straightforward iced coffee, your way.

+

Build (iced · 16oz / 24oz)

+ + + +
Ingredient16oz24oz
Iced drip / cold brew12oz18oz
Flavor (guest choice)2–3 pump3–4 pump
Milk/cream to tastesplashsplash
+

Steps

+
  1. Flavor + ice.
  2. Coffee.
  3. Milk to guest preference, stir.
+

Sell: $3.25 / $3.95

+
+
+ + +
+
Category 01 · Coffee
+
+ +
+

Velvet Cold Brew maps: SBUX Cold Brew + Sweet Cream Foam

+

Slow-steeped, impossibly smooth, crowned in sweet cream cold foam. Our high-margin star.

+

Build (iced · 16oz / 24oz)

+ + + +
Ingredient16oz24oz
House cold brew (12–18h steep)12oz18oz
Icefillfill
Sweet cream cold foamtoptop
+

Steps

+
  1. Ice, then cold brew leaving 1" headroom.
  2. Froth sweet cream cold foam (see Foundations).
  3. Float foam on top — do not stir.
+
Why it matters: cold brew is our best margin (~88%). Batch daily, label the steep time.
+

Sell: $4.95 / $5.75

+
+ +
+

Midnight Pour maps: Nitro / bold black coffee

+

Dark, bold, no apologies. Concentrated cold brew served black over ice.

+

Build (iced · 16oz / 24oz)

+ + + +
Ingredient16oz24oz
Cold brew concentrate8oz12oz
Filtered water (cut)4oz6oz
Icefillfill
+

Steps

+
  1. Ice.
  2. Concentrate + water, stir.
  3. Serve black; offer sweet cream on the side.
+

Sell: $4.50 / $5.25

+
+
+ + +
+
Category 02
+

Espresso

+
+

Where the craft shows. Every one starts with a perfect 18/36 shot.

+ +
+

Golden Hour maps: Classic Latte

+

That warm, glowing part of the day — espresso wrapped in silky milk.

+

Build (hot/iced · S/M/L shots)

+ + + +
S 12M 16L 20
Espresso shots123
Steamed milk~8oz~12oz~15oz
Microfoam~1cm~1cm~1cm
+

Steps

+
  1. Pull shots into cup.
  2. Steam milk to glossy microfoam, 150°F.
  3. Pour to fill, finish with a clean surface (or art).
+

Sell: $4.25 / $5.25 / $6.25 · +oat $0.75

+
+ +
+

Gilded Caramel maps: SBUX Caramel Macchiato (#1 volume)

+

Our take on America's most-ordered drink — vanilla, espresso, milk, caramel crown.

+

Build (hot/iced · S/M/L)

+ + + + +
S 12M 16L 20
Vanilla syrup234
Steamed milk8oz12oz15oz
Espresso (poured on top)123
Caramel drizzlecrosshatchcrosshatchcrosshatch
+

Steps

+
  1. Vanilla + milk first.
  2. Pull espresso on top (leaves the espresso "mark").
  3. Finish with caramel crosshatch drizzle.
+

Sell: $4.95 / $5.95 / $6.95

+
+
+ + +
+
Category 02 · Espresso
+
+ +
+

The Artisan maps: Mocha

+

Chocolate and espresso, made with intention. Topped with whip.

+

Build (hot/iced · S/M/L)

+ + + + +
S 12M 16L 20
Mocha sauce234
Espresso123
Steamed milk8oz12oz15oz
Whipped creamtoptoptop
+

Steps

+
  1. Mocha in cup, pull shots on top, stir to melt.
  2. Steam & pour milk.
  3. Whip + light cocoa dust.
+

Sell: $4.95 / $5.95 / $6.95 · White mocha = same

+
+ +
+

The Commute maps: SBUX Brown Sugar Oatmilk Shaken Espresso (#1 revenue)

+

The viral fuel for the drive — shaken espresso, brown sugar, oat milk, cinnamon.

+

Build (iced · 16oz / 24oz)

+ + + + +
16oz24oz
Espresso23
Brown sugar syrup34
Cinnamon1 shake1 shake
Oat milk4oz6oz
+

Steps

+
  1. Shake espresso + brown sugar + cinnamon + ice hard 15–20s.
  2. Pour all into cup.
  3. Top with oat milk.
+

Sell: $5.25 / $5.95

+
+ +
+

Blush & Bean maps: Vanilla Latte (signature twist)

+

Our namesake blush — a vanilla latte finished with a whisper of rose/strawberry cold foam.

+

Build (iced · 16oz / 24oz)

+ + + + +
16oz24oz
Vanilla syrup34
Espresso23
Milk8oz12oz
Strawberry cold foamtoptop
+

Steps

+
  1. Vanilla + ice + espresso + milk.
  2. Float strawberry cold foam.
  3. Optional: pink sugar rim for signature look.
+

Sell: $5.50 / $6.25

+
+
+ + +
+
Category 03
+

Teas

+
+

For the guest who doesn't drink coffee — but still deserves the ritual.

+ +
+

Spiced Porch maps: DD Chai Latte (top tea seller)

+

Cinnamon, cardamom & nutmeg with steamed milk — like a warm porch in autumn.

+

Build (hot/iced · S/M/L)

+ + + +
S 12M 16L 20
Chai concentrate4oz6oz8oz
Steamed milk8oz10oz12oz
Cinnamon dusttoptoptop
+

Steps

+
  1. Chai in cup.
  2. Steam & pour milk (or ice + cold milk for iced).
  3. Cinnamon dust.
+

Sell: $4.50 / $5.25 / $6.00 · +oat $0.75

+
+ +
+

Jade Morning maps: SBUX Matcha Latte

+

Stone-ground green tea whisked with milk. Earthy, smooth, energizing.

+

Build (hot/iced · S/M/L)

+ + + + +
S 12M 16L 20
Matcha1 tsp1.5 tsp2 tsp
Hot water (whisk)1oz1.5oz2oz
Milk9oz13oz16oz
Vanilla (optional)122
+

Steps

+
  1. Whisk matcha + hot water to smooth paste (no clumps).
  2. Add to milk over ice, or steam for hot.
  3. Stir well.
+

Sell: $4.95 / $5.75 / $6.50

+
+
+ + +
+
Category 03 · Teas
+
+ +
+

The Steeping Hour maps: Hot Brewed Tea

+

A quiet moment. Premium loose-leaf or bagged tea, steeped right.

+

Build (hot · any size)

+ + + +
IngredientAmount
Tea (black/green/herbal)1–2 bags by size
Hot water 200°F (black) / 175°F (green)fill
Honey / lemonon request
+

Steps

+
  1. Right water temp per tea type.
  2. Steep 3–5 min, remove bag (don't over-steep = bitter).
  3. Offer honey + lemon.
+

Sell: $2.95 flat

+
+ +
+

Honey & Ember maps: London Fog (Earl Grey tea latte)

+

Earl Grey + steamed milk + honey & vanilla. Cozy, floral, elegant.

+

Build (hot/iced · S/M/L)

+ + + + +
S 12M 16L 20
Earl Grey (strong steep)4oz6oz8oz
Vanilla122
Honey1 squeeze12
Steamed milk7oz9oz11oz
+

Steps

+
  1. Steep Earl Grey strong.
  2. Add vanilla + honey, stir.
  3. Top with steamed milk.
+

Sell: $4.50 / $5.25 / $6.00

+
+ +
+

Garden Party maps: SBUX Iced Tea / Refresher-lite

+

Bright iced tea with a splash of fruit. Refreshing and light.

+

Build (iced · 16oz / 24oz)

+ + + +
16oz24oz
Brewed & chilled tea12oz18oz
Fruit syrup (peach/berry)23
Icefillfill
+

Steps

+
  1. Fruit syrup + ice.
  2. Chilled tea.
  3. Stir; garnish lemon.
+

Sell: $3.95 / $4.75

+
+
+ + +
+
Category 04
+

Specialty

+
+

Blended, indulgent, seasonal. The treats people cross town for.

+ +
+

Caramel Cloud maps: SBUX Caramel Frappuccino

+

Our top blended — espresso, caramel, milk & ice whipped to a cloud, whip on top.

+

Build (blended · 16oz / 24oz)

+ + + + +
16oz24oz
Espresso12
Caramel syrup34
Milk6oz9oz
Ice1.5 cup2 cup
+

Steps

+
  1. All in blender, blend smooth (no chunks).
  2. Pour, top whip + caramel drizzle.
  3. Wide straw, dome lid.
+

Sell: $5.75 / $6.75

+
+ +
+

Cookies & Craft maps: SBUX Cookie Crumble / Java Chip

+

Blended chocolate chip indulgence — dessert in a cup.

+

Build (blended · 16oz / 24oz)

+ + + + +
16oz24oz
Mocha sauce34
Chocolate chips1 scoop1.5 scoop
Milk6oz9oz
Ice1.5 cup2 cup
+

Steps

+
  1. Blend mocha + chips + milk + ice.
  2. Whip + cookie crumble top.
+

Sell: $5.95 / $6.95

+
+
+ + +
+
Category 04 · Specialty
+
+ +
+

The Nightcap maps: Affogato

+

A shot of hot espresso poured over vanilla ice cream. Simple. Elegant. Unforgettable.

+

Build (one size · 8oz cup)

+ + +
IngredientAmount
Vanilla ice cream / gelato2 scoops
Fresh espresso2 shots
+

Steps

+
  1. Two scoops in cup.
  2. Pull espresso fresh, pour over table-side/at window.
  3. Serve immediately with spoon.
+

Sell: $5.50

+
+ +
+

The Confection maps: DD Churro / seasonal signature latte

+

Cinnamon-sugar & espresso, whipped, caramel drizzle. A rotating signature slot.

+

Build (hot/iced · 16oz)

+ + + + +
Ingredient16oz
Cinnamon-sugar (churro) syrup3 pump
Espresso2
Milk10oz
Whip + cinnamon sugar + carameltop
+

Steps

+
  1. Syrup + espresso + milk.
  2. Whip, dust cinnamon sugar, caramel drizzle.
+

Sell: $5.95

+
+ +
+

Autumn Gold maps: SBUX Pumpkin Spice Latte (seasonal)

+

Our seasonal flagship — pumpkin, spice, espresso. Runs Sept–Nov, drives fall traffic.

+

Build (hot/iced · S/M/L)

+ + + + +
S 12M 16L 20
Pumpkin spice syrup234
Espresso123
Milk8oz12oz15oz
Whip + pumpkin spicetoptoptop
+

Steps

+
  1. Syrup + espresso + milk.
  2. Whip + pumpkin-pie-spice dust.
+

Sell: $5.25 / $5.95 / $6.75

+
+
+ + +
+
Category 05
+

Energizers

+
+

Cold, vivid, and buzzing. Alani Nu energy meets fruit & ice. Served 20oz clear — always.

+ +
+ Caffeine & Service Note:
+ Each Energizer contains one 8.4oz Alani Nu (~100mg caffeine — about the same as one cup of coffee). Menu should note: "Contains caffeine." One Alani per drink — never two. Do not add espresso shots to an Energizer (keeps it a clean, cold fruit drink and holds caffeine at ~100mg). +
+ +
+

Cherry Bomb signature · cherry slush + lime

+

Bright cherry slush, a squeeze of fresh lime, over an electric Alani base.

+

Build (cold · 20oz clear cup)

+ + + + +
IngredientAmount
Alani Nu (flavor: Cherry Slush / Cosmic Stardust)1 can (8.4oz)
Cherry syrup or puree2 pump
Fresh lime juice0.5 oz
Icefill
+

Steps

+
  1. Cherry + lime in cup.
  2. Fill with ice.
  3. Pour Alani over, stir gently to keep fizz. Lime wheel garnish.
+

Sell: $6.50 · est. cost ~$2.50 (Alani ~$2)

+
+
+ + +
+
Category 05 · Energizers
+
+

All: 1 Alani Nu (8.4oz, ~100mg) · 20oz clear cup · fill with ice · stir gently to preserve carbonation · contains caffeine.

+ +
+

Blue Horizon signature · blue raspberry + coconut

+

Tropical blue raspberry meets coconut cream. Looks like a summer sky.

+ + + + +
IngredientAmount
Alani Nu (Breezeberry / Blue Slush)1 can
Blue raspberry syrup2 pump
Coconut cream splash0.5 oz
Icefill
+

Sell: $6.50

+
+ +
+

Sunset Citrus signature · orange + peach + grenadine

+

Layered orange-to-red like a sunset. Peach, orange, a grenadine sink.

+ + + + +
IngredientAmount
Alani Nu (Orange Kiss / Juicy Peach)1 can
Peach syrup2 pump
Grenadine (sinks for layered look)0.25 oz
Icefill
+

Sell: $6.50

+
+ +
+

Electric Peach signature · peach + strawberry

+

Juicy peach and strawberry — the crowd-pleaser.

+ + + + +
IngredientAmount
Alani Nu (Juicy Peach)1 can
Strawberry puree2 pump
Fresh lemon0.25 oz
Icefill
+

Sell: $6.50

+
+ +
+

Frost Lime signature · lime slush + mint

+

Ice-cold lime slush with a whisper of mint. The most refreshing on the board.

+ + + + +
IngredientAmount
Alani Nu (Lemon Lime / Sherbet)1 can
Lime syrup2 pump
Fresh lime + muddled mint0.5 oz + 2 leaves
Icefill
+

Sell: $6.50

+
+
+ + +
+
Closing
+

Standards & Consistency

+
+

A recipe is only as good as its repetition.

+

This cookbook pairs with The Daily Pour Spec Book (costs, margins, pump charts, add-on pricing). When a number here and there ever disagree, the Spec Book governs pricing; this book governs process.

+ +

Daily Consistency Checklist

+
    +
  1. Dial in the grinder at open — pull & taste a test shot (18/36/25–30s).
    2. +
  2. Batch cold brew & label steep time.
    3. +
  3. Prep sweet cream cold foam & check syrup levels.
    4. +
  4. Taste matcha & chai concentrates for freshness.
    5. +
  5. Confirm Alani stock & fridge temp for Energizers.
    6. +
  6. Every drink: correct pumps, 150°F milk, clean presentation.
    7. +
+ +
Seasonal slots: Autumn Gold (fall), plus rotate The Confection & one Energizer seasonally to keep the board fresh and give regulars something new. Log new recipes here as v1.1, v1.2…
+ +

"Good Coffee. Great Vibes. On Purpose."

+

The Daily Pour Cookbook · Volume One · SnS Hospitality Group LLC
Recipes based on standard formulas + Starbucks/Dunkin' best-seller data. Prices are launch targets — verify against final supplier costs.

+
+ + + diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-recipe-book.html b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-recipe-book.html new file mode 100644 index 0000000..5c86923 --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-recipe-book.html @@ -0,0 +1,273 @@ + + + + + +The Daily Pour — Barista Recipe & Spec Book + + + +
+ +
+

☕ The Daily Pour

+

Barista Recipe & Spec Book — the source of truth for every drink

+

Version 1.0  •  Cup sizes: Small 12oz / Medium 16oz / Large 20oz  •  SnS Hospitality Group LLC

+
+ +
+ Why this book exists: Consistency is the brand. A latte should taste the same on Monday morning as it does Friday afternoon, no matter who pulls it. Every barista follows these specs exactly — same ratios, same pumps, same build order. When in doubt, come back to this page. Recipes here use standard industry formulas (freely usable); prices and costs are drawn from our supplier pricing sheet. +
+ +
+ The Golden Rules
+ 1. Espresso standard: 18g in → 36g out, 25–30 seconds. If it runs fast & sour, grind finer. Slow & bitter, grind coarser.
+ 2. Steam milk to 150°F (hot but you can hold the pitcher ~3 sec). Never re-steam milk.
+ 3. Pumps scale with size — see each recipe. Never eyeball syrup.
+ 4. Build order matters — syrup/sauce first, then espresso, then milk. It mixes as you pour. +
+ +

Espresso Shot Standard (all drinks)

+ + + + + +
SizeShotsDose inYield outTime
Small 12oz1 (single-large)18g36g25–30s
Medium 16oz2 (double)18g36g25–30s
Large 20oz3 (triple)27g54g25–30s
+

We pull our standard 18g/36g recipe. Large gets an extra shot so the coffee flavor doesn't get lost in the milk volume.

+ +

Syrup Pump Chart (the backbone of consistency)

+ + + + + +
SizeFlavored syrup (vanilla/caramel/etc.)Sauce (mocha/white mocha)
Small 12oz2 pumps2 pumps
Medium 16oz3 pumps3 pumps
Large 20oz4 pumps4 pumps
+

Iced drinks use the same pump counts as their hot equivalent. One pump ≈ 10ml. Cost ≈ $0.08/pump (syrup), $0.12/pump (sauce).

+ +
+

Hot Espresso Drinks

+ +
+

Latte signature

+

Espresso + steamed milk + thin microfoam (~1cm). The everyday workhorse.

+
    +
  • Build: (flavored latte only → syrup first), pull shots into cup, steam milk to 150°F, pour to fill leaving ~1cm foam.
    • +
+ + + + + +
SizeShotsMilkEst. costSell (plain)Sell (flavored)Margin
S 12oz1~8oz$0.75$4.25$4.75~84%
M 16oz2~12oz$1.20$5.25$5.75~79%
L 20oz3~15oz$1.70$6.25$6.75~75%
+

Add-ons: oat milk +$0.75 · extra shot +$0.75 · extra flavor +$0.50

+
+ +
+

Cappuccino

+

Espresso + equal parts steamed milk & thick foam. Drier and foamier than a latte.

+
    +
  • Build: pull shots, steam milk with more air for stiff foam, pour ~1/3 milk + spoon foam on top.
    • +
+ + + + + +
SizeShotsMilkEst. costSellMargin
S 12oz1~6oz$0.65$4.25~85%
M 16oz2~9oz$1.05$5.25~80%
L 20oz3~12oz$1.55$6.25~75%
+
+ +
+

Mocha popular

+

Chocolate + espresso + steamed milk. Topped with whip.

+
    +
  • Build: mocha sauce in cup first, pull shots on top, stir, steam milk & pour, finish with whipped cream.
    • +
+ + + + + +
SizeShotsMochaMilkEst. costSellMargin
S 12oz12 pump~8oz$1.05$4.95~79%
M 16oz23 pump~12oz$1.65$5.95~72%
L 20oz34 pump~15oz$2.30$6.95~67%
+

White Mocha = swap mocha sauce for white mocha, same pumps & price.

+
+ +
+

Americano

+

Espresso + hot water. Black, bold, low-cost, high-margin.

+
    +
  • Build: fill cup ~2/3 hot water, pull shots on top to preserve crema.
    • +
+ + + + + +
SizeShotsEst. costSellMargin
S 12oz1$0.45$3.25~86%
M 16oz2$0.80$3.95~80%
L 20oz3$1.15$4.50~74%
+
+ +
+

Cortado / Breve specialty

+

Cortado = espresso + small amount steamed milk (one size, 8oz). Breve = latte made with steamed half-and-half.

+ + + + +
DrinkSizeEst. costSellMargin
Cortado8oz only$0.60$4.25~86%
BreveM 16oz$1.60$5.95~73%
+
+ +
+

Brewed Coffee & Tea

+ +
+

Drip Coffee

+ + + + + +
SizeEst. costSellMargin
S 12oz$0.25$2.75~91%
M 16oz$0.33$3.25~90%
L 20oz$0.42$3.75~89%
+

Free refills discouraged (drive-through). Add flavor +$0.50. Room for cream = leave 1 inch.

+
+ +
+

Hot Tea & Chai Latte

+ + + + +
DrinkSizeEst. costSellMargin
Hot Tea (bag)any$0.30$2.95~90%
Chai LatteS / M / L$0.90 / $1.30 / $1.70$4.50 / $5.25 / $6.00~75%
+
+ +
+

Iced & Cold Drinks

+ +
+

Iced Latte / Iced Mocha / Iced Americano

+

Same shots & pumps as hot version. Cold cups: 16oz & 24oz.

+
    +
  • Build: syrup/sauce in cup, shots, fill with ice, top with cold milk (or water for americano). Stir.
    • +
+ + + + + +
DrinkCold cupEst. costSellMargin
Iced Latte16oz / 24oz$1.00 / $1.45$4.95 / $5.95~80% / ~76%
Iced Mocha16oz / 24oz$1.35 / $1.95$5.50 / $6.50~75% / ~70%
Iced Americano16oz / 24oz$0.70 / $1.05$3.95 / $4.75~82% / ~78%
+
+ +
+

Cold Brew high margin

+

Steeped 12–18 hrs, served over ice. Batch daily.

+ + + + +
Cold cupEst. costSellMargin
16oz$0.55$4.50~88%
24oz$0.80$5.50~85%
+

Sweet Cream Cold Brew = +splash of house sweet cream (+$0.50). Nitro optional later.

+
+ +
+

Blended / Frappe summer driver

+

Espresso or coffee base + milk + ice + flavor, blended, topped with whip. Wide straw.

+ + + + +
Cold cupEst. costSellMargin
16oz$1.60$5.75~72%
24oz$2.20$6.75~67%
+
+ +
+

Fruit Smoothie

+

Frozen fruit + juice/milk base + ice, blended. No coffee.

+ + + + +
Cold cupEst. costSellMargin
16oz$1.40$5.50~75%
24oz$1.95$6.50~70%
+
+ +
+

Add-Ons & Modifiers

+ + + + + + + + +
ModifierUpchargeCost to us
Oat milk (sub)+$0.75~$0.20
Extra espresso shot+$0.75~$0.35
Extra flavor pump+$0.50~$0.08
Whipped cream+$0.50~$0.15
Cold foam top+$0.75~$0.25
Sugar-free syrupno chargesame
+ +
+

Food / Bakery

+ + + + + + + +
ItemCost to usSellMargin
Muffin$1.00$3.75~73%
Scone$1.25$4.25~71%
Croissant$1.50$4.50~67%
Cookie$0.75$3.25~77%
Bagel + cream cheese$0.75$3.95~81%
+

Bakery sourced from a local partner. Sell fresh daily; day-olds discounted or donated (track waste).

+ +
+ Pricing philosophy: mid-tier premium — priced above gas-station coffee, at or slightly below the national chains, justified by quality beans (local roaster), real recipes, and boutique service. Target beverage food-cost under ~25% (margins 70%+). The size ladder (S→M→L jumps ~$1.00) nudges guests up and protects margin on the larger cups. +
+ +

+The Daily Pour · Recipe & Spec Book v1.0 · Costs from purchase-pricing.csv · Prices are launch targets — revise after final supplier quotes & local price check. +

+ +
+ + diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-sba-projection-assumptions.md b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-sba-projection-assumptions.md new file mode 100644 index 0000000..67eb994 --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-sba-projection-assumptions.md @@ -0,0 +1,86 @@ +# The Daily Pour (T-00) — SBA Loan Financial Projection: Assumptions + +**Companion to:** `daily-pour-sba-projection.csv` (24-month P&L) +**Entity:** SnS Hospitality Group LLC · **Purpose:** SBA 7(a) loan application (~$60,000, payment <$900/mo) +**Prepared:** 2026-08 · Format follows what an SBA lender expects ("numbers + assumptions — show your work") + +> This is the "assumptions" document SBA lenders require alongside the projection. Every number in +> the CSV traces back to a stated assumption here. Figures are estimates from the business plan and +> industry benchmarks; actuals will vary. + +--- + +## Revenue assumptions + +- **Average ticket: $8.00** — blended across drip, espresso drinks, specialty drinks, and food add-ons + (consistent with the business plan and the local market-needs analysis). +- **Operating days: 26/month** — 6 days/week (closed Sundays), ~312 days/year. +- **Revenue formula:** `Customers/Day × $8.00 × 26 days`. +- **Year 1 ramp (customers/day):** a new location builds a customer base — it does NOT open at full + volume. Monthly ramp: 40 → 55 → 65 → 75 → 82 → 88 → 92 → 95 → 97 → 98 → 99 → 100. This reaches the + business plan's **100/day target** by month 12. (A flat 100/day from day one would be non-credible + to a lender; the ramp is the honest, defensible curve.) +- **Year 2:** hold **100 customers/day** and apply a **5% revenue lift** (modest price/traffic growth), + → ~$21,840/month. + +## Cost of Goods Sold (COGS) + +- **15% of revenue** — coffee, milk, syrups, cups/lids, food. Supported by the ~6× (600%) markup grid + in `purchase-pricing.csv` (e.g., espresso shot cost ~$0.35 → sells in a ~$4–5 drink). COGS scales + with revenue (it is variable, not fixed). +- **Gross profit = Revenue − COGS** (≈ 85% gross margin). + +## Operating expenses (monthly) + +| Line | Amount | Assumption | +|------|--------|-----------| +| **Payroll (loaded)** | **$5,840** | Location Manager (FT, ~$18/hr loaded ≈ $2,880) + part-time staff ($2,240) + part-time marketing ($720). "Loaded" = includes employer payroll taxes. **Year 2: +3% cost-of-living raise** → $6,015. | +| Lot rent | $750 | Leased high-traffic parking spot ($500–750/mo range; using top of range). | +| Insurance | $330 | General liability + workers' comp. | +| Fuel / propane | $130 | Generator fuel + propane. | +| Water / waste | $200 | Fresh-water fill + gray/black tank pump-outs (~every 2–3 weeks). | +| Cellular / data | $75 | 4G/5G plan for POS + cameras + remote management. | +| **Square fees** | **2.7% of revenue** | Card processing — variable, scales with sales. | +| Misc / repairs | $300 | Maintenance reserve, small repairs, supplies. | + +## Loan assumptions (the interest expense) + +- **Amount: $60,000** SBA 7(a) — funds trailer + buildout + equipment + working-capital cushion. + Sized so the payment stays **under $900/mo even at the worst realistic rate** (see below). +- **Rate: 12.75% APR** (variable; the small-loan rate *cap* = Prime ~6.75% + 6.0%). Modeled at the cap + as the worst case; a well-qualified borrower may negotiate 11.5–12%, which lowers the payment further. +- **Term: 10 years (120 months), fully amortizing.** The 10-year term is what keeps ~$60K under $900/mo + — a 7-year term would cap the loan near $51K for the same payment. +- **Monthly payment (P+I): ~$887.04** — **under the $900 ceiling, guaranteed at the rate cap.** + Only the **interest** portion is tax-deductible; principal is not. Interest starts ~$638/mo, declining. +- **If staying under $900 is a hard limit:** ask the lender for a **fixed rate** — variable 7(a) rates + rise if Prime rises, which could push a variable loan over $900 later. Fixed locks $60K under $900. +- **One-time SBA guaranty fee (~$1,000–1,500)** typically financed into the loan (not a monthly line). +- *Sizing rationale: max loan keeping payment <$900 is ~$60,900 at the 12.75% cap; $60,000 is the round, + safe target (~$887/mo). Larger amounts ($63–65K) only fit under $900 at better-than-cap rates.* + +## Results (from the CSV) + +| Metric | Value | +|--------|-------| +| **Year 1 net profit** | **~$66,600** (ramping) | +| **Year 2 net profit** | **~$111,400** (steady 100/day) | +| Steady-state monthly net (100/day) | ~$8,600/month | +| **Break-even** | **~50 customers/day** (matches business plan's ~51) | +| Customers/day for ~$3,000/mo to Sam (85% share) | **~71/day** | +| **Loan payment** | **~$887/mo** ($60K, 10yr, 12.75% cap — under the $900 ceiling) | + +## Key break-even & target notes + +- **Break-even ≈ 50 customers/day** → covers all fixed costs + the loan payment. Below this, the trailer loses money. +- **~71 customers/day** → business nets ~$3,530/mo, so **Sam's 85% ≈ $3,000/mo** (before setting aside taxes). This is comfortably **below** the 100/day plan target. +- The **$3K profit floor is hit well before full ramp** — around month 4–5 of Year 1. +- **Tax reserve:** set aside ~35% of your 85% share for income taxes (separate from the payroll taxes already inside "Payroll"). Loan principal is NOT deductible; only interest is. + +## For the lender packet, pair this with: +- The 24-month CSV (`daily-pour-sba-projection.csv`) +- Business plan (`business-plan.html`) +- Trailer/equipment quote + supplier list (`supplier-research.html`, `purchase-pricing.csv`) +- Owner equity contribution + personal financial statement (lenders require owner "skin in the game") + +*Estimates for lender evaluation. Have an Indiana CPA confirm tax treatment for a multi-member LLC before finalizing.* diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-sba-projection.csv b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-sba-projection.csv new file mode 100644 index 0000000..0dfd19f --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-sba-projection.csv @@ -0,0 +1,28 @@ +Month,Customers/Day,Revenue,COGS (15%),Gross Profit,Payroll,Lot Rent,Insurance,Fuel/Propane,Water/Waste,Cellular/Data,Square Fees (2.7%),Misc/Repairs,Loan Pmt (P+I), of which Interest, of which Principal,Total OpEx,Net Profit,Cumulative Net +Y1-M1,40,8320.00,1248.00,7072.00,5840.00,750.00,330.00,130.00,200.00,75.00,224.64,300.00,887.04,637.50,249.54,8736.68,-1664.68,-1664.68 +Y1-M2,55,11440.00,1716.00,9724.00,5840.00,750.00,330.00,130.00,200.00,75.00,308.88,300.00,887.04,634.85,252.19,8820.92,903.08,-761.60 +Y1-M3,65,13520.00,2028.00,11492.00,5840.00,750.00,330.00,130.00,200.00,75.00,365.04,300.00,887.04,632.17,254.87,8877.08,2614.92,1853.32 +Y1-M4,75,15600.00,2340.00,13260.00,5840.00,750.00,330.00,130.00,200.00,75.00,421.20,300.00,887.04,629.46,257.58,8933.24,4326.76,6180.08 +Y1-M5,82,17056.00,2558.40,14497.60,5840.00,750.00,330.00,130.00,200.00,75.00,460.51,300.00,887.04,626.72,260.31,8972.55,5525.05,11705.13 +Y1-M6,88,18304.00,2745.60,15558.40,5840.00,750.00,330.00,130.00,200.00,75.00,494.21,300.00,887.04,623.96,263.08,9006.25,6552.15,18257.29 +Y1-M7,92,19136.00,2870.40,16265.60,5840.00,750.00,330.00,130.00,200.00,75.00,516.67,300.00,887.04,621.16,265.88,9028.71,7236.89,25494.18 +Y1-M8,95,19760.00,2964.00,16796.00,5840.00,750.00,330.00,130.00,200.00,75.00,533.52,300.00,887.04,618.34,268.70,9045.56,7750.44,33244.62 +Y1-M9,97,20176.00,3026.40,17149.60,5840.00,750.00,330.00,130.00,200.00,75.00,544.75,300.00,887.04,615.48,271.56,9056.79,8092.81,41337.43 +Y1-M10,98,20384.00,3057.60,17326.40,5840.00,750.00,330.00,130.00,200.00,75.00,550.37,300.00,887.04,612.60,274.44,9062.41,8263.99,49601.42 +Y1-M11,99,20592.00,3088.80,17503.20,5840.00,750.00,330.00,130.00,200.00,75.00,555.98,300.00,887.04,609.68,277.36,9068.02,8435.18,58036.60 +Y1-M12,100,20800.00,3120.00,17680.00,5840.00,750.00,330.00,130.00,200.00,75.00,561.60,300.00,887.04,606.74,280.30,9073.64,8606.36,66642.96 +Y2-M1,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,603.76,283.28,9276.92,9287.08,75930.04 +Y2-M2,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,600.75,286.29,9276.92,9287.08,85217.12 +Y2-M3,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,597.71,289.33,9276.92,9287.08,94504.20 +Y2-M4,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,594.63,292.41,9276.92,9287.08,103791.28 +Y2-M5,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,591.52,295.51,9276.92,9287.08,113078.36 +Y2-M6,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,588.38,298.65,9276.92,9287.08,122365.44 +Y2-M7,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,585.21,301.83,9276.92,9287.08,131652.53 +Y2-M8,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,582.00,305.03,9276.92,9287.08,140939.61 +Y2-M9,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,578.76,308.28,9276.92,9287.08,150226.69 +Y2-M10,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,575.49,311.55,9276.92,9287.08,159513.77 +Y2-M11,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,572.18,314.86,9276.92,9287.08,168800.85 +Y2-M12,100,21840.00,3276.00,18564.00,6015.20,750.00,330.00,130.00,200.00,75.00,589.68,300.00,887.04,568.83,318.21,9276.92,9287.08,178087.93 + +YEAR 1 TOTAL,82,205088.00,30763.20,174324.80,70080.00,9000.00,3960.00,1560.00,2400.00,900.00,5537.38,3600.00,10644.47,7468.66,3175.80,107681.84,66642.96,309926.75 +YEAR 2 TOTAL,100,262080.00,39312.00,222768.00,72182.40,9000.00,3960.00,1560.00,2400.00,900.00,7076.16,3600.00,10644.47,7039.23,3605.24,111323.03,111444.97,1524107.82 diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/equipment-schedule-for-designer.html b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/equipment-schedule-for-designer.html new file mode 100644 index 0000000..2f47472 --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/equipment-schedule-for-designer.html @@ -0,0 +1,99 @@ + + + + + +The Daily Pour — Buildout Equipment List + + + + +
+
+

Buildout Equipment List

+
The Daily Pour — what needs to fit inside the trailer
+
+
+ +
+ Everything below has to fit in the trailer (8.5' × 26', 7'6" interior). Sizes are approximate — you have full creative freedom on where it goes. This is just so you know what to make room for. +
+ +

Coffee / Espresso

+ + + + + + + +
ItemQtyApprox. size
2-group espresso machine130"W × 22"D × 21"H
Espresso grinder18"W × 15"D × 22"H
Drip coffee brewer110"W × 18"D × 22"H
Commercial blenders28"W × 9"D × 20"H each
POS terminal + iPad1small (window counter)
+ +

Prep & Cold Storage

+ + + + + + + + + + +
ItemQtyApprox. size
Undercounter beverage fridge124"W × 24"D × 32"H
Compact freezer124"W × 24"D × 32"H
Countertop ice maker116"W × 16"D × 16"H
Microwave120"W × 16"D × 12"H
Air fryer115"W × 15"D × 14"H
Hot water dispenser / kettle110"W × 10"D
Pastry display case148"W × 18"D × 18"H
Prep counter + shelving—counter run
+ +

Sinks & Water/Waste (health-code required)

+ + + + + + + + + +
ItemQtyApprox. size
Hand-wash sink (separate)112"W × 12"D
2- or 3-compartment sink148–60"W × 20"D
Fresh water tank (65 gal)1under-counter / under-trailer
Gray water tank (50 gal)1under trailer
Black water tank + RV toilet (30 gal)1restroom ~3' × 4'
Water pump1small (by fresh tank)
Tankless propane water heater114"W wall-mount
+ +

Power & Climate

+ + + + + + + +
ItemQtyApprox. size
Battery bank124"W × 14"D × 16"H
Inverter120"W × 10"D
Generator (exterior/tongue box)126"W × 18"D × 20"H (outside)
Mini-split heat/AC (indoor head)132"W wall-mount, high
Propane tank (exterior)1tongue mount (outside)
+ +

Openings to Plan

+ + + + + +
ItemDetail
Drive-through serving window~3' × 4', one long side wall
Side entry door (existing)curbside RV door
Rear ramp door (existing)89.5" × 94"
+ +

The Daily Pour · buildout equipment list · sizes approximate, confirm final models before fabrication.

+ +
+
+ + diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/funding-research.html b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/funding-research.html index 7bea44f..7c30bfa 100644 --- a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/funding-research.html +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/funding-research.html @@ -1,278 +1,177 @@ - - - T00-DRIP Funding Research — SnS Hospitality Group - + + +T00-DRIP Funding Research — SnS Hospitality Group + - +

Funding Research — T00-DRIP

-

Grants, loans, tax incentives, and development programs for The Daily Pour
-Researched: August 5, 2026 | South Bend / NW Indiana / St. Joseph County

- -
- ⚠️ Note (July 2026): Indiana Executive Order 26-17 (issued July 14, 2026) suspended the state's - MBE/WBE diversity programs. Federal programs (SBA, USDA), city-level programs (South Bend), and nonprofit - lenders (Bankable, Flagship) are unaffected. +
Grants, loans, incentives & certifications for The Daily Pour
+
+ SnS Hospitality Group LLC · South Bend / NW Indiana / St. Joseph County
+ Verified as of August 21, 2026 (ChatGPT research, sourced against official IEDC / SBA / Indiana pages — + confirm each program directly with the agency/lender before relying on it). Supersedes the Aug 5, 2026 draft.
-

Direct Grants (Free Money — No Repayment)

- -
-

1. South Bend Opportunity Fund GrantLoan

- - - - - - - -
AmountLoans $1,000–$30,000 (below-market interest) + free business coaching/mentorship
EligibilityBusiness located in South Bend, revenues under $300,000/yr prior year
Partners1st Source Bank + North Central Indiana Small Business Development Center
Applyisbdc.ecenterdirect.com/signup
Infosouthbendin.gov/opportunityfund
Why applyPre-revenue startup in South Bend = perfect fit. Free coaching alone is worth it.
+
+ Bottom line (what changed): The best right-sized funding is the Indiana Legend Fund and an + SBA Microloan — not the big IEDC incentives (EDGE / HBI / SEF). A single $50K trailer creating a + few mostly part-time jobs is too small to win those discretionary economic-development packages. Chase the + loans + certification now; revisit the IEDC incentives only at fleet scale (~10 trailers).
-
-

2. Flagstar Bank BIPOC Grant CLOSED

- - - - - -
Amount$5,000 per recipient (35 grants from $175,000 pool)
StatusPROGRAM COMPLETED. All 35 awards already distributed. No new applications accepted.
InfoFlagstar BIPOC Grant details
ActionMonitor Indiana Black Expo for future rounds. Follow Flagstar for other BIPOC programs.
+
+ Two things to VERIFY before relying on them: +
    +
  1. Indiana MBE/WBE status is contradictory. ResA (Aug 21) recommends Indiana MBE certification via IDOA, + but prior research found Indiana Executive Order 26-17 (July 14, 2026) suspended the state MBE/WBE diversity + programs. Confirm current status with IDOA before pursuing. Federal MBE routes (SBA 8(a), MBDA) may + still be available regardless.
    2. +
  2. South Bend Enterprise Zone may be EXPIRED. The city page says its second renewal expired + Dec 31, 2023. Do NOT put EZ credits in any projection until the South Bend UEA confirms it's active and + your base address qualifies. (The business plan's Enterprise Zone mention needs this confirmation or removal.)
    3. +
-
-

3. USDA Business Builder Award TERMINATED

- - - - - -
AmountUp to $100,000 direct financial assistance
StatusPROGRAM TERMINATED July 15, 2025. USDA Secretary Rollins killed the Regional Food Business Centers program. No new Business Builder awards being issued.
SourceUSDA termination announcement
Our centerGreat Lakes Midwest RFBC (Michigan State, covered Indiana) — shut down.
- Why applyCoffee trailer = food business. Up to $100k grant covers nearly the entire buildout. Check application windows. - +

Tier 1 — Pursue Now (right-sized for one trailer)

+ +

1Indiana Legend Fund / SSBCI (IEDC) — HIGH FIT

+ + + + + + +
TypeLoan (not a grant) — via participating mission-based lenders
Amount$5,000 – $1,000,000; terms set by each lender
Why it fitsCorrect scale for a ~$50K trailer; program explicitly emphasizes historically underserved / minority-owned businesses. Indiana-HQ'd, Black-owned startup is a strong candidate. No published minimum job count.
How to applyPre-apply through a participating lender listed at iedc.in.gov/ssbci. Confirm trailer purchase + buildout + equipment qualify (page emphasizes operating capital). Allow several weeks+.
ActionPrepare a lender packet: trailer quote, equipment schedule, 24-mo projections, owner contribution, ownership structure, job plan.
+ +

2SBA Microloan (via approved intermediary) — HIGH FIT

+ + + + + +
TypeLoan up to $50,000 (SBA avg ≈ $13,000), through nonprofit intermediaries
Why it fitsMax matches the ~$50K trailer budget almost exactly. Startups can qualify (subject to repayment ability, business plan, owner contribution, intermediary underwriting).
How to applyApply through an SBA-approved Indiana microloan intermediary — not directly to SBA. See sba.gov/loans/microloans. Expect underwriting + technical-assistance requirements.
ActionIdentify an Indiana intermediary; request their startup underwriting checklist; compare rate/collateral/equity vs. the Legend Fund lender before choosing.
+ +

3Indiana MBE Certification (IDOA Supplier Diversity) — HIGH VALUE ⚠️ verify status

+ + + + + +
TypeCertification, not funding. Improves visibility/eligibility for Indiana government & university procurement (catering, concessions, event beverage contracts).
EligibilityBusiness must be ≥ 51% minority-owned, managed, and controlled. Because SnS Hospitality is multi-member (Sam 85% via Holdings / Kiowa up to 25%), the OA voting rights & actual control will be scrutinized — likely OK at 85%, but confirm.
⚠️ Status flagContradiction to resolve: EO 26-17 (7/14/2026) reportedly suspended state MBE/WBE programs. Confirm with IDOA before investing effort. Consider federal routes (SBA 8(a), MBDA) as alternatives.
How to applyin.gov/idoa/mwbe. Prepare formation records, EIN, OA, ownership evidence, résumés, licenses, financials, proof of control.
+ +

4South Bend Opportunity Fund — HIGH FIT (keep; already in motion)

+ + + + +
TypeBelow-market loan $1,000–$30,000 + free business coaching/mentorship
EligibilityBusiness located in South Bend, prior-year revenue under $300,000 → pre-revenue startup is a perfect fit
Partners / Apply1st Source Bank + North Central Indiana SBDC · southbendin.gov/opportunityfund · Contact: Lisa Lopez (elopez@southbendin.gov)
+ +

Tier 2 — Medium Fit / More Work

+ +

5SBA 7(a) Loan — MEDIUM-HIGH

+

Federally guaranteed loan up to $5M (a small 7(a) product fits here). Funds equipment, fixtures, inventory, +working capital. A mobile food business isn't excluded, but a new entity must show owner investment, acceptable +credit, management capacity, repayment ability. Apply via a participating bank or SBA Lender Match +(sba.gov/loans/7a-loans). More demanding than a microloan.

+ +

6USDA REAP (Rural Energy) — LOW now

+

Renewable-energy / efficiency grant + guaranteed loan for rural small businesses. South Bend/Mishawaka likely +fail the rural-location rule; a permanently based trailer site in an eligible smaller community west of South Bend +might qualify for solar/battery. Verify the permanent project address via USDA rural eligibility before +buying. MEDIUM only for a qualifying rural fixed site.

+ +

Tier 3 — Fleet-Scale Future (revisit at ~10 trailers, NOT now)

+
+ These are discretionary IEDC economic-development agreements built for larger employers. At one trailer the payroll/ + investment is too small to win them. They become viable only if you present a documented, committed phased + 10-trailer rollout (site commitments, investment schedule, dozens of net-new jobs) — not ten hypothetical + locations. Approach IEDC + local EDO before hiring/purchasing, since credits require pre-agreement. +
+ + + + + + + + +
ProgramWhatFit at 1 trailer / at fleet
EDGE payroll tax creditRefundable credit on % of net-new-job withholding, up to 20 yrsLOW / MEDIUM — too little payroll now
HBI investment tax creditNonrefundable credit on % of eligible capital investmentUNLIKELY / LOW-MED — $50K too small; mobile-equipment questions
Skills Enhancement Fund (SEF)~50% training-cost reimbursement, credential-bearingLOW / MEDIUM — a central training academy for 10 trailers is the real case
DWD Employer Training / Next Level JobsUp to $50K training reimbursement, high-growth fieldsLOW-MED — routine barista training likely outside approved occupations
OCRA CDBGCommunity grants ($500K–$750K) to local governmentsUNLIKELY — you can't apply directly; it's public-infrastructure money
Urban Enterprise Zone creditsState/local tax credits at a qualifying zone addressUNVERIFIED — South Bend zone may have expired 12/31/2023 (see warning above)
+ +

Dead / Closed (kept for the record)

+
    +
  • Flagstar Bank BIPOC Grant — PROGRAM COMPLETED, all 35 awards distributed. Monitor Indiana Black Expo for future rounds.
    • +
  • USDA Business Builder Award — TERMINATED July 15, 2025.
    • +
+ +

Stacking Rules & Cautions

+

Potentially stackable (with written approval):

+
    +
  • Legend Fund or SBA financing + MBE certification
    • +
  • Business loan + EDGE (on verified payroll) + HBI (on separately documented investment) + SEF — negotiated together as one IEDC package
    • +
  • MBE certification + state/local procurement contracts
    • +
  • USDA REAP + a loan for the non-grant portion of an eligible rural energy project
    • +
+

Restrictions:

+
    +
  • Never claim the same cost twice (e.g., SEF + DWD for the same training).
    • +
  • HBI is nonrefundable — needs sufficient Indiana tax liability to use.
    • +
  • EDGE applies only after contracted job/payroll performance.
    • +
  • Enterprise-zone benefits attach to a specific qualifying address, not a mobile route.
    • +
  • SBA + Legend Fund may not be stackable on the same collateral/project without both lenders' approval.
    • +
+ +
+ CPA review required (Tracie, Sept 1): Before modeling ANY tax credit, have an Indiana CPA confirm how it's + claimed by a multi-member LLC and whether it passes through to the members. This is funding research, not tax + or legal advice.
- -

Solar & Energy Grants (Power System Funding)

- -
-

4. USDA REAP — Rural Energy for America Program GrantLoan

- - - - - - -
AmountGrants up to 50% of renewable energy project cost + guaranteed loans
EligibilityRural small business (check USDA eligibility map — areas outside cities of 50,000+). Some South Bend-adjacent areas qualify.
CoversSolar panels, battery storage, energy-efficient equipment upgrades
InfoUSDA REAP Indiana
Why applyCould fund 50% of your solar/battery system ($750-1,000+ back). If trailer parks in a rural-eligible lot (smaller towns outside SB proper), this is free money for your power setup.
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- -
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5. Indiana Solar Tax Exemptions Tax Break

- - - - - -
Benefits - • 100% property tax exemption on solar installations
- • 7% state sales tax exemption on solar equipment
- • 30% federal commercial solar ITC (Investment Tax Credit) — your LLC qualifies -
EligibilityAny Indiana business installing solar. LLC structure qualifies for commercial ITC.
InfoIndiana Solar Incentives 2026
Why useIf you add solar to the trailer, you get 30% back on federal taxes + no property/sales tax on the equipment. Stack with REAP for potentially 80% covered.
-
- -

Minority-Specific Loans (Low/Zero Interest)

- -
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6. Bankable — Indiana Black-Owned Business Loan Fund Loan

- - - - - - - -
AmountUp to $50,000 (low interest, some interest-free)
EligibilityIndiana-based, Black-owned, unable to secure traditional bank loan
ExtrasFree business development resources + Black Chamber of Commerce membership
Applybankable.org/loans
InfoBankable Black-Owned Fund announcement
Why applyCertified SBA microlender. Low barrier, designed for businesses like yours that are pre-traditional-bank. Good supplement or bridge to SBA loan.
-
- -
-

7. Flagship Enterprise Capital — Indiana Black Owned Business Fund Loan

- - - - - -
AmountUp to $350,000 (through Bankable partnership)
BenefitsLower rates, no fees, additional technical assistance, memberships to entrepreneurial support orgs
Infoflagshipenterprisecapital.org
Why applyLarger loan option if SBA falls through or you need more capital. Same Black-owned qualification as Bankable.
-
- - -
-

8. IEDC Legend Fund (SSBCI) Loan

- - - - - -
AmountPart of $29M fund distributed through mission-driven local lenders
EligibilityIndiana small business, historically underserved community
Infoiedc.in.gov/ssbci
Why applyState-backed capital flowing through local CDFIs. You qualify on multiple fronts (minority-owned, pre-revenue startup). Ask Bankable — they may be a Legend Fund distributor.
-
- -

City Programs (South Bend Specific)

- -
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9. South Bend MWBE Inclusion Program Program

- - - - -
WhatHelps minority/women-owned businesses access City contracting + procurement opportunities
Infosouthbendin.gov — MWBE Program
Why joinGets you in the city's vendor system + connected to other minority business owners. More for service/contracting but builds credibility and network.
-
- -
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10. South Bend Small Business Assistance Suite (SBAS) Program

- - - - - -
WhatFree cohort-based business development program — strengthens back-office systems, operational readiness, prepares for funding + public-sector contracting
CostFree to accepted participants
Infosouthbendin.gov — Office of Diversity Business Development
Why joinFree coaching + structure + credibility. Good to do while building out T00-DRIP. Makes future grant applications stronger.
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- -

Development Zones (Tax Incentives by Location)

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-

11. Indiana Enterprise Zones Tax Break

- - - - - -
Benefits - • Employee tax deduction
- • Employment expense credit
- • Loan interest credit
- • Investment cost credit -
EligibilityBusiness operating within a designated Enterprise Zone
Infoaiez.org — Association of Indiana Enterprise Zones
Why it mattersIf T00-DRIP parks in an Enterprise Zone (check South Bend's zone map), you get state tax credits just for operating there. Factor this into location scouting.
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- -
-

12. Indiana Opportunity Zones Tax Break

- - - - - -
BenefitsFederal capital gains tax deferral/reduction for investments in economically distressed areas
Coverage156 zones in Indiana — several in St. Joseph County / South Bend
Infoiedc.in.gov — Opportunity Zones
Why it mattersMore relevant for investors or if you have capital gains to defer. Worth knowing for future expansion or if someone invests in your trailers.
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- - -

Additional Resources

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- - - - - - - - - -
ResourceURLNotes
Indiana grants for Black-owned businesses (curated list)indyblackbusinesses.com/grantsUpdated regularly, browse all
Women & Minority Business Indianawomenandminoritybusiness.orgAggregated grants, loans, counseling
Elevate Ventures (Indiana VC/grants)elevateventures.comHigh-growth focused — more for tech, but has minority programs
South Bend Incentives & Grants pagesouthbendin.gov — incentivesFull list of city programs
USDA all Indiana programsrd.usda.gov — IndianaRural business, energy, community programs
IN.gov MWBE (state level — currently suspended)in.gov/idoa/mwbeSuspended by EO 26-17, monitor for reinstatement
ICSSBM Grant Program (Indiana Commission)in.gov/icssbmPartners with grassroots orgs to reduce barriers
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- -
-

Recommended Funding Strategy

-

How to stack these programs for maximum benefit — do them in this order:

-
    -
  1. Week 1-2: File LLC + Get EIN
    - You need the entity to exist before any application. File SnS Hospitality Group LLC on INBiz ($95), get EIN same day on IRS.gov.
    2. -
  2. Week 2-3: Apply to South Bend Opportunity Fund
    - Easiest entry point. Gets you coaching + access to $1-30k loan. The coaching makes all other applications stronger. Apply here.
    3. -
  3. Week 2-3: Apply to Bankable Black-Owned Fund
    - Up to $50k at low interest. Can run in parallel with Opportunity Fund. These are complementary, not competing. Apply here.
    4. -
  4. Week 3-4: Submit Flagstar BIPOC Grant — CLOSED (all awards distributed)
    - Monitor Indiana Black Expo + Flagstar for future rounds.
    5. -
  5. Week 4-6: Apply for SBA Loan (traditional)
    - With LLC formed, EIN in hand, business plan written, and Opportunity Fund coaching on your resume — you're a stronger applicant. Target $65-80k.
    6. -
  6. Month 2-3: USDA Business Builder — TERMINATED (July 2025, program killed by current admin)
    - No longer available. Regional Food Business Centers shut down.
    7. -
  7. Month 3+: REAP Solar Grant (when ready to install)
    - Apply once you know where T00-DRIP will park (need to confirm rural eligibility). Covers up to 50% of your solar/battery system. Stack with the 30% federal ITC for up to 80% covered.
    8. -
  8. Ongoing: Location scouting in Enterprise/Opportunity Zones
    - Tell Kiowa to cross-reference her location list with the Enterprise Zone map. Parking in a zone = automatic tax credits on top of everything else.
    9. -
-
- Total potential capital stack (updated August 2026):
- • Opportunity Fund: $30k (loan)
- • Bankable: $50k (loan)
- • Flagstar: $5k (grant) — CLOSED
- • SBA: $65-80k (loan)
- • USDA Business Builder: up to $100k (grant) — TERMINATED
- • REAP + ITC: 80% of solar costs (grant + tax credit)
- • EASSI (South Bend): solar/energy grant (inquiry sent)

- Realistic target: $80-160k in loans + solar grants covering power system.
- Focus: Opportunity Fund coaching → Bankable → SBA. Solar grants after location secured. -
-
+

Top 3 to Pursue Now

+
    +
  1. Indiana Legend Fund — prepare a lender packet, pre-apply with a participating lender for ~$50K.
    2. +
  2. Indiana MBE certification — first confirm EO 26-17 status with IDOA; verify Sam holds ≥51% ownership + control; then apply. Opens contracts, not startup cash.
    3. +
  3. SBA Microloan — find an Indiana intermediary, get their underwriting checklist, compare vs. Legend Fund.
    4. +
- SnS Hospitality Group LLC — T00-DRIP Funding Research
- Researched August 5, 2026 | Review quarterly for new application windows

- Good Coffee. Great Vibes. On Purpose. + The Daily Pour — SnS Hospitality Group LLC · Funding Research (ChatGPT-sourced, 2026-08-21)
+ Programs sourced from official IEDC / SBA / Indiana DOR / IDOA pages. Confirm current terms directly with each agency/lender before relying on any figure. Not tax or legal advice.
-

Message to Team (Kiowa)

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-

From: Sam  |  Date: August 5, 2026

-
-

Hey Kiowa,

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I'm working on getting us funded. I put together a full research doc on every grant, loan, and program we qualify for — it's in the shared Drive.

-

Where to find it:

- -

I sent you an email giving you access to the parent folder so you can see everything.

-

My focus right now: Task 1 from the funding strategy — filing the LLC and getting the EIN. Once that's done, we can start submitting applications.

-

Your part (when ready): Start thinking about locations. Some areas in South Bend are in "Enterprise Zones" which give us automatic tax credits just for operating there. When you're scouting parking lots, I'll share the zone map so we can cross-reference.

-

You'll have visibility of all deliverables in the shared Drive as things get filed.

-

— Sam

- -
- SnS Hospitality Group LLC — T00-DRIP Funding Research
- Researched August 5, 2026 | Review quarterly for new application windows

- Good Coffee. Great Vibes. On Purpose. -
- diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/health-dept-certification-checklist.html b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/health-dept-certification-checklist.html new file mode 100644 index 0000000..9d99219 --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/health-dept-certification-checklist.html @@ -0,0 +1,172 @@ + + + + + +The Daily Pour — Health Dept & Certification Checklist + + + + +
+ +
+
☕
+

Health Department & Certification Checklist

+
The Daily Pour — everything you need to legally serve coffee
+
+ St. Joseph County · City of South Bend, Indiana
+ Governing rules: Indiana 410 IAC 7-24 / 7-26 (Retail Food Establishment Sanitation, updated 4/16/2025) + St. Joseph County Chapter 117. +
+
+ +
+ +
+ ⚠️ Requirements and fees change — always confirm current details with the SJC Health Department before paying. Links verified 2026-08. +
+ +

Do This In Order

+ + +
+

1 Certified Food Protection Manager Do this first

+

What: Indiana requires at least one Certified Food Handler/Manager per establishment (since Jan 1, 2005). The rule is exam-based — you pass an accredited (ANAB/ANSI) exam. ServSafe Manager is the standard credential. This is a person's certification, not the business's.

+

Who: You (Samuel) AND Kiowa — and eventually your Location Manager. Get at least 2 people certified so the trailer is never operating without a certified person present.

+

Cost: ~$179 online bundle (course + proctored exam), or ~$75 in-person class (book/exam separate). Valid 5 years.

+
Where to sign up
+ +

Do this FIRST — it's independent of the trailer, takes time to schedule/pass, and the knowledge helps you design the buildout correctly.

+
+ + +
+

2 Mobile Food Establishment Plan Review

+

What: The SJC Health Department reviews your trailer's layout, water supply, waste system, sinks, handwashing, and refrigeration before you finalize the build. This is where your self-contained fresh/gray/black tank + hand-wash + 2-comp sink setup gets approved (and where the "daily commissary return" question gets settled).

+

Why order matters: Submit this BEFORE spending on the buildout/window cut — so they don't reject a layout you've already paid for.

+
Where
+ +

Cost: Plan review fee (confirm current — budget ~$100–200).

+
+ + +
+

3 Build / Finish the Trailer to the Approved Plan

+

Build exactly to what plan review approved. Any change → re-confirm with the health dept.

+
+ + +
+

4 Mobile Food Establishment Permit + Inspection

+

What: After the trailer is finished, SJC inspects it. Pass = your Mobile Food Establishment permit (your license to operate). Renewed annually.

+

Cost: ~$200 permit + ~$100 inspection (already in materials.csv). Confirm current fees.

+
Where
+ +
+ + +
+

5 Food Handler Cards for Staff

+

What: Basic food-safety cards for the rest of your staff (simpler than the Manager cert). Indiana's per-establishment requirement is met by the certified Manager (Step 1), but individual food handler cards for all staff are best practice and may be required for the mobile permit — confirm with SJC.

+

Cost: ~$10–15 per person, online, ~1–2 hours. ANAB-accredited.

+
Where to sign up
+ +

When: Each staff member before their first shift.

+
+ + +

Quick Reference — Costs & Timing

+ + + + + + + +
StepItemCostValidTiming
1ServSafe Manager (×2 people)~$179 ea5 yrsFIRST — before buildout
2Plan Review~$100–200per buildBefore finishing trailer
4Mobile Food Permit~$2001 yrBefore opening
4Inspection~$100per inspectionBefore opening
5Food Handler cards (per staff)~$10–15 ea3 yrsBefore each hire works
+ + +
+

Key Contact — St. Joseph County Health Department

+

227 W. Jefferson Blvd., 9th Floor, County-City Building, South Bend, IN 46601
+ Phone: (574) 235-9721 · Fax: (574) 235-9497
+ Web: sjchd.org · Food Services program page

+

Call them first and ask three questions:

+
    +
  1. "For a mobile coffee trailer, do you require food handler cards for all staff, or just one certified manager?"
    2. +
  2. "Can I get the Mobile Food Establishment Plan Review packet and the Commissary Agreement?"
    3. +
  3. "With self-contained water/waste tanks on board, can I operate without daily return to a commissary?"
    4. +
+
+ + +
+

☕ Coffee = low-risk (good news)

+

No raw meat, minimal cooking, mostly beverages + pre-packaged/bakery items = simpler plan review. Your main scrutiny areas: water supply/waste, handwashing sink, refrigeration temps, milk handling. Your equipment list already covers all four.

+
+ +

Compiled 2026-08. Indiana per-establishment certified-manager requirement per 410 IAC 7-24; food-handler-card specifics vary by county — confirm with SJC.

+ +
+
+ + diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/trailer-spec-sheet-for-designer.html b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/trailer-spec-sheet-for-designer.html new file mode 100644 index 0000000..4db99b0 --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/trailer-spec-sheet-for-designer.html @@ -0,0 +1,151 @@ + + + + + +The Daily Pour — Trailer Spec Sheet (for CAD Designer) + + + + +
+
+

Trailer Spec Sheet

+
The Daily Pour — mobile drive-through coffee trailer
+
Prepared for CAD / plan-review designer · SnS Hospitality Group LLC · South Bend, IN · 2026-08
+
+
+ +
+ Designer brief: This is the base trailer shell we are purchasing. We need scaled 2D plan-review-ready drawings (floor plan, elevations, plumbing, electrical, equipment list, finish schedule) for St. Joseph County, Indiana health-department approval. Interior will be a boutique drive-through coffee galley. Reference interior photos are provided separately (bare plywood interior, rear ramp, one side RV door). +
+ +

1 · Base Trailer — As Purchased

+ + + + + + + + + + + + + + + +
Year / Make / Model2026 US Cargo 8.5×26 — 7'6" inside height, 9800 GVWR (Car/Truck/SXS/UTV enclosed cargo)
DealerMid-City Trailers, 51401 State Rte 19, Elkhart, IN · (574) 361-1344 · Stock #26UC98431
Exterior width8.5 ft (102")
Interior width~100" wall-to-wall (approx; confirm at pickup)
Box length26 ft + V-nose (front)
Interior height7'6" (90")
Empty weight4,390 lb
GVWR9,800 lb
Payload capacity~5,410 lb (GVWR − empty)
AxlesTandem 5,200 lb (10,400 lb total capacity)
WheelsAluminum
Exterior skin.080 polycore screwless (smooth)
Frame / construction16" on-center floor, walls, AND ceiling crossmembers; extended A-frame
Roof1-piece aluminum
+ +

2 · Existing Openings & Features (as delivered)

+ + + + + + + +
Rear doorRamp door. Opening: 89.5" tall × 94" wide
Side doorRV-style side entry door (curbside — see reference photo, right wall)
FloorPlywood deck with 4 recessed D-rings; black scuff-guard trim along wall base
Walls / ceiling (as delivered)Bare plywood walls; exposed black steel ceiling ribs; 1 dome light. To be finished with smooth, cleanable FRP/aluminum per health code.
Lighting (stock)LED exterior lights + rear flare loading light; single interior dome
JacksRear stabilizer jacks
+ +
+ 📷 Reference photos provided (folder 8x24-reference-photos): +
    +
  • drip-hl-view.png — AI concept layout of The Daily Pour: top-down equipment placement + 4 interior view angles. USE FOR DESIGN INTENT / LAYOUT / LOOK. ⚠️ The specs printed on this image (8.5×24, 14,000 GVWR, 7,000 lb axles) are NOT accurate — use Section 1 of this sheet for real dimensions/weights (8.5×26, 9,800 GVWR, 5,200 lb axles).
    • +
  • sample-image.png — additional concept/reference render.
    • +
  • inside-black.jpg — real photo of the bare interior (plywood walls, ceiling ribs, curbside RV door, D-rings, base trim) showing actual construction/finish to design into. Same US Cargo build family (demo unit is shorter, but identical construction).
    • +
  • IMG_1641/1642/1643-150x150.jpg — small thumbnails (low-res; request full-size from owner if detail needed).
    • +
+ Rule: concept renders = layout & style; this spec sheet's Section 1 = the real trailer dimensions that govern the CAD. +
+ +

3 · Modifications Needed (for the designer to plan)

+
    +
  • Serving window: add ~3'×4' concession window on ONE long side wall (streetside, opposite the RV door) for drive-through service — with wall-post reinforcement around the cut (walls are 16" OC = reinforceable).
    • +
  • Finish: walls + ceiling finished in smooth, washable FRP or aluminum (health-code cleanable surfaces); commercial-grade sealed/coved flooring.
    • +
  • Layout: galley plan with a clear center aisle for 1–2 baristas; espresso station along the service-window wall, prep + sinks on the opposite wall.
    • +
+ +

4 · Equipment to Lay Out (with rough footprints)

+

Dimensions are typical for the models specified; designer should confirm against final purchased units. Full item list in materials.csv.

+ + + + + + + + + + + + + +
Zone / ItemNotes for placement
Espresso machine — Nuova Simonelli Appia Life 2-Group~30"W × 22"D counter footprint; on service-window wall; needs 110V + water + drain
Grinder — Eureka Atom 75~8"W × 15"D; beside espresso machine
POS — Square Terminal + iPadAt service window
Undercounter refrigerator~24"W; milk/dairy; near espresso station
Compact freezer~24"W; frozen goods
Blenders ×2 + drip brewerCounter appliances; prep wall
Hand-wash sink (wall-mount)Dedicated, separate from dish sink — HEALTH CODE REQUIRED
2- or 3-compartment sinkUtensil/pot washing; NSF
Water heater (tankless propane)Feeds sinks; propane-fired
Mini-split heat/AC (12k BTU)48V DC; interior air handler + exterior condenser location
Microwave / air fryerCounter; prep wall
+ +

5 · Water & Waste System (critical for plan review)

+ + + + + + + +
Fresh water tank65 gal — under-counter or under-trailer
Gray water tank50 gal — under trailer (sink waste)
Black water tank + toilet30 gal — permanent RV-style toilet + holding
Water pump12V, 3.5 GPM on-demand
PlumbingPEX; fresh tank → pump → heater → sinks/toilet → gray/black tanks
Sizing ruleGray tank ≥ fresh tank capacity (health-code norm)
+ +

6 · Electrical / Power

+ + + + + + + +
Battery bankLiFePO4 3–5 kWh (main power)
InverterPure sine, ~9500W (or battery built-in)
GeneratorPredator 3500 inverter — auto-start at low SOC; exterior/vented location
Shore power30A RV inlet (bypass generator when lot has power)
OutletsMultiple 110V at both counters; GFCI near water
Lighting12V LED interior + service-window task lighting
+ +

7 · Deliverables Requested from Designer

+
    +
  • Scaled 2D floor plan (top-down) with equipment placement + dimensions
    • +
  • Elevations — service-window wall + sink/prep wall
    • +
  • Plumbing plan — fixtures + fresh/gray/black tanks, water heater, pump
    • +
  • Electrical plan — battery/generator/inverter, outlets, lighting
    • +
  • Equipment list with specs + finish schedule (materials)
    • +
  • Files: PDF + editable source (DWG / DXF or SketchUp) — we want the editable file for future 3D generation
    • +
  • Formatted for St. Joseph County, IN health-department plan-review submission
    • +
+ +
+ Brand palette (for any styled renders/finish notes): Rich Espresso #4B2E20 · Blush Pink #E7B4B8 · Antique Gold #D4AF37 · Classic Linen #F7EFE6 · Warm Taupe #A78A7A. Feel: boutique coffee-house — walnut wood counters, matte black hardware, brushed gold accents, warm 2700K lighting. +
+ +

Prepared by SnS Hospitality Group LLC for CAD design. Base trailer specs per Mid-City Trailers listing (Stock #26UC98431). Equipment dimensions are typical — confirm against final purchased units before fabrication.

+ +
+
+ + diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/materials.csv b/businesses/sns-hospitality-group/coffee-trailers/T-00/materials.csv index e750159..43259e7 100644 --- a/businesses/sns-hospitality-group/coffee-trailers/T-00/materials.csv +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/materials.csv @@ -1,6 +1,7 @@ Category,Item,Description,Qty,Est. Unit Price,Est. Total,Priority,Link,Notes -Trailer,Enclosed Cargo Trailer (8x14-16),Used or new 8ft x 14-16ft enclosed trailer for drive-through conversion,1,"$7,500","$7,500",Critical,https://www.trailersmidwest.com/,"Trailers Midwest — Elkhart IN (~15 mi from South Bend). Also: I-69 Trailer Center (Fort Wayne) or indianatrailersales.net. Range $6000-9000." +Trailer,"Enclosed Cargo Trailer (8.5x26, 7'6"" interior) — US Cargo","2026 US Cargo 8.5x26 enclosed, 7'6"" (90"") interior height, 9800 GVWR, 5200lb axles, .080 polycore screwless exterior, 16"" OC floors/walls/ceiling, rear ramp. Empty 4390 lb. For drive-through conversion.",1,"$12,999","$12,999",Critical,https://www.midcitytrailers.com/,"Mid-City Trailers, Elkhart IN (~15mi). Stock #26UC98431. Contact Kean 574-361-1344 / kean@midcitytrailers.com. $12,999 cash/finance, NO freight/setup fees, + Indiana sales tax (~7% = ~$910) => ~$13,900 out-the-door. Delivery available for fee (or tow w/ Tundra). Confirm w/ Kean: serving-window cut + wall-post reinforcement. Financing via Sheffield / Clicklease." Trailer,Trailer Buildout (electrical + plumbing + counters + window),Custom interior conversion — wiring + outlets + countertop + serving window cut,1,"$10,000","$10,000",Critical,,"Local builder or DIY. Get quotes from trailer conversion shops in Elkhart (trailer capital of the world — dozens within 15 mi)." +Trailer,Tow Vehicle Setup (brake controller + hitch),"2013 Toyota Tundra 5.7L V8 (~10,000 lb tow rating) — REQUIRED: electric trailer brake controller + Class IV hitch + 2-5/16"" ball. Weight-distributing hitch recommended once built out.",1,$350,$350,High,,"Tundra 5.7L V8 handles the 9800 GVWR trailer w/ margin (empty 4390 lb, built-out ~7-9k lb). CONFIRM engine is 5.7L V8 (NOT V6) + factory tow package. Brake controller ~$150+install (IN requires trailer brakes >3000 lb). Ford Edge CANNOT tow this (3500 lb max < 4390 lb empty)." Coffee Equipment,Nuova Simonelli Appia Life 2-Group,Commercial 2-group espresso machine — high-volume workhorse,1,"$9,000","$9,000",Critical,https://www.nuovasimonelli.it/en/products/appia-life,"Industry standard for mobile/small cafe. Reliable + serviceable." Coffee Equipment,Eureka Atom 75,Commercial espresso burr grinder — 75mm flat burrs + stepless adjustment,1,"$2,000","$2,000",Critical,https://www.amazon.com/Eureka-Atom-75/s?k=eureka+atom+75,"Fast grind speed, low retention. Pairs with Appia Life." Coffee Equipment,Commercial Blender (smoothies/frappes),2200W soundproof commercial blender for ice + smoothies,2,$160,$320,High,https://www.amazon.com/Commercial-Smoothies-Soundproof-Stainless-Restaurant/dp/B0D46F93DS,"Need 2 for speed during rush. ~$130-200 each." diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/mockups/T-00-3D-cutaway-strategic-v2.png b/businesses/sns-hospitality-group/coffee-trailers/T-00/mockups/T-00-3D-cutaway-strategic-v2.png new file mode 100644 index 0000000..90de2c8 Binary files /dev/null and b/businesses/sns-hospitality-group/coffee-trailers/T-00/mockups/T-00-3D-cutaway-strategic-v2.png differ diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/mockups/tdp-v2.png b/businesses/sns-hospitality-group/coffee-trailers/T-00/mockups/tdp-v2.png new file mode 100644 index 0000000..0296dcc Binary files /dev/null and b/businesses/sns-hospitality-group/coffee-trailers/T-00/mockups/tdp-v2.png differ diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/trailer-candidate-midcity-us-cargo-8.5x26.md b/businesses/sns-hospitality-group/coffee-trailers/T-00/trailer-candidate-midcity-us-cargo-8.5x26.md new file mode 100644 index 0000000..f5a9e7a --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/trailer-candidate-midcity-us-cargo-8.5x26.md @@ -0,0 +1,79 @@ +# Trailer Candidate — 2026 US Cargo 8.5x26 (Mid-City Trailers) + +**Status:** Top candidate. Sam to contact Kean later for out-the-door price + serving-window question. +**Captured:** 2026-08-22 + +--- + +## The Unit + +| Field | Value | +|-------|-------| +| **Year / Make** | 2026 US Cargo | +| **Model** | 8.5X26 7'6" INSIDE HEIGHT 9800GVWR (Car/Truck/SXS/UTV Cargo Enclosed) | +| **Stock #** | 26UC98431 | +| **Price** | **$12,999.00** (cash or finance — same price) | +| **Condition** | New, Available | +| **Location** | Mid-City Trailers, Elkhart, IN (~15 mi from South Bend) | +| **Listing** | https://www.midcitytrailers.com/unit/2026-us-cargo-8-5x26-7-6-inside-height-9800gvwr-8-5-x-26-car-truck-sxs-utv-cargo-enclosed-trailer-1178835 | + +### Specs +- **Size:** 8.5 × 26 (26' box + V-nose) +- **Interior height:** 7'6" (90") ✅ — the tall spec we wanted +- **Empty weight:** 4,390 lb +- **GVWR:** 9,800 lb +- **Axles:** 5,200 lb (dual = 10,400 lb capacity) ✅ +- **Rear door opening:** 89.5" tall × 94" wide (ramp rear door) +- **Exterior:** .080 polycore screwless (premium, wrap-friendly) ✅ +- **Construction:** 16" OC floors, walls, AND ceiling (reinforced — good for wall-mounting equipment + window cut) ✅ +- **Extras:** Extended A-frame, rear stabilizer jacks, aluminum wheels, 1-piece aluminum roof, LED exterior lights, rear flare w/ loading light, 4 D-rings in floor + 4 on walls + +### Pricing notes +- **NO inbound freight fees. NO setup fees.** +- All prices **+ tax** (Indiana resident = ~7% IN sales tax ≈ **$910**) → **~$13,900 out-the-door** before delivery. +- Delivery available for additional fee. +- Financing available through **Sheffield Financial** & **Clicklease** (approved credit, new trailers). + +--- + +## Contact — Mid-City Trailers + +- **Rep:** Kean +- **Phone:** 574-361-1344 (+1 574 361 1344) +- **Email:** kean@midcitytrailers.com +- **Address:** 51401 State Rte 19, Elkhart, IN +- **Web:** midcitytrailers.com + +### Questions to ask Kean +1. **Serving window:** Can you cut and frame a ~3'×4' concession serving window in the side wall, with wall-post reinforcement around it? Or should a converter do that? (16" OC walls are reinforceable.) +2. **Out-the-door price:** cash price + Indiana sales tax + delivery to South Bend. +3. Confirm coupler ball size (expected 2-5/16") and hitch class needed. + +--- + +## Towing Analysis + +### ❌ 2023 Ford Edge — CANNOT tow this +- Edge max tow rating: **3,500 lb** (best case, ST/tow-package trims; base trims ~2,000 lb or not rated). +- Trailer **empty = 4,390 lb** — already ~890 lb OVER the Edge's max, before any buildout. +- Built out (~7,000–9,000 lb) or at GVWR (9,800 lb) = far beyond. Unibody crossover, not built for it. +- **Do not tow with the Edge at all — not even empty to get it home.** Use Mid-City delivery instead. + +### ✅ 2013 Toyota Tundra 5.7L V8 — CAN tow this (comfortably) +- Tundra **5.7L V8** tow rating: **~9,800–10,400 lb** → covers built-out trailer with margin. +- (4.6L V8 ~6,400–6,800 lb = OK; **V6 ~5,000 lb = avoid**.) +- **Confirm on the specific truck:** + 1. Engine is **5.7L V8** (not V6). + 2. Factory **tow package** (transmission cooler + wiring). + 3. Add electric **trailer brake controller** (~$150 + install; Indiana requires trailer brakes >3,000 lb — trailer has them, truck needs the controller). + 4. **Class IV** receiver + 2-5/16" ball (confirm coupler size w/ Mid-City). + 5. **Weight-distributing hitch** recommended once built out (~7,000+ lb). +- Upside: tow it home yourself (skip delivery fee), reposition for seasonal moves/events/pump-outs, and it becomes a fleet-phase business asset. + +--- + +## Assessment + +Strong candidate. Good price for the spec ($12,999 with 5,200 lb axles, polycore exterior, no freight/setup fees). It's "car hauler" trim (rear ramp + D-rings) — the ramp isn't needed for coffee but doesn't hurt; a side serving window gets cut regardless. 26' + V-nose is generous galley (more than the 8.5x24 previously specced), giving room for espresso + prep + service window + power/network gear with aisle to spare. + +**Note vs. earlier plan:** this is 8.5x**26** (was discussing 8.5x24). Same 7'6" height. Slightly more length/weight; still within the 5,200 lb axles and Tundra tow capacity. diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/version2.md b/businesses/sns-hospitality-group/coffee-trailers/T-00/version2.md new file mode 100644 index 0000000..924b14c --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/version2.md @@ -0,0 +1,115 @@ +## The Daily Pour — Revised Build Requirements + +1. **Trailer:** 8.5' × 26', 7'6" interior height. This is the correct size going forward. + +2. **Drive-through only:** There will be no walk-up service area or customer-accessible interior. + +3. **Drive-through service window:** The serving window needs to be on the **opposite side of the trailer from the employee entry/exit door**. It should be positioned low enough for comfortable vehicle service. + +4. **Drive-through workstation:** Provide a clear area directly at the window with a **lower pass-through counter/shelf and space for a stool or seat**, allowing an employee to comfortably take orders and hand drinks to customers. Counters/equipment should not obstruct access to the window. + +5. **No pastry display case:** Please remove it. Customers will not enter or walk up to the trailer, so a customer-facing pastry display isn't necessary. + +6. **Employee entry/exit:** Preserve the trailer's side employee door and design the cabinetry/equipment around its actual factory location. Do not relocate it unless structurally necessary. + +7. **Restroom:** Add a compact, completely enclosed employee restroom with a permanent toilet and door. + +8. **Handwashing:** Include one dedicated commercial handwashing sink in an accessible location outside the restroom/workflow as required by the reviewing health authority. + +9. **Warewashing:** Include a commercial **3-compartment sink with appropriate drainboards**. + +10. **Espresso station:** Provide space and utilities for **two commercial 2-group espresso machines**. + +11. **Grinders:** Provide **two commercial espresso grinders** adjacent to the espresso workstations. + +12. **Coffee brewing:** Provide space for **two commercial coffee brewers**. + +13. **Tea station:** Provide an electric commercial hot-water dispenser/kettle for specialty tea service. + +14. **Microwave:** One commercial microwave for reheating prepared baked goods. + +15. **Air fryer:** One commercial countertop air fryer used **only for reheating prepared baked goods**. + +16. **No cooking line:** There will be **no grill, griddle, range, deep fryer, open-flame cooking equipment, or raw-food cooking operation**. + +17. **All-electric operation:** Cooking/heating, water heating, HVAC and beverage equipment will be electric. The old propane water-heater design should be removed. + +18. **Refrigeration:** Provide **one commercial undercounter refrigerator** at the beverage-preparation station. + +19. **Main refrigeration:** Provide **one full-size commercial refrigerator/freezer combination** for bulk refrigerated/frozen inventory. + +20. **Remove old refrigeration equipment:** Delete the separate mini-fridge, stand-up freezer and sandwich-prep refrigerator shown in the existing drawings. + +21. **Ice:** Include one commercial open-top ice machine/bin positioned near drink production. + +22. **Prep space:** Maximize usable counter space for drink preparation and baked-good reheating. + +23. **Dry storage:** Use the space saved by eliminating the second large refrigerator/freezer for **full-height storage/pantry cabinetry**. + +24. **Operational storage:** Provide organized storage for cups, lids, sleeves, straws, napkins, beans, specialty teas, syrups, flavorings, cleaning supplies and daily restock inventory. + +25. **Ingredient drawers:** Include drawers/bins specifically for coffee beans, teas and smaller beverage ingredients. + +26. **Freshwater:** Plan for approximately a **65-gallon onboard potable-water tank** if direct water service isn't available. + +27. **Freshwater tank location:** Do **not assume the large fresh tank will be mounted underneath the trailer**. Our preferred concept is a low-profile tank inside the conditioned trailer, potentially underneath the espresso/prep counter or inside an enclosed utility cabinet/partition. + +28. **Freshwater access:** Provide an exterior potable-water fill connection and service access to the tank, pump, filters, valves and plumbing. + +29. **Direct water:** Include provisions for a direct potable-water connection with appropriate backflow protection when a location provides water service. + +30. **Water filtration:** Include appropriate filtration/water treatment for the espresso and coffee equipment. + +31. **Electric water heater:** Install an appropriately sized electric water heater for the sinks and required hot-water demand. + +32. **Gray water:** Final gray-water tank size and location should be determined from actual water usage and applicable health requirements. Underfloor mounting should only be used if adequate frame space and ground clearance exist. + +33. **Black water:** Add a separate black-water holding tank for the restroom toilet, preferably positioned close to/below the restroom where structurally practical. + +34. **Tank access:** All tanks need accessible fill, drain/dump, venting and service points. + +35. **Indiana winter operation:** Water lines, tanks, pumps and vulnerable plumbing need protection against freezing because the trailer will operate in the South Bend area during cold weather. + +36. **Mini-split:** Install a **mini-split heat pump providing both air conditioning and heat**. Show the interior air handler, exterior condenser, condensate drain, refrigerant routing and electrical connection. + +37. **Electrical system:** The trailer needs a professionally designed electrical system based on the **actual nameplate loads of all final equipment**, not simply an extension-cord arrangement like the current drawing describes. + +38. **Electrical outlets:** Provide appropriately positioned outlets and dedicated circuits where required for espresso machines, coffee brewers, refrigerator/freezer, undercounter refrigerator, ice machine, microwave, air fryer, tea equipment, water heater, mini-split, water pump, POS and technology equipment. + +39. **Code compliance:** Electrical design and installation must meet the applicable **South Bend/St. Joseph County and Indiana electrical permitting/code requirements** in effect when the trailer is constructed. + +40. **Shore power:** Plan around an appropriately sized shore-power system. Our current concept is **50A 120/240V**, but final service size should come from the electrician's load calculation. + +41. **Generator:** The final generator needs to be sized from that same electrical load calculation rather than selecting one arbitrarily. + +42. **Battery/inverter system:** Provide for an exterior battery/inverter/charging system, with final capacity determined after the electrical loads are known. + +43. **Exterior utility equipment:** Generator, battery system, inverter/charger and associated electrical equipment should be in properly designed exterior/weather-protected locations rather than consuming interior galley space. + +44. **Mini-split condenser:** Exterior mounting must account for ventilation, service clearance and trailer weight distribution. + +45. **Wall-mounted screen:** Provide a dedicated interior wall location with electrical and network connections for an operational display. + +46. **Networking mini-rack:** Provide a compact wall-mounted network cabinet/rack. + +47. **Technology:** The rack should accommodate the router/cellular connection, managed PoE switch, NVR/security equipment and UPS. + +48. **Cameras:** Provide pathways/power/network cabling for exterior/interior PoE security cameras as required. + +49. **POS:** Provide a dedicated POS/order station adjacent to the drive-through window without blocking the pass-through area. + +50. **Fire extinguishers:** Provide clearly designated and easily accessible mounting locations for the required fire extinguishers. + +51. **Fire/ventilation review:** Because there is no grill, fryer, griddle or conventional cooking line, please have the final microwave/air-fryer configuration reviewed to determine the actual ventilation/fire-suppression requirements rather than automatically carrying over the generic Type I hood/ANSUL language currently in the drawings. + +52. **Commercial finishes:** Floors, walls, ceilings, counters and cabinetry need to use smooth, durable, easily cleanable materials acceptable to the reviewing health authority. + +53. **Lighting:** Include shielded commercial LED lighting with sufficient illumination over all work and cleaning areas. + +54. **Weight distribution:** Please account for the location of the freshwater tank, gray/black tanks, espresso machines, refrigeration, batteries, generator and other heavy equipment when determining axle and tongue loading. + +55. **Final electrical load calculation:** This needs to happen **before finalizing the electrical panel, shore-power capacity, generator, inverter, battery system or major appliance circuits.** + +56. **Final plumbing calculation:** Tank sizes and water-heating capacity should be based on the actual sinks, espresso machines, water demand and applicable health requirements. + +57. **Final objective:** The interior should prioritize a **clean two-person coffee-production workflow**: order → espresso/coffee/tea production → finishing → handoff through the drive-through window, with minimal unnecessary movement. diff --git a/businesses/sns-hospitality-group/coffee-trailers/fleet-model-5yr-assumptions.md b/businesses/sns-hospitality-group/coffee-trailers/fleet-model-5yr-assumptions.md new file mode 100644 index 0000000..6a9d40e --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/fleet-model-5yr-assumptions.md @@ -0,0 +1,89 @@ +# The Daily Pour — 5-Year Self-Funded Fleet Model (v2) + +**Companion to:** `fleet-model-5yr-monthly.csv` (60-month simulation) +**Strategy:** Borrow **$50K once** (Trailer 1) → pay it back on a **~3-year schedule** (not rushed) so +cash frees up early → **self-fund every subsequent trailer** from after-tax retained cash. Never borrow +again. Target **120 customers/day** per trailer. **Labor: full Gusto (employed), no staffing agency.** +**Prepared:** 2026-08 · Tax-accurate (pass-through, Sam 85% share, ~35% reserve, Section 179). + +> Reflects Sam's borrowing doctrine: borrow **once** only to break the cold-start; then self-fund forever. +> v2 changes from the first model: (1) loan payoff relaxed from ~13 months to a **~3-year schedule** so +> cash accumulates for growth sooner; (2) **Trailer 2 self-funded at the earliest feasible month (~17)**; +> (3) labor is **full Gusto** (employed), not a staffing agency. + +--- + +## Key result + +| Milestone | Result | +|-----------|--------| +| **Loan payment** | **~$1,661/mo** ($50K, 12%, 3-yr schedule) — paid off ~month 37 | +| **Trailer 2** | **Month 17** (earliest self-funding is feasible — see note) | +| **10 trailers reached** | **Month 50 (Year 5)** — fully self-funded off the one loan | +| Year 5 annual revenue | ~$2.83M | +| Year 5 annual operating profit | ~$1.42M | +| Year 5 cash reserve | ~$1.83M | + +**Verdict: 10 trailers in 5 years, self-funded off a single $50K loan, is achievable** — with discipline +and if each trailer hits ~120/day. After Year 2, cash is never the bottleneck; **operations** (hiring +managers, securing lots, buildout time) is. + +## ⚠️ Note on your "Trailer 2 at month 9" request +**Month 9 is not feasible self-funded.** By month 9, Trailer 1 (still mid-ramp, and you're carrying the +loan + tax reserve) has generated only ~$28K retained cash — short of the ~$65K needed ($50K build + +$15K buffer). The earliest a single ramping trailer can fund the next is **~month 17**. To launch at +month 9 you'd have to **borrow again** or **borrow bigger up front (~$100K)** — both rejected in favor of +your "borrow once" doctrine. Month 17 is also healthier operationally: Trailer 1 is fully ramped and +proven before you scale. + +## Trailer launch schedule (derived, not assumed) + +| Trailer | Launch | Year | Funded by | +|---------|--------|------|-----------| +| 1 | Month 1 | Y1 | **$50K loan** | +| 2 | Month 17 | Y2 | Retained cash | +| 3 | Month 22 | Y2 | Retained cash | +| 4 | Month 26 | Y3 | Retained cash | +| 5 | Month 30 | Y3 | Retained cash | +| 6 | Month 34 | Y3 | Retained cash | +| 7 | Month 38 | Y4 | Retained cash | +| 8 | Month 42 | Y4 | Retained cash | +| 9 | Month 46 | Y4 | Retained cash | +| 10 | Month 50 | Y5 | Retained cash | + +*After Trailer 2, roughly one new trailer every ~4 months — paced by the operational cap, not by cash.* + +## Assumptions + +### Per-trailer economics (at maturity, 120/day) +- Avg ticket **$8.00**, **26 operating days/mo** → mature revenue ~$24,960/mo. +- **COGS 15%**, **Square fees 2.7%** (scale with revenue). +- Fixed opex per trailer **$7,625/mo**: **payroll $5,840 (full Gusto — employed manager @ $18/hr + part-time, ~15% employer burden handled via Gusto)** + lot $750 + insurance $330 + fuel $130 + water $200 + cellular $75 + misc $300. +- **12-month ramp** per trailer from its own launch: 40 → 55 → 65 → 75 → 82 → 88 → 92 → 95 → 100 → 108 → 114 → 120 customers/day, then hold 120. + +### The one loan (Trailer 1) +- **$50,000, 12% APR, 3-year amortizing → ~$1,661/mo**, paid on schedule (not rushed) so cash builds for growth. Clears ~month 37. Only interest is tax-deductible; principal is not. + +### Taxes +- **Pass-through LLC** — Sam taxed on his **85% share** whether distributed or not (phantom income; OA §10.1 tax-distribution clause funds it). +- **~35% reserve** on Sam's share of *taxable* profit, set aside monthly before cash is used to build. +- **Section 179:** ~$40K of each ~$50K trailer deductible in its purchase year → lowers taxable profit in build years, speeds the cycle. (CPA-dependent.) +- Kiowa's 15% assumed **retained for growth** in early years — if distributed, self-funding slows. + +### Reserve / build rules +- Keep **$15K operating buffer** in cash at all times. +- Build a new trailer only when cash − $50K stays above the buffer. +- **Operational cap: max 3 launches/year, ≥3 months apart** — you can't stand up trailers faster than you can hire managers, secure lots, and build. This cap (not cash) limits Years 3–5. + +## What it proves / doesn't +- **Proves:** the borrow-once, self-fund doctrine works; after Year 2 cash compounds faster than you can operationally deploy it. +- **Doesn't prove 120/day** — that's a marketing/location/product problem, not finance. At 100/day the timeline stretches ~15–20%; below ~50/day a trailer is a drag. Model assumes every trailer ramps to 120. + +## Risks / levers +- **120/day is the whole ballgame** — visibility, product, repeat customers, good locations. +- **Operational scaling** (managers, lots, SOPs) is the real Year 3–5 constraint — build the hiring/SOP machine early. +- **Kiowa's 15%** treatment (retain vs. distribute) affects cycle speed — clarify with CPA/OA. +- **Section 179 timing** is a CPA decision affecting build-year cash. +- **Projection, not a guarantee.** Have an Indiana CPA validate tax treatment (pass-through, §179, S-corp timing) — Tracie, Sept 1. + +*Model: monthly 60-month simulation. Estimates for planning; confirm tax specifics with a CPA.* diff --git a/businesses/sns-hospitality-group/coffee-trailers/fleet-model-5yr-monthly.csv b/businesses/sns-hospitality-group/coffee-trailers/fleet-model-5yr-monthly.csv new file mode 100644 index 0000000..541469c --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/fleet-model-5yr-monthly.csv @@ -0,0 +1,61 @@ +Month,Year,Trailers,Fleet Revenue,Operating Profit,Loan Interest,Loan Balance,Pretax,Sec179,Taxable,Sam Tax Reserve,Loan Principal Paid,Cash Reserve,Built +1,1,1,8320,-778,500,48839,-1278,3333,0,0,1161,-2938,0 +2,1,1,11440,1790,488,47667,1302,3056,0,0,1172,-3297,0 +3,1,1,13520,3502,477,46483,3025,2801,224,67,1184,-2000,0 +4,1,1,15600,5214,465,45287,4749,2568,2181,649,1196,440,0 +5,1,1,17056,6412,453,44079,5959,2354,3606,1073,1208,3666,0 +6,1,1,18304,7439,441,42859,6998,2157,4841,1440,1220,7563,0 +7,1,1,19136,8124,429,41627,7695,1978,5718,1701,1232,11897,0 +8,1,1,19760,8637,416,40383,8221,1813,6408,1906,1244,16551,0 +9,1,1,20800,9493,404,39126,9090,1662,7428,2210,1257,21770,0 +10,1,1,22464,10863,391,37856,10472,1523,8948,2662,1269,27919,0 +11,1,1,23712,11890,379,36574,11511,1396,10115,3009,1282,34760,0 +12,1,1,24960,12917,366,35279,12551,1280,11271,3353,1295,42297,0 +13,2,1,24960,12917,353,33971,12564,0,12564,3738,1308,49463,0 +14,2,1,24960,12917,340,32650,12577,0,12577,3742,1321,56638,0 +15,2,1,24960,12917,327,31316,12591,0,12591,3746,1334,63822,0 +16,2,2,24960,12917,313,29969,12604,0,12604,3750,1348,21016,1 +17,2,2,33280,12139,300,28607,11840,5000,6840,2035,1361,29160,0 +18,2,2,36400,14707,286,27233,14421,4375,10046,2989,1375,38932,0 +19,2,2,38480,16419,272,25844,16147,3828,12319,3665,1388,49753,0 +20,2,2,40560,18131,258,24442,17872,3350,14523,4321,1402,61644,0 +21,2,3,42016,19329,244,23026,19085,2931,16154,4806,1416,24262,1 +22,2,3,51584,19579,230,21595,19348,15898,3450,1027,1430,40923,0 +23,2,3,55536,22831,216,20151,22615,11133,11482,3416,1445,58462,0 +24,2,3,58240,25057,202,18691,24855,7889,16966,5047,1459,76609,0 +25,3,4,61360,27624,187,17218,27437,0,27437,8163,1474,44223,1 +26,3,4,72800,29414,172,15729,29242,3636,25606,7618,1489,64187,0 +27,3,4,78416,34036,157,14226,33879,3306,30573,9096,1503,87309,0 +28,3,4,82576,37460,142,12707,37318,3005,34313,10208,1518,112759,0 +29,3,5,85280,39685,127,11174,39558,2732,36826,10956,1534,89700,1 +30,3,5,96096,40962,112,9625,40850,8198,32652,9714,1549,119176,0 +31,3,5,102128,45926,96,8060,45830,7156,38674,11506,1564,151840,0 +32,3,5,106288,49350,81,6480,49269,6251,43019,12798,1580,186650,0 +33,3,6,110240,52603,65,4884,52538,5465,47073,14004,1596,173523,1 +34,3,6,121056,53879,49,3272,53830,18114,35716,10626,1612,215067,0 +35,3,6,127088,58843,33,1644,58811,13075,45736,13606,1628,258611,0 +36,3,6,131248,62267,16,0,62251,9594,52657,15665,1644,303535,0 +37,4,7,135200,65520,0,0,65520,0,65520,19492,0,297902,1 +38,4,7,146016,66796,0,0,66796,3636,63160,18790,0,345908,0 +39,4,7,152048,71761,0,0,71761,3306,68455,20365,0,397303,0 +40,4,7,156208,75184,0,0,75184,3005,72179,21473,0,451014,0 +41,4,8,160160,78437,0,0,78437,2732,75705,22522,0,456929,1 +42,4,8,170976,79713,0,0,79713,8198,71515,21276,0,515366,0 +43,4,8,177008,84678,0,0,84678,7156,77522,23063,0,576981,0 +44,4,8,181168,88101,0,0,88101,6251,81850,24350,0,640732,0 +45,4,9,185120,91354,0,0,91354,5465,85889,25552,0,656534,1 +46,4,9,195936,92630,0,0,92630,18114,74516,22169,0,726996,0 +47,4,9,201968,97595,0,0,97595,13075,84520,25145,0,799446,0 +48,4,9,206128,101018,0,0,101018,9594,91424,27199,0,873265,0 +49,5,10,210080,104271,0,0,104271,0,104271,31021,0,896515,1 +50,5,10,220896,105547,0,0,105547,3636,101911,30319,0,971744,0 +51,5,10,226928,110512,0,0,110512,3306,107206,31894,0,1050362,0 +52,5,10,231088,113935,0,0,113935,3005,110930,33002,0,1131296,0 +53,5,10,235040,117188,0,0,117188,2732,114456,34051,0,1214433,0 +54,5,10,237536,119242,0,0,119242,2484,116758,34736,0,1298940,0 +55,5,10,240448,121639,0,0,121639,2258,119381,35516,0,1385063,0 +56,5,10,242528,123351,0,0,123351,2053,121298,36086,0,1472327,0 +57,5,10,244400,124891,0,0,124891,1866,123025,36600,0,1560618,0 +58,5,10,245440,125747,0,0,125747,1696,124051,36905,0,1649460,0 +59,5,10,247104,127117,0,0,127117,1542,125574,37358,0,1739219,0 +60,5,10,248352,128144,0,0,128144,1402,126742,37706,0,1829657,0 diff --git a/businesses/sns-hospitality-group/docs/kiowa-partnership-agreement.html b/businesses/sns-hospitality-group/docs/Operating Agreement — SnS Hospitality Group LLC.html similarity index 80% rename from businesses/sns-hospitality-group/docs/kiowa-partnership-agreement.html rename to businesses/sns-hospitality-group/docs/Operating Agreement — SnS Hospitality Group LLC.html index 1bd6ea2..b989ad6 100644 --- a/businesses/sns-hospitality-group/docs/kiowa-partnership-agreement.html +++ b/businesses/sns-hospitality-group/docs/Operating Agreement — SnS Hospitality Group LLC.html @@ -113,7 +113,7 @@
Type: Multi-Member LLC (Indiana)
Parent: SnS Network Solutions Holdings LLC (EIN 42-4099038)
State filed: Indiana (INBiz, 08/06/2026)
-
Effective date: August 6, 2026
+
Effective date: ________________________________________ (to be filled in at signing)
@@ -232,12 +232,16 @@

5. Investment Equity (Up to 10%, Proportional)

-

For each venture, Kiowa may earn up to an additional 10% Membership Interest by - contributing working capital at startup. The investment equity is proportional to - her contribution relative to the venture's total startup cost:

+

Separate from and in addition to her 15% service grant (§4, time-vested), Kiowa may earn + investment equity in a venture by contributing working capital at startup. Each venture has a + 10% investment-equity pool (the maximum interest Holdings will give up above its 75% floor). + Investment equity is a financial contribution and is proportional to the amount + contributed relative to the venture's total startup cost:

Formula: Investment Equity % = (Kiowa's capital contribution ÷ total venture startup cost) × 100, capped at 10%. +  This is a separate mechanism from the service grant — service equity time-vests (§4); + investment equity vests immediately on contribution.
@@ -248,15 +252,55 @@
$50,000$00%0%15%15%
+
+ Availability — shared with outside investors (per venture): The 10% pool is shared. + Kiowa's investment-equity option is limited to whatever remains in the 10% pool after any outside + investors Holdings brings into that specific venture. If an outside investor takes the full 10%, + there is nothing left for Kiowa to invest in for that venture (she keeps her 15% service grant + only). If an outside investor takes 5%, Kiowa may invest for up to the remaining 5%. If there + are no outside investors, the full 10% is available to her. This is determined per venture. +
+
  • Timing: Investment must be made at startup (before or at the Opening Date). No retroactive buy-in after operations begin.
    • -
  • Per venture: Each trailer/venture has its own startup cost and its own investment opportunity. Investing in T-00 does not carry over to T-01.
    • -
  • Cap: Investment equity is capped at 10% regardless of how much Kiowa contributes — she cannot buy more than 10% per venture.
    • -
  • Vests immediately: Investment equity vests on the date funds are received by the Company. No time-based vesting.
    • -
  • Holdings minimum preserved: Holdings never drops below 75%.
    • -
  • If Kiowa does not invest: the investment tranche remains available to a third-party investor under the same proportional formula, at Holdings' discretion.
    • +
  • Per venture: Each trailer/venture has its own startup cost and its own investment opportunity (and its own outside-investor situation). Investing in T-00 does not carry over to T-01.
    • +
  • Cap: Investment equity is capped at 10% per venture — and further limited to whatever remains in that venture's 10% pool after outside investors.
    • +
  • Vests immediately: Investment equity vests on the date funds (or installed equipment, per §5.1) are received by the Company. No time-based vesting. (This is distinct from the service grant, which time-vests under §4.)
    • +
  • Holdings minimum preserved: Holdings never drops below 75% — the combined outside-investor + Kiowa investment equity for any venture cannot exceed the 10% pool.
+

5.1 In-Kind Contribution via Financed Equipment

+

Kiowa's working-capital contribution under this Section 5 may be made in-kind by purchasing + equipment for the venture — including equipment she finances personally (e.g., Affirm, Karat, a + credit card, or any personal financing) — rather than only by cash. The following terms apply:

+
    +
  • Counts as working capital: The purchase price of the equipment (per the receipt) + counts as Kiowa's capital contribution toward that venture's startup cost, and earns investment + equity under the same proportional formula above.
    • +
  • Proof required: Kiowa must provide the receipt / proof of purchase documenting the + amount paid for the equipment.
    • +
  • Must be installed before Opening Day: The equipment must be delivered and installed in + the trailer before the venture's Opening Date. Equipment added after operations begin does + not count as a startup contribution (consistent with the timing rule above).
    • +
  • Ownership transfers to the Company: Once the equipment is installed in the trailer, it + belongs to the Company — it is no longer Kiowa's personal property. In exchange, she + receives investment equity equal to its purchase price under the formula above.
    • +
  • Financing is Kiowa's own responsibility: Kiowa is solely responsible for repaying any + personal financing she used (principal and interest). The Company does not assume her + debt and does not reimburse her financing costs. Her contribution is valued at the equipment's + purchase price only — interest she pays is her own.
    • +
+
+ Worked example (Trailer 2): Trailer 2's total startup cost is $30,000. Kiowa uses her + personal financing to buy $3,000 of equipment and installs it in the trailer before Opening + Day, bringing the receipt. That $3,000 is a working-capital contribution: $3,000 ÷ $30,000 = 10% of + startup cost → she earns the full 10% investment equity (vested immediately once the + equipment is in the trailer). Combined with her 15% service grant (5% at formation + 10% + vesting over 12 months), her total interest in Trailer 2 reaches 25% — while Holdings + stays at its 75% minimum. The equipment now belongs to the Company; Kiowa keeps paying her own + Affirm/financing balance. +
+

6. Grant Finder's Fee

If Kiowa identifies, applies for, and secures a grant (non-repayable funding — @@ -410,6 +454,37 @@

  • The Company may not make a distribution that would render it unable to pay its debts as they come due
    • +

    10.1 Tax Distributions

    +

    Because the Company is taxed as a partnership (see §13), each Member is taxed on their + allocated share of the Company's profit whether or not that profit is actually distributed. + To ensure no Member owes tax on undistributed ("phantom") income, the following applies + notwithstanding the discretionary nature of distributions above:

    +
      +
    • For each fiscal year, the Company shall — to the extent of available cash and subject to + the solvency limitation above — distribute to each Member an amount at least equal to that + Member's allocated share of the Company's taxable income multiplied by an assumed tax rate of + [35%].
      • +
    • Tax distributions are made pro rata in proportion to each Member's vested Membership + Interest, on or before [April 1] following the close of each fiscal year, with + quarterly advances permitted (at Holdings' discretion) to align with estimated-tax deadlines.
      • +
    • Tax distributions are treated as advances against, and are offset against, future + distributions otherwise payable to that Member under this Section 10 — they are not + additional compensation.
      • +
    • This obligation is subject to the same solvency limitation above: the Company will not make a + tax distribution that would render it unable to pay its debts as they come due.
      • +
    +
    + Why this matters (plain language): the fleet model reinvests profit into the next trailer, + so cash may stay in the business. Without this clause, a Member could owe tax on profit they never + received. This clause guarantees each Member first gets enough cash to cover the tax on their share, + protecting both Holdings (the majority owner) and Kiowa. +
    +
    + Draft — confirm with CPA/attorney before signing. The [35%] assumed rate and + [April 1] timing are placeholders; your CPA sets the final rate (based on the highest + combined federal + Indiana rate applicable) and the payment schedule. +
    +

    11. Capital Contributions

      diff --git a/businesses/sns-hospitality-group/docs/Operating Agreement — SnS Hospitality Group LLC.pdf b/businesses/sns-hospitality-group/docs/Operating Agreement — SnS Hospitality Group LLC.pdf new file mode 100644 index 0000000..ee9ebc5 Binary files /dev/null and b/businesses/sns-hospitality-group/docs/Operating Agreement — SnS Hospitality Group LLC.pdf differ diff --git a/businesses/sns-hospitality-group/docs/handbook-tracker.html b/businesses/sns-hospitality-group/docs/handbook-tracker.html index 2d6636c..dbd1d4d 100644 --- a/businesses/sns-hospitality-group/docs/handbook-tracker.html +++ b/businesses/sns-hospitality-group/docs/handbook-tracker.html @@ -129,8 +129,8 @@ footer{text-align:center;color:var(--taupe);font-size:.78rem;padding:40px 24px 2
      Overall Handbook Completion
      -
      -
      3 of 21 sections complete (14%)
      +
      +
      7 of 21 sections complete (33%)
      @@ -282,13 +282,96 @@ footer{text-align:center;color:var(--taupe);font-size:.78rem;padding:40px 24px 2 Not Started Application process, background checks, I-9, orientation checklist, training period - - 6 + + 6 Compensation & Pay - Sam - Not Started + Done + Complete Pay schedule, direct deposit, overtime, tip policy, raises, deductions + +
      +

      Section 6 — Compensation & Pay

      +

      We believe in paying fairly, paying on time, and being completely transparent about how pay works — no surprises and no confusion. This section explains exactly how and when you're paid, how tips work, and what comes out of your check and why. If anything here is ever unclear, ask leadership. We would always rather explain than leave you guessing.

      + +
      + Before this section goes live: items in [brackets] — exact pay rates, paydays, and the tip-pool method — are finalized with our payroll provider/CPA and stated on your individual offer letter. Your specific rate is always given to you in writing when you're hired. +
      + +

      6.1 How & When You're Paid

      +
        +
      • Your rate: Set individually and given to you in writing in your offer letter at hire. Most trailer roles are paid hourly.
        • +
      • Pay schedule: You're paid every two weeks, on [every other Friday], for the two-week period ending the prior [Sunday]. This meets Indiana's requirement to pay wages at least biweekly/semi-monthly.
        • +
      • Our workweek runs [Monday 12:00 AM through Sunday 11:59 PM]. This is the window we use to calculate overtime.
        • +
      • First paycheck: May cover a partial period depending on your start date.
        • +
      • Payday on a holiday: You're paid on the business day before.
        • +
      + +

      6.2 Direct Deposit

      +
        +
      • We pay by direct deposit. You'll provide a voided check or your bank routing/account details during onboarding.
        • +
      • No bank account? No problem. We offer a pay card option so everyone gets paid securely and on time.
        • +
      • You receive an itemized pay stub every period showing hours, rate, overtime, tips, deductions, and net pay, available through [payroll portal].
        • +
      + +

      6.3 Your Time Is Your Pay

      +
        +
      • You are paid for all time you work. Clock in when you start and out when you finish — every shift.
        • +
      • Only you clock yourself in and out. Never punch in or out for a coworker; doing so is grounds for termination.
        • +
      • No off-the-clock work. Don't start prepping before you clock in or keep cleaning after you clock out. If you're working, you're on the clock and getting paid.
        • +
      • Missed or wrong punch? Tell your manager the same day so we can correct it.
        • +
      + +

      6.4 Overtime

      +
        +
      • Hourly employees earn overtime at 1.5× your regular rate for any hours worked over 40 in a single workweek, as required by federal law (FLSA) and followed in Indiana.
        • +
      • Overtime is based on hours actually worked over 40 in the week — it is not calculated daily, and paid time off or holidays don't count as "hours worked" for overtime.
        • +
      • All overtime must be approved by your manager in advance. If you work unapproved overtime we still pay it (the law requires it), but repeated unapproved overtime is a scheduling and conduct issue.
        • +
      • We do not offer "comp time" (time off instead of overtime pay) — that isn't legal for a private employer.
        • +
      + +

      6.5 Tips

      +
        +
      • Tips belong to the team that earns them. Jar tips and card tips are pooled and distributed among eligible hourly service staff who worked the shift, based on [hours worked that period].
        • +
      • Card tips are paid out with your paycheck; the cash tip jar is handled per the [closing procedure].
        • +
      • Owners, managers, and supervisors never take from the tip pool. Federal law prohibits it, and it's simply the right thing to do.
        • +
      • We pay at or above full minimum wage before tips — tips are on top of your base pay, not used to reduce it. [Confirm final tip-credit policy.]
        • +
      • Tips are income. They're reported and taxed like wages and appear on your pay stub and W-2.
        • +
      + +

      6.6 Breaks

      +
        +
      • Short breaks (under about 20 minutes — grabbing water or a breather during a lull) are paid; you stay clocked in.
        • +
      • Meal breaks (30 minutes or more, fully relieved of duty) are unpaid; you clock out and back in.
        • +
      • Indiana doesn't require breaks for adult employees, but minors under 18 receive the breaks required by law — see Section 7 (Work Schedule & Attendance).
        • +
      + +

      6.7 Deductions & Taxes

      +
        +
      • Required withholdings come out of every check: federal income tax, Indiana state and county income tax, Social Security, and Medicare.
        • +
      • We make other deductions (for example, replacement uniforms beyond your first set, or lost/damaged equipment) only with your signed written authorization, and never in a way that drops your pay below minimum wage — as Indiana wage law requires.
        • +
      • You control your tax withholding through your federal W-4 and Indiana WH-4. Update them anytime your situation changes.
        • +
      + +

      6.8 Raises & Reviews

      +
        +
      • Raises are earned, not automatic. They're based on performance, reliability, skill growth (ServSafe, dialing in espresso, latte art, opening/closing certification), and how well you live the Five Daily Pour Principles.
        • +
      • We formally review pay every six months. A review is a conversation about your growth — it doesn't guarantee a pay change. (Your team perks are reviewed separately every quarter — see Section 9.)
        • +
      • The fastest path up is taking on more: becoming a shift lead, training new teammates, owning a station.
        • +
      + +

      6.9 If Your Pay Looks Wrong

      +
        +
      • Think there's an error on your check? Tell your manager within [3 business days].
        • +
      • We investigate and correct payroll mistakes promptly — usually by the next cycle or sooner. Honest mistakes happen on both sides, and we fix them fast and fairly.
        • +
      + +

      This section describes our current pay practices. It is not an employment contract and does not guarantee any specific hours, pay rate, or continued employment. The Daily Pour may update its pay practices, with notice, as the business grows.

      + + Close +
      + + 7 Work Schedule & Attendance @@ -296,20 +379,112 @@ footer{text-align:center;color:var(--taupe);font-size:.78rem;padding:40px 24px 2 Not Started Hours, shift scheduling, tardiness, no-call/no-show, shift swaps - - 8 + + 8 Time Off & Leave - Sam - Not Started + Done + Complete PTO, sick leave, unpaid leave, bereavement, jury duty - - 9 + +
      +

      Section 8 — Time Off & Leave

      +

      Everyone needs time away sometimes — to rest, recover, handle life, or fulfill a civic duty. This section explains what time off is available, who qualifies, and how to request it. When you need time, talk to your manager early; the more notice you give, the easier it is to cover the trailer.

      + +
      + Before this section goes live: the PTO amount/accrual, paid-holiday list, and bereavement days shown in [brackets] are confirmed with payroll before hiring. The bracketed figures are examples until finalized. +
      + +

      8.1 Paid Time Off (PTO) — Full-Time Only

      +
        +
      • PTO is a full-time benefit. Regular full-time employees earn paid time off. Part-time and seasonal team members are not eligible for PTO, but may request unpaid time off (see 8.3).
        • +
      • Full-time employees accrue [X hours per pay period / Y days per year], available to use after an initial [90-day] period.
        • +
      • Request PTO through your manager as far ahead as possible. Approval depends on trailer coverage and business needs, especially in busy seasons.
        • +
      • Unused PTO [carries over / is capped at X / is or isn't paid out at separation] — [confirm with payroll].
        • +
      + +

      8.2 If You're Sick

      +
        +
      • Your health and our customers' safety come first. Do not come to work sick — especially with vomiting, diarrhea, fever, or anything contagious. This is a food-safety requirement (see Section 12).
        • +
      • Indiana does not require separate paid sick leave. Full-time employees may use PTO for illness; all employees may take unpaid time when sick.
        • +
      • Call or message your manager as early as possible so we can cover your shift.
        • +
      + +

      8.3 Unpaid Time Off

      +
        +
      • Available to all employees when PTO doesn't apply or has been used up. Request it in advance through your manager; approval depends on coverage.
        • +
      + +

      8.4 Bereavement

      +
        +
      • If you lose an immediate family member, you may take [up to X days] of bereavement leave ([paid for full-time / unpaid]). We'll work with you with compassion during a hard time.
        • +
      + +

      8.5 Jury Duty

      +
        +
      • Serving on a jury is a protected civic duty. You will never be disciplined, penalized, or terminated for jury service, as Indiana law guarantees.
        • +
      • Show your manager the summons as soon as you receive it so we can plan coverage. Jury time is [unpaid; you keep any court-paid stipend].
        • +
      + +

      8.6 Other Legally Protected Leave

      +
        +
      • Military leave is protected under federal USERRA regardless of company size; tell leadership as early as possible.
        • +
      • As a small, growing business we're generally below the threshold for FMLA, but we follow every leave law that applies to us and will update this section as we grow.
        • +
      + +

      8.7 Holidays

      +
        +
      • The trailer is closed on [list holidays]. Because trailer roles are hourly, holidays are [unpaid unless worked] — [confirm].
        • +
      + +

      This section describes current time-off practices. It is not a contract or a guarantee of any specific amount of leave. The Daily Pour may update these practices, with notice, as the business grows.

      + + Close +
      + + + + 9 Benefits - Sam - Not Started + Done + Complete Free drinks, discounts, future benefits roadmap + +
      +

      Section 9 — Benefits & Perks

      +

      We're a growing company, and we take care of the people who pour with us. Some perks start on day one; others grow as you prove yourself. The better you show up, the more we invest back in you.

      + +

      9.1 Your Weekly Perks — On Us

      +
        +
      • One free handcrafted drink every week — your choice off the menu.
        • +
      • One free pastry every week — enjoy it on a break or take it home.
        • +
      • [Optional: employee discount of [X]% on additional drinks and food while on shift — confirm.]
        • +
      + +

      9.2 Growing Your Perks — Quarterly Review

      +
      +

      Every three months (each quarter), we look at how you're doing — your reliability, how many days you worked, your on-time record, how you live the Five Daily Pour Principles, and how the trailer is performing overall.

      +

      If you're doing well, we increase your perks — for example, two or more free drinks per week, extra pastries, or other rewards. Showing up on time and pouring with excellence literally pays off.

      +

      What earns more: consistent attendance, on-time arrivals, no no-call/no-shows, strong customer service, and stepping up for the team.

      +
      + +

      9.3 Pay Increases

      +
        +
      • Separate from perks, we review pay every six months, with the opportunity for a raise based on performance. See Section 6 (Compensation & Pay) for how raises are decided.
        • +
      + +

      9.4 Looking Ahead

      +
        +
      • As The Daily Pour grows into a fleet, we intend to expand what we offer the team [e.g., additional paid benefits down the road]. These aren't available yet and aren't a promise — but building this company means building better rewards for the people who make it work.
        • +
      + +

      Perks are a discretionary benefit, not wages and not a contract, and may change with notice as the business grows.

      + + Close +
      + + 10 Dress Code & Grooming @@ -352,13 +527,71 @@ footer{text-align:center;color:var(--taupe);font-size:.78rem;padding:40px 24px 2 Not Started Greeting, speed targets, complaints, comps, difficult customers - - 16 + + 16 Social Media & Brand - Sam - Not Started + Done + Complete What employees can/can't post, photos on shift, brand representation + +
      +

      Section 16 — Social Media & Brand

      +

      Every time our name shows up online, it shapes how people see The Daily Pour. When you wear the apron, you're part of the brand. This section keeps it simple: represent us well, protect what's private, and have fun sharing the good stuff.

      + +
      + Before this section goes live: our official handles and brand hashtags shown in [brackets] are filled in once the accounts are set. +
      + +

      16.1 You Represent the Brand

      +
        +
      • Online and in person, you're a face of The Daily Pour. Post like someone who's proud of where they work — because we're proud to have you.
        • +
      • Anything you share that identifies you as part of our team reflects on all of us. Keep it positive, respectful, and professional.
        • +
      + +

      16.2 Photos & Video on Shift

      +
        +
      • Customers first. Ask permission before photographing or filming a customer, and never post a customer's face without their okay.
        • +
      • Coworkers too. Don't film or post a teammate without their consent.
        • +
      • Never share content that shows cash handling, the POS screen, security details, or anything that could create a theft or safety risk.
        • +
      • Quick, tasteful content during downtime is welcome — but never let filming slow service or pull you off task (see Section 3: Phones Down, People First Daily).
        • +
      + +

      16.3 Official Accounts

      +
        +
      • Only authorized team members post to The Daily Pour's official accounts ([@handle]).
        • +
      • Got a great photo or idea? Send it to [your manager / marketing] and we may feature it.
        • +
      + +

      16.4 Your Personal Accounts

      +
        +
      • You're free to post about your own life, including that you work here. When we're identifiable, keep it positive and professional.
        • +
      • If you talk about work, add a simple note like "opinions are my own."
        • +
      • Tag us and use [#hashtags] — we love resharing team pride.
        • +
      + +

      16.5 Keep Private Things Private

      +
        +
      • Don't post confidential information: recipes, supplier terms, sales or financials, customer information, or anything that isn't already public.
        • +
      • Don't post content that disparages or harasses customers, coworkers, or the company.
        • +
      + +

      16.6 Your Legal Rights

      +
      +

      Nothing in this policy limits your legal right to discuss your wages, hours, or working conditions with coworkers or others, or to take part in other legally protected activity. This section is about protecting the brand and private information — not about silencing you.

      +
      + +

      16.7 If the Line Gets Crossed

      +
        +
      • Posts that break these rules — especially sharing confidential information, harassment, or content that damages the brand — may lead to discipline up to and including termination (see Section 19).
        • +
      + +

      This section describes current brand and social media expectations and is not a contract. The Daily Pour may update this policy, with notice, as the business grows.

      + + Close +
      + + 17 Anti-Harassment & Discrimination @@ -400,8 +633,8 @@ footer{text-align:center;color:var(--taupe);font-size:.78rem;padding:40px 24px 2

      Ownership Summary

      - - + +
      OwnerSectionsCount
      Complete (Sam drafted)1, 2, 33
      Sam6, 8, 9, 164
      Complete (Sam drafted)1, 2, 3, 6, 8, 9, 167
      Sam— (all drafted)0
      Kiowa4, 5, 7, 10, 11, 12, 13, 14, 15, 18, 19, 20, 2113
      Kiowa + Attorney171
      @@ -413,7 +646,7 @@ footer{text-align:center;color:var(--taupe);font-size:.78rem;padding:40px 24px 2

      Next Steps

      • Kiowa: Start with Section 11 (Health & Safety) and Section 12 (Food Safety) — these are required for our health department permit application and have hard deadlines.
        • -
      • Sam: Draft Section 6 (Compensation & Pay) — tip policy and pay structure need to be locked before hiring.
        • +
      • Sam: All Sam-lane sections drafted (6, 8, 9, 16). Finalize the bracketed figures (pay rates/paydays, PTO accrual, holiday list, tip-pool method, official handles/hashtags) with the payroll provider/CPA. Sam's drafting is done — focus shifts to supporting Kiowa's operational sections.
      • Together: Meet to align on Section 4 (Employment Basics) and Section 19 (Discipline) — these set the legal tone for the entire document.
      • Attorney: Section 17 (Anti-Harassment) gets reviewed last — once we have the rest drafted, we send the full handbook for legal review.
      diff --git a/businesses/sns-hospitality-group/docs/indiana-scam-notices.pdf b/businesses/sns-hospitality-group/docs/indiana-scam-notices.pdf deleted file mode 100644 index c42ac14..0000000 Binary files a/businesses/sns-hospitality-group/docs/indiana-scam-notices.pdf and /dev/null differ diff --git a/businesses/sns-hospitality-group/docs/kiowa-equity-framework.md b/businesses/sns-hospitality-group/docs/kiowa-equity-framework.md deleted file mode 100644 index 66d59d4..0000000 --- a/businesses/sns-hospitality-group/docs/kiowa-equity-framework.md +++ /dev/null @@ -1,133 +0,0 @@ -# Kiowa Equity & Vesting Framework — Legal / Paperwork / Business-Scout Role - -> **Draft / template — not legal advice.** Working draft for LegalShield / an -> Indiana-licensed attorney and a CPA to review before granting any equity or -> having Kiowa sign anything. Items in `[brackets]` need confirmation. This -> framework is meant to be applied **fresh, per venture** — it is not a Holdings-level -> equity grant. Kiowa is **not** a Member of SnS Network Solutions Holdings LLC; -> Samuel S. James remains its sole owner (see `docs/operating-agreement.md`). - -## 1. Purpose and Scope - -This framework governs the Membership Interest granted to **`[Kiowa's full legal -name]`** ("Kiowa") in any subsidiary LLC of SnS Network Solutions Holdings LLC -("Holdings") that Kiowa originates, sources, or brings to Samuel S. James -("Sam") for launch, starting with **Foodtruck1 LLC**. It is designed to be -reused, with fresh numbers, for every future venture Kiowa brings — each -venture gets its own independent grant and vesting clock; performance on one -venture has no effect on any other. - -Kiowa's role per venture is legal/paperwork (entity formation, EIN -applications) and business sourcing/scouting. Sam's role is to secure and -contribute the venture's capital. - -## 2. The Grant - -- **Interest granted:** 15% Membership Interest in the specific subsidiary LLC. -- **Cash contribution required:** $0. Kiowa contributes no capital; the - interest is granted for services (formation work + sourcing the venture). -- **Holdings' interest:** the remaining 85% of that subsidiary is held by - Holdings, preserving Sam's ownership inside the holding structure (see - `../04-foodtruck1/requirements.md` for how this applies to Foodtruck1 - specifically). -- **Membership status:** Kiowa is admitted as a full Member (voting + - economic rights) of that subsidiary as of the **Formation Date**, subject to - the vesting and forfeiture terms in §3–§4 below. -- **Formation Date** vs. **Opening Date:** the subsidiary's Formation Date - (Articles of Organization filed) may precede its **Opening Date** (the day - the venture actually begins revenue-generating operations — e.g., the day - Foodtruck1 first serves a paying customer). The vesting clock in §3 runs - from the **Opening Date**, not the Formation Date. - `[TODO: record the actual Opening Date for each venture in that venture's - own requirements/planning doc as soon as it occurs — this date controls - the entire vesting schedule below.]` - -## 3. Vesting Schedule - -Measured from the Opening Date, cumulative net profit is tracked against -**Sam's total invested capital** in that specific venture (see §5 for both -definitions). - -| Milestone | Vests | Condition | -|---|---|---| -| 3 months | 3.75% (cumulative 3.75%) | Time-based, unconditional | -| 6 months | 3.75% (cumulative 7.50%) | Time-based, unconditional | -| 9 months | 3.75% (cumulative 11.25%) | Time-based, unconditional | -| 12 months | final 3.75% (cumulative 15.00%) | **Conditional** — only vests if cumulative net profit has reached **2x** Sam's invested capital by month 12 | - -**Acceleration.** If cumulative net profit reaches 2x Sam's invested capital -at **any point before** the 12-month mark, Kiowa's interest immediately -vests in full (15%), regardless of which quarter has or hasn't passed. - -**Forfeiture.** If cumulative net profit has **not** reached 2x Sam's -invested capital by the 12-month mark, the final 3.75% tranche is -**permanently forfeited** and reverts to Holdings. Kiowa retains whatever -vested through month 9 (up to 11.25%, depending on how many quarterly -milestones had passed). There is no later opportunity to earn the forfeited -tranche back for that venture. -`[TODO: confirm this is intended to be final/permanent, with no cure period — -that is the current design.]` - -## 4. Per-Venture Independence - -Each venture Kiowa brings gets its own grant, its own Opening Date, its own -invested-capital figure, and its own 12-month vesting clock, entirely -independent of every other venture. Underperformance (or over-performance) -on one venture has no bearing on her interest in any other. - -## 5. Definitions - -- **"Sam's invested capital"** — cumulative cash Sam or Holdings contributes - to that specific subsidiary, as recorded in that subsidiary's own capital - account (same mechanism as Holdings §6). Only actual contributed capital - counts — not the value of Sam's time, brand, or other in-kind - contributions, unless the parties agree in writing to value and include - those. -- **"Cumulative net profit"** — the venture's net profit from the Opening - Date forward. - `[TODO — CPA review: define precisely — GAAP accrual vs. cash basis, - whether Kiowa's own compensation/draws (if any) are expensed before or - after this calculation, and how it's measured/certified (e.g., monthly - bookkeeping close) so there's no dispute at the 12-month checkpoint.]` - -## 6. Tax Treatment - -`[TODO — CPA/attorney review, before any grant is made:]` -- This is intended to qualify as a **profits interest** (not a capital - interest) for federal tax purposes under Rev. Proc. 93-27 / 2001-43, so - that Kiowa does not recognize taxable income upon grant. This is most - straightforward for a brand-new venture with no existing value at grant - (e.g., Foodtruck1 pre-launch); confirm the analysis separately for any - future venture that already has value by the time Kiowa joins. -- Because the interest carries a real forfeiture condition (§3), it likely - has a "substantial risk of forfeiture" for tax purposes regardless of it - being called a full grant on day one. **Recommend Kiowa file a protective - Section 83(b) election within 30 days of each grant date** — this is a - hard IRS deadline with no extensions, and it is the single highest-stakes - item in this entire arrangement if missed. -- Confirm whether the subsidiary needs its own EIN/partnership return - implications once Kiowa is admitted (same multi-member consequences - already flagged in Holdings' own operating agreement §8). - -## 7. Relationship to Other Documents - -- Kiowa's confidentiality obligations (including access to Sam's personal - information during formation/EIN work) are governed separately by - `nda-formation-partner.md` — that NDA applies regardless of which - ventures she ends up vesting into. -- Each subsidiary's own operating agreement (e.g., Foodtruck1's, still to be - drafted) should incorporate this framework's specific numbers for that - venture as the basis of Kiowa's Membership Interest, rather than repeating - bespoke terms — this doc is the source of truth for the deal logic. -- "Maintaining her value" as a legal/paperwork/scout resource is **not** - itself a condition on the equity — it's deliberately left out of the - vesting/forfeiture mechanics because it isn't an objective, enforceable - standard. The 2x/12-month profit test is the sole trigger. If ongoing - service expectations need to be enforced separately, that belongs in a - services description, not the equity terms. - ---- - -`[TODO — attorney review: confirm this entire framework, especially the -repurchase/forfeiture mechanics and the 83(b) election timing, before -granting any interest under it.]` diff --git a/businesses/sns-hospitality-group/docs/kiowa-meeting-agenda.html b/businesses/sns-hospitality-group/docs/kiowa-meeting-agenda.html deleted file mode 100644 index 36ce885..0000000 --- a/businesses/sns-hospitality-group/docs/kiowa-meeting-agenda.html +++ /dev/null @@ -1,394 +0,0 @@ - - - - - -Kiowa Meeting Agenda — SnS Hospitality Group - - - -
      - - -
      -
      -

      Founder Meeting Agenda

      - SnS Hospitality Group LLC — The Daily Pour -
      -
      - Zoom Meeting
      -
      -
      - Duration: ~45 min -
      -
      - - -
      - - - - -
      - - -

      1. Opening — Where We Stand

      -
      - Progress since last conversation: -
        -
      • ✅ LLC filed on INBiz (August 6, 2026) — pending acceptance
        • -
      • ✅ EIN obtained: 42-4288652
        • -
      • ✅ Google Drive folder structure set up (T00-09-COMMON + T00-DRIP)
        • -
      • ✅ Project management tool live (Plane — plane.snsnetlabs.com)
        • -
      • ✅ Funding research complete — 12 programs identified
        • -
      • ✅ Supply checklist drafted — needs Kiowa/manager validation
        • -
      • ⏳ Savannah declined Location Manager role — need replacement
        • -
      • ⏳ OA signature — pending this meeting
        • -
      -
      - -
        -
        • -
        • -
      - - -

      2. Roles & Responsibilities — Reiterate and Confirm

      -

      Let's make sure we're both clear on who does what. This is what the OA says:

      - -
      -
      -

      🔶 Sam — Capital & Strategy (Holdings, 85%)

      -
        -
      • All capital investment + funding applications
        • -
      • Bank accounts + financial control
        • -
      • Forming/dissolving ventures
        • -
      • Approving new locations + expansion timing
        • -
      • Hiring/removing Location Managers
        • -
      • Technology, network, security (SNS Networking)
        • -
      • Final authority on major decisions
        • -
      -
      -
      -

      🟢 Kiowa — Operations Director (15%)

      -
        -
      • Compliance — permits, licenses, health dept, renewals
        • -
      • Site selection — finding + securing parking lot locations
        • -
      • SOPs — building standard operating procedures
        • -
      • Grant sourcing — identifying + applying for grants
        • -
      • Growth planning — expansion strategy
        • -
      • Legal/admin — formation paperwork, regulatory filings
        • -
      • Recruiting Location Managers
        • -
      -
      -
      - -
        -
        • -
        • -
        • -
      - - -

      3. Operating Agreement — Review & Sign

      - -
      - Critical: The OA must be signed by both parties before any funding applications or bank account opening. -
      - -
        -
        • -
        • -
        • -
        • -
        • -
        • -
      - - - -

      4. Funding Strategy — SSN Protection

      - -
      - Key decision: Sam handles ALL loan/grant applications. Kiowa's SSN never goes on any financial document. -
      - - - - - - - - - -
      PointDetail
      Kiowa's ownership15% — below the 20% SBA threshold for personal guarantee
      Who signs loan applicationsSam only (as sole member of Holdings, the 85% owner)
      Kiowa's SSN required?NO. Not for SBA, not for grants, not for Bankable, not for any lender.
      If a lender asks for her SSNAnswer is NO — escalate to Sam. She is below the guarantee threshold.
      Why this protects KiowaHer personal credit stays clean. No inquiries, no debt liability, no risk to her score.
      EIN covers the business42-4288652 — this is the business identity on all applications
      - -
        -
        • -
        • -
        • -
      - - -

      5. Funding Plan — Overview for Kiowa

      - -
      - Programs we're targeting (Sam handles applications): - - - - - - - - -
      #ProgramTypeAmount
      1South Bend Opportunity FundLoan + coaching$1-30K
      2Bankable Black-Owned FundLow-interest loanUp to $50K
      3Flagstar BIPOC GrantGrant (free)$5K — CLOSED
      4SBA LoanTraditional loan$65-80K
      5USDA Business BuilderGrant (free)Up to $100K — TERMINATED
      6EASSI (South Bend solar)Grant + tech assistanceTBD (inquiry sent)
      -

      Full details: funding-research.html (Google Drive)

      -
      - -
      - Kiowa's opportunity: Grant Finder's Fee — if she identifies and secures any grant, she earns 7.5% of the grant amount as a one-time bonus (per OA §6). Encourage her to research and apply! -
      - -
        -
        • -
        • -
        • -
      - - -

      6. Immediate Next Steps

      - - - - - - - - - - - - -
      TaskOwnerDeadlineDone?
      Sign Operating AgreementBothThis meeting☐
      LLC acceptance confirmation (INBiz)Sam~48 hrs☐
      Open bank account (after LLC accepted)SamWithin 1 week☐
      Submit South Bend Opportunity Fund applicationSamWithin 2 weeks☐
      Submit Bankable applicationSamWithin 2 weeks☐
      Find replacement Location Manager (Savannah declined)KiowaWithin 2 weeks☐
      Validate supply checklist (Sheets)Kiowa + new managerWhen hired☐
      Start Enterprise Zone location researchKiowaOngoing☐
      Review funding-research.html in DriveKiowaThis week☐
      - - -

      7. Location Scouting — Action Item for Kiowa

      - -
      - Sam has identified potential lot locations. Kiowa's task: -
        -
      • Contact the property owners/managers of each lot
        • -
      • Ask if they're willing to rent space for a mobile coffee trailer
        • -
      • Get preliminary terms (monthly rate, restrictions, utilities available)
        • -
      • Report back with findings
        • -
      -

      This falls under OA §3.2 — "Site selection: finding and securing high-traffic lot locations"

      -
      - -
      - Locations to contact (Sam identified):
      -
        -
      1. Maxi's Food & Spirit Barn — 114 W Ireland Rd, South Bend, IN 46614 (CLOSED — lot may be available for lease)
        - 📍 View on Google Maps -
        2. -
      2. Big Lots — 1911 E Ireland Rd, South Bend, IN 46614 (PERMANENTLY CLOSED — large lot, high visibility on Ireland Rd)
        - 📍 View on Google Maps -
        3. -
      - -
      - -
        -
        • -
        • -
        • -
      - -

      8. Open Discussion

      - -
        -
        • -
        • -
        • -
        • -
      - - -

      9. Meeting Close

      - -
        -
        • -
        • -
        • -
      - - -

      Meeting Notes

      -
      - -
      - - -
      -

      Post-Meeting Confirmation

      -

      Both parties confirm the above topics were discussed and action items agreed upon.

      -
      -
      -
      -
      Sam James — Date
      -
      -
      -
      -
      Kiowa Scott — Date
      -
      -
      -
      - -
      - -
      - SnS Hospitality Group LLC — Founder Meeting Agenda
      - Good Coffee. Great Vibes. On Purpose. -
      - - - - - diff --git a/businesses/sns-hospitality-group/docs/nda-formation-partner.md b/businesses/sns-hospitality-group/docs/nda-formation-partner.md deleted file mode 100644 index 504ff46..0000000 --- a/businesses/sns-hospitality-group/docs/nda-formation-partner.md +++ /dev/null @@ -1,154 +0,0 @@ -# Non-Disclosure Agreement — Business Formation & Personal Information - -> **Draft / template — not legal advice.** Working draft for LegalShield / an -> Indiana-licensed attorney to review before either party signs. Items in -> `[brackets]` need to be filled in or confirmed with counsel. - -**Disclosing Party:** Samuel S. James, individually, and in his capacity as sole -member of SnS Network Solutions Holdings LLC ("Holdings"), on behalf of Holdings and -its current and future subsidiaries (collectively, the "Company") - -**Receiving Party:** `Kiowa Scott`, of `[address]` - -**Effective date:** `[date]` - ---- - -## 1. Purpose - -The Receiving Party is assisting the Company with (a) preparing and filing business -formation paperwork (e.g., Articles of Organization with the Indiana Secretary of -State / INBiz) for new subsidiary entities, (b) applying for Employer Identification -Numbers (EINs) with the IRS on behalf of those subsidiaries, and (c) participating as -a Member of Foodtruck1 LLC, the Company's first subsidiary venture in which the -Receiving Party holds a direct ownership interest (together, the "Purpose"). This -Agreement governs the Receiving Party's access to and use of Confidential Information -in connection with the Purpose. - -## 2. Confidential Information - -"Confidential Information" means any non-public information disclosed to or -accessed by the Receiving Party in connection with the Purpose, including without -limitation: - -- **Personal information of Samuel S. James**, including Social Security Number, - date of birth, home address, banking and financial account details, government- - issued identification numbers, and information contained in IRS or state - correspondence (e.g., EIN confirmation notices, Secretary of State filings); -- Business and financial information of Holdings and any subsidiary not yet public, - including formation plans, ownership structure, financial statements, bank account - information, contracts, and business strategy; -- For Foodtruck1 LLC specifically, any menu, recipe, supplier, pricing, staffing, or - operational information not yet public, even though the Receiving Party is a Member - of that entity — this Agreement governs the Receiving Party's obligations **to - third parties**, not access between Members themselves. - -Confidential Information does **not** include information that: (a) is or becomes -publicly available through no fault of the Receiving Party; (b) was already -lawfully known to the Receiving Party before disclosure, as shown by contemporaneous -written records; (c) is independently developed without use of the Confidential -Information; or (d) is required to be disclosed by law, court order, or government -authority, provided the Receiving Party gives the Disclosing Party prompt written -notice (where legally permitted) before disclosing. - -## 3. Obligations of the Receiving Party - -The Receiving Party shall: - -- Use Confidential Information **solely** for the Purpose; -- Not disclose Confidential Information to any third party without the Disclosing - Party's prior written consent, except as required to complete a specific filing - (e.g., submitting information to the Indiana Secretary of State or the IRS as part - of the Purpose itself); -- Protect Confidential Information with at least the same degree of care used to - protect the Receiving Party's own confidential information, and no less than - reasonable care (e.g., not storing Social Security Numbers or banking details in - unsecured files, shared drives, or unencrypted messages); -- Not use Confidential Information for the Receiving Party's own benefit or any - purpose outside the Purpose (for example, not using Samuel S. James's personal - information to open accounts, apply for credit, or take any action unrelated to - the specific filings the Receiving Party is authorized to make); -- Return or securely destroy all Confidential Information (including copies, in any - form) upon the Disclosing Party's request or upon completion of the Purpose, - whichever comes first, except for records the Receiving Party is legally required - to retain (e.g., copies of filings she submitted on the Company's behalf). - -## 4. Term - -This Agreement is effective as of the date above and continues for as long as the -Receiving Party is engaged in the Purpose, and survives termination of that -engagement: -- **Indefinitely**, with respect to Samuel S. James's personal information (SSN, - financial account details, and similar sensitive personal identifiers); and -- For **`[X years — TODO: confirm with counsel, e.g., 3–5 years]`** after the - engagement ends, with respect to all other Confidential Information. - -Termination of the Receiving Party's paperwork/formation role does not, by itself, -affect her separate rights as a Member of Foodtruck1 LLC, which are governed by that -entity's own operating agreement. - -## 5. No License; No Employment or Membership Created by This Agreement - -Nothing in this Agreement grants the Receiving Party any ownership, license, or -intellectual property rights in the Company's brand, IP, or business, except to the -extent (if any) separately granted in writing (e.g., her Membership Interest in -Foodtruck1 LLC under that entity's operating agreement). This Agreement, by itself, -does not create an employment relationship, a partnership, or membership in Holdings -or any subsidiary other than Foodtruck1. - -## 6. Remedies - -The Receiving Party acknowledges that unauthorized disclosure or use of Confidential -Information — particularly personal information such as a Social Security Number — -may cause irreparable harm for which monetary damages alone may be inadequate, and -that the Disclosing Party is entitled to seek injunctive relief in addition to any -other remedies available at law or equity. -`[TODO — attorney review: confirm remedies clause and consider whether a liquidated -damages provision is appropriate given the sensitivity of SSN/personal financial data.]` - -## 7. Governing Law - -This Agreement is governed by and construed in accordance with the laws of the -**State of Indiana**, without regard to conflict-of-law principles. - -## 8. Miscellaneous - -- **Entire agreement.** This Agreement constitutes the entire understanding between - the parties regarding confidentiality of the information described above and - supersedes any prior oral or written understanding on that subject. -- **Amendment.** This Agreement may only be amended in a writing signed by both - parties. -- **Severability.** If any provision is held invalid or unenforceable, the remaining - provisions remain in full force and effect. -`[TODO — attorney review: consider whether this NDA should instead be incorporated -into (or accompanied by) a broader services/independent-contractor agreement covering -her paperwork/formation role, separate from her rights as a Foodtruck1 Member, which -belong in Foodtruck1's own operating agreement.]` - ---- - -## Execution - -**DISCLOSING PARTY** - -Signature: ______________________________________ - -Printed name: **Samuel S. James**, individually and on behalf of SnS Network -Solutions Holdings LLC - -Date: ______________________________________ - -
      - -**RECEIVING PARTY** - -Signature: ______________________________________ - -Printed name: **`Kiowa Scott`** - -Date: ______________________________________ - -
      - -*Prepared as a working draft. Review with an Indiana-licensed attorney (e.g., via -LegalShield — see `legal-services.md`) before either party signs.* diff --git a/businesses/sns-hospitality-group/docs/nda-kiowa-scott.html b/businesses/sns-hospitality-group/docs/nda-kiowa-scott.html deleted file mode 100644 index 1720232..0000000 --- a/businesses/sns-hospitality-group/docs/nda-kiowa-scott.html +++ /dev/null @@ -1,314 +0,0 @@ - - - - - -Non-Disclosure Agreement — Kiowa Scott - - - - -
      - -
      -

      NON-DISCLOSURE AGREEMENT

      -
      Mutual Confidentiality — Business Partnership
      -
      - -
      -
      Effective date: ________________
      -
      State: Indiana
      -
      - -

      This Non-Disclosure Agreement ("Agreement") is entered into as of the Effective Date - above by and between:

      - -

      Party A (Disclosing Party): Samuel S. James, individually, and in his capacity - as sole member of SnS Network Solutions Holdings LLC ("Holdings"), located at 759 - Boxwood Drive, South Bend, IN 46641, on behalf of Holdings and its current and future - subsidiaries including SnS Hospitality Group LLC (collectively, the "Company").

      - -

      Party B (Receiving Party): Kiowa Scott, of ________________ (address).

      - -

      The parties may each be referred to as a "Party" and collectively as the "Parties."

      - - -

      1. Purpose

      -

      The Parties are entering into a business relationship regarding the formation and - operation of SnS Hospitality Group LLC and its ventures (including "The Daily - Pour" coffee trailer fleet). In the course of this relationship, confidential - information will be shared between the Parties. This Agreement governs the protection - and use of that information.

      - - -

      2. Consideration

      -

      In exchange for the mutual promises contained herein, and for access to the - business opportunity described in the SnS Hospitality Group LLC Operating Agreement - (including the equity, distributions, and partnership rights outlined therein), the - Receiving Party agrees to the confidentiality obligations below. Both Parties - acknowledge that this consideration is adequate and sufficient.

      - - -

      3. Confidential Information Defined

      -

      "Confidential Information" means any non-public information disclosed by either Party - to the other in connection with the business relationship, including but not limited - to:

      -
        -
      • Personal information: Social Security Numbers, dates of birth, home - addresses, banking and financial account details, government-issued identification - numbers, tax identification numbers (EIN), and information in IRS or state - correspondence
        • -
      • Business information: Business plans, financial statements, revenue figures, - profit margins, pricing strategies, supplier agreements, lease terms, vendor - contracts, customer lists, and growth strategies
        • -
      • Operational information: Standard operating procedures, recipes, menu - formulations, training materials, and proprietary systems
        • -
      • Intellectual property: Trademarks, brand assets, logos, marketing - materials, domain names, software, and trade secrets
        • -
      • Partnership terms: Equity percentages, vesting schedules, buyback terms, - and any terms of the Operating Agreement not publicly disclosed
        • -
      - - -

      4. Exclusions

      -

      Confidential Information does not include information that:

      -
        -
      • Is or becomes publicly available through no fault of the Receiving Party
        • -
      • Was already lawfully known to the Receiving Party before disclosure, as - demonstrated by written records predating this Agreement
        • -
      • Is independently developed by the Receiving Party without use of or reference to - the Confidential Information
        • -
      • Is received from a third party who is not bound by confidentiality obligations - regarding that information
        • -
      • Is required to be disclosed by law, court order, or government authority — - provided the Receiving Party gives the Disclosing Party prompt written notice - (where legally permitted) before disclosing, to allow the Disclosing Party an - opportunity to seek a protective order
        • -
      - - -

      5. Obligations of the Receiving Party

      -

      The Receiving Party shall:

      -
        -
      • Use Confidential Information solely for purposes related to the business - relationship (formation, operation, and management of SnS Hospitality Group LLC - and its ventures)
        • -
      • Not disclose Confidential Information to any third party without the Disclosing - Party's prior written consent, except as necessary to complete authorized filings - (e.g., submitting information to the Indiana Secretary of State or IRS as part of - entity formation)
        • -
      • Protect Confidential Information with at least the same degree of care used to - protect her own confidential information, and no less than reasonable care
        • -
      • Not store SSNs, banking details, or EINs in unsecured files, shared drives, - unencrypted messages, or any system without password protection
        • -
      • Not use Confidential Information for personal benefit or any purpose outside the - business relationship
        • -
      • Limit access to Confidential Information to only those individuals who have a - need to know and who are bound by confidentiality obligations at least as - protective as those in this Agreement
        • -
      - - -

      6. Return and Destruction

      -

      Upon termination of the business relationship, or upon the Disclosing Party's written - request, the Receiving Party shall within 14 days:

      -
        -
      • Return all physical materials containing Confidential Information
        • -
      • Permanently delete all digital copies of Confidential Information (including - backups, downloads, screenshots, and copies in any form)
        • -
      • Provide written confirmation that all Confidential Information has been returned - or destroyed
        • -
      -

      Exception: The Receiving Party may retain copies of filings she submitted on - the Company's behalf (e.g., Articles of Organization, EIN applications) as required by - law or for her personal tax records.

      - - -

      7. Term and Duration

      -
        -
      • Personal information (SSN, financial account details, government IDs): - protected indefinitely — this obligation never expires.
        • -
      • Trade secrets (proprietary systems, recipes, operational processes that - derive value from being secret): protected for as long as the information - remains a trade secret under Indiana's Uniform Trade Secrets Act (IC 24-2-3).
        • -
      • All other business information: protected for 3 years after the - termination of the business relationship between the Parties.
        • -
      -

      This Agreement is effective as of the date signed and survives termination of any - individual venture, the Operating Agreement, or the business relationship itself, for - the durations stated above.

      - - -

      8. Remedies

      -

      The Receiving Party acknowledges that unauthorized disclosure or use of Confidential - Information — particularly personal information such as Social Security Numbers — may - cause irreparable harm for which monetary damages alone are inadequate. The - Disclosing Party is entitled to seek:

      -
        -
      • Injunctive relief (court order to stop the disclosure immediately)
        • -
      • Monetary damages (actual damages suffered as a result of the breach)
        • -
      • Attorney's fees and costs incurred in enforcing this Agreement
        • -
      • Any other remedies available at law or equity
        • -
      -

      These remedies are in addition to (not instead of) any forfeiture, buyback, or - removal provisions in the SnS Hospitality Group LLC Operating Agreement.

      - - -

      9. Relationship to Operating Agreement

      -

      This NDA is a standalone agreement that exists independently of the SnS Hospitality - Group LLC Operating Agreement. However:

      -
        -
      • A material breach of this NDA constitutes grounds for Forfeiture for - Cause under the Operating Agreement (§8 of that document)
        • -
      • This NDA does not grant the Receiving Party any ownership, equity, or membership - rights — those are governed solely by the Operating Agreement
        • -
      • Termination of the Operating Agreement does not terminate this NDA — the - confidentiality obligations survive per §7 above
        • -
      - - -

      10. No License or Rights Granted

      -

      Nothing in this Agreement grants the Receiving Party any ownership, license, or - intellectual property rights in the Company's brand, IP, systems, or business. Access - to Confidential Information is for the Purpose only and does not create any right to - use, reproduce, or commercialize that information independently.

      - - -

      11. Whistleblower Protection

      -

      Nothing in this Agreement prohibits the Receiving Party from:

      -
        -
      • Reporting suspected illegal activity to any federal, state, or local government - agency or official
        • -
      • Cooperating with a government investigation
        • -
      • Making disclosures protected under whistleblower provisions of federal or state - law
        • -
      -

      The Receiving Party is not required to notify the Disclosing Party before making any - such report or disclosure.

      - - -

      12. Governing Law and Disputes

      -

      This Agreement is governed by the laws of the State of Indiana. Any dispute - arising under this Agreement shall be resolved by binding arbitration in St. - Joseph County, Indiana, under Indiana law. The prevailing party in any dispute shall be - entitled to recover reasonable attorney's fees and costs.

      - - -

      13. Miscellaneous

      -
        -
      • Entire agreement: This Agreement constitutes the entire understanding - between the Parties regarding confidentiality of the information described herein - and supersedes any prior oral or written understanding on that subject.
        • -
      • Amendment: This Agreement may only be amended in a writing signed by both - Parties.
        • -
      • Severability: If any provision is held invalid or unenforceable, the - remaining provisions remain in full force and effect.
        • -
      • Assignment: This Agreement may not be assigned by the Receiving Party - without the Disclosing Party's written consent.
        • -
      • Counterparts: This Agreement may be signed in counterparts (including - electronic signatures), each of which constitutes an original.
        • -
      - - -
      -

      Execution

      -

      The undersigned acknowledge and agree to the terms of this Non-Disclosure Agreement - as of the Effective Date first written above.

      - -

      DISCLOSING PARTY — Samuel S. James

      -
      -
      Signature
      -

      Printed name: Samuel S. James

      -

      Title: Sole Member, SnS Network Solutions Holdings LLC

      -
      -
      Date
      - -

      RECEIVING PARTY — Kiowa Scott

      -
      -
      Signature
      -

      Printed name: Kiowa Scott

      -
      -
      Date
      -
      - -
      - - - - - diff --git a/businesses/sns-hospitality-group/docs/required-docs-and-compliance.md b/businesses/sns-hospitality-group/docs/required-docs-and-compliance.md index 75bf74d..924aab8 100644 --- a/businesses/sns-hospitality-group/docs/required-docs-and-compliance.md +++ b/businesses/sns-hospitality-group/docs/required-docs-and-compliance.md @@ -83,6 +83,42 @@ post them where staff can read them. Re-check annually (minimum wage / notices u --- +## Food Law & Health Dept Compliance (Indiana) + +> General framework — **not legal advice.** Food rules are enforced at the **county** level and the +> St. Joseph County Health Department can be stricter than the state floor. Confirm specifics with them +> before buildout. Authoritative sources: **410 IAC 7-24** (Indiana Retail Food Establishment Sanitation +> Requirements, based on the FDA Food Code); St. Joseph County Health Dept (sjcindiana.com/159/Health-Department); +> Indiana Dept. of Health – Food Protection (in.gov/health/food-protection). + +### Governing rules +- **410 IAC 7-24** is the master Indiana food code. A drive-through coffee trailer = a **"mobile retail + food establishment"** under it. +- **Enforcement is county-level** — St. Joseph County issues the permit, does plan review, and inspects. + Their interpretation controls. + +### Requirements that apply to The Daily Pour +| Requirement | Detail / status | +|-------------|-----------------| +| **Mobile food establishment permit** | From St. Joseph County Health Dept; annual renewal + inspections | +| **Plan review BEFORE buildout** | Submit trailer layout/equipment/water/waste for approval *before* building — don't build something they reject | +| **Commissary / base of operations** | Indiana typically requires mobile units to operate from a **licensed commissary** (servicing, water, waste, storage). "Self-contained, park anywhere" often isn't enough — **CONFIRM with county** | +| **Potable water + waste tanks** | Approved water source; gray tank ~15% larger than fresh. Materials list: 65gal fresh / 50gal gray / 30gal black ✓ | +| **Handwashing sink (separate)** | Required, separate from warewashing sink — materials list has a dedicated hand-wash sink ✓ | +| **Warewashing sink** | Code classic = **3-compartment**. Because we use **all-disposable** cups/utensils, some counties allow **2-compartment** (what our list has) — **CONFIRM with county; they may require 3-comp regardless** | +| **Certified Food Protection Manager** | At least one **ServSafe Manager**-certified person required; staff may need food-handler cards | +| **Temperature control** | Cold hold ≤41°F, hot hold ≥135°F; dairy/milk kept cold (fridge covers this) | +| **Pastries from a licensed bakery** | Reselling commercial-bakery baked goods = fine. **Home-baked goods NOT allowed** for resale (cottage-food law doesn't cover a retail establishment) | + +### ⚠️ Three things to confirm with St. Joseph County Health Dept BEFORE buildout +1. **Commissary requirement** — do they require a base-of-operations/commissary agreement for a mobile unit? +2. **2-comp vs. 3-comp sink** — will they accept a 2-compartment warewashing sink given all-disposable service? +3. **Plan review process** — submit the trailer layout for approval before you build. + +*Owner of these items: Kiowa (compliance lane per OA §3.2). Low-risk menu (coffee + bakery-sourced pastries) keeps the food-safety category lighter than a cook operation.* + +--- + ## Recurring Obligations | Obligation | Frequency | Cost | Notes | diff --git a/businesses/sns-hospitality-group/docs/score-mentor-notes.md b/businesses/sns-hospitality-group/docs/score-mentor-notes.md new file mode 100644 index 0000000..8a8c1e9 --- /dev/null +++ b/businesses/sns-hospitality-group/docs/score-mentor-notes.md @@ -0,0 +1,94 @@ +# SCORE Mentor — Notes & Goal-Aligned Action Plan + +**Program:** SCORE NW Indiana (free small-business mentoring) +**Mentors:** Paul Yadron & Don Pelka (Chapter Co-Chairs) · paul.yadron@scorevolunteer.org · 708-955-5717 +**Meeting:** Call Aug 17, 2026 (notes emailed Aug 18) · **Next call: Thu, Sept 10, 2026 @ 4:00 PM CST** +**Venture:** The Daily Pour / SnS Hospitality Group LLC + +> **How to read this doc:** the raw SCORE input is preserved at the bottom for fidelity. The top is +> the part that matters — their advice **filtered through our own Decision Framework** (the Three +> Gates: **Time · Net Worth · Freedom**) and the non-negotiable *"I own, I don't operate"* principle. +> Not every good idea is a good idea *for us right now*. This sorts them by our goals and stage. + +--- + +## The lens (our goals, unchanged) +- **Target:** $150K/yr to Sam from trailers within 5 yrs → **2–3 ramped trailers** get us there. +- **Bottleneck is execution speed, not revenue** — every month without a trailer open ≈ $11.7K foregone. +- **Founder role:** capital allocator + systems builder. **Never work a shift.** Every system runs without me. +- **Compound, don't consume:** Trailer 1's profit funds Trailer 2. + +So SCORE's advice gets sorted by one question: **does it accelerate opening T-00 well and building a repeatable system — or is it a distraction from that?** + +--- + +## Tier 1 — Act on now (directly serves the goal; do before/at launch) + +| SCORE recommendation | Why it passes our gates | Owner | +|---|---|---| +| **Lock a local roaster partnership** (their #2 priority after location) | **Net Worth + Freedom** — it's our only durable *moat* (no chain can claim a South Bend roast) and a systemizable supplier relationship. Aligns with **Bendix Coffee Roasters** already in the plan. | Sam + Kiowa | +| **Design trailer flow / throughput** (how fast we make + serve) | **Net Worth** — throughput *is* revenue at $8/ticket; and a documented production SOP is exactly the "runs without me" system. Bakes speed into the build, not a retrofit. | Sam + Kiowa | +| **Licenses · ServSafe · Insurance** | **Freedom** — non-negotiable gate to open; already in `required-docs-and-compliance.md`. A lapse pulls me in. | Kiowa | +| **Written location contract** (lot lease) | **Net Worth + Freedom** — no signed lot = no trailer. The #1 thing gating T-00. | Kiowa | +| **Bakery partnerships (the 2 identified)** | **Net Worth** — a margin add-on with a local-sourcing story; delegable to Kiowa, off my plate. | Kiowa | + +## Tier 2 — Do once, cheaply, for leverage (high insight-per-hour, then move on) + +| SCORE recommendation | Principled read | Owner | +|---|---|---| +| **Talk to the Portland shop owner** (our inspiration) | One call. De-risks the model from someone who's lived it. Time-boxed — not an ongoing relationship. | Sam | +| **Study The Coffee Can (Taylorville, IL)** — Airstream, doing great business | Free competitive/ops intel on a proven mobile model. A visit or call, once. | Sam | +| **Talk to a franchisee** about startup + obstacles | Cheapest way to surface unknown-unknowns before we spend capital. One conversation. | Sam | + +## Tier 3 — Systems to define, not agonize over (SOP work, delegable) +Menu · waste handling · equipment list · storage/cups. These are **T-00 operations design** — capture +each as an SOP so it's repeatable across all 10 trailers (that's the compounding play). Don't let menu +perfectionism delay opening; ship a focused menu, iterate live. → Sam + Kiowa + +## Already handled — report back to SCORE (shows momentum) +- **"Have you formed the LLC?"** → **Yes.** SnS Hospitality Group LLC, EIN 42-4288652, formed 8/6/2026. +- **"What's the agreement with your partner?"** → **Done.** Signed multi-member OA (incl. Kiowa's + 5%→15% vesting + tax-distribution clause). + +--- + +## ⚠️ Corrections to raise on the 9/10 call (keep SCORE working from real numbers) +1. **Startup cost:** SCORE's notes say **~$450K**. Our real figure is **$50K per trailer** (~$500K is + the *10-trailer fleet* total). Correct this — a 9× overstatement distorts every recommendation and + any funding intro they'd make. +2. **Barista/hiring framing:** SCORE noted "looking for a barista." Reframe per our hiring philosophy — + we hire **one reliable *Location Manager* per trailer** (character over craft; espresso is trainable + in 2 weeks), not a "barista." This matters because the whole "founder doesn't operate" thesis rests + on that lead hire. + +## What I'm deliberately NOT prioritizing (and why) +- **Chasing a "moat" beyond the roaster/relationships/execution-speed** — SCORE-adjacent worry, but our + framework says the moat is *speed of profitable expansion*, not defensibility. Don't over-engineer it. +- **Over-investing in menu/equipment optimization pre-launch** — fails the **Time** gate if it delays + T-00. Open, then optimize from real data. + +--- + +## Next step +- **Follow-up call: Thursday, Sept 10, 2026 @ 4:00 PM CST** (Paul & Don). Bring: corrected startup #, + roaster-partnership status, signed lot-lease status, LLC/OA done. +- *(Separate: in-person meeting with **Tracie, Sept 1, South Bend**.)* + +--- +--- + +## Raw notes (verbatim from Paul Yadron's email, Aug 18, 2026 — preserved for fidelity) + +**What SCORE was told:** +- Works for Amazon, wants to start a mobile coffee shop in South Bend. Business plan developed; trailer type identified. Name: The Daily Pour. +- Open 1, then ~10 around the area heading **west** from South Bend. Eventually hire a manager for day-to-day; first one Sam is hands-on. +- Idea discovered from a mobile coffee shop in **Portland**. Has a partner + social-media + IT help. Looking for a barista. +- Estimated startup **$450K**; projected revenue **$250K** first 2 years. Has someone scouting a heavy-traffic South Bend location. Identified **2 local bakeries**. + +**What SCORE recommends:** Location is #1; **coffee is the next biggest thing** — find a local roaster to partner with. Touch base with the Portland shop owner. Study **The Coffee Can, Taylorville IL** (converted Airstream, great business). + +**Items to think about:** trailer flow/production (speed to make + serve) · waste · equipment needs · menu · storage/cups · license · ServSafe classes · insurance · partner with the bakeries · talk to a franchisee about startup & obstacles · what's the agreement with your partner · keep working on BP + revenue projections · have you formed an LLC · contract with the location. + +**Next step:** Call Thursday **9/10 at 4pm CST**. + +*— Paul Yadron & Don Pelka, Chapter Co-Chairs, SCORE NW Indiana* diff --git a/businesses/sns-hospitality-group/marketing/DEPLOY-README.md b/businesses/sns-hospitality-group/marketing/DEPLOY-README.md new file mode 100644 index 0000000..cdf4c81 --- /dev/null +++ b/businesses/sns-hospitality-group/marketing/DEPLOY-README.md @@ -0,0 +1,366 @@ +# The Daily Pour — Marketing Automation Deployment + +**Owner:** Annie (Marketing Lead) +**Infra:** Sam (GitLab CI + Kestra) +**Target deploy date:** Sunday, August 17, 2026 +**GitLab repo:** https://gitlab.com/samueljamesinc/daily-pour-marketing (LIVE) +**Code-server:** https://code.snsnetlabs.com (LXC 304, Fedora 44, pve3) + +--- + +## What This Is + +Automated daily social media promotion for The Daily Pour, powered by Kestra workflows. +Annie manages the content calendar and approvals; the system handles content generation, +hashtag selection, platform-specific formatting, and publishing — zero daily effort once +configured. + +--- + +## Architecture + +``` +┌──────────────┐ ┌───────────────┐ ┌──────────────┐ ┌─────────────┐ ┌────────────┐ +│ Pre-Flight │ ──▶ │ Content Gen │ ──▶ │ Hashtag │ ──▶ │ Platform │ ──▶ │ Publish │ +│ Checks │ │ (ChatGPT / │ │ Engine │ │ Formatter │ │ (Buffer │ +│ │ │ Ollama) │ │ │ │ │ │ API) │ +└──────────────┘ └───────────────┘ └──────────────┘ └─────────────┘ └────────────┘ + │ │ │ │ │ + ▼ ▼ ▼ ▼ ▼ + APIs alive? Weather + Tier 1-4 + Per-platform One API → + Drive access? day theme → RiteKit trending + character limits, FB + IG + + Platforms up? brand voice → rotation logic → image specs, TikTok + + Content exists? caption draft anti-shadowban hashtag counts LinkedIn + + Google Biz +``` + +### Data Flow (detailed) + +``` + ┌─────────────────────────────────────────────────────┐ + │ GitLab.com (Source of Truth) │ + │ daily-pour-marketing repo │ + │ ├── workflows/ (Kestra YAML) │ + │ ├── config/ (brand voice, hashtags, locations) │ + │ └── CI Variables (secrets, tokens) │ + └───────────────────────┬─────────────────────────────┘ + │ git sync (every 15 min) + ▼ +┌──────────────┐ ┌─────────────────────────────┐ +│ Google Drive │◀────read────▶│ Kestra (Execution) │ +│ (60GB) │ │ 192.168.122.71 │ +│ ├── photos/ │ │ │ +│ ├── videos/ │ │ Cron triggers: │ +│ └── logos/ │ │ • 5:30 AM — preflight │ +└──────────────┘ │ • 6:00 AM — daily post │ + │ • Sun 8PM — weekly gen │ + └──────────────┬──────────────┘ + │ + ┌──────────────┼──────────────┐ + ▼ ▼ ▼ + ┌──────────────┐ ┌─────────────┐ ┌──────────────┐ + │ OpenWeather │ │ ChatGPT / │ │ RiteKit │ + │ API │ │ Ollama │ │ (trending │ + │ (weather) │ │ (captions) │ │ hashtags) │ + └──────────────┘ └─────────────┘ └──────────────┘ + │ + ▼ + ┌─────────────────────────────┐ + │ Buffer API │ + │ (single publishing │ + │ layer for all 5 │ + │ platforms) │ + └──────────────┬──────────────┘ + │ + ┌────────┬───────┬───────┼───────┬────────┐ + ▼ ▼ ▼ ▼ ▼ │ + Facebook Instagram TikTok LinkedIn Google │ + Business │ + │ + ┌────────────────────────────────┘ + ▼ + ┌─────────────────────────────┐ + │ Kestra plugin-meta (backup) │ + │ Direct FB + IG posting │ + │ (if Buffer doesn't cover │ + │ a specific need) │ + └─────────────────────────────┘ +``` + +--- + +## Publishing Layer: Buffer API + +**Why Buffer instead of 5 separate platform APIs:** +- One integration → posts to all 5 platforms +- Handles format differences (image sizes, character limits, hashtag placement) +- Built-in scheduling, analytics, engagement inbox +- Free tier: 3 channels, 10 posts/channel/month +- Paid: ~$6/channel/month ($30/mo for all 5 — cheaper than dev time on 5 APIs) +- Has an MCP server (AI agents can post directly) +- REST API: `https://api.bufferapp.com/1/updates/create.json` + +**Fallback:** Kestra `plugin-meta` for direct Facebook + Instagram posting if Buffer +doesn't cover a specific need (carousels, reels with specific metadata, etc.) + +**Setup:** +1. Sign up at buffer.com +2. Connect all 5 social accounts +3. Generate API token +4. Add `BUFFER_ACCESS_TOKEN` to GitLab CI Variables + Kestra namespace secrets + +--- + +## Hashtag Engine + +### Strategy: 4-Tier System with Rotation + +| Tier | What | Example | Rotation | +|------|------|---------|----------| +| 1 — Brand | Always present | #TheDailyPour #DailyPourCoffee | Never changes | +| 2 — Category | Broad reach | #CoffeeAddict #SpecialtyCoffee #LocalCoffee | 3 sets, cycle every 3 days | +| 3 — Day Theme | Matches daily rotation | #MenuMonday #BehindTheScenes #FridayFeels | Changes daily | +| 4 — Dynamic | Fresh per post | Weather-based, trending, time-of-day | Every post (RiteKit + weather API) | + +### Platform Limits (enforced by the formatter) + +| Platform | Optimal Count | Format | +|----------|---------------|--------| +| Instagram | 20-25 | In caption or first comment (separated by dots) | +| TikTok | 5-8 | In caption only (algorithm punishes excess) | +| Facebook | 3-5 | In caption, early | +| LinkedIn | 3-5 | Final line, professional tone only | +| Google Business | 2-3 | In description, minimal | + +### Anti-Shadowban Rules +- Never repeat the same Tier 2 set within 7 days on the same platform +- Rotate Tier 2 pools: A → B → C → A (3-day cycle) +- Tier 4 (trending) is always unique — pulled fresh per post +- Track hashtag history in Kestra (7-day lookback before selecting) + +### Trending Hashtag Sources +- **RiteKit API** (https://ritekit.com) — give it post text, returns optimized hashtags + based on real-time popularity. 100 free calls/month. +- **Apify TikTok Scraper** — pulls TikTok Creative Center trending hashtags daily +- **OpenWeatherMap** — weather-reactive hashtags (#SummerVibes, #CozyMorning, etc.) +- **Day-of-week cultural moments** — #MondayMotivation, #FridayFeels, #SundayFunday + +### Config Files + +``` +config/ +├── hashtag-rotation.yml ← Tier 2 pools (A/B/C), Tier 3 by day, rotation state +├── hashtag-limits.yml ← Per-platform max counts + format rules +└── hashtag-banned.yml ← Hashtags known to be suppressed/banned (check monthly) + +content/templates/ +└── hashtags.md ← Master reference (all tiers defined, human-readable) +``` + +--- + +## Pre-Requisites Checklist (Updated) + +### Infrastructure (Sam) — ✅ = Done + +- [x] **GitLab.com repo** — https://gitlab.com/samueljamesinc/daily-pour-marketing +- [x] **Kestra** running and healthy — 192.168.122.71:8080 +- [x] **Code-server** — LXC 304, Fedora 44, code.snsnetlabs.com +- [x] **GitLab SSH** from code-server working +- [x] **OpenWeatherMap API** — key active, tested +- [x] **OpenAI API** — key active, tested +- [x] **Google Drive OAuth** — refresh token working, tested upload/list/download +- [x] **Pre-flight checks flow** — tested, all passing +- [x] **Weather caption flow** — tested, generating captions +- [ ] **Buffer account** — sign up, connect platforms, get API token +- [ ] **RiteKit account** — sign up, get API key (free tier) +- [ ] **Kestra ↔ GitLab sync flow** — auto-pull workflows from repo +- [ ] **Publish GCP OAuth app** (Testing → Production) — prevent 7-day token expiry + +### Platform Accounts (Sam or Annie) + +- [ ] **Google Business Profile** created for The Daily Pour +- [ ] **Facebook Business Page** created +- [ ] **Instagram Business Account** connected to Facebook page +- [ ] **TikTok Business Account** created +- [ ] **LinkedIn Company Page** created (SnS Hospitality Group or The Daily Pour) + +### Content Library (Annie — ongoing, seed before launch) + +- [ ] **Logos** — PNG (dark/light/icon), SVG source +- [ ] **Product photos** — at least 10 menu item shots +- [ ] **Trailer photos** — exterior, window, signage (even mockups/renders to start) +- [ ] **Video clips** (optional for launch) — espresso pulls, morning prep, b-roll +- [x] **Brand voice doc** — committed to repo +- [x] **Hashtag sets** — committed to repo (expand with Tier 2/3/4 config) +- [x] **Rules doc** — committed to repo +- [x] **Platform config** — committed to repo + +--- + +## Kestra Workflows (Updated) + +| # | Workflow | Trigger | What it does | Status | +|---|---------|---------|--------------|--------| +| 0 | `preflight_checks` | Before every deployment | Validates APIs, platforms, Drive, content exist | ✅ LIVE | +| 1 | `weather_caption_test` | Manual / Cron | Weather + ChatGPT → generates caption | ✅ LIVE | +| 2 | `daily_post_rotation` | Cron 6:00 AM daily | Preflight → content gen → hashtags → format → publish via Buffer | TODO | +| 3 | `weekly_content_gen` | Cron Sunday 8 PM | LLM generates 7 draft captions + hashtag sets for the week | TODO | +| 4 | `location_announce` | Manual or webhook | New location signed → announcement series across all platforms | TODO | +| 5 | `hiring_post` | Webhook from Plane | Hiring task created → generates + posts hiring content | TODO | +| 6 | `review_responder` | Cron daily 9 AM | Pulls Google reviews → drafts responses → Annie approves | TODO | +| 7 | `engagement_repost` | Cron 2x/week | Scans for UGC/mentions → queues for repost with credit | TODO | +| 8 | `hashtag_performance` | Cron Monday 9 AM | Pulls engagement data, correlates with hashtags, recommends rotations | TODO | + +--- + +## Content Rotation (daily theme) + +| Day | Type | Platforms | Tier 3 Hashtags | +|-----|------|-----------|-----------------| +| Mon | Menu highlight | All | #MenuMonday #CoffeeMagic #MondayMotivation | +| Tue | Behind the scenes | IG, TikTok, FB | #BehindTheScenes #MorningShift #BaristaDiary | +| Wed | Testimonial / review | FB, Google, LinkedIn | #CustomerLove #TestimonialTuesday #FiveStars | +| Thu | Educational / fun fact | All | #CoffeeEd #DidYouKnow #ThursdayThoughts | +| Fri | Weekend teaser + location | All | #FridayFeels #WeekendPlans #CoffeeNearMe | +| Sat | Live energy / "we're open" | IG Stories, TikTok, FB | #WeAreOpen #SaturdayVibes #LiveEnergy | +| Sun | Community / gratitude | FB, LinkedIn, IG | #CommunityLove #SundayBrunch #Grateful | + +--- + +## GitLab Repo Structure (Updated) + +``` +daily-pour-marketing/ ← https://gitlab.com/samueljamesinc/daily-pour-marketing +├── .gitlab-ci.yml ← Validates YAML + syncs to Kestra +├── README.md +├── content/ +│ ├── logos/ +│ ├── photos/{products,trailer,team,customers}/ +│ ├── videos/{reels,tiktok,stories}/ +│ └── templates/ +│ ├── captions/ ← Per-day caption templates +│ ├── hashtags.md ← Master hashtag reference +│ └── canva/ ← Brand templates +├── config/ +│ ├── brand-voice.md ← Annie's tone guide +│ ├── colors.md ← Brand palette +│ ├── rules.md ← What to never post +│ ├── platforms.yml ← Platform config (no secrets) +│ ├── locations.yml ← Active locations + hours +│ ├── hashtag-rotation.yml ← NEW: Tier 2 pools, rotation state +│ ├── hashtag-limits.yml ← NEW: Per-platform counts + format +│ └── hashtag-banned.yml ← NEW: Suppressed/banned hashtags +├── workflows/ +│ ├── preflight-checks.yml ← ✅ LIVE +│ ├── daily-post-rotation.yml ← TODO (full pipeline) +│ ├── weather-reactive.yml +│ ├── weekly-content-gen.yml +│ ├── location-announce.yml +│ ├── hiring-post.yml +│ ├── review-responder.yml +│ ├── engagement-repost.yml +│ └── hashtag-performance.yml ← NEW: Weekly analytics +└── scripts/ + ├── hashtag-selector.py ← NEW: Tier selection + rotation logic + ├── hashtag-validator.py ← NEW: Validates sets before posting + └── platform-formatter.py ← NEW: Formats caption + hashtags per platform +``` + +--- + +## Secrets (GitLab CI Variables + Kestra Namespace Files) + +| Variable | Location | Status | +|----------|----------|--------| +| `KESTRA_API_USER` | GitLab CI | ✅ Set | +| `KESTRA_API_PASSWORD` | GitLab CI | ✅ Set | +| `KESTRA_URL` | GitLab CI | ✅ Set | +| `OPENAI_API_KEY` | GitLab CI + Kestra | ✅ Set | +| `OPENWEATHER_API_KEY` | GitLab CI + Kestra | ✅ Set | +| `GOOGLE_DRIVE_REFRESH_TOKEN` | Kestra namespace | ✅ Set (publish GCP app to prevent 7-day expiry) | +| `GOOGLE_DRIVE_CLIENT_ID` | Kestra namespace | ✅ Set | +| `GOOGLE_DRIVE_CLIENT_SECRET` | Kestra namespace | ✅ Set | +| `BUFFER_ACCESS_TOKEN` | GitLab CI + Kestra | ⬜ TODO (after Buffer signup) | +| `RITEKIT_API_KEY` | GitLab CI + Kestra | ⬜ TODO (after RiteKit signup) | +| `META_ACCESS_TOKEN` | GitLab CI + Kestra | ⬜ TODO (after FB/IG app approval) | +| `TIKTOK_ACCESS_TOKEN` | GitLab CI + Kestra | ⬜ TODO (after TikTok developer app) | +| `LINKEDIN_ACCESS_TOKEN` | GitLab CI + Kestra | ⬜ TODO (after LinkedIn API access) | +| `GOOGLE_BUSINESS_TOKEN` | GitLab CI + Kestra | ⬜ TODO (after GBP API setup) | + +--- + +## Tech Stack + +| Layer | Tool | Cost | Role | +|-------|------|------|------| +| Orchestration | Kestra (self-hosted) | Free | Cron schedules, task coordination, retry logic | +| Source control | GitLab.com | Free | Workflow YAML, config, content templates | +| Dev environment | code-server (LXC 304) | Free | Browser IDE for editing flows + scripts | +| Content storage | Google Drive (60GB) | Free | Photos, videos, logos — large binary media | +| Content generation | ChatGPT (OpenAI API) | Pay-per-use (~$0.01/caption) | Caption drafting, hashtag brainstorming | +| Local LLM (backup) | Ollama (192.168.122.20) | Free | Fallback caption gen, no API cost | +| Weather data | OpenWeatherMap | Free (1000 calls/day) | Weather-reactive content | +| Trending hashtags | RiteKit | Free (100 calls/mo) | Real-time hashtag optimization | +| TikTok trends | Apify scraper | Pay-per-run (pennies) | TikTok Creative Center trending data | +| Publishing | Buffer API | Free–$30/mo | Single API → all 5 platforms | +| Publishing (backup) | Kestra plugin-meta | Free | Direct FB + IG posting | +| Project management | Plane CE | Free (self-hosted) | Annie's task board, hiring triggers | + +--- + +## Deployment Steps (Updated) + +### Phase 1: Foundation (Done) +1. ~~Create GitLab repo~~ ✅ +2. ~~Push scaffold~~ ✅ +3. ~~Add CI variables (Kestra, OpenAI, OpenWeather)~~ ✅ +4. ~~Build + test preflight checks~~ ✅ +5. ~~Build + test weather caption flow~~ ✅ + +### Phase 2: Publishing Pipeline (This Week) +6. Sign up for Buffer → connect platforms → add API token +7. Sign up for RiteKit → get API key +8. Build `hashtag-rotation.yml` config +9. Build `hashtag-selector.py` script (Tier 1-4 + rotation logic) +10. Build `platform-formatter.py` (per-platform caption + hashtag assembly) +11. Build full `daily-post-rotation` workflow (preflight → gen → hashtags → format → Buffer) +12. Test end-to-end: one real post on one platform + +### Phase 3: Content & Handoff (Before Launch) +13. Seed content library (10+ photos, 7 caption templates) +14. Annie reviews brand voice + hashtag sets +15. Enable cron schedules +16. Set up Kestra ↔ GitLab sync (auto-pull from repo every 15 min) +17. Publish GCP OAuth app (prevent token expiry) + +### Phase 4: Analytics & Optimization (After Launch) +18. Build `hashtag-performance` weekly analytics workflow +19. Set up A/B testing framework (same content, different hashtag sets) +20. Connect Buffer analytics → Kestra for automated optimization +21. Add Apify TikTok trending scraper to daily pipeline + +--- + +## Decision Framework Score + +| Gate | Score | Reason | +|------|-------|--------| +| Time | 5 | Zero daily posting effort once live — fully automated | +| Net Worth | 4 | Consistent presence builds brand → more customers at trailer | +| Freedom | 5 | Marketing runs without Sam; scales across all trailers | +| **Total** | **14** | Execute | + +--- + +## Repos to Evaluate (from research) + +| Repo | What | Action | +|------|------|--------| +| [charlie947/social-media-skills](https://github.com/charlie947/social-media-skills) | Claude skills behind 350K-follower creator | Fork `post-writer` + `post-scorer` for caption logic | +| [rampstackco/claude-skills](https://github.com/rampstackco/claude-skills) | 65 Claude skills including SEO/content | Adapt keyword research → hashtag research | + +--- + +*Created 2026-08-13. Updated 2026-08-14 with Buffer publishing layer, hashtag engine, +and research findings.*