diff --git a/businesses/sns-hospitality-group/AGENTS.md b/businesses/sns-hospitality-group/AGENTS.md new file mode 100644 index 0000000..769ccd6 --- /dev/null +++ b/businesses/sns-hospitality-group/AGENTS.md @@ -0,0 +1,243 @@ +# SnS Hospitality Group — Codex Operating Context + +This file is the durable context and working-memory entrypoint for Codex work in +`businesses/sns-hospitality-group/`. Read it before analyzing or changing anything +in this subtree. Treat it as a maintained navigation and decision aid, not as a +substitute for the source documents. + +## Mission + +Build SnS Hospitality Group LLC as a portfolio of repeatable mobile food and +beverage ventures. The active venture is **The Daily Pour**, a fleet concept for +drive-through coffee trailers in Northwest Indiana and Southern Michigan. + +The operating doctrine is: + +> Build one → learn → automate → reduce cost → prove profitability → replicate. + +Sam's permanent role is capital allocation, strategy, systems, and final approval; +the business should not depend on him working shifts. Kiowa's intended lane is +locations, compliance, staffing, SOPs, and operational development. A Location +Manager is intended to operate each trailer. + +## Current truth snapshot + +Last reconciled by Codex: **2026-08-27**. + +### Confirmed in repository documents + +- SnS Hospitality Group LLC is documented as formed in Indiana on 2026-08-06. +- Sam confirms the operating agreement is signed and stored in Documenso. +- Guaranteed vested ownership is 85% Holdings / 15% Kiowa, with options that may + increase Kiowa's interest up to 25% under the executed agreement. +- The Daily Pour is the first and only active Hospitality venture. +- T00-DRIP is the prototype and remains pre-launch. +- The target is ten trailers, with later units funded primarily from retained cash. +- The latest physical concept uses an 8.5 × 26 ft enclosed trailer with a 7 ft + 6 in interior height, drive-through service only, and no raw-food cooking line. +- Branding, recipes, market research, supplier research, financial projections, + compliance planning, and conceptual layouts exist. + +### Not yet evidenced as complete + +- Purchased trailer +- Executed lot lease or final operating location +- Health-department plan approval +- Final commissary determination +- DBA filing for The Daily Pour +- Mobile food permit, insurance, or employer registrations +- Final engineered electrical, plumbing, HVAC, and weight plans +- Funding approval or loan closing +- Hired Location Manager or opening staff +- Complete employee handbook and operating SOP library +- Production-ready fleet network configuration + +Do not convert a plan, candidate, projection, checklist item, or generated mockup +into a statement that something has been purchased, approved, signed, deployed, +or proven. + +## Venture relationship map + +```text +SnS Network Solutions Holdings LLC +└── SnS Hospitality Group LLC + ├── The Daily Pour + │ ├── T00-DRIP — prototype, pre-launch + │ └── T01–T09 — proposed fleet + └── Other mobile concepts — future, not active Daily Pour units + +Sam / Holdings ── capital, strategy, financial control, approvals +Kiowa ─────────── locations, compliance, staffing, SOPs, operations development +Location Manager ─ daily execution for one trailer +SNS Networking ── technology provider and security handoff, separate entity lane +``` + +Keep Hospitality operations and SNS Networking delivery responsibilities explicit. +Technology should support opening and operating the trailer; it must not become a +prerequisite unless required for payments, safety, compliance, or essential control. + +## Authoritative-source order + +Use the narrowest, newest, directly applicable source, while checking for conflicts: + +1. Signed legal document or official agency/vendor record supplied by Sam +2. Current owner decision explicitly recorded in the repository +3. Latest dated, venture-specific specification or model +4. Current checklist or operational plan +5. High-level README or overview +6. Historical memory, old plan, generated mockup, or research note + +For T00 physical design, start with: + +- `coffee-trailers/T-00/version2.md` +- `coffee-trailers/T-00/docs/T-00-3D-layout-checklist.md` +- `coffee-trailers/T-00/docs/trailer-spec-sheet-for-designer.html` +- `coffee-trailers/T-00/trailer-candidate-midcity-us-cargo-8.5x26.md` + +For finance, distinguish the original business plan from the newer models: + +- `coffee-trailers/T-00/docs/daily-pour-sba-projection-assumptions.md` +- `coffee-trailers/T-00/docs/daily-pour-sba-projection.csv` +- `coffee-trailers/fleet-model-5yr-assumptions.md` +- `coffee-trailers/fleet-model-5yr-monthly.csv` + +For compliance and people operations, start with: + +- `docs/required-docs-and-compliance.md` +- `coffee-trailers/T-00/docs/health-dept-certification-checklist.html` +- `docs/handbook-tracker.html` + +## Known conflicts that must not be silently resolved + +| Topic | Conflicting repository positions | Required treatment | +|---|---|---| +| Ownership | Some drafts blur guaranteed 85/15 ownership with options up to 25% | State 85/15 as current; verify option mechanics against the executed agreement | +| Operating Agreement | Repository drafts conflict with the signed agreement | Documenso copy controls; archive conflicting drafts after reconciliation | +| Kiowa departure | Flat 50% FMV buyback vs. tiered 100/75/50/0 terms | Treat the executed agreement as controlling | +| Management | Holdings has sole day-to-day authority vs. Kiowa oversees operations | Clarify decision rights and escalation path | +| Trailer cost | ~$25K, $50K, and $60K financing concepts | Rebuild from current vendor-backed design quotes | +| Trailer size | Early 8 × 14–16 ft concept vs. current 8.5 × 26 ft design | Use 8.5 × 26 ft unless Sam changes it | +| Equipment | One espresso line/older appliance list vs. two-station revised design | Use revised requirements; validate necessity and load | +| Warewashing | Two-compartment vs. three-compartment sink | Use three-compartment pending written health approval otherwise | +| Water heat | Propane tankless vs. all-electric | Current direction is all-electric | +| Electrical | 30A/3.5 kW generator vs. tentative 50A 120/240V | Require nameplate-load calculation before selection | +| Growth | Ten trailers in two years vs. approximately month 50 | Use the evidence-backed five-year model, not the early schedule | +| Profit | Flat 100 customers/day and ~49% net margin vs. ramped model | Use ramped cases; expose missing costs and sensitivity | + +When a task touches one of these topics, report the conflict and its sources. Offer +resolution options, but do not choose legal, ownership, or capital terms for Sam. + +## Decision gates + +Prioritize work that advances the next physical-business gate. The current task is +receipt, review, correction, and approval of the $211 Fiverr blueprint package. + +### Gate 1 — Feasible prototype + +- Written health-department direction and plan-review path +- Commissary requirement determined +- Integrated layout, equipment, utilities, weight, and winterization concept +- Real vendor quotes and construction contingency +- Candidate location economics + +### Gate 2 — Financeable unit + +- Vendor-backed uses-of-funds schedule +- Conservative 24-month projection with sensitivity cases +- Owner contribution, working capital, debt terms, and reserve policy +- Legal ownership and tax-distribution terms reconciled + +### Gate 3 — Ready to open + +- Approved plans, permits, insurance, location agreement, and build +- Location Manager and staff hired and trained +- Minimum viable SOPs: food safety, open/close, cash/POS, inventory, cleaning, + incident response, equipment failure, and staffing coverage +- Essential POS, connectivity, security, and reporting operational + +### Gate 4 — Ready to replicate + +- At least 90 days of actual unit economics +- Repeat demand, throughput, labor, waste, maintenance, and downtime measured +- T00 profitable under an agreed definition +- Build book, training system, supplier terms, and launch checklist proven + +Do not optimize Gate 4 systems while Gate 1 evidence is missing unless Sam explicitly +chooses that priority. + +## Analysis method + +For material decisions, keep a lightweight structured record: + +1. **Decision:** What must be decided now? +2. **Confirmed evidence:** What do source documents or external authorities establish? +3. **Inference:** What reasonably follows, with confidence stated when useful? +4. **Assumptions:** What must be true for the proposal or model to work? +5. **Constraints:** Legal, health, physical, weight, power, cash, time, and staffing limits. +6. **Conflicts:** Which sources or requirements disagree? +7. **Evidence gaps:** What quote, approval, measurement, or owner choice retires the risk? +8. **Recommendation:** Smallest action that moves the current gate forward. +9. **Owner:** Sam, Kiowa, Location Manager, vendor, attorney, CPA, or agency. + +Use `CONFIRMED`, `INFERRED`, and `AMBIGUOUS` where provenance matters. A polished +document is not evidence that its claims are true. + +## Financial-analysis rules + +- Separate revenue, gross margin, operating profit, debt service, taxes, + distributions, and retained growth cash. +- Show customer/day, average-ticket, COGS, labor, and build-cost sensitivities. +- Do not use the 15% COGS assumption as fact until weighted recipes and supplier + quotes support it. +- Include normal omitted costs: payroll service, accounting, marketing, training, + spoilage, cleaning, commissary, towing/storage, maintenance, permits, software, + snow closures, equipment reserves, and contingency. +- Treat Section 179, pass-through tax, certification, grants, credits, and loan + eligibility as CPA, attorney, agency, or lender validation items. +- Never describe projected profit as proven performance. + +## Physical-design rules + +- Plan review precedes irreversible buildout. +- Final equipment selection requires actual model numbers and nameplate loads. +- Track wet, dry, and loaded trailer weights plus axle, tongue, and side-to-side + distribution. Water weighs about 8.34 lb/gal before tank hardware. +- Preserve employee-door, restroom-door, service-window, equipment-service, and + central-aisle clearances. +- Keep potable, gray, black, electrical, battery, generator, HVAC, and food-safety + boundaries explicit. +- Prefer the smallest reliable operating system. Defer guest Wi-Fi, video calling, + AI detection, elaborate marketing automation, and fleet orchestration until the + prototype proves a need for them. +- Do not simplify away health, fire, electrical, structural, accessibility, payment, + privacy, or food-safety controls. + +## Context maintenance + +Update this file only when a durable fact, controlling decision, source hierarchy, +material conflict, or gate status changes. Do not turn it into a session transcript. + +When updating: + +- Add the date and source for material status changes. +- Retire resolved conflicts rather than preserving obsolete parallel truth. +- Keep private identifiers, account numbers, credentials, and personal contact data out. +- Link to the canonical source instead of duplicating long content. +- Preserve an explicit distinction between current truth and historical context. + +## Upstream ideas adapted for Codex + +This file applies selected ideas, rewritten for this workspace, from: + +- Ponytail: understand the full problem, then choose the smallest sufficient action; + avoid speculative systems and unnecessary dependencies. + +- Graphify: model entities and relationships, retain provenance, and distinguish + extracted/confirmed facts from inference and ambiguity. + +- Business Analysis Skills: make assumptions, constraints, conflicts, stakeholders, + evidence gaps, traceability, and decision ownership visible. + + +These are operating principles, not vendored code or installed plugins. Codex-native +workspace instructions and Sam's explicit directions control. diff --git a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-launch-tracker.html b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-launch-tracker.html new file mode 100644 index 0000000..96733fa --- /dev/null +++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-launch-tracker.html @@ -0,0 +1,361 @@ + + + + + + T00-DRIP Launch Tracker + + + +
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T00-DRIP Launch Tracker

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The Daily Pour · current gate: blueprint review and approval

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+ Next move: receive the $211 Fiverr blueprint package, verify it against the current T00 requirements, and return one consolidated correction list before submission. +
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+ Repository-backed working tracker. Browser state is stored locally; export a backup before changing computers. +
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