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--- a/ai-core/knowledge/ai-skills-repos.md:Zone.Identifier
+++ b/ai-core/knowledge/ai-skills-repos.md:Zone.Identifier
--- a/businesses/00-holdings/branding/logo-collage.png:Zone.Identifier
+++ b/businesses/00-holdings/branding/logo-collage.png:Zone.Identifier
--- a/businesses/sns-hospitality-group/AGENTS.md
+++ b/businesses/sns-hospitality-group/AGENTS.md
@ -1,243 +0,0 @@
 # SnS Hospitality Group — Codex Operating Context
 This file is the durable context and working-memory entrypoint for Codex work in
 `businesses/sns-hospitality-group/`. Read it before analyzing or changing anything
 in this subtree. Treat it as a maintained navigation and decision aid, not as a
 substitute for the source documents.
 ## Mission
 Build SnS Hospitality Group LLC as a portfolio of repeatable mobile food and
 beverage ventures. The active venture is **The Daily Pour**, a fleet concept for
 drive-through coffee trailers in Northwest Indiana and Southern Michigan.
 The operating doctrine is:
 > Build one → learn → automate → reduce cost → prove profitability → replicate.
 Sam's permanent role is capital allocation, strategy, systems, and final approval;
 the business should not depend on him working shifts. Kiowa's intended lane is
 locations, compliance, staffing, SOPs, and operational development. A Location
 Manager is intended to operate each trailer.
 ## Current truth snapshot
 Last reconciled by Codex: **2026-08-27**.
 ### Confirmed in repository documents
 - SnS Hospitality Group LLC is documented as formed in Indiana on 2026-08-06.
 - Sam confirms the operating agreement is signed and stored in Documenso.
 - Guaranteed vested ownership is 85% Holdings / 15% Kiowa, with options that may
  increase Kiowa's interest up to 25% under the executed agreement.
 - The Daily Pour is the first and only active Hospitality venture.
 - T00-DRIP is the prototype and remains pre-launch.
 - The target is ten trailers, with later units funded primarily from retained cash.
 - The latest physical concept uses an 8.5 × 26 ft enclosed trailer with a 7 ft
  6 in interior height, drive-through service only, and no raw-food cooking line.
 - Branding, recipes, market research, supplier research, financial projections,
  compliance planning, and conceptual layouts exist.
 ### Not yet evidenced as complete
 - Purchased trailer
 - Executed lot lease or final operating location
 - Health-department plan approval
 - Final commissary determination
 - DBA filing for The Daily Pour
 - Mobile food permit, insurance, or employer registrations
 - Final engineered electrical, plumbing, HVAC, and weight plans
 - Funding approval or loan closing
 - Hired Location Manager or opening staff
 - Complete employee handbook and operating SOP library
 - Production-ready fleet network configuration
 Do not convert a plan, candidate, projection, checklist item, or generated mockup
 into a statement that something has been purchased, approved, signed, deployed,
 or proven.
 ## Venture relationship map
 ```text
 SnS Network Solutions Holdings LLC
 └── SnS Hospitality Group LLC
    ├── The Daily Pour
    │   ├── T00-DRIP — prototype, pre-launch
    │   └── T01–T09 — proposed fleet
    └── Other mobile concepts — future, not active Daily Pour units
 Sam / Holdings ── capital, strategy, financial control, approvals
 Kiowa ─────────── locations, compliance, staffing, SOPs, operations development
 Location Manager ─ daily execution for one trailer
 SNS Networking ── technology provider and security handoff, separate entity lane
 ```
 Keep Hospitality operations and SNS Networking delivery responsibilities explicit.
 Technology should support opening and operating the trailer; it must not become a
 prerequisite unless required for payments, safety, compliance, or essential control.
 ## Authoritative-source order
 Use the narrowest, newest, directly applicable source, while checking for conflicts:
 1. Signed legal document or official agency/vendor record supplied by Sam
 2. Current owner decision explicitly recorded in the repository
 3. Latest dated, venture-specific specification or model
 4. Current checklist or operational plan
 5. High-level README or overview
 6. Historical memory, old plan, generated mockup, or research note
 For T00 physical design, start with:
 - `coffee-trailers/T-00/version2.md`
 - `coffee-trailers/T-00/docs/T-00-3D-layout-checklist.md`
 - `coffee-trailers/T-00/docs/trailer-spec-sheet-for-designer.html`
 - `coffee-trailers/T-00/trailer-candidate-midcity-us-cargo-8.5x26.md`
 For finance, distinguish the original business plan from the newer models:
 - `coffee-trailers/T-00/docs/daily-pour-sba-projection-assumptions.md`
 - `coffee-trailers/T-00/docs/daily-pour-sba-projection.csv`
 - `coffee-trailers/fleet-model-5yr-assumptions.md`
 - `coffee-trailers/fleet-model-5yr-monthly.csv`
 For compliance and people operations, start with:
 - `docs/required-docs-and-compliance.md`
 - `coffee-trailers/T-00/docs/health-dept-certification-checklist.html`
 - `docs/handbook-tracker.html`
 ## Known conflicts that must not be silently resolved
 | Topic | Conflicting repository positions | Required treatment |
 |---|---|---|
 | Ownership | Some drafts blur guaranteed 85/15 ownership with options up to 25% | State 85/15 as current; verify option mechanics against the executed agreement |
 | Operating Agreement | Repository drafts conflict with the signed agreement | Documenso copy controls; archive conflicting drafts after reconciliation |
 | Kiowa departure | Flat 50% FMV buyback vs. tiered 100/75/50/0 terms | Treat the executed agreement as controlling |
 | Management | Holdings has sole day-to-day authority vs. Kiowa oversees operations | Clarify decision rights and escalation path |
 | Trailer cost | ~$25K, $50K, and $60K financing concepts | Rebuild from current vendor-backed design quotes |
 | Trailer size | Early 8 × 14–16 ft concept vs. current 8.5 × 26 ft design | Use 8.5 × 26 ft unless Sam changes it |
 | Equipment | One espresso line/older appliance list vs. two-station revised design | Use revised requirements; validate necessity and load |
 | Warewashing | Two-compartment vs. three-compartment sink | Use three-compartment pending written health approval otherwise |
 | Water heat | Propane tankless vs. all-electric | Current direction is all-electric |
 | Electrical | 30A/3.5 kW generator vs. tentative 50A 120/240V | Require nameplate-load calculation before selection |
 | Growth | Ten trailers in two years vs. approximately month 50 | Use the evidence-backed five-year model, not the early schedule |
 | Profit | Flat 100 customers/day and ~49% net margin vs. ramped model | Use ramped cases; expose missing costs and sensitivity |
 When a task touches one of these topics, report the conflict and its sources. Offer
 resolution options, but do not choose legal, ownership, or capital terms for Sam.
 ## Decision gates
 Prioritize work that advances the next physical-business gate. The current task is
 receipt, review, correction, and approval of the $211 Fiverr blueprint package.
 ### Gate 1 — Feasible prototype
 - Written health-department direction and plan-review path
 - Commissary requirement determined
 - Integrated layout, equipment, utilities, weight, and winterization concept
 - Real vendor quotes and construction contingency
 - Candidate location economics
 ### Gate 2 — Financeable unit
 - Vendor-backed uses-of-funds schedule
 - Conservative 24-month projection with sensitivity cases
 - Owner contribution, working capital, debt terms, and reserve policy
 - Legal ownership and tax-distribution terms reconciled
 ### Gate 3 — Ready to open
 - Approved plans, permits, insurance, location agreement, and build
 - Location Manager and staff hired and trained
 - Minimum viable SOPs: food safety, open/close, cash/POS, inventory, cleaning,
  incident response, equipment failure, and staffing coverage
 - Essential POS, connectivity, security, and reporting operational
 ### Gate 4 — Ready to replicate
 - At least 90 days of actual unit economics
 - Repeat demand, throughput, labor, waste, maintenance, and downtime measured
 - T00 profitable under an agreed definition
 - Build book, training system, supplier terms, and launch checklist proven
 Do not optimize Gate 4 systems while Gate 1 evidence is missing unless Sam explicitly
 chooses that priority.
 ## Analysis method
 For material decisions, keep a lightweight structured record:
 1. **Decision:** What must be decided now?
 2. **Confirmed evidence:** What do source documents or external authorities establish?
 3. **Inference:** What reasonably follows, with confidence stated when useful?
 4. **Assumptions:** What must be true for the proposal or model to work?
 5. **Constraints:** Legal, health, physical, weight, power, cash, time, and staffing limits.
 6. **Conflicts:** Which sources or requirements disagree?
 7. **Evidence gaps:** What quote, approval, measurement, or owner choice retires the risk?
 8. **Recommendation:** Smallest action that moves the current gate forward.
 9. **Owner:** Sam, Kiowa, Location Manager, vendor, attorney, CPA, or agency.
 Use `CONFIRMED`, `INFERRED`, and `AMBIGUOUS` where provenance matters. A polished
 document is not evidence that its claims are true.
 ## Financial-analysis rules
 - Separate revenue, gross margin, operating profit, debt service, taxes,
  distributions, and retained growth cash.
 - Show customer/day, average-ticket, COGS, labor, and build-cost sensitivities.
 - Do not use the 15% COGS assumption as fact until weighted recipes and supplier
  quotes support it.
 - Include normal omitted costs: payroll service, accounting, marketing, training,
  spoilage, cleaning, commissary, towing/storage, maintenance, permits, software,
  snow closures, equipment reserves, and contingency.
 - Treat Section 179, pass-through tax, certification, grants, credits, and loan
  eligibility as CPA, attorney, agency, or lender validation items.
 - Never describe projected profit as proven performance.
 ## Physical-design rules
 - Plan review precedes irreversible buildout.
 - Final equipment selection requires actual model numbers and nameplate loads.
 - Track wet, dry, and loaded trailer weights plus axle, tongue, and side-to-side
  distribution. Water weighs about 8.34 lb/gal before tank hardware.
 - Preserve employee-door, restroom-door, service-window, equipment-service, and
  central-aisle clearances.
 - Keep potable, gray, black, electrical, battery, generator, HVAC, and food-safety
  boundaries explicit.
 - Prefer the smallest reliable operating system. Defer guest Wi-Fi, video calling,
  AI detection, elaborate marketing automation, and fleet orchestration until the
  prototype proves a need for them.
 - Do not simplify away health, fire, electrical, structural, accessibility, payment,
  privacy, or food-safety controls.
 ## Context maintenance
 Update this file only when a durable fact, controlling decision, source hierarchy,
 material conflict, or gate status changes. Do not turn it into a session transcript.
 When updating:
 - Add the date and source for material status changes.
 - Retire resolved conflicts rather than preserving obsolete parallel truth.
 - Keep private identifiers, account numbers, credentials, and personal contact data out.
 - Link to the canonical source instead of duplicating long content.
 - Preserve an explicit distinction between current truth and historical context.
 ## Upstream ideas adapted for Codex
 This file applies selected ideas, rewritten for this workspace, from:
 - Ponytail: understand the full problem, then choose the smallest sufficient action;
  avoid speculative systems and unnecessary dependencies.
  <https://github.com/DietrichGebert/ponytail>
 - Graphify: model entities and relationships, retain provenance, and distinguish
  extracted/confirmed facts from inference and ambiguity.
  <https://github.com/Graphify-Labs/graphify>
 - Business Analysis Skills: make assumptions, constraints, conflicts, stakeholders,
  evidence gaps, traceability, and decision ownership visible.
  <https://github.com/45ck/business-analysis-skills>
 These are operating principles, not vendored code or installed plugins. Codex-native
 workspace instructions and Sam's explicit directions control.
--- 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
@ -1,361 +0,0 @@
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    <div class="wrap">
      <h1>T00-DRIP Launch Tracker</h1>
      <p>The Daily Pour · current gate: blueprint review and approval</p>
    </div>
  </header>
  <main>
    <section class="summary" aria-label="Progress summary">
      <div class="card"><strong id="percent">0%</strong><span>Complete</span></div>
      <div class="card"><strong id="done-count">0</strong><span>Completed</span></div>
      <div class="card"><strong id="open-count">0</strong><span>Open</span></div>
      <div class="card"><strong id="blocked-count">0</strong><span>Blocked / waiting</span></div>
    </section>
    <div class="progress" aria-label="Overall progress"><div id="progress-bar"></div></div>
    <section class="notice">
      <strong>Next move:</strong> receive the $211 Fiverr blueprint package, verify it against the current T00 requirements, and return one consolidated correction list before submission.
    </section>
    <div class="toolbar">
      <select id="filter" aria-label="Filter tasks">
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    <div id="gates"></div>
  </main>
  <footer>
    Repository-backed working tracker. Browser state is stored locally; export a backup before changing computers.
  </footer>
  <script>
    const storageKey = "daily-pour-t00-launch-tracker-v1";
    const gates = [
      {
        title: "1. Company foundation",
        purpose: "The entity and controlling agreement exist.",
        tasks: [
          ["entity-formed", "SnS Hospitality Group LLC formed", "Sam", "complete", "Owner-confirmed and recorded in repository."],
          ["ein", "Federal EIN obtained", "Sam", "complete", "Store the official letter with legal originals."],
          ["oa", "Hospitality Operating Agreement executed", "Sam + Kiowa", "complete", "Authoritative signed copy is in Documenso."],
          ["dba", "File The Daily Pour assumed business name", "Sam", "next", "Confirm filing office and retain the accepted record."],
          ["bank", "Confirm operating-company bank account and controls", "Sam", "next", "Hospitality account only; Holdings remains asset-only and debt-free."]
        ]
      },
      {
        title: "2. Blueprint package",
        purpose: "Obtain a complete, internally consistent design before submission.",
        tasks: [
          ["blueprint-receive", "Receive Fiverr blueprint package", "Designer", "waiting", "Paid $211. Obtain PDF plus editable/source files promised in the scope."],
          ["blueprint-shell", "Verify actual trailer shell and openings", "Sam", "blocked", "8.5×26 ft, 7 ft 6 in interior, ramp, V-nose, wheel wells, employee door and serving window."],
          ["blueprint-workflow", "Verify two-person production workflow", "Sam", "blocked", "Order/POS → production → finishing → drive-through handoff; preserve aisle and door clearances."],
          ["blueprint-equipment", "Reconcile every equipment item and quantity", "Sam", "blocked", "Use current requirements, not the older one-machine/propane design."],
          ["blueprint-plumbing", "Verify potable, gray, black and sink design", "Designer", "blocked", "Three-compartment sink, separate hand sink, restroom, accessible tanks, filtration and electric water heat."],
          ["blueprint-electric", "Verify electrical concept uses final load calculation", "Electrician / Designer", "blocked", "Do not approve panel, shore power, generator, inverter or battery sizing from guesses."],
          ["blueprint-weight", "Create loaded weight and balance schedule", "Designer / Fabricator", "blocked", "Include tanks, equipment, finishes, inventory, batteries, generator, axle and tongue loading."],
          ["blueprint-winter", "Verify South Bend winterization", "Designer / Plumber", "blocked", "Protect tanks, pumps, drains and vulnerable lines from freezing."],
          ["blueprint-fire", "Resolve ventilation and fire-protection notes", "Designer / Fire authority", "blocked", "Microwave and air fryer are reheating-only; no generic Type I hood assumption."],
          ["blueprint-corrections", "Send one consolidated correction list", "Sam", "blocked", "Avoid scattered messages and version confusion."],
          ["blueprint-freeze", "Approve submission version and archive superseded drafts", "Sam", "blocked", "One file must be clearly marked current."]
        ]
      },
      {
        title: "3. Agency and professional approval",
        purpose: "Secure written acceptance before irreversible construction.",
        tasks: [
          ["health-contact", "Confirm plan-review process with St. Joseph County", "Kiowa", "next", "Request the current mobile-food plan-review packet and submission requirements."],
          ["commissary", "Obtain written commissary determination", "Kiowa", "next", "Confirm whether a self-contained unit still requires a licensed base or agreement."],
          ["sink-rule", "Confirm warewashing requirement", "Kiowa", "next", "Current design uses a three-compartment sink unless written approval permits otherwise."],
          ["food-cert-rule", "Confirm required food-protection credentials", "Kiowa", "next", "Determine certified-manager coverage and any staff food-handler requirements."],
          ["zoning", "Confirm location, zoning and mobile-vendor requirements", "Kiowa", "next", "Requirements may depend on the final operating parcel."],
          ["fire-review", "Confirm fire review requirements", "Kiowa", "later", "Use the final appliance, generator, battery and electrical design."],
          ["submit-plan", "Submit complete blueprint and equipment package", "Kiowa", "blocked", "Submit only after internal correction and professional calculations."],
          ["respond-comments", "Track and close every reviewer comment", "Kiowa + Designer", "blocked", "Record response, owner, date and revised sheet for each comment."],
          ["approval", "Receive written plan approval", "Kiowa", "blocked", "Approval evidence is the gate to irreversible buildout."]
        ]
      },
      {
        title: "4. Site and unit economics",
        purpose: "Prove the location and current design can support the business.",
        tasks: [
          ["site-shortlist", "Create data-backed site shortlist", "Kiowa", "next", "Traffic, access, queue geometry, visibility, utilities, rent, competition and operating restrictions."],
          ["site-layout", "Validate drive-through circulation", "Kiowa", "blocked", "Confirm safe entry, queue, service-window alignment and exit."],
          ["site-utilities", "Document available site utilities", "Kiowa", "blocked", "Power, potable water, sewer/waste, cellular coverage, snow removal and overnight security."],
          ["site-economics", "Calculate break-even for the actual site", "Sam", "blocked", "Use actual rent, labor, utilities, debt, COGS and operating hours."],
          ["lease-review", "Review and execute lot agreement", "Sam + Attorney", "blocked", "Do not sign until design, use, utilities, signage, access and termination rights align."],
          ["backup-site", "Keep one qualified backup location", "Kiowa", "later", "Mobility only reduces risk when another viable site exists."]
        ]
      },
      {
        title: "5. Funding and build readiness",
        purpose: "Know the true cost and funding source before committing capital.",
        tasks: [
          ["vendor-quotes", "Collect current trailer, buildout and equipment quotes", "Sam", "blocked", "Quotes must match the approved design and include tax, delivery and installation."],
          ["uses-funds", "Create final uses-of-funds schedule", "Sam", "blocked", "Include design, permits, contingency and opening working capital."],
          ["projection", "Update 24-month model from actual quotes", "Sam", "blocked", "Use ramped demand and sensitivity cases; do not assume 15% COGS without evidence."],
          ["funding-choice", "Select and approve operating-company funding", "Sam", "blocked", "No debt, guarantee or credit belongs in Holdings."],
          ["insurance-quotes", "Bind required insurance", "Kiowa + Sam", "blocked", "Match trailer, food service, employees, towing and location requirements."],
          ["build-contract", "Approve build contract and change-control terms", "Sam", "blocked", "Scope must reference the approved drawings and named equipment schedule."],
          ["purchase", "Authorize trailer and build purchases", "Sam", "blocked", "Only after approval, funding and contract gates are satisfied."]
        ]
      },
      {
        title: "6. People and operating readiness",
        purpose: "Open with qualified leadership and minimum viable controls.",
        tasks: [
          ["manager-profile", "Finalize Location Manager role and scorecard", "Kiowa", "next", "Hire an operator who owns the unit; do not design a permanent shift for Sam."],
          ["cert-person", "Secure required certified food-protection coverage", "Kiowa", "next", "Credential requirement must match written county guidance."],
          ["barista-skill", "Recruit or train espresso-capable opening staff", "Kiowa", "next", "Use the recipe/spec books as the training standard."],
          ["employer-setup", "Complete payroll, withholding, unemployment and workers' compensation setup", "Sam + CPA", "blocked", "Complete before the first employee starts work."],
          ["handbook", "Complete and legally review the employee handbook", "Kiowa + Attorney", "next", "Prioritize food safety, health/safety, attendance, cash, discipline and acknowledgment."],
          ["sops", "Complete minimum opening SOP set", "Kiowa", "next", "Open/close, cleaning, temperature logs, recipes, inventory, POS/cash, incidents and equipment failure."],
          ["training", "Run opening-team training and readiness check", "Location Manager", "blocked", "Demonstrate workflow, sanitation, service, cash and emergency procedures."],
          ["permit-inspect", "Pass final inspections and receive operating permits", "Kiowa", "blocked", "Retain written approvals and renewal dates."],
          ["soft-open", "Run controlled soft opening", "Location Manager", "blocked", "Measure throughput, ticket, waste, labor and failure points before full launch."],
          ["launch", "Open T00-DRIP", "Location Manager", "blocked", "Sam monitors results; he does not become the daily operator."]
        ]
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--- a/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/market-needs-analysis.html
+++ b/businesses/sns-hospitality-group/coffee-trailers/T-00/docs/market-needs-analysis.html
@ -1,252 +0,0 @@
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 <body>
 <div class="doc">
 <h1>Needs Analysis</h1>
 <div class="subtitle">Northern Indiana Coffee Market — Types, Brands, Styles & Pricing</div>
 <div class="meta">
  The Daily Pour | SnS Hospitality Group LLC | South Bend, Indiana<br>
  Prepared: August 2026 | Research basis: public menu data, local news coverage, and industry trend reporting current as of Aug 2026
 </div>
 <div class="highlight">
 <strong>Purpose:</strong> This analysis answers three questions for The Daily Pour's launch and pricing
 strategy — (1) what kinds of coffee/drink brands and styles already serve Northern Indiana, (2) where
 the high-traffic areas and gaps are, and (3) what a defensible low-to-high price ladder looks like so
 The Daily Pour is priced to compete without racing to the bottom.
 </div>
 <h2>1. Competitive Landscape — Who's Already Here</h2>
 <p>Northern Indiana's coffee market (St. Joseph, Elkhart, Marshall, LaPorte counties) has four
 distinct competitor tiers. Each behaves differently and requires a different response.</p>
 <h3>Tier 1 — National Drive-Thru Coffee Chains (fastest-growing, most direct competitor)</h3>
 <table>
  <tr><th>Brand</th><th>Style</th><th>Local presence</th><th>Why it matters</th></tr>
  <tr>
    <td><strong>7 Brew</strong></td>
    <td>Drive-thru only, double-lane, "stand" format (~600 sq ft, no seating)</td>
    <td>Opened in Mishawaka (5540 N Main St, former Windy City Gyros site) and La Porte; more Indiana
    sites announced 2026 including Fort Wayne</td>
    <td>Nearly identical footprint/format to a trailer. Fast, friendly, huge menu (2,000+ combos),
    aggressive expansion backed by Blackstone capital.</td>
  </tr>
  <tr>
    <td><strong>Dutch Bros</strong></td>
    <td>Drive-thru "shack" + walk-up window, high-energy brand, Rebel energy drinks</td>
    <td>Expanding into Northern/NW Indiana (Valparaiso, Warsaw); not yet in South Bend/Mishawaka core</td>
    <td>$2.1M average unit volume nationally — proof the drive-thru-only model works at scale in
    Indiana-adjacent markets. Likely to target South Bend/Elkhart next as it fills in the region.</td>
  </tr>
  <tr>
    <td><strong>Scooter's Coffee</strong></td>
    <td>Drive-thru kiosk, franchise-heavy, seasonal/limited-time drink drops</td>
    <td>Distribution center built near Indianapolis to support Indiana growth</td>
    <td>Same small-footprint kiosk model; pricing sits at the premium end (see Sec. 3).</td>
  </tr>
  <tr>
    <td><strong>Starbucks</strong></td>
    <td>Brick-and-mortar + drive-thru, full café</td>
    <td>Multiple South Bend locations (downtown, Ireland Rd, South Bend Ave)</td>
    <td>Sets the "premium anchor" price point area customers already accept.</td>
  </tr>
  <tr>
    <td><strong>Dunkin'</strong></td>
    <td>Brick-and-mortar + drive-thru, donuts + coffee</td>
    <td>Multiple locations South Bend/Mishawaka (incl. Lincolnway E)</td>
    <td>Sets the "value" anchor price point — the number customers compare everything against.</td>
  </tr>
 </table>
 <h3>Tier 2 — Regional Chains</h3>
 <table>
  <tr><th>Brand</th><th>Style</th><th>Local presence</th></tr>
  <tr><td>Caribou Coffee</td><td>Café + drive-thru, in-store at Martin's Super Markets</td><td>Mishawaka (Ironwood Dr / Martin's)</td></tr>
  <tr><td>Biggby Coffee</td><td>Michigan-based café chain, drive-thru, sweet/flavored drinks, "creme freeze" smoothies</td><td>Mishawaka (McKinley Ave) and other Michiana locations</td></tr>
 </table>
 <h3>Tier 3 — Independent Local Coffee Shops (sit-down cafe model — not direct drive-thru competitors, but shape local taste)</h3>
 <table>
  <tr><th>Shop</th><th>Notes</th></tr>
  <tr><td>Chicory Cafe</td><td>South Bend + Mishawaka; Mishawaka location has a drive-thru — closest thing to a local drive-thru competitor</td></tr>
  <tr><td>Bendix Coffee Roasters</td><td>South Bend micro-roaster; now also roasts the legacy Toccoa Coffee brand (Mishawaka). This is <strong>the region's dominant local bean supplier</strong> and already The Daily Pour's planned roaster — a strength, not a threat</td></tr>
  <tr><td>Coffee Pantry</td><td>Elkhart — cozy sit-down cafe, light snacks</td></tr>
  <tr><td>Coffee Spot Café, Sunrise Cafe, Le Peep</td><td>Breakfast-diner style with coffee as a side item, not a specialty program</td></tr>
 </table>
 <h3>Tier 4 — Convenience / Gas Station Coffee</h3>
 <p>Self-serve pot coffee at gas stations and grocery stores. Lowest price, lowest quality, no
 brand loyalty — this is the segment The Daily Pour's business plan already correctly targets as
 "easy to beat on quality" rather than price.</p>
 <div class="highlight">
 <strong>Bottom line:</strong> The direct competitive threat isn't Starbucks or Dunkin' — it's the
 <strong>national drive-thru stand format (7 Brew, Dutch Bros, Scooter's)</strong>. They use the exact
 same footprint and speed advantage The Daily Pour is built around, and they are actively expanding
 into Northern Indiana right now (2025–2026). The Daily Pour's win conditions against them: local
 roaster story, lower price point at the low end of the ladder, and mobility into locations too small
 or too temporary for a permanent kiosk to bother with.
 </div>
 <h2 class="page-break">2. High-Traffic Areas & Location Gaps in Northern Indiana</h2>
 <h3>Confirmed high-traffic corridors (St. Joseph / Elkhart counties)</h3>
 <ul>
  <li><strong>Grape Road (Mishawaka)</strong> — the region's primary retail corridor (University Park Mall, big-box retail); widened by the city specifically for traffic volume. Already has Biggby, Caribou (via Martin's), and now 7 Brew — competitive but proven high-volume.</li>
  <li><strong>Lincolnway East/West (Mishawaka/South Bend)</strong> — dense retail/restaurant strip with existing Dunkin'; steady commuter and retail traffic.</li>
  <li><strong>US-31 corridor (South Bend to Indianapolis)</strong> — INDOT has invested heavily in this corridor (down to 6 traffic signals over 150 miles), meaning consistent, fast-moving commuter volume through South Bend's south side.</li>
  <li><strong>Ireland Road / South Bend Ave</strong> — already home to multiple Starbucks locations, confirming the traffic is there, but the format is brick-and-mortar (a mobile trailer can undercut on price in the same traffic shed).</li>
  <li><strong>Notre Dame perimeter</strong> — 80,000+ game-day attendance, 6–7 home games/year, plus 12,000+ enrolled students year-round. Confirmed underserved on game days per Bendix Coffee's own local guide (recommends arriving early because options fill up).</li>
  <li><strong>Industrial/warehouse parks (South Bend, Elkhart)</strong> — Elkhart County is one of the highest RV-manufacturing-employment concentrations in the country (Forest River, Thor, Keystone, Jayco); 5am/3pm shift changes are a large, currently uncaptured captive audience with almost no specialty coffee presence in Elkhart itself (Coffee Pantry is sit-down only).</li>
 </ul>
 <h3>Gap analysis — where competitors are NOT yet dense</h3>
 <table>
  <tr><th>Area</th><th>Current coverage</th><th>Opportunity for The Daily Pour</th></tr>
  <tr><td>Elkhart / Goshen industrial corridor</td><td>Sparse — mostly gas-station and diner coffee; no drive-thru specialty brand confirmed</td><td>High — RV manufacturing shift-change traffic, no chain has claimed it yet</td></tr>
  <tr><td>South Bend south side / Ireland Rd retail</td><td>Starbucks (brick-and-mortar) only</td><td>Medium-high — undercut price, same traffic, mobile flexibility</td></tr>
  <tr><td>Notre Dame perimeter (non-game-day)</td><td>Campus dining + a few independents</td><td>Medium — steady student/staff traffic, seasonal (academic calendar)</td></tr>
  <tr><td>Mishawaka Grape Road</td><td>Saturated (Biggby, Caribou, 7 Brew incoming)</td><td>Low — avoid as a first location; too much drive-thru chain density already</td></tr>
  <tr><td>Vacant/underutilized commercial lots (per business plan)</td><td>None — that's the point</td><td>High — zero coffee competition, low rent, matches the trailer's mobility advantage</td></tr>
 </table>
 <div class="warn">
 <strong>Watch item:</strong> 7 Brew and Dutch Bros are both expanding into Northern Indiana on an
 active, ongoing basis (new sites announced through 2026). Before committing to a location, check
 whether a national chain has already filed site plans nearby — Mishawaka's planning commission
 approvals are public record and searchable.
 </div>
 <h2 class="page-break">3. Price Ladder — Low to High, Benchmarked Against Local Competitors</h2>
 <p>Pricing across every format (national chain, regional chain, independent) converges on the same
 three tiers by drink size/complexity. The table below benchmarks real observed prices (2025–2026,
 standard hot latte/espresso drink as the comparison item) so The Daily Pour's menu can be placed
 deliberately rather than guessed.</p>
 <table>
  <tr><th>Tier</th><th>Brand examples</th><th>Small</th><th>Medium</th><th>Large</th><th>Positioning</th></tr>
  <tr>
    <td><strong>Low / Value</strong></td>
    <td>Dutch Bros, 7 Brew, Dunkin'</td>
    <td>$3.00–$4.00</td>
    <td>$3.75–$4.75</td>
    <td>$4.50–$5.75</td>
    <td>Speed + volume; simple syrup-based drinks priced to move a line fast</td>
  </tr>
  <tr>
    <td><strong>Mid</strong></td>
    <td>Caribou, Biggby, Chicory Cafe, independent shops</td>
    <td>$3.50–$4.25</td>
    <td>$4.25–$5.00</td>
    <td>$5.00–$5.75</td>
    <td>"Neighborhood quality" — better beans, still fast, local loyalty</td>
  </tr>
  <tr>
    <td><strong>Premium</strong></td>
    <td>Starbucks, Scooter's specialty/limited-time drinks</td>
    <td>$4.45–$5.55</td>
    <td>$4.95–$6.50+</td>
    <td>$5.75–$7.95+</td>
    <td>Brand cachet, seasonal/limited drinks, highest-margin add-ons</td>
  </tr>
 </table>
 <h3>Recommended Daily Pour price ladder</h3>
 <p>The business plan's $8 average ticket target already lands correctly in the mid-tier — this
 analysis confirms that target and breaks it into a defensible ladder rather than one flat price:</p>
 <table>
  <tr><th>Category</th><th>Price range</th><th>Rationale</th></tr>
  <tr><td>Drip coffee / hot tea</td><td>$3.00 – $4.00</td><td>Matches Dunkin'/value tier — the "everyday driver" that builds repeat visits and beats gas-station coffee on quality at a near-identical price</td></tr>
  <tr><td>Standard espresso drinks (latte, americano, cappuccino, cold brew)</td><td>$4.25 – $5.50</td><td>Sits at the low end of Starbucks and matches Caribou/Biggby — undercuts the premium anchor while still reading as "quality," using the Bendix local-roaster story to justify the price vs. Dunkin'</td></tr>
  <tr><td>Specialty/signature drinks (seasonal, flavored, matcha, frappes)</td><td>$5.50 – $6.75</td><td>Priced just under Starbucks Frappuccino/Scooter's limited-time tier ($6.55–$7.95) — high margin, gives customers a "treat" option without matching premium-chain prices</td></tr>
  <tr><td>Food add-ons (pastries, bagels, cookies)</td><td>$2.50 – $4.50</td><td>Matches local bakery/cafe norms; kept simple since food is a margin-add, not the core product</td></tr>
 </table>
 <div class="highlight">
 <strong>Why not go lower (race to the bottom with 7 Brew/Dutch Bros)?</strong> Those chains win on
 volume and venture-backed real estate, not margin per cup — The Daily Pour's plan is built on a
 single trailer needing ~51 customers/day to break even, not thousands across a franchise network.
 Competing purely on price would erase the 49% margin the business plan depends on. The local-roaster
 (Bendix) story and mobility into zero-competition lots are the actual moat — pricing should protect
 margin, not chase the chains down.
 </div>
 <div class="highlight">
 <strong>Why not go higher (match Starbucks/Scooter's top end)?</strong> The Daily Pour has no brand
 recognition yet and no seating/atmosphere to sell — customers won't pay premium-chain prices for an
 unfamiliar trailer. Landing at the top of "mid-tier" (just under Starbucks, just above Dunkin') gives
 room to raise specialty-drink prices later once the brand is established, without alienating the
 morning-commuter core customer the business plan already targets.
 </div>
 <h2 class="page-break">4. Types & Styles to Offer — What the Market Is Already Trained to Expect</h2>
 <h3>Table stakes (every competitor tier offers these — must-have, not a differentiator)</h3>
 <ul>
  <li>Espresso drinks: latte, cappuccino, americano, macchiato, mocha</li>
  <li>Drip coffee (regular + decaf)</li>
  <li>Iced coffee & cold brew</li>
  <li>Hot/iced tea, chai</li>
  <li>Flavored syrups (caramel, vanilla, seasonal)</li>
 </ul>
 <h3>Differentiators seen at the chain level worth adapting in scaled-down form</h3>
 <ul>
  <li><strong>Matcha lattes</strong> — already on the business plan's menu; correctly positioned, keep it.</li>
  <li><strong>Frappes/blended drinks</strong> — high-margin, matches Starbucks Frappuccino/Scooter's blended tier; already planned.</li>
  <li><strong>Energy/"Rebel"-style drinks (Dutch Bros Rebel, Scooter's Red Bull infusions)</strong> — a fast-growing category nationally. Not currently on The Daily Pour's menu; worth a low-risk pilot (one SKU) since it captures the industrial-shift-worker and college-student segments the business plan already targets.</li>
  <li><strong>Functional/wellness coffee (protein add-ins, oat milk, adaptogen/mushroom blends)</strong> — a genuine 2025–2026 national trend (per CNBC/Circana beverage reporting), but unproven locally in Northern Indiana. Recommend a low-cost test: offer oat milk as a standard alt-milk option (near-universal expectation now) and hold off on mushroom/adaptogen add-ins until demand is validated — that's a bigger inventory/SKU commitment than the trailer's lean model should take on at launch.</li>
 </ul>
 <h3>Local sourcing angle (competitive advantage, not a cost)</h3>
 <p>Bendix Coffee Roasters (South Bend) is both the region's most visible independent coffee brand
 and The Daily Pour's already-planned bean supplier. No other drive-thru chain in the market (7 Brew,
 Dutch Bros, Scooter's, Dunkin', Starbucks) can claim a South Bend-roasted bean. This is the single
 strongest, lowest-cost differentiator available and should be printed on the menu board and cup —
 it directly supports charging mid-tier prices instead of value-tier prices.</p>
 <h2 class="page-break">5. Summary & Recommendations</h2>
 <ol>
  <li><strong>Price ladder:</strong> $3.00–$4.00 drip, $4.25–$5.50 espresso drinks, $5.50–$6.75 specialty drinks, $2.50–$4.50 food. This lands mid-tier — above Dunkin'/7 Brew/Dutch Bros, below Starbucks/Scooter's — and supports the $8 average-ticket target already in the business plan.</li>
  <li><strong>First-location priority:</strong> Elkhart/Goshen industrial corridor or South Bend south-side retail (Ireland Rd area) over Mishawaka's Grape Road, which is already saturated with drive-thru chains.</li>
  <li><strong>Watch the chains:</strong> 7 Brew and Dutch Bros are actively opening new Northern Indiana sites through 2026 — check Mishawaka/South Bend/Elkhart planning commission filings before finalizing a lot.</li>
  <li><strong>Menu:</strong> Keep the current core menu (it already matches market expectations); add oat milk as a standard option; pilot one energy/"rebel"-style drink; hold off on mushroom/adaptogen add-ins until proven local demand.</li>
  <li><strong>Lead with the Bendix Coffee Roasters story</strong> on all signage/menu boards — it is the one advantage no national or regional chain in the market can replicate.</li>
 </ol>
 <footer>
  <strong>The Daily Pour</strong> — SnS Hospitality Group LLC<br>
  Needs Analysis — Northern Indiana Coffee Market<br><br>
  <span style="font-size:.7rem;">Prepared from public menu pricing, local news coverage (South Bend Tribune, ABC57, IndyStar), and industry trend reporting current as of August 2026. Prices are observed market prices at time of research and will vary by location and change over time — verify current pricing before finalizing The Daily Pour's menu board.</span>
 </footer>
 </div>
 </body>
 </html>
--- a/businesses/sns-hospitality-group/docs/indiana-scam-notices.pdf
+++ b/businesses/sns-hospitality-group/docs/indiana-scam-notices.pdf
--- a/businesses/sns-hospitality-group/docs/kiowa-partnership-agreement.html
+++ b/businesses/sns-hospitality-group/docs/kiowa-partnership-agreement.html
@ -70,7 +70,6 @@
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@ -109,11 +103,9 @@
  <div class="meta">
    <div><b>Entity:</b> SnS Hospitality Group LLC</div>
    <div><b>EIN:</b> 42-4288652</div>
    <div><b>Type:</b> Multi-Member LLC (Indiana)</div>
-    <div><b>Parent:</b> SnS Network Solutions Holdings LLC (EIN 42-4099038)</div>
+    <div><b>Parent:</b> SnS Network Solutions Holdings LLC</div>
-    <div><b>State filed:</b> Indiana (INBiz, 08/06/2026)</div>
+    <div><b>Effective date:</b> ________________</div>
    <div><b>Effective date:</b> August 6, 2026</div>
  </div>
  <!-- §1 -->
@ -149,7 +141,7 @@
  </div>
  <!-- §3 -->
-  <h2 class="page-break">3. Management</h2>
+  <h2>3. Management</h2>
  <p>The Company shall be <b>Member-managed</b>. Holdings (represented by Samuel S. James)
  retains sole authority over all day-to-day operational decisions and capital deployment.</p>
@ -213,7 +205,7 @@
  <p>All other business decisions remain under Holdings' authority per §3.1.</p>
  <!-- §4 -->
-  <h2 class="page-break">4. Equity Vesting — Service Grant (15%)</h2>
+  <h2>4. Equity Vesting — Service Grant (15%)</h2>
  <p>Each venture Kiowa participates in earns her equity in the Hospitality Group:</p>
  <table>
    <tr><th>Grant</th><th>Amount</th><th>When</th></tr>
@ -249,7 +241,8 @@
  </table>
  <ul>
-    <li><b>Timing:</b> Investment must be made <b>at startup</b> (before or at the Opening Date). No retroactive buy-in after operations begin.</li>
+    <li><b>Timing:</b> Investment must be made within <b>90 days of the Opening Date</b>. No retroactive buy-in after this window closes.</li>
    <li><b>After 90 days:</b> If Kiowa has not invested (or has not filled the full 10%), the remaining tranche opens to third-party investors at Holdings' discretion.</li>
    <li><b>Per venture:</b> Each trailer/venture has its own startup cost and its own investment opportunity. Investing in T-00 does not carry over to T-01.</li>
    <li><b>Cap:</b> Investment equity is capped at 10% regardless of how much Kiowa contributes — she cannot buy more than 10% per venture.</li>
    <li><b>Vests immediately:</b> Investment equity vests on the date funds are received by the Company. No time-based vesting.</li>
@ -258,7 +251,7 @@
  </ul>
  <!-- §6 -->
-  <h2 class="page-break">6. Grant Finder's Fee</h2>
+  <h2>6. Grant Finder's Fee</h2>
  <p>If Kiowa identifies, applies for, and secures a <b>grant</b> (non-repayable funding —
  government, foundation, or private grant money) for any venture under the Hospitality
  Group:</p>
@ -275,7 +268,9 @@
  <div class="callout callout-warn">
    <b>If Kiowa departs before all 10 Daily Pour trailers are operational</b> — she is
    required to sell her vested interest back to Holdings. The buyback price depends on
-    how she leaves.
+    how she leaves. <b>These provisions expire upon the earlier of: (a) all 10 Daily Pour
    trailers achieving operational status, or (b) 7 years from the Formation Date of the
    Company, whichever comes first.</b>
  </div>
  <h3>7.1 Tiered Buyback Pricing</h3>
@ -289,8 +284,12 @@
  <p><b>FMV definition:</b> Net asset value (total assets − total liabilities) × Kiowa's
  vested ownership percentage, as determined by the Company's most recent quarterly books.
  If disputed, an independent third-party valuation at shared cost.</p>
-  <p><b>Payment terms:</b> Lump sum within 90 days of the departure date, or a 12-month
+  <p><b>Payment terms:</b></p>
-  installment plan at Holdings' election.</p>
+  <ul>
    <li>Buyback amount <b>under $25,000</b> → lump sum within 90 days</li>
    <li>Buyback amount <b>$25,000–$100,000</b> → lump sum within 90 days OR 6-month installment plan, at <b>Kiowa's election</b></li>
    <li>Buyback amount <b>over $100,000</b> → 12-month installment plan (either party may request)</li>
  </ul>
  <p><b>Unvested portion:</b> Any unvested equity at the time of departure is forfeited
  automatically — reverts to Holdings at no cost, regardless of departure type.</p>
@ -323,7 +322,7 @@
  mediation steps above.</p>
  <!-- §8 -->
-  <h2 class="page-break">8. Forfeiture for Cause</h2>
+  <h2>8. Forfeiture for Cause</h2>
  <div class="callout callout-warn">
    <b>If Kiowa violates any law or is found to have misappropriated any terms of this
@ -365,7 +364,7 @@
  Holdings' favor.</p>
  <!-- §9 -->
-  <h2 class="page-break">9. After 10 Trailers Are Complete</h2>
+  <h2>9. After 10 Trailers Are Complete</h2>
  <div class="callout callout-success">
    <b>The mandatory buyback (§7) expires.</b> The fleet is built. The deal is honored.
@ -393,7 +392,7 @@
    <tr><td>Price (good standing, all ventures excelling)</td><td><b>100% of FMV</b> — Holdings matches fair market value when all businesses are performing and the departure is amicable</td></tr>
    <tr><td>Price (if any venture is declining)</td><td><b>85% of FMV</b> — reduced to reflect transition risk when performance is mixed</td></tr>
    <tr><td>Decision window</td><td>60 days from written notice</td></tr>
-    <tr><td>If Holdings passes</td><td>Kiowa may sell to a third party — but the buyer must be <b>approved by Holdings</b>. No sale to any party Holdings does not consent to.</td></tr>
+    <tr><td>If Holdings passes</td><td>Kiowa may sell to a third party — but the buyer must be <b>approved by Holdings</b>. Approval may not be unreasonably withheld. No sale to any party Holdings does not consent to.</td></tr>
    <tr><td>Third-party price floor</td><td>Kiowa cannot sell to a third party at a price lower than what Holdings was offered</td></tr>
    <tr><td>Partial sales</td><td>Same terms apply — Holdings' ROFR covers partial sales too</td></tr>
  </table>
@ -411,7 +410,7 @@
  </ul>
  <!-- §11 -->
-  <h2 class="page-break">11. Capital Contributions</h2>
+  <h2>11. Capital Contributions</h2>
  <ul>
    <li><b>Holdings:</b> Provides all capital required for trailer acquisition, buildout,
      equipment, and initial operating expenses (~$35,000 per unit). Capital calls are
@ -479,7 +478,7 @@
  law.</p>
  <!-- §18 -->
-  <h2 class="page-break">18. Exit Scenarios — Summary</h2>
+  <h2>18. Exit Scenarios — Summary</h2>
  <table>
    <tr><th>Scenario</th><th>Outcome</th></tr>
    <tr><td>Leaves before 10 trailers — <b>good standing + 90-day transition</b></td><td>Buyback at <b>100% of FMV</b>. Unvested forfeited.</td></tr>
@ -507,7 +506,7 @@
  </table>
  <!-- EXECUTION -->
-  <div class="sig-block page-break">
+  <div class="sig-block">
    <h2 style="margin-top:0">Execution</h2>
    <p>The undersigned, being all of the Members of SnS Hospitality Group LLC, adopt and
    agree to this Operating Agreement as of the Effective Date first written above.</p>
@ -532,7 +531,7 @@
 <footer>
  Draft — Review with an Indiana-licensed attorney before signing.<br>
-  SnS Network Solutions Holdings LLC &bull; 759 Boxwood Drive, South Bend, IN 46614
+  SnS Network Solutions Holdings LLC &bull; 759 Boxwood Drive, South Bend, IN 46641
 </footer>
 </body>
--- a/businesses/sns-hospitality-group/docs/required-docs-and-compliance.md
+++ b/businesses/sns-hospitality-group/docs/required-docs-and-compliance.md
@ -1,112 +0,0 @@
 # SnS Hospitality Group LLC / The Daily Pour — Required Documents & Compliance Checklist
 **Entity:** SnS Hospitality Group LLC (DBA "The Daily Pour")
 **Parent:** SnS Network Solutions Holdings LLC (EIN 42-4099038)
 **State:** Indiana (St. Joseph County)
 **EIN:** 42-4288652
 **Formation date:** August 6, 2026
 **INBiz filing number:** 202608062026556
 **Principal office:** 759 Boxwood Dr, South Bend, IN 46614
 > This is the master list of documents/registrations needed to legally operate The Daily Pour,
 > plus recurring compliance obligations. This is a working checklist, not legal advice —
 > confirm specifics with the county health department, your CPA, and an attorney.
 ---
 ## Formation & Identity (one-time)
 | Item | Status | Source / Cost | Notes |
 |------|--------|---------------|-------|
 | Articles of Organization (INBiz) | ✅ Filed 08/06/2026 | INBiz — done | Save PDF to Drive → Legal/ |
 | EIN (Federal Tax ID) | ✅ 42-4288652 | IRS — free | Already obtained |
 | Operating Agreement (signed) | ⏳ Pending Kiowa's signature | Internal | See `docs/kiowa-partnership-agreement.html` |
 | DBA "The Daily Pour" | ⏳ TODO | St. Joseph County | File assumed business name |
 ---
 ## Certificate of Good Standing (order directly from the state — NOT from a solicitor)
 | Field | Detail |
 |-------|--------|
 | **What** | Indiana Certificate of Existence / Good Standing |
 | **Issued by** | Indiana Secretary of State (via INBiz) — the ONLY official source |
 | **Cost** | ~$26 online through INBiz (a mailed solicitation quoted $92.25 — do not use) |
 | **When needed** | Opening a business bank account, applying for loans/credit, registering as a foreign entity in another state (e.g. Southern Michigan expansion) |
 | **How** | Log into [INBiz](https://inbiz.in.gov) → your entity → Online Services → "Certificate of Existence" → pay by card → download |
 > ⚠️ **Scam note (Aug 2026):** Mail from "Business Document Center," "Business Poster Compliance,"
 > and "National Business Services" solicited $92–$98 fees for Good Standing / posters / EIN.
 > None are government agencies. Order Good Standing from INBiz, get the EIN from the IRS,
 > and download posters free (below). See `indiana-scam-notices.pdf` (this folder) for the flagged notices.
 ---
 ## Employer / Labor Law Requirements (before hiring the first employee)
 ### Labor Law Posters — REQUIRED once you have ≥1 employee
 | Field | Detail |
 |-------|--------|
 | **What** | Federal + Indiana state labor law posters displayed in a conspicuous workplace spot (breakroom / staff area of the trailer or commissary) |
 | **Covers** | Minimum wage, OSHA workplace safety, anti-discrimination (EEOC), workers' comp, unemployment insurance, FMLA (if applicable), Indiana-specific wage/leave notices |
 | **When required** | As soon as the Daily Pour employs anyone (the Location Manager / baristas) |
 | **Cost** | **FREE** — download and print |
 | **Official free sources** | Federal: [dol.gov/general/topics/posters](https://www.dol.gov/general/topics/posters) · Indiana: [in.gov/dol/employment-posters](https://www.in.gov/dol) (Indiana Dept. of Labor "required posters") |
 | **Do NOT** | Pay a private "poster compliance" company (solicited $97.58) — the posters are free from DOL |
 **Action:** Before the first hire — download the current federal + Indiana poster sets, print, and
 post them where staff can read them. Re-check annually (minimum wage / notices update).
 ### Other employer registrations (trigger: first hire)
 | Item | Status | Where |
 |------|--------|-------|
 | Indiana withholding tax registration | ⏳ TODO at first hire | INBiz / INTIME |
 | Unemployment insurance (SUTA) | ⏳ TODO at first hire | Indiana DWD (Uplink Employer) |
 | Workers' compensation insurance | ⏳ TODO at first hire | Via GL insurer (budgeted in business plan) |
 | New-hire reporting | ⏳ per hire | Indiana New Hire Reporting Center |
 ---
 ## Mobile Food Vendor / Operating Permits (before serving the public)
 | Item | Status | Issuer | Notes |
 |------|--------|--------|-------|
 | Mobile food establishment permit | ⏳ TODO | St. Joseph County Health Dept | Trailer plan review + inspection |
 | Commissary agreement | ⏳ TODO | Licensed commissary | Water fill / gray-water disposal, food storage |
 | Food handler / ServSafe manager cert | ⏳ TODO | ServSafe | At least one certified manager |
 | General liability insurance | ⏳ TODO | Insurer | Budgeted; required by most lot leases |
 | Commercial auto insurance | ⏳ TODO | Insurer | For towing the trailer |
 | Lot lease agreement(s) | ⏳ per location | Property owner | Kiowa negotiates ($500–750/mo) |
 | Fire / propane inspection | ⏳ TODO | Local fire marshal | If using propane |
 ---
 ## Recurring Obligations
 | Obligation | Frequency | Cost | Notes |
 |------------|-----------|------|-------|
 | Indiana Business Entity Report (BER) | Every 2 years, formation month (**August**) — first due **Aug 2028** | $32 | INBiz. Missing it = admin dissolution. Set reminder June 2028. |
 | Health department permit renewal | Annual (confirm w/ county) | TBD | Kiowa owns renewals |
 | Labor poster refresh | Annual / when notices change | Free | Re-download from DOL |
 | Insurance renewals (GL, auto, workers' comp) | Annual | Budgeted | |
 | Business licenses / lot leases | Per terms | Varies | Kiowa tracks lapses |
 | Federal/state tax filing | Annual (flows to returns) | CPA | Keep entity books separate |
 ---
 ## Where Things Live
 | What | Where |
 |------|-------|
 | Legal docs (Articles, EIN letter, signed OA, Good Standing) | Google Drive → Hospitality/Legal/ |
 | Permits & health dept records | Google Drive → Hospitality/Compliance/ |
 | Labor law posters (printed set + PDFs) | Drive → Hospitality/Compliance/Posters/ + physically posted in trailer |
 | This repo (working docs, drafts) | `businesses/sns-hospitality-group/` |
 | Passwords/secrets | Bitwarden |
 ---
 *Maintenance checklist, not legal advice. Confirm deadlines and requirements with the St. Joseph
 County Health Department, the Indiana DOL/DWD, your CPA, and an attorney.*
--- a/businesses/sns-hospitality-group/kiowa-partnership-agreement.html
+++ b/businesses/sns-hospitality-group/kiowa-partnership-agreement.html
@ -0,0 +1,539 @@
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  <div class="header">
    <h1>OPERATING AGREEMENT</h1>
    <div class="subtitle">SnS Hospitality Group LLC</div>
  </div>
  <div class="meta">
    <div><b>Entity:</b> SnS Hospitality Group LLC</div>
    <div><b>EIN:</b> 42-4288652</div>
    <div><b>Type:</b> Multi-Member LLC (Indiana)</div>
    <div><b>Parent:</b> SnS Network Solutions Holdings LLC (EIN 42-4099038)</div>
    <div><b>State filed:</b> Indiana (INBiz, 08/06/2026)</div>
    <div><b>Effective date:</b> August 6, 2026</div>
  </div>
  <!-- §1 -->
  <h2>1. Formation and Purpose</h2>
  <p>This Operating Agreement (the "Agreement") is entered into by the undersigned Members
  to govern the operations of <b>SnS Hospitality Group LLC</b> (the "Company"), a limited
  liability company organized under the Indiana Business Flexibility Act (Indiana Code
  § 23-18).</p>
  <p>The Company is formed to own, operate, and manage <b>mobile and trailer-based food and
  beverage ventures</b> across Northwest Indiana and Southern Michigan. The first venture
  is <b>"The Daily Pour"</b> — a fleet of drive-through coffee trailers deployed to
  high-traffic locations.</p>
  <p>The Members acknowledge that the Company's success depends on both <b>capital
  investment</b> (provided by Holdings) and <b>operational excellence, systems development,
  compliance management, and growth leadership</b> (provided by Kiowa). This Agreement is
  designed to fairly recognize and protect both forms of contribution.</p>
  <!-- §2 -->
  <h2>2. Members and Ownership</h2>
  <table>
    <tr><th>Member</th><th>Interest</th><th>Type</th></tr>
    <tr><td>SnS Network Solutions Holdings LLC ("Holdings")</td><td>75% minimum</td><td>Capital + control</td></tr>
    <tr><td>Kiowa Scott ("Kiowa") — service</td><td>Up to 15% (guaranteed, earned over time)</td><td>Vested through operational work</td></tr>
    <tr><td>Kiowa Scott ("Kiowa") — investment</td><td>Up to 10% (proportional to startup capital contributed)</td><td>Must invest at startup per venture. Formula: (contribution ÷ startup cost) × 100, capped at 10%.</td></tr>
  </table>
  <div class="callout callout-info">
    <b>Holdings never drops below 75%.</b> Kiowa's guaranteed path is 15% through service.
    An additional up to 10% is earned proportionally by investing working capital at
    startup — the more she contributes toward a venture's startup cost, the more
    investment equity she earns (capped at 10%). If she doesn't invest, the tranche may
    be offered to another investor at Holdings' discretion.
  </div>
  <!-- §3 -->
  <h2 class="page-break">3. Management</h2>
  <p>The Company shall be <b>Member-managed</b>. Holdings (represented by Samuel S. James)
  retains sole authority over all day-to-day operational decisions and capital deployment.</p>
  <h3>3.1 Holdings' Authority (Samuel S. James)</h3>
  <ul>
    <li>Capital expenditures and investment decisions</li>
    <li>Forming, acquiring, or dissolving ventures</li>
    <li>Opening and controlling bank accounts</li>
    <li>Approving new locations and expansion timing</li>
    <li>Hiring and removing the General Manager</li>
  </ul>
  <h3>3.2 Kiowa's Role — Operations Director</h3>
  <p>Kiowa serves as <b>Operations Director</b> — a strategic and administrative leadership
  role. Her responsibilities:</p>
  <ul>
    <li>Compliance — permits, licenses, health department filings, renewals</li>
    <li>Site selection — finding and securing high-traffic lot locations</li>
    <li>SOPs — building standard operating procedures and systems for scale</li>
    <li>Grant sourcing — identifying, applying for, and securing grants/funding</li>
    <li>Growth planning — expansion strategy, new market evaluation</li>
    <li>Legal/admin — formation paperwork, regulatory filings, insurance coordination</li>
    <li>Recruiting Location Managers — finding the right people to run each trailer</li>
  </ul>
  <h3>3.3 Location Manager (Per Trailer)</h3>
  <p>Each trailer is run by a <b>Location Manager</b> — the lead barista/operator who is
  empowered to handle day-to-day operations independently:</p>
  <ul>
    <li>Opening/closing the trailer</li>
    <li>Scheduling and managing their own support staff</li>
    <li>Vendor relationships and supply ordering</li>
    <li>Customer service and quality control</li>
    <li>Hiring part-time support for their location</li>
  </ul>
  <p>The Location Manager runs their trailer. They are NOT managed by a General Manager —
  they report directly to Sam and Kiowa as co-founders.</p>
  <h3>3.4 Shared Founder Responsibility — Escalations</h3>
  <p>Sam and Kiowa <b>share responsibility</b> for issues the Location Manager cannot
  resolve on their own, including:</p>
  <ul>
    <li>Equipment failure (generator, espresso machine, refrigeration)</li>
    <li>Infrastructure issues (power outage, leaks, internet/network down)</li>
    <li>Lease/landlord disputes</li>
    <li>Major staffing issues (Location Manager quits, needs to be replaced)</li>
    <li>Any situation requiring capital expenditure or legal action</li>
  </ul>
  <p>Either founder may handle an escalation. Neither founder is solely responsible for
  day-to-day store operations — that is the Location Manager's job.</p>
  <h3>3.5 Major Decisions Requiring Mutual Consent</h3>
  <p>The following decisions require the <b>written consent of both Members</b> (Holdings
  AND Kiowa), regardless of ownership percentage:</p>
  <ul>
    <li>Selling or merging the Company (or any material portion of its assets)</li>
    <li>Dissolving the Company</li>
    <li>Issuing new equity that would dilute any Member's <b>vested</b> interest</li>
    <li>Amending this Operating Agreement</li>
  </ul>
  <p>All other business decisions remain under Holdings' authority per §3.1.</p>
  <!-- §4 -->
  <h2 class="page-break">4. Equity Vesting — Service Grant (15%)</h2>
  <p>Each venture Kiowa participates in earns her equity in the Hospitality Group:</p>
  <table>
    <tr><th>Grant</th><th>Amount</th><th>When</th></tr>
    <tr><td>Formation grant</td><td>5%</td><td>Vests immediately upon venture formation (Articles filed)</td></tr>
    <tr><td>Service grant (Q1)</td><td>2.5%</td><td>3 months from Opening Date</td></tr>
    <tr><td>Service grant (Q2)</td><td>2.5%</td><td>6 months from Opening Date</td></tr>
    <tr><td>Service grant (Q3)</td><td>2.5%</td><td>9 months from Opening Date</td></tr>
    <tr><td>Service grant (Q4)</td><td>2.5%</td><td>12 months from Opening Date</td></tr>
    <tr><td><b>Total</b></td><td><b>15%</b></td><td>Fully vested after 12 months of active service</td></tr>
  </table>
  <ul>
    <li><b>Opening Date</b> = first day of revenue-generating operations</li>
    <li>Each venture has its own independent vesting schedule</li>
    <li>Total cumulative service equity is <b>capped at 15%</b></li>
  </ul>
  <!-- §5 -->
  <h2>5. Investment Equity (Up to 10%, Proportional)</h2>
  <p>For each venture, Kiowa may earn up to an <b>additional 10% Membership Interest</b> by
  contributing working capital at startup. The investment equity is <b>proportional</b> to
  her contribution relative to the venture's total startup cost:</p>
  <div class="callout callout-info">
    <b>Formula:</b> Investment Equity % = (Kiowa's capital contribution ÷ total venture startup cost) × 100, <b>capped at 10%.</b>
  </div>
  <table>
    <tr><th>Venture Startup Cost</th><th>Kiowa Invests</th><th>% of Startup</th><th>Investment Equity</th><th>+ Service (12 mo)</th><th>Her Total</th></tr>
    <tr><td>$50,000</td><td>$5,000</td><td>10%</td><td>10%</td><td>15%</td><td><b>25%</b></td></tr>
    <tr><td>$50,000</td><td>$2,500</td><td>5%</td><td>5%</td><td>15%</td><td><b>20%</b></td></tr>
    <tr><td>$50,000</td><td>$1,000</td><td>2%</td><td>2%</td><td>15%</td><td><b>17%</b></td></tr>
    <tr><td>$50,000</td><td>$0</td><td>0%</td><td>0%</td><td>15%</td><td><b>15%</b></td></tr>
  </table>
  <ul>
    <li><b>Timing:</b> Investment must be made <b>at startup</b> (before or at the Opening Date). No retroactive buy-in after operations begin.</li>
    <li><b>Per venture:</b> Each trailer/venture has its own startup cost and its own investment opportunity. Investing in T-00 does not carry over to T-01.</li>
    <li><b>Cap:</b> Investment equity is capped at 10% regardless of how much Kiowa contributes — she cannot buy more than 10% per venture.</li>
    <li><b>Vests immediately:</b> Investment equity vests on the date funds are received by the Company. No time-based vesting.</li>
    <li><b>Holdings minimum preserved:</b> Holdings never drops below 75%.</li>
    <li><b>If Kiowa does not invest:</b> the investment tranche remains available to a third-party investor under the same proportional formula, at Holdings' discretion.</li>
  </ul>
  <!-- §6 -->
  <h2 class="page-break">6. Grant Finder's Fee</h2>
  <p>If Kiowa identifies, applies for, and secures a <b>grant</b> (non-repayable funding —
  government, foundation, or private grant money) for any venture under the Hospitality
  Group:</p>
  <ul>
    <li>Kiowa receives <b>7.5% of the total grant amount</b> as a one-time lump sum</li>
    <li>Payment is due within <b>14 days</b> of the grant funds hitting the Company's bank account</li>
    <li>This fee is in addition to (not instead of) her equity and distributions</li>
    <li>"Grant" means money the Company does not have to repay — loans, lines of credit, and investor capital do not qualify</li>
  </ul>
  <!-- §7 -->
  <h2>7. Departure Buyback (Before 10 Trailers)</h2>
  <div class="callout callout-warn">
    <b>If Kiowa departs before all 10 Daily Pour trailers are operational</b> — she is
    required to sell her vested interest back to Holdings. The buyback price depends on
    how she leaves.
  </div>
  <h3>7.1 Tiered Buyback Pricing</h3>
  <table>
    <tr><th>Departure Type</th><th>Buyback Price</th></tr>
    <tr><td><b>Good standing + 90-day transition</b> (helps onboard replacement, documents systems, hands off cleanly)</td><td><b>100% of FMV</b></td></tr>
    <tr><td><b>Good standing, immediate departure</b> (no transition, but no misconduct)</td><td><b>75% of FMV</b></td></tr>
    <tr><td><b>Abandonment</b> (no notice, 30+ days unresponsive, no communication)</td><td><b>50% of FMV</b></td></tr>
    <tr><td><b>For Cause</b> (fraud, theft, intentional misconduct — see §8)</td><td><b>$0 — full forfeiture</b></td></tr>
  </table>
  <p><b>FMV definition:</b> Net asset value (total assets − total liabilities) × Kiowa's
  vested ownership percentage, as determined by the Company's most recent quarterly books.
  If disputed, an independent third-party valuation at shared cost.</p>
  <p><b>Payment terms:</b> Lump sum within 90 days of the departure date, or a 12-month
  installment plan at Holdings' election.</p>
  <p><b>Unvested portion:</b> Any unvested equity at the time of departure is forfeited
  automatically — reverts to Holdings at no cost, regardless of departure type.</p>
  <h3>7.2 Trigger Events</h3>
  <ul>
    <li>Voluntary resignation from operational role</li>
    <li>Failure to fulfill responsibilities (per §7.3) after notice and cure period</li>
    <li>Removal for cause (see §8 — Forfeiture for Cause)</li>
    <li>Mutual written agreement to part ways</li>
  </ul>
  <h3>7.3 Performance Standards (Outcome-Based)</h3>
  <p>Instead of hourly commitments, Kiowa's performance is measured by outcomes:</p>
  <ul>
    <li>All permits and licenses are current (no lapses)</li>
    <li>All operational locations are staffed and open per schedule</li>
    <li>Quarterly financial reports delivered within 30 days of quarter-end</li>
    <li>Expansion milestones progressing per the agreed growth plan</li>
    <li>SOPs documented and maintained for each venture</li>
  </ul>
  <p>If Kiowa is not meeting these outcomes, the following process applies:</p>
  <ol>
    <li><b>Written notice</b> from Holdings specifying the deficiency</li>
    <li><b>30-day cure period</b> for Kiowa to resolve the issue (where the issue is curable)</li>
    <li>If not resolved → <b>30-day mediation</b> (both parties select a neutral mediator)</li>
    <li>If mediation fails → <b>binding arbitration</b> in St. Joseph County, Indiana</li>
  </ol>
  <p>Only after this process is exhausted may Holdings invoke the buyback. No buyback may
  be triggered on the basis of a performance issue without completing the notice + cure +
  mediation steps above.</p>
  <!-- §8 -->
  <h2 class="page-break">8. Forfeiture for Cause</h2>
  <div class="callout callout-warn">
    <b>If Kiowa violates any law or is found to have misappropriated any terms of this
    Agreement, she forfeits ALL rights — including all vested and unvested equity — in
    the Company.</b>
  </div>
  <h3>8.1 Triggering Violations (Serious Misconduct Only)</h3>
  <p>Forfeiture for Cause is triggered <b>only</b> by intentional, serious misconduct:</p>
  <ul>
    <li><b>Fraud or theft</b> — any act of fraud, embezzlement, or theft against the Company, its Members, employees, customers, or vendors</li>
    <li><b>Misuse of company funds</b> — unauthorized withdrawals, personal use of business accounts, falsified expenses, or deliberate diversion of revenue</li>
    <li><b>Misuse of company assets</b> — unauthorized sale or encumbrance of company property, equipment, or intellectual property</li>
    <li><b>Intentional disclosure of private data</b> — deliberate unauthorized sharing of Social Security Numbers, EIN information, financial account details, trade secrets, or any information protected under the NDA</li>
    <li><b>Criminal conduct</b> — conviction of or plea to any felony, or any misdemeanor involving dishonesty or fraud, in connection with her role</li>
    <li><b>Intentional material breach</b> of this Agreement or the NDA</li>
  </ul>
  <p><b>What does NOT trigger forfeiture:</b> Performance issues, honest mistakes,
  negligence, circumstances outside Kiowa's control, or disagreements between Members.
  These are handled through the notice/cure/mediation process in §7.3, potentially
  leading to a buyback — not forfeiture.</p>
  <h3>8.2 Consequences of Forfeiture for Cause</h3>
  <ul>
    <li><b>All equity forfeited</b> — both vested and unvested Membership Interest reverts to Holdings immediately, at no cost to Holdings</li>
    <li><b>Distributions cease</b> — Kiowa receives only distributions already earned and unpaid through the current quarter at the time of forfeiture. No future distributions.</li>
    <li><b>Permanent removal</b> — Kiowa is permanently removed from the Company and all ventures under the Hospitality Group. No reinstatement.</li>
    <li><b>No buyback payment</b> — unlike the §7 departure buyback, forfeiture for cause results in zero compensation for the forfeited equity</li>
    <li><b>Additional remedies preserved</b> — forfeiture does not limit Holdings' right to pursue legal action for damages, injunctive relief, or criminal referral as applicable</li>
  </ul>
  <h3>8.3 Determination Process</h3>
  <p>Holdings shall provide Kiowa <b>written notice</b> of the alleged violation, specifying
  the conduct at issue and the evidence supporting the claim. Kiowa has <b>15 calendar
  days</b> to respond in writing. If the parties cannot resolve the matter within 15 days
  of Kiowa's response, either party may submit the dispute to <b>binding arbitration</b>
  in St. Joseph County, Indiana, under Indiana law. Forfeiture does not take effect until
  either (a) Kiowa acknowledges the violation in writing, or (b) an arbitrator rules in
  Holdings' favor.</p>
  <!-- §9 -->
  <h2 class="page-break">9. After 10 Trailers Are Complete</h2>
  <div class="callout callout-success">
    <b>The mandatory buyback (§7) expires.</b> The fleet is built. The deal is honored.
  </div>
  <h3>9.1 If She Keeps Working</h3>
  <p>Full equity, full distributions, full management authority. Business as usual.</p>
  <h3>9.2 If She Stops Working</h3>
  <ul>
    <li><b>Retains all vested equity</b> as a passive member (economic rights only)</li>
    <li><b>Loses management authority</b> — no decisions, no signing power, no operational role</li>
    <li><b>Dilution:</b> Holdings will hire a W-2 operations manager to replace her role.
      That salary is a company expense reducing distributable profit. Holdings may also
      issue new equity from its 75%+ position to incentivize the replacement, diluting
      Kiowa's percentage over time. She accepts this dilution as a consequence of stepping back.</li>
    <li><b>No forced buyback</b> — she keeps what she earned</li>
  </ul>
  <h3>9.3 Right of First Refusal — Post-Completion Sale</h3>
  <p>If Kiowa decides to <b>sell</b> her vested interest after the 10 trailers are complete:</p>
  <table>
    <tr><th>Term</th><th>Detail</th></tr>
    <tr><td>Who buys first?</td><td>Holdings gets <b>first right to purchase</b></td></tr>
    <tr><td>Price (good standing, all ventures excelling)</td><td><b>100% of FMV</b> — Holdings matches fair market value when all businesses are performing and the departure is amicable</td></tr>
    <tr><td>Price (if any venture is declining)</td><td><b>85% of FMV</b> — reduced to reflect transition risk when performance is mixed</td></tr>
    <tr><td>Decision window</td><td>60 days from written notice</td></tr>
    <tr><td>If Holdings passes</td><td>Kiowa may sell to a third party — but the buyer must be <b>approved by Holdings</b>. No sale to any party Holdings does not consent to.</td></tr>
    <tr><td>Third-party price floor</td><td>Kiowa cannot sell to a third party at a price lower than what Holdings was offered</td></tr>
    <tr><td>Partial sales</td><td>Same terms apply — Holdings' ROFR covers partial sales too</td></tr>
  </table>
  <!-- §10 -->
  <h2>10. Distributions</h2>
  <ul>
    <li>Distributions of available profit are made to Members <b>pro rata</b> in proportion
      to their vested Membership Interest</li>
    <li>The <b>formation grant (5%)</b> earns distributions from the Formation Date forward</li>
    <li><b>Service tranches</b> earn distributions only once vested — unvested tranches do not participate</li>
    <li>Timing and amounts are determined by Holdings, subject to the Company's financial
      obligations and applicable law</li>
    <li>The Company may not make a distribution that would render it unable to pay its debts as they come due</li>
  </ul>
  <!-- §11 -->
  <h2 class="page-break">11. Capital Contributions</h2>
  <ul>
    <li><b>Holdings:</b> Provides all capital required for trailer acquisition, buildout,
      equipment, and initial operating expenses (~$35,000 per unit). Capital calls are
      at Holdings' sole discretion.</li>
    <li><b>Kiowa (service equity):</b> No capital contribution required. Her 15% is
      earned through operational work.</li>
    <li><b>Kiowa (investment equity):</b> Up to 10% of the venture's total startup cost,
      contributed at startup. Earns proportional investment equity per §5.</li>
  </ul>
  <!-- §12 -->
  <h2>12. Bank Accounts, Books, and Records</h2>
  <ul>
    <li>The Company shall maintain <b>its own bank account(s)</b>, separate from Holdings'
      accounts, any Member's personal accounts, and any individual venture's accounts</li>
    <li>Accurate books and records shall be maintained and made available to all Members</li>
    <li>Quarterly financial reports (revenue, expenses, net profit, distributions) shall
      be provided to all Members within 30 days of quarter-end</li>
  </ul>
  <!-- §13 -->
  <h2>13. Tax Treatment</h2>
  <p>As a multi-member LLC, the Company is treated as a <b>partnership</b> for U.S. federal
  income tax purposes. Each Member reports their proportionate share of income/expense on
  their individual return via Schedule K-1. The Company will file Form 1065 annually.</p>
  <ul>
    <li><b>Kiowa's service equity</b> is intended to qualify as a <b>profits interest</b>
      under Rev. Proc. 93-27 / 2001-43 (no taxable income on grant)</li>
    <li><b>Section 83(b) election:</b> Kiowa should file within 30 days of each grant date.
      This is a hard IRS deadline with no extensions.</li>
    <li><b>Fiscal year:</b> Calendar year (January 1 – December 31)</li>
  </ul>
  <!-- §14 -->
  <h2>14. Confidentiality</h2>
  <p>Kiowa's access to personal information, business data, trade secrets, and proprietary
  information is governed by a separate <b>Non-Disclosure Agreement</b>. The NDA applies
  regardless of Kiowa's membership status and survives termination of this Agreement.
  Violation of the NDA constitutes grounds for Forfeiture for Cause under §8.</p>
  <!-- §15 -->
  <h2>15. Amendments</h2>
  <p>This Agreement may be amended only by a <b>written instrument signed by all Members</b>.
  Amendments are effective on the date stated in the amendment.</p>
  <!-- §16 -->
  <h2>16. Dissolution</h2>
  <p>The Company shall continue in perpetuity unless dissolved by:</p>
  <ul>
    <li>The written consent of <b>both Members</b> (per §3.3); or</li>
    <li>Operation of Indiana law.</li>
  </ul>
  <p><b>Notice:</b> Holdings shall provide Kiowa a minimum of <b>90 days written notice</b>
  before any dissolution. Kiowa continues earning distributions through the notice period.</p>
  <p>Upon dissolution, the Company's assets shall be applied first to creditors (including
  any Member, if owed), then distributed to the Members pro rata in proportion to their
  vested Membership Interests, after which Articles of Dissolution shall be filed with
  the Indiana Secretary of State.</p>
  <!-- §17 -->
  <h2>17. Governing Law and Disputes</h2>
  <p>This Agreement is governed by the laws of the <b>State of Indiana</b>. Any dispute
  arising under this Agreement that cannot be resolved by the Members within 30 days
  shall be submitted to binding arbitration in St. Joseph County, Indiana, under Indiana
  law.</p>
  <!-- §18 -->
  <h2 class="page-break">18. Exit Scenarios — Summary</h2>
  <table>
    <tr><th>Scenario</th><th>Outcome</th></tr>
    <tr><td>Leaves before 10 trailers — <b>good standing + 90-day transition</b></td><td>Buyback at <b>100% of FMV</b>. Unvested forfeited.</td></tr>
    <tr><td>Leaves before 10 trailers — <b>good standing, no transition</b></td><td>Buyback at <b>75% of FMV</b>. Unvested forfeited.</td></tr>
    <tr><td>Leaves before 10 trailers — <b>abandonment</b></td><td>Buyback at <b>50% of FMV</b>. Unvested forfeited.</td></tr>
    <tr><td><b>Forfeiture for Cause</b> (fraud/theft/intentional misconduct)</td><td>ALL equity forfeited. $0. Permanent removal.</td></tr>
    <tr><td>Stays through 10 trailers, <b>keeps working</b></td><td>Full equity, full distributions, full authority.</td></tr>
    <tr><td>Stays through 10 trailers, <b>stops working</b></td><td>Keeps equity (passive), loses authority, accepts dilution.</td></tr>
    <tr><td>Stays through 10 trailers, <b>wants to sell (all ventures excelling)</b></td><td>Holdings buys at <b>100% FMV</b>. Must approve any third-party buyer.</td></tr>
    <tr><td>Stays through 10 trailers, <b>wants to sell (any venture declining)</b></td><td>Holdings buys at <b>85% FMV</b>. Must approve any third-party buyer.</td></tr>
  </table>
  <!-- §19 -->
  <h2>19. Definitions</h2>
  <table>
    <tr><th>Term</th><th>Meaning</th></tr>
    <tr><td>"Company"</td><td>SnS Hospitality Group LLC</td></tr>
    <tr><td>"Holdings"</td><td>SnS Network Solutions Holdings LLC (sole member represented by Samuel S. James)</td></tr>
    <tr><td>"Kiowa"</td><td>Kiowa Scott</td></tr>
    <tr><td>"Formation Date"</td><td>Date Articles of Organization filed with Indiana Secretary of State</td></tr>
    <tr><td>"Opening Date"</td><td>Date the venture begins revenue-generating operations</td></tr>
    <tr><td>"FMV" (Fair Market Value)</td><td>Net asset value (total assets − total liabilities) × Member's ownership percentage</td></tr>
    <tr><td>"Grant"</td><td>Non-repayable funding (government, foundation, or private grant). Loans and investor capital do not qualify.</td></tr>
    <tr><td>"For Cause"</td><td>Any triggering violation listed in §8.1</td></tr>
  </table>
  <!-- EXECUTION -->
  <div class="sig-block page-break">
    <h2 style="margin-top:0">Execution</h2>
    <p>The undersigned, being all of the Members of SnS Hospitality Group LLC, adopt and
    agree to this Operating Agreement as of the Effective Date first written above.</p>
    <p style="margin-top:28px;font-weight:700;color:var(--navy)">MEMBER — SnS Network Solutions Holdings LLC (75%+)</p>
    <div class="sig-line"></div>
    <div class="sig-label">Signature</div>
    <p><b>Printed name:</b> Samuel S. James</p>
    <p><b>Title:</b> Sole Member, SnS Network Solutions Holdings LLC</p>
    <div class="sig-line" style="width:35%"></div>
    <div class="sig-label">Date</div>
    <p style="margin-top:28px;font-weight:700;color:var(--navy)">MEMBER — Kiowa Scott (up to 25%)</p>
    <div class="sig-line"></div>
    <div class="sig-label">Signature</div>
    <p><b>Printed name:</b> Kiowa Scott</p>
    <div class="sig-line" style="width:35%"></div>
    <div class="sig-label">Date</div>
  </div>
 </div>
 <footer>
  Draft — Review with an Indiana-licensed attorney before signing.<br>
  SnS Network Solutions Holdings LLC &bull; 759 Boxwood Drive, South Bend, IN 46614
 </footer>
 </body>
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