chore: complete business planning repository migration

- Network: GL-X3000 Spitz AX (5G+WiFi6), GMKtec G11 (Fedora WS+VyOS+Podman), TP-Link TL-SG208PE (PoE), Marquis cameras, ULTRALOQ, UPS
- Removed: MikroTik CRS112, MikroTik wAP ax, ZOSI NVR, AirTag (insurance covers theft)
- Added: T-00/network/README.md (full config outline, VLANs, firewall rules, fleet scaling, Jitsi)
- Updated: materials.csv with final networking BOM (,041)
- Added: supplier-research.html (CiboWares official, Bendix, GFS, Dean Supply)
- Added: purchase-pricing.csv (per-unit costs + 600% markup grid)
- Updated: business-plan.html (8/hr manager, ,240 PT, local sourcing 75%, high-traffic focus)
- Updated: corporate structure (removed Indian food truck)
- Kiowa meeting agenda updated (Flagstar/USDA closed, EASSI added)

.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.

.gitea/workflows/ci.yaml

@@ -0,0 +1,12 @@
+name: CI
+on: [pull_request]
+jobs:
+  check:
+    runs-on: ubuntu-latest
+    steps:
+      - uses: actions/checkout@v4
+      - uses: actions/setup-python@v5
+        with:
+          python-version: '3.11'
+      - run: pip install -r requirements.txt 2>/dev/null || true
+      - run: find . -name '*.py' -exec python -m py_compile {} +

.gitignore

@@ -19,3 +19,9 @@ vault-password*
 .DS_Store
 Thumbs.db
 *.swp
+*:Zone.Identifier
+
+# Generated/downloaded artifacts
+__pycache__/
+*.py[cod]
+*.deb

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
+<entity>/
+├── 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.

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
+This repo holds the **parent-company identity, legal structure, businesses,
-divisions**. Each division becomes its own repo (with its own legal + insurance
+products, infrastructure, project data, and internal AI configuration**. Business
-paperwork) as it launches. Business #1, **SNS Infrastructure**, is active.
+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
+├── businesses/             Holding company and subsidiary working areas
-│   ├── sns-infrastructure.md      + six division briefs
+│   ├── 00-holdings/
-│   ├── legal-structure.md         Indiana holding-company formation plan
+│   ├── sns-creatives-llc/
-│   └── investment-research.md     Owner investment research (reference)
+│   ├── sns-hospitality-group/
-└── businesses/             Working area — holding company + subsidiaries; each is repo-ready
+│   ├── sns-properties-llc/
-    ├── 00-sns-holding/     Parent holding company (owns the brand + all subsidiaries)
+│   └── sns-technology-group/
-    ├── 01-infrastructure/  ACTIVE — hiring, comp, cash-flow, branding, todo
+├── infra/                  Networking, support, and digital infrastructure
-    ├── 02-secure/          Planned
+├── plane-projects/         Plane project schemas and work-item exports
-    ├── 03-support/         Planned
+├── products/               Product-specific implementation and planning
-    ├── 04-systems/         Planned
+├── scripts/                Repository utility scripts
-    ├── 05-cloud/           Planned
+└── docs/                   Shared coding and operating standards
-    ├── 06-web/             Planned
-    └── 07-software/        Planned
 ```
 
 ## 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)
+- **`businesses/`** = legal-entity working areas, including corporate, operational,
-  milestones. Directories are **numbered by importance**; each folder is self-contained
+  financial, product, and branding material. Keep entity boundaries explicit.
-  so it can lift out into its own repo when the division launches.
+- **`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

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 <owner>/<repo>` (drops it into the skills dir),
   or clone and copy its `SKILL.md` into `skills/<name>/`.

businesses/00-holdings/.claude/settings.local.json

@@ -0,0 +1,8 @@
+{
+  "permissions": {
+    "allow": [
+      "Bash(pdftotext operations_agreement_review.pdf -)",
+      "Bash(pdftotext \"certificate-of-organization.pdf\" -)"
+    ]
+  }
+}

businesses/00-holdings/docs/REMINDERS.md

@@ -0,0 +1,140 @@
+# SnS Network Solutions Holdings LLC — Compliance & Maintenance Reminders
+
+**Entity:** SnS Network Solutions Holdings LLC
+**State:** Indiana (St. Joseph County)
+**EIN:** 42-4099038
+**Formation date:** July 27, 2026
+**Registered agent:** Samuel S. James, 759 Boxwood Drive, South Bend, IN 46641
+**Admin domain:** snsnetworksolutions.net
+**Tools:** Google Workspace (Drive, Docs, Sheets, Calendar)
+
+---
+
+## Annual / Recurring Obligations
+
+### 1. Business Entity Report (every 2 years)
+
+| Field | Detail |
+|-------|--------|
+| **What** | Indiana Business Entity Report |
+| **Due** | Every 2 years, in your formation anniversary month (**July**) |
+| **First due** | **July 2028** |
+| **Cost** | $32 online |
+| **Where** | [INBiz](https://inbiz.in.gov) → My Filings → File a Report |
+| **Consequence of missing** | Administrative dissolution — the LLC ceases to exist in the eyes of the state |
+
+**How to file:**
+1. Log into INBiz (your account is already set up — see `inbiz-account-setup.md`)
+2. Navigate to your entity: SnS Network Solutions Holdings LLC
+3. Click "File a Report"
+4. Confirm: registered agent name/address, principal office, member name
+5. Pay $32 (card)
+6. Save the confirmation receipt to Google Drive → `Holdings/Compliance/`
+
+**Calendar reminder:** Set for June 1 of every even year (2028, 2030, 2032…) — gives you a full month buffer before the July deadline.
+
+---
+
+### 2. Registered Agent Obligation (ongoing)
+
+You are your own registered agent. This means:
+
+- You must be **available at 759 Boxwood Drive during normal business hours** to accept service of process (legal papers, state correspondence)
+- If you move, travel extended periods, or can't reliably be there — **appoint a commercial registered agent** ($100–300/yr) and update INBiz within 30 days of the change
+
+**If your address changes:**
+1. INBiz → entity → "Change of Registered Agent/Office"
+2. Update this document
+3. Update the Operating Agreement (§2)
+
+---
+
+### 3. Tax Filing (annual)
+
+| Field | Detail |
+|-------|--------|
+| **Federal** | As a single-member LLC, the entity is **disregarded** — report on your personal 1040 (Schedule C or Schedule E depending on activity) |
+| **Indiana state** | Indiana does not have a separate LLC annual tax/franchise tax. Your LLC income flows to your personal Indiana IT-40. |
+| **Due** | April 15 (same as personal return) — or extension deadline (October 15) |
+
+**When this changes:**
+- If you elect S-corp treatment → Form 1120-S due March 15 + K-1 to yourself
+- If you add members → partnership return (Form 1065) due March 15
+
+**For now:** Nothing extra to file. Your CPA handles it with your personal return. Just keep Holdings income/expenses tracked separately (even if $0).
+
+---
+
+### 4. Bookkeeping (ongoing — even if $0)
+
+Maintain a separate ledger for Holdings, even if nothing flows through it yet. This proves the entity is real and separate from you personally.
+
+**Minimum:**
+- Dedicated bank account (no personal transactions through it)
+- Track: any capital contributions, any distributions, any expenses (filing fees, LegalShield, domain renewal)
+- Year-end: produce a simple P&L and balance sheet (even if it's $32 filing fee and $0 revenue)
+
+**Tool:** Google Sheets → `Holdings/Financials/` — one sheet per year is fine until there's real volume.
+
+---
+
+### 5. Domain Renewal
+
+| Domain | Registrar | Renews | Cost |
+|--------|-----------|--------|------|
+| snsnetworksolutions.net | TBD — confirm | TBD — confirm | ~$12–15/yr |
+
+**Action:** Confirm the registrar and renewal date. Set a calendar reminder 30 days before expiry. Consider enabling auto-renew.
+
+---
+
+## One-Time Items (do once, then done)
+
+| Item | Status | Notes |
+|------|--------|-------|
+| Sign the Operating Agreement | **TODO** | Print, sign, date, scan to Drive `Holdings/Legal/` |
+| Open Holdings bank account | **TODO** | Bring: EIN letter (CP 575 G) + signed OA + certificate of organization |
+| Store formation docs in Drive | **TODO** | Certificate of org, EIN letter, signed OA, INBiz receipt → `Holdings/Legal/` |
+| Set calendar reminders | **TODO** | BER (June 1, 2028), domain renewal, LegalShield renewal |
+
+---
+
+## Subsidiary Formation Checklist (repeat per sub)
+
+When you form a new subsidiary under Holdings:
+
+1. Confirm name on INBiz
+2. File Articles of Organization ($95) — list Holdings LLC as sole member
+3. Get EIN for the sub (IRS online, free)
+4. Draft subsidiary operating agreement — Holdings as sole member
+5. Open subsidiary bank account (separate from Holdings and personal)
+6. Record the subsidiary in Holdings' decision log
+7. Set the sub's own BER reminder (2 years from its formation month)
+
+---
+
+## Key Dates Summary
+
+| Date | Event | Action |
+|------|-------|--------|
+| July 27, 2026 | Formation | Done ✅ |
+| **June 1, 2028** | BER reminder fires | File report on INBiz ($32) before end of July 2028 |
+| **July 2028** | BER deadline | Must be filed or entity faces admin dissolution |
+| Every 2 years after | BER | Repeat |
+| April 15 annually | Tax (personal return includes Holdings) | CPA handles — just provide the separate Holdings ledger |
+
+---
+
+## Where Things Live
+
+| What | Where |
+|------|-------|
+| 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/` |
+| Passwords/secrets | Bitwarden |
+
+---
+
+*This is a maintenance checklist, not legal advice. Confirm deadlines with your CPA and attorney.*

businesses/00-holdings/docs/inbiz-account-setup.md

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+# INBiz Account Registration — Answers on File
+
+Answers given during the INBiz account onboarding survey (not part of the
+actual Articles of Organization filing — this is the site's account setup
+questionnaire). Recorded here so the same answers can be reused/checked for
+consistency when registering future subsidiaries under the same INBiz account.
+
+**Date:** 2026-07-27
+
+| # | Question | Answer |
+|---|----------|--------|
+| 1 | What is your role? | Business Owner |
+| 2 | Primary reason for visiting INBiz? | Start a Business |
+| 3 | Which state services are you most interested in? | Start a Business (Register a business, Obtain Tax ID/FEIN) |
+| 4 | Size of business (number of employees)? | 0 — Holding company has no employees; it does no operating/client work (see `docs/operating-agreement.md` §1) |
+| 5 | Industry / NAICS code? | 551112 — Offices of Other Holding Companies |
+| 6 | Are you an Indiana resident? | Yes — St. Joseph County |

businesses/00-holdings/docs/kiowa-equity-framework.md

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+# 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.]`

businesses/00-holdings/docs/legal-services.md

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+# Legal Services — On File
+
+**Provider:** LegalShield
+**Plan:** Legal Small Business Basic
+**Membership #:** 10179059992
+**Cost:** $59.95/mo
+**Enrolled:** 2026-07-27
+
+## Use this for
+The attorney-review items flagged throughout `docs/operating-agreement.md` /
+`docs/operating-agreement.html` — currently:
+- §8 Tax Treatment (classification across parent + subsidiaries)
+- §9 Liability and Indemnification (scope/exceptions)
+- §10 Succession on Death or Incapacity (successor order, age-40 conditions, trust
+  structure, Durable Power of Attorney)
+- §11 Transfer of Membership Interest (economic vs. management rights, security
+  interests, single-member status)
+
+Also the intended channel for the estate-planning side of §10 (will/trust naming
+Ethan and Micah's age-40 condition, trustee designation) — confirm whether the
+Small Business Basic plan covers estate planning or whether that needs a separate
+LegalShield add-on / referral.

businesses/00-holdings/docs/nda-formation-partner.md

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+# 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: ______________________________________
+
+<br>
+
+**RECEIVING PARTY**
+
+Signature: ______________________________________
+
+Printed name: **`Kiowa Scott`**
+
+Date: ______________________________________
+
+<br>
+
+*Prepared as a working draft. Review with an Indiana-licensed attorney (e.g., via
+LegalShield — see `legal-services.md`) before either party signs.*

businesses/00-holdings/docs/operating-agreement.html

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+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>Operating Agreement — SnS Network Solutions Holdings LLC</title>
+<style>
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+</head>
+<body>
+
+<div class="doc">
+
+  <div class="letterhead">
+    <div class="doctitle">
+      <h1>OPERATING AGREEMENT</h1>
+      <div class="entity">SnS Network Solutions Holdings LLC</div>
+    </div>
+  </div>
+
+  <div class="meta-bar">
+    <div><b>Entity type:</b> Single-Member LLC</div>
+    <div><b>State of formation:</b> Indiana</div>
+    <div><b>EIN:</b> 42-4099038</div>
+    <div><b>Effective date:</b> July 28, 2026</div>
+  </div>
+
+  <h2>1. Formation and Purpose</h2>
+  <p>This Operating Agreement (the "Agreement") is entered into by the undersigned sole
+  Member, <b>Samuel S. James</b> (the "Member"), to govern the operations of
+  <b>SnS Network Solutions Holdings LLC</b>, a limited liability company organized under
+  the Indiana Business Flexibility Act (Indiana Code § 23-18).</p>
+  <p>The Company is organized as a long-term holding company whose purpose is to acquire,
+  own, manage, protect, and preserve ownership interests in subsidiary companies,
+  intellectual property, real property, investments, and other business assets. The Company
+  exists to provide centralized ownership, governance, and long-term stewardship of its
+  affiliated enterprises.</p>
+  <p>The Company is formed to act as a <b>holding company</b>. Its primary purpose is to own,
+  manage, and oversee its subsidiary entities and other business interests. The Company
+  is not intended to engage in operating or client-facing business, and the Member shall
+  conduct the Company's affairs so that any direct operating activities remain incidental
+  to the Company's primary purpose as a holding company.</p>
+
+  <h2>2. Registered Office and Registered Agent</h2>
+  <ul>
+    <li><b>Principal office:</b> 759 Boxwood Drive, South Bend, IN 46641</li>
+    <li><b>Registered agent:</b> Samuel S. James, serving as his own registered agent.</li>
+    <li><b>Registered office address:</b> 759 Boxwood Drive, South Bend, IN 46641</li>
+  </ul>
+  <p>The Member may change the principal office or registered agent at any time, consistent
+  with Indiana filing requirements.</p>
+
+  <h2>3. Member and Ownership</h2>
+  <p>The sole Member of the Company is <b>Samuel S. James</b>, who holds <b>100%</b> of the
+  Membership Interest. As the only member, the Member is entitled to all allocations,
+  distributions, and voting rights of the Company.</p>
+
+  <h2>4. Management</h2>
+  <p>The Company shall be <b>Member-managed</b>. The Member has full and exclusive authority
+  to make all decisions regarding the Company's business, including, without limitation:</p>
+  <ul>
+    <li>Forming, acquiring, financing, and managing subsidiary entities;</li>
+    <li>Opening and controlling bank and financial accounts;</li>
+    <li>Entering into contracts and acquiring, owning, licensing, protecting, assigning, and
+      managing trademarks, service marks, trade names, domain names, copyrights, software,
+      proprietary systems, trade secrets, patents, marketing assets, branding, and other
+      intellectual property or business assets for itself or any subsidiary;</li>
+    <li>Admitting new members (which would require amending this Agreement — see §12).</li>
+  </ul>
+
+  <h2>5. Subsidiary Management</h2>
+  <p>The Company is authorized to form, acquire, and hold interests in subsidiary limited
+  liability companies and other entities. The Company shall act as the <b>sole member</b>
+  (or controlling owner) of such subsidiaries so that the parent–subsidiary relationship
+  is clearly maintained.</p>
+  <p>To preserve limited-liability protection for the Company, the Member, and each
+  subsidiary, the Member shall:</p>
+  <ul>
+    <li>Keep the Company's assets, accounts, and records <b>separate</b> from those of every
+      subsidiary and from any Member's personal affairs (no commingling of funds);</li>
+    <li>Document ownership of each subsidiary (the Company as sole member) in that
+      subsidiary's own operating agreement;</li>
+    <li>Observe ordinary formalities for the Company and each subsidiary.</li>
+  </ul>
+
+  <h2>6. Capital Contributions and Distributions</h2>
+  <ul>
+    <li><b>Capital contributions:</b> The Member may contribute capital to the Company as
+      needed. Contributions are recorded in the Company's books.</li>
+    <li><b>Distributions:</b> Distributions of available cash or profits are made to the
+      Member at the times and in the amounts the Member determines, subject to the
+      Company's financial obligations and applicable law (the Company may not make a
+      distribution that would render it unable to pay its debts as they come due).</li>
+  </ul>
+
+  <h2>7. Bank Accounts, Books, and Records</h2>
+  <ul>
+    <li>The Company shall maintain <b>its own bank account(s)</b>, separate from the Member's
+      personal accounts and from every subsidiary's accounts.</li>
+    <li>The Company shall keep accurate books and records of its finances, ownership interests
+      in subsidiaries, and material decisions.</li>
+    <li>Records shall be maintained at the principal office and retained as required by
+      Indiana law.</li>
+  </ul>
+
+  <h2>8. Tax Treatment</h2>
+  <p>As a single-member LLC, the Company is by default treated as a <b>disregarded entity</b>
+  for U.S. federal income tax purposes; its income and expenses are reported on the
+  Member's individual return. The Member may elect a different classification (for
+  example, S-corporation treatment) by filing the appropriate IRS election.</p>
+  <ul>
+    <li><b>EIN:</b> 42-4099038 (IRS Notice CP575G, issued July 27, 2026)</li>
+    <li><b>Fiscal year:</b> Calendar year (January 1 – December 31)</li>
+  </ul>
+
+  <h2>9. Liability and Indemnification</h2>
+  <p>To the fullest extent permitted by Indiana law:</p>
+  <ul>
+    <li>The Member shall <b>not be personally liable</b> for the debts, obligations, or
+      liabilities of the Company solely by reason of being a member; and</li>
+    <li>The Company shall <b>indemnify and hold harmless</b> the Member (and any authorized
+      manager or agent) against claims, losses, and expenses arising from the good-faith
+      management of the Company, except for acts of fraud, willful misconduct, or bad
+      faith.</li>
+  </ul>
+
+  <h2>10. Succession on Death or Incapacity</h2>
+  <p>If the Member dies or becomes permanently incapacitated, the Member's Membership
+  Interest shall pass to the Member's successor(s) in interest as determined by applicable
+  Indiana law, the Member's will, or other estate disposition.</p>
+  <p>The successor(s) receiving the Member's interest shall be admitted as Member(s) with
+  the same rights the Member held.</p>
+  <p>The Company shall <b>not dissolve</b> solely because of the Member's death or
+  incapacity, and shall continue under the successor Member(s).</p>
+
+  <h2>11. Transfer of Membership Interest</h2>
+  <ul>
+    <li>The Member may assign, pledge, or transfer all or part of the Membership Interest
+      at the Member's discretion.</li>
+    <li>Any transferee that is to hold voting and management rights (rather than purely
+      economic rights) is admitted as a member only upon amendment of this Agreement
+      under §12.</li>
+  </ul>
+
+  <h2>12. Amendments</h2>
+  <p>This Agreement may be amended only by a <b>written instrument signed by the
+  Member</b> (and by all members if additional members are later admitted). Amendments are
+  effective on the date stated in the amendment.</p>
+
+  <h2>13. Dissolution</h2>
+  <p>The Company shall continue in perpetuity unless dissolved by:</p>
+  <ul>
+    <li>The written election of the Member; or</li>
+    <li>Operation of Indiana law.</li>
+  </ul>
+  <p>Upon dissolution, the Company's assets shall be applied first to creditors (including
+  the Member, if owed), then distributed to the Member, after which Articles of
+  Dissolution shall be filed with the Indiana Secretary of State.</p>
+
+  <h2>14. Governing Law and Severability</h2>
+  <p>This Agreement is governed by and construed in accordance with the laws of the <b>State
+  of Indiana</b>. If any provision is held invalid or unenforceable, the remaining
+  provisions remain in full force and effect.</p>
+
+  <h2>15. Definitions</h2>
+  <dl class="definitions">
+    <dt>"Company"</dt><dd>SnS Network Solutions Holdings LLC.</dd>
+    <dt>"Member"</dt><dd>Samuel S. James, and any successor or additional member admitted under this Agreement.</dd>
+    <dt>"Membership Interest"</dt><dd>the Member's ownership, economic, and (unless limited) management rights in the Company.</dd>
+    <dt>"Subsidiary"</dt><dd>any entity in which the Company holds a controlling or sole-member interest.</dd>
+  </dl>
+
+  <div class="execution">
+    <h2 style="margin-top:0">Execution</h2>
+    <p>The undersigned, being the sole Member of SnS Network Solutions Holdings LLC, adopts
+    and agrees to this Operating Agreement as of the Effective Date first written above.</p>
+
+    <p style="margin-top:28px;font-weight:700;letter-spacing:.5px;color:var(--navy)">SOLE MEMBER</p>
+    <div class="sig-line"></div>
+    <div class="sig-label">Signature</div>
+    <p style="margin:0"><b>Printed name:</b> Samuel S. James</p>
+    <div class="sig-line" style="width:40%"></div>
+    <div class="sig-label">Date</div>
+  </div>
+
+</div>
+
+<footer>
+  Review with an Indiana-licensed attorney before signing.
+</footer>
+
+</body>
+</html>

businesses/00-holdings/docs/operating-agreement.md

@@ -0,0 +1,225 @@
+# Operating Agreement for SnS Network Solutions Holdings LLC
+
+**Entity:** SnS Network Solutions Holdings LLC (the "Company")
+**State of formation:** Indiana
+**EIN:** 42-4099038
+**Effective date:** July 28, 2026
+
+---
+
+## 1. Formation and Purpose
+
+This Amended and Restated Operating Agreement (the "Agreement") is entered into by the
+undersigned Members, **Samuel S. James**, **Annie Deondria Chatman**, and
+**Richard E. Williams** (each a "Member" and collectively the "Members"), to govern
+the operations of **SnS Network Solutions Holdings LLC**, a limited liability company
+organized under the Indiana Business Flexibility Act (Indiana Code § 23-18). This
+Agreement amends and restates the Company's original single-member operating agreement
+in full, admitting Annie Deondria Chatman and Richard E. Williams as Members effective
+as of the date above.
+
+The Company is formed to act as a **holding company**. Its primary purpose is to own,
+manage, and oversee its subsidiary entities and other business interests. The Company
+is not intended to engage in operating or client-facing business, and the Members shall
+conduct the Company's affairs so as to avoid incurring operating liabilities directly.
+
+## 2. Registered Office and Registered Agent
+
+- **Principal office:** 759 Boxwood Drive, South Bend, IN 46641
+- **Registered agent:** Samuel S. James (a Member), serving as his own registered agent.
+- **Registered office address:** 759 Boxwood Drive, South Bend, IN 46641
+
+Samuel S. James, as the Member serving in this role, may change the principal office
+or registered agent at any time, consistent with Indiana filing requirements.
+
+## 3. Members and Ownership
+
+The Company has three Members, holding the following Membership Interests:
+
+| Member | Membership Interest |
+|--------|---------------------|
+| Samuel S. James | 97% |
+| Annie Deondria Chatman | 1% |
+| Richard E. Williams | 2% |
+
+Each Member is admitted with full membership rights — voting, management
+participation, and economic rights (allocations and distributions) — in proportion to
+their Membership Interest, except as otherwise stated in this Agreement. Allocations of
+profit and loss for tax purposes are made in proportion to each Member's Membership
+Interest, unless the Members otherwise agree in writing and as permitted by applicable
+tax requirements.
+
+## 4. Management
+
+The Company shall be **Member-managed**. Each Member has voting rights in proportion to
+their Membership Interest as set out in §3. Actions and decisions of the Company
+require the approval of Members holding a **majority of the Membership Interests**.
+Because Samuel S. James holds 97% of the Membership Interests, he retains sole
+authority to approve or reject any Company decision, including, without limitation:
+
+- Forming, acquiring, financing, and managing subsidiary entities;
+- Opening and controlling bank and financial accounts;
+- Entering into contracts and holding the Company's brand, intellectual property, and
+  other assets;
+- Admitting new members (which would require amending this Agreement — see §12).
+
+Samuel S. James is designated the Company's day-to-day managing Member, with authority
+to conduct ordinary business on the Company's behalf without a separate vote of the
+other Members.
+
+## 5. Subsidiary Management
+
+The Company is authorized to form, acquire, and hold interests in subsidiary limited
+liability companies and other entities. The Company shall act as the **sole member**
+(or controlling owner) of such subsidiaries so that the parent–subsidiary relationship
+is clearly maintained.
+
+To preserve limited-liability protection for the Company, the Members, and each
+subsidiary, the managing Member shall:
+
+- Keep the Company's assets, accounts, and records **separate** from those of every
+  subsidiary and from any Member's personal affairs (no commingling of funds);
+- Document ownership of each subsidiary (the Company as sole member) in that
+  subsidiary's own operating agreement;
+- Observe ordinary formalities for the Company and each subsidiary.
+
+## 6. Capital Contributions and Distributions
+
+- **Capital contributions:** Members may contribute capital to the Company as needed and
+  as agreed among the Members. Contributions are recorded in the Company's books against
+  each Member's capital account.
+- **Distributions:** Distributions of available cash or profits are made to the Members
+  **pro rata in proportion to their Membership Interests**, at the times and in the
+  amounts the managing Member determines under §4, subject to the Company's financial
+  obligations and applicable law (the Company may not make a distribution that would
+  render it unable to pay its debts as they come due).
+
+## 7. Bank Accounts, Books, and Records
+
+- The Company shall maintain **its own bank account(s)**, separate from any Member's
+  personal accounts and from every subsidiary's accounts.
+- The Company shall keep accurate books and records of its finances, ownership interests
+  in subsidiaries, and material decisions.
+- Records shall be maintained at the principal office and retained as required by
+  Indiana law.
+
+## 8. Tax Treatment
+
+With the admission of Annie Deondria Chatman and Richard E. Williams as Members, the
+Company is a multi-member LLC. By default, a multi-member LLC is treated as a
+**partnership** for U.S. federal income tax purposes; each Member reports their
+proportionate share of income and expense (per §3) on their individual return via a
+Schedule K-1. The Members may elect a different classification (for example, taxation
+as a corporation) by filing the appropriate IRS election.
+
+- **EIN:** 42-4099038 (IRS Notice CP575G, issued July 27, 2026)
+- **Fiscal year:** Calendar year (January 1 – December 31)
+
+## 9. Liability and Indemnification
+
+To the fullest extent permitted by Indiana law:
+
+- No Member shall be **personally liable** for the debts, obligations, or liabilities
+  of the Company solely by reason of being a member; and
+- The Company shall **indemnify and hold harmless** each Member (and any authorized
+  manager or agent) against claims, losses, and expenses arising from the good-faith
+  management of the Company **within the scope of the authority granted under this
+  Agreement**, except for acts of fraud, willful misconduct, bad faith, or acts taken
+  outside that authority.
+
+## 10. Succession on Death or Incapacity
+
+If any Member dies or becomes permanently incapacitated, that Member's Membership
+Interest (economic and management rights) shall pass to that Member's successor(s) in
+interest as determined by applicable Indiana law, that Member's will, or other estate
+disposition.
+
+The successor(s) receiving a deceased or incapacitated Member's interest shall be
+admitted as Member(s) with the same rights that Member held, upon written notice to the
+Company and execution of a joinder to this Agreement.
+
+The Company shall **not dissolve** solely because of a Member's death or incapacity,
+and shall continue under the remaining and successor Member(s).
+
+## 11. Transfer of Membership Interest
+
+- **Economic vs. management rights.** A Member may assign or transfer the **economic
+  rights** (right to distributions/profits) in all or part of their membership interest
+  without that alone making the transferee a member.
+- **Admission as a member.** A transferee is admitted as a member — with voting and
+  management rights — only upon amendment of this Agreement under §12.
+- **Security interests.** A Member may pledge or grant a security interest in their
+  membership interest without that action alone transferring management rights.
+- **Transfer among current Members.** Any transfer of Membership Interest among the
+  current Members does not require a new admission under §12, but shall be recorded in
+  the Company's books and reflected in an amendment updating §3.
+
+## 12. Amendments
+
+This Agreement may be amended only by a **written instrument signed by Members holding
+a majority of the Membership Interests**. Amendments are effective on the date stated
+in the amendment.
+
+## 13. Dissolution
+
+The Company shall continue in perpetuity unless dissolved by:
+
+- The written election of Members holding a majority of the Membership Interests; or
+- Operation of Indiana law.
+
+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
+Membership Interests, after which Articles of Dissolution shall be filed with the
+Indiana Secretary of State.
+
+## 14. Governing Law and Severability
+
+This Agreement is governed by and construed in accordance with the laws of the **State
+of Indiana**. If any provision is held invalid or unenforceable, the remaining
+provisions remain in full force and effect.
+
+## 15. Definitions
+
+- **"Company"** — SnS Network Solutions Holdings LLC.
+- **"Member"** — each of Samuel S. James, Annie Deondria Chatman, and Richard E.
+  Williams, and any successor or additional member admitted under this Agreement.
+- **"Membership Interest"** — a Member's ownership, economic, and (unless limited)
+  management rights in the Company, expressed as a percentage per §3.
+- **"Subsidiary"** — any entity in which the Company holds a controlling or
+  sole-member interest.
+
+---
+
+## Execution
+
+The undersigned, being all of the Members of SnS Network Solutions Holdings LLC, adopt
+and agree to this Amended and Restated Operating Agreement as of the Effective Date
+first written above.
+
+**MEMBER — 97% Membership Interest**
+
+Signature: ______________________________________
+
+Printed name: **Samuel S. James**
+
+Date: ______________________________________
+
+**MEMBER — 1% Membership Interest**
+
+Signature: ______________________________________
+
+Printed name: **Annie Deondria Chatman**
+
+Date: ______________________________________
+
+**MEMBER — 2% Membership Interest**
+
+Signature: ______________________________________
+
+Printed name: **Richard E. Williams**
+
+Date: ______________________________________
+
+---
+
+*Review with an Indiana-licensed attorney before signing.*

businesses/00-sns-holding/docs/operating-agreement.md

@@ -1,173 +0,0 @@
-# Operating Agreement for SnS Network Solutions Holdings LLC
-
-> **Draft / template — not legal advice.** This document is a working draft for a
-> single-member Indiana LLC. Have an Indiana-licensed attorney review and finalize it
-> before you sign or rely on it. Items in `[brackets]` need your specific information;
-> items marked `[TODO — attorney review]` should be confirmed with counsel.
-
-**Entity:** SnS Network Solutions Holdings LLC (the "Company")
-**State of formation:** Indiana
-**Effective date:** `[Effective Date — the date this Agreement is adopted]`
-
----
-
-## 1. Formation and Purpose
-
-This Operating Agreement (the "Agreement") is entered into by the undersigned sole
-Member, **Samuel S. James** (the "Member"), to govern the operations of **SnS Network
-Solutions Holdings LLC**, a limited liability company organized under the Indiana
-Business Flexibility Act (Indiana Code § 23-18).
-
-The Company is formed to act as a **holding company**. Its primary purpose is to own,
-manage, and oversee its subsidiary entities and other business interests. The Company
-does not itself engage in operating or client-facing business, and it holds no
-operating liability of its own.
-
-## 2. Registered Office and Registered Agent
-
-- **Principal office:** `[Principal business address — e.g., South Bend, IN]`
-- **Registered agent:** `[Registered agent name — the Member may serve as agent]`
-- **Registered office address:** `[Indiana street address of the registered agent]`
-
-The Member may change the principal office or registered agent at any time, consistent
-with Indiana filing requirements.
-
-## 3. Member and Ownership
-
-The sole Member of the Company is **Samuel S. James**, who holds **100%** of the
-membership interest. As the only member, the Member is entitled to all allocations,
-distributions, and voting rights of the Company.
-
-## 4. Management
-
-The Company shall be **Member-managed**. The Member has full and exclusive authority to
-make all decisions regarding the Company's business, including, without limitation:
-
-- Forming, acquiring, financing, and managing subsidiary entities;
-- Opening and controlling bank and financial accounts;
-- Entering into contracts and holding the Company's brand, intellectual property, and
-  other assets;
-- Admitting new members (which would require amending this Agreement — see §12).
-
-## 5. Subsidiary Management
-
-The Company is authorized to form, acquire, and hold interests in subsidiary limited
-liability companies and other entities. The Company shall act as the **sole member**
-(or controlling owner) of such subsidiaries so that the parent–subsidiary relationship
-is clearly maintained.
-
-To preserve limited-liability protection for the Company, the Member, and each
-subsidiary, the Member shall:
-
-- Keep the Company's assets, accounts, and records **separate** from those of every
-  subsidiary and from the Member's personal affairs (no commingling of funds);
-- Document ownership of each subsidiary (the Company as sole member) in that
-  subsidiary's own operating agreement;
-- Observe ordinary formalities for the Company and each subsidiary.
-
-## 6. Capital Contributions and Distributions
-
-- **Capital contributions:** The Member may contribute capital to the Company as
-  needed. Contributions are recorded in the Company's books.
-- **Distributions:** Distributions of available cash or profits are made to the Member
-  at the times and in the amounts the Member determines, subject to the Company's
-  financial obligations and applicable law (the Company may not make a distribution
-  that would render it unable to pay its debts as they come due).
-
-## 7. Bank Accounts, Books, and Records
-
-- The Company shall maintain **its own bank account(s)**, separate from the Member's
-  personal accounts and from every subsidiary's accounts.
-- The Company shall keep accurate books and records of its finances, ownership
-  interests in subsidiaries, and material decisions.
-- Records shall be maintained at the principal office and retained as required by
-  Indiana law.
-
-## 8. Tax Treatment
-
-As a single-member LLC, the Company is by default treated as a **disregarded entity**
-for U.S. federal income tax purposes; its income and expenses are reported on the
-Member's individual return. The Member may elect a different classification (for
-example, S-corporation treatment) by filing the appropriate IRS election.
-`[TODO — confirm tax treatment and any elections with a CPA/attorney.]`
-
-- **EIN:** `[Company EIN — obtain from the IRS]`
-- **Fiscal year:** `[Fiscal year — typically the calendar year]`
-
-## 9. Liability and Indemnification
-
-To the fullest extent permitted by Indiana law:
-
-- The Member shall **not be personally liable** for the debts, obligations, or
-  liabilities of the Company solely by reason of being a member; and
-- The Company shall **indemnify and hold harmless** the Member (and any authorized
-  manager or agent) against claims, losses, and expenses arising from the good-faith
-  management of the Company, except for acts of fraud, willful misconduct, or bad faith.
-
-## 10. Succession on Death or Incapacity
-
-If the Member dies or becomes incapacitated, the Member's membership interest shall pass
-to the Member's successor(s) in interest as determined by the Member's estate plan, will,
-or applicable Indiana law, and such successor(s) shall be admitted as member(s) with the
-same rights the Member held. The Company shall **not dissolve** solely because of the
-Member's death or incapacity, and shall continue under the successor(s).
-`[TODO — coordinate this section with your will / estate plan and confirm with an attorney.]`
-
-## 11. Transfer of Membership Interest
-
-The Member may assign, pledge, or transfer all or part of the membership interest at the
-Member's discretion. Any transferee that is to hold voting/management rights (rather than
-purely economic rights) is admitted as a member only upon amendment of this Agreement
-under §12.
-
-## 12. Amendments
-
-This Agreement may be amended only by a **written instrument signed by the Member** (and
-by all members if additional members are later admitted). Amendments are effective on the
-date stated in the amendment.
-
-## 13. Dissolution
-
-The Company shall continue in perpetuity unless dissolved by:
-
-- The written election of the Member; or
-- Operation of Indiana law.
-
-Upon dissolution, the Company's assets shall be applied first to creditors (including the
-Member, if owed), then distributed to the Member, after which Articles of Dissolution
-shall be filed with the Indiana Secretary of State.
-
-## 14. Governing Law and Severability
-
-This Agreement is governed by and construed in accordance with the laws of the **State of
-Indiana**. If any provision is held invalid or unenforceable, the remaining provisions
-remain in full force and effect.
-
-## 15. Definitions
-
-- **"Company"** — SnS Network Solutions Holdings LLC.
-- **"Member"** — Samuel S. James, and any successor or additional member admitted under
-  this Agreement.
-- **"Membership Interest"** — the Member's ownership, economic, and (unless limited)
-  management rights in the Company.
-- **"Subsidiary"** — any entity in which the Company holds a controlling or sole-member
-  interest.
-
----
-
-## Execution
-
-The undersigned, being the sole Member of SnS Network Solutions Holdings LLC, adopts and
-agrees to this Operating Agreement as of the Effective Date first written above.
-
-**SOLE MEMBER**
-
-Signature: ______________________________________
-
-Printed name: **Samuel S. James**
-
-Date: ______________________________________
-
-<br>
-
-*Prepared as a working draft. Review with an Indiana-licensed attorney before signing.*

businesses/README.md

@@ -1,35 +1,68 @@
-# Businesses
+# SnS Network Solutions Holdings LLC — Corporate Structure
 
-The **parent holding company** plus its **operating subsidiaries**. `divisions/`
+**Sole Member:** Samuel S. James
-holds the formal one-page briefs; the working scaffold, research, todo, branding,
+**State:** Indiana
-and (later) milestones live here.
+**EIN:** 42-4099038
 
-## Parent (holding company — not an operating business)
+```
+Samuel S. James (Sole Member)
+│
+└── SnS Network Solutions Holdings LLC
+    │
+    ├── SnS Technology Group LLC
+    │   ├── SnS Network Solutions LLC    (networking, cabling, managed networking)
+    │   ├── SnS Secure LLC               (cybersecurity, monitoring, compliance)
+    │   └── SnS Support LLC              (IT help desk, managed support, break-fix)
+    │
+    ├── SnS Hospitality Group LLC        ← Kiowa Scott holds 15% (vested)
+    │   ├── Coffee Trailers              (10 mobile drive-through locations — NW IN + S. Michigan)
+    │   └── Indian Food Truck            (pending staff proposal)
+    │
+    └── SnS Properties LLC
+        ├── Warehouse Property LLC       (commercial/industrial — commissary, storage)
+        └── Rental Property LLC          (residential or commercial rental income)
+```
 
-| Folder | Entity | Accent | Role |
+## Directory Layout
-|--------|--------|--------|------|
-| [`00-sns-holding/`](./00-sns-holding/) | SnS Network Solutions Holdings LLC | Parent Cyan `#10C8D8` | Owns the brand + 100% of every subsidiary; no client work, no operating liability |
 
-## Operating subsidiaries
+```
+businesses/
+├── 00-holdings/                 Holdings legal, branding, EIN, formation docs
+│   ├── docs/
+│   └── branding/
+│
+├── sns-technology-group/        SnS Technology Group LLC
+│   ├── networking/              SnS Network Solutions LLC
+│   ├── secure/                  SnS Secure LLC
+│   └── support/                 SnS Support LLC
+│
+├── sns-hospitality-group/       SnS Hospitality Group LLC (Sam 85% / Kiowa 15%)
+│   ├── docs/                    Partnership agreement, NDA, equity framework
+│   ├── coffee-trailers/         2-year plan, 10 locations, financials
+│   └── indian-food-truck/       Pending proposal + legacy operating agreement
+│
+└── sns-properties-llc/          SnS Properties LLC
+    ├── warehouse/
+    └── rental/
+```
 
-| # | Business | Tagline | Accent | Combines (former divisions) | Status |
+## Key Principles
-|---|----------|---------|--------|----------------------------|--------|
-| [01](./01-networking/) | SNS Networking | The Connected Foundation | Signal Blue `#1E6FFF` | Infrastructure + Secure + Systems | **Active** |
-| [02](./02-digital/) | SNS Digital | Engineered for the Cloud | Sky `#38BDF8` | Web + Software + Cloud | Planned |
-| [03](./03-support/) | SNS Support | Always On | Orange `#F97316` | Unchanged | Planned |
 
-## Why 3 instead of 7
+- **Holdings = sole member (Sam only)** — no other members at the holding level
+- **Kiowa's 15% is at the Hospitality Group level** — she participates in ALL mobile ventures under that group
+- **All Hospitality ventures are mobile/trailer-based** — low investment, low overhead, no brick-and-mortar
+- **Each group LLC is a liability silo** — a loss in one group cannot reach another
+- **Properties leases to siblings** — if Properties owns a commissary, Hospitality leases it (keeps real estate insulated from operating risk)
+- **Form entities when needed** — don't pay filing fees on shells with no revenue or liability
 
-- **Networking** covers everything physical + on-prem: same job site, same skill set,
+## Kiowa Scott — Partnership Summary
-  same insurance pool (GL + cyber E&O). Cabling, firewalls, cameras, and servers are
-  one delivery team.
-- **Digital** covers everything remote/code/cloud: same delivery model (keyboard, not
-  ladder), same insurance category (professional E&O). Cloud infra, websites, and
-  custom apps are one team.
-- **Support** stays separate: it's the only division with recurring-revenue SLAs and a
-  different contract structure (ongoing responsibility vs. project-and-done).
 
-## Folder contents
+| Term | Detail |
-
+|------|--------|
-Each folder contains: a scaffold/todo doc, branding assets, and working documents.
+| Entity | SnS Hospitality Group LLC |
-Milestones get added once the plan is set.
+| Interest | 15% (permanent after 12-month vesting) |
+| Capital contributed | $0 |
+| Role | Find locations, manage legal/permits, keep trailers profitable |
+| If she stops working | Loses management authority, keeps 15% economic rights (passive) |
+| Territory | NW Indiana and Southern Michigan |
+| Full agreement | `sns-hospitality-group/docs/kiowa-partnership-agreement.html` |

businesses/sns-corporate-structure.html

@@ -0,0 +1,357 @@
+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>SnS Network Solutions Holdings LLC — Corporate Structure</title>
+<style>
+  :root{
+    --navy:#0A1628;
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+  .meta{
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+    flex-wrap:wrap;
+    gap:24px;
+    font-size:.88rem;
+    color:var(--muted);
+    margin-bottom:36px;
+  }
+  .meta b{color:var(--ink)}
+
+  /* Org chart */
+  .org{margin:0 auto 40px;max-width:780px}
+  .org-root{
+    background:var(--navy);
+    color:#fff;
+    text-align:center;
+    padding:14px 24px;
+    border-radius:8px;
+    font-weight:700;
+    font-size:1rem;
+    margin-bottom:8px;
+  }
+  .org-owner{
+    text-align:center;
+    font-size:.85rem;
+    color:var(--muted);
+    margin-bottom:20px;
+  }
+  .org-connector{
+    width:2px;
+    height:24px;
+    background:var(--navy);
+    margin:0 auto;
+  }
+  .groups{
+    display:grid;
+    grid-template-columns:1fr 1fr 1fr;
+    gap:20px;
+    margin-top:20px;
+  }
+  .group-card{
+    border-radius:10px;
+    padding:16px 18px;
+    border:2px solid;
+  }
+  .group-card h3{
+    font-size:.9rem;
+    margin:0 0 10px;
+    font-family:Oxanium,Sora,system-ui,sans-serif;
+  }
+  .group-card ul{
+    list-style:none;
+    padding:0;
+    margin:0;
+    font-size:.82rem;
+  }
+  .group-card li{
+    padding:5px 0;
+    border-top:1px solid rgba(0,0,0,.08);
+  }
+  .group-card li:first-child{border-top:none}
+  .group-card .badge{
+    display:inline-block;
+    font-size:.7rem;
+    padding:2px 6px;
+    border-radius:3px;
+    font-weight:600;
+    margin-left:6px;
+    vertical-align:middle;
+  }
+  .tech{border-color:var(--tech-color);background:#eff6ff}
+  .tech h3{color:var(--tech-color)}
+  .hosp{border-color:var(--hosp-color);background:#fffbeb}
+  .hosp h3{color:var(--hosp-color)}
+  .prop{border-color:var(--prop-color);background:#ecfdf5}
+  .prop h3{color:var(--prop-color)}
+
+  .partner-badge{
+    background:var(--hosp-color);
+    color:#fff;
+    font-size:.7rem;
+    padding:2px 8px;
+    border-radius:10px;
+    font-weight:600;
+  }
+  .status-badge{
+    font-size:.7rem;
+    padding:2px 6px;
+    border-radius:3px;
+    font-weight:600;
+  }
+  .active{background:#dcfce7;color:#166534}
+  .pending{background:#fef3c7;color:#92400e}
+  .planned{background:#e2e8f0;color:#475569}
+
+  /* Info sections */
+  h2{
+    font-family:Oxanium,Sora,system-ui,sans-serif;
+    font-size:1.05rem;
+    color:var(--navy);
+    border-bottom:2px solid var(--cyan);
+    padding-bottom:6px;
+    margin:36px 0 14px;
+  }
+  table{
+    width:100%;
+    border-collapse:collapse;
+    margin:14px 0;
+    font-size:.88rem;
+  }
+  th{
+    text-align:left;
+    padding:8px 10px;
+    background:var(--navy);
+    color:#fff;
+    font-weight:600;
+  }
+  td{
+    padding:8px 10px;
+    border-bottom:1px solid var(--rule);
+  }
+  .principles{
+    display:grid;
+    grid-template-columns:1fr 1fr;
+    gap:12px;
+    margin:16px 0;
+  }
+  .principle{
+    background:#f8fafc;
+    border-left:3px solid var(--cyan);
+    padding:10px 14px;
+    font-size:.85rem;
+    border-radius:0 6px 6px 0;
+  }
+  .principle b{color:var(--navy)}
+  footer{
+    text-align:center;
+    color:var(--muted);
+    font-size:.78rem;
+    padding:24px;
+  }
+  @media print{
+    body{background:#fff}
+    .page{box-shadow:none;padding:24px 36px}
+    .groups{grid-template-columns:1fr 1fr 1fr}
+    footer{display:none}
+  }
+</style>
+</head>
+<body>
+
+<div class="page">
+
+  <div class="header">
+    <h1>CORPORATE STRUCTURE</h1>
+    <div class="sub">SnS Network Solutions Holdings LLC</div>
+  </div>
+
+  <div class="meta">
+    <div><b>Sole Member:</b> Samuel S. James</div>
+    <div><b>State:</b> Indiana</div>
+    <div><b>EIN:</b> 42-4099038</div>
+    <div><b>Updated:</b> August 6, 2026</div>
+  </div>
+
+  <!-- ORG CHART -->
+  <div class="org">
+    <div class="org-owner">Samuel S. James — Sole Member</div>
+    <div class="org-connector"></div>
+    <div class="org-root">SnS Network Solutions Holdings LLC</div>
+    <div class="org-connector"></div>
+
+    <div class="groups">
+      <div class="group-card tech">
+        <h3>SnS Technology Group LLC</h3>
+        <ul>
+          <li>SnS Network Solutions LLC <span class="status-badge planned">PLANNED</span></li>
+          <li>SnS Secure LLC <span class="status-badge planned">PLANNED</span></li>
+          <li>SnS Support LLC <span class="status-badge planned">PLANNED</span></li>
+        </ul>
+      </div>
+
+      <div class="group-card hosp">
+        <h3>SnS Hospitality Group LLC</h3>
+        <div style="margin-bottom:8px"><span class="partner-badge">Kiowa Scott — 15%</span></div>
+        <ul>
+          <li>The Daily Pour (×10 trailers) <span class="status-badge active">FILED</span></li>
+        </ul>
+      </div>
+
+      <div class="group-card prop">
+        <h3>SnS Properties LLC</h3>
+        <ul>
+          <li>Warehouse Property LLC <span class="status-badge planned">PLANNED</span></li>
+          <li>Rental Property LLC <span class="status-badge planned">PLANNED</span></li>
+        </ul>
+      </div>
+
+      <div class="group-card" style="border-color:#e040fb;background:#fce4ec">
+        <h3 style="color:#e040fb">SnS Creative LLC</h3>
+        <ul>
+          <li>Live event production <span class="status-badge planned">FUTURE</span></li>
+          <li>Audio/video content <span class="status-badge planned">FUTURE</span></li>
+          <li>Artist management (5%) <span class="status-badge planned">FUTURE</span></li>
+        </ul>
+      </div>
+    </div>
+  </div>
+
+  <!-- ENTITY DETAILS -->
+  <h2>Entity Summary</h2>
+  <table>
+    <tr><th>Entity</th><th>Purpose</th><th>Members</th><th>Status</th></tr>
+    <tr>
+      <td><b>SnS Network Solutions Holdings LLC</b></td>
+      <td>Holding company — owns and oversees all subsidiaries</td>
+      <td>Samuel S. James (100%)</td>
+      <td><span class="status-badge active">FORMED</span></td>
+    </tr>
+    <tr>
+      <td><b>SnS Technology Group LLC</b></td>
+      <td>IT networking, cybersecurity, managed support services</td>
+      <td>Holdings (100%)</td>
+      <td><span class="status-badge planned">PLANNED</span></td>
+    </tr>
+    <tr>
+      <td><b>SnS Hospitality Group LLC</b></td>
+      <td>Mobile/trailer-based food &amp; beverage ventures</td>
+      <td>Holdings (85%) + Kiowa Scott (15%)</td>
+      <td><span class="status-badge active">FILED 08/06/2026</span></td>
+    </tr>
+    <tr>
+      <td><b>SnS Properties LLC</b></td>
+      <td>Real estate — warehouse, commissary, rental income</td>
+      <td>Holdings (100%)</td>
+      <td><span class="status-badge planned">PLANNED</span></td>
+    </tr>
+    <tr>
+      <td><b>SnS Creative LLC</b></td>
+      <td>Live music event production, audio/video content, artist management (Christian music, GroundUP-style)</td>
+      <td>Holdings (100%)</td>
+      <td><span class="status-badge planned">FUTURE (after 5+ trailers)</span></td>
+    </tr>
+  </table>
+
+  <!-- HOSPITALITY DETAIL -->
+  <h2>SnS Hospitality Group — Venture Detail</h2>
+  <table>
+    <tr><th>Venture</th><th>Model</th><th>Target</th><th>Investment/Unit</th><th>Status</th></tr>
+    <tr>
+      <td><b>The Daily Pour</b></td>
+      <td>Mobile drive-through, high-traffic lots</td>
+      <td>10 locations — NW Indiana + Southern Michigan</td>
+      <td>$50K first / $35K each after</td>
+      <td><span class="status-badge active">2-YEAR PLAN</span></td>
+    </tr>
+  </table>
+
+  <!-- PARTNERSHIP -->
+  <h2>Partnership — Kiowa Scott</h2>
+  <table>
+    <tr><th>Term</th><th>Detail</th></tr>
+    <tr><td>Entity</td><td>SnS Hospitality Group LLC</td></tr>
+    <tr><td>Interest</td><td>15% — permanent after 12-month vesting</td></tr>
+    <tr><td>Capital</td><td>$0 (service equity only)</td></tr>
+    <tr><td>Vesting</td><td>5% immediate (formation) + 2.5%/quarter × 4 quarters</td></tr>
+    <tr><td>Role</td><td>Find locations, manage permits/legal, keep operations profitable</td></tr>
+    <tr><td>Territory</td><td>NW Indiana and Southern Michigan</td></tr>
+    <tr><td>If she stops</td><td>Loses management authority; keeps 15% economic rights (passive member)</td></tr>
+    <tr><td>Agreement</td><td>kiowa-partnership-agreement.html (in sns-hospitality-group/docs/)</td></tr>
+  </table>
+
+  <!-- PRINCIPLES -->
+  <h2>Structural Principles</h2>
+  <div class="principles">
+    <div class="principle"><b>Sole ownership at top.</b> Sam is the only member of Holdings. No partners at the holding level.</div>
+    <div class="principle"><b>Group = liability silo.</b> Each group LLC walls off its risk from the others.</div>
+    <div class="principle"><b>Mobile only (Hospitality).</b> All ventures are trailer-based. Low cost, low overhead, no leases.</div>
+    <div class="principle"><b>Properties leases to siblings.</b> Real estate stays separate from operating risk.</div>
+    <div class="principle"><b>Form when needed.</b> Don't file entities until they have revenue or liability.</div>
+    <div class="principle"><b>Partner equity at group level.</b> Kiowa's 15% covers all Hospitality ventures, not just one.</div>
+  </div>
+
+  <!-- COFFEE TRAILER SNAPSHOT -->
+  <h2>Coffee Trailer — Financial Snapshot</h2>
+  <table>
+    <tr><th>Metric</th><th>Per Trailer</th><th>10 Trailers (Year 2 full)</th></tr>
+    <tr><td>Investment</td><td>$35,000-50,000</td><td>~$400,000 total deployed</td></tr>
+    <tr><td>Revenue (100 customers × $8 × 312 days)</td><td>$249,600/yr</td><td>$2,496,000/yr</td></tr>
+    <tr><td>Net profit</td><td>$140,592/yr</td><td>$1,405,920/yr</td></tr>
+    <tr><td>Sam's 85% (after ~35% tax)</td><td>$77,700/yr</td><td>$777,000/yr</td></tr>
+    <tr><td>Kiowa's 15% (after ~35% tax)</td><td>$13,700/yr</td><td>$137,000/yr</td></tr>
+  </table>
+
+</div>
+
+<footer>
+  SnS Network Solutions Holdings LLC &bull; 759 Boxwood Drive, South Bend, IN 46614<br>
+  Internal planning document — not a legal filing
+</footer>
+
+</body>
+</html>

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.*

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.
+  <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.

businesses/sns-hospitality-group/README.md

@@ -0,0 +1,152 @@
+# SnS Hospitality Group LLC
+
+**Parent:** SnS Network Solutions Holdings LLC (85%)
+**Partner:** Kiowa Scott (15% — vested, permanent after Year 1)
+**Focus:** Mobile/trailer-based food & beverage ventures
+**Territory:** NW Indiana and Southern Michigan
+
+## Membership
+
+| Member | Interest | Type |
+|--------|----------|------|
+| SnS Network Solutions Holdings LLC | 75% (minimum) | Capital + control |
+| Kiowa Scott | Up to 25% (earned per venture) | Service equity (vested over time) |
+
+## Kiowa's Role
+- Finding and securing high-traffic parking spots / locations
+- Managing legal compliance, permits, renewals across all locations
+- Overseeing day-to-day operations (hiring, scheduling, vendor relationships)
+- Ensuring profitability of the mobile fleet
+
+## Kiowa's Equity Terms
+
+**Sam retains minimum 75% of the Hospitality Group. Maximum 25% is available to Kiowa, earned per venture.**
+
+### Per-Venture Vesting
+
+Each venture (trailer) Kiowa participates in earns her equity in the Hospitality Group:
+
+| Grant | Amount | When |
+|-------|--------|------|
+| **Formation grant** | 5% | Vests immediately upon venture formation |
+| **Service grant** | 10% | Vests quarterly (2.5% per quarter) over 12 months from Opening Date |
+| **Total per venture** | 15% | Fully vested after 12 months of active service |
+
+- Vesting clock starts on the **Opening Date** (first day of revenue-generating operations)
+- Each venture has its own independent vesting schedule
+- Total cumulative equity across all ventures is **capped at 25%**
+
+### Mandatory Buyback — Departure or Failure to Perform
+
+**If Kiowa leaves, becomes inactive, or fails to add material value at any point before all 10 trailers are operational:**
+
+- She is **required to sell her vested interest** back to Holdings
+- **Buyback price: 50% of the current fair market value** of her interest at the time of departure
+- "Current fair market value" = the Hospitality Group's net asset value (total assets minus total liabilities) multiplied by Kiowa's ownership percentage, as determined by the Company's most recent quarterly books or an independent valuation if disputed
+- The buyback is **mandatory, not optional** — she cannot retain passive ownership if she exits before the 10-trailer milestone is reached
+- **Trigger events:**
+  - Voluntary resignation from operational role
+  - Failure to perform duties for 30+ consecutive days without approved leave
+  - Removal for cause (fraud, theft, gross negligence, breach of NDA)
+  - Mutual written agreement to part ways
+- **Payment terms:** lump sum within 90 days of the trigger event, or a 12-month installment plan at Sam's election
+- **After all 10 trailers are operational:** the mandatory buyback expires. At that point, if Kiowa stops working, she retains her vested equity as a passive member (economic rights only, no management authority) — the fleet is built, the mission is accomplished.
+
+### What "fails to add value" means (objective triggers)
+
+To avoid disputes, "failure to add value" is defined as any of:
+- Locations going unstaffed or closing due to Kiowa's inaction
+- Permits/licenses lapsing due to missed renewals she was responsible for
+- Failure to actively manage at least 3 days/week across operational locations
+- Consecutive quarterly revenue decline across her managed locations without a documented recovery plan
+
+### Unvested Interest on Departure
+
+Any **unvested** portion at the time of departure is forfeited automatically — it does not transfer, is not bought back, and reverts to Holdings at no cost.
+
+### If she stops working (after 10 trailers are complete)
+- Retains all vested equity as a passive member (economic rights only)
+- **Loses management authority** — no decisions, no signing power, no operational role
+- **Dilution:** Because she is no longer contributing operational value, Holdings will hire a W-2 operations manager to replace her role. The cost of that hire (salary + benefits) is a company expense that reduces distributable profit — her distributions shrink accordingly. Additionally, Holdings may issue new equity (from its own 75%+ position) to incentivize the replacement manager, which would dilute Kiowa's percentage over time. She accepts this dilution as a consequence of stepping back.
+- **She keeps what she earned** — no forced buyback after the 10-trailer milestone. The fleet is built; the deal is honored.
+
+### Right of First Refusal — Post-Completion Sale
+
+If Kiowa decides to **sell** her vested interest after the 10 trailers are complete:
+
+- **Sam / Holdings gets first right to purchase** at **80% of current fair market value** (not projected, not future — current net asset value at the time she offers to sell)
+- "Current fair market value" = Hospitality Group's net assets (total assets minus total liabilities) as of the most recent quarterly close, multiplied by her ownership percentage. If disputed, an independent third-party valuation at shared cost.
+- **Process:**
+  1. Kiowa gives written notice of intent to sell, stating her asking price
+  2. Holdings has **60 days** to exercise the right of first refusal at 80% of FMV
+  3. If Holdings declines, Kiowa may sell to a third party — but **not at a price lower than what Holdings was offered** (no sweetheart deals that bypass Sam)
+  4. Any third-party buyer must be approved by Holdings (majority vote per the OA) and execute a joinder to the operating agreement
+- **Partial sales:** Kiowa may sell a portion of her interest under the same terms. Holdings' right of first refusal applies to each partial sale.
+
+### Summary of Exit Scenarios
+
+| Scenario | Outcome |
+|----------|---------|
+| Leaves **before** 10 trailers | Mandatory buyback at **50% of FMV**. Unvested portion forfeited. |
+| Stays through 10 trailers, **keeps working** | Full equity, full distributions, full management authority. |
+| Stays through 10 trailers, **stops working** | Keeps equity (passive), loses management authority, accepts dilution from replacement hire. |
+| Stays through 10 trailers, **wants to sell** | Sam/Holdings gets first right to buy at **80% of FMV**. Third-party sale only if Sam passes. |
+
+## Ventures
+
+### Coffee Trailers — "The Daily Pour" (ACTIVE — 3-year growth plan)
+
+**Brand:** The Daily Pour
+**Target:** 10 mobile drive-through coffee trailers over 5 years
+**Model:** Low-cost enclosed trailers + commercial espresso equipment
+**Investment per unit:** ~$25,000 (used trailer + buildout + equipment)
+**Revenue target per unit:** 100 customers/day × $8 avg × 6 days/wk
+**Territory:** NW Indiana + Southern Michigan (high-traffic lots — Walmart, Chick-fil-A, gas stations, Notre Dame area)
+
+#### 5-Year Rollout Plan (Sam + Kiowa)
+
+| Year | Trailers | Cumulative | Milestone |
+|------|----------|------------|-----------|
+| **Year 1** (months 1–12) | 1 | 1 | Build trailer #1, learn everything, automate what we can, reduce costs. Full 9-month operating period to prove the model before considering #2. |
+| **Year 2** (months 13–24) | 2–3 | 3 | Launch #2 at ~month 13 (6-month cadence begins). Apply Year 1 lessons. #3 at ~month 19. Kiowa managing multi-location ops, first shift leads hired. |
+| **Year 3** (months 25–36) | 4–5 | 5 | Continued 6-month cadence. Systems mature, staffing bench built, cost structure optimized. |
+| **Year 4** (months 37–48) | 6–8 | 8 | Pace can accelerate if ops support it. Evaluate territory expansion (Southern Michigan). |
+| **Year 5** (months 49–60) | 9–10 | 10 | Full fleet. Kiowa oversees all locations + staff. Sam provides capital + strategic direction only. |
+
+**Launch cadence:** 1 trailer every 6 months (after Year 1's learning period). No new trailer until the previous one is profitable — cadence is a target, not a commitment.
+
+**Year 1 philosophy:** Build → Learn → Automate → Reduce cost → Then scale.
+
+#### Roles in the Growth Plan
+
+| Role | Sam | Kiowa |
+|------|-----|-------|
+| Capital | ✅ All investment | — |
+| Location scouting | — | ✅ Find + secure lots |
+| Permits & compliance | — | ✅ All filings, health dept, renewals |
+| Buildout & equipment | ✅ Fund + approve | ✅ Coordinate |
+| Hiring & staffing | — | ✅ Recruit, schedule, manage |
+| Day-to-day operations | — | ✅ All locations |
+| Strategic decisions | ✅ Final authority | Input |
+| Financial oversight | ✅ P&L review, distributions | Reports to Sam |
+
+#### Growth Rules
+
+- **No new trailer until the previous one is profitable** — growth is earned, not scheduled
+- **Each trailer must hit break-even within 90 days** or operations are paused and diagnosed
+- **Kiowa's 15% vests across the whole Hospitality Group** — she benefits from every trailer, not just the first
+- **Staffing scales with trailers** — Kiowa hires shift leads; she doesn't work every window forever
+- **Capital calls are Sam's decision** — Kiowa proposes expansion, Sam approves the spend
+
+See `coffee-trailers/01-daily-pour/` for Trailer #1 working files.
+
+### Indian Food Truck (PENDING)
+- Awaiting proposal from Indian staff
+- See `indian-food-truck/` when ready
+
+## Future Ventures (not yet formed)
+All future Hospitality ventures will be mobile/trailer-based. Examples:
+- Smoothie/juice trailer
+- BBQ trailer
+- Dessert/ice cream trailer
+- Mobile bar (events)

businesses/sns-hospitality-group/coffee-trailers/README.html

@@ -0,0 +1,296 @@
+<!DOCTYPE html>
+<html lang="en">
+<head>
+    <meta charset="UTF-8">
+    <meta name="viewport" content="width=device-width, initial-scale=1.0">
+    <title>SnS Hospitality Group — The Daily Pour</title>
+    <style>
+        * { margin: 0; padding: 0; box-sizing: border-box; }
+        body {
+            font-family: 'Montserrat', 'Segoe UI', sans-serif;
+            background: #F7EFE6;
+            color: #4B2E20;
+            line-height: 1.6;
+            padding: 2rem;
+            max-width: 1000px;
+            margin: 0 auto;
+        }
+        h1, h2, h3 { font-family: 'Playfair Display', Georgia, serif; }
+        h1 {
+            font-size: 2.2rem;
+            text-align: center;
+            margin-bottom: 0.25rem;
+            color: #4B2E20;
+        }
+        .tagline {
+            text-align: center;
+            font-style: italic;
+            color: #A78A7A;
+            margin-bottom: 2rem;
+            font-size: 1.1rem;
+        }
+        h2 {
+            font-size: 1.4rem;
+            margin: 2rem 0 0.75rem;
+            padding-bottom: 0.3rem;
+            border-bottom: 2px solid #D4AF37;
+        }
+        h3 { font-size: 1.1rem; margin: 1.2rem 0 0.5rem; }
+        table {
+            width: 100%;
+            border-collapse: collapse;
+            margin: 1rem 0;
+            font-size: 0.9rem;
+        }
+        th, td {
+            padding: 0.5rem 0.75rem;
+            text-align: left;
+            border-bottom: 1px solid #E7B4B8;
+        }
+        th {
+            background: #4B2E20;
+            color: #F7EFE6;
+            font-weight: 600;
+            text-transform: uppercase;
+            font-size: 0.8rem;
+            letter-spacing: 0.5px;
+        }
+        tr:hover { background: rgba(231, 180, 184, 0.15); }
+        .color-swatch {
+            display: inline-block;
+            width: 16px;
+            height: 16px;
+            border-radius: 50%;
+            vertical-align: middle;
+            margin-right: 6px;
+            border: 1px solid #A78A7A;
+        }
+        code {
+            background: #4B2E20;
+            color: #F7EFE6;
+            padding: 0.15rem 0.4rem;
+            border-radius: 3px;
+            font-size: 0.85rem;
+        }
+        .folder-tree {
+            background: #4B2E20;
+            color: #F7EFE6;
+            padding: 1.25rem 1.5rem;
+            border-radius: 8px;
+            font-family: 'Courier New', monospace;
+            font-size: 0.85rem;
+            line-height: 1.8;
+            overflow-x: auto;
+        }
+        .section-card {
+            background: white;
+            border-radius: 8px;
+            padding: 1.5rem;
+            margin: 1rem 0;
+            box-shadow: 0 2px 8px rgba(75, 46, 32, 0.08);
+        }
+        .status-badge {
+            display: inline-block;
+            padding: 0.2rem 0.6rem;
+            border-radius: 12px;
+            font-size: 0.75rem;
+            font-weight: 600;
+            text-transform: uppercase;
+        }
+        .status-active { background: #A3B18A; color: white; }
+        .status-planned { background: #E7B4B8; color: #4B2E20; }
+        .note {
+            background: rgba(212, 175, 55, 0.12);
+            border-left: 3px solid #D4AF37;
+            padding: 0.75rem 1rem;
+            margin: 1rem 0;
+            font-size: 0.9rem;
+        }
+        footer {
+            text-align: center;
+            margin-top: 3rem;
+            padding-top: 1.5rem;
+            border-top: 1px solid #E7B4B8;
+            color: #A78A7A;
+            font-size: 0.8rem;
+        }
+    </style>
+</head>
+<body>
+
+<h1>The Daily Pour</h1>
+<p class="tagline">Good Coffee. Great Vibes. On Purpose.</p>
+
+<div class="section-card">
+    <h2>Overview</h2>
+    <p>Mobile drive-through coffee trailers operating across NW Indiana and Southern Michigan.
+       10 trailers planned over 5 years, each with its own codename and brand color.
+       Year 1: build and prove Trailer #1. Subsequent trailers every 6 months if profitable.</p>
+    <table>
+        <tr><th>Entity</th><td>SnS Hospitality Group LLC</td></tr>
+        <tr><th>Ownership</th><td>Sam James (85%) &middot; Kiowa Scott (15%)</td></tr>
+        <tr><th>Target</th><td>10 locations over 5 years — NW Indiana + Southern Michigan</td></tr>
+        <tr><th>Investment per trailer</th><td>~$50,000 (first unit, incl. $15k reserve)</td></tr>
+        <tr><th>Project Mgmt</th><td><a href="https://plane.snsnetlabs.com/shg/" style="color:#D4AF37;">plane.snsnetlabs.com/shg</a></td></tr>
+        <tr><th>File Storage</th><td>Google Drive (SnS Hospitality Group LLC folder)</td></tr>
+    </table>
+</div>
+
+<h2>Naming Convention</h2>
+<div class="section-card">
+    <h3>Folders &amp; Drive</h3>
+    <p><code>T[##]-[CODENAME]</code> &mdash; e.g. <code>T00-DRIP</code></p>
+
+    <h3>Internal Operations (network, POS, security)</h3>
+    <p><code>T[##]-[CODENAME]-[HEX]</code> &mdash; e.g. <code>T00-DRIP-4B2E20</code></p>
+
+    <div class="note">
+        The hex suffix is added <strong>only</strong> when SNS Networking has completed security
+        buildout and signed off. Until then, the trailer operates without the hex.
+    </div>
+</div>
+
+<h2>Trailer Registry</h2>
+<div class="section-card">
+    <table>
+        <thead>
+            <tr>
+                <th>Trailer</th>
+                <th>Codename</th>
+                <th>Color</th>
+                <th>Hex</th>
+                <th>Status</th>
+            </tr>
+        </thead>
+        <tbody>
+            <tr>
+                <td>T00</td>
+                <td>DRIP</td>
+                <td><span class="color-swatch" style="background:#4B2E20;"></span>Rich Brown</td>
+                <td><code>4B2E20</code></td>
+                <td><span class="status-badge status-planned">Pre-launch</span></td>
+            </tr>
+            <tr>
+                <td>T01</td>
+                <td>ROAST</td>
+                <td><span class="color-swatch" style="background:#E7B4B8;"></span>Blush Pink</td>
+                <td><code>E7B4B8</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T02</td>
+                <td>BLOOM</td>
+                <td><span class="color-swatch" style="background:#F7EFE6; border-color:#A78A7A;"></span>Warm Cream</td>
+                <td><code>F7EFE6</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T03</td>
+                <td>STEAM</td>
+                <td><span class="color-swatch" style="background:#D4AF37;"></span>Soft Gold</td>
+                <td><code>D4AF37</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T04</td>
+                <td>GRIND</td>
+                <td><span class="color-swatch" style="background:#A78A7A;"></span>Taupe</td>
+                <td><code>A78A7A</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T05</td>
+                <td>PRESS</td>
+                <td><span class="color-swatch" style="background:#A3B18A;"></span>Sage Green</td>
+                <td><code>A3B18A</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T06</td>
+                <td>EMBER</td>
+                <td><span class="color-swatch" style="background:#C9918B;"></span>Dusty Rose</td>
+                <td><code>C9918B</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T07</td>
+                <td>CREMA</td>
+                <td><span class="color-swatch" style="background:#2C1A12;"></span>Espresso</td>
+                <td><code>2C1A12</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T08</td>
+                <td>PULL</td>
+                <td><span class="color-swatch" style="background:#B87333;"></span>Copper</td>
+                <td><code>B87333</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+            <tr>
+                <td>T09</td>
+                <td>BEAN</td>
+                <td><span class="color-swatch" style="background:#6B7F99;"></span>Slate Blue</td>
+                <td><code>6B7F99</code></td>
+                <td><span class="status-badge status-planned">Planned</span></td>
+            </tr>
+        </tbody>
+    </table>
+</div>
+
+<h2>Folder Structure</h2>
+<div class="folder-tree">
+SnS Hospitality Group LLC/<br>
+├── T00-09-COMMON/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;← shared across ALL trailers<br>
+│ &nbsp;&nbsp;├── Legal/<br>
+│ &nbsp;&nbsp;├── Marketing/<br>
+│ &nbsp;&nbsp;├── Ops/<br>
+│ &nbsp;&nbsp;├── Research/<br>
+│ &nbsp;&nbsp;└── Buildout/<br>
+│<br>
+├── T00-DRIP/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;← Trailer #1 specific<br>
+│ &nbsp;&nbsp;├── Vehicle/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(VIN, title, plate, registration)<br>
+│ &nbsp;&nbsp;├── Network/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(router, POS, tablet, IPs)<br>
+│ &nbsp;&nbsp;├── Equipment/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(serials, warranties, manuals)<br>
+│ &nbsp;&nbsp;├── Location/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(lease, site photos, parking map)<br>
+│ &nbsp;&nbsp;└── Tools/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;(inventory, maintenance log)<br>
+│<br>
+├── T01-ROAST/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;← future<br>
+├── T02-BLOOM/ &nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;← future<br>
+└── ...
+</div>
+
+<h2>Security Handoff</h2>
+<div class="section-card">
+    <p>The hex suffix (<code>-4B2E20</code>) is appended to a trailer's ID when
+       <strong>SNS Networking</strong> has completed:</p>
+    <ol style="margin: 0.75rem 0 0 1.5rem;">
+        <li>Network hardware installed (router, AP, firewall)</li>
+        <li>POS system configured and hardened</li>
+        <li>Network segmented (customer WiFi isolated from POS/ops)</li>
+        <li>Remote management access verified</li>
+        <li>Sign-off documented</li>
+    </ol>
+    <div class="note">
+        Until handoff, the trailer operates as <code>T##-CODENAME</code> only.
+        This maintains a clean boundary between Hospitality operations (Kiowa)
+        and technology infrastructure (SNS Networking).
+    </div>
+</div>
+
+<h2>Key Links</h2>
+<div class="section-card">
+    <table>
+        <tr><th>Resource</th><th>URL</th></tr>
+        <tr><td>Project Management (Plane)</td><td><a href="https://plane.snsnetlabs.com/shg/">plane.snsnetlabs.com/shg</a></td></tr>
+        <tr><td>File Storage (Google Drive)</td><td>SnS Hospitality Group LLC shared folder</td></tr>
+    </table>
+</div>
+
+<footer>
+    SnS Hospitality Group LLC &middot; A division of SnS Network Solutions Holdings LLC<br>
+    Sam James (85%) &middot; Kiowa Scott (15%)<br><br>
+    <em>Good Coffee. Real Connections. Better Every Day.</em>
+</footer>
+
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/README.md

@@ -0,0 +1,107 @@
+# Coffee Trailers — 2-Year Business Plan
+
+**Entity:** Operates under SnS Hospitality Group LLC
+**Concept:** Mobile drive-through coffee trailers in high-traffic parking lots
+**Target:** 10 locations across NW Indiana and Southern Michigan
+**Manager:** Kiowa Scott (finding spots, keeping them legal, keeping them profitable)
+
+## Investment Per Trailer
+
+| Item | Cost |
+|------|------|
+| Used enclosed trailer (8' × 14-16') | $6,000-9,000 |
+| Buildout (window, plumbing, electric, counters, flooring) | $10,000 |
+| Espresso machine (Nuova Simonelli Appia Life 2-group) | $9,000 |
+| Grinder (Eureka Atom 75) | $2,000 |
+| Blender, fridge, ice machine | $2,500 |
+| POS + tablet | $800 |
+| Signage + branding wrap | $2,500 |
+| Permits, insurance, health dept | $2,000 |
+| **Subtotal (trailer + equipment)** | **~$35,000** |
+| 3 months operating reserve (marketing + ramp-up) | $15,000 |
+| **Total per trailer (first unit)** | **~$50,000** |
+
+Subsequent trailers (no ramp-up reserve needed if cash-flowing): **~$35,000 each**
+
+## Revenue Model
+
+| Metric | Target |
+|--------|--------|
+| Customers/day | 100 (target), 120 (above average) |
+| Average ticket | $8 |
+| Operating days/yr | 312 (6 days/wk, 52 weeks — coffee is winter-proof) |
+| Daily revenue | $800-960 |
+| Monthly revenue (26 days) | $20,800-24,960 |
+| Annual revenue per trailer | $249,600-299,520 |
+
+## Costs Per Trailer (Monthly)
+
+| Item | Cost |
+|------|------|
+| Labor (1 FT barista $16/hr + 1 PT $12/hr, loaded) | $3,616 |
+| Trailer payment (if financed) | $626 |
+| Workers' Comp | $80 |
+| GL insurance | $42 |
+| Commercial Auto | $120 |
+| Lot lease (parking spot agreement) | $750 |
+| Water/commissary | $200 |
+| POS/software | $80 |
+| Fuel/propane | $150 |
+| Misc/repairs | $300 |
+| **Total fixed** | **$5,964/mo** |
+| Supply cost (coffee, milk, cups — 15% of revenue) | ~$3,120-3,744 |
+| **Total monthly cost** | **$9,084-9,708** |
+
+## Profit Per Trailer
+
+| Performance | Monthly Profit | Annual Profit |
+|-------------|---------------|---------------|
+| Average (100/day) | $11,716 | $140,592 |
+| Above average (120/day) | $15,252 | $183,024 |
+| Strong (150/day) | $20,556 | $246,672 |
+
+## 2-Year Rollout Plan
+
+| Timeline | Trailers Open | Monthly Combined Profit | Notes |
+|----------|--------------|------------------------|-------|
+| Month 1-3 | 1 | $11,716 (ramp-up, may be lower) | Marketing heavy, building regulars |
+| Month 4-6 | 2 | $23,432 | Trailer #2 funded by #1's profit |
+| Month 7-9 | 3 | $35,148 | |
+| Month 10-12 | 4 | $46,864 | |
+| Month 13-15 | 5-6 | $58,580-70,296 | |
+| Month 16-18 | 7-8 | $82,012-93,728 | |
+| Month 19-24 | 9-10 | $105,444-117,160 | |
+
+## End of Year 2 (10 trailers, all at average)
+
+| | Annual |
+|---|---|
+| Combined revenue | $2,496,000 |
+| Combined profit | **$1,405,920** |
+| Sam's 85% after tax (35%) | **$777,021** |
+| Kiowa's 15% after tax | **$137,077** |
+
+## Location Strategy
+
+**Target spots (NW Indiana + Southern Michigan):**
+- Walmart / Meijer parking lots
+- Near Chick-fil-A, McDonald's (capture their traffic, no coffee competition)
+- Gas station lots on US-31, US-20, I-94 corridor
+- Notre Dame campus perimeter (game days = 80,000+ people)
+- Hospital/medical center parking areas (staff need coffee at 5am)
+- Industrial parks (factory shift changes)
+- Church parking lots (Mon-Sat)
+
+**How to secure spots:**
+- Approach property managers (not tenants) with a lease proposal: $500-1,000/mo
+- Walmart has a formal vendor/lease program in some locations
+- Start with 1 great spot, prove the concept, use that track record to pitch the next
+
+## Why Coffee Trailers Win in Winter
+
+- Hot drinks = HIGHER demand in cold weather
+- Drive-through window = customers stay in their car
+- Commercial lots (Walmart, etc.) are plowed/salted first
+- No food spoilage, no grease, no complex health dept issues
+- Only true shutdown: blizzard days where nobody leaves home (5-10 days/yr max)
+- Compare to food trucks: dead 4-6 weeks in Midwest winter

businesses/sns-hospitality-group/coffee-trailers/T-00/README.md

@@ -0,0 +1,58 @@
+# The Daily Pour — T-00 (First Trailer)
+
+**Parent:** SnS Hospitality Group LLC
+**Unit:** T-00
+**Type:** Mobile drive-through coffee trailer
+**Status:** Pre-launch (planning)
+**Territory:** NW Indiana
+
+## Overview
+
+T-00 is the first Daily Pour unit. Mobile enclosed trailer with commercial espresso
+equipment, operating as a drive-through in a high-traffic leased parking spot.
+All future trailers (T-01 through T-09) follow this same model — "The Daily Pour"
+is the brand deployed across NW Indiana.
+
+## Naming Convention
+
+```
+T-[NUMBER]
+T-00  ← first trailer (this one)
+T-01  ← second trailer
+...
+T-09  ← tenth trailer
+```
+
+## Directory Structure
+
+```
+T-00/
+├── README.md          ← you are here
+├── branding/          Logo, colors, signage mockups, menu board design
+├── docs/              Permits, licenses, lease agreements, insurance
+├── financials/        Startup budget, P&L projections, break-even analysis
+├── location/          Site research, lot agreements, traffic data, photos
+├── menu/              Menu items, pricing, supplier info, recipes
+├── mockups/           Trailer mockup images, layout diagrams, build photos
+└── operations/        SOPs, opening/closing checklists, staffing, inventory
+```
+
+## Key Numbers (targets)
+
+| Metric | Target |
+|--------|--------|
+| Investment per unit | ~$25,000 (used trailer + buildout + equipment) |
+| Customers/day | 100 |
+| Average ticket | $8 |
+| Operating days | 6 days/wk |
+| Break-even | TBD — see `financials/` |
+
+## Next Steps
+
+- [ ] Finalize branding (name, logo, color palette, signage)
+- [ ] Source trailer (used enclosed, suitable for drive-through conversion)
+- [ ] Identify first location (high-traffic lot, lease terms)
+- [ ] Equipment list + supplier quotes (see `materials.csv`)
+- [ ] Permits research (St. Joseph County mobile food vendor, health dept)
+- [ ] Menu v1 + pricing
+- [ ] Staffing plan (opening crew — Kiowa hires, does not work the window)

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-2D-concept-blueprint.svg

@@ -0,0 +1,113 @@
+<svg xmlns="http://www.w3.org/2000/svg" width="1600" height="1000" viewBox="0 0 1600 1000">
+  <defs>
+    <pattern id="grid" width="20" height="20" patternUnits="userSpaceOnUse">
+      <path d="M20 0H0V20" fill="none" stroke="#8fb4cc" stroke-width="0.5" opacity="0.35"/>
+    </pattern>
+    <marker id="arrow" markerWidth="8" markerHeight="8" refX="4" refY="4" orient="auto-start-reverse">
+      <path d="M0,0 L8,4 L0,8 z" fill="#b7dcf5"/>
+    </marker>
+    <style>
+      .bg{fill:#071926}.grid{fill:url(#grid)}.wall{fill:none;stroke:#e9f5ff;stroke-width:10}.partition{fill:none;stroke:#e9f5ff;stroke-width:5}.equip{fill:#103b55;stroke:#71c8ff;stroke-width:2}.utility{fill:#244b48;stroke:#71e0c4;stroke-width:2}.clear{fill:none;stroke:#f5c66b;stroke-width:2;stroke-dasharray:10 7}.opening{stroke:#071926;stroke-width:14}.swing{fill:none;stroke:#f5c66b;stroke-width:2}.dim{fill:none;stroke:#b7dcf5;stroke-width:1.5;marker-start:url(#arrow);marker-end:url(#arrow)}.ext{stroke:#b7dcf5;stroke-width:1}.title{font:700 32px Arial,sans-serif;fill:#f5fbff;letter-spacing:2px}.subtitle{font:16px Arial,sans-serif;fill:#9fd7f8}.label{font:700 14px Arial,sans-serif;fill:#f5fbff;text-anchor:middle}.small{font:12px Arial,sans-serif;fill:#cce9fa;text-anchor:middle}.note{font:14px Arial,sans-serif;fill:#cce9fa}.head{font:700 18px Arial,sans-serif;fill:#71c8ff}.dimtext{font:700 15px Arial,sans-serif;fill:#b7dcf5;text-anchor:middle}.tag{fill:#071926;stroke:#71c8ff;stroke-width:1.5}.tagtext{font:700 12px Arial,sans-serif;fill:#71c8ff;text-anchor:middle}.verify{font:italic 12px Arial,sans-serif;fill:#f5c66b;text-anchor:middle}
+    </style>
+  </defs>
+  <rect class="bg" width="1600" height="1000"/>
+  <rect class="grid" width="1600" height="1000"/>
+
+  <text x="80" y="62" class="title">T-00 — THE DAILY POUR</text>
+  <text x="80" y="94" class="subtitle">PRELIMINARY 2D EQUIPMENT PLAN • 8'-6" × 26'-0" FLAT-FRONT BOX • DRIVE-THROUGH ONLY • REV B • 2026-08-24</text>
+  <text x="1520" y="62" class="subtitle" text-anchor="end">SCALE: 1 FT = 40 PX</text>
+  <text x="1520" y="88" class="subtitle" text-anchor="end">NOT FOR CONSTRUCTION / FIELD VERIFY</text>
+
+  <!-- Overall shell: 26 ft x 8.5 ft -->
+  <rect x="180" y="250" width="1040" height="340" class="wall"/>
+  <text x="1244" y="424" class="small" transform="rotate(90 1244 424)">FLAT FRONT / TONGUE</text>
+
+  <!-- dimension strings -->
+  <line x1="180" y1="205" x2="1220" y2="205" class="dim"/><line x1="180" y1="215" x2="180" y2="245" class="ext"/><line x1="1220" y1="215" x2="1220" y2="245" class="ext"/>
+  <text x="700" y="195" class="dimtext">26'-0" BOX LENGTH</text>
+  <line x1="135" y1="250" x2="135" y2="590" class="dim"/><line x1="145" y1="250" x2="175" y2="250" class="ext"/><line x1="145" y1="590" x2="175" y2="590" class="ext"/>
+  <text x="108" y="424" class="dimtext" transform="rotate(-90 108 424)">8'-6" EXTERIOR WIDTH</text>
+
+  <!-- employee entry on curb side, near front as shown in reference photos -->
+  <line x1="1045" y1="590" x2="1165" y2="590" class="opening"/>
+  <path d="M1045 586 L1045 466 A120 120 0 0 1 1165 586" class="swing"/>
+  <text x="1105" y="625" class="label">FACTORY EMPLOYEE ENTRY</text>
+  <text x="1105" y="642" class="verify">near-front position &amp; width—field verify</text>
+
+  <!-- full-width rear ramp and tandem wheel wells shown in reference photos -->
+  <line x1="180" y1="265" x2="180" y2="575" stroke="#f5c66b" stroke-width="7" stroke-dasharray="14 8"/>
+  <text x="156" y="420" class="label" transform="rotate(-90 156 420)">FACTORY REAR RAMP • SECURE / INSULATE IN SERVICE</text>
+  <rect x="390" y="255" width="205" height="44" class="utility"/><text x="492" y="283" class="small">WHEEL WELL — FIELD VERIFY</text>
+  <rect x="390" y="541" width="205" height="44" class="utility"/><text x="492" y="569" class="small">WHEEL WELL — FIELD VERIFY</text>
+
+  <!-- service window on opposite long wall -->
+  <line x1="825" y1="250" x2="1005" y2="250" class="opening"/>
+  <line x1="825" y1="244" x2="1005" y2="244" stroke="#f5c66b" stroke-width="5"/>
+  <text x="915" y="225" class="label">DRIVE-THROUGH WINDOW</text>
+  <text x="915" y="208" class="verify">4'-6" concept opening—final size/height verify</text>
+
+  <!-- restroom -->
+  <rect x="185" y="385" width="160" height="200" class="equip"/>
+  <line x1="345" y1="500" x2="345" y2="560" class="opening"/>
+  <path d="M345 500 L285 500 A60 60 0 0 0 345 560" class="swing"/>
+  <ellipse cx="245" cy="520" rx="26" ry="38" fill="none" stroke="#71c8ff" stroke-width="2"/>
+  <text x="265" y="430" class="label">ENCLOSED</text><text x="265" y="450" class="label">RESTROOM</text><text x="265" y="470" class="small">4'-0" × 5'-0" concept</text>
+  <rect x="200" y="395" width="42" height="34" class="utility"/><text x="221" y="416" class="small">WC</text>
+  <text x="265" y="574" class="small">black tank below/adjacent</text>
+
+  <!-- wet wall / rear -->
+  <rect x="185" y="255" width="205" height="105" class="utility"/>
+  <line x1="253" y1="255" x2="253" y2="360" stroke="#71e0c4"/><line x1="321" y1="255" x2="321" y2="360" stroke="#71e0c4"/>
+  <text x="287" y="292" class="label">3-COMPARTMENT SINK</text><text x="287" y="313" class="small">bowls + drainboards</text><text x="287" y="337" class="small">final fixture length—verify</text>
+  <rect x="400" y="305" width="58" height="55" class="utility"/><text x="429" y="329" class="label">HAND</text><text x="429" y="347" class="small">SINK</text>
+
+  <!-- production counter on service side -->
+  <rect x="470" y="255" width="145" height="100" class="equip"/><text x="542" y="292" class="label">COFFEE BREWERS</text><text x="542" y="313" class="small">two + tea water</text>
+  <rect x="625" y="255" width="170" height="100" class="equip"/><text x="710" y="291" class="label">ESPRESSO #1</text><text x="710" y="313" class="small">2-group + grinder</text>
+  <rect x="805" y="255" width="170" height="100" class="equip"/><text x="890" y="291" class="label">ESPRESSO #2</text><text x="890" y="313" class="small">2-group + grinder</text>
+  <rect x="985" y="255" width="105" height="100" class="equip"/><text x="1037" y="290" class="label">ICE BIN /</text><text x="1037" y="310" class="label">MACHINE</text>
+  <rect x="1100" y="255" width="115" height="100" class="equip"/><text x="1157" y="290" class="label">UNDERCOUNTER</text><text x="1157" y="310" class="label">REFRIGERATOR</text>
+
+  <!-- lower/curb-side equipment -->
+  <rect x="355" y="435" width="125" height="100" class="equip"/><text x="417" y="470" class="label">FULL-SIZE</text><text x="417" y="490" class="label">REFRIGERATOR /</text><text x="417" y="510" class="label">FREEZER</text>
+  <rect x="605" y="485" width="115" height="100" class="equip"/><text x="662" y="528" class="label">PANTRY /</text><text x="662" y="550" class="label">DRY STORAGE</text>
+  <rect x="730" y="485" width="130" height="100" class="equip"/><text x="795" y="520" class="label">MICROWAVE</text><text x="795" y="542" class="label">+ AIR FRYER</text><text x="795" y="562" class="small">reheat only</text>
+  <rect x="870" y="485" width="165" height="100" class="equip"/><text x="952" y="520" class="label">FINISHING /</text><text x="952" y="542" class="label">SYRUPS / DRAWERS</text><text x="952" y="562" class="small">beans • tea • smallwares</text>
+
+  <!-- service/POS zone -->
+  <rect x="825" y="365" width="180" height="90" class="clear"/><text x="915" y="395" class="label">LOW PASS SHELF</text><text x="915" y="416" class="small">POS + stool clear zone</text><text x="915" y="438" class="small">counter must not block window</text>
+
+  <!-- fresh water and aisle clearances -->
+  <rect x="630" y="365" width="180" height="72" class="utility" stroke-dasharray="7 5"/><text x="720" y="394" class="label">65-GAL FRESH TANK</text><text x="720" y="416" class="small">low-profile, enclosed, serviceable</text>
+  <rect x="470" y="375" width="740" height="90" class="clear"/><text x="840" y="455" class="small">PRIMARY WORK AISLE — TARGET 42" MINIMUM CLEAR (final equipment depths govern)</text>
+
+  <!-- technology/HVAC -->
+  <rect x="1105" y="365" width="105" height="86" class="utility"/><text x="1157" y="393" class="label">NETWORK</text><text x="1157" y="413" class="label">MINI-RACK</text><text x="1157" y="434" class="small">wall-mounted above</text>
+  <rect x="190" y="365" width="145" height="10" fill="#71e0c4"/><text x="262" y="378" class="small">mini-split head above</text>
+
+  <!-- exterior/tongue utility concept; final weatherproof enclosure not shown in photos -->
+  <rect x="1245" y="335" width="120" height="55" class="utility"/><text x="1305" y="357" class="small">BATTERY / INVERTER</text><text x="1305" y="374" class="small">WEATHERPROOF</text>
+  <rect x="1245" y="405" width="120" height="55" class="utility"/><text x="1305" y="428" class="small">PANEL / SHORE</text><text x="1305" y="445" class="small">SERVICE ACCESS</text>
+  <rect x="1245" y="475" width="120" height="55" class="utility"/><text x="1305" y="498" class="small">GENERATOR</text><text x="1305" y="515" class="small">VENTED / ISOLATED</text>
+
+  <!-- orientation -->
+  <rect x="75" y="725" width="215" height="165" rx="8" class="tag"/><text x="182" y="754" class="head" text-anchor="middle">ORIENTATION</text>
+  <text x="182" y="787" class="label">TOP: DRIVE-THROUGH SIDE</text><text x="182" y="815" class="label">BOTTOM: ENTRY / CURB SIDE</text><text x="182" y="843" class="label">LEFT: REAR RAMP</text><text x="182" y="871" class="label">RIGHT: FLAT FRONT / TONGUE</text>
+
+  <text x="335" y="735" class="head">DESIGN BASIS</text>
+  <text x="335" y="764" class="note">• Two-person flow: order → brew/espresso/tea → finish → handoff.</text>
+  <text x="335" y="790" class="note">• Drive-through window is opposite the factory employee entry; no customer interior or walk-up service.</text>
+  <text x="335" y="816" class="note">• Dedicated hand sink is outside the restroom. All heating, HVAC and beverage equipment is electric.</text>
+  <text x="335" y="842" class="note">• Tank, plumbing and vulnerable utilities require insulated/heated freeze protection for South Bend winters.</text>
+  <text x="335" y="868" class="note">• Heavy items must be finalized around axle centerline and verified by a weight/tongue-load calculation.</text>
+  <text x="335" y="894" class="note">• Final electrical service, circuits, water heater and tanks require actual equipment cut sheets and calculations.</text>
+
+  <rect x="1155" y="705" width="365" height="205" rx="8" class="tag"/>
+  <text x="1337" y="738" class="head" text-anchor="middle">FIELD-VERIFY BEFORE CONSTRUCTION</text>
+  <text x="1180" y="770" class="note">1. Interior wall finish-to-finish dimensions</text>
+  <text x="1180" y="796" class="note">2. Door, wheel-well, axle and framing locations</text>
+  <text x="1180" y="822" class="note">3. Rear-ramp sealing and conversion treatment</text>
+  <text x="1180" y="848" class="note">4. Equipment dimensions, weights and utilities</text>
+  <text x="1180" y="874" class="note">5. Local health, fire, plumbing and electrical review</text>
+  <text x="80" y="960" class="subtitle">DRAWING: T-00-A1 • PRELIMINARY EQUIPMENT/FLOOR PLAN • DIMENSIONS SHOWN ARE CONCEPTUAL UNLESS NOTED</text>
+</svg>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/T-00-3D-layout-checklist.md

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+# 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.

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/business-plan.html

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+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>Business Plan — The Daily Pour | SnS Hospitality Group LLC</title>
+<style>
+  :root{--brown:#4B2E20;--cream:#F7EFE6;--gold:#D4AF37;--pink:#E7B4B8;--taupe:#A78A7A;--green:#A3B18A;--blue:#6B7F99;}
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+</style>
+</head>
+<body>
+<div class="doc">
+
+
+<h1>Business Plan</h1>
+<div class="subtitle">The Daily Pour — Mobile Coffee Trailer</div>
+<div class="meta">
+  SnS Hospitality Group LLC | EIN: 42-4288652 | South Bend, Indiana<br>
+  Prepared: August 2026 | Contact: samueljamesinc@snsnetworksolutions.net | (601) 613-2249
+</div>
+
+<h2>1. Executive Summary</h2>
+<p><strong>The Daily Pour</strong> is a mobile drive-through coffee trailer business operating from
+high-traffic parking lots in South Bend, Indiana and the surrounding NW Indiana / Southern Michigan
+region. We serve premium espresso, specialty drinks, drip coffee, teas, and baked goods from a
+fully self-contained, solar-capable trailer — no brick-and-mortar lease, no buildout delay, and
+minimal overhead.</p>
+
+<div class="highlight">
+<strong>Key Numbers:</strong><br>
+Investment: $50,000 (first trailer, including 3-month reserve)<br>
+Projected annual revenue (per trailer): $249,600<br>
+Projected annual net profit (per trailer): $140,592<br>
+Break-even: Month 2–3 at 100 customers/day<br>
+Growth target: 10 trailers over 5 years
+</div>
+
+<p>The company is structured for rapid, capital-efficient expansion: each profitable trailer funds
+the next. We target high-traffic locations — busy retail corridors, hospital campuses, university
+perimeters, industrial parks, and underutilized commercial lots where drive-through coffee isn't
+currently served.</p>
+
+<h2>2. Company Description</h2>
+<table>
+  <tr><th>Legal Name</th><td>SnS Hospitality Group LLC</td></tr>
+  <tr><th>DBA</th><td>The Daily Pour</td></tr>
+  <tr><th>Type</th><td>Multi-Member LLC (Indiana)</td></tr>
+  <tr><th>EIN</th><td>42-4288652</td></tr>
+  <tr><th>Formation Date</th><td>August 6, 2026</td></tr>
+  <tr><th>Parent Company</th><td>SnS Network Solutions Holdings LLC (EIN 42-4099038)</td></tr>
+  <tr><th>Principal Office</th><td>759 Boxwood Dr, South Bend, IN 46614</td></tr>
+  <tr><th>Ownership</th><td>Samuel S. James (85%) via Holdings LLC + Kiowa Scott (15%)</td></tr>
+  <tr><th>Industry</th><td>Mobile Food Service (NAICS 722330)</td></tr>
+</table>
+
+<h3>Mission Statement</h3>
+<p>SnS Hospitality Group LLC provides high-quality, affordable coffee and specialty beverages through
+a fleet of mobile drive-through trailers deployed in underserved, high-traffic locations across
+Northwest Indiana and Southern Michigan. We create jobs, serve our community, and build sustainable
+wealth through disciplined operations and thoughtful expansion.</p>
+
+<h3>Vision</h3>
+<p>10 branded coffee trailers operating across NW Indiana and Southern Michigan within 5 years —
+each a neighborhood fixture, each creating local jobs, each profitable within 90 days of launch.</p>
+
+
+<h2 class="page-break">3. Products & Services</h2>
+<p>The Daily Pour serves a focused, high-margin menu from a drive-through window:</p>
+<div class="two-col">
+  <div>
+    <h3>Core Menu</h3>
+    <ul>
+      <li>Espresso drinks (lattes, cappuccinos, americanos, macchiatos)</li>
+      <li>Specialty drinks (mochas, caramel, seasonal flavors)</li>
+      <li>Drip coffee (house blend + decaf)</li>
+      <li>Iced coffee & cold brew</li>
+      <li>Blended frappes & smoothies</li>
+      <li>Hot & iced teas (black, green, chai, herbal)</li>
+      <li>Matcha lattes</li>
+      <li>Hot chocolate</li>
+    </ul>
+  </div>
+  <div>
+    <h3>Food & Add-ons</h3>
+    <ul>
+      <li>Muffins, scones, croissants (local bakery)</li>
+      <li>Bagels + cream cheese</li>
+      <li>Cookies, banana bread</li>
+      <li>Seasonal pastries</li>
+    </ul>
+    <h3>Key Suppliers</h3>
+    <ul>
+      <li><strong>Beans:</strong> Bendix Coffee Roasters (local, South Bend)</li>
+      <li><strong>Dairy/supplies:</strong> Dean Supply, Stanz Foodservice</li>
+      <li><strong>Equipment:</strong> Nuova Simonelli, Eureka</li>
+    </ul>
+  </div>
+</div>
+
+<h3>Competitive Advantages</h3>
+<ul>
+  <li><strong>Locally sourced:</strong> 75% of our products come from small businesses in the area — coffee beans from Bendix Coffee Roasters (South Bend), baked goods from local bakeries, dairy from regional suppliers. We invest in our community.</li>
+  <li><strong>No lease risk:</strong> Trailer = $500-750/mo lot rental vs. $3,000-5,000/mo brick-and-mortar lease</li>
+  <li><strong>Mobility:</strong> Underperforming location? Move the trailer. No sunk costs.</li>
+  <li><strong>Winter-proof:</strong> Hot drinks = HIGHER demand in cold weather. Drive-through = customers stay warm in their car.</li>
+  <li><strong>Low startup vs. traditional coffee shop:</strong> $50K vs. $250K-500K for a storefront</li>
+  <li><strong>Scalable:</strong> Duplicate the model — same trailer, same menu, same SOPs — at each new location</li>
+  <li><strong>Self-contained:</strong> Generator + battery + solar + water tanks = no utility hookups required</li>
+</ul>
+
+
+<h2 class="page-break">4. Market Analysis</h2>
+<h3>Target Market</h3>
+<p>Northwest Indiana and Southern Michigan — primarily St. Joseph County (South Bend, Mishawaka,
+Granger) and LaPorte County. Population served: ~275,000+ in the immediate metro area.</p>
+
+<h3>Target Customers</h3>
+<ul>
+  <li><strong>Morning commuters</strong> (5am–9am) — driving to work, need fast coffee</li>
+  <li><strong>Healthcare workers</strong> — hospital shift changes at 5am and 7pm</li>
+  <li><strong>Retail/warehouse workers</strong> — industrial parks, factory shift changes</li>
+  <li><strong>College students</strong> — Notre Dame, IUSB, Holy Cross, Bethel University</li>
+  <li><strong>Weekend shoppers</strong> — Walmart, Meijer, Target parking lots</li>
+  <li><strong>Game day crowds</strong> — Notre Dame football (80,000+ per game, 6-7 home games/yr)</li>
+</ul>
+
+<h3>Industry Overview</h3>
+<p>The U.S. coffee market exceeds $100 billion annually. Specialty coffee represents 60%+ of
+consumption. The mobile coffee segment is growing as consumers prioritize convenience, speed,
+and quality over sit-down experiences. Drive-through represents the highest-growth channel in
+food service.</p>
+
+<h3>Local Competition</h3>
+<table>
+  <tr><th>Competitor</th><th>Type</th><th>Our Advantage</th></tr>
+  <tr><td>Starbucks</td><td>Brick-and-mortar drive-through</td><td>We go WHERE they aren't — parking lots, closed businesses, underserved areas</td></tr>
+  <tr><td>Dunkin'</td><td>Brick-and-mortar</td><td>Higher quality beans (local roaster), specialty drinks they don't offer</td></tr>
+  <tr><td>Local coffee shops</td><td>Sit-down cafes</td><td>We're drive-through only — speed + convenience, different customer</td></tr>
+  <tr><td>Gas station coffee</td><td>Self-serve</td><td>Premium quality, handcrafted drinks vs. sitting in a pot for hours</td></tr>
+  <tr><td>Other food trucks</td><td>Mobile</td><td>Coffee is year-round; food trucks die in Midwest winter</td></tr>
+</table>
+
+<h3>Location Strategy</h3>
+<p>We primarily target <strong>high-traffic areas</strong> where drive-through coffee is underserved or nonexistent:</p>
+<ul>
+  <li><strong>Retail corridors:</strong> Walmart, Meijer, Target parking lots — thousands of daily shoppers, no specialty coffee on-site</li>
+  <li><strong>Hospital/medical campuses:</strong> Staff need coffee at 5am shift change, visitors all day</li>
+  <li><strong>University perimeters:</strong> Notre Dame (80,000+ game days), IUSB, Holy Cross, Bethel — student traffic</li>
+  <li><strong>Industrial parks:</strong> Factory shift changes at 5am, 3pm — captive audience with no options nearby</li>
+  <li><strong>Major intersections/corridors:</strong> US-31, US-20, I-94 — commuter traffic</li>
+  <li><strong>Gas station lots:</strong> High volume, existing customer flow, quick in-and-out culture</li>
+  <li><strong>Underutilized commercial lots:</strong> Closed businesses, vacant restaurants — owners earning $0 welcome our $500-750/mo rent</li>
+  <li><strong>Enterprise Zones:</strong> State tax credits for operating in designated areas (bonus, not a requirement)</li>
+</ul>
+
+
+<h2 class="page-break">5. Management Team</h2>
+<table>
+  <tr><th>Name</th><th>Role</th><th>Responsibilities</th></tr>
+  <tr>
+    <td><strong>Samuel S. James</strong><br>Managing Member (85%)</td>
+    <td>CEO / Capital & Strategy</td>
+    <td>Capital investment, funding applications, bank accounts, expansion timing, technology/network infrastructure, final authority on major decisions</td>
+  </tr>
+  <tr>
+    <td><strong>Kiowa Scott</strong><br>Member (15%)</td>
+    <td>Operations Director</td>
+    <td>Compliance & permits, site selection & lot negotiations, SOPs development, grant sourcing, growth planning, recruiting Location Managers</td>
+  </tr>
+  <tr>
+    <td><strong>TBD</strong><br>(Hiring)</td>
+    <td>Location Manager (T00-DRIP)</td>
+    <td>Day-to-day trailer operations, opening/closing, scheduling staff, supply ordering, customer service, quality control</td>
+  </tr>
+</table>
+
+<h3>Owner Background</h3>
+<p><strong>Samuel S. James</strong> brings 10+ years of technology infrastructure experience (network
+engineering, system design, project management) with a strong background in operations, logistics,
+and scalable systems. He holds certifications in networking (CCENT, Cisco Specialist) and cloud
+infrastructure (AWS Cloud Practitioner). His technology expertise enables fully self-contained,
+remotely monitored trailer operations with enterprise-grade security and POS systems.</p>
+
+<p><strong>Kiowa Scott</strong> brings operational management experience with a focus on compliance,
+location scouting, and building repeatable business systems. Her equity vests over 12 months of
+active service, aligning her incentives with the company's long-term success.</p>
+
+<h3>Organizational Structure</h3>
+<div class="highlight">
+  <strong>Per-trailer model:</strong> Each trailer is run by an empowered Location Manager who handles
+  all day-to-day operations independently. Sam and Kiowa handle escalations, expansion strategy,
+  and business development — NOT daily operations. This structure scales to 10+ locations without
+  founder burnout.
+</div>
+
+
+<h2 class="page-break">6. Financial Projections</h2>
+
+<h3>Startup Costs — Trailer #1 (T00-DRIP)</h3>
+<table>
+  <tr><th>Category</th><th>Amount</th></tr>
+  <tr><td>Enclosed cargo trailer (8×14-16, used)</td><td>$7,500</td></tr>
+  <tr><td>Interior buildout (electrical, plumbing, counters, window)</td><td>$10,000</td></tr>
+  <tr><td>Espresso machine (Nuova Simonelli Appia Life 2-Group)</td><td>$9,000</td></tr>
+  <tr><td>Grinder (Eureka Atom 75)</td><td>$2,000</td></tr>
+  <tr><td>Kitchen equipment (blenders, fridge, freezer, ice maker, microwave)</td><td>$1,760</td></tr>
+  <tr><td>Water system (tanks, pump, heater, sinks, plumbing)</td><td>$1,640</td></tr>
+  <tr><td>Power system (generator, battery, inverter, solar-ready)</td><td>$3,520</td></tr>
+  <tr><td>Climate (48V DC mini split heat pump)</td><td>$1,200</td></tr>
+  <tr><td>Networking & security (cameras, NVR, switch, modem, UPS)</td><td>$760</td></tr>
+  <tr><td>POS & payment (Square Terminal, iPad, cash drawer)</td><td>$879</td></tr>
+  <tr><td>Signage & exterior (menu board, vinyl wrap, A-frame sign)</td><td>$2,860</td></tr>
+  <tr><td>Initial supplies (beans, milk, cups, syrups)</td><td>$1,050</td></tr>
+  <tr><td>Permits & insurance</td><td>$2,300</td></tr>
+  <tr><td><strong>Subtotal (equipment + buildout)</strong></td><td><strong>~$44,469</strong></td></tr>
+  <tr><td>3-month operating reserve</td><td>$5,531</td></tr>
+  <tr><td><strong>Total Startup Investment</strong></td><td><strong>$50,000</strong></td></tr>
+</table>
+
+<h3>Monthly Operating Costs</h3>
+<table>
+  <tr><th>Item</th><th>Monthly</th><th>Annual</th></tr>
+  <tr><td>Location Manager salary (FT, loaded)</td><td>$2,880</td><td>$34,560</td></tr>
+  <tr><td>Part-time staff</td><td>$2,240</td><td>$26,880</td></tr>
+  <tr><td>Lot lease</td><td>$750</td><td>$9,000</td></tr>
+  <tr><td>Supplies (beans, milk, cups, syrups — 15% of revenue)</td><td>$3,120</td><td>$37,440</td></tr>
+  <tr><td>Insurance (GL + workers comp)</td><td>$330</td><td>$3,960</td></tr>
+  <tr><td>Fuel/propane</td><td>$130</td><td>$1,560</td></tr>
+  <tr><td>Water + waste (pump-outs)</td><td>$200</td><td>$2,400</td></tr>
+  <tr><td>Cellular data plan</td><td>$75</td><td>$900</td></tr>
+  <tr><td>Square processing fees (2.7%)</td><td>$560</td><td>$6,720</td></tr>
+  <tr><td>Misc/repairs</td><td>$300</td><td>$3,600</td></tr>
+  <tr><td><strong>Total Monthly Operating Cost</strong></td><td><strong>$10,585</strong></td><td><strong>$127,020</strong></td></tr>
+</table>
+
+
+<h3>Revenue Projections (Per Trailer)</h3>
+<table>
+  <tr><th>Scenario</th><th>Customers/Day</th><th>Avg Ticket</th><th>Monthly Revenue</th><th>Annual Revenue</th></tr>
+  <tr><td>Conservative</td><td>80</td><td>$8</td><td>$16,640</td><td>$199,680</td></tr>
+  <tr><td><strong>Target</strong></td><td><strong>100</strong></td><td><strong>$8</strong></td><td><strong>$20,800</strong></td><td><strong>$249,600</strong></td></tr>
+  <tr><td>Above Average</td><td>120</td><td>$8</td><td>$24,960</td><td>$299,520</td></tr>
+  <tr><td>Strong</td><td>150</td><td>$8</td><td>$31,200</td><td>$374,400</td></tr>
+</table>
+
+<h3>Profitability (Per Trailer, Target Scenario)</h3>
+<table>
+  <tr><th>Metric</th><th>Monthly</th><th>Annual</th></tr>
+  <tr><td>Revenue</td><td>$20,800</td><td>$249,600</td></tr>
+  <tr><td>Total costs</td><td>$10,585</td><td>$127,020</td></tr>
+  <tr><td><strong>Net Profit</strong></td><td><strong>$10,215</strong></td><td><strong>$122,580</strong></td></tr>
+  <tr><td>Profit margin</td><td colspan="2">49.1%</td></tr>
+  <tr><td>Break-even (customers/day)</td><td colspan="2">~51 customers/day</td></tr>
+  <tr><td>Payback period (initial $50K)</td><td colspan="2">~5 months</td></tr>
+</table>
+
+<h3>5-Year Growth Projection (Fleet)</h3>
+<table>
+  <tr><th>Year</th><th>Trailers</th><th>Annual Revenue</th><th>Annual Profit</th><th>Cumulative Investment</th></tr>
+  <tr><td>Year 1</td><td>1–2</td><td>$249,600–499,200</td><td>$126,228–252,456</td><td>$50,000–85,000</td></tr>
+  <tr><td>Year 2</td><td>4–5</td><td>$998,400–1,248,000</td><td>$504,912–631,140</td><td>$155,000–190,000</td></tr>
+  <tr><td>Year 3</td><td>6–7</td><td>$1,497,600–1,747,200</td><td>$757,368–883,596</td><td>$225,000–260,000</td></tr>
+  <tr><td>Year 4</td><td>8–9</td><td>$1,996,800–2,246,400</td><td>$1,009,824–1,136,052</td><td>$295,000–330,000</td></tr>
+  <tr><td>Year 5</td><td>10</td><td>$2,496,000</td><td>$1,262,280</td><td>$365,000</td></tr>
+</table>
+
+<div class="highlight">
+  <strong>Return on Investment:</strong> At target performance, Trailer #1's $50,000 investment
+  is recovered in ~5 months. Each subsequent trailer ($35K) recovers in ~3.5 months. By Year 5
+  (10 trailers), the fleet generates $2.5M in annual revenue and $1.26M in profit on a total
+  deployed capital of $365K — a <strong>346% ROI</strong>.
+</div>
+
+
+<h2 class="page-break">7. Funding Request</h2>
+
+<h3>Amount Requested</h3>
+<div class="highlight">
+  <strong>$50,000</strong> — to fully fund Trailer #1 (T00-DRIP), including equipment, buildout, initial
+  inventory, permits, insurance, and a 3-month operating reserve for marketing and ramp-up.
+</div>
+
+<h3>Use of Funds</h3>
+<table>
+  <tr><th>Category</th><th>Amount</th><th>% of Total</th></tr>
+  <tr><td>Trailer + buildout</td><td>$17,500</td><td>35%</td></tr>
+  <tr><td>Equipment (espresso, kitchen, power, water)</td><td>$20,899</td><td>42%</td></tr>
+  <tr><td>Networking, security, POS</td><td>$1,639</td><td>3%</td></tr>
+  <tr><td>Signage, branding, initial supplies</td><td>$3,910</td><td>8%</td></tr>
+  <tr><td>Permits, insurance, legal</td><td>$2,300</td><td>5%</td></tr>
+  <tr><td>Operating reserve (3 months)</td><td>$3,752</td><td>7%</td></tr>
+  <tr><td><strong>Total</strong></td><td><strong>$50,000</strong></td><td><strong>100%</strong></td></tr>
+</table>
+
+<h3>Repayment Capacity</h3>
+<p>At target performance (100 customers/day), the trailer generates <strong>$10,215/month in net
+profit</strong>. A $50,000 loan at 12% interest over 5 years = ~$1,112/month payment — well within
+cash flow capacity with a <strong>9.2:1 debt service coverage ratio</strong>.</p>
+
+<h3>Collateral</h3>
+<ul>
+  <li>Trailer + equipment (appraised value ~$35,000 at buildout completion)</li>
+  <li>Personal guarantee by Samuel S. James (sole guarantor — 85% owner via Holdings)</li>
+</ul>
+
+<h3>Exit / Repayment Strategy</h3>
+<ul>
+  <li><strong>Primary:</strong> Monthly cash flow from operations covers all loan payments from Month 2–3 forward</li>
+  <li><strong>Secondary:</strong> Trailer + equipment can be liquidated for ~$20-25K (conservative) if business fails</li>
+  <li><strong>Growth funded internally:</strong> Trailer #2+ funded from Trailer #1 profits — no additional debt required for expansion</li>
+</ul>
+
+
+<h2 class="page-break">8. Operations Plan</h2>
+
+<h3>Hours of Operation</h3>
+<p>5:00 AM – 2:00 PM, Monday through Saturday (312 operating days/year). Closed Sundays.</p>
+
+<h3>Staffing (Per Trailer)</h3>
+<table>
+  <tr><th>Position</th><th>Hours</th><th>Rate</th><th>Monthly (loaded)</th></tr>
+  <tr><td>Location Manager (FT)</td><td>40 hrs/wk</td><td>$18/hr</td><td>$2,880</td></tr>
+  <tr><td>Part-time staff</td><td>Variable</td><td>—</td><td>$2,240</td></tr>
+  <tr><td><strong>Total labor</strong></td><td></td><td></td><td><strong>$5,120/mo</strong></td></tr>
+</table>
+
+<h3>Key Operating Processes</h3>
+<ul>
+  <li><strong>Supply chain:</strong> Weekly orders from local roaster (Bendix) + wholesale supplier (Dean Supply). Location Manager handles ordering within budget.</li>
+  <li><strong>Quality control:</strong> Standardized recipes, freshness protocols, daily cleaning SOP</li>
+  <li><strong>Cash management:</strong> Square POS (card primary), daily reconciliation, weekly deposits</li>
+  <li><strong>Maintenance:</strong> Generator service monthly, equipment cleaning daily, quarterly deep-clean</li>
+  <li><strong>Waste management:</strong> Gray/black tank pump-out every 2-3 weeks (Huff Septic, South Bend)</li>
+  <li><strong>Security:</strong> 3 POE cameras + NVR, cellular connectivity, AirTag GPS, remote monitoring</li>
+</ul>
+
+<h3>Technology Infrastructure</h3>
+<p>Each trailer operates as a self-contained, remotely managed unit:</p>
+<ul>
+  <li>4G/5G cellular internet (POS + cameras + remote management)</li>
+  <li>Square POS system (real-time sales reporting)</li>
+  <li>IP camera surveillance with cloud-accessible NVR</li>
+  <li>Managed network switch (VLANs separate POS from customer WiFi)</li>
+  <li>GPS tracking (theft/tow protection)</li>
+</ul>
+
+<h2>9. Risk Analysis</h2>
+<table>
+  <tr><th>Risk</th><th>Likelihood</th><th>Mitigation</th></tr>
+  <tr><td>Low customer count (under 50/day)</td><td>Low-Medium</td><td>Location mobility — move trailer to better spot. Marketing push. Signage visibility.</td></tr>
+  <tr><td>Weather (blizzards)</td><td>Low (5-10 days/yr)</td><td>Hot drinks = higher demand in cold. Only full blizzards close us. Budget for 312 operating days accounts for this.</td></tr>
+  <tr><td>Equipment failure</td><td>Medium</td><td>Warranty coverage, backup equipment plan, emergency service contacts on file.</td></tr>
+  <tr><td>Lot lease termination</td><td>Low</td><td>Trailer is mobile — relocate within days. Maintain relationships with multiple property owners.</td></tr>
+  <tr><td>Staff turnover</td><td>Medium</td><td>Competitive pay, simple SOPs, cross-training, Kiowa recruits replacements.</td></tr>
+  <tr><td>Competition (Starbucks/Dunkin enters same lot)</td><td>Very Low</td><td>We target locations they DON'T want (vacant lots, small parking areas). We move; they can't.</td></tr>
+  <tr><td>Permit/regulatory issues</td><td>Low</td><td>Kiowa manages all compliance. Permits secured before opening. Health dept relationship maintained.</td></tr>
+</table>
+
+<footer>
+  <strong>The Daily Pour</strong> — SnS Hospitality Group LLC<br>
+  759 Boxwood Dr, South Bend, IN 46614<br>
+  Samuel S. James, Managing Member | samueljamesinc@snsnetworksolutions.net | (601) 613-2249<br><br>
+  <em>Good Coffee. Great Vibes. On Purpose.</em><br><br>
+  <span style="font-size:.7rem;">Confidential — prepared for lending evaluation purposes. Financial projections are estimates based on market research and industry benchmarks. Actual results may vary.</span>
+</footer>
+
+</div>
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-color.txt

@@ -0,0 +1,142 @@
+# The Daily Pour — Brand Color Palette (v1.0)
+
+## Brand Personality
+Warm • Welcoming • Elegant • Artisan • Premium • Morning Energy • Community
+
+The Daily Pour should feel like your favorite neighborhood coffee shop—comfortable enough to visit every morning, yet refined enough to become a recognizable premium brand.
+
+---
+
+# Primary Colors
+
+## ☕ Rich Espresso Brown (Primary)
+**Hex:** `#4B2E20`
+
+Used for:
+- Trailer body
+- Logo text
+- Menu boards
+- Website headers
+- Packaging
+- Uniform accents
+
+Represents:
+- Coffee
+- Warmth
+- Reliability
+- Craftsmanship
+
+---
+
+## 🌸 Blush Pink (Secondary)
+**Hex:** `#E7B4B8`
+
+Used for:
+- Floral graphics
+- Accent stripes
+- Cups
+- Interior decor
+- Seasonal branding
+
+Represents:
+- Hospitality
+- Kindness
+- Comfort
+- Community
+
+---
+
+## ✨ Soft Gold (Accent)
+**Hex:** `#D4AF37`
+
+Use sparingly (5-10%)
+
+Used for:
+- Logo highlights
+- Divider lines
+- Icons
+- Menu separators
+- Hardware accents
+- Premium packaging
+
+Represents:
+- Quality
+- Excellence
+- Morning sunlight
+- Premium craftsmanship
+
+---
+
+## 🤍 Warm Cream (Background)
+**Hex:** `#F7EFE6`
+
+Used for:
+- Trailer upper panels
+- Sign backgrounds
+- Printed menus
+- Website backgrounds
+- Merchandise
+
+Represents:
+- Fresh milk
+- Morning light
+- Cleanliness
+- Simplicity
+
+---
+
+# Supporting Colors
+
+### Warm Taupe
+`#A78A7A`
+
+For subtle backgrounds, illustrations, and secondary typography.
+
+---
+
+### Charcoal
+`#333333`
+
+Only for body text and high-contrast readability.
+
+---
+
+# Wood Finish
+
+Natural Walnut
+
+Suggested stain:
+- Medium Walnut
+- Satin finish
+
+This should remain a real wood texture rather than painted to reinforce the handcrafted feel.
+
+---
+
+# Color Usage Ratio
+
+60% Warm Cream
+
+25% Rich Espresso Brown
+
+10% Blush Pink
+
+5% Soft Gold
+
+---
+
+# Materials
+
+- Matte painted exterior
+- Satin walnut wood
+- Matte black hardware
+- Brushed gold accents
+- Warm white (2700K–3000K) lighting
+
+---
+
+# Overall Brand Feel
+
+> Rustic Modern • Boutique Coffee House • Soft Luxury • Morning Comfort
+
+The Daily Pour should feel like the first peaceful moment of someone's day—warm coffee, friendly faces, and an inviting space they'll want to return to every morning.

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-cookbook.html

@@ -0,0 +1,612 @@
+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>The Daily Pour — The Cookbook (v1)</title>
+<link href="https://fonts.googleapis.com/css2?family=Playfair+Display:wght@500;700;900&family=Montserrat:wght@300;400;500;600&display=swap" rel="stylesheet">
+<style>
+  :root{
+    --espresso:#4B2E20; --blush:#E7B4B8; --gold:#D4AF37;
+    --linen:#F7EFE6; --taupe:#A78A7A; --charcoal:#333333;
+  }
+  *{box-sizing:border-box;}
+  body{
+    font-family:"Montserrat",Helvetica,Arial,sans-serif;
+    color:var(--charcoal); background:var(--taupe);
+    margin:0; padding:0; line-height:1.55; font-weight:400;
+  }
+  h1,h2,h3,.serif{font-family:"Playfair Display",Georgia,serif;}
+  .page{
+    background:var(--linen); max-width:820px; margin:24px auto;
+    padding:54px 60px 40px; position:relative; min-height:1000px;
+    box-shadow:0 6px 24px rgba(0,0,0,.25);
+  }
+  .page::after{
+    counter-increment:pg; content:"The Daily Pour  ·  " counter(pg);
+    position:absolute; bottom:18px; right:60px;
+    font-size:.72rem; letter-spacing:1.5px; color:var(--taupe); text-transform:uppercase;
+  }
+  body{counter-reset:pg;}
+  /* Cover */
+  .cover{background:var(--espresso); color:var(--linen); text-align:center;
+    display:flex; flex-direction:column; justify-content:center; align-items:center;
+    border:none;}
+  .cover::after{color:rgba(247,239,230,.45);}
+  .cover h1{font-size:3.4rem; font-weight:900; margin:0; letter-spacing:1px;}
+  .cover .cup{font-size:3rem; margin-bottom:10px;}
+  .cover .tag{color:var(--blush); font-style:italic; font-size:1.2rem; margin-top:6px; font-family:"Playfair Display",serif;}
+  .cover .kw{color:var(--gold); letter-spacing:5px; text-transform:uppercase; font-size:.85rem; margin-top:34px;}
+  .cover hr{border:0; border-top:2px solid var(--gold); width:120px; margin:26px auto;}
+  .cover .sub{font-size:.85rem; color:var(--taupe); letter-spacing:1px;}
+  /* headings */
+  h2.section{font-size:2rem; color:var(--espresso); margin:0 0 4px;}
+  .section-num{color:var(--gold); font-weight:700; letter-spacing:3px; text-transform:uppercase; font-size:.8rem; font-family:"Montserrat";}
+  .rule{border:0; border-top:2px solid var(--gold); margin:10px 0 26px;}
+  /* TOC */
+  .toc-row{display:flex; justify-content:space-between; align-items:baseline; padding:7px 0; border-bottom:1px dotted var(--taupe);}
+  .toc-row .t{font-weight:500;} .toc-row .p{color:var(--gold); font-weight:600;}
+  .toc-cat{font-family:"Playfair Display",serif; font-size:1.15rem; color:var(--espresso); margin:20px 0 2px;}
+  /* recipe */
+  .recipe{margin-bottom:30px;}
+  .recipe .name{font-size:1.55rem; color:var(--espresso); margin:0;}
+  .recipe .maps{display:inline-block; background:var(--blush); color:var(--espresso); font-size:.68rem; font-weight:600; padding:2px 10px; border-radius:20px; text-transform:uppercase; letter-spacing:.5px; font-family:"Montserrat"; margin-left:6px; vertical-align:middle;}
+  .recipe .story{font-style:italic; color:var(--taupe); font-family:"Playfair Display",serif; margin:4px 0 12px;}
+  .recipe h4{margin:14px 0 4px; color:var(--espresso); font-size:.8rem; letter-spacing:1.5px; text-transform:uppercase; font-family:"Montserrat"; border-bottom:1px solid var(--blush); padding-bottom:2px;}
+  table{width:100%; border-collapse:collapse; margin:6px 0; font-size:.85rem;}
+  th{background:var(--espresso); color:var(--linen); text-align:left; padding:6px 9px; font-weight:500;}
+  td{padding:5px 9px; border-bottom:1px solid #e6dccd;}
+  tr:nth-child(even) td{background:#fbf6ef;}
+  ol.steps{margin:6px 0; padding-left:20px;}
+  ol.steps li{margin:4px 0; font-size:.9rem;}
+  .tip{background:#fbf3ef; border-left:4px solid var(--gold); padding:8px 12px; font-size:.82rem; margin:10px 0; border-radius:0 6px 6px 0;}
+  .tip b{color:var(--espresso);}
+  .price{color:var(--espresso); font-weight:600;}
+  .disclaimer{background:var(--espresso); color:var(--linen); padding:14px 18px; border-radius:8px; font-size:.82rem; margin:14px 0;}
+  .disclaimer b{color:var(--gold);}
+  .intro-lead{font-family:"Playfair Display",serif; font-size:1.1rem; color:var(--espresso); line-height:1.7;}
+  .divider-cat{background:var(--espresso); color:var(--linen); text-align:center; padding:80px 40px; border:none;}
+  .divider-cat::after{color:rgba(247,239,230,.4);}
+  .divider-cat .section-num{color:var(--gold); font-size:1rem;}
+  .divider-cat h2{color:var(--linen); font-size:2.6rem; margin:12px 0;}
+  .divider-cat p{color:var(--blush); font-family:"Playfair Display",serif; font-style:italic; max-width:440px; margin:0 auto;}
+  @media print{
+    body{background:#fff;}
+    .page{box-shadow:none; margin:0; max-width:none; min-height:100vh; page-break-after:always;}
+  }
+</style>
+</head>
+<body>
+
+<!-- ============ COVER (p.1) ============ -->
+<section class="page cover">
+  <div class="cup">☕</div>
+  <h1>The Daily Pour</h1>
+  <div class="tag">The Cookbook</div>
+  <hr>
+  <div class="tag" style="font-size:.95rem;">"Good Coffee. Great Vibes. On Purpose."</div>
+  <div class="kw">Volume One · 25 Signature Recipes</div>
+  <div class="sub" style="margin-top:40px;">SnS Hospitality Group LLC</div>
+</section>
+
+<!-- ============ TOC (p.2) ============ -->
+<section class="page">
+  <div class="section-num">Contents</div>
+  <h2 class="section">Table of Contents</h2>
+  <hr class="rule">
+
+  <div class="toc-row"><span class="t serif">How to Use This Cookbook</span><span class="p">3</span></div>
+  <div class="toc-row"><span class="t serif">Foundations — Core Techniques</span><span class="p">4</span></div>
+
+  <div class="toc-cat">01 · Coffee</div>
+  <div class="toc-row"><span class="t">The Sunrise · First Light · The Regular · Velvet Cold Brew · Midnight Pour</span><span class="p">5</span></div>
+
+  <div class="toc-cat">02 · Espresso</div>
+  <div class="toc-row"><span class="t">Golden Hour · The Artisan · Gilded Caramel · Blush &amp; Bean · The Commute</span><span class="p">7</span></div>
+
+  <div class="toc-cat">03 · Teas</div>
+  <div class="toc-row"><span class="t">The Steeping Hour · Spiced Porch · Jade Morning · Honey &amp; Ember · Garden Party</span><span class="p">9</span></div>
+
+  <div class="toc-cat">04 · Specialty</div>
+  <div class="toc-row"><span class="t">The Nightcap · Caramel Cloud · Cookies &amp; Craft · The Confection · Autumn Gold</span><span class="p">11</span></div>
+
+  <div class="toc-cat">05 · Energizers <span style="font-size:.75rem; color:var(--taupe);">(cold · 20oz · Alani-based)</span></div>
+  <div class="toc-row"><span class="t">Cherry Bomb · Blue Horizon · Sunset Citrus · Electric Peach · Frost Lime</span><span class="p">13</span></div>
+
+  <div class="toc-row" style="margin-top:20px;"><span class="t serif">Standards &amp; Consistency</span><span class="p">15</span></div>
+</section>
+
+<!-- ============ HOW TO USE (p.3) ============ -->
+<section class="page">
+  <div class="section-num">Introduction</div>
+  <h2 class="section">How to Use This Cookbook</h2>
+  <hr class="rule">
+  <p class="intro-lead">This is the heart of The Daily Pour. If the Spec Book is our business, this is our craft.</p>
+  <p>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 <em>is</em> the brand.</p>
+
+  <h4>The Rules Behind Every Recipe</h4>
+  <ol class="steps">
+    <li><b>Espresso standard:</b> 18g in → 36g out, 25–30 seconds. Fast &amp; sour = grind finer; slow &amp; bitter = grind coarser.</li>
+    <li><b>Steam milk to 150°F</b> — hot enough that you can only hold the pitcher ~3 seconds. Never re-steam.</li>
+    <li><b>Build order matters:</b> flavor (syrup/sauce) first → espresso → milk/ice. It self-mixes as you pour.</li>
+    <li><b>Pumps are not eyeballed.</b> Small = 2, Medium = 3, Large = 4. Every time.</li>
+    <li><b>Presentation is the finish, not an afterthought.</b> Clean cup, centered lid, sleeve squared, drizzle with intention.</li>
+  </ol>
+
+  <h4>Sizes</h4>
+  <p>Hot &amp; espresso drinks: <b>Small 12oz · Medium 16oz · Large 20oz.</b> Cold cups: <b>16oz &amp; 24oz.</b> Energizers: <b>20oz clear cup only.</b></p>
+
+  <div class="tip"><b>Barista note:</b> 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.</div>
+</section>
+
+<!-- ============ FOUNDATIONS (p.4) ============ -->
+<section class="page">
+  <div class="section-num">Foundations</div>
+  <h2 class="section">Core Techniques</h2>
+  <hr class="rule">
+  <p>Master these four and you can make anything in this book.</p>
+
+  <h4>1 · Pulling the Perfect Shot</h4>
+  <ol class="steps">
+    <li>Dose 18g into a dry portafilter basket.</li>
+    <li>Distribute level, then tamp firm and flat (~30 lb pressure).</li>
+    <li>Lock in, start the shot immediately. Target 36g out in 25–30 seconds.</li>
+    <li>Watch the pour: should run like warm honey, blonde-ing near the end. Cut it.</li>
+  </ol>
+
+  <h4>2 · Steaming Milk &amp; Microfoam</h4>
+  <ol class="steps">
+    <li>Fill pitcher to just below the spout base. Purge the wand.</li>
+    <li>Tip in at the surface to introduce air (a gentle "tss-tss") for 2–3 sec — this stretches the milk.</li>
+    <li>Submerge the tip to create a whirlpool; heat to 150°F, no more.</li>
+    <li>Wipe wand, purge. Tap pitcher, swirl to a glossy paint texture.</li>
+  </ol>
+
+  <h4>3 · Shaken Espresso</h4>
+  <ol class="steps">
+    <li>Pull espresso over syrup in a shaker tin.</li>
+    <li>Add ice to fill. Cap and shake hard 15–20 seconds until frothy and frost forms on the tin.</li>
+    <li>Pour everything (foam + ice) into the cup, top with milk.</li>
+  </ol>
+
+  <h4>4 · Sweet Cream Cold Foam</h4>
+  <ol class="steps">
+    <li>Combine heavy cream, whole milk, and vanilla (2:1 ratio + splash).</li>
+    <li>Froth cold with a handheld frother or cold-foam blender until it holds soft peaks.</li>
+    <li>Spoon/pour over the top of cold drinks — it should float.</li>
+  </ol>
+</section>
+
+<!-- ============ 01 COFFEE DIVIDER (p.5 handled inline) ============ -->
+<!-- To keep page count aligned with TOC, Coffee recipes start p.5 -->
+
+<!-- 01 COFFEE — recipes 1-3 (p.5) -->
+<section class="page">
+  <div class="section-num">Category 01</div>
+  <h2 class="section">Coffee</h2>
+  <hr class="rule">
+  <p style="font-style:italic; font-family:'Playfair Display',serif; color:var(--taupe); margin-top:-10px;">Brewed &amp; cold-brew builds. The honest backbone of the morning.</p>
+
+  <div class="recipe">
+    <p class="name">The Sunrise <span class="maps">maps: DD French Vanilla Iced</span></p>
+    <p class="story">The first light of the day in a cup — smooth iced coffee kissed with vanilla.</p>
+    <h4>Build (iced · 16oz / 24oz)</h4>
+    <table><tr><th>Ingredient</th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Cold brew or iced drip</td><td>10oz</td><td>15oz</td></tr>
+      <tr><td>Vanilla syrup</td><td>3 pump</td><td>4 pump</td></tr>
+      <tr><td>Cream splash / milk</td><td>2oz</td><td>3oz</td></tr>
+      <tr><td>Ice</td><td>fill</td><td>fill</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Vanilla in cup.</li><li>Fill with ice.</li><li>Pour coffee, top with cream, stir.</li></ol>
+    <p class="price">Sell: $3.95 / $4.75</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">First Light <span class="maps">maps: DD Original hot coffee</span></p>
+    <p class="story">Clean, bright, uncomplicated drip. For the purist on the way to work.</p>
+    <h4>Build (hot · S/M/L)</h4>
+    <table><tr><th>Ingredient</th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Fresh drip coffee</td><td>12oz</td><td>16oz</td><td>20oz</td></tr>
+      <tr><td>Room for cream (optional)</td><td>1"</td><td>1"</td><td>1"</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Brew fresh (toss after 45 min).</li><li>Pour to line, cap, sleeve.</li><li>Offer cream/sugar station.</li></ol>
+    <p class="price">Sell: $2.75 / $3.25 / $3.75</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">The Regular <span class="maps">maps: DD Iced Coffee</span></p>
+    <p class="story">Named for the guest we'll know by name. Straightforward iced coffee, your way.</p>
+    <h4>Build (iced · 16oz / 24oz)</h4>
+    <table><tr><th>Ingredient</th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Iced drip / cold brew</td><td>12oz</td><td>18oz</td></tr>
+      <tr><td>Flavor (guest choice)</td><td>2–3 pump</td><td>3–4 pump</td></tr>
+      <tr><td>Milk/cream to taste</td><td>splash</td><td>splash</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Flavor + ice.</li><li>Coffee.</li><li>Milk to guest preference, stir.</li></ol>
+    <p class="price">Sell: $3.25 / $3.95</p>
+  </div>
+</section>
+
+<!-- 01 COFFEE — recipes 4-5 (p.6) -->
+<section class="page">
+  <div class="section-num">Category 01 · Coffee</div>
+  <hr class="rule">
+
+  <div class="recipe">
+    <p class="name">Velvet Cold Brew <span class="maps">maps: SBUX Cold Brew + Sweet Cream Foam</span></p>
+    <p class="story">Slow-steeped, impossibly smooth, crowned in sweet cream cold foam. Our high-margin star.</p>
+    <h4>Build (iced · 16oz / 24oz)</h4>
+    <table><tr><th>Ingredient</th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>House cold brew (12–18h steep)</td><td>12oz</td><td>18oz</td></tr>
+      <tr><td>Ice</td><td>fill</td><td>fill</td></tr>
+      <tr><td>Sweet cream cold foam</td><td>top</td><td>top</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Ice, then cold brew leaving 1" headroom.</li><li>Froth sweet cream cold foam (see Foundations).</li><li>Float foam on top — do not stir.</li></ol>
+    <div class="tip"><b>Why it matters:</b> cold brew is our best margin (~88%). Batch daily, label the steep time.</div>
+    <p class="price">Sell: $4.95 / $5.75</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Midnight Pour <span class="maps">maps: Nitro / bold black coffee</span></p>
+    <p class="story">Dark, bold, no apologies. Concentrated cold brew served black over ice.</p>
+    <h4>Build (iced · 16oz / 24oz)</h4>
+    <table><tr><th>Ingredient</th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Cold brew concentrate</td><td>8oz</td><td>12oz</td></tr>
+      <tr><td>Filtered water (cut)</td><td>4oz</td><td>6oz</td></tr>
+      <tr><td>Ice</td><td>fill</td><td>fill</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Ice.</li><li>Concentrate + water, stir.</li><li>Serve black; offer sweet cream on the side.</li></ol>
+    <p class="price">Sell: $4.50 / $5.25</p>
+  </div>
+</section>
+
+<!-- ============ 02 ESPRESSO (p.7) ============ -->
+<section class="page">
+  <div class="section-num">Category 02</div>
+  <h2 class="section">Espresso</h2>
+  <hr class="rule">
+  <p style="font-style:italic; font-family:'Playfair Display',serif; color:var(--taupe); margin-top:-10px;">Where the craft shows. Every one starts with a perfect 18/36 shot.</p>
+
+  <div class="recipe">
+    <p class="name">Golden Hour <span class="maps">maps: Classic Latte</span></p>
+    <p class="story">That warm, glowing part of the day — espresso wrapped in silky milk.</p>
+    <h4>Build (hot/iced · S/M/L shots)</h4>
+    <table><tr><th></th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Espresso shots</td><td>1</td><td>2</td><td>3</td></tr>
+      <tr><td>Steamed milk</td><td>~8oz</td><td>~12oz</td><td>~15oz</td></tr>
+      <tr><td>Microfoam</td><td>~1cm</td><td>~1cm</td><td>~1cm</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Pull shots into cup.</li><li>Steam milk to glossy microfoam, 150°F.</li><li>Pour to fill, finish with a clean surface (or art).</li></ol>
+    <p class="price">Sell: $4.25 / $5.25 / $6.25 · +oat $0.75</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Gilded Caramel <span class="maps">maps: SBUX Caramel Macchiato (#1 volume)</span></p>
+    <p class="story">Our take on America's most-ordered drink — vanilla, espresso, milk, caramel crown.</p>
+    <h4>Build (hot/iced · S/M/L)</h4>
+    <table><tr><th></th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Vanilla syrup</td><td>2</td><td>3</td><td>4</td></tr>
+      <tr><td>Steamed milk</td><td>8oz</td><td>12oz</td><td>15oz</td></tr>
+      <tr><td>Espresso (poured on top)</td><td>1</td><td>2</td><td>3</td></tr>
+      <tr><td>Caramel drizzle</td><td>crosshatch</td><td>crosshatch</td><td>crosshatch</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Vanilla + milk first.</li><li>Pull espresso <em>on top</em> (leaves the espresso "mark").</li><li>Finish with caramel crosshatch drizzle.</li></ol>
+    <p class="price">Sell: $4.95 / $5.95 / $6.95</p>
+  </div>
+</section>
+
+<!-- 02 ESPRESSO — recipes 3-5 (p.8) -->
+<section class="page">
+  <div class="section-num">Category 02 · Espresso</div>
+  <hr class="rule">
+
+  <div class="recipe">
+    <p class="name">The Artisan <span class="maps">maps: Mocha</span></p>
+    <p class="story">Chocolate and espresso, made with intention. Topped with whip.</p>
+    <h4>Build (hot/iced · S/M/L)</h4>
+    <table><tr><th></th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Mocha sauce</td><td>2</td><td>3</td><td>4</td></tr>
+      <tr><td>Espresso</td><td>1</td><td>2</td><td>3</td></tr>
+      <tr><td>Steamed milk</td><td>8oz</td><td>12oz</td><td>15oz</td></tr>
+      <tr><td>Whipped cream</td><td>top</td><td>top</td><td>top</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Mocha in cup, pull shots on top, stir to melt.</li><li>Steam &amp; pour milk.</li><li>Whip + light cocoa dust.</li></ol>
+    <p class="price">Sell: $4.95 / $5.95 / $6.95 · White mocha = same</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">The Commute <span class="maps">maps: SBUX Brown Sugar Oatmilk Shaken Espresso (#1 revenue)</span></p>
+    <p class="story">The viral fuel for the drive — shaken espresso, brown sugar, oat milk, cinnamon.</p>
+    <h4>Build (iced · 16oz / 24oz)</h4>
+    <table><tr><th></th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Espresso</td><td>2</td><td>3</td></tr>
+      <tr><td>Brown sugar syrup</td><td>3</td><td>4</td></tr>
+      <tr><td>Cinnamon</td><td>1 shake</td><td>1 shake</td></tr>
+      <tr><td>Oat milk</td><td>4oz</td><td>6oz</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Shake espresso + brown sugar + cinnamon + ice hard 15–20s.</li><li>Pour all into cup.</li><li>Top with oat milk.</li></ol>
+    <p class="price">Sell: $5.25 / $5.95</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Blush &amp; Bean <span class="maps">maps: Vanilla Latte (signature twist)</span></p>
+    <p class="story">Our namesake blush — a vanilla latte finished with a whisper of rose/strawberry cold foam.</p>
+    <h4>Build (iced · 16oz / 24oz)</h4>
+    <table><tr><th></th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Vanilla syrup</td><td>3</td><td>4</td></tr>
+      <tr><td>Espresso</td><td>2</td><td>3</td></tr>
+      <tr><td>Milk</td><td>8oz</td><td>12oz</td></tr>
+      <tr><td>Strawberry cold foam</td><td>top</td><td>top</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Vanilla + ice + espresso + milk.</li><li>Float strawberry cold foam.</li><li>Optional: pink sugar rim for signature look.</li></ol>
+    <p class="price">Sell: $5.50 / $6.25</p>
+  </div>
+</section>
+
+<!-- ============ 03 TEAS (p.9) ============ -->
+<section class="page">
+  <div class="section-num">Category 03</div>
+  <h2 class="section">Teas</h2>
+  <hr class="rule">
+  <p style="font-style:italic; font-family:'Playfair Display',serif; color:var(--taupe); margin-top:-10px;">For the guest who doesn't drink coffee — but still deserves the ritual.</p>
+
+  <div class="recipe">
+    <p class="name">Spiced Porch <span class="maps">maps: DD Chai Latte (top tea seller)</span></p>
+    <p class="story">Cinnamon, cardamom &amp; nutmeg with steamed milk — like a warm porch in autumn.</p>
+    <h4>Build (hot/iced · S/M/L)</h4>
+    <table><tr><th></th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Chai concentrate</td><td>4oz</td><td>6oz</td><td>8oz</td></tr>
+      <tr><td>Steamed milk</td><td>8oz</td><td>10oz</td><td>12oz</td></tr>
+      <tr><td>Cinnamon dust</td><td>top</td><td>top</td><td>top</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Chai in cup.</li><li>Steam &amp; pour milk (or ice + cold milk for iced).</li><li>Cinnamon dust.</li></ol>
+    <p class="price">Sell: $4.50 / $5.25 / $6.00 · +oat $0.75</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Jade Morning <span class="maps">maps: SBUX Matcha Latte</span></p>
+    <p class="story">Stone-ground green tea whisked with milk. Earthy, smooth, energizing.</p>
+    <h4>Build (hot/iced · S/M/L)</h4>
+    <table><tr><th></th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Matcha</td><td>1 tsp</td><td>1.5 tsp</td><td>2 tsp</td></tr>
+      <tr><td>Hot water (whisk)</td><td>1oz</td><td>1.5oz</td><td>2oz</td></tr>
+      <tr><td>Milk</td><td>9oz</td><td>13oz</td><td>16oz</td></tr>
+      <tr><td>Vanilla (optional)</td><td>1</td><td>2</td><td>2</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Whisk matcha + hot water to smooth paste (no clumps).</li><li>Add to milk over ice, or steam for hot.</li><li>Stir well.</li></ol>
+    <p class="price">Sell: $4.95 / $5.75 / $6.50</p>
+  </div>
+</section>
+
+<!-- 03 TEAS — recipes 3-5 (p.10) -->
+<section class="page">
+  <div class="section-num">Category 03 · Teas</div>
+  <hr class="rule">
+
+  <div class="recipe">
+    <p class="name">The Steeping Hour <span class="maps">maps: Hot Brewed Tea</span></p>
+    <p class="story">A quiet moment. Premium loose-leaf or bagged tea, steeped right.</p>
+    <h4>Build (hot · any size)</h4>
+    <table><tr><th>Ingredient</th><th>Amount</th></tr>
+      <tr><td>Tea (black/green/herbal)</td><td>1–2 bags by size</td></tr>
+      <tr><td>Hot water 200°F (black) / 175°F (green)</td><td>fill</td></tr>
+      <tr><td>Honey / lemon</td><td>on request</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Right water temp per tea type.</li><li>Steep 3–5 min, remove bag (don't over-steep = bitter).</li><li>Offer honey + lemon.</li></ol>
+    <p class="price">Sell: $2.95 flat</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Honey &amp; Ember <span class="maps">maps: London Fog (Earl Grey tea latte)</span></p>
+    <p class="story">Earl Grey + steamed milk + honey &amp; vanilla. Cozy, floral, elegant.</p>
+    <h4>Build (hot/iced · S/M/L)</h4>
+    <table><tr><th></th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Earl Grey (strong steep)</td><td>4oz</td><td>6oz</td><td>8oz</td></tr>
+      <tr><td>Vanilla</td><td>1</td><td>2</td><td>2</td></tr>
+      <tr><td>Honey</td><td>1 squeeze</td><td>1</td><td>2</td></tr>
+      <tr><td>Steamed milk</td><td>7oz</td><td>9oz</td><td>11oz</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Steep Earl Grey strong.</li><li>Add vanilla + honey, stir.</li><li>Top with steamed milk.</li></ol>
+    <p class="price">Sell: $4.50 / $5.25 / $6.00</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Garden Party <span class="maps">maps: SBUX Iced Tea / Refresher-lite</span></p>
+    <p class="story">Bright iced tea with a splash of fruit. Refreshing and light.</p>
+    <h4>Build (iced · 16oz / 24oz)</h4>
+    <table><tr><th></th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Brewed &amp; chilled tea</td><td>12oz</td><td>18oz</td></tr>
+      <tr><td>Fruit syrup (peach/berry)</td><td>2</td><td>3</td></tr>
+      <tr><td>Ice</td><td>fill</td><td>fill</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Fruit syrup + ice.</li><li>Chilled tea.</li><li>Stir; garnish lemon.</li></ol>
+    <p class="price">Sell: $3.95 / $4.75</p>
+  </div>
+</section>
+
+<!-- ============ 04 SPECIALTY (p.11) ============ -->
+<section class="page">
+  <div class="section-num">Category 04</div>
+  <h2 class="section">Specialty</h2>
+  <hr class="rule">
+  <p style="font-style:italic; font-family:'Playfair Display',serif; color:var(--taupe); margin-top:-10px;">Blended, indulgent, seasonal. The treats people cross town for.</p>
+
+  <div class="recipe">
+    <p class="name">Caramel Cloud <span class="maps">maps: SBUX Caramel Frappuccino</span></p>
+    <p class="story">Our top blended — espresso, caramel, milk &amp; ice whipped to a cloud, whip on top.</p>
+    <h4>Build (blended · 16oz / 24oz)</h4>
+    <table><tr><th></th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Espresso</td><td>1</td><td>2</td></tr>
+      <tr><td>Caramel syrup</td><td>3</td><td>4</td></tr>
+      <tr><td>Milk</td><td>6oz</td><td>9oz</td></tr>
+      <tr><td>Ice</td><td>1.5 cup</td><td>2 cup</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>All in blender, blend smooth (no chunks).</li><li>Pour, top whip + caramel drizzle.</li><li>Wide straw, dome lid.</li></ol>
+    <p class="price">Sell: $5.75 / $6.75</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Cookies &amp; Craft <span class="maps">maps: SBUX Cookie Crumble / Java Chip</span></p>
+    <p class="story">Blended chocolate chip indulgence — dessert in a cup.</p>
+    <h4>Build (blended · 16oz / 24oz)</h4>
+    <table><tr><th></th><th>16oz</th><th>24oz</th></tr>
+      <tr><td>Mocha sauce</td><td>3</td><td>4</td></tr>
+      <tr><td>Chocolate chips</td><td>1 scoop</td><td>1.5 scoop</td></tr>
+      <tr><td>Milk</td><td>6oz</td><td>9oz</td></tr>
+      <tr><td>Ice</td><td>1.5 cup</td><td>2 cup</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Blend mocha + chips + milk + ice.</li><li>Whip + cookie crumble top.</li></ol>
+    <p class="price">Sell: $5.95 / $6.95</p>
+  </div>
+</section>
+
+<!-- 04 SPECIALTY — recipes 3-5 (p.12) -->
+<section class="page">
+  <div class="section-num">Category 04 · Specialty</div>
+  <hr class="rule">
+
+  <div class="recipe">
+    <p class="name">The Nightcap <span class="maps">maps: Affogato</span></p>
+    <p class="story">A shot of hot espresso poured over vanilla ice cream. Simple. Elegant. Unforgettable.</p>
+    <h4>Build (one size · 8oz cup)</h4>
+    <table><tr><th>Ingredient</th><th>Amount</th></tr>
+      <tr><td>Vanilla ice cream / gelato</td><td>2 scoops</td></tr>
+      <tr><td>Fresh espresso</td><td>2 shots</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Two scoops in cup.</li><li>Pull espresso fresh, pour over table-side/at window.</li><li>Serve immediately with spoon.</li></ol>
+    <p class="price">Sell: $5.50</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">The Confection <span class="maps">maps: DD Churro / seasonal signature latte</span></p>
+    <p class="story">Cinnamon-sugar &amp; espresso, whipped, caramel drizzle. A rotating signature slot.</p>
+    <h4>Build (hot/iced · 16oz)</h4>
+    <table><tr><th>Ingredient</th><th>16oz</th></tr>
+      <tr><td>Cinnamon-sugar (churro) syrup</td><td>3 pump</td></tr>
+      <tr><td>Espresso</td><td>2</td></tr>
+      <tr><td>Milk</td><td>10oz</td></tr>
+      <tr><td>Whip + cinnamon sugar + caramel</td><td>top</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Syrup + espresso + milk.</li><li>Whip, dust cinnamon sugar, caramel drizzle.</li></ol>
+    <p class="price">Sell: $5.95</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Autumn Gold <span class="maps">maps: SBUX Pumpkin Spice Latte (seasonal)</span></p>
+    <p class="story">Our seasonal flagship — pumpkin, spice, espresso. Runs Sept–Nov, drives fall traffic.</p>
+    <h4>Build (hot/iced · S/M/L)</h4>
+    <table><tr><th></th><th>S 12</th><th>M 16</th><th>L 20</th></tr>
+      <tr><td>Pumpkin spice syrup</td><td>2</td><td>3</td><td>4</td></tr>
+      <tr><td>Espresso</td><td>1</td><td>2</td><td>3</td></tr>
+      <tr><td>Milk</td><td>8oz</td><td>12oz</td><td>15oz</td></tr>
+      <tr><td>Whip + pumpkin spice</td><td>top</td><td>top</td><td>top</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Syrup + espresso + milk.</li><li>Whip + pumpkin-pie-spice dust.</li></ol>
+    <p class="price">Sell: $5.25 / $5.95 / $6.75</p>
+  </div>
+</section>
+
+<!-- ============ 05 ENERGIZERS (p.13) ============ -->
+<section class="page">
+  <div class="section-num">Category 05</div>
+  <h2 class="section">Energizers</h2>
+  <hr class="rule">
+  <p style="font-style:italic; font-family:'Playfair Display',serif; color:var(--taupe); margin-top:-10px;">Cold, vivid, and buzzing. Alani Nu energy meets fruit &amp; ice. Served 20oz clear — always.</p>
+
+  <div class="disclaimer">
+    <b>Caffeine &amp; Service Note:</b><br>
+    Each Energizer contains one 8.4oz Alani Nu (~100mg caffeine — about the same as one cup of coffee). Menu should note: <em>"Contains caffeine."</em> 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).
+  </div>
+
+  <div class="recipe">
+    <p class="name">Cherry Bomb <span class="maps">signature · cherry slush + lime</span></p>
+    <p class="story">Bright cherry slush, a squeeze of fresh lime, over an electric Alani base.</p>
+    <h4>Build (cold · 20oz clear cup)</h4>
+    <table><tr><th>Ingredient</th><th>Amount</th></tr>
+      <tr><td>Alani Nu (flavor: Cherry Slush / Cosmic Stardust)</td><td>1 can (8.4oz)</td></tr>
+      <tr><td>Cherry syrup or puree</td><td>2 pump</td></tr>
+      <tr><td>Fresh lime juice</td><td>0.5 oz</td></tr>
+      <tr><td>Ice</td><td>fill</td></tr></table>
+    <h4>Steps</h4>
+    <ol class="steps"><li>Cherry + lime in cup.</li><li>Fill with ice.</li><li>Pour Alani over, stir gently to keep fizz. Lime wheel garnish.</li></ol>
+    <p class="price">Sell: $6.50 · <span style="color:var(--taupe);">est. cost ~$2.50 (Alani ~$2)</span></p>
+  </div>
+</section>
+
+<!-- 05 ENERGIZERS — recipes 2-5 (p.14) -->
+<section class="page">
+  <div class="section-num">Category 05 · Energizers</div>
+  <hr class="rule">
+  <p style="font-size:.8rem; color:var(--taupe); font-style:italic;">All: 1 Alani Nu (8.4oz, ~100mg) · 20oz clear cup · fill with ice · stir gently to preserve carbonation · contains caffeine.</p>
+
+  <div class="recipe">
+    <p class="name">Blue Horizon <span class="maps">signature · blue raspberry + coconut</span></p>
+    <p class="story">Tropical blue raspberry meets coconut cream. Looks like a summer sky.</p>
+    <table><tr><th>Ingredient</th><th>Amount</th></tr>
+      <tr><td>Alani Nu (Breezeberry / Blue Slush)</td><td>1 can</td></tr>
+      <tr><td>Blue raspberry syrup</td><td>2 pump</td></tr>
+      <tr><td>Coconut cream splash</td><td>0.5 oz</td></tr>
+      <tr><td>Ice</td><td>fill</td></tr></table>
+    <p class="price">Sell: $6.50</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Sunset Citrus <span class="maps">signature · orange + peach + grenadine</span></p>
+    <p class="story">Layered orange-to-red like a sunset. Peach, orange, a grenadine sink.</p>
+    <table><tr><th>Ingredient</th><th>Amount</th></tr>
+      <tr><td>Alani Nu (Orange Kiss / Juicy Peach)</td><td>1 can</td></tr>
+      <tr><td>Peach syrup</td><td>2 pump</td></tr>
+      <tr><td>Grenadine (sinks for layered look)</td><td>0.25 oz</td></tr>
+      <tr><td>Ice</td><td>fill</td></tr></table>
+    <p class="price">Sell: $6.50</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Electric Peach <span class="maps">signature · peach + strawberry</span></p>
+    <p class="story">Juicy peach and strawberry — the crowd-pleaser.</p>
+    <table><tr><th>Ingredient</th><th>Amount</th></tr>
+      <tr><td>Alani Nu (Juicy Peach)</td><td>1 can</td></tr>
+      <tr><td>Strawberry puree</td><td>2 pump</td></tr>
+      <tr><td>Fresh lemon</td><td>0.25 oz</td></tr>
+      <tr><td>Ice</td><td>fill</td></tr></table>
+    <p class="price">Sell: $6.50</p>
+  </div>
+
+  <div class="recipe">
+    <p class="name">Frost Lime <span class="maps">signature · lime slush + mint</span></p>
+    <p class="story">Ice-cold lime slush with a whisper of mint. The most refreshing on the board.</p>
+    <table><tr><th>Ingredient</th><th>Amount</th></tr>
+      <tr><td>Alani Nu (Lemon Lime / Sherbet)</td><td>1 can</td></tr>
+      <tr><td>Lime syrup</td><td>2 pump</td></tr>
+      <tr><td>Fresh lime + muddled mint</td><td>0.5 oz + 2 leaves</td></tr>
+      <tr><td>Ice</td><td>fill</td></tr></table>
+    <p class="price">Sell: $6.50</p>
+  </div>
+</section>
+
+<!-- ============ STANDARDS (p.15) ============ -->
+<section class="page">
+  <div class="section-num">Closing</div>
+  <h2 class="section">Standards &amp; Consistency</h2>
+  <hr class="rule">
+  <p class="intro-lead">A recipe is only as good as its repetition.</p>
+  <p>This cookbook pairs with <b>The Daily Pour Spec Book</b> (costs, margins, pump charts, add-on pricing). When a number here and there ever disagree, the Spec Book governs pricing; this book governs <em>process</em>.</p>
+
+  <h4>Daily Consistency Checklist</h4>
+  <ol class="steps">
+    <li>Dial in the grinder at open — pull &amp; taste a test shot (18/36/25–30s).</li>
+    <li>Batch cold brew &amp; label steep time.</li>
+    <li>Prep sweet cream cold foam &amp; check syrup levels.</li>
+    <li>Taste matcha &amp; chai concentrates for freshness.</li>
+    <li>Confirm Alani stock &amp; fridge temp for Energizers.</li>
+    <li>Every drink: correct pumps, 150°F milk, clean presentation.</li>
+  </ol>
+
+  <div class="tip"><b>Seasonal slots:</b> Autumn Gold (fall), plus rotate The Confection &amp; one Energizer seasonally to keep the board fresh and give regulars something new. Log new recipes here as v1.1, v1.2…</div>
+
+  <p style="text-align:center; margin-top:50px; font-family:'Playfair Display',serif; font-style:italic; color:var(--espresso);">"Good Coffee. Great Vibes. On Purpose."</p>
+  <p style="text-align:center; font-size:.78rem; color:var(--taupe);">The Daily Pour Cookbook · Volume One · SnS Hospitality Group LLC<br>Recipes based on standard formulas + Starbucks/Dunkin' best-seller data. Prices are launch targets — verify against final supplier costs.</p>
+</section>
+
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-launch-tracker.html

@@ -0,0 +1,361 @@
+<!doctype html>
+<html lang="en">
+<head>
+  <meta charset="utf-8">
+  <meta name="viewport" content="width=device-width, initial-scale=1">
+  <title>T00-DRIP Launch Tracker</title>
+  <style>
+    :root {
+      --brown: #4b2e20;
+      --brown-2: #2c1a12;
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+      display: grid;
+      grid-template-columns: repeat(4, minmax(0, 1fr));
+      gap: 12px;
+      margin-bottom: 16px;
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+      box-shadow: 0 3px 10px rgb(44 26 18 / 6%);
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+    .progress { height: 12px; overflow: hidden; background: #e9ded5; border-radius: 999px; margin: 10px 0 18px; }
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+    .gate-head h2 { margin: 0; font-family: Georgia, serif; font-size: 20px; }
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+    .task-title { display: block; font-weight: 700; }
+    .task-note { display: block; margin-top: 3px; color: var(--muted); font-size: 13px; }
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+    .status.complete { color: #154b36; background: #dff4e9; }
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+    .hidden { display: none; }
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+
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+      .tasks td.check { position: absolute; left: 14px; top: 12px; width: 24px; }
+    }
+
+    @media print {
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+      .gate-head { color: black; background: #eee; }
+      .gate-head span { color: #333; }
+    }
+  </style>
+</head>
+<body>
+  <header>
+    <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">
+        <option value="all">All tasks</option>
+        <option value="open">Open only</option>
+        <option value="blocked">Blocked / waiting</option>
+        <option value="complete">Complete</option>
+      </select>
+      <button class="primary" type="button" id="save">Save</button>
+      <button type="button" id="export">Export backup</button>
+      <button type="button" id="import">Import backup</button>
+      <button type="button" onclick="window.print()">Print / PDF</button>
+      <input class="hidden" id="import-file" type="file" accept="application/json">
+    </div>
+
+    <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."]
+        ]
+      }
+    ];
+
+    let state = JSON.parse(localStorage.getItem(storageKey) || "{}");
+
+    function currentStatus(task) {
+      return state[task[0]]?.status || task[3];
+    }
+
+    function render() {
+      const host = document.getElementById("gates");
+      const filter = document.getElementById("filter").value;
+      host.innerHTML = "";
+
+      for (const gate of gates) {
+        const section = document.createElement("section");
+        section.className = "gate";
+        section.innerHTML = `
+          <div class="gate-head"><div><h2>${gate.title}</h2><span>${gate.purpose}</span></div></div>
+          <table class="tasks"><thead><tr><th class="check">Done</th><th>Task</th><th>Owner</th><th>Status</th></tr></thead><tbody></tbody></table>`;
+        const tbody = section.querySelector("tbody");
+        let visible = 0;
+
+        for (const task of gate.tasks) {
+          const status = currentStatus(task);
+          const done = status === "complete";
+          const blocked = status === "blocked" || status === "waiting";
+          if ((filter === "open" && done) || (filter === "blocked" && !blocked) || (filter === "complete" && !done)) continue;
+          visible++;
+          const tr = document.createElement("tr");
+          tr.className = `${done ? "done" : ""} ${blocked ? "blocked" : ""}`;
+          tr.innerHTML = `
+            <td class="check"><input type="checkbox" data-id="${task[0]}" ${done ? "checked" : ""} aria-label="Complete ${task[1]}"></td>
+            <td><span class="task-title">${task[1]}</span><span class="task-note">${task[4]}</span></td>
+            <td class="owner">${task[2]}</td>
+            <td><span class="status ${status}">${status.replace("blocked", "blocked").replace("next", "next")}</span></td>`;
+          tbody.appendChild(tr);
+        }
+        if (visible) host.appendChild(section);
+      }
+
+      document.querySelectorAll('input[type="checkbox"][data-id]').forEach(box => {
+        box.addEventListener("change", event => {
+          const id = event.target.dataset.id;
+          const original = gates.flatMap(g => g.tasks).find(t => t[0] === id);
+          state[id] = { status: event.target.checked ? "complete" : original[3], updated: new Date().toISOString() };
+          save(false);
+          render();
+        });
+      });
+      updateSummary();
+    }
+
+    function updateSummary() {
+      const tasks = gates.flatMap(g => g.tasks);
+      const done = tasks.filter(t => currentStatus(t) === "complete").length;
+      const blocked = tasks.filter(t => ["blocked", "waiting"].includes(currentStatus(t))).length;
+      const percent = Math.round((done / tasks.length) * 100);
+      document.getElementById("percent").textContent = `${percent}%`;
+      document.getElementById("done-count").textContent = done;
+      document.getElementById("open-count").textContent = tasks.length - done;
+      document.getElementById("blocked-count").textContent = blocked;
+      document.getElementById("progress-bar").style.width = `${percent}%`;
+    }
+
+    function save(notify = true) {
+      localStorage.setItem(storageKey, JSON.stringify(state));
+      if (notify) alert("Progress saved in this browser.");
+    }
+
+    document.getElementById("filter").addEventListener("change", render);
+    document.getElementById("save").addEventListener("click", () => save(true));
+    document.getElementById("export").addEventListener("click", () => {
+      const blob = new Blob([JSON.stringify({ version: 1, exported: new Date().toISOString(), state }, null, 2)], { type: "application/json" });
+      const link = document.createElement("a");
+      link.href = URL.createObjectURL(blob);
+      link.download = `t00-launch-progress-${new Date().toISOString().slice(0, 10)}.json`;
+      link.click();
+      URL.revokeObjectURL(link.href);
+    });
+    document.getElementById("import").addEventListener("click", () => document.getElementById("import-file").click());
+    document.getElementById("import-file").addEventListener("change", async event => {
+      const file = event.target.files[0];
+      if (!file) return;
+      try {
+        const parsed = JSON.parse(await file.text());
+        if (!parsed.state || typeof parsed.state !== "object") throw new Error("Invalid tracker backup");
+        state = parsed.state;
+        save(false);
+        render();
+      } catch (error) {
+        alert(`Import failed: ${error.message}`);
+      }
+      event.target.value = "";
+    });
+
+    render();
+  </script>
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/daily-pour-recipe-book.html

@@ -0,0 +1,273 @@
+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>The Daily Pour — Barista Recipe &amp; Spec Book</title>
+<style>
+  :root{
+    --espresso:#4B2E20; --blush:#E7B4B8; --gold:#D4AF37;
+    --cream:#F7EFE6; --taupe:#A78A7A; --charcoal:#333333;
+  }
+  *{box-sizing:border-box;}
+  body{
+    font-family:"Segoe UI",Helvetica,Arial,sans-serif;
+    color:var(--charcoal); background:var(--cream);
+    margin:0; padding:0; line-height:1.5;
+  }
+  .wrap{max-width:1000px; margin:0 auto; padding:32px 24px 80px;}
+  header.book{
+    background:var(--espresso); color:var(--cream);
+    padding:36px 32px; border-radius:14px; margin-bottom:8px;
+    border-bottom:5px solid var(--gold);
+  }
+  header.book h1{margin:0 0 6px; font-size:2rem; letter-spacing:.5px;}
+  header.book .sub{color:var(--blush); font-size:1.05rem; margin:0;}
+  header.book .meta{color:var(--taupe); font-size:.85rem; margin-top:14px;}
+  h2{
+    color:var(--espresso); border-bottom:3px solid var(--gold);
+    padding-bottom:6px; margin-top:44px; font-size:1.45rem;
+  }
+  h3{color:var(--espresso); margin-top:28px; font-size:1.15rem;}
+  .intro{background:#fff; border-left:5px solid var(--blush); padding:16px 20px; border-radius:8px; margin:18px 0;}
+  table{width:100%; border-collapse:collapse; margin:14px 0 8px; background:#fff; border-radius:8px; overflow:hidden; font-size:.92rem;}
+  th{background:var(--espresso); color:var(--cream); text-align:left; padding:9px 11px; font-weight:600;}
+  td{padding:8px 11px; border-bottom:1px solid #eadfd2;}
+  tr:nth-child(even) td{background:#faf5ee;}
+  .drink{background:#fff; border:1px solid #e5d6c6; border-radius:10px; padding:4px 18px 14px; margin:16px 0;}
+  .drink h3{margin-top:14px;}
+  .tag{display:inline-block; background:var(--blush); color:var(--espresso); font-size:.72rem; font-weight:700; padding:2px 9px; border-radius:20px; margin-left:8px; vertical-align:middle;}
+  .price{color:var(--espresso); font-weight:700;}
+  .cost{color:var(--taupe);}
+  .margin{color:#2e7d32; font-weight:600;}
+  .note{font-size:.85rem; color:var(--taupe); font-style:italic;}
+  .callout{background:var(--espresso); color:var(--cream); padding:16px 20px; border-radius:10px; margin:16px 0;}
+  .callout strong{color:var(--gold);}
+  .goldbar{height:4px; background:var(--gold); border:0; margin:6px 0 0;}
+  ul.build{margin:8px 0; padding-left:22px;}
+  ul.build li{margin:3px 0;}
+  .grid3{display:grid; grid-template-columns:1fr 1fr 1fr; gap:0;}
+  @media print{
+    body{background:#fff;}
+    .drink,table{break-inside:avoid;}
+    header.book{border-radius:0;}
+  }
+  @media(max-width:640px){ .grid3{grid-template-columns:1fr;} }
+</style>
+</head>
+<body>
+<div class="wrap">
+
+<header class="book">
+  <h1>☕ The Daily Pour</h1>
+  <p class="sub">Barista Recipe &amp; Spec Book — the source of truth for every drink</p>
+  <p class="meta">Version 1.0 &nbsp;•&nbsp; Cup sizes: Small 12oz / Medium 16oz / Large 20oz &nbsp;•&nbsp; SnS Hospitality Group LLC</p>
+</header>
+
+<div class="intro">
+  <strong>Why this book exists:</strong> 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.
+</div>
+
+<div class="callout">
+  <strong>The Golden Rules</strong><br>
+  1. <strong>Espresso standard:</strong> 18g in → 36g out, 25–30 seconds. If it runs fast &amp; sour, grind finer. Slow &amp; bitter, grind coarser.<br>
+  2. <strong>Steam milk to 150°F</strong> (hot but you can hold the pitcher ~3 sec). Never re-steam milk.<br>
+  3. <strong>Pumps scale with size</strong> — see each recipe. Never eyeball syrup.<br>
+  4. <strong>Build order matters</strong> — syrup/sauce first, then espresso, then milk. It mixes as you pour.
+</div>
+
+<h2>Espresso Shot Standard (all drinks)</h2>
+<table>
+  <tr><th>Size</th><th>Shots</th><th>Dose in</th><th>Yield out</th><th>Time</th></tr>
+  <tr><td>Small 12oz</td><td>1 (single-large)</td><td>18g</td><td>36g</td><td>25–30s</td></tr>
+  <tr><td>Medium 16oz</td><td>2 (double)</td><td>18g</td><td>36g</td><td>25–30s</td></tr>
+  <tr><td>Large 20oz</td><td>3 (triple)</td><td>27g</td><td>54g</td><td>25–30s</td></tr>
+</table>
+<p class="note">We pull our standard 18g/36g recipe. Large gets an extra shot so the coffee flavor doesn't get lost in the milk volume.</p>
+
+<h2>Syrup Pump Chart (the backbone of consistency)</h2>
+<table>
+  <tr><th>Size</th><th>Flavored syrup (vanilla/caramel/etc.)</th><th>Sauce (mocha/white mocha)</th></tr>
+  <tr><td>Small 12oz</td><td>2 pumps</td><td>2 pumps</td></tr>
+  <tr><td>Medium 16oz</td><td>3 pumps</td><td>3 pumps</td></tr>
+  <tr><td>Large 20oz</td><td>4 pumps</td><td>4 pumps</td></tr>
+</table>
+<p class="note">Iced drinks use the same pump counts as their hot equivalent. One pump ≈ 10ml. Cost ≈ $0.08/pump (syrup), $0.12/pump (sauce).</p>
+
+<hr class="goldbar">
+<h2>Hot Espresso Drinks</h2>
+
+<div class="drink">
+  <h3>Latte <span class="tag">signature</span></h3>
+  <p>Espresso + steamed milk + thin microfoam (~1cm). The everyday workhorse.</p>
+  <ul class="build">
+    <li><strong>Build:</strong> (flavored latte only → syrup first), pull shots into cup, steam milk to 150°F, pour to fill leaving ~1cm foam.</li>
+  </ul>
+  <table>
+    <tr><th>Size</th><th>Shots</th><th>Milk</th><th>Est. cost</th><th>Sell (plain)</th><th>Sell (flavored)</th><th>Margin</th></tr>
+    <tr><td>S 12oz</td><td>1</td><td>~8oz</td><td class="cost">$0.75</td><td class="price">$4.25</td><td class="price">$4.75</td><td class="margin">~84%</td></tr>
+    <tr><td>M 16oz</td><td>2</td><td>~12oz</td><td class="cost">$1.20</td><td class="price">$5.25</td><td class="price">$5.75</td><td class="margin">~79%</td></tr>
+    <tr><td>L 20oz</td><td>3</td><td>~15oz</td><td class="cost">$1.70</td><td class="price">$6.25</td><td class="price">$6.75</td><td class="margin">~75%</td></tr>
+  </table>
+  <p class="note">Add-ons: oat milk +$0.75 · extra shot +$0.75 · extra flavor +$0.50</p>
+</div>
+
+<div class="drink">
+  <h3>Cappuccino</h3>
+  <p>Espresso + equal parts steamed milk &amp; thick foam. Drier and foamier than a latte.</p>
+  <ul class="build">
+    <li><strong>Build:</strong> pull shots, steam milk with more air for stiff foam, pour ~1/3 milk + spoon foam on top.</li>
+  </ul>
+  <table>
+    <tr><th>Size</th><th>Shots</th><th>Milk</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>S 12oz</td><td>1</td><td>~6oz</td><td class="cost">$0.65</td><td class="price">$4.25</td><td class="margin">~85%</td></tr>
+    <tr><td>M 16oz</td><td>2</td><td>~9oz</td><td class="cost">$1.05</td><td class="price">$5.25</td><td class="margin">~80%</td></tr>
+    <tr><td>L 20oz</td><td>3</td><td>~12oz</td><td class="cost">$1.55</td><td class="price">$6.25</td><td class="margin">~75%</td></tr>
+  </table>
+</div>
+
+<div class="drink">
+  <h3>Mocha <span class="tag">popular</span></h3>
+  <p>Chocolate + espresso + steamed milk. Topped with whip.</p>
+  <ul class="build">
+    <li><strong>Build:</strong> mocha sauce in cup first, pull shots on top, stir, steam milk &amp; pour, finish with whipped cream.</li>
+  </ul>
+  <table>
+    <tr><th>Size</th><th>Shots</th><th>Mocha</th><th>Milk</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>S 12oz</td><td>1</td><td>2 pump</td><td>~8oz</td><td class="cost">$1.05</td><td class="price">$4.95</td><td class="margin">~79%</td></tr>
+    <tr><td>M 16oz</td><td>2</td><td>3 pump</td><td>~12oz</td><td class="cost">$1.65</td><td class="price">$5.95</td><td class="margin">~72%</td></tr>
+    <tr><td>L 20oz</td><td>3</td><td>4 pump</td><td>~15oz</td><td class="cost">$2.30</td><td class="price">$6.95</td><td class="margin">~67%</td></tr>
+  </table>
+  <p class="note">White Mocha = swap mocha sauce for white mocha, same pumps &amp; price.</p>
+</div>
+
+<div class="drink">
+  <h3>Americano</h3>
+  <p>Espresso + hot water. Black, bold, low-cost, high-margin.</p>
+  <ul class="build">
+    <li><strong>Build:</strong> fill cup ~2/3 hot water, pull shots on top to preserve crema.</li>
+  </ul>
+  <table>
+    <tr><th>Size</th><th>Shots</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>S 12oz</td><td>1</td><td class="cost">$0.45</td><td class="price">$3.25</td><td class="margin">~86%</td></tr>
+    <tr><td>M 16oz</td><td>2</td><td class="cost">$0.80</td><td class="price">$3.95</td><td class="margin">~80%</td></tr>
+    <tr><td>L 20oz</td><td>3</td><td class="cost">$1.15</td><td class="price">$4.50</td><td class="margin">~74%</td></tr>
+  </table>
+</div>
+
+<div class="drink">
+  <h3>Cortado / Breve <span class="tag">specialty</span></h3>
+  <p>Cortado = espresso + small amount steamed milk (one size, 8oz). Breve = latte made with steamed half-and-half.</p>
+  <table>
+    <tr><th>Drink</th><th>Size</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>Cortado</td><td>8oz only</td><td class="cost">$0.60</td><td class="price">$4.25</td><td class="margin">~86%</td></tr>
+    <tr><td>Breve</td><td>M 16oz</td><td class="cost">$1.60</td><td class="price">$5.95</td><td class="margin">~73%</td></tr>
+  </table>
+</div>
+
+<hr class="goldbar">
+<h2>Brewed Coffee &amp; Tea</h2>
+
+<div class="drink">
+  <h3>Drip Coffee</h3>
+  <table>
+    <tr><th>Size</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>S 12oz</td><td class="cost">$0.25</td><td class="price">$2.75</td><td class="margin">~91%</td></tr>
+    <tr><td>M 16oz</td><td class="cost">$0.33</td><td class="price">$3.25</td><td class="margin">~90%</td></tr>
+    <tr><td>L 20oz</td><td class="cost">$0.42</td><td class="price">$3.75</td><td class="margin">~89%</td></tr>
+  </table>
+  <p class="note">Free refills discouraged (drive-through). Add flavor +$0.50. Room for cream = leave 1 inch.</p>
+</div>
+
+<div class="drink">
+  <h3>Hot Tea &amp; Chai Latte</h3>
+  <table>
+    <tr><th>Drink</th><th>Size</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>Hot Tea (bag)</td><td>any</td><td class="cost">$0.30</td><td class="price">$2.95</td><td class="margin">~90%</td></tr>
+    <tr><td>Chai Latte</td><td>S / M / L</td><td class="cost">$0.90 / $1.30 / $1.70</td><td class="price">$4.50 / $5.25 / $6.00</td><td class="margin">~75%</td></tr>
+  </table>
+</div>
+
+<hr class="goldbar">
+<h2>Iced &amp; Cold Drinks</h2>
+
+<div class="drink">
+  <h3>Iced Latte / Iced Mocha / Iced Americano</h3>
+  <p>Same shots &amp; pumps as hot version. Cold cups: 16oz &amp; 24oz.</p>
+  <ul class="build">
+    <li><strong>Build:</strong> syrup/sauce in cup, shots, fill with ice, top with cold milk (or water for americano). Stir.</li>
+  </ul>
+  <table>
+    <tr><th>Drink</th><th>Cold cup</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>Iced Latte</td><td>16oz / 24oz</td><td class="cost">$1.00 / $1.45</td><td class="price">$4.95 / $5.95</td><td class="margin">~80% / ~76%</td></tr>
+    <tr><td>Iced Mocha</td><td>16oz / 24oz</td><td class="cost">$1.35 / $1.95</td><td class="price">$5.50 / $6.50</td><td class="margin">~75% / ~70%</td></tr>
+    <tr><td>Iced Americano</td><td>16oz / 24oz</td><td class="cost">$0.70 / $1.05</td><td class="price">$3.95 / $4.75</td><td class="margin">~82% / ~78%</td></tr>
+  </table>
+</div>
+
+<div class="drink">
+  <h3>Cold Brew <span class="tag">high margin</span></h3>
+  <p>Steeped 12–18 hrs, served over ice. Batch daily.</p>
+  <table>
+    <tr><th>Cold cup</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>16oz</td><td class="cost">$0.55</td><td class="price">$4.50</td><td class="margin">~88%</td></tr>
+    <tr><td>24oz</td><td class="cost">$0.80</td><td class="price">$5.50</td><td class="margin">~85%</td></tr>
+  </table>
+  <p class="note">Sweet Cream Cold Brew = +splash of house sweet cream (+$0.50). Nitro optional later.</p>
+</div>
+
+<div class="drink">
+  <h3>Blended / Frappe <span class="tag">summer driver</span></h3>
+  <p>Espresso or coffee base + milk + ice + flavor, blended, topped with whip. Wide straw.</p>
+  <table>
+    <tr><th>Cold cup</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>16oz</td><td class="cost">$1.60</td><td class="price">$5.75</td><td class="margin">~72%</td></tr>
+    <tr><td>24oz</td><td class="cost">$2.20</td><td class="price">$6.75</td><td class="margin">~67%</td></tr>
+  </table>
+</div>
+
+<div class="drink">
+  <h3>Fruit Smoothie</h3>
+  <p>Frozen fruit + juice/milk base + ice, blended. No coffee.</p>
+  <table>
+    <tr><th>Cold cup</th><th>Est. cost</th><th>Sell</th><th>Margin</th></tr>
+    <tr><td>16oz</td><td class="cost">$1.40</td><td class="price">$5.50</td><td class="margin">~75%</td></tr>
+    <tr><td>24oz</td><td class="cost">$1.95</td><td class="price">$6.50</td><td class="margin">~70%</td></tr>
+  </table>
+</div>
+
+<hr class="goldbar">
+<h2>Add-Ons &amp; Modifiers</h2>
+<table>
+  <tr><th>Modifier</th><th>Upcharge</th><th>Cost to us</th></tr>
+  <tr><td>Oat milk (sub)</td><td>+$0.75</td><td>~$0.20</td></tr>
+  <tr><td>Extra espresso shot</td><td>+$0.75</td><td>~$0.35</td></tr>
+  <tr><td>Extra flavor pump</td><td>+$0.50</td><td>~$0.08</td></tr>
+  <tr><td>Whipped cream</td><td>+$0.50</td><td>~$0.15</td></tr>
+  <tr><td>Cold foam top</td><td>+$0.75</td><td>~$0.25</td></tr>
+  <tr><td>Sugar-free syrup</td><td>no charge</td><td>same</td></tr>
+</table>
+
+<hr class="goldbar">
+<h2>Food / Bakery</h2>
+<table>
+  <tr><th>Item</th><th>Cost to us</th><th>Sell</th><th>Margin</th></tr>
+  <tr><td>Muffin</td><td class="cost">$1.00</td><td class="price">$3.75</td><td class="margin">~73%</td></tr>
+  <tr><td>Scone</td><td class="cost">$1.25</td><td class="price">$4.25</td><td class="margin">~71%</td></tr>
+  <tr><td>Croissant</td><td class="cost">$1.50</td><td class="price">$4.50</td><td class="margin">~67%</td></tr>
+  <tr><td>Cookie</td><td class="cost">$0.75</td><td class="price">$3.25</td><td class="margin">~77%</td></tr>
+  <tr><td>Bagel + cream cheese</td><td class="cost">$0.75</td><td class="price">$3.95</td><td class="margin">~81%</td></tr>
+</table>
+<p class="note">Bakery sourced from a local partner. Sell fresh daily; day-olds discounted or donated (track waste).</p>
+
+<div class="callout">
+  <strong>Pricing philosophy:</strong> 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.
+</div>
+
+<p class="note" style="margin-top:40px; text-align:center;">
+The Daily Pour · Recipe &amp; Spec Book v1.0 · Costs from purchase-pricing.csv · Prices are launch targets — revise after final supplier quotes &amp; local price check.
+</p>
+
+</div>
+</body>
+</html>

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.*

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

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/equipment-schedule-for-designer.html

@@ -0,0 +1,99 @@
+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>The Daily Pour — Buildout Equipment List</title>
+<link href="https://fonts.googleapis.com/css2?family=Playfair+Display:wght@500;700;900&family=Montserrat:wght@300;400;500;600&display=swap" rel="stylesheet">
+<style>
+  :root{--espresso:#4B2E20;--blush:#E7B4B8;--gold:#D4AF37;--linen:#F7EFE6;--taupe:#A78A7A;--charcoal:#333333;}
+  *{box-sizing:border-box;}
+  body{font-family:"Montserrat",Helvetica,Arial,sans-serif;color:var(--charcoal);background:var(--taupe);margin:0;line-height:1.5;}
+  h1,h2,.serif{font-family:"Playfair Display",Georgia,serif;}
+  .wrap{max-width:820px;margin:24px auto;background:var(--linen);box-shadow:0 6px 24px rgba(0,0,0,.25);border-radius:12px;overflow:hidden;}
+  header{background:var(--espresso);color:var(--linen);padding:32px 40px;border-bottom:5px solid var(--gold);}
+  header h1{margin:6px 0 4px;font-size:1.8rem;font-weight:900;}
+  header .sub{color:var(--blush);font-style:italic;font-family:"Playfair Display",serif;}
+  .body{padding:26px 40px 44px;}
+  .lead{background:#fff;border-left:5px solid var(--blush);padding:12px 16px;border-radius:0 8px 8px 0;margin:12px 0 20px;font-size:.92rem;}
+  h2{color:var(--espresso);border-bottom:3px solid var(--gold);padding-bottom:5px;margin-top:26px;font-size:1.2rem;}
+  table{width:100%;border-collapse:collapse;margin:8px 0;background:#fff;border-radius:8px;overflow:hidden;font-size:.9rem;}
+  th{background:var(--espresso);color:var(--linen);text-align:left;padding:8px 11px;font-weight:500;}
+  td{padding:7px 11px;border-bottom:1px solid #eadfd2;}
+  tr:nth-child(even) td{background:#faf5ee;}
+  td:first-child{font-weight:600;color:var(--espresso);}
+  .foot{text-align:center;font-size:.78rem;color:var(--taupe);font-style:italic;margin-top:24px;}
+  @media print{body{background:#fff;}.wrap{box-shadow:none;margin:0;max-width:none;border-radius:0;}}
+</style>
+</head>
+<body>
+<div class="wrap">
+<header>
+  <h1>Buildout Equipment List</h1>
+  <div class="sub">The Daily Pour — what needs to fit inside the trailer</div>
+</header>
+<div class="body">
+
+  <div class="lead">
+    Everything below has to fit in the trailer (<b>8.5' × 26', 7'6" interior</b>). Sizes are approximate — you have full creative freedom on where it goes. This is just so you know what to make room for.
+  </div>
+
+  <h2>Coffee / Espresso</h2>
+  <table>
+    <tr><th>Item</th><th>Qty</th><th>Approx. size</th></tr>
+    <tr><td>2-group espresso machine</td><td>1</td><td>30"W × 22"D × 21"H</td></tr>
+    <tr><td>Espresso grinder</td><td>1</td><td>8"W × 15"D × 22"H</td></tr>
+    <tr><td>Drip coffee brewer</td><td>1</td><td>10"W × 18"D × 22"H</td></tr>
+    <tr><td>Commercial blenders</td><td>2</td><td>8"W × 9"D × 20"H each</td></tr>
+    <tr><td>POS terminal + iPad</td><td>1</td><td>small (window counter)</td></tr>
+  </table>
+
+  <h2>Prep &amp; Cold Storage</h2>
+  <table>
+    <tr><th>Item</th><th>Qty</th><th>Approx. size</th></tr>
+    <tr><td>Undercounter beverage fridge</td><td>1</td><td>24"W × 24"D × 32"H</td></tr>
+    <tr><td>Compact freezer</td><td>1</td><td>24"W × 24"D × 32"H</td></tr>
+    <tr><td>Countertop ice maker</td><td>1</td><td>16"W × 16"D × 16"H</td></tr>
+    <tr><td>Microwave</td><td>1</td><td>20"W × 16"D × 12"H</td></tr>
+    <tr><td>Air fryer</td><td>1</td><td>15"W × 15"D × 14"H</td></tr>
+    <tr><td>Hot water dispenser / kettle</td><td>1</td><td>10"W × 10"D</td></tr>
+    <tr><td>Pastry display case</td><td>1</td><td>48"W × 18"D × 18"H</td></tr>
+    <tr><td>Prep counter + shelving</td><td>—</td><td>counter run</td></tr>
+  </table>
+
+  <h2>Sinks &amp; Water/Waste (health-code required)</h2>
+  <table>
+    <tr><th>Item</th><th>Qty</th><th>Approx. size</th></tr>
+    <tr><td>Hand-wash sink (separate)</td><td>1</td><td>12"W × 12"D</td></tr>
+    <tr><td>2- or 3-compartment sink</td><td>1</td><td>48–60"W × 20"D</td></tr>
+    <tr><td>Fresh water tank (65 gal)</td><td>1</td><td>under-counter / under-trailer</td></tr>
+    <tr><td>Gray water tank (50 gal)</td><td>1</td><td>under trailer</td></tr>
+    <tr><td>Black water tank + RV toilet (30 gal)</td><td>1</td><td>restroom ~3' × 4'</td></tr>
+    <tr><td>Water pump</td><td>1</td><td>small (by fresh tank)</td></tr>
+    <tr><td>Tankless propane water heater</td><td>1</td><td>14"W wall-mount</td></tr>
+  </table>
+
+  <h2>Power &amp; Climate</h2>
+  <table>
+    <tr><th>Item</th><th>Qty</th><th>Approx. size</th></tr>
+    <tr><td>Battery bank</td><td>1</td><td>24"W × 14"D × 16"H</td></tr>
+    <tr><td>Inverter</td><td>1</td><td>20"W × 10"D</td></tr>
+    <tr><td>Generator (exterior/tongue box)</td><td>1</td><td>26"W × 18"D × 20"H (outside)</td></tr>
+    <tr><td>Mini-split heat/AC (indoor head)</td><td>1</td><td>32"W wall-mount, high</td></tr>
+    <tr><td>Propane tank (exterior)</td><td>1</td><td>tongue mount (outside)</td></tr>
+  </table>
+
+  <h2>Openings to Plan</h2>
+  <table>
+    <tr><th>Item</th><th>Detail</th></tr>
+    <tr><td>Drive-through serving window</td><td>~3' × 4', one long side wall</td></tr>
+    <tr><td>Side entry door (existing)</td><td>curbside RV door</td></tr>
+    <tr><td>Rear ramp door (existing)</td><td>89.5" × 94"</td></tr>
+  </table>
+
+  <p class="foot">The Daily Pour · buildout equipment list · sizes approximate, confirm final models before fabrication.</p>
+
+</div>
+</div>
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/funding-research.html

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+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>T00-DRIP Funding Research — SnS Hospitality Group</title>
+<style>
+  :root{--brown:#4B2E20;--cream:#F7EFE6;--gold:#D4AF37;--pink:#E7B4B8;--taupe:#A78A7A;--green:#5a7d5a;--red:#b5453f;--blue:#6B7F99;}
+  *{box-sizing:border-box}
+  body{margin:0;background:#f2f4f7;font-family:'Montserrat','Segoe UI',sans-serif;color:var(--brown);line-height:1.65;font-size:14px}
+  .doc{max-width:900px;margin:0 auto;background:#fff;padding:52px 60px 68px;box-shadow:0 2px 24px rgba(75,46,32,.1)}
+  h1{font-family:'Playfair Display',Georgia,serif;font-size:2rem;text-align:center;margin:0 0 4px;color:var(--brown)}
+  .subtitle{text-align:center;color:var(--gold);font-weight:600;font-size:1.02rem;margin-bottom:6px}
+  .meta{text-align:center;color:var(--taupe);font-size:.84rem;margin-bottom:26px}
+  h2{font-family:'Playfair Display',Georgia,serif;font-size:1.25rem;color:var(--brown);border-bottom:2px solid var(--gold);padding-bottom:6px;margin:34px 0 12px}
+  h3{font-size:1rem;color:var(--brown);margin:18px 0 6px}
+  table{width:100%;border-collapse:collapse;margin:10px 0;font-size:.85rem}
+  th{background:var(--brown);color:var(--cream);text-align:left;padding:7px 10px;font-size:.78rem;font-weight:600}
+  td{padding:7px 10px;border-bottom:1px solid var(--pink);vertical-align:top}
+  tr:nth-child(even) td{background:#faf6f0}
+  .callout{border-radius:8px;padding:14px 18px;margin:16px 0;font-size:.9rem}
+  .warn{background:#fbeceb;border-left:4px solid var(--red)}
+  .info{background:var(--cream);border-left:4px solid var(--gold)}
+  .ok{background:#eef4ee;border-left:4px solid var(--green)}
+  .fit-high{color:var(--green);font-weight:700}
+  .fit-med{color:#b8860b;font-weight:700}
+  .fit-low{color:var(--red);font-weight:700}
+  .dead{color:var(--taupe);text-decoration:line-through}
+  ul,ol{padding-left:20px;margin:6px 0}
+  li{margin:4px 0}
+  .rank{display:inline-block;background:var(--gold);color:var(--brown);border-radius:50%;width:22px;height:22px;text-align:center;font-weight:700;font-size:.8rem;line-height:22px;margin-right:6px}
+  a{color:var(--blue)}
+  .page-break{page-break-before:always}
+  footer{text-align:center;color:var(--taupe);font-size:.76rem;margin-top:34px;padding-top:14px;border-top:1px solid var(--pink)}
+  @media print{body{background:#fff}.doc{box-shadow:none;padding:22px 34px}h2{page-break-after:avoid}table,.callout{page-break-inside:avoid}}
+</style>
+</head>
+<body>
+<div class="doc">
+
+<h1>Funding Research — T00-DRIP</h1>
+<div class="subtitle">Grants, loans, incentives &amp; certifications for The Daily Pour</div>
+<div class="meta">
+  SnS Hospitality Group LLC · South Bend / NW Indiana / St. Joseph County<br>
+  <b>Verified as of August 21, 2026</b> (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.
+</div>
+
+<div class="callout ok">
+  <b>Bottom line (what changed):</b> The best right-sized funding is the <b>Indiana Legend Fund</b> and an
+  <b>SBA Microloan</b> — <em>not</em> 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).
+</div>
+
+<div class="callout warn">
+  <b>Two things to VERIFY before relying on them:</b>
+  <ol style="margin:6px 0">
+    <li><b>Indiana MBE/WBE status is contradictory.</b> ResA (Aug 21) recommends Indiana MBE certification via IDOA,
+      but prior research found <b>Indiana Executive Order 26-17 (July 14, 2026) suspended the state MBE/WBE diversity
+      programs.</b> <u>Confirm current status with IDOA before pursuing.</u> Federal MBE routes (SBA 8(a), MBDA) may
+      still be available regardless.</li>
+    <li><b>South Bend Enterprise Zone may be EXPIRED.</b> The city page says its second renewal expired
+      <b>Dec 31, 2023.</b> 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.)</li>
+  </ol>
+</div>
+
+<h2>Tier 1 — Pursue Now (right-sized for one trailer)</h2>
+
+<h3><span class="rank">1</span>Indiana Legend Fund / SSBCI (IEDC) — <span class="fit-high">HIGH FIT</span></h3>
+<table>
+  <tr><th>Type</th><td><b>Loan</b> (not a grant) — via participating mission-based lenders</td></tr>
+  <tr><th>Amount</th><td>$5,000 – $1,000,000; terms set by each lender</td></tr>
+  <tr><th>Why it fits</th><td>Correct scale for a ~$50K trailer; program <b>explicitly emphasizes historically underserved / minority-owned businesses.</b> Indiana-HQ'd, Black-owned startup is a strong candidate. No published minimum job count.</td></tr>
+  <tr><th>How to apply</th><td>Pre-apply through a participating lender listed at <a href="https://iedc.in.gov/ssbci">iedc.in.gov/ssbci</a>. Confirm trailer purchase + buildout + equipment qualify (page emphasizes operating capital). Allow several weeks+.</td></tr>
+  <tr><th>Action</th><td>Prepare a lender packet: trailer quote, equipment schedule, 24-mo projections, owner contribution, ownership structure, job plan.</td></tr>
+</table>
+
+<h3><span class="rank">2</span>SBA Microloan (via approved intermediary) — <span class="fit-high">HIGH FIT</span></h3>
+<table>
+  <tr><th>Type</th><td><b>Loan</b> up to $50,000 (SBA avg ≈ $13,000), through nonprofit intermediaries</td></tr>
+  <tr><th>Why it fits</th><td>Max matches the ~$50K trailer budget almost exactly. Startups can qualify (subject to repayment ability, business plan, owner contribution, intermediary underwriting).</td></tr>
+  <tr><th>How to apply</th><td>Apply through an SBA-approved Indiana microloan intermediary — <b>not</b> directly to SBA. See <a href="https://www.sba.gov/loans/microloans/">sba.gov/loans/microloans</a>. Expect underwriting + technical-assistance requirements.</td></tr>
+  <tr><th>Action</th><td>Identify an Indiana intermediary; request their startup underwriting checklist; compare rate/collateral/equity vs. the Legend Fund lender before choosing.</td></tr>
+</table>
+
+<h3><span class="rank">3</span>Indiana MBE Certification (IDOA Supplier Diversity) — <span class="fit-high">HIGH VALUE</span> ⚠️ verify status</h3>
+<table>
+  <tr><th>Type</th><td><b>Certification, not funding.</b> Improves visibility/eligibility for Indiana government &amp; university procurement (catering, concessions, event beverage contracts).</td></tr>
+  <tr><th>Eligibility</th><td>Business must be ≥ <b>51% minority-owned, managed, and controlled</b>. Because SnS Hospitality is multi-member (Sam 85% via Holdings / Kiowa up to 25%), the OA voting rights &amp; actual control will be scrutinized — likely OK at 85%, but confirm.</td></tr>
+  <tr><th>⚠️ Status flag</th><td>Contradiction to resolve: <b>EO 26-17 (7/14/2026) reportedly suspended state MBE/WBE programs.</b> Confirm with IDOA before investing effort. Consider federal routes (SBA 8(a), MBDA) as alternatives.</td></tr>
+  <tr><th>How to apply</th><td><a href="https://www.in.gov/idoa/mwbe/mwbe-compliance/">in.gov/idoa/mwbe</a>. Prepare formation records, EIN, OA, ownership evidence, résumés, licenses, financials, proof of control.</td></tr>
+</table>
+
+<h3><span class="rank">4</span>South Bend Opportunity Fund — <span class="fit-high">HIGH FIT</span> (keep; already in motion)</h3>
+<table>
+  <tr><th>Type</th><td>Below-market <b>loan</b> $1,000–$30,000 + free business coaching/mentorship</td></tr>
+  <tr><th>Eligibility</th><td>Business located in South Bend, prior-year revenue under $300,000 → pre-revenue startup is a perfect fit</td></tr>
+  <tr><th>Partners / Apply</th><td>1st Source Bank + North Central Indiana SBDC · <a href="https://southbendin.gov/opportunityfund">southbendin.gov/opportunityfund</a> · Contact: Lisa Lopez (elopez@southbendin.gov)</td></tr>
+</table>
+
+<h2 class="page-break">Tier 2 — Medium Fit / More Work</h2>
+
+<h3><span class="rank">5</span>SBA 7(a) Loan — <span class="fit-med">MEDIUM-HIGH</span></h3>
+<p>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
+(<a href="https://www.sba.gov/loans/7a-loans/">sba.gov/loans/7a-loans</a>). More demanding than a microloan.</p>
+
+<h3><span class="rank">6</span>USDA REAP (Rural Energy) — <span class="fit-low">LOW now</span></h3>
+<p>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
+<em>might</em> qualify for solar/battery. Verify the permanent project address via USDA rural eligibility before
+buying. <span class="fit-med">MEDIUM</span> only for a qualifying rural fixed site.</p>
+
+<h2>Tier 3 — Fleet-Scale Future (revisit at ~10 trailers, NOT now)</h2>
+<div class="callout info">
+  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 <b>documented, committed phased
+  10-trailer rollout</b> (site commitments, investment schedule, dozens of net-new jobs) — not ten hypothetical
+  locations. Approach IEDC + local EDO <b>before</b> hiring/purchasing, since credits require pre-agreement.
+</div>
+<table>
+  <tr><th>Program</th><th>What</th><th>Fit at 1 trailer / at fleet</th></tr>
+  <tr><td><b>EDGE</b> payroll tax credit</td><td>Refundable credit on % of net-new-job withholding, up to 20 yrs</td><td><span class="fit-low">LOW</span> / MEDIUM — too little payroll now</td></tr>
+  <tr><td><b>HBI</b> investment tax credit</td><td>Nonrefundable credit on % of eligible capital investment</td><td><span class="fit-low">UNLIKELY</span> / LOW-MED — $50K too small; mobile-equipment questions</td></tr>
+  <tr><td><b>Skills Enhancement Fund (SEF)</b></td><td>~50% training-cost reimbursement, credential-bearing</td><td><span class="fit-low">LOW</span> / MEDIUM — a central training academy for 10 trailers is the real case</td></tr>
+  <tr><td><b>DWD Employer Training / Next Level Jobs</b></td><td>Up to $50K training reimbursement, high-growth fields</td><td><span class="fit-low">LOW-MED</span> — routine barista training likely outside approved occupations</td></tr>
+  <tr><td><b>OCRA CDBG</b></td><td>Community grants ($500K–$750K) to local governments</td><td><span class="fit-low">UNLIKELY</span> — you can't apply directly; it's public-infrastructure money</td></tr>
+  <tr><td><b>Urban Enterprise Zone</b> credits</td><td>State/local tax credits at a qualifying zone address</td><td><span class="fit-med">UNVERIFIED</span> — South Bend zone may have expired 12/31/2023 (see warning above)</td></tr>
+</table>
+
+<h2>Dead / Closed (kept for the record)</h2>
+<ul>
+  <li class="dead">Flagstar Bank BIPOC Grant — PROGRAM COMPLETED, all 35 awards distributed. Monitor Indiana Black Expo for future rounds.</li>
+  <li class="dead">USDA Business Builder Award — TERMINATED July 15, 2025.</li>
+</ul>
+
+<h2>Stacking Rules &amp; Cautions</h2>
+<p><b>Potentially stackable (with written approval):</b></p>
+<ul>
+  <li>Legend Fund or SBA financing <b>+</b> MBE certification</li>
+  <li>Business loan <b>+</b> EDGE (on verified payroll) <b>+</b> HBI (on separately documented investment) <b>+</b> SEF — negotiated together as one IEDC package</li>
+  <li>MBE certification <b>+</b> state/local procurement contracts</li>
+  <li>USDA REAP <b>+</b> a loan for the non-grant portion of an eligible rural energy project</li>
+</ul>
+<p><b>Restrictions:</b></p>
+<ul>
+  <li>Never claim the <b>same cost twice</b> (e.g., SEF + DWD for the same training).</li>
+  <li>HBI is <b>nonrefundable</b> — needs sufficient Indiana tax liability to use.</li>
+  <li>EDGE applies only <b>after</b> contracted job/payroll performance.</li>
+  <li>Enterprise-zone benefits attach to a <b>specific qualifying address</b>, not a mobile route.</li>
+  <li>SBA + Legend Fund may not be stackable on the <b>same collateral/project</b> without both lenders' approval.</li>
+</ul>
+
+<div class="callout warn">
+  <b>CPA review required (Tracie, Sept 1):</b> Before modeling ANY tax credit, have an Indiana CPA confirm how it's
+  claimed by a <b>multi-member LLC</b> and whether it passes through to the members. This is funding research, not tax
+  or legal advice.
+</div>
+
+<h2>Top 3 to Pursue Now</h2>
+<ol>
+  <li><b>Indiana Legend Fund</b> — prepare a lender packet, pre-apply with a participating lender for ~$50K.</li>
+  <li><b>Indiana MBE certification</b> — first confirm EO 26-17 status with IDOA; verify Sam holds ≥51% ownership + control; then apply. Opens contracts, not startup cash.</li>
+  <li><b>SBA Microloan</b> — find an Indiana intermediary, get their underwriting checklist, compare vs. Legend Fund.</li>
+</ol>
+
+<footer>
+  <b>The Daily Pour</b> — SnS Hospitality Group LLC · Funding Research (ChatGPT-sourced, 2026-08-21)<br>
+  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.
+</footer>
+
+</div>
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/health-dept-certification-checklist.html

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+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>The Daily Pour — Health Dept &amp; Certification Checklist</title>
+<link href="https://fonts.googleapis.com/css2?family=Playfair+Display:wght@500;700;900&family=Montserrat:wght@300;400;500;600&display=swap" rel="stylesheet">
+<style>
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+    color:var(--charcoal); background:var(--taupe);
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+  header .sub{color:var(--blush); font-size:1rem; font-family:"Playfair Display",serif; font-style:italic;}
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+  .contact li{margin:6px 0;}
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+  @media print{ body{background:#fff;} .wrap{box-shadow:none; margin:0; max-width:none; border-radius:0;} a{color:var(--charcoal);} }
+</style>
+</head>
+<body>
+<div class="wrap">
+
+<header>
+  <div class="cup">☕</div>
+  <h1>Health Department &amp; Certification Checklist</h1>
+  <div class="sub">The Daily Pour — everything you need to legally serve coffee</div>
+  <div class="meta">
+    St. Joseph County · City of South Bend, Indiana<br>
+    Governing rules: Indiana 410 IAC 7-24 / 7-26 (Retail Food Establishment Sanitation, updated 4/16/2025) + St. Joseph County Chapter 117.
+  </div>
+</header>
+
+<div class="body">
+
+  <div class="warn">
+    ⚠️ Requirements and fees change — always confirm current details with the SJC Health Department before paying. Links verified 2026-08.
+  </div>
+
+  <h2 class="big">Do This In Order</h2>
+
+  <!-- STEP 1 -->
+  <div class="step">
+    <h3><span class="badge">1</span> Certified Food Protection Manager <span class="first-flag">Do this first</span></h3>
+    <p><b>What:</b> Indiana requires <b>at least one Certified Food Handler/Manager per establishment</b> (since Jan 1, 2005). The rule is <b>exam-based</b> — you pass an accredited (ANAB/ANSI) exam. <b>ServSafe Manager</b> is the standard credential. This is a <em>person's</em> certification, not the business's.</p>
+    <p><b>Who:</b> You (Samuel) AND Kiowa — and eventually your Location Manager. <b>Get at least 2 people certified</b> so the trailer is never operating without a certified person present.</p>
+    <p><b>Cost:</b> ~$179 online bundle (course + proctored exam), or ~$75 in-person class (book/exam separate). Valid <b>5 years</b>.</p>
+    <div class="label">Where to sign up</div>
+    <ul>
+      <li><b>ServSafe Manager</b> (online course + remote-proctored exam — fastest):<br><a href="https://www.servsafe.com/ServSafe-Manager" target="_blank">servsafe.com/ServSafe-Manager</a></li>
+      <li><b>ServSafe Manager exam details:</b><br><a href="https://www.servsafe.com/access/ss/catalog/productdetail/ssmct7x" target="_blank">servsafe.com/…/ssmct7x</a></li>
+      <li><b>In-person class + exam nearby</b> (MSU Extension, SW Michigan/Berrien, ~$75):<br><a href="https://www.canr.msu.edu/servsafe/" target="_blank">canr.msu.edu/servsafe</a></li>
+      <li><b>Ivy Tech</b> (South Bend area) also offers ServSafe training — call the South Bend/Elkhart campus.</li>
+    </ul>
+    <p style="font-size:.85rem; color:var(--taupe);"><em>Do this FIRST — it's independent of the trailer, takes time to schedule/pass, and the knowledge helps you design the buildout correctly.</em></p>
+  </div>
+
+  <!-- STEP 2 -->
+  <div class="step">
+    <h3><span class="badge">2</span> Mobile Food Establishment Plan Review</h3>
+    <p><b>What:</b> The SJC Health Department reviews your trailer's layout, water supply, waste system, sinks, handwashing, and refrigeration <b>before</b> 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).</p>
+    <p><b>Why order matters:</b> Submit this BEFORE spending on the buildout/window cut — so they don't reject a layout you've already paid for.</p>
+    <div class="label">Where</div>
+    <ul>
+      <li><b>SJC Health Dept — Food Services program &amp; documents:</b><br><a href="https://www.in.gov/localhealth/stjosephcounty/food-services-and-pool-program/" target="_blank">in.gov/localhealth/stjosephcounty/food-services-and-pool-program</a></li>
+      <li>Ask for the <b>"Mobile Food Establishment Plan Review packet"</b> and the <b>Commissary Agreement</b> form.</li>
+      <li><b>Phone:</b> (574) 235-9721 · 227 W. Jefferson Blvd., 9th Floor, South Bend, IN 46601</li>
+    </ul>
+    <p><b>Cost:</b> Plan review fee (confirm current — budget ~$100–200).</p>
+  </div>
+
+  <!-- STEP 3 -->
+  <div class="step">
+    <h3><span class="badge">3</span> Build / Finish the Trailer to the Approved Plan</h3>
+    <p>Build exactly to what plan review approved. Any change → re-confirm with the health dept.</p>
+  </div>
+
+  <!-- STEP 4 -->
+  <div class="step">
+    <h3><span class="badge">4</span> Mobile Food Establishment Permit + Inspection</h3>
+    <p><b>What:</b> After the trailer is finished, SJC inspects it. Pass = your <b>Mobile Food Establishment permit</b> (your license to operate). Renewed <b>annually</b>.</p>
+    <p><b>Cost:</b> ~$200 permit + ~$100 inspection (already in materials.csv). Confirm current fees.</p>
+    <div class="label">Where</div>
+    <ul>
+      <li>Same SJC Health Dept contact as Step 2:<br><a href="https://www.in.gov/localhealth/stjosephcounty/food-services-and-pool-program/" target="_blank">in.gov/localhealth/stjosephcounty/food-services-and-pool-program</a></li>
+    </ul>
+  </div>
+
+  <!-- STEP 5 -->
+  <div class="step">
+    <h3><span class="badge">5</span> Food Handler Cards for Staff</h3>
+    <p><b>What:</b> 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 — <b>confirm with SJC</b>.</p>
+    <p><b>Cost:</b> ~$10–15 per person, online, ~1–2 hours. ANAB-accredited.</p>
+    <div class="label">Where to sign up</div>
+    <ul>
+      <li><b>StateFoodSafety — Indiana Food Handler course:</b><br><a href="https://www.statefoodsafety.com/food-handler/indiana-courses" target="_blank">statefoodsafety.com/food-handler/indiana-courses</a></li>
+      <li><b>ServSafe Food Handler (basic):</b><br><a href="https://www.servsafe.com/ServSafe-Food-Handler" target="_blank">servsafe.com/ServSafe-Food-Handler</a></li>
+      <li><b>Indiana Dept. of Health — food handler requirements:</b><br><a href="https://www.in.gov/health/food-protection/retail/certification-of-food-handler-requirements/" target="_blank">in.gov/health/food-protection/retail/certification-of-food-handler-requirements</a></li>
+    </ul>
+    <p><b>When:</b> Each staff member before their first shift.</p>
+  </div>
+
+  <!-- QUICK REF -->
+  <h2 class="big">Quick Reference — Costs &amp; Timing</h2>
+  <table>
+    <tr><th>Step</th><th>Item</th><th>Cost</th><th>Valid</th><th>Timing</th></tr>
+    <tr><td>1</td><td>ServSafe Manager (×2 people)</td><td>~$179 ea</td><td>5 yrs</td><td>FIRST — before buildout</td></tr>
+    <tr><td>2</td><td>Plan Review</td><td>~$100–200</td><td>per build</td><td>Before finishing trailer</td></tr>
+    <tr><td>4</td><td>Mobile Food Permit</td><td>~$200</td><td>1 yr</td><td>Before opening</td></tr>
+    <tr><td>4</td><td>Inspection</td><td>~$100</td><td>per inspection</td><td>Before opening</td></tr>
+    <tr><td>5</td><td>Food Handler cards (per staff)</td><td>~$10–15 ea</td><td>3 yrs</td><td>Before each hire works</td></tr>
+  </table>
+
+  <!-- CONTACT -->
+  <div class="contact">
+    <h3>Key Contact — St. Joseph County Health Department</h3>
+    <p style="margin:0;">227 W. Jefferson Blvd., 9th Floor, County-City Building, South Bend, IN 46601<br>
+    <b>Phone:</b> (574) 235-9721 · <b>Fax:</b> (574) 235-9497<br>
+    <b>Web:</b> <a href="https://www.sjchd.org" target="_blank">sjchd.org</a> · <a href="https://www.in.gov/localhealth/stjosephcounty/food-services-and-pool-program/" target="_blank">Food Services program page</a></p>
+    <p style="margin:14px 0 0;"><b style="color:var(--gold);">Call them first and ask three questions:</b></p>
+    <ol>
+      <li>"For a mobile coffee trailer, do you require food handler cards for all staff, or just one certified manager?"</li>
+      <li>"Can I get the Mobile Food Establishment Plan Review packet and the Commissary Agreement?"</li>
+      <li>"With self-contained water/waste tanks on board, can I operate without daily return to a commissary?"</li>
+    </ol>
+  </div>
+
+  <!-- GOOD NEWS -->
+  <div class="good">
+    <h3>☕ Coffee = low-risk (good news)</h3>
+    <p style="margin:0;">No raw meat, minimal cooking, mostly beverages + pre-packaged/bakery items = simpler plan review. Your main scrutiny areas: <b>water supply/waste, handwashing sink, refrigeration temps, milk handling.</b> Your equipment list already covers all four.</p>
+  </div>
+
+  <p class="foot">Compiled 2026-08. Indiana per-establishment certified-manager requirement per 410 IAC 7-24; food-handler-card specifics vary by county — confirm with SJC.</p>
+
+</div>
+</div>
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/market-needs-analysis.html

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+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>Needs Analysis — Northern Indiana Coffee Market | The Daily Pour</title>
+<style>
+  :root{--brown:#4B2E20;--cream:#F7EFE6;--gold:#D4AF37;--pink:#E7B4B8;--taupe:#A78A7A;--green:#A3B18A;--blue:#6B7F99;}
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+  footer{text-align:center;color:var(--taupe);font-size:.78rem;margin-top:36px;padding-top:16px;border-top:1px solid var(--pink);}
+  @media print{body{background:#fff}.doc{box-shadow:none;padding:24px 48px}h2{page-break-after:avoid}table,.highlight,.warn{page-break-inside:avoid}p,li{orphans:3;widows:3}}
+</style>
+</head>
+<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>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/purchase-pricing.csv

@@ -0,0 +1,38 @@
+Category,Item,Supplier,Case Size,Case Price,Per Unit Cost,Markup %,Standalone Sell Price,Notes
+Disposables,12 oz Hot Cup (PLA),CiboWares,1000,$101.98,$0.10,600%,$0.60,PLA-lined compostable
+Disposables,16 oz Hot Cup (PLA),CiboWares,1000,$118.98,$0.12,600%,$0.72,Most popular size
+Disposables,20 oz Hot Cup (PLA),CiboWares,1000,$129.98,$0.13,600%,$0.78,Large size
+Disposables,Clamshell Container 6x6x3,CiboWares,300,$39.99,$0.13,600%,$0.78,For pastries/baked goods
+Disposables,Hot Cup Lid (fits 12/16/20),TBD,1000,TBD,~$0.05,600%,$0.30,Need to source
+Disposables,Cup Sleeve / Java Jacket,TBD,1000,TBD,~$0.03,600%,$0.18,Need to source
+Disposables,Cold Cup 16 oz (clear),TBD,1000,TBD,~$0.08,600%,$0.48,For iced drinks
+Disposables,Cold Cup 24 oz (clear),TBD,1000,TBD,~$0.10,600%,$0.60,For large iced/smoothies
+Disposables,Dome Lid (cold cups),TBD,1000,TBD,~$0.05,600%,$0.30,For whipped cream drinks
+Disposables,Flat Lid (cold cups),TBD,1000,TBD,~$0.04,600%,$0.24,No-whip iced drinks
+Disposables,Straw (paper/compostable),TBD,200,TBD,~$0.03,600%,$0.18,
+Disposables,Wide Straw (smoothie),TBD,100,TBD,~$0.05,600%,$0.30,
+Disposables,Napkin (beverage),TBD,500,TBD,~$0.01,600%,$0.06,
+Disposables,Stir Stick (wooden),TBD,500,TBD,~$0.01,600%,$0.06,
+Disposables,Cup Carrier (2/4-cup),TBD,50,TBD,~$0.15,600%,$0.90,
+Disposables,Paper Bag (pastry),TBD,100,TBD,~$0.05,600%,$0.30,
+Coffee,Espresso beans (per shot ~7g),Bendix,5 lb bag,$TBD,~$0.35,600%,$2.10,~320 shots per 5lb bag
+Coffee,Drip coffee (per 12oz cup),Bendix,5 lb bag,$TBD,~$0.25,600%,$1.50,~60 cups per 5lb bag
+Dairy,Whole milk (per 8oz steam),GFS,1 gallon,$TBD,~$0.30,600%,$1.80,~16 servings per gallon
+Dairy,Oat milk (per 8oz steam),GFS,half gallon,$TBD,~$0.50,600%,$3.00,Oatly Barista ~8 servings per half gal
+Dairy,Heavy cream (per 2oz),GFS,1 quart,$TBD,~$0.20,600%,$1.20,For breves
+Dairy,Whipped cream (per serving),TBD,can,$TBD,~$0.15,600%,$0.90,
+Syrups,Vanilla (per pump ~10ml),Torani/Monin,750ml,$TBD,~$0.08,600%,$0.48,~75 pumps per bottle
+Syrups,Caramel (per pump),Torani/Monin,750ml,$TBD,~$0.08,600%,$0.48,
+Syrups,Mocha sauce (per pump),Ghirardelli,64oz,$TBD,~$0.12,600%,$0.72,
+Syrups,White mocha (per pump),TBD,64oz,$TBD,~$0.12,600%,$0.72,
+Sweeteners,Sugar packet,TBD,200 box,$TBD,~$0.02,600%,$0.12,
+Sweeteners,Honey (per squeeze),TBD,12oz bottle,$TBD,~$0.10,600%,$0.60,
+Toppings,Cinnamon (per shake),TBD,shaker,$TBD,~$0.02,600%,$0.12,
+Toppings,Cocoa powder (per dust),TBD,1 lb,$TBD,~$0.03,600%,$0.18,
+Toppings,Chocolate chips (per scoop),TBD,bag,$TBD,~$0.10,600%,$0.60,
+Baked Goods,Muffin,Local Bakery,dozen,$TBD,~$1.00,600%,$6.00,Sell individually
+Baked Goods,Scone,Local Bakery,dozen,$TBD,~$1.25,600%,$7.50,
+Baked Goods,Croissant,Local Bakery,dozen,$TBD,~$1.50,600%,$9.00,
+Baked Goods,Cookie,Local Bakery,dozen,$TBD,~$0.75,600%,$4.50,
+Baked Goods,Bagel,Local Bakery,dozen,$TBD,~$0.50,600%,$3.00,
+Baked Goods,Cream cheese packet,TBD,24 pack,$TBD,~$0.25,600%,$1.50,Add-on for bagels

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/supplier-research.html

@@ -0,0 +1,247 @@
+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>Supplier Research — The Daily Pour | T00-DRIP</title>
+<style>
+  :root{--brown:#4B2E20;--cream:#F7EFE6;--gold:#D4AF37;--pink:#E7B4B8;--taupe:#A78A7A;--green:#A3B18A;--blue:#6B7F99;}
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+  .doc{max-width:900px;margin:0 auto;background:#fff;padding:48px 56px 64px;box-shadow:0 2px 24px rgba(75,46,32,.1);}
+  h1{font-family:'Playfair Display',Georgia,serif;font-size:1.8rem;text-align:center;margin:0 0 4px;}
+  .subtitle{text-align:center;color:var(--gold);font-weight:600;margin-bottom:8px;}
+  .meta{text-align:center;color:var(--taupe);font-size:.85rem;margin-bottom:32px;}
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+  h3{font-size:.95rem;color:var(--brown);margin:18px 0 8px;}
+  table{width:100%;border-collapse:collapse;margin:12px 0;font-size:.85rem;}
+  th{text-align:left;padding:7px 10px;background:var(--brown);color:var(--cream);font-weight:600;font-size:.78rem;}
+  td{padding:7px 10px;border-bottom:1px solid var(--pink);}
+  a{color:var(--gold);text-decoration:none;font-weight:500;}
+  a:hover{text-decoration:underline;}
+  .pick{background:var(--cream);border-radius:8px;padding:12px 16px;margin:12px 0;font-size:.9rem;}
+  .tag{display:inline-block;padding:2px 8px;border-radius:10px;font-size:.7rem;font-weight:600;margin-right:4px;}
+  .tag-local{background:var(--green);color:#fff;}
+  .tag-online{background:var(--blue);color:#fff;}
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+  footer{text-align:center;color:var(--taupe);font-size:.78rem;margin-top:32px;padding-top:12px;border-top:1px solid var(--pink);}
+  @media print{body{background:#fff}.doc{box-shadow:none;padding:24px 36px}}
+</style>
+</head>
+<body>
+<div class="doc">
+
+<h1>Supplier Research</h1>
+<div class="subtitle">The Daily Pour — T00-DRIP</div>
+<div class="meta">Researched: August 2026 | South Bend / NW Indiana<br>75% of products sourced from local small businesses</div>
+
+
+<h2>1. Coffee Beans — Local Roasters (Wholesale)</h2>
+
+<table>
+  <tr><th>Roaster</th><th>Location</th><th>Why</th><th>Contact</th></tr>
+  <tr>
+    <td><strong>Bendix Coffee Roasters</strong> <span class="tag tag-local">Local</span><span class="tag tag-primary">Primary</span></td>
+    <td>South Bend</td>
+    <td>Local Michiana roaster, wholesale partner program, small-batch</td>
+    <td><a href="https://www.bendixcoffee.com" target="_blank">bendixcoffee.com</a><br>bendixcoffee@gmail.com</td>
+  </tr>
+  <tr>
+    <td><strong>Revenant Coffee</strong> <span class="tag tag-local">Local</span><span class="tag tag-backup">Backup</span></td>
+    <td>231 S Michigan St, South Bend</td>
+    <td>Premium single-origin, transparent supply chain, specialty grade</td>
+    <td><a href="https://revenant.coffee" target="_blank">revenant.coffee</a></td>
+  </tr>
+  <tr>
+    <td><strong>Quad Coffee Lab</strong> <span class="tag tag-local">Local</span></td>
+    <td>South Bend area</td>
+    <td>Small-batch, electric roasters, consistency</td>
+    <td><a href="https://www.quad.coffee" target="_blank">quad.coffee</a></td>
+  </tr>
+  <tr>
+    <td><strong>Cloud Walking Coffee</strong> <span class="tag tag-local">Local</span></td>
+    <td>South Bend</td>
+    <td>Makes in-house, retail presence, community brand</td>
+    <td><a href="https://cloudwalkingcoffee.com" target="_blank">cloudwalkingcoffee.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Coffee & Me LLC</strong> <span class="tag tag-local">Local</span></td>
+    <td>South Bend</td>
+    <td>BBB accredited local roaster</td>
+    <td>BBB listing</td>
+  </tr>
+  <tr>
+    <td><strong>Main Street Roasters</strong> <span class="tag tag-local">Local</span></td>
+    <td>Indiana</td>
+    <td>Small-batch, labeled with roast date, ships statewide</td>
+    <td><a href="https://mainstreetroasters.com" target="_blank">mainstreetroasters.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Black Ink Coffee</strong> <span class="tag tag-online">Online</span></td>
+    <td>Nationwide (free shipping)</td>
+    <td>Wholesale specialty-grade, competitive pricing, backup/overflow option</td>
+    <td><a href="https://blackinkcoffee.com/pages/wholesale-coffee" target="_blank">blackinkcoffee.com/wholesale</a></td>
+  </tr>
+</table>
+
+<div class="pick">
+  <strong>Recommended setup:</strong> Bendix (primary house blend + espresso) + Revenant (premium single-origin / seasonal rotation). Both South Bend small businesses = 100% local bean sourcing.
+</div>
+
+
+<h2>2. Cups, Lids & Disposables — Wholesale</h2>
+
+<table>
+  <tr><th>Supplier</th><th>Type</th><th>Why</th><th>Link</th></tr>
+  <tr>
+    <td><strong>Dean Supply</strong> <span class="tag tag-local">Local</span><span class="tag tag-primary">Primary (urgent)</span></td>
+    <td>Walk-in, South Bend</td>
+    <td>Local restaurant supply, same-day availability, no shipping wait</td>
+    <td><a href="https://www.shopatdean.com/pages/south-bend-restaurant-supply" target="_blank">shopatdean.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>CiboWares</strong> <span class="tag tag-online">Online</span><span class="tag tag-primary">OFFICIAL SUPPLIER</span></td>
+    <td>Online wholesale</td>
+    <td>Wide selection, case pricing, cups + lids + sleeves + straws + take-out containers — all disposables from one supplier</td>
+    <td><a href="https://cibowares.com" target="_blank">cibowares.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Hot Cup Factory</strong> <span class="tag tag-online">Online</span></td>
+    <td>Online wholesale</td>
+    <td>Coffee cup specialist, 80mm + 90mm lids, custom branded cups available</td>
+    <td><a href="https://hotcupfactory.com/collections/disposable-coffee-cup-lids" target="_blank">hotcupfactory.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Servous</strong> <span class="tag tag-online">Online</span></td>
+    <td>Online wholesale</td>
+    <td>Bulk paper + plastic cups, all sizes, restaurant-focused</td>
+    <td><a href="https://www.atyourservous.com/disposable-cups/" target="_blank">atyourservous.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>WebstaurantStore</strong> <span class="tag tag-online">Online</span></td>
+    <td>Online wholesale</td>
+    <td>Massive selection, lowest bulk prices (slower shipping)</td>
+    <td><a href="https://www.webstaurantstore.com" target="_blank">webstaurantstore.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Amazon Business</strong> <span class="tag tag-online">Online</span><span class="tag tag-backup">Backup</span></td>
+    <td>Online</td>
+    <td>Fast shipping, price comparison, emergency orders</td>
+    <td><a href="https://business.amazon.com" target="_blank">business.amazon.com</a></td>
+  </tr>
+</table>
+
+<div class="pick">
+  <strong>✅ OFFICIAL:</strong> CiboWares — all disposables (cups, lids, sleeves, straws, take-out containers) from one supplier. Dean Supply for walk-in/emergency only. Others kept as backup options.
+</div>
+
+
+<h2>3. Dairy & Milk — Wholesale</h2>
+
+<table>
+  <tr><th>Supplier</th><th>Location</th><th>What</th><th>Contact</th></tr>
+  <tr>
+    <td><strong>GFS (Gordon Food Service)</strong> <span class="tag tag-local">Local</span><span class="tag tag-primary">Primary</span></td>
+    <td>Multiple IN locations</td>
+    <td>Full food distributor, dairy delivery, whole milk, oat milk, cream. No membership required.</td>
+    <td><a href="https://www.gfs.com" target="_blank">gfs.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Dean Supply</strong> <span class="tag tag-local">Local</span><span class="tag tag-backup">Backup</span></td>
+    <td>South Bend</td>
+    <td>Walk-in restaurant supply, dairy available same-day</td>
+    <td><a href="https://www.shopatdean.com/pages/south-bend-restaurant-supply" target="_blank">shopatdean.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Stanz Foodservice</strong> <span class="tag tag-local">Local</span></td>
+    <td>1840 Commerce Dr, South Bend</td>
+    <td>Full-line distributor, founded 1923, delivery. Merged with Troyer Foods — verify current status.</td>
+    <td>(574) area — verify current contact</td>
+  </tr>
+  <tr>
+    <td><strong>Restaurant Depot</strong> <span class="tag tag-online">Regional</span></td>
+    <td>Nearest: Chicago area</td>
+    <td>Cash-and-carry wholesale, requires business license. Good for bulk runs.</td>
+    <td><a href="https://www.restaurantdepot.com" target="_blank">restaurantdepot.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Costco Business Center</strong> <span class="tag tag-online">Regional</span></td>
+    <td>Nearest: Indianapolis</td>
+    <td>Bulk oat milk, whole milk, cream at wholesale prices</td>
+    <td><a href="https://www.costcobusinesscenter.com" target="_blank">costcobusinesscenter.com</a></td>
+  </tr>
+  <tr>
+    <td><strong>Pasture's Delights</strong> <span class="tag tag-local">Local</span></td>
+    <td>Decatur, IN</td>
+    <td>Raw/local milk — niche option if you want "local dairy" marketing angle</td>
+    <td><a href="https://pasturesdelights.com" target="_blank">pasturesdelights.com</a></td>
+  </tr>
+</table>
+
+<div class="pick">
+  <strong>Recommended setup:</strong> GFS for regular dairy delivery (reliable, no membership, delivers to business). Dean Supply for walk-in backup/emergency. For Oat Milk (Oatly Barista edition) — order through GFS or direct from distributor; it's your #1 alt-milk and must be consistent.
+</div>
+
+<h2>Recommended Supplier Matrix — Summary</h2>
+
+<table>
+  <tr><th>Need</th><th>Primary</th><th>Backup</th><th>Notes</th></tr>
+  <tr>
+    <td><strong>Espresso beans</strong></td>
+    <td>Bendix Coffee Roasters</td>
+    <td>Revenant Coffee</td>
+    <td>Both South Bend. Local sourcing ✓</td>
+  </tr>
+  <tr>
+    <td><strong>Drip coffee beans</strong></td>
+    <td>Bendix Coffee Roasters</td>
+    <td>Main Street Roasters</td>
+    <td>Different blend from espresso for variety</td>
+  </tr>
+  <tr>
+    <td><strong>Cups/lids/disposables (all)</strong></td>
+    <td>CiboWares (OFFICIAL)</td>
+    <td>Dean Supply (local walk-in)</td>
+    <td>One supplier for all disposables. Monthly bulk orders.</td>
+  </tr>
+  <tr>
+    <td><strong>Whole milk + cream</strong></td>
+    <td>GFS (delivery)</td>
+    <td>Dean Supply</td>
+    <td>2x/week delivery recommended</td>
+  </tr>
+  <tr>
+    <td><strong>Oat milk (Barista)</strong></td>
+    <td>GFS</td>
+    <td>Amazon Business</td>
+    <td>Keep 2-week buffer stock</td>
+  </tr>
+  <tr>
+    <td><strong>Syrups (Torani/Monin)</strong></td>
+    <td>Amazon Business / WebstaurantStore</td>
+    <td>GFS</td>
+    <td>Monthly order, shelf-stable</td>
+  </tr>
+</table>
+
+<h2>Next Steps</h2>
+<ul>
+  <li>Contact <strong>Bendix Coffee</strong> — fill out wholesale inquiry form, get pricing for 5lb bags (espresso + drip blends)</li>
+  <li>Contact <strong>Revenant</strong> — ask about wholesale partnership for a second premium blend</li>
+  <li>Set up <strong>GFS account</strong> — register as a business customer for delivery</li>
+  <li>Visit <strong>Dean Supply</strong> (South Bend) — walk through, see what they stock, get pricing</li>
+  <li>Get quotes from <strong>CiboWares + Hot Cup Factory</strong> — compare case pricing for 12/16/20oz cups + lids</li>
+  <li>Once branding is final: get <strong>branded cup quote</strong> from Hot Cup Factory (minimum order qty?)</li>
+</ul>
+
+<footer>
+  The Daily Pour — SnS Hospitality Group LLC<br>
+  Supplier research — August 2026<br>
+  <em>75% locally sourced. Good Coffee. Great Vibes. On Purpose.</em>
+</footer>
+
+</div>
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/supply-checklist.csv

@@ -0,0 +1,84 @@
+Category,Item,Size/Variant,Qty Needed (Weekly),Unit,Have It?,Notes (Savannah fill in)
+COFFEE BEANS,Espresso blend (whole bean),5 lb bag,3,bags,,Bendix Coffee Roasters (local) or preferred roaster
+COFFEE BEANS,Decaf espresso blend (whole bean),5 lb bag,1,bags,,
+COFFEE BEANS,Drip coffee blend (whole bean),5 lb bag,2,bags,,For batch brewer
+COFFEE BEANS,Flavored blend — seasonal (whole bean),5 lb bag,1,bags,,Optional — hazelnut/vanilla/pumpkin spice
+TEA,Black tea bags (English Breakfast),box of 100,1,box,,
+TEA,Green tea bags,box of 100,1,box,,
+TEA,Chai tea bags or concentrate,box of 100 / half gallon,1,box,,Bags or liquid concentrate?
+TEA,Herbal tea variety (caffeine-free),box of 100,1,box,,Chamomile/peppermint/fruit
+TEA,Matcha powder (ceremonial or culinary),8 oz tin,1,tin,,For matcha lattes
+MILK & DAIRY,Whole milk,gallon,14,gallons,,~2 gal/day. Refrigerated.
+MILK & DAIRY,2% milk,gallon,4,gallons,,For customers who prefer lighter
+MILK & DAIRY,Oat milk (barista edition),half gallon,10,cartons,,Oatly Barista or similar — steams/froths well
+MILK & DAIRY,Almond milk (unsweetened),half gallon,4,cartons,,
+MILK & DAIRY,Coconut milk,half gallon,2,cartons,,
+MILK & DAIRY,Heavy cream / half & half,quart,6,quarts,,For breves and whipped cream
+MILK & DAIRY,Whipped cream (canned or dispenser),can / ISI chargers,6,cans,,Or make fresh with ISI dispenser + N2O chargers
+SYRUPS & FLAVORS,Vanilla syrup,750ml bottle,3,bottles,,Torani or Monin
+SYRUPS & FLAVORS,Caramel syrup,750ml bottle,3,bottles,,
+SYRUPS & FLAVORS,Hazelnut syrup,750ml bottle,2,bottles,,
+SYRUPS & FLAVORS,Mocha / chocolate sauce,64 oz bottle,2,bottles,,Ghirardelli or Torani
+SYRUPS & FLAVORS,White mocha sauce,64 oz bottle,1,bottle,,
+SYRUPS & FLAVORS,Lavender syrup,750ml bottle,1,bottle,,Seasonal/specialty
+SYRUPS & FLAVORS,Pumpkin spice sauce,64 oz bottle,1,bottle,,Seasonal (fall)
+SYRUPS & FLAVORS,Caramel drizzle (thick),squeeze bottle,2,bottles,,For cup decoration
+SYRUPS & FLAVORS,Sugar-free vanilla syrup,750ml bottle,1,bottle,,
+SYRUPS & FLAVORS,Sugar-free caramel syrup,750ml bottle,1,bottle,,
+SWEETENERS,Granulated sugar,4 lb bag,1,bag,,For pour-over station / sweetener bar
+SWEETENERS,Raw sugar packets,box of 200,1,box,,
+SWEETENERS,Splenda packets,box of 200,1,box,,
+SWEETENERS,Stevia packets,box of 200,1,box,,
+SWEETENERS,Honey (squeeze bottle),12 oz,3,bottles,,For honey lattes and tea
+SWEETENERS,Agave syrup,squeeze bottle,1,bottle,,
+TOPPINGS & EXTRAS,Cinnamon powder (shaker),large shaker,1,shaker,,For cappuccinos / lattes
+TOPPINGS & EXTRAS,Cocoa powder (unsweetened),1 lb,1,container,,Dusting + mocha
+TOPPINGS & EXTRAS,Nutmeg (ground),small shaker,1,shaker,,
+TOPPINGS & EXTRAS,Vanilla powder,small shaker,1,shaker,,
+TOPPINGS & EXTRAS,Chocolate chips / curls,bag,1,bag,,For frappuccinos / toppings
+TOPPINGS & EXTRAS,Caramel bits / toffee pieces,bag,1,bag,,
+FROZEN & BLENDED,Ice (bagged or machine-made),10 lb bag,5,bags,,Or from ice maker — supplement with bags during rush
+FROZEN & BLENDED,Frozen fruit (strawberry),5 lb bag,1,bag,,Smoothies / blended drinks
+FROZEN & BLENDED,Frozen fruit (mango),5 lb bag,1,bag,,
+FROZEN & BLENDED,Frozen fruit (banana),5 lb bag,1,bag,,
+FROZEN & BLENDED,Frappe base / smoothie powder,3 lb bag,1,bag,,Optional — or use ice cream + espresso
+BAKED GOODS,Muffins (assorted),dozen,3,dozen,,Local bakery or wholesale (GFS/Sysco)
+BAKED GOODS,Scones,dozen,2,dozen,,
+BAKED GOODS,Croissants,dozen,2,dozen,,
+BAKED GOODS,Cookies (assorted),dozen,2,dozen,,
+BAKED GOODS,Banana bread / loaf cake,loaf,2,loaves,,Slice and sell individually
+BAKED GOODS,Bagels (assorted),dozen,2,dozen,,
+BAKED GOODS,Cream cheese packets,individual,24,packets,,For bagels
+CUPS & LIDS,Hot cups 12 oz,sleeve of 50,4,sleeves,,Branded if available
+CUPS & LIDS,Hot cups 16 oz,sleeve of 50,6,sleeves,,Most popular size
+CUPS & LIDS,Hot cups 20 oz,sleeve of 50,3,sleeves,,
+CUPS & LIDS,Hot cup lids (fits 12/16/20),sleeve of 50,13,sleeves,,Match cup count
+CUPS & LIDS,Cold cups 16 oz (clear plastic),sleeve of 50,4,sleeves,,For iced drinks / smoothies
+CUPS & LIDS,Cold cups 24 oz (clear plastic),sleeve of 50,4,sleeves,,
+CUPS & LIDS,Cold cup lids (dome — fits 16/24),sleeve of 50,8,sleeves,,Dome for whipped cream
+CUPS & LIDS,Cold cup flat lids,sleeve of 50,4,sleeves,,For no-whip iced drinks
+CUPS & LIDS,Cup sleeves / java jackets,sleeve of 100,4,sleeves,,Branded if available
+STRAWS & STIRRERS,Straws (paper or compostable),box of 200,2,boxes,,
+STRAWS & STIRRERS,Wide/boba straws (for smoothies),box of 100,1,box,,
+STRAWS & STIRRERS,Stir sticks / wooden stirrers,box of 500,1,box,,
+NAPKINS & UTENSILS,Napkins (beverage size),pack of 500,2,packs,,
+NAPKINS & UTENSILS,Spoons (plastic or wooden),box of 200,1,box,,For stirring / tasting
+NAPKINS & UTENSILS,Knives (plastic — for bagels/baked goods),box of 100,1,box,,
+CARRIERS & BAGS,Cup carriers (2-cup and 4-cup),bundle of 50,2,bundles,,For multi-drink orders
+CARRIERS & BAGS,Paper bags (small — pastry size),pack of 100,2,packs,,
+CARRIERS & BAGS,Paper bags (medium — multiple items),pack of 50,1,pack,,
+CLEANING & SANITIZING,Sanitizer spray (food-safe),bottle,2,bottles,,
+CLEANING & SANITIZING,Sanitizer wipes,canister,2,canisters,,
+CLEANING & SANITIZING,Dish soap,bottle,1,bottle,,For 2-comp sink
+CLEANING & SANITIZING,Bar towels / rags,pack of 12,2,packs,,
+CLEANING & SANITIZING,Sponges,pack of 6,1,pack,,
+CLEANING & SANITIZING,Trash bags (13 gallon),roll of 50,1,roll,,
+CLEANING & SANITIZING,Trash bags (33 gallon),roll of 20,1,roll,,
+CLEANING & SANITIZING,Hand soap (dispenser refill),bottle,1,bottle,,For hand-wash sink
+CLEANING & SANITIZING,Gloves (nitrile — M/L),box of 100,1,box,,Food prep
+CLEANING & SANITIZING,Aprons,each,3,each,,Staff uniform
+CLEANING & SANITIZING,Hair nets or hats,box of 50,1,box,,Health code
+CONDIMENT STATION,Half & half single-serve creamers,box of 100,2,boxes,,If offering self-serve station
+CONDIMENT STATION,Sugar packet caddy / organizer,each,1,each,,
+CONDIMENT STATION,Stir stick dispenser,each,1,each,,
+CONDIMENT STATION,Napkin dispenser,each,1,each,,

businesses/sns-hospitality-group/coffee-trailers/T-00/docs/trailer-spec-sheet-for-designer.html

@@ -0,0 +1,151 @@
+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>The Daily Pour — Trailer Spec Sheet (for CAD Designer)</title>
+<link href="https://fonts.googleapis.com/css2?family=Playfair+Display:wght@500;700;900&family=Montserrat:wght@300;400;500;600&display=swap" rel="stylesheet">
+<style>
+  :root{--espresso:#4B2E20;--blush:#E7B4B8;--gold:#D4AF37;--linen:#F7EFE6;--taupe:#A78A7A;--charcoal:#333333;}
+  *{box-sizing:border-box;}
+  body{font-family:"Montserrat",Helvetica,Arial,sans-serif;color:var(--charcoal);background:var(--taupe);margin:0;line-height:1.55;}
+  h1,h2,h3,.serif{font-family:"Playfair Display",Georgia,serif;}
+  .wrap{max-width:900px;margin:24px auto;background:var(--linen);box-shadow:0 6px 24px rgba(0,0,0,.25);border-radius:12px;overflow:hidden;}
+  header{background:var(--espresso);color:var(--linen);padding:36px 44px;border-bottom:5px solid var(--gold);}
+  header h1{margin:6px 0 4px;font-size:2rem;font-weight:900;}
+  header .sub{color:var(--blush);font-style:italic;font-family:"Playfair Display",serif;}
+  header .meta{color:var(--taupe);font-size:.82rem;margin-top:12px;}
+  .body{padding:30px 44px 46px;}
+  h2{color:var(--espresso);border-bottom:3px solid var(--gold);padding-bottom:6px;margin-top:34px;font-size:1.4rem;}
+  h3{color:var(--espresso);margin-top:22px;font-size:1.1rem;}
+  table{width:100%;border-collapse:collapse;margin:12px 0;background:#fff;border-radius:8px;overflow:hidden;font-size:.9rem;}
+  th{background:var(--espresso);color:var(--linen);text-align:left;padding:8px 11px;font-weight:500;}
+  td{padding:7px 11px;border-bottom:1px solid #eadfd2;vertical-align:top;}
+  tr:nth-child(even) td{background:#faf5ee;}
+  td:first-child{font-weight:600;color:var(--espresso);width:38%;}
+  .lead{background:#fff;border-left:5px solid var(--blush);padding:14px 18px;border-radius:0 8px 8px 0;margin:16px 0;}
+  .callout{background:var(--espresso);color:var(--linen);padding:16px 20px;border-radius:10px;margin:16px 0;}
+  .callout b{color:var(--gold);}
+  ul{padding-left:20px;} li{margin:5px 0;}
+  .photo-note{background:#fbf6ef;border:1px dashed var(--gold);border-radius:8px;padding:12px 18px;font-size:.88rem;margin:14px 0;}
+  .foot{text-align:center;font-size:.78rem;color:var(--taupe);font-style:italic;margin-top:28px;}
+  @media print{body{background:#fff;}.wrap{box-shadow:none;margin:0;max-width:none;border-radius:0;}}
+</style>
+</head>
+<body>
+<div class="wrap">
+<header>
+  <h1>Trailer Spec Sheet</h1>
+  <div class="sub">The Daily Pour — mobile drive-through coffee trailer</div>
+  <div class="meta">Prepared for CAD / plan-review designer · SnS Hospitality Group LLC · South Bend, IN · 2026-08</div>
+</header>
+<div class="body">
+
+  <div class="lead">
+    <b>Designer brief:</b> 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 <b>St. Joseph County, Indiana</b> 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).
+  </div>
+
+  <h2>1 · Base Trailer — As Purchased</h2>
+  <table>
+    <tr><td>Year / Make / Model</td><td>2026 US Cargo 8.5×26 — 7'6" inside height, 9800 GVWR (Car/Truck/SXS/UTV enclosed cargo)</td></tr>
+    <tr><td>Dealer</td><td>Mid-City Trailers, 51401 State Rte 19, Elkhart, IN · (574) 361-1344 · Stock #26UC98431</td></tr>
+    <tr><td>Exterior width</td><td>8.5 ft (102")</td></tr>
+    <tr><td>Interior width</td><td>~100" wall-to-wall (approx; confirm at pickup)</td></tr>
+    <tr><td>Box length</td><td>26 ft + V-nose (front)</td></tr>
+    <tr><td>Interior height</td><td>7'6" (90")</td></tr>
+    <tr><td>Empty weight</td><td>4,390 lb</td></tr>
+    <tr><td>GVWR</td><td>9,800 lb</td></tr>
+    <tr><td>Payload capacity</td><td>~5,410 lb (GVWR − empty)</td></tr>
+    <tr><td>Axles</td><td>Tandem 5,200 lb (10,400 lb total capacity)</td></tr>
+    <tr><td>Wheels</td><td>Aluminum</td></tr>
+    <tr><td>Exterior skin</td><td>.080 polycore screwless (smooth)</td></tr>
+    <tr><td>Frame / construction</td><td>16" on-center floor, walls, AND ceiling crossmembers; extended A-frame</td></tr>
+    <tr><td>Roof</td><td>1-piece aluminum</td></tr>
+  </table>
+
+  <h2>2 · Existing Openings &amp; Features (as delivered)</h2>
+  <table>
+    <tr><td>Rear door</td><td>Ramp door. Opening: <b>89.5" tall × 94" wide</b></td></tr>
+    <tr><td>Side door</td><td>RV-style side entry door (curbside — see reference photo, right wall)</td></tr>
+    <tr><td>Floor</td><td>Plywood deck with 4 recessed D-rings; black scuff-guard trim along wall base</td></tr>
+    <tr><td>Walls / ceiling (as delivered)</td><td>Bare plywood walls; exposed black steel ceiling ribs; 1 dome light. <b>To be finished</b> with smooth, cleanable FRP/aluminum per health code.</td></tr>
+    <tr><td>Lighting (stock)</td><td>LED exterior lights + rear flare loading light; single interior dome</td></tr>
+    <tr><td>Jacks</td><td>Rear stabilizer jacks</td></tr>
+  </table>
+
+  <div class="photo-note">
+    📷 <b>Reference photos provided</b> (folder <code>8x24-reference-photos</code>):
+    <ul style="margin:8px 0 0;">
+      <li><b>drip-hl-view.png</b> — AI concept layout of The Daily Pour: top-down equipment placement + 4 interior view angles. <b>USE FOR DESIGN INTENT / LAYOUT / LOOK.</b> ⚠️ 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).</li>
+      <li><b>sample-image.png</b> — additional concept/reference render.</li>
+      <li><b>inside-black.jpg</b> — 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).</li>
+      <li><b>IMG_1641/1642/1643-150x150.jpg</b> — small thumbnails (low-res; request full-size from owner if detail needed).</li>
+    </ul>
+    <b>Rule:</b> concept renders = layout &amp; style; this spec sheet's Section 1 = the real trailer dimensions that govern the CAD.
+  </div>
+
+  <h2>3 · Modifications Needed (for the designer to plan)</h2>
+  <ul>
+    <li><b>Serving window:</b> 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).</li>
+    <li><b>Finish:</b> walls + ceiling finished in smooth, washable FRP or aluminum (health-code cleanable surfaces); commercial-grade sealed/coved flooring.</li>
+    <li><b>Layout:</b> galley plan with a clear center aisle for 1–2 baristas; espresso station along the service-window wall, prep + sinks on the opposite wall.</li>
+  </ul>
+
+  <h2>4 · Equipment to Lay Out (with rough footprints)</h2>
+  <p style="font-size:.85rem;color:var(--taupe);">Dimensions are typical for the models specified; designer should confirm against final purchased units. Full item list in materials.csv.</p>
+  <table>
+    <tr><th>Zone / Item</th><th>Notes for placement</th></tr>
+    <tr><td>Espresso machine — Nuova Simonelli Appia Life 2-Group</td><td>~30"W × 22"D counter footprint; on service-window wall; needs 110V + water + drain</td></tr>
+    <tr><td>Grinder — Eureka Atom 75</td><td>~8"W × 15"D; beside espresso machine</td></tr>
+    <tr><td>POS — Square Terminal + iPad</td><td>At service window</td></tr>
+    <tr><td>Undercounter refrigerator</td><td>~24"W; milk/dairy; near espresso station</td></tr>
+    <tr><td>Compact freezer</td><td>~24"W; frozen goods</td></tr>
+    <tr><td>Blenders ×2 + drip brewer</td><td>Counter appliances; prep wall</td></tr>
+    <tr><td>Hand-wash sink (wall-mount)</td><td>Dedicated, separate from dish sink — HEALTH CODE REQUIRED</td></tr>
+    <tr><td>2- or 3-compartment sink</td><td>Utensil/pot washing; NSF</td></tr>
+    <tr><td>Water heater (tankless propane)</td><td>Feeds sinks; propane-fired</td></tr>
+    <tr><td>Mini-split heat/AC (12k BTU)</td><td>48V DC; interior air handler + exterior condenser location</td></tr>
+    <tr><td>Microwave / air fryer</td><td>Counter; prep wall</td></tr>
+  </table>
+
+  <h2>5 · Water &amp; Waste System (critical for plan review)</h2>
+  <table>
+    <tr><td>Fresh water tank</td><td>65 gal — under-counter or under-trailer</td></tr>
+    <tr><td>Gray water tank</td><td>50 gal — under trailer (sink waste)</td></tr>
+    <tr><td>Black water tank + toilet</td><td>30 gal — permanent RV-style toilet + holding</td></tr>
+    <tr><td>Water pump</td><td>12V, 3.5 GPM on-demand</td></tr>
+    <tr><td>Plumbing</td><td>PEX; fresh tank → pump → heater → sinks/toilet → gray/black tanks</td></tr>
+    <tr><td>Sizing rule</td><td>Gray tank ≥ fresh tank capacity (health-code norm)</td></tr>
+  </table>
+
+  <h2>6 · Electrical / Power</h2>
+  <table>
+    <tr><td>Battery bank</td><td>LiFePO4 3–5 kWh (main power)</td></tr>
+    <tr><td>Inverter</td><td>Pure sine, ~9500W (or battery built-in)</td></tr>
+    <tr><td>Generator</td><td>Predator 3500 inverter — auto-start at low SOC; exterior/vented location</td></tr>
+    <tr><td>Shore power</td><td>30A RV inlet (bypass generator when lot has power)</td></tr>
+    <tr><td>Outlets</td><td>Multiple 110V at both counters; GFCI near water</td></tr>
+    <tr><td>Lighting</td><td>12V LED interior + service-window task lighting</td></tr>
+  </table>
+
+  <h2>7 · Deliverables Requested from Designer</h2>
+  <ul>
+    <li>Scaled 2D <b>floor plan</b> (top-down) with equipment placement + dimensions</li>
+    <li><b>Elevations</b> — service-window wall + sink/prep wall</li>
+    <li><b>Plumbing plan</b> — fixtures + fresh/gray/black tanks, water heater, pump</li>
+    <li><b>Electrical plan</b> — battery/generator/inverter, outlets, lighting</li>
+    <li><b>Equipment list</b> with specs + <b>finish schedule</b> (materials)</li>
+    <li>Files: <b>PDF + editable source (DWG / DXF or SketchUp)</b> — we want the editable file for future 3D generation</li>
+    <li>Formatted for St. Joseph County, IN health-department plan-review submission</li>
+  </ul>
+
+  <div class="callout">
+    <b>Brand palette</b> (for any styled renders/finish notes): Rich Espresso <code>#4B2E20</code> · Blush Pink <code>#E7B4B8</code> · Antique Gold <code>#D4AF37</code> · Classic Linen <code>#F7EFE6</code> · Warm Taupe <code>#A78A7A</code>. Feel: boutique coffee-house — walnut wood counters, matte black hardware, brushed gold accents, warm 2700K lighting.
+  </div>
+
+  <p class="foot">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.</p>
+
+</div>
+</div>
+</body>
+</html>

businesses/sns-hospitality-group/coffee-trailers/T-00/materials.csv

@@ -0,0 +1,74 @@
+Category,Item,Description,Qty,Est. Unit Price,Est. Total,Priority,Link,Notes
+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."
+Coffee Equipment,Drip Coffee Brewer (batch),Commercial batch brewer for standard drip coffee,1,$250,$250,High,https://www.amazon.com/commercial-coffee-brewer/s?k=commercial+coffee+brewer,"Bunn or similar airpot style."
+Kitchen Equipment,Commercial Microwave (1000W),Amana RCS10TS 1000W commercial microwave — stackable + push button,1,$500,$500,Medium,https://www.amazon.com/Amana-RCS10TS-Commercial-Microwave-Medium/dp/B00C35OKJW,"Amana RCS10TS ~$487-626. Restaurant-grade."
+Kitchen Equipment,Commercial Air Fryer,Countertop air fryer for quick food prep (pastries + snacks),1,$200,$200,Medium,https://www.amazon.com/commercial-air-fryer-restaurant/s?k=commercial+air+fryer+for+restaurant,"Commercial models $160-350."
+Kitchen Equipment,Countertop Ice Maker (26-50 lbs/day),Portable commercial ice maker for daily use,1,$180,$180,High,https://www.amazon.com/HENGMA-Commercial-Machine-Countertop-Restaurant/dp/B0C64X3KC2,"HENGMA / COWSAR models ~$120-200. Supplement with bagged ice initially."
+Kitchen Equipment,Undercounter Beverage Refrigerator,Commercial back bar cooler with glass door for milk + ingredients,1,$450,$450,Critical,https://www.amazon.com/Undercounter-Beverage-Refrigerator-Commercial-Temperature/dp/B0DHZMB5X6,"FoMup 7.2 Cu Ft back bar cooler."
+Kitchen Equipment,Compact Commercial Freezer,Countertop or undercounter freezer for frozen ingredients (ice cream + frozen fruit + pastries),1,$350,$350,Critical,https://www.amazon.com/commercial-countertop-freezer/s?k=commercial+countertop+freezer,"Compact chest or undercounter model. ~$250-400."
+Kitchen Equipment,Hot Water Dispenser / Kettle,Instant hot water for tea service,1,$80,$80,Medium,https://www.amazon.com/commercial-hot-water-dispenser/s?k=commercial+hot+water+dispenser,"Commercial electric kettle or on-demand dispenser."
+Water System,Water Hookup Kit + Inline Filter,Connect to lot spigot with food-grade hose + inline carbon filter. Eliminates daily refill.,1,$80,$80,Critical,https://www.amazon.com/rv-water-filter-inline/s?k=rv+inline+water+filter,"RV food-grade hose + inline filter. Use when lot has a spigot."
+Water System,Fresh Water Tank (65 gal),BACKUP: for lots without a water hookup. Covers full 9-hour shift.,1,$180,$180,Medium,https://www.amazon.com/rv-fresh-water-tank-65/s?k=rv+fresh+water+tank+65+gallon,"Keep installed as fallback. Only fill/use if no hookup available."
+Water System,12V Fresh Water Pump (3.5 GPM),On-demand pump — pressurizes lines to sinks + toilet,1,$50,$50,Critical,https://www.amazon.com/ECO-WORTHY-Pressure-Priming-Diaphragm-50PSI/dp/B0C5BQ1N6B,"ECO-WORTHY 12V 3.5GPM. Runs off battery."
+Water System,Gray Water Tank (50 gal),Collects sink waste water (under trailer),1,$150,$150,Critical,https://www.amazon.com/rv-gray-water-tank/s?k=rv+gray+water+tank+50+gallon,"Mounted under trailer. Separate from black tank."
+Water System,Black Water Tank (30 gal) + permanent toilet,Holding tank for toilet waste — lasts ~3 weeks between pump-outs,1,$300,$300,Critical,https://www.amazon.com/rv-black-water-tank-30/s?k=rv+black+water+tank+30+gallon,"Includes RV-style toilet + plumbing to tank. Stationary trailer = permanent install."
+Water System,Wireless Tank Level Monitor (Bluetooth),Monitors black + gray tank levels via phone app — alerts when near full,1,$60,$60,High,https://www.amazon.com/briidea-Bluetooth-Indicator-Detection-Auto-Sense/dp/B0DQ3K1PTZ,"briidea Bluetooth sensor. Know when to call Huff Septic."
+Water System,Tankless Propane Water Heater (12V ignition),Instant hot water for hand-wash + 2-comp sink. Propane-fired — no battery draw for heating.,1,$250,$250,Critical,https://www.amazon.com/Fogatti-Tankless-55000BTU-Propane-Trailers/dp/B098THLN39,"FOGATTI RV tankless. 12V ignition only — heat comes from propane."
+Water System,Propane Tank (20 lb),Fuels water heater. ~2-4 weeks per tank at trailer usage.,1,$40,$40,Critical,,"Any hardware store. Exchange program at most gas stations."
+Water System,Hand-Wash Sink (wall-mount mini),NSF-rated small hand-wash basin — health code required,1,$80,$80,Critical,https://www.amazon.com/commercial-hand-wash-sink/s?k=commercial+hand+wash+sink,"Wall-mount. Required by health dept separate from dish sink."
+Water System,2-Compartment Sink (commercial),Commercial 2-comp sink for pot/utensil washing — all customer items are disposable,1,$250,$250,Critical,https://www.amazon.com/2-compartment-commercial-sink/s?k=2+compartment+commercial+sink,"NSF-rated. Only washing pots + utensils — no customer dishes."
+Water System,Plumbing Fittings + PEX Lines,Connections: fresh tank → pump → heater → sinks/toilet → gray/black tanks,1,$120,$120,High,https://www.amazon.com/pex-plumbing-fittings-rv/s?k=pex+plumbing+fittings+rv,"PEX + SharkBite fittings. DIY-friendly."
+Power,Predator 3500 Super Quiet Inverter Generator,3500W peak / 3000W running — 56 dB — auto-start when battery drops below 40% then shuts off,1,$800,$800,Critical,https://www.harborfreight.com/3500-watt-super-quiet-inverter-generator-with-co-secure-technology-49-state-compliant-71358.html,"Harbor Freight Mishawaka (local). 11 hrs @ 25% load. Watch for coupons ($600-650)."
+Power,LiFePO4 Battery Bank (3-5 kWh),Main power source — runs lights + small appliances + POS + network. Generator only kicks in at 40% SOC.,1,"$1,500","$1,500",Critical,https://www.amazon.com/EF-ECOFLOW-Generator-High-Power-Appliances/dp/B09W9KDYFN,"EcoFlow DELTA Pro 3.6kWh ~$2000. Or LiFePO4 server rack battery 48V 100Ah ~$800-1500."
+Power,Inverter (9500W pure sine wave),Converts battery DC to clean 120V AC. Skip if using EcoFlow (has built-in inverter).,1,$800,$800,High,https://www.amazon.com/pure-sine-wave-inverter-9500W/s?k=pure+sine+wave+inverter+9500W,"AIMS or Giandel 9500W+ ~$700-1000."
+Power,Battery Charger / Transfer Switch,Auto-starts Predator when battery hits 40% — charges battery — auto-stops at 90%.,1,$200,$200,High,https://www.amazon.com/automatic-generator-transfer-switch/s?k=automatic+generator+transfer+switch,"If using EcoFlow: Smart Generator does this natively. If DIY battery: need auto-start module + charger."
+Power,Shore Power Inlet (30A),30A RV-style inlet for locations with available power hookup — bypasses generator entirely,1,$80,$80,High,https://www.amazon.com/30-amp-rv-power-inlet/s?k=30+amp+rv+power+inlet,"Bypass generator when lot provides power."
+Power,Extension Cord (10 gauge 50ft),Heavy-duty extension for shore power connection,1,$60,$60,High,https://www.amazon.com/10-gauge-extension-cord-50ft/s?k=10+gauge+extension+cord+50ft,"10AWG minimum for 30A service."
+Power,LED Interior Lighting (12V DC),12V LED strips/panels powered directly from battery — no inverter loss,1,$80,$80,Medium,https://www.amazon.com/12v-led-strip-light/s?k=12v+led+strip+light,"Run lights directly off battery DC."
+Climate,48V DC Mini Split Heat Pump (12000 BTU),AC + heat in one unit — runs directly off battery bank. Indiana needs both heat and AC.,1,"$1,200","$1,200",Critical,https://www.amazon.com/Ton-Conditioner-12-000-BTU/dp/B0C6LDB1LS,"48V DC powered. No inverter needed for climate."
+Networking & Security (Wired),GMKtec G11 Mini PC (dual 2.5G NIC),Fedora Server + VyOS VM + Podman containers. AMD Ryzen R2514 16GB RAM 512GB SSD. Router/firewall/NVR/HA/captive portal.,1,$340,$340,Critical,https://www.amazon.com/GMKtec-Embedded-Business-Personal-Desktop/dp/B0DXXXXXXX,"Runs VyOS (routing/firewall/WireGuard) + Frigate NVR + Home Assistant + nginx captive portal. Dual 2.5G NIC = WAN + LAN."
+Networking & Security (Wired),TP-Link TL-SG208PE (8-port PoE switch),8-port Gigabit PoE+ switch 65W budget. VLAN + Omada managed. Fanless.,1,$49,$49,High,https://www.amazon.com/dp/B0XXXXXXXX,"PoE delivers power to cameras. Basic VLAN separation. VyOS on G11 handles all routing."
+Networking & Security (Wired),Marquis 4MP PoE IP Turret Cameras,IP cameras with mic/audio for interior + exterior + drive-through. IP66 waterproof 108° wide angle 2.8mm.,3,$34,$102,High,https://www.amazon.com/dp/B0XXXXXXXX,"4MP 2K resolution. Built-in microphone. PoE powered from TP-Link switch."
+Networking & Security (Wired),ULTRALOQ Bolt SE (Matter/WiFi),Smart deadbolt — fingerprint + keypad + app + mechanical key. Matter for Home Assistant control.,1,$90,$90,High,https://www.amazon.com/dp/B0XXXXXXXX,"Remote lock/unlock via HA API. PIN codes for staff. Audit log. 18-month battery."
+Networking & Security (Wired),UPS (Battery Backup),Small UPS for switch + G11 during power blips/generator switchover,1,$80,$80,Medium,https://www.amazon.com/APC-UPS-Battery-Backup/s?k=APC+UPS+battery+backup,"Keeps network + NVR alive during generator switchover."
+Networking & Security (Wireless),GL-iNet GL-X3000 Spitz AX (5G cellular + WiFi 6),5G NR + 4G LTE dual-SIM cellular gateway + WiFi 6 AP + OpenWrt. Replaces separate modem and AP.,1,$380,$380,Critical,https://www.amazon.com/GL-iNet-GL-X3000-Detachable-Certified/dp/B0XXXXXXXX,"All-in-one: 5G internet + WiFi AP + WireGuard + captive portal + failover. T-Mobile certified. Dual-SIM. Wall mountable."
+POS & Payment,Square Terminal,All-in-one card reader + receipt printer + POS,1,$399,$399,Critical,https://www.amazon.com/square-b07npnnqbn-terminal/dp/b07npnnqbn,"Square Terminal. Free POS software. 2.6% + 15¢ processing."
+POS & Payment,iPad (10th gen) for Square POS,Backup display + order management tablet,1,$350,$350,High,https://www.amazon.com/Apple-2022-10-9-inch-iPad-Wi-Fi/dp/B0BJLXMVMV,"iPad 10th gen. Runs Square POS app."
+POS & Payment,Cash Drawer,Lockable cash drawer connected to POS,1,$50,$50,Medium,https://www.amazon.com/cash-drawer/s?k=cash+drawer,"Basic 16-inch cash drawer ~$40-60."
+POS & Payment,Receipt Printer (thermal),Backup receipt printer or kitchen ticket printer,1,$80,$80,Low,https://www.amazon.com/thermal-receipt-printer/s?k=thermal+receipt+printer,"Square Terminal has built-in. Only needed for kitchen tickets."
+Signage & Exterior,Menu Board (illuminated),LED-backlit menu board or digital display for drive-through,1,$300,$300,High,https://www.amazon.com/led-menu-board/s?k=led+menu+board,"Outdoor-rated. Consider digital (TV + media player) for easy updates."
+Signage & Exterior,Exterior Branding / Trailer Wrap,Full vinyl wrap — The Daily Pour branding,1,"$2,500","$2,500",High,https://wrapmate.com/locations/in-south-bend/,"Wrapmate (3 certified 3M installers in South Bend). Also: Indiana Wrap Co or Wraphouse Graphics."
+Signage & Exterior,A-Frame Sidewalk Sign,Portable sandwich board for street-side advertising,1,$60,$60,Medium,https://www.amazon.com/a-frame-sidewalk-sign/s?k=a+frame+sidewalk+sign,"Chalkboard or dry-erase style ~$40-80."
+Supplies (initial stock),Coffee Beans (wholesale 25 lb),Initial coffee bean inventory,2,$200,$400,Critical,https://www.bendixcoffee.com/,"Bendix Coffee Roasters — local Michiana roaster (South Bend). Also: Revenant or Coffee Express Roasting Co."
+Supplies (initial stock),Milk + Cream (initial stock),Whole milk + oat milk + cream,1,$150,$150,Critical,https://www.shopatdean.com/pages/south-bend-restaurant-supply,"Dean Supply (South Bend). Also: Stanz Foodservice or Atlas Restaurant Supply."
+Supplies (initial stock),Cups + Lids + Sleeves + Straws,Disposable serving supplies (first month),1,$300,$300,Critical,https://www.amazon.com/disposable-coffee-cups-lids/s?k=disposable+coffee+cups+lids,"Bulk order — hot cups + cold cups + lids + straws."
+Supplies (initial stock),Syrups + Flavorings,Vanilla + caramel + hazelnut + seasonal,1,$200,$200,High,https://www.amazon.com/Torani-variety-pack/s?k=Torani+variety+pack,"Torani or Monin commercial bottles."
+Permits & Fees,Mobile Food Vendor Permit,St. Joseph County / City of South Bend food vendor permit,1,$200,$200,Critical,https://www.sjcindiana.com/159/Health-Department,"St. Joseph County Health Department."
+Permits & Fees,Health Department Inspection,Initial inspection fee,1,$100,$100,Critical,https://www.sjcindiana.com/159/Health-Department,"Required before opening. Schedule with county."
+Permits & Fees,Business Insurance (gen liability + cyber E&O + workers comp),GL + food service + workers comp + cyber coverage,1,"$2,000","$2,000",Critical,,"Get quotes from local agent. Bundled package."
+,,,,ESTIMATED ONE-TIME TOTAL:,"$50,000",,,Includes $15k 3-month operating reserve (marketing + ramp-up)
+,,,,,,,,,
+Recurring (monthly),Item,Description,Qty,Est. Monthly Cost,Annual Est.,Priority,Link/Source,Notes
+Recurring (monthly),Lot Lease,Monthly parking lot lease for trailer location,1,$750,"$9,000",Critical,,"Kiowa negotiates. $500-1000/mo depending on traffic."
+Recurring (monthly),Business Insurance,General liability + food service coverage,1,$250,"$3,000",Critical,,"~$150-300/mo."
+Recurring (monthly),Trailer Manager Salary,On-site manager running T00-DRIP daily operations (W-2),1,"$3,616","$43,392",Critical,,"Kiowa hires. Full-time. Loaded rate (includes taxes/benefits)."
+Recurring (monthly),Part-Time Staff Salary,Part-time barista/support for peak hours,1,"$1,200","$14,400",High,,"Covers rush periods."
+Recurring (monthly),Fresh Water Refill,65 gal/day — municipal water or lot spigot,1,$50,$600,Medium,,"Free if lot has water hookup."
+Recurring (monthly),Propane (water heater),20 lb tank exchange every 2-4 weeks,1,$30,$360,Medium,,"Gas station exchange ~$25-35."
+Recurring (monthly),Generator Fuel (gas),Predator runs ~4 hrs/day × 26 days/mo × 0.5 gal/hr,1,$100,"$1,200",High,,"~52 gal/mo × ~$3.50/gal. Less if battery oversized or shore power available."
+Recurring (monthly),Black Tank Pump-Out (Huff Septic),On-demand pump-out every 2-3 weeks (30 gal black tank),1,$100,"$1,200",Critical,https://huffseptic.com/,"Huff Septic South Bend. $75-150/visit."
+Recurring (monthly),Gray Water Disposal,Pump-out or drain to sewer if lot permits,1,$50,$600,Medium,https://huffseptic.com/,"Often same visit as black tank."
+Recurring (monthly),Coffee Beans (wholesale),Ongoing bean supply from local roaster,1,$400,"$4,800",Critical,https://www.bendixcoffee.com/,"Bendix Coffee Roasters. ~100 customers/day."
+Recurring (monthly),Milk + Cream + Oat Milk,Perishable dairy/alt-milk supply,1,$300,"$3,600",Critical,https://www.shopatdean.com/pages/south-bend-restaurant-supply,"Dean Supply or Stanz Foodservice."
+Recurring (monthly),Cups + Lids + Disposables,Hot cups + cold cups + lids + straws + sleeves,1,$250,"$3,000",Critical,https://www.amazon.com/disposable-coffee-cups-lids/s?k=disposable+coffee+cups+lids,"Bulk order monthly."
+Recurring (monthly),Syrups + Flavorings,Torani/Monin refills,1,$100,"$1,200",High,,"Restock as needed."
+Recurring (monthly),Cellular Data Plan,4G/5G for POS + cameras + remote monitoring,1,$75,$900,High,,"T-Mobile or AT&T business plan."
+Recurring (monthly),Square Processing Fees,2.6% + 15¢ per transaction (100 customers/day × $8 avg × 26 days),1,$560,"$6,720",Critical,,"~$20,800/mo revenue × 2.7% effective rate."
+Recurring (monthly),Workers Comp Insurance,Required for W-2 employees,1,$80,$960,Critical,,"Rate varies by state/industry."
+,,,,EST. MONTHLY RECURRING:,"$7,961",,,
+,,,,EST. ANNUAL RECURRING:,"$95,532",,,

businesses/sns-hospitality-group/coffee-trailers/T-00/network/README.md

@@ -0,0 +1,178 @@
+# T00-DRIP Network Configuration
+
+## Architecture
+
+```
+                    INTERNET (T-Mobile 5G)
+                         │
+                    ┌────┴────────────────────┐
+                    │  GL-X3000 Spitz AX       │
+                    │  • 5G/4G cellular uplink  │
+                    │  • WiFi 6 AP (2 SSIDs)   │
+                    │  • OpenWrt                │
+                    │  • WAN: cellular          │
+                    │  • LAN: 2.5G → G11 NIC1  │
+                    └────┬────────────────────┘
+                         │ Ethernet (2.5G)
+                         │
+                    ┌────┴────────────────────┐
+                    │  GMKtec G11 (Fedora)     │
+                    │  NIC1 (WAN): from Spitz  │
+                    │  NIC2 (LAN): to switch   │
+                    │                          │
+                    │  ┌─────────────────┐     │
+                    │  │ VyOS VM          │     │
+                    │  │ • NAT/Firewall   │     │
+                    │  │ • DHCP server    │     │
+                    │  │ • WireGuard      │     │
+                    │  │ • VLAN routing   │     │
+                    │  │ • QoS/traffic    │     │
+                    │  └─────────────────┘     │
+                    │                          │
+                    │  Podman Containers:       │
+                    │  • Frigate (NVR)          │
+                    │  • Home Assistant         │
+                    │  • nginx (captive portal) │
+                    └────┬────────────────────┘
+                         │ Ethernet (2.5G) - NIC2
+                         │
+                    ┌────┴────────────────────┐
+                    │  TP-Link TL-SG208PE      │
+                    │  8-port PoE (65W)        │
+                    │                          │
+                    │  Port 1: Uplink (G11)    │
+                    │  Port 2: Camera 1 (PoE)  │
+                    │  Port 3: Camera 2 (PoE)  │
+                    │  Port 4: Camera 3 (PoE)  │
+                    │  Port 5-8: spare         │
+                    └──────────────────────────┘
+```
+
+## IP Addressing (per trailer)
+
+| Subnet | Purpose | DHCP Range |
+|--------|---------|------------|
+| 10.T.0.0/24 | Management/Infrastructure | .1-.10 static |
+| 10.T.10.0/24 | VLAN 10 — Security (cameras, lock, NVR) | .100-.150 |
+| 10.T.20.0/24 | VLAN 20 — Operations (POS, staff devices) | .100-.150 |
+| 10.T.30.0/24 | VLAN 30 — Guest WiFi (isolated, internet only) | .100-.200 |
+
+Where T = trailer number (0 for T00-DRIP, 1 for T01-ROAST, etc.)
+
+## Static IPs
+
+| Device | IP | VLAN | MAC |
+|--------|-----|------|-----|
+| G11 (gateway) | 10.0.0.1 | Mgmt | — |
+| GL-X3000 (WAN gateway) | DHCP from carrier | — | — |
+| Camera 1 (interior) | 10.0.10.1 | 10 | TBD |
+| Camera 2 (exterior) | 10.0.10.2 | 10 | TBD |
+| Camera 3 (drive-through) | 10.0.10.3 | 10 | TBD |
+| ULTRALOQ (lock) | 10.0.10.10 | 10 | TBD |
+| Square POS | 10.0.20.100 | 20 | DHCP |
+| Staff devices | 10.0.20.101+ | 20 | DHCP |
+
+## VLANs
+
+| VLAN ID | Name | Purpose | Firewall Rules |
+|---------|------|---------|----------------|
+| 10 | Security | Cameras, lock, NVR | No internet access. Talk to G11 (NVR) only. |
+| 20 | Operations | POS, staff WiFi, management | Internet access. Can reach Home Assistant. |
+| 30 | Guest | Customer WiFi (captive portal) | Internet only. Isolated from all other VLANs. Rate-limited. |
+
+## WiFi SSIDs (GL-X3000)
+
+| SSID | VLAN | Security | Purpose |
+|------|------|----------|---------|
+| `DailyPour-Staff` | 20 | WPA3-Personal | POS, staff devices, management |
+| `The Daily Pour` | 30 | Open (captive portal) | Customer WiFi — branded splash page → internet |
+
+## WireGuard Tunnel
+
+| Setting | Value |
+|---------|-------|
+| Server | Home (ws, 100.96.11.9 via NetBird) or cloud endpoint |
+| Client | VyOS on G11 |
+| Tunnel IP | 10.200.T.1/32 (per trailer) |
+| Keepalive | 25s |
+| Purpose | Remote management, NVR remote view, fleet config push |
+
+## Firewall Rules (VyOS)
+
+```
+# WAN → LAN: deny all (default)
+# LAN → WAN: allow (NAT masquerade)
+# VLAN 10 (Security) → WAN: DENY (cameras never reach internet)
+# VLAN 10 → G11 (NVR): ALLOW (cameras stream to local Frigate)
+# VLAN 20 (Ops) → WAN: ALLOW
+# VLAN 20 → VLAN 10: DENY (POS can't see cameras)
+# VLAN 30 (Guest) → WAN: ALLOW (rate limited 5Mbps)
+# VLAN 30 → VLAN 10: DENY
+# VLAN 30 → VLAN 20: DENY
+# WireGuard → ALL: ALLOW (remote management)
+```
+
+## Services on G11 (Fedora Workstation + Podman)
+
+G11 runs **Fedora Workstation** (GNOME desktop) — provides GUI for video calls
+and dashboard display. Server workloads run in VyOS VM + Podman containers.
+Managed remotely via **Cockpit** (web UI).
+
+| Container/VM | Image | Port | Purpose |
+|-----------|-------|------|---------|
+| vyos (VM) | VyOS qcow2 | — | Router/firewall/WireGuard/DHCP/VLAN/QoS |
+| frigate | ghcr.io/blakeblackshear/frigate | 5000, 8554 | NVR — records cameras, AI detection |
+| homeassistant | ghcr.io/home-assistant/home-assistant | 8123 | Lock control, automations, dashboard |
+| nginx-portal | nginx:alpine | 80 | Captive portal splash page |
+
+**Desktop apps (browser):**
+- Jitsi Meet (video calls — `meet.jit.si/dailypour-drip`)
+- Dashboard view (Frigate live feeds, HA status, sales)
+- Cockpit (`localhost:9090`) for local management
+
+## Automation (Home Assistant)
+
+| Automation | Trigger | Action |
+|------------|---------|--------|
+| Auto-lock | 2:30 PM (closing) | Lock ULTRALOQ |
+| Auto-unlock | 4:45 AM (pre-open) | Unlock ULTRALOQ |
+| Motion alert | Frigate detects person after hours | Push notification to Sam |
+| Power alert | UPS switches to battery | Push notification to Sam |
+
+## Fleet Scaling
+
+Each trailer is a clone of this config with:
+- Trailer number (T) incremented in all IPs
+- Unique WireGuard keys
+- Same VyOS config template (Ansible playbook)
+- Same Podman containers (compose file)
+- Same GL-X3000 OpenWrt config (backup/restore)
+
+Deploy a new trailer's network: flash configs → plug in → WireGuard auto-connects → fleet dashboard sees it.
+
+## Video Conferencing (Jitsi)
+
+| Setting | Value |
+|---------|-------|
+| Platform | Jitsi Meet (meet.jit.si — public, free) |
+| Room naming | `dailypour-T00` (per trailer) |
+| Hardware | G11 (Fedora WS) + 27" monitor + USB webcam |
+| Use cases | Management check-ins, inter-trailer comms, staff meetings |
+| Future | Self-host at `video.snsnetlabs.com` when 5+ trailers |
+
+No accounts needed. Staff opens browser → `meet.jit.si/dailypour-drip` → instant video call.
+
+## Files in this directory
+
+```
+T-00/network/
+├── README.md              (this file)
+├── vyos/
+│   └── config.boot        (VyOS configuration — TODO)
+├── openwrt/
+│   └── backup.tar.gz      (GL-X3000 config backup — TODO)
+├── ansible/
+│   └── deploy-trailer.yml (fleet deployment playbook — TODO)
+└── captive-portal/
+    └── index.html          (branded splash page — TODO)
+```

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.

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.

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.*

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
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businesses/sns-hospitality-group/coffee-trailers/trailer-registry.md

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+# The Daily Pour — Trailer Registry
+
+## Naming Convention
+
+**File structure (Drive, folders, Plane projects):** `T[##]-[CODENAME]`
+**Internal operations (network, POS, hostnames, security):** `T[##]-[CODENAME]-[HEX]`
+
+- `T##` = trailer number (00–09)
+- `CODENAME` = unique coffee-themed identifier for the unit
+- `HEX` = brand color hex (no `#` prefix) — **appended only when the unit is fully
+  operational and secured by SNS Networking** (network configured, POS locked down,
+  segmented, signed off). The hex suffix = "this trailer is live and secure."
+
+**Example:**
+- Planning/buildout phase: `T00-DRIP`
+- Fully deployed + secured: `T00-DRIP-4B2E20`
+
+---
+
+## Trailer Assignments
+
+| Trailer | Codename | Color Name | Hex | Full ID (when secured) |
+|---------|----------|-----------|-----|------------------------|
+| T00 | DRIP | Rich Brown | `4B2E20` | `T00-DRIP-4B2E20` |
+| T01 | ROAST | Blush Pink | `E7B4B8` | `T01-ROAST-E7B4B8` |
+| T02 | BLOOM | Warm Cream | `F7EFE6` | `T02-BLOOM-F7EFE6` |
+| T03 | STEAM | Soft Gold | `D4AF37` | `T03-STEAM-D4AF37` |
+| T04 | GRIND | Taupe | `A78A7A` | `T04-GRIND-A78A7A` |
+| T05 | PRESS | Sage Green | `A3B18A` | `T05-PRESS-A3B18A` |
+| T06 | EMBER | Dusty Rose | `C9918B` | `T06-EMBER-C9918B` |
+| T07 | CREMA | Espresso | `2C1A12` | `T07-CREMA-2C1A12` |
+| T08 | PULL | Copper | `B87333` | `T08-PULL-B87333` |
+| T09 | BEAN | Slate Blue | `6B7F99` | `T09-BEAN-6B7F99` |
+
+---
+
+## Color Palette
+
+### Primary (from brand mockup)
+
+| Color | Hex | Use |
+|-------|-----|-----|
+| Rich Brown | `#4B2E20` | Primary dark, signage, text |
+| Blush Pink | `#E7B4B8` | Accent, warmth |
+| Warm Cream | `#F7EFE6` | Backgrounds, light surfaces |
+| Soft Gold | `#D4AF37` | Highlights, premium touches |
+| Taupe | `#A78A7A` | Neutral, secondary surfaces |
+
+### Expansion (trailers 05–09)
+
+| Color | Hex | Use |
+|-------|-----|-----|
+| Sage Green | `#A3B18A` | Earthy, calming |
+| Dusty Rose | `#C9918B` | Deeper warmth |
+| Espresso | `#2C1A12` | Bold dark accent |
+| Copper | `#B87333` | Metallic warmth |
+| Slate Blue | `#6B7F99` | Cool contrast, still muted |
+
+---
+
+## Trailer #1 — DRIP
+
+| Field | Value |
+|-------|-------|
+| ID | `T00-DRIP` |
+| Full ID (when secured) | `T00-DRIP-4B2E20` |
+| Color | Rich Brown (`#4B2E20`) |
+| Drive folder | `T00-DRIP/` |
+| Plane projects | `T00 Legal`, `T00 Ops`, `T00 Marketing`, etc. |
+| Location | TBD |
+| Status | Pre-launch (not yet secured → no hex suffix) |
+
+---
+
+## Folder Structure (Google Drive)
+
+```
+SnS Hospitality Group LLC/
+├── T00-09-COMMON/              ← shared SOPs, menus, templates, branding (all trailers)
+│   ├── Legal/
+│   ├── Marketing/
+│   ├── Ops/
+│   ├── Research/
+│   └── Buildout/
+│
+├── T00-DRIP/                   ← Trailer #1 specific
+│   ├── Vehicle/               (VIN, title, license plate, registration, photos)
+│   ├── Network/               (router, POS, tablet, IP assignments)
+│   ├── Equipment/             (serials, warranties, manuals)
+│   ├── Location/              (lease agreement, site photos, parking map)
+│   └── Tools/                 (inventory, maintenance log)
+│
+├── T01-ROAST/                  ← Trailer #2 (future)
+├── T02-BLOOM/                  ← Trailer #3 (future)
+└── ...
+```
+
+---
+
+## Typography
+
+| Use | Font | Weight |
+|-----|------|--------|
+| Logo / Headlines | Playfair Display | Bold |
+| Body / Menu boards | Montserrat | All Caps / Medium |
+| Tagline / Scripts | Lovely Script | Regular |
+
+**Tagline:** *Good Coffee. Great Vibes. On Purpose.*
+**Brand values:** Good Coffee. Real Connections. Better Every Day.
+
+---
+
+## Security Handoff (SNS Networking → Hospitality)
+
+The hex suffix is added to a trailer's ID when SNS Networking has completed:
+1. Network hardware installed (router, AP, firewall)
+2. POS system configured and hardened
+3. Network segmented (customer WiFi isolated from POS/ops)
+4. Remote management access verified
+5. Sign-off documented
+
+Until that handoff, the trailer operates as `T##-CODENAME` only.
+This keeps a clean boundary between **Hospitality operations** (Kiowa's domain)
+and **technology infrastructure** (SNS Networking's domain).

businesses/sns-hospitality-group/docs/Operating Agreement — SnS Hospitality Group LLC.html

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+<!DOCTYPE html>
+<html lang="en">
+<head>
+<meta charset="UTF-8">
+<meta name="viewport" content="width=device-width, initial-scale=1.0">
+<title>Operating Agreement — SnS Hospitality Group LLC</title>
+<style>
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+  footer{text-align:center;color:var(--muted);font-size:.78rem;padding:28px 24px 48px}
+  @media print{
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+</style>
+</head>
+<body>
+
+<div class="doc">
+
+  <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> ________________________________________ <span style="color:#888;font-size:.85em">(to be filled in at signing)</span></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>Separate from and in addition to her 15% service grant (&sect;4, time-vested), Kiowa may earn
+  <b>investment equity</b> in a venture by contributing working capital at startup. Each venture has a
+  <b>10% investment-equity pool</b> (the maximum interest Holdings will give up above its 75% floor).
+  Investment equity is a <b>financial</b> contribution and is <b>proportional</b> to the amount
+  contributed 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>
+    &nbsp;This is a separate mechanism from the service grant &mdash; service equity <b>time-vests</b> (&sect;4);
+    investment equity <b>vests immediately</b> on contribution.
+  </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>
+
+  <div class="callout callout-warn">
+    <b>Availability &mdash; shared with outside investors (per venture):</b> The 10% pool is shared.
+    Kiowa's investment-equity option is limited to <b>whatever remains in the 10% pool after any outside
+    investors Holdings brings into that specific venture.</b> If an outside investor takes the full 10%,
+    there is <b>nothing left for Kiowa to invest in</b> for that venture (she keeps her 15% service grant
+    only). If an outside investor takes 5%, Kiowa may invest for up to the <b>remaining 5%</b>. If there
+    are no outside investors, the full 10% is available to her. This is determined per venture.
+  </div>
+
+  <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 (and its own outside-investor situation). Investing in T-00 does not carry over to T-01.</li>
+    <li><b>Cap:</b> Investment equity is capped at 10% per venture &mdash; and further limited to whatever remains in that venture's 10% pool after outside investors.</li>
+    <li><b>Vests immediately:</b> Investment equity vests on the date funds (or installed equipment, per &sect;5.1) are received by the Company. No time-based vesting. (This is distinct from the service grant, which time-vests under &sect;4.)</li>
+    <li><b>Holdings minimum preserved:</b> Holdings never drops below 75% &mdash; the combined outside-investor + Kiowa investment equity for any venture cannot exceed the 10% pool.</li>
+  </ul>
+
+  <h3>5.1 In-Kind Contribution via Financed Equipment</h3>
+  <p>Kiowa's working-capital contribution under this Section 5 may be made <b>in-kind</b> by purchasing
+  equipment for the venture &mdash; including equipment she finances personally (e.g., Affirm, Karat, a
+  credit card, or any personal financing) &mdash; rather than only by cash. The following terms apply:</p>
+  <ul>
+    <li><b>Counts as working capital:</b> The <b>purchase price of the equipment (per the receipt)</b>
+      counts as Kiowa's capital contribution toward that venture's startup cost, and earns investment
+      equity under the same proportional formula above.</li>
+    <li><b>Proof required:</b> Kiowa must provide the <b>receipt / proof of purchase</b> documenting the
+      amount paid for the equipment.</li>
+    <li><b>Must be installed before Opening Day:</b> The equipment must be <b>delivered and installed in
+      the trailer before the venture's Opening Date.</b> Equipment added after operations begin does
+      <b>not</b> count as a startup contribution (consistent with the timing rule above).</li>
+    <li><b>Ownership transfers to the Company:</b> Once the equipment is installed in the trailer, it
+      <b>belongs to the Company</b> &mdash; it is no longer Kiowa's personal property. In exchange, she
+      receives investment equity equal to its purchase price under the formula above.</li>
+    <li><b>Financing is Kiowa's own responsibility:</b> Kiowa is solely responsible for repaying any
+      personal financing she used (principal <b>and</b> interest). <b>The Company does not assume her
+      debt and does not reimburse her financing costs.</b> Her contribution is valued at the equipment's
+      purchase price only &mdash; interest she pays is her own.</li>
+  </ul>
+  <div class="callout callout-info">
+    <b>Worked example (Trailer 2):</b> Trailer 2's total startup cost is <b>$30,000</b>. Kiowa uses her
+    personal financing to buy <b>$3,000</b> 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 &rarr; she earns the <b>full 10% investment equity</b> (vested immediately once the
+    equipment is in the trailer). Combined with her <b>15% service grant</b> (5% at formation + 10%
+    vesting over 12 months), her total interest in Trailer 2 reaches <b>25%</b> &mdash; while Holdings
+    stays at its 75% minimum. The equipment now belongs to the Company; Kiowa keeps paying her own
+    Affirm/financing balance.
+  </div>
+
+  <!-- §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>
+
+  <h3>10.1 Tax Distributions</h3>
+  <p>Because the Company is taxed as a partnership (see &sect;13), each Member is taxed on their
+  allocated share of the Company's profit <b>whether or not that profit is actually distributed</b>.
+  To ensure no Member owes tax on undistributed ("phantom") income, the following applies
+  notwithstanding the discretionary nature of distributions above:</p>
+  <ul>
+    <li>For each fiscal year, the Company shall &mdash; to the extent of available cash and subject to
+      the solvency limitation above &mdash; distribute to each Member an amount at least equal to that
+      Member's allocated share of the Company's taxable income multiplied by an <b>assumed tax rate of
+      [35%]</b>.</li>
+    <li>Tax distributions are made <b>pro rata in proportion to each Member's vested Membership
+      Interest</b>, on or before <b>[April 1]</b> following the close of each fiscal year, with
+      quarterly advances permitted (at Holdings' discretion) to align with estimated-tax deadlines.</li>
+    <li>Tax distributions are treated as <b>advances against, and are offset against</b>, future
+      distributions otherwise payable to that Member under this Section 10 &mdash; they are not
+      additional compensation.</li>
+    <li>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.</li>
+  </ul>
+  <div class="callout callout-info">
+    <b>Why this matters (plain language):</b> 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.
+  </div>
+  <div class="callout callout-warn">
+    <b>Draft &mdash; confirm with CPA/attorney before signing.</b> The <b>[35%]</b> assumed rate and
+    <b>[April 1]</b> timing are placeholders; your CPA sets the final rate (based on the highest
+    combined federal + Indiana rate applicable) and the payment schedule.
+  </div>
+
+  <!-- §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>
+</html>

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+</style>
+</head>
+<body>
+<div class="container">
+
+<div class="header">
+  <div class="brand">The Daily Pour</div>
+  <h1>Employee Handbook — Progress Tracker</h1>
+  <div class="subtitle">What's done, what's next, and who owns each section</div>
+</div>
+
+<!-- LEGEND -->
+<div class="legend">
+  <div class="legend-item"><div class="legend-dot dot-done"></div> Complete</div>
+  <div class="legend-item"><div class="legend-dot dot-sam"></div> Sam's Lane</div>
+  <div class="legend-item"><div class="legend-dot dot-kiowa"></div> Kiowa's Lane</div>
+  <div class="legend-item"><div class="legend-dot dot-attorney"></div> Needs Attorney Review</div>
+</div>
+
+<!-- PROGRESS BAR -->
+<div class="progress-bar">
+  <div class="label">Overall Handbook Completion</div>
+  <div class="bar-outer"><div class="bar-inner" style="width:33%"></div></div>
+  <div class="bar-text">7 of 21 sections complete (33%)</div>
+</div>
+
+<!-- SECTION TABLE -->
+<h2>Handbook Sections — Status & Ownership</h2>
+
+<table>
+<tr><th>#</th><th>Section</th><th>Owner</th><th>Status</th><th>Notes</th></tr>
+
+<tr class="status-done">
+  <td><span class="expand-num" onclick="toggleDetail('detail-1')">1</span></td>
+  <td>Welcome to The Daily Pour</td>
+  <td><span class="badge badge-done">Done</span></td>
+  <td>Complete</td>
+  <td>Brand identity, who we are, what employees are joining</td>
+</tr>
+<tr><td colspan="5" style="padding:0;border:none">
+<div class="section-detail" id="detail-1">
+  <h3>Section 1 — Welcome to The Daily Pour</h3>
+  <p>This section establishes who we are, what employees are joining, and what we stand for from day one.</p>
+  <h4>What We Communicate</h4>
+  <ul>
+    <li><strong>Who we are:</strong> A mobile coffee trailer fleet serving premium drinks with warmth, consistency, and community pride.</li>
+    <li><strong>What you're joining:</strong> Not just a job — a brand that's building something bigger. Every person on our team represents The Daily Pour.</li>
+    <li><strong>Our expectations:</strong> Pride in the product. Quality without shortcuts. Consistency every single time. Teamwork over ego. Ownership of your role. Cleanliness as a standard, not a reminder. The customer experience above all else.</li>
+  </ul>
+  <h4>The Tone</h4>
+  <p>Warm but direct. We welcome you like family, but we also tell you upfront — this isn't casual work. We hold a standard, and everyone who wears the apron is expected to meet it.</p>
+  <span class="close-btn" onclick="toggleDetail('detail-1')">Close</span>
+</div>
+</td></tr>
+
+<tr class="status-done">
+  <td><span class="expand-num" onclick="toggleDetail('detail-2')">2</span></td>
+  <td>The Five Daily Pour Principles</td>
+  <td><span class="badge badge-done">Done</span></td>
+  <td>Complete</td>
+  <td>Core values with shift examples + customer impact</td>
+</tr>
+<tr><td colspan="5" style="padding:0;border:none">
+<div class="section-detail" id="detail-2">
+  <h3>Section 2 — The Five Daily Pour Principles</h3>
+
+  <div class="principle">
+    <strong>1. Pour With Excellence Daily</strong><br>
+    <em>"If our name is on it, make it worth serving."</em>
+    <p style="margin-top:8px">Every drink, every interaction, every detail reflects the brand. Excellence isn't perfection — it's caring enough to do it right.</p>
+    <p class="looks-like"><strong>Looks like:</strong> Remaking a drink that doesn't meet standard without being asked. Wiping the counter between customers. Tasting a new batch to make sure it's right.</p>
+    <p class="falls-short"><strong>Falling short:</strong> Serving a drink you know isn't right. Cutting corners because it's slow. Saying "good enough" when it isn't.</p>
+  </div>
+
+  <div class="principle">
+    <strong>2. Keep the Pour Consistent</strong><br>
+    <em>"Every customer deserves the same Daily Pour, every time."</em>
+    <p style="margin-top:8px">Consistency builds trust. The Monday morning regular and the first-time visitor should get the exact same quality.</p>
+    <p class="looks-like"><strong>Looks like:</strong> Following recipes exactly. Using timers. Measuring shots. Same greeting, same care, regardless of the rush.</p>
+    <p class="falls-short"><strong>Falling short:</strong> Eyeballing measurements. Skipping steps when busy. Giving regulars better service than new faces.</p>
+  </div>
+
+  <div class="principle">
+    <strong>3. Own Your Pour Daily</strong><br>
+    <em>"See it. Own it. Make it right."</em>
+    <p style="margin-top:8px">If something is wrong, don't walk past it. Don't wait to be told. Ownership means you act because it's your trailer, your team, your brand.</p>
+    <p class="looks-like"><strong>Looks like:</strong> Picking up trash that isn't yours. Flagging a low supply before it runs out. Admitting a mistake and fixing it immediately.</p>
+    <p class="falls-short"><strong>Falling short:</strong> "That's not my job." Waiting for someone else to notice. Hiding an error instead of correcting it.</p>
+  </div>
+
+  <div class="principle">
+    <strong>4. Pour Together Daily</strong><br>
+    <em>"Different roles. One team. One standard."</em>
+    <p style="margin-top:8px">Nobody is above any task. The Location Manager cleans. The barista restocks. We move as one unit, and we win or lose together.</p>
+    <p class="looks-like"><strong>Looks like:</strong> Helping a teammate who's in the weeds. Communicating during a rush. Celebrating a win together.</p>
+    <p class="falls-short"><strong>Falling short:</strong> Letting someone drown while you stand idle. Gossip. Blame. "I did my part" while the team struggles.</p>
+  </div>
+
+  <div class="principle">
+    <strong>5. A Clean Pour Is a Ready Pour</strong><br>
+    <em>"Clean daily. Prepare daily. Serve with pride."</em>
+    <p style="margin-top:8px">A clean trailer is a safe trailer. A prepped station is a fast station. Cleanliness isn't a chore — it's how we show respect for the space, the product, and the customer.</p>
+    <p class="looks-like"><strong>Looks like:</strong> Cleaning as you go. Restocking between rushes. Leaving the trailer better than you found it.</p>
+    <p class="falls-short"><strong>Falling short:</strong> Letting messes pile up. Leaving closing tasks for the next shift. Dirty equipment, sticky surfaces, cluttered stations.</p>
+  </div>
+
+  <span class="close-btn" onclick="toggleDetail('detail-2')">Close</span>
+</div>
+</td></tr>
+
+<tr class="status-done">
+  <td><span class="expand-num" onclick="toggleDetail('detail-3')">3</span></td>
+  <td>Being Part of the Pour (Conduct Standards)</td>
+  <td><span class="badge badge-done">Done</span></td>
+  <td>Complete</td>
+  <td>7 behavioral standards for daily work</td>
+</tr>
+<tr><td colspan="5" style="padding:0;border:none">
+<div class="section-detail" id="detail-3">
+  <h3>Section 3 — Being Part of the Pour Daily (Conduct Standards)</h3>
+  <p>These seven standards translate the principles into everyday employee behavior. They're non-negotiable — this is what "working here" actually means.</p>
+
+  <div class="principle">
+    <strong>1. Show Up Ready</strong>
+    <p style="margin-top:6px">Arrive on time, in uniform, mentally present. "Ready" means you can serve the first customer the moment we open — not that you're still setting up 10 minutes in.</p>
+  </div>
+
+  <div class="principle">
+    <strong>2. Wear the Pour Well Daily</strong>
+    <p style="margin-top:6px">Your appearance IS the brand. Clean uniform, name tag visible, grooming standards met. You're not just making coffee — you're representing something people trust.</p>
+  </div>
+
+  <div class="principle">
+    <strong>3. Speak With Care Daily</strong>
+    <p style="margin-top:6px">Words matter — to customers and to each other. Professional language, respectful tone, no profanity in earshot of customers. How you speak is how we're perceived.</p>
+  </div>
+
+  <div class="principle">
+    <strong>4. Own Your Part Daily</strong>
+    <p style="margin-top:6px">Know your role. Execute it. If something breaks or goes wrong, own it — don't hide it, don't blame. Accountability is the foundation of trust on this team.</p>
+  </div>
+
+  <div class="principle">
+    <strong>5. Protect the Atmosphere Daily</strong>
+    <p style="margin-top:6px">The energy inside this trailer is what customers feel. No drama. No negativity in the workspace. If you have an issue, take it to leadership — not to the person next to you during a rush.</p>
+  </div>
+
+  <div class="principle">
+    <strong>6. Phones Down, People First Daily</strong>
+    <p style="margin-top:6px">When you're on the clock, the phone is away. Not on the counter. Not "just checking a text." The customer in front of you is more important than anything on your screen.</p>
+  </div>
+
+  <div class="principle">
+    <strong>7. Breathe, Reset, Return Daily</strong>
+    <p style="margin-top:6px">Bad moments happen — a rude customer, a mistake, a stressful rush. You're allowed to feel it. Step away for 30 seconds if you need to. Breathe. Reset. Then come back and serve with the same energy you started with. We don't let one moment ruin the whole shift.</p>
+  </div>
+
+  <span class="close-btn" onclick="toggleDetail('detail-3')">Close</span>
+</div>
+</td></tr>
+
+<tr class="status-kiowa">
+  <td>4</td>
+  <td>Employment Basics</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>At-will statement, classifications (FT/PT/seasonal), probation, job descriptions</td>
+</tr>
+<tr class="status-kiowa">
+  <td>5</td>
+  <td>Hiring & Onboarding</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Application process, background checks, I-9, orientation checklist, training period</td>
+</tr>
+<tr class="status-done">
+  <td><span class="expand-num" onclick="toggleDetail('detail-6')">6</span></td>
+  <td>Compensation & Pay</td>
+  <td><span class="badge badge-done">Done</span></td>
+  <td>Complete</td>
+  <td>Pay schedule, direct deposit, overtime, tip policy, raises, deductions</td>
+</tr>
+<tr><td colspan="5" style="padding:0;border:none">
+<div class="section-detail" id="detail-6">
+  <h3>Section 6 — Compensation &amp; Pay</h3>
+  <p>We believe in paying fairly, paying on time, and being completely transparent about how pay works &mdash; 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.</p>
+
+  <div class="principle" style="border-left:4px solid var(--shared-border)">
+    <strong>Before this section goes live:</strong> items in <em>[brackets]</em> &mdash; exact pay rates, paydays, and the tip-pool method &mdash; 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.
+  </div>
+
+  <h4>6.1 How &amp; When You're Paid</h4>
+  <ul>
+    <li><strong>Your rate:</strong> Set individually and given to you in writing in your offer letter at hire. Most trailer roles are paid hourly.</li>
+    <li><strong>Pay schedule:</strong> You're paid <strong>every two weeks</strong>, on <em>[every other Friday]</em>, for the two-week period ending the prior <em>[Sunday]</em>. This meets Indiana's requirement to pay wages at least biweekly/semi-monthly.</li>
+    <li><strong>Our workweek</strong> runs <em>[Monday 12:00 AM through Sunday 11:59 PM]</em>. This is the window we use to calculate overtime.</li>
+    <li><strong>First paycheck:</strong> May cover a partial period depending on your start date.</li>
+    <li><strong>Payday on a holiday:</strong> You're paid on the business day before.</li>
+  </ul>
+
+  <h4>6.2 Direct Deposit</h4>
+  <ul>
+    <li>We pay by <strong>direct deposit</strong>. You'll provide a voided check or your bank routing/account details during onboarding.</li>
+    <li><strong>No bank account? No problem.</strong> We offer a pay card option so everyone gets paid securely and on time.</li>
+    <li>You receive an itemized <strong>pay stub</strong> every period showing hours, rate, overtime, tips, deductions, and net pay, available through <em>[payroll portal]</em>.</li>
+  </ul>
+
+  <h4>6.3 Your Time Is Your Pay</h4>
+  <ul>
+    <li>You are paid for <strong>all time you work.</strong> Clock in when you start and out when you finish &mdash; every shift.</li>
+    <li>Only <strong>you</strong> clock yourself in and out. Never punch in or out for a coworker; doing so is grounds for termination.</li>
+    <li><strong>No off-the-clock work.</strong> 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.</li>
+    <li>Missed or wrong punch? Tell your manager the <strong>same day</strong> so we can correct it.</li>
+  </ul>
+
+  <h4>6.4 Overtime</h4>
+  <ul>
+    <li>Hourly employees earn <strong>overtime at 1.5&times; your regular rate for any hours worked over 40 in a single workweek</strong>, as required by federal law (FLSA) and followed in Indiana.</li>
+    <li>Overtime is based on hours <em>actually worked</em> over 40 in the week &mdash; it is not calculated daily, and paid time off or holidays don't count as "hours worked" for overtime.</li>
+    <li><strong>All overtime must be approved by your manager in advance.</strong> If you work unapproved overtime we still pay it (the law requires it), but repeated unapproved overtime is a scheduling and conduct issue.</li>
+    <li>We do not offer "comp time" (time off instead of overtime pay) &mdash; that isn't legal for a private employer.</li>
+  </ul>
+
+  <h4>6.5 Tips</h4>
+  <ul>
+    <li><strong>Tips belong to the team that earns them.</strong> Jar tips and card tips are pooled and distributed among eligible hourly service staff who worked the shift, based on <em>[hours worked that period]</em>.</li>
+    <li>Card tips are paid out with your paycheck; the cash tip jar is handled per the <em>[closing procedure]</em>.</li>
+    <li><strong>Owners, managers, and supervisors never take from the tip pool.</strong> Federal law prohibits it, and it's simply the right thing to do.</li>
+    <li>We pay <strong>at or above full minimum wage before tips</strong> &mdash; tips are on top of your base pay, not used to reduce it. <em>[Confirm final tip-credit policy.]</em></li>
+    <li>Tips are income. They're reported and taxed like wages and appear on your pay stub and W-2.</li>
+  </ul>
+
+  <h4>6.6 Breaks</h4>
+  <ul>
+    <li><strong>Short breaks</strong> (under about 20 minutes &mdash; grabbing water or a breather during a lull) are <strong>paid</strong>; you stay clocked in.</li>
+    <li><strong>Meal breaks</strong> (30 minutes or more, fully relieved of duty) are <strong>unpaid</strong>; you clock out and back in.</li>
+    <li>Indiana doesn't require breaks for adult employees, but <strong>minors under 18</strong> receive the breaks required by law &mdash; see Section 7 (Work Schedule &amp; Attendance).</li>
+  </ul>
+
+  <h4>6.7 Deductions &amp; Taxes</h4>
+  <ul>
+    <li><strong>Required withholdings</strong> come out of every check: federal income tax, Indiana state and county income tax, Social Security, and Medicare.</li>
+    <li>We make <strong>other deductions</strong> (for example, replacement uniforms beyond your first set, or lost/damaged equipment) <strong>only with your signed written authorization</strong>, and never in a way that drops your pay below minimum wage &mdash; as Indiana wage law requires.</li>
+    <li>You control your tax withholding through your federal W-4 and Indiana WH-4. Update them anytime your situation changes.</li>
+  </ul>
+
+  <h4>6.8 Raises &amp; Reviews</h4>
+  <ul>
+    <li><strong>Raises are earned, not automatic.</strong> 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.</li>
+    <li>We formally <strong>review pay every six months</strong>. A review is a conversation about your growth &mdash; it doesn't guarantee a pay change. (Your team perks are reviewed separately every quarter &mdash; see Section 9.)</li>
+    <li>The fastest path up is taking on more: becoming a shift lead, training new teammates, owning a station.</li>
+  </ul>
+
+  <h4>6.9 If Your Pay Looks Wrong</h4>
+  <ul>
+    <li>Think there's an error on your check? Tell your manager within <em>[3 business days]</em>.</li>
+    <li>We investigate and correct payroll mistakes promptly &mdash; usually by the next cycle or sooner. Honest mistakes happen on both sides, and we fix them fast and fairly.</li>
+  </ul>
+
+  <p style="margin-top:12px;font-size:.82rem;color:var(--muted)"><em>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.</em></p>
+
+  <span class="close-btn" onclick="toggleDetail('detail-6')">Close</span>
+</div>
+</td></tr>
+
+<tr class="status-kiowa">
+  <td>7</td>
+  <td>Work Schedule & Attendance</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Hours, shift scheduling, tardiness, no-call/no-show, shift swaps</td>
+</tr>
+<tr class="status-done">
+  <td><span class="expand-num" onclick="toggleDetail('detail-8')">8</span></td>
+  <td>Time Off & Leave</td>
+  <td><span class="badge badge-done">Done</span></td>
+  <td>Complete</td>
+  <td>PTO, sick leave, unpaid leave, bereavement, jury duty</td>
+</tr>
+<tr><td colspan="5" style="padding:0;border:none">
+<div class="section-detail" id="detail-8">
+  <h3>Section 8 — Time Off &amp; Leave</h3>
+  <p>Everyone needs time away sometimes &mdash; 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.</p>
+
+  <div class="principle" style="border-left:4px solid var(--shared-border)">
+    <strong>Before this section goes live:</strong> the PTO amount/accrual, paid-holiday list, and bereavement days shown in <em>[brackets]</em> are confirmed with payroll before hiring. The bracketed figures are examples until finalized.
+  </div>
+
+  <h4>8.1 Paid Time Off (PTO) — Full-Time Only</h4>
+  <ul>
+    <li><strong>PTO is a full-time benefit.</strong> 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).</li>
+    <li>Full-time employees accrue <em>[X hours per pay period / Y days per year]</em>, available to use after an initial <em>[90-day]</em> period.</li>
+    <li>Request PTO through your manager as far ahead as possible. Approval depends on trailer coverage and business needs, especially in busy seasons.</li>
+    <li>Unused PTO <em>[carries over / is capped at X / is or isn't paid out at separation]</em> &mdash; [confirm with payroll].</li>
+  </ul>
+
+  <h4>8.2 If You're Sick</h4>
+  <ul>
+    <li>Your health and our customers' safety come first. <strong>Do not come to work sick</strong> &mdash; especially with vomiting, diarrhea, fever, or anything contagious. This is a food-safety requirement (see Section 12).</li>
+    <li>Indiana does not require separate paid sick leave. Full-time employees may use PTO for illness; all employees may take unpaid time when sick.</li>
+    <li>Call or message your manager as early as possible so we can cover your shift.</li>
+  </ul>
+
+  <h4>8.3 Unpaid Time Off</h4>
+  <ul>
+    <li>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.</li>
+  </ul>
+
+  <h4>8.4 Bereavement</h4>
+  <ul>
+    <li>If you lose an immediate family member, you may take <em>[up to X days]</em> of bereavement leave (<em>[paid for full-time / unpaid]</em>). We'll work with you with compassion during a hard time.</li>
+  </ul>
+
+  <h4>8.5 Jury Duty</h4>
+  <ul>
+    <li>Serving on a jury is a protected civic duty. <strong>You will never be disciplined, penalized, or terminated for jury service</strong>, as Indiana law guarantees.</li>
+    <li>Show your manager the summons as soon as you receive it so we can plan coverage. Jury time is <em>[unpaid; you keep any court-paid stipend]</em>.</li>
+  </ul>
+
+  <h4>8.6 Other Legally Protected Leave</h4>
+  <ul>
+    <li><strong>Military leave</strong> is protected under federal USERRA regardless of company size; tell leadership as early as possible.</li>
+    <li>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.</li>
+  </ul>
+
+  <h4>8.7 Holidays</h4>
+  <ul>
+    <li>The trailer is closed on <em>[list holidays]</em>. Because trailer roles are hourly, holidays are <em>[unpaid unless worked]</em> &mdash; [confirm].</li>
+  </ul>
+
+  <p style="margin-top:12px;font-size:.82rem;color:var(--muted)"><em>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.</em></p>
+
+  <span class="close-btn" onclick="toggleDetail('detail-8')">Close</span>
+</div>
+</td></tr>
+
+<tr class="status-done">
+  <td><span class="expand-num" onclick="toggleDetail('detail-9')">9</span></td>
+  <td>Benefits</td>
+  <td><span class="badge badge-done">Done</span></td>
+  <td>Complete</td>
+  <td>Free drinks, discounts, future benefits roadmap</td>
+</tr>
+<tr><td colspan="5" style="padding:0;border:none">
+<div class="section-detail" id="detail-9">
+  <h3>Section 9 — Benefits &amp; Perks</h3>
+  <p>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.</p>
+
+  <h4>9.1 Your Weekly Perks — On Us</h4>
+  <ul>
+    <li><strong>One free handcrafted drink every week</strong> &mdash; your choice off the menu.</li>
+    <li><strong>One free pastry every week</strong> &mdash; enjoy it on a break or take it home.</li>
+    <li><em>[Optional: employee discount of [X]% on additional drinks and food while on shift &mdash; confirm.]</em></li>
+  </ul>
+
+  <h4>9.2 Growing Your Perks — Quarterly Review</h4>
+  <div class="principle">
+    <p><strong>Every three months (each quarter), we look at how you're doing</strong> &mdash; 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.</p>
+    <p style="margin-top:8px">If you're doing well, <strong>we increase your perks</strong> &mdash; for example, <strong>two or more free drinks per week</strong>, extra pastries, or other rewards. Showing up on time and pouring with excellence literally pays off.</p>
+    <p class="looks-like" style="margin-top:8px"><strong>What earns more:</strong> consistent attendance, on-time arrivals, no no-call/no-shows, strong customer service, and stepping up for the team.</p>
+  </div>
+
+  <h4>9.3 Pay Increases</h4>
+  <ul>
+    <li>Separate from perks, we <strong>review pay every six months</strong>, with the opportunity for a raise based on performance. See Section 6 (Compensation &amp; Pay) for how raises are decided.</li>
+  </ul>
+
+  <h4>9.4 Looking Ahead</h4>
+  <ul>
+    <li>As The Daily Pour grows into a fleet, we intend to expand what we offer the team <em>[e.g., additional paid benefits down the road]</em>. These aren't available yet and aren't a promise &mdash; but building this company means building better rewards for the people who make it work.</li>
+  </ul>
+
+  <p style="margin-top:12px;font-size:.82rem;color:var(--muted)"><em>Perks are a discretionary benefit, not wages and not a contract, and may change with notice as the business grows.</em></p>
+
+  <span class="close-btn" onclick="toggleDetail('detail-9')">Close</span>
+</div>
+</td></tr>
+
+<tr class="status-kiowa">
+  <td>10</td>
+  <td>Dress Code & Grooming</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Uniform, apron, shoes, jewelry, hygiene (food service standards)</td>
+</tr>
+<tr class="status-kiowa">
+  <td>11</td>
+  <td>Health & Safety</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Food handling, burns protocol, slip/fall, first aid, emergency procedures, OSHA</td>
+</tr>
+<tr class="status-kiowa">
+  <td>12</td>
+  <td>Food Safety & Sanitation</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Handwashing, allergens, temp logs, cleaning schedule, health dept prep</td>
+</tr>
+<tr class="status-kiowa">
+  <td>13</td>
+  <td>Equipment & Trailer Care</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Espresso machine, generator, POS, open/close procedures, damage reporting</td>
+</tr>
+<tr class="status-kiowa">
+  <td>14</td>
+  <td>Cash Handling & POS</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Register procedures, drawer counts, over/short, theft, refund authority</td>
+</tr>
+<tr class="status-kiowa">
+  <td>15</td>
+  <td>Customer Service Standards</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Greeting, speed targets, complaints, comps, difficult customers</td>
+</tr>
+<tr class="status-done">
+  <td><span class="expand-num" onclick="toggleDetail('detail-16')">16</span></td>
+  <td>Social Media & Brand</td>
+  <td><span class="badge badge-done">Done</span></td>
+  <td>Complete</td>
+  <td>What employees can/can't post, photos on shift, brand representation</td>
+</tr>
+<tr><td colspan="5" style="padding:0;border:none">
+<div class="section-detail" id="detail-16">
+  <h3>Section 16 — Social Media &amp; Brand</h3>
+  <p>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.</p>
+
+  <div class="principle" style="border-left:4px solid var(--shared-border)">
+    <strong>Before this section goes live:</strong> our official handles and brand hashtags shown in <em>[brackets]</em> are filled in once the accounts are set.
+  </div>
+
+  <h4>16.1 You Represent the Brand</h4>
+  <ul>
+    <li>Online and in person, you're a face of The Daily Pour. Post like someone who's proud of where they work &mdash; because we're proud to have you.</li>
+    <li>Anything you share that identifies you as part of our team reflects on all of us. Keep it positive, respectful, and professional.</li>
+  </ul>
+
+  <h4>16.2 Photos &amp; Video on Shift</h4>
+  <ul>
+    <li><strong>Customers first.</strong> Ask permission before photographing or filming a customer, and never post a customer's face without their okay.</li>
+    <li><strong>Coworkers too.</strong> Don't film or post a teammate without their consent.</li>
+    <li><strong>Never</strong> share content that shows cash handling, the POS screen, security details, or anything that could create a theft or safety risk.</li>
+    <li>Quick, tasteful content during downtime is welcome &mdash; but never let filming slow service or pull you off task (see Section 3: <em>Phones Down, People First Daily</em>).</li>
+  </ul>
+
+  <h4>16.3 Official Accounts</h4>
+  <ul>
+    <li>Only authorized team members post to The Daily Pour's official accounts (<em>[@handle]</em>).</li>
+    <li>Got a great photo or idea? Send it to <em>[your manager / marketing]</em> and we may feature it.</li>
+  </ul>
+
+  <h4>16.4 Your Personal Accounts</h4>
+  <ul>
+    <li>You're free to post about your own life, including that you work here. When we're identifiable, keep it positive and professional.</li>
+    <li>If you talk about work, add a simple note like "opinions are my own."</li>
+    <li>Tag us and use <em>[#hashtags]</em> &mdash; we love resharing team pride.</li>
+  </ul>
+
+  <h4>16.5 Keep Private Things Private</h4>
+  <ul>
+    <li>Don't post confidential information: recipes, supplier terms, sales or financials, customer information, or anything that isn't already public.</li>
+    <li>Don't post content that disparages or harasses customers, coworkers, or the company.</li>
+  </ul>
+
+  <h4>16.6 Your Legal Rights</h4>
+  <div class="principle">
+    <p>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 &mdash; not about silencing you.</p>
+  </div>
+
+  <h4>16.7 If the Line Gets Crossed</h4>
+  <ul>
+    <li>Posts that break these rules &mdash; especially sharing confidential information, harassment, or content that damages the brand &mdash; may lead to discipline up to and including termination (see Section 19).</li>
+  </ul>
+
+  <p style="margin-top:12px;font-size:.82rem;color:var(--muted)"><em>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.</em></p>
+
+  <span class="close-btn" onclick="toggleDetail('detail-16')">Close</span>
+</div>
+</td></tr>
+
+<tr class="status-attorney">
+  <td>17</td>
+  <td>Anti-Harassment & Discrimination</td>
+  <td><span class="badge badge-attorney">Kiowa + Attorney</span></td>
+  <td>Not Started</td>
+  <td>EEO statement, protected classes, reporting procedure, retaliation prohibition</td>
+</tr>
+<tr class="status-kiowa">
+  <td>18</td>
+  <td>Drug & Alcohol Policy</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Zero tolerance on shift, impairment definition, testing (optional)</td>
+</tr>
+<tr class="status-kiowa">
+  <td>19</td>
+  <td>Discipline & Termination</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Progressive discipline, immediate termination offenses, final pay, property return</td>
+</tr>
+<tr class="status-kiowa">
+  <td>20</td>
+  <td>Separation & Resignation</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>2-week notice, exit process, final paycheck (Indiana law), property return</td>
+</tr>
+<tr class="status-kiowa">
+  <td>21</td>
+  <td>Acknowledgment Page</td>
+  <td><span class="badge badge-kiowa">Kiowa</span></td>
+  <td>Not Started</td>
+  <td>Employee signature confirming receipt + understanding of handbook</td>
+</tr>
+</table>
+
+<!-- OWNERSHIP SUMMARY -->
+<h2>Ownership Summary</h2>
+<table>
+<tr><th>Owner</th><th>Sections</th><th>Count</th></tr>
+<tr><td><span class="badge badge-done">Complete</span> (Sam drafted)</td><td>1, 2, 3, 6, 8, 9, 16</td><td>7</td></tr>
+<tr><td><span class="badge badge-sam">Sam</span></td><td>&mdash; (all drafted)</td><td>0</td></tr>
+<tr><td><span class="badge badge-kiowa">Kiowa</span></td><td>4, 5, 7, 10, 11, 12, 13, 14, 15, 18, 19, 20, 21</td><td>13</td></tr>
+<tr><td><span class="badge badge-attorney">Kiowa + Attorney</span></td><td>17</td><td>1</td></tr>
+</table>
+
+<div class="section-note">Kiowa owns the most sections because they're all operational/compliance — exactly what the OA defines as her role (SOPs, compliance, systems for scale).</div>
+
+<!-- NEXT STEPS -->
+<div class="next-steps">
+  <h3>Next Steps</h3>
+  <ul>
+    <li><strong>Kiowa:</strong> Start with Section 11 (Health & Safety) and Section 12 (Food Safety) — these are required for our health department permit application and have hard deadlines.</li>
+    <li><strong>Sam:</strong> <span style="color:var(--green);font-weight:600">All Sam-lane sections drafted (6, 8, 9, 16).</span> 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 &mdash; focus shifts to supporting Kiowa's operational sections.</li>
+    <li><strong>Together:</strong> Meet to align on Section 4 (Employment Basics) and Section 19 (Discipline) — these set the legal tone for the entire document.</li>
+    <li><strong>Attorney:</strong> Section 17 (Anti-Harassment) gets reviewed last — once we have the rest drafted, we send the full handbook for legal review.</li>
+  </ul>
+</div>
+
+<footer>
+  The Daily Pour — SnS Hospitality Group LLC<br>
+  Handbook Progress Tracker v1.0 — August 2026<br>
+  <span style="color:var(--gold)">Pour With Excellence Daily</span>
+</footer>
+
+</div>
+<script>
+function toggleDetail(id){
+  var el=document.getElementById(id);
+  el.classList.toggle('open');
+  if(el.classList.contains('open')){
+    el.scrollIntoView({behavior:'smooth',block:'nearest'});
+  }
+}
+</script>
+</body>
+</html>

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+<title>SnS Hospitality Group LLC — Partnership & Growth Plan</title>
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+</head>
+<body>
+
+<div class="doc">
+
+  <div class="header">
+    <h1>SnS Hospitality Group LLC</h1>
+    <div class="subtitle">Partnership & Growth Plan</div>
+  </div>
+
+  <div class="meta">
+    <div><b>Parent:</b> SnS Network Solutions Holdings LLC</div>
+    <div><b>Focus:</b> Mobile/trailer-based food & beverage</div>
+    <div><b>Territory:</b> NW Indiana + Southern Michigan</div>
+    <div><b>First Venture:</b> The Daily Pour (coffee trailer)</div>
+  </div>
+
+  <!-- MEMBERSHIP -->
+  <h2>Membership</h2>
+  <table>
+    <tr><th>Member</th><th>Interest</th><th>Type</th></tr>
+    <tr><td>SnS Network Solutions Holdings LLC</td><td>75% (minimum)</td><td>Capital + control</td></tr>
+    <tr><td>Kiowa Scott — service equity</td><td>Up to 15% (guaranteed, earned over time)</td><td>Vested through operational work</td></tr>
+    <tr><td>Kiowa Scott — investment equity (proportional)</td><td>Up to 10% per venture</td><td>Proportional to startup capital contributed. Formula: (investment ÷ startup cost) × 100, capped at 10%.</td></tr>
+  </table>
+
+  <!-- ROLES -->
+  <h2>Kiowa's Role</h2>
+  <ul>
+    <li>Finding and securing high-traffic parking spots / locations</li>
+    <li>Managing legal compliance, permits, renewals across all locations</li>
+    <li><b>Recruiting, hiring, and managing staff</b> — Kiowa finds the best people for the job; she does not work the trailer herself</li>
+    <li>Overseeing day-to-day operations (scheduling, vendor relationships, staff accountability)</li>
+    <li>Ensuring profitability of the mobile fleet</li>
+  </ul>
+
+  <!-- EQUITY TERMS -->
+  <h2>Equity Terms</h2>
+
+  <div class="callout callout-info">
+    <b>Sam retains minimum 75% of the Hospitality Group.</b> Maximum 25% is available — 15% guaranteed to Kiowa through service, 10% available through capital investment.
+  </div>
+
+  <h3>Equity Breakdown</h3>
+  <table>
+    <tr><th>Allocation</th><th>Amount</th><th>How It's Earned</th></tr>
+    <tr><td>Kiowa — Service Equity (guaranteed)</td><td>15%</td><td>Earned through operational work, vested over time per venture (see below)</td></tr>
+    <tr><td>Kiowa — Investment Equity (proportional)</td><td>Up to 10%</td><td>Earned by contributing working capital at startup. Formula: (Kiowa's investment ÷ venture startup cost) × 100, capped at 10%.</td></tr>
+    <tr><td>Other Investor (if applicable)</td><td>Up to 10%</td><td>Same proportional formula. Available only if Kiowa does not fill the full 10% at startup.</td></tr>
+    <tr><td>Holdings (Sam) — minimum</td><td>75%</td><td>Capital + control. Never drops below 75%.</td></tr>
+  </table>
+
+  <div class="callout callout-warn">
+    <b>Kiowa's guaranteed path:</b> 15% through service equity (no capital required).<br>
+    <b>Her optional upside:</b> Up to 10% additional — earned proportionally by investing working capital per venture. The more she puts in toward startup costs, the more she earns (capped at 10%). Must invest within 90 days of the Opening Date — after that, the tranche opens to other investors.
+  </div>
+
+  <h3>Investment Equity Example (per venture)</h3>
+  <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>
+
+  <h3>Per-Venture Vesting (Service Equity — the guaranteed 15%)</h3>
+  <p>Each venture (trailer) 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</td></tr>
+    <tr><td>Service grant</td><td>10%</td><td>Vests quarterly (2.5% per quarter) over 12 months from Opening Date</td></tr>
+    <tr><td><b>Total per venture</b></td><td><b>15%</b></td><td>Fully vested after 12 months of active service</td></tr>
+  </table>
+  <ul>
+    <li>Vesting clock starts on the <b>Opening Date</b> (first day of revenue-generating operations)</li>
+    <li>Each venture has its own independent vesting schedule</li>
+    <li>Total cumulative <b>service equity</b> is <b>capped at 15%</b></li>
+    <li>Additional up to 10% per venture through capital investment (proportional — see Equity Breakdown above)</li>
+  </ul>
+
+  <!-- MANDATORY BUYBACK -->
+  <h2>Mandatory Buyback — Departure Before Completion</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. <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>
+
+  <table>
+    <tr><th>Departure Type</th><th>Buyback Price</th></tr>
+    <tr><td><b>Good standing + 90-day transition</b></td><td><b>100% of FMV</b></td></tr>
+    <tr><td><b>Good standing, immediate departure</b></td><td><b>75% of FMV</b></td></tr>
+    <tr><td><b>Abandonment</b> (30+ days unresponsive)</td><td><b>50% of FMV</b></td></tr>
+    <tr><td><b>For Cause</b> (fraud/theft/intentional misconduct)</td><td><b>$0 — full forfeiture</b></td></tr>
+  </table>
+
+  <p><b>FMV definition:</b> Net asset value (assets − liabilities) × Kiowa's vested ownership %. Per most recent quarterly books, or independent valuation if disputed.</p>
+
+  <p><b>Payment terms (objective, based on amount):</b></p>
+  <ul>
+    <li>Under $25,000 → lump sum within 90 days</li>
+    <li>$25,000–$100,000 → lump sum within 90 days OR 6-month installments, at Kiowa's election</li>
+    <li>Over $100,000 → 12-month installment plan (either party may request)</li>
+  </ul>
+
+  <p><b>Unvested portion:</b> Forfeited automatically — reverts to Holdings at no cost.</p>
+
+  <h3>Trigger Events</h3>
+  <ul>
+    <li>Voluntary resignation from operational role</li>
+    <li>Failure to fulfill outcome-based responsibilities after written notice + 30-day cure period</li>
+    <li>Removal for cause (fraud, theft, intentional misconduct — see Forfeiture)</li>
+    <li>Mutual written agreement to part ways</li>
+  </ul>
+
+  <h3>Performance Standards (Outcome-Based, No Hourly Tracking)</h3>
+  <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><b>Process if not meeting outcomes:</b> Written notice → 30-day cure → mediation → binding arbitration. No buyback without completing this process.</p>
+
+  <!-- POST-COMPLETION -->
+  <h2>After 10 Trailers Are Complete</h2>
+
+  <div class="callout callout-success">
+    <b>The mandatory buyback expires</b> upon the earlier of: (a) all 10 trailers operational, or (b) 7 years from Formation Date. The fleet is built (or the time has passed). The deal is honored.
+  </div>
+
+  <h3>If She Keeps Working</h3>
+  <p>Full equity, full distributions, full management authority. Business as usual.</p>
+
+  <h3>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 (reduces 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>If She Wants to Sell (Right of First Refusal)</h3>
+  <table>
+    <tr><th>Term</th><th>Detail</th></tr>
+    <tr><td>Who buys first?</td><td>Sam / Holdings gets <b>first right to purchase</b></td></tr>
+    <tr><td>Price</td><td><b>80% of current FMV</b> (not projected — net asset value at time of offer)</td></tr>
+    <tr><td>Decision window</td><td>60 days from written notice</td></tr>
+    <tr><td>If Sam passes</td><td>Kiowa may sell to a third party — but not at a lower price than offered to Sam</td></tr>
+    <tr><td>Buyer approval</td><td>Any third-party buyer must be approved by Holdings and execute a joinder</td></tr>
+    <tr><td>Partial sales</td><td>Same terms apply — Holdings' ROFR covers partial sales too</td></tr>
+  </table>
+
+  <!-- EXIT SUMMARY -->
+  <h2>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, immediate</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 management authority.</td></tr>
+    <tr><td>Stays through 10 trailers, <b>stops working</b></td><td>Keeps equity (passive), loses management authority, accepts dilution from replacement hire.</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 (may not be unreasonably withheld).</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 (may not be unreasonably withheld).</td></tr>
+  </table>
+
+  <!-- GROWTH PLAN -->
+  <h2>5-Year Growth Plan — "The Daily Pour"</h2>
+
+  <div class="meta">
+    <div><b>Brand:</b> The Daily Pour</div>
+    <div><b>Target:</b> 10 trailers over 5 years</div>
+    <div><b>Investment/unit:</b> ~$25,000</div>
+    <div><b>Revenue target/unit:</b> 100 customers/day × $8 avg × 6 days/wk</div>
+  </div>
+
+  <table>
+    <tr><th>Year</th><th>Trailers</th><th>Cumulative</th><th>Milestone</th></tr>
+    <tr><td>Year 1 (mo 1–12)</td><td>1</td><td>1</td><td>Build, learn, automate, reduce costs. 9-month operating period to prove the model.</td></tr>
+    <tr><td>Year 2 (mo 13–24)</td><td>2–3</td><td>3</td><td>6-month cadence begins. Apply Year 1 lessons. First shift leads hired.</td></tr>
+    <tr><td>Year 3 (mo 25–36)</td><td>4–5</td><td>5</td><td>Systems mature, staffing bench built, costs optimized.</td></tr>
+    <tr><td>Year 4 (mo 37–48)</td><td>6–8</td><td>8</td><td>Pace accelerates if ops support it. Southern Michigan expansion.</td></tr>
+    <tr><td>Year 5 (mo 49–60)</td><td>9–10</td><td>10</td><td>Full fleet. Kiowa oversees all. Sam = capital + strategy only.</td></tr>
+  </table>
+
+  <div class="callout callout-info">
+    <b>Year 1 philosophy:</b> Build → Learn → Automate → Reduce cost → Then scale.<br>
+    <b>Launch cadence:</b> 1 trailer every 6 months (after Year 1). No new trailer until the previous one is profitable.
+  </div>
+
+  <!-- ROLES -->
+  <h2>Roles in the Growth Plan</h2>
+  <table>
+    <tr><th>Role</th><th>Sam</th><th>Kiowa</th></tr>
+    <tr><td>Capital</td><td>All investment</td><td>—</td></tr>
+    <tr><td>Location scouting</td><td>—</td><td>Find + secure lots</td></tr>
+    <tr><td>Permits & compliance</td><td>—</td><td>All filings, health dept, renewals</td></tr>
+    <tr><td>Buildout & equipment</td><td>Fund + approve</td><td>Coordinate</td></tr>
+    <tr><td>Hiring & staffing</td><td>—</td><td>Recruit, hire, and manage the best people for the job</td></tr>
+    <tr><td>Day-to-day operations</td><td>—</td><td>Oversee all locations (does NOT work the trailer herself)</td></tr>
+    <tr><td>Strategic decisions</td><td>Final authority</td><td>Input</td></tr>
+    <tr><td>Financial oversight</td><td>P&L review, distributions</td><td>Reports to Sam</td></tr>
+  </table>
+
+  <!-- GROWTH RULES -->
+  <h2>Growth Rules</h2>
+  <ul>
+    <li><b>No new trailer until the previous one is profitable</b> — growth is earned, not scheduled</li>
+    <li><b>Each trailer must hit break-even within 90 days</b> or operations are paused and diagnosed</li>
+    <li><b>Staffing scales with trailers</b> — Kiowa hires shift leads; she doesn't work every window forever</li>
+    <li><b>Capital calls are Sam's decision</b> — Kiowa proposes expansion, Sam approves the spend</li>
+  </ul>
+
+  <!-- FUTURE VENTURES -->
+  <h2>Future Ventures</h2>
+  <p><b>"The Daily Pour" is the brand — every trailer is a Daily Pour location.</b> The fleet will be deployed across NW Indiana (and eventually Southern Michigan). Each trailer is identified by its unit number:</p>
+
+  <div class="callout callout-info">
+    <b>Naming convention:</b> T-[NUMBER] — e.g., <b>T-00</b> (first trailer), <b>T-01</b> (second), <b>T-02</b> (third), through <b>T-09</b> (tenth).
+  </div>
+
+  <table>
+    <tr><th>Unit</th><th>Status</th><th>Location</th></tr>
+    <tr><td>T-00</td><td>Planning</td><td>TBD — NW Indiana</td></tr>
+    <tr><td>T-01</td><td>Future (Year 2)</td><td>TBD</td></tr>
+    <tr><td>T-02</td><td>Future (Year 2)</td><td>TBD</td></tr>
+    <tr><td>T-03 – T-09</td><td>Future (Years 3–5)</td><td>TBD</td></tr>
+  </table>
+
+  <p>Other mobile ventures (Indian food truck, smoothie trailer, BBQ, etc.) are separate concepts under the Hospitality Group — not Daily Pour units. Each follows the same equity framework independently.</p>
+
+</div>
+
+<footer>
+  SnS Hospitality Group LLC — Internal planning document. Not a legal agreement.<br>
+  Review with an Indiana-licensed attorney before formalizing into an Operating Agreement.
+</footer>
+
+</body>
+</html>

businesses/sns-hospitality-group/docs/required-docs-and-compliance.md

@@ -0,0 +1,148 @@
+# 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 |
+
+---
+
+## 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 |
+|------------|-----------|------|-------|
+| 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.*

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*

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.*

businesses/sns-properties-llc/README.md

@@ -0,0 +1,16 @@
+# SnS Properties LLC
+
+**Parent:** SnS Network Solutions Holdings LLC (sole member)
+**Focus:** Real estate holdings — warehouse space, rental properties
+
+## Subsidiaries
+
+| Entity | Directory | Purpose |
+|--------|-----------|---------|
+| Warehouse Property LLC | `warehouse/` | Commercial/industrial space (potential commissary, storage) |
+| Rental Property LLC | `rental/` | Residential or commercial rental income |
+
+## Status
+Structure planned. Form when acquiring first property. Properties lease to sibling
+operating entities (e.g., Hospitality Group leases commissary space from Properties).
+This keeps real estate assets insulated from operating liability.

businesses/sns-technology-group/README.md

@@ -0,0 +1,30 @@
+# SnS Technology Group LLC
+
+**Parent:** SnS Network Solutions Holdings LLC (sole member)
+**Focus:** IT networking, security, and managed support services
+
+## Subsidiaries
+
+| Entity | Directory | Focus |
+|--------|-----------|-------|
+| SnS Network Solutions LLC | `networking/` | Networking infrastructure, cabling, managed networking |
+| SnS Secure LLC | `secure/` | Cybersecurity, monitoring, compliance |
+| SnS Support LLC | `support/` | IT help desk, managed support, break-fix |
+
+## Status
+Structures planned. Form each entity when it has revenue or client-facing liability.
+Branding, business plans, and operating docs for each are in their respective folders.
+
+## Tech Stack Options (evaluated, not yet deployed)
+
+Tools being evaluated for internal use AND as client service offerings:
+
+| Tool | What | Use Case | Entity |
+|------|------|----------|--------|
+| **Infisical** | Open-source secrets management | API keys, DB creds, tokens — versioned, rotation, integrations (Docker, K8s, Terraform). Self-hostable. Modern Vault alternative. | Internal (all) + client offering (Digital/Secure) |
+| **ThinLinc** | Linux remote desktop server (Cendio) | Enterprise VDI over VNC+SSH+PulseAudio, web client, free ≤10 users. Persistent sessions, low bandwidth. | Internal (remote access to ws/VMs) + client offering (Networking/Support — Linux VDI for SMBs) |
+| **NetBox** | Network/infra documentation & IPAM | IP management, rack diagrams, cable maps, device inventory. | Internal + client offering (Networking) |
+| **OpenRemote** | Open-source IoT platform | Trailer fleet device management (cameras, sensors, locks). | Internal (Hospitality fleet) |
+| **Kestra** | Workflow orchestrator (Python) | Automated reporting, data pipelines, scheduled tasks. | Internal (all) + client offering (Digital) |
+
+**Rule:** Don't deploy until there's a real use case (internal or paid). Evaluate ≠ install.