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