sns-network-solutions/businesses/sns-hospitality-group/AGENTS.md

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

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.