One business platform.
Two complementary locations.

The revised footprint

Keep the selling presence.
Reconsider where the work happens.

Our division structure • proposed operating model

Five divisions.
One coordinated customer experience.

These divisions describe the business we are proposing to organize. Named outside businesses and individuals remain prospective participants; listing a role does not imply employment, ownership or an accepted partnership.

Combined Miami Circle / Oakcliff operations

The front of the business.
The engine behind it.

Prospective people and operating partners

People aligned
to the divisions.

This is a role map for discussion. Named participants are prospective collaborators; no appointment, investment, supplier access, AmericasMart affiliation or service commitment is assumed. Each person can accept a narrower role than shown.

Three places • complementary roles

Miami Circle introduces.
Oakcliff prepares. Scott connects.

One customer journey

From discovery to installed project.

Lease-up programs, merchandise purchases and design services retain distinct scopes and economics. Wallpaper and window treatments can enter a project where the client requests them and qualified providers accept the work.

Links show existing browsing and inquiry experiences. They do not demonstrate a completed shared logistics integration.

Illustrative economics • editable assumptions

Price the smaller model
before dividing the obligations.

The earlier full-space occupancy estimate was $22,000–$25,000 a month, inferred from Henry’s overhead and potentially affected by a rent concession. A partial footprint does not automatically reduce the underlying lease obligation. The figures below are planning placeholders—not property quotes, lease terms or forecasts.

Default assumptions total $38,588/month, compared with the earlier $44,000 full-footprint planning case. The $5,412 difference is an arithmetic comparison between unverified budgets—not demonstrated savings. Oakcliff deposits, fit-out, opening inventory, working capital and contingencies are not included.

For leased staging inventory, contribution must include recovery of inventory capital, financing, cleaning, damage and replacement. Furniture purchases and later rental receipts must not be treated as cost-free income.

Division funding • shared platform

What each business funds.
What the platform must earn.

Start with shared services and identifiable inventory ownership. These proposed allocations are negotiating inputs, not participant commitments. They can be changed without assigning equity.

Illustrative allocation: Savvy Staged 35%, Ghenogas 30%, Spencer 25%, Buckhead Wallpaper 10%. These are business-program allocations, not personal bills to Spencer, Roe, Mr. Wallpaper or Rick. Applied across costs here solely to show funding requirements. Actual agreements should use measured space, storage and staffing use; Scott costs should follow participating exhibitors. Savvy Staged and Buckhead Wallpaper may share an owner: combined, they fund 45% in this scenario. Division names do not imply independent sources of capital. Receiving & Delivery is funded within the modeled facility/staffing costs; outside service earnings are not assumed in the scenarios.

Monthly operating scenarios

Model contribution.
Then subtract the shared costs.

All figures below are assumed targets. Contribution means external customer revenue less product costs, direct project labor, freight, commissions, payment fees, returns and appropriate inventory recovery allowances, but before the shared operating budget. Internal charges between participating divisions are eliminated in the combined view.

*Monthly result × 12; not an annual forecast. Excludes startup cash, taxes, financing outside the modeled facility cost and owner distributions. Scott contribution is incremental: a gallery or package order attributed to Scott is counted here or in its division, never both. Existing independent design fees are not assumed available to support this venture.

Pay for defined contributions

Separate roles from
ownership and funding.

No participant’s client list, proposed labor or introduction is booked as cash funding. The $12,000 payroll allowance must be replaced by a staffing plan and operator quotes. If Boxer invoices labor already included in this allowance, remove that duplication; separately budget any additional service costs.

Startup cash • separate from monthly opex

Secure the cash before
securing the obligations.

Total launch funding = deposits + fit-out/equipment + funded inventory + setup + operating reserve + contingency. A credible total cannot be stated until the missing quotes and inventory plan are supplied. Customer deposits should be managed against the actual procurement and delivery obligations.

Sharing options

Choose how to collaborate
before choosing equity.

Contribution principles

Space, service, capital and sales
should earn different payments.

For a joint sale: collect funds → pay product and direct execution costs → pay agreed design/management fees → distribute the remaining contribution. An optional negotiating example is 60% to the supplying/executing operation, 20% to the originating/closing party and 20% to the shared program. This is not a market benchmark or agreed rate. A party may perform multiple roles; the split must leave sustainable economics for each.

Internal rent and service payments fund the platform; they are expenses for the divisions. Consolidated reporting must eliminate those internal transfers so they are not counted as additional outside revenue.

Evidence & open items

This is a proposed collaboration, not an operating partnership or investment offer. Spencer, Mr. Wallpaper, Roe Refined Rooms, Rick, AmericasMart, Boxer Delivery and the Oakcliff landlord have not been represented as having accepted. Rick’s relationship to AmericasMart is unverified; no organizational endorsement is implied. No revenue forecast or property valuation is supplied.

Scott’s published Atlanta indoor booth rate is $220 for 8 × 10 feet; the modeled event budget includes additional assumed costs. Official booth pricing ↗ Confirm terms and availability directly.

Oakcliff source: Participant-supplied Crexi lease listing; broker listing with advertised rate and area. At 9,450 SF × $9/year ÷ 12, base rent is $7,087.50/month. The narrative lists 2,600 SF office/showroom plus 7,500 SF warehouse, totaling 10,100 SF, which conflicts with 9,450 SF. Confirm the measured split and dock access. No all-in lease quote is available.

Prepared October 22, 2026 from Jay’s direction and provisional prior operating assumptions. The live /system/ page is a concept reference; its partner, service and timeline claims are not underwriting evidence for this model.

Financial annex • fixed defaults & variable-split sensitivity

Completed allocations.
A conditional lean launch.

This annex uses the original default budget, independent of the editable inputs above. All allocation shares, contributions and lean terms are illustrative; none is a signed financial obligation.

1. Default division allocation — $38,588/month

*Scott event overhead is allocated to the four programs; its incremental contribution is added once. Scott sales must not also be counted in division contribution. Exact cents avoid rounding discrepancies. Roe, Mr. Wallpaper and Spencer are prospective role participants, not personally committed funders.

At an assumed 30% retained contribution margin, break-even sales-equivalent activity is $128,626.67/month ($1,543,520/year). Three-month low-case shortfall: $30,264. Three-month no-contribution operating runway: $115,764, before startup costs.

2. Lean launch hypothesis — $24,050/month fixed costs

Proposed inputs: partial 693 $8,000; hypothetical Oakcliff two-bay / 6,300-SF allocation $6,550 all-in; digital operations $4,000; marketing/admin $3,000; Scott $2,500. Remove the $12,000 fixed payroll allowance only if an accepted operator plan replaces the work. The existing listing does not establish that the unit can be divided or that $6,550 is an available all-in lease quote.

The supplied 85/15 wallpaper split, $500 co-funded rebate, Roe’s per-stage/buyout split and Boxer’s per-run charges are proposed terms only. Define the split basis, who funds the rebate, eligible transactions, direct costs and operator acceptance before using them as margin assumptions.

Lean result = scenario contribution − additional variable operator costs − $24,050. Zero in the inputs is a comparison baseline, not an estimate that operators work free. At zero additional costs the annualized results are $53,400 / $323,400 / $647,400; actual results fall by twelve times the monthly additional charges.

At a 30% margin after all variable charges, lean break-even is $80,166.67/month ($962,000/year), a $48,460/month sales-equivalent reduction from the full model. If the margin falls because of operator splits, recalculate: $24,050 ÷ revised retained margin. At 20%, the hurdle is $120,250/month. Three months of lean fixed costs alone is $72,150.

Confirm permitted partitioning, actual lease quotes, service labor and management coverage, transport charges, insurance and working capital before selecting a launch model. Owner-property carrying charges and internal service transfers must not be counted twice.