Spuncksides Promotion Production LLC Business Plan (Revised Integrated Edition)
Developed by Alvin E. Johnson, who is also the "Visionary Architect" and "Supreme Director of Strategic Authority" at Spuncksides Promotion Production LLC.
Spuncksides Promotion Production LLC & Bangs and Hammers
Business Plan (Revised Integrated Edition) — Implementing SAP / SaaS Applications
This revised edition integrates the existing business plan with an SAP-centered SaaS operating model to support
a scalable investment agency and a multi-service promotion/production organization.
Base document (uploaded): Business Plan for Spuncksides Promotion Production LLC & Bangs and Hammers
1) Executive Summary (Integrated)
Spuncksides Promotion Production LLC (owned/managed by Alvin E. Johnson) operates a dual-capability platform:
(a) a real estate investment agency built around syndicated REIT-style strategies under Bangs and Hammers, and
(b) a promotion/production services business with scalable event and marketing delivery.
This plan revises the operating model to implement SAP/SaaS enterprise applications so finance, HR, procurement,
project execution, compliance, and reporting run from a single, governed system-of-record.
2) Company Overview (Two-Track Operating Purpose)
Spuncksides Promotion Production LLC
Organizes operations and partnership delivery using subcontracting and lean staffing in early years to control overhead.
The plan emphasizes strategic partnerships and scalable execution capacity.
Bangs and Hammers Investment Agency
The investment-focused branch handling fiduciary-style investment operations and portfolio strategies oriented toward
eco-friendly retrofits, smart living upgrades, and diversified real estate approaches.
3) Vision & Mission (Reaffirmed)
Vision & Mission
Vision: Become a leader in eco-friendly real estate investment by promoting sustainable, smart living solutions
through innovative, scalable investment models.
Mission: Provide investors with profitable and sustainable real estate opportunities that create long-term wealth
while promoting energy-efficient housing and smart development strategies.
4) SAP / SaaS Implementation Strategy (New Integrated Edition)
This revised edition converts the plan into an ERP-governed SaaS execution model so that:
(1) projects run with standardized workflows, (2) financial reporting becomes audit-ready, (3) staffing and contractor onboarding
are controlled through role-based access, and (4) investor-facing reporting remains consistent and traceable.
The original plan’s emphasis on lean staffing and subcontracting becomes stronger when paired with a system that enforces
approvals, logs, and standardized documentation.
System Objective
Single “source of truth” for finance, HR, procurement, and projects
Standardized approvals and evidence for governance and operational integrity
Centralized vendor/contractor oversight (subcontract-friendly at scale)
Dashboards for cash flow, project health, and revenue streams
Execution Outcome
Real-time operational reporting for decision-making
Automated workflow routing with human approvals at key gates
Project-to-finance linkage for profitability and controls
Data discipline aligned to future scale (multi-asset, multi-service)
Governance discipline for fiduciary-facing operations
Issue logs, remediation, periodic control attestations
This blueprint is derived by integrating Spuncksides plan’s and operational and staffing assumptions with an ERP-first execution
environment so subcontracting remains controlled and scalable.
6) Operating Model (Revised): Lean Staffing + Subcontracting, Governed by SAP
The base plan states that early-stage staffing will be subcontracted with minimal full-time hires for the first 3–5 years,
then key roles are added after the model demonstrates consistent profitability. This revision keeps that approach but adds
ERP-driven controls so outsourced work still produces standardized artifacts (contracts, approvals, milestones, and audit trails).
Early Stage (Subcontract-First)
Contracted accounting, legal, and administrative functions
Subcontracted retrofit contractors, auditors, and marketing support
ERP-enforced vendor onboarding, PO approvals, and milestone sign-offs
Mirrors the plan’s “minimal full-time staffing” strategy while strengthening oversight.
Scale Stage (Key Roles Added)
VP HR Director & Executive Marketing Manager
Advertising/Marketing/PR Managers
Programming Service Manager
Payroll Financial Auditor
Roles listed in the base plan as “key management roles” after profit track record is established.
7) Products & Services (ERP-Enabled Delivery)
Investment Agency Services
Real estate syndication-style investment opportunities
Smart home and retrofit development with eco-friendly upgrades
Sustainable energy-related integration projects
These service categories align to the plan’s “products and services” section.
Event planning and coordination for smaller quarterly events
Mobile catering services via vendor partnerships
On-site A/V setup and entertainment booking
Marketing and promotional support across channels
The quarterly mini-event expansion is included as a separate plan component in the uploaded document.
8) Market Analysis (Aligned to the Original Plan)
The base plan identifies growing demand for smart home technologies, sustainable living solutions, and retrofits,
with opportunity across urban and rural districts. Target audiences include eco-conscious investors, smart home
enthusiasts, and participants in syndicated real estate strategies.
9) Financial Plan (Preserved) + ERP Controls Layer
The plan projects initial capital needs of $6,500,000, with revenue streams from rentals, property sales,
management fees, retrofit/sustainable energy returns, and miscellaneous income. This revised edition adds
an ERP governance layer so revenue recognition, cost allocation, and approvals are standardized and traceable.
Projected Revenue Streams (2025–2029)
Revenue Source
2025
2026
2027
2028
2029
Rental Income from Smart Homes
$850,000
$892,500
$937,125
$983,981
$1,033,180
Property Sales from Smart City Developments
$1,200,000
$1,260,000
$1,323,000
$1,389,150
$1,458,608
Management Fees
$180,000
$189,000
$198,450
$208,373
$218,791
Returns from Retrofit & Sustainable Energy Projects
$450,000
$472,500
$496,125
$520,931
$546,978
Miscellaneous Income
$120,000
$126,000
$132,300
$138,915
$145,861
Total Revenue
$2,800,000
$2,940,000
$3,087,000
$3,241,350
$3,403,418
Revenue values are taken from the uploaded business plan tables (pages showing 2025–2029 projections).
Projected Operating Costs (2025–2029)
Operating Cost
2025
2026
2027
2028
2029
Staffing and Salaries
$809,120
$833,394
$858,396
$884,148
$910,672
Subcontractor Services
$250,000
$257,500
$265,225
$273,182
$281,377
Property Maintenance and Development Costs
$400,000
$412,000
$424,360
$437,091
$450,203
Administration and Accounting Services
$150,000
$154,500
$159,135
$163,909
$168,826
Marketing, PR, and Promotion
$80,000
$82,400
$84,872
$87,418
$90,041
Legal and Compliance Costs
$60,000
$61,800
$63,654
$65,563
$67,530
Miscellaneous Operational Expenses
$50,000
$51,500
$53,045
$54,636
$56,275
Total Operating Costs
$1,799,120
$1,852,594
$1,908,687
$1,966,947
$2,027,924
Operating cost values are taken from the uploaded business plan tables (pages showing 2025–2029 operating cost projections).
Projected Net Cash Flow & ROI (2025–2029)
Year
Projected Net Cash Flow
Projected ROI
2025
$1,000,880
15.4%
2026
$1,087,406
16.7%
2027
$1,178,313
18.1%
2028
$1,274,403
19.6%
2029
$1,375,494
21.2%
Net cash flow and ROI values are preserved from the uploaded plan’s 5-year projection section.
ERP Control Addendum (New): To protect margins and preserve forecast accuracy, this revised edition requires
(1) standardized chart-of-accounts and cost centers for both service lines, (2) project budgets locked to approval workflows,
(3) vendor spend governed by PO/contract rules, and (4) monthly close discipline tied to role-based responsibility.
10) Implementation Roadmap (ERP + SaaS Execution)
Phase 1 — Foundation (Weeks 1–6):
Define governance requirements (who approves what), build chart-of-accounts and cost centers, and establish standardized
vendor onboarding rules aligned to subcontracting.
Phase 2 — Finance Core + Project Controls (Weeks 7–14):
Deploy finance operations and project tracking so all events, campaigns, retrofits, and property projects flow into budgets,
purchase approvals, and close reporting.
Phase 3 — HR + Contractor Governance (Weeks 15–22):
Implement onboarding, training attestation, role-based access, and performance systems for both subcontractors and internal roles.
This strengthens the plan’s early-stage subcontracting strategy.
Phase 4 — Procurement + Vendor Lifecycle (Weeks 23–30):
Implement PO/contract routing, supplier records, and spend controls to ensure event vendors and retrofit vendors operate under
standardized terms and acceptance criteria.
Phase 5 — Dashboards + Audit Readiness (Weeks 31–40):
Build reporting views for revenue streams, net cash flow, project health, and compliance evidence so leadership has
“single-pane-of-glass” oversight for both the investment agency and services business.
This roadmap is designed to preserve the plan’s financial and staffing assumptions while adding ERP-grade control discipline.
11) Exit Strategy (Preserved) + ERP Evidence Pack
The plan includes an exit strategy focused on strengthening revenue streams, maintaining growth, improving financial records,
building partnerships, and consolidating brand/IP assets. This revised edition adds a requirement:
the ERP system must produce an Exit Evidence Pack (financial statements, project ledgers, vendor contracts,
and governance logs) to support valuation and buyer diligence.
Revenue Stream Proof: categorized by service line and investment activity
Audit-Ready Financial Records: standardized close outputs and reconciliations
Operational Efficiency Evidence: subcontract-controlled delivery and standardized workflows
Brand/IP Consolidation Records: documented trademarks, copyrighted content, and platform ownership
Proprietary Notice & Compliance Disclaimer
Proprietary Notice: “Bangs & Hammers,” “Broad Hybrid Syndication,” and related frameworks, methods,
and branded operating language are proprietary to Spuncksides Promotion Production LLC.
Unauthorized reproduction, repackaging, or misrepresentation of protected materials is prohibited.
Standard Operating Procedures (SOPs) may be duplicable in practice as a templated system designed for consistent results;
protections exist to preserve the integrity of the model.
Disclaimer: This publication is provided for educational and strategic planning purposes only and does not constitute
legal, tax, accounting, securities, or investment advice. Implementations involving investment offerings, fiduciary processes,
or investor funds should be reviewed by qualified legal counsel and licensed professionals. The SAP/SaaS references herein are
an operating-model design concept and should be implemented with appropriate security, privacy, and compliance controls.
Developed by Alvin E. Johnson, who is also the "Visionary Architect" and "Supreme Director of Strategic Authority" at Spuncksides Promotion Production LLC.
Senior HR Manager (SAP & Governance Architect)
Institutional Governance Lead for the Bangs & Hammers Broad Hybrid Syndication Model
Accompanying PDF: Investor Pitch Deck Outline to Accompany the Bangs and Hammers Prospectus
Strategic Context
The Senior HR Manager (SAP & Governance Architect) is the institutional safeguard
behind Slide 4 of the Investor Pitch Deck — “The SAP Edge.”
This executive role ensures that the Broad Hybrid Syndication model operates under
a 2026 SAP S/4HANA “Clean Core” governance framework with Human-in-the-Loop (HITL) oversight.
While the pitch deck positions Bangs & Hammers as a technology-driven asset transformer,
the Senior HR Manager guarantees that automation never replaces executive judgment.
Role Overview
The Senior HR Manager functions as the certified Human-in-the-Loop authority
overseeing:
Executive staffing for the “Top 12” leadership team (Slide 8)
SAP SuccessFactors & Joule AI Agent integration
Compensation governance tied to 8% Preferred Return structure
Data privacy and CIPP-certified oversight
Risk threshold enforcement via SAP GRC controls
Slide 4 Pitch Script: The SAP Edge & HITL Governance
[Opening – Confident, Institutional Tone]
“Let’s address the engine under the hood. Traditional syndications suffer from
fragmented data systems — property software that does not speak to the general ledger.
At Spuncksides, we eliminated that risk by building our infrastructure on SAP S/4HANA 2026 Clean Core.”
“For our technical investors, this means a Single Source of Truth.
Every dollar deployed into a Georgia retrofit or Michigan smart-envelope upgrade
is visible in real-time on our ledger.”
“We’ve integrated Joule AI Agents to automate lease reconciliation,
smart-utility monitoring, and legal pre-screening —
delivering up to 30% operational efficiency.”
“However — we are a Human-in-the-Loop organization.
AI identifies trends. It does not authorize capital calls.
It does not hire executive leaders.
It does not execute legal settlements.”
“Every high-stakes decision requires a certified executive —
including our Senior HR Manager and Financial leads —
to digitally approve the action.
That is our Governance Gold Standard.”
Full technical narrative derived from the Investor Pitch Deck Outline and FAQ section.
Investor FAQ (Technical & Governance Focus)
What does “Human-in-the-Loop” mean for my investment?
HITL ensures that AI recommendations must be reviewed and digitally approved
by certified executives before capital deployment or executive hiring.
Why SAP S/4HANA Clean Core?
Clean Core ensures immediate AI upgrades without breaking system integrity,
maintaining institutional audit-readiness 24/7.
How does AI improve asset ROI?
Through predictive maintenance, smart-grid optimization,
and operational efficiency gains, directly improving NOI.
Is investor data secure?
Yes. Data resides within SAP Business Technology Platform (BTP),
encrypted and governed under CIPP-certified compliance standards.
Case study structure derived from Slides 5–6 and 10–13 of the uploaded Pitch Deck Outline.
The Offering (Series B Raise)
$10M Raise
8% Preferred Return
70/30 Profit Split
$50,000 Minimum Investment
Use of Funds: 65% Acquisitions | 20% Retrofits | 10% Production | 5% Talent
Comparative Advantage
Feature
Passive Multifamily
B&H Hybrid Model
Investor Role
Silent / Hands-off
Strategic Participant
Primary Value
Market Appreciation
Operational Value-Add
Revenue Streams
Rent Only
Rent + Media + Licensing
Tech Stack
Basic Property Software
SAP S/4HANA + Business AI
Proprietary Notice & Disclaimer
“Bangs & Hammers” and “Broad Hybrid Syndication” are proprietary frameworks of
Spuncksides Promotion Production LLC.
This presentation summary is provided for educational and informational purposes only
and does not constitute an offer to sell securities.
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