VAULT

Private · Master Plan · v1.0
VAULTMASTER PLAN

VAULT · Master Plan

The whole business in one document. Everything else in this dossier is depth on a claim made here.

1. Thesis

The commodity gym is a race to $30 MRR and a race to the bottom. The luxury vertical, done right, is a race to $500 to $1,000 MRR, real estate ownership, and a national IP flywheel that scales into a franchise or an exit.

VAULT is Taj’s wealth vehicle. She is founder, face, and creative director. A GM runs day-to-day. Her job is vision, brand, member relationships at the top of the pyramid, and being the visible spine of the club. Not turnover between classes.

2. What VAULT is (in one sentence)

A 5-star luxury vertical wellness club in Charlotte, with a broadcast-grade competition circuit, produced by The Walker Group, and a digital + apparel + corporate wellness engine layered on top of a physical flagship.

3. The five revenue pillars

  1. Membership (Access $299, Studio $499, Black Card $999). Recurring. Sticky. The core.
  2. Layered in-club spend (personal training, private room bookings, class drop-ins, café, retail micro-boutique). High margin.
  3. Corporate wellness B2B (Team through Signature packages, $15K to $250K/yr per account). Resilient through downturns.
  4. THE VAULT INVITATIONAL (annual pole and movement championship, TWG-produced, ticketed + sponsorship + streaming rights + entry fees). The national IP.
  5. Digital membership + apparel line (recurring digital access, VAULT-branded apparel DTC + wholesale). Pandemic-proof, geographic scale.

4. The 5-star doctrine

Prosecco at the door. Concierge greeting by name. Locker pre-stocked with clean kit. Signature scent through the club. Ritual arrival. Ritual departure with chilled eucalyptus towel. Aman Hotels is the reference, not Equinox.

If a decision does not meet Peninsula or Aman standard, it does not ship.

Details in 02_MEMBER_EXPERIENCE.

5. Where it lives

Charlotte flagship, South End is the recommended neighborhood target. 15,000 to 20,000 sq ft. Minimum 14 ft clear ceilings (16 to 20 preferred for pole + broadcast).

Property targets, brokers, and build spec in 04_REAL_ESTATE_BUILDOUT.

6. Who builds and runs it

  • Taj — founder, face, creative director. Draws distributions, no W-2 through Y2, $250K salary + distributions Y3+.
  • Trill — Chief Strategy Officer. Strategy, brand, competition production (via TWG), capital sourcing. No VAULT salary. Indirect economics through TWG production fees.
  • GM — day-to-day operations. Hospitality background required (hotel, Michelin, or Equinox-tier). Comp: $150K to $200K base + 2% equity through option pool.
  • Head of Programming — pole, dance, gym curriculum. Comp: $110K to $140K + 1% equity.
  • Director of Member Experience — the hospitality spine on the floor.
  • F&B lead — café + prosecco service + members’ lounge.
  • Marketing/Community lead.

Full org, hiring plan, and comp in 06_ORG_HIRING.

7. What it costs

Base case (Scenario A, lease flagship): - Buildout FF&E: $4.5M to $6.0M - Working capital + marketing + reserves: $2.0M to $2.5M - Total capital need Y1: $6.5M to $8.5M - Taj initial equity: capped at $1.5M - Trill co-anchor: $250K to $500K - SBA 7(a) + equipment financing: $2.5M to $3.5M - Landlord TI allowance (negotiated): $1.5M to $2.5M - Remaining gap: $0.5M to $1.5M via HNW angels or strategic sponsor

Full stack in 05_FINANCE/04_CAPITAL_STACK.

8. What it earns

Y3 base case (mature single flagship): - Membership ARR: $4.56M (800 blended $475) - Layered in-club: $1.2M - Corporate + competition + digital + retail: $1.5M - Total ARR: ~$7.3M - Y3 EBITDA at 30% to 40% margin: $2.2M to $2.9M - Founder distribution capacity Y3+: $500K to $1M/yr sustained

Multi-year model in 05_FINANCE/03_3YR_FINANCIAL_MODEL.

9. The flywheel

Physical flagship → members → in-club revenue → the club funds the competition → the competition builds national IP → national IP builds digital membership + apparel demand → digital + apparel scales without physical seating → Y3 franchise system unlocks national + global replication without VAULT paying for real estate → royalty stream + franchise fees on top of Charlotte EBITDA.

VAULT is not a gym. It is a media and hospitality brand with a physical anchor, engineered for national and global franchise from Year 3.

Franchise strategy in 16_FRANCHISE_SYSTEM.

10. Pandemic resilience baked in

Hospital-grade HVAC + MERV 14 + UV-C. Outdoor rooftop training deck. Day-1 digital membership. Private studio bookings survive at reduced capacity. DTC retail continues through closure. Corporate B2B contracts are sticky. Own the building (Y2 conversion) or long fixed lease. 12 to 18 months opex reserve before opening.

Full spec in 13_PANDEMIC_RESILIENCE.

11. Timeline

  • Q3 2026: VAULT OpCo, PropCo, and IP LLC formed. TM filings on VAULT + THE VAULT INVITATIONAL. Brand book v1. CRE broker engaged. GM search opens.
  • Q4 2026: Property LOI, architect + GC selected, capital stack committed.
  • Q1 2027: Buildout begins.
  • Q2 2027: Pre-launch waitlist opens, digital content teaser, PR seeded.
  • Q3 2027: Soft open (invite-only).
  • Q4 2027: Grand open. Corporate wellness contracts activate.
  • Q1 2028: THE VAULT INVITATIONAL Year 1 announcement.
  • Q3 2028: THE VAULT INVITATIONAL Y1 event.
  • Y2 (2028): Convert to buy-building path if performance supports. Digital membership scales. Apparel line Y1 drop. Franchise operating manual reaches v1.0 lockup.
  • Y3 (2029): Founder distribution regime kicks in. FDD filed. VP Franchise Development hired. Pilot area development agreement signed (target: 3-unit ADA in Atlanta or Miami).
  • Y4 (2030): First franchised unit opens. Second and third in buildout.
  • Y5 (2031): 5-8 domestic units live. International master franchise talks (London, Dubai priority).
  • Y6-Y7: First international unit opens. 15+ total units.

Full roadmap in 00_FOUNDATION/06_ROADMAP.

12. Success at 3 years

  • Taj takes $500K to $1M/yr in distributions
  • 800 active members at Charlotte flagship
  • THE VAULT INVITATIONAL is a nationally covered event with 2+ streaming rights bids
  • Corporate wellness roster includes 3+ Charlotte anchor accounts
  • VAULT apparel is stocked in club, DTC, and pilot wholesale
  • Business is valued at $18M to $28M on 6 to 10x EBITDA multiple
  • Real estate (if bought) has appreciated 15% to 25%
  • Location 2 site under LOI in ATL or Nashville

13. What could kill it

Top risks and mitigations in 00_FOUNDATION/05_RISK_REGISTER. Short list:

  1. Ceilings/rigging on the wrong building. Kill fee: real estate deal. Mitigation: don’t sign an LOI before structural engineer signs off.
  2. GM misfire. Kill fee: 12 months lost, member churn. Mitigation: hospitality-industry GM, not fitness. Retained recruiter, not LinkedIn.
  3. Cash discipline breaks. Kill fee: forced dilution or shutdown. Mitigation: 12-18 month opex reserve locked from Day 1; distribution governance in 05_FINANCE/07.
  4. Taj gets pulled into ops. Kill fee: burnout + brand dilution. Mitigation: hard rule, GM authority, board or advisor sanity check.
  5. Pandemic redux Y1-Y2. Kill fee: revenue collapse. Mitigation: 13_PANDEMIC_RESILIENCE stack.

Full plan continues across the numbered sections in this dossier.