VAULT Org Chart, Y1 through Y3

Charlotte NC, 5-star luxury wellness club. Opens Q4 2027.

Taj Hines is Founder, CEO, and Creative Director. She is the face and the taste-maker. She is never the operator. The General Manager runs the day-to-day floor, P&L, staffing, and guest recovery. Trill sits outside the W-2 line as Chief Strategy Officer with a direct advisory line to Taj. Tia Dunn holds cross-brand Marketing Director duty from Nomad Society into VAULT, SoftPlay Era, and the candle line.

Reporting spine, Y1

                              Taj Hines
                     Founder, CEO, Creative Director
                                  |
        +-------------------------+-------------------------+
        |                         |                         |
   Trill (CSO,                    GM                    Tia Dunn
   outside W-2,          Hospitality veteran         Marketing Director
   advisory only)        Runs the club daily         Cross-brand (VAULT,
                                  |                    Nomad, SoftPlay,
                                  |                    Candle line)
        +----------------+--------+-----------+----------------+
        |                |                    |                |
  Director of      Head of              Director of       Head of F&B
  Member           Programming          Finance & Ops     (Cafe + Lounge)
  Experience       (creative line       (also HR,
  (concierge,      to Taj on            facilities,
  front of         curation)            vendor, POS)
  house, retail)         |
        |                |
        |          Head of Instructor
        |          Development
        |                |
        |          +-----+-----+-----+-----+
        |          |     |     |     |     |
        |         Pole  Dance  Gym   PT   Recovery
        |         Lead  Lead  Lead  Lead  Lead
        |         (contractor pool underneath each)
        |
   Community Manager, Marketing Manager (reports to Tia),
   Concierge Leads (2), Cafe Manager, Facilities Lead

Head of Programming has a hard reporting line to the GM for scheduling, budget, and staff performance. Head of Programming has a direct creative line to Taj for curation, guest instructors, brand fit, and seasonal drops. Any conflict between the two lines resolves in Taj’s favor on creative and in the GM’s favor on operations.

Trill sits off the org chart. He is not on the payroll. He advises Taj on capital, strategy, brand, and the franchise runway. He does not manage employees at VAULT.

Headcount by year

Y1, opening through month 12

Full-time equivalent (FTE) headcount, 22 to 28.

Instructor contractor pool, 15 to 20 heads. Pole, dance, gym, PT, recovery. Paid per class or per session under 1099. Not counted as FTE.

Y2, months 13 through 24

FTE headcount, 30 to 38.

Adds under Y1 core: - Assistant GM, 1 - Retail and Boutique Manager, 1 - Events and Private Bookings Manager, 1 - Second Community Manager, 1 - Additional concierge, front-of-house, cafe, and attendants scaling with membership, 4 to 6 - Junior Marketing Coordinator reporting to Marketing Manager, 1

Instructor contractor pool grows to 25 to 30.

Y3, months 25 through 36, franchise prep

FTE headcount, 40 to 50, split into two layers.

Club operating layer, 35 to 42: - All Y2 roles plus depth on floor. - Second Assistant GM to prep the Charlotte GM for corporate promotion. - Head of Membership Growth carved out of Director of Member Experience.

Franchisor infrastructure layer, 5 to 8, sits above the club and is where Trill starts pulling capital planning back into an operating role: - VP Franchise Development, 1 - Franchise Operations Director, 1 - Brand Standards Director, sits with Taj, 1 - Franchise Marketing Lead reporting to Tia, 1 - Legal and Compliance Lead, 1 - Site Selection and Real Estate Lead, 1 - Optional Training Academy Lead, 1

Instructor contractor pool grows to 35 to 45.

Notes on line management

Taj sees three people on a normal week, the GM, the Head of Programming, and Tia. Everyone else routes through the GM. Trill sees Taj weekly and the GM monthly on a standing CEO-CSO-GM sync.

The Director of Finance and Ops owns HR, payroll, facilities, and vendor management under the GM. This keeps Taj out of employee disputes, workers comp, vendor negotiation, and any operational fire.

Head of F&B carries the cafe and the lounge. Alcohol program sits under F&B with Head of Programming co-approval for member events.

Concierge is the customer-facing brand. Director of Member Experience owns concierge, boutique, retail, spa attendants, and the arrival ritual. This is the role that most directly touches Taj’s taste in daily execution.

Marketing Manager sits inside VAULT under the GM for local marketing and events, but has a dotted line to Tia for brand system, editorial standards, and cross-brand campaigns.