Total Capital
$5.25M
Equity / Debt Mix
Break-Even Occ.
24.8%
Vs. 60% Industry Avg
Year 3 NOI
$2.73M
Stabilized Run Rate
OpEx Efficiency
90%
Utility Independence
The Proof: Data Validation
Utility & Ops Comparison
| Expense Category | Industry Std. | The Maker's Stay |
|---|---|---|
| Electricity | $250/key/mo | $0 (Solar) |
| Water/Sewer | $80/key/mo | $0 (Well/Bio) |
| Maintenance | High (Aging) | Low (New/Modular) |
| Monthly Utility Cost | ~$11,550 | ~$500 (Maint.) |
Source: STR Hotel Operating Statistics 2024
The Retention Dividend
| Metric | Industry Std. | The Maker's Stay |
|---|---|---|
| Annual Turnover | 73.8% (Churn) | Near-Zero (Optimized) |
| Cost to Replace | $4,000 / hire | Minimal |
| Staff Housing | None | Included (Community) |
| Annual Loss | -$147,000 | Retained Value |
Note: "Near-Zero" implies healthy growth, not stagnation. We eliminate churn, not evolution.
Use of Funds
| Category | Allocation | % |
|---|---|---|
| Land Acquisition 1,733 Acres (Hogan's Lake) |
$2,500,000 | 47.6% |
| Phase 1 Development Infra, Manor Rehab, Initial 8 Units |
$2,200,000 | 41.9% |
| Operational Buffer Working Capital (18 Months) |
$550,000 | 10.5% |
| Total Requirement | $5,250,000 | 100% |
Revenue Outlook (Annualized)
1 Year 1: Activation
| Guest Lodging 8 Initial Units |
$375 ADR @ 40% Occ | $438,000 |
| Events & F&B | Small Retreats | $150,000 |
| Total Year 1 | $588,000 |
2 Year 2: Expansion
| Guest Lodging 20 Units Active |
$375 ADR @ 50% Occ | $1,368,750 |
| Events & F&B | Full Calendar | $500,000 |
| Total Year 2 | $1,868,750 |
3 Year 3: Stabilization
| Guest Lodging 35 Units Full |
$375 ADR @ 55% Occ | $2,633,000 |
| F&B + Events Hexadome, Farm-to-Table |
~40% of Lodging | $1,050,000 |
| Wellness/Spa The Grotto, Treatments |
Ancillary Upsell | $550,000 |
| Total Year 3 | $4,233,000 |
CapEx & Maintenance Reserves
Asset Preservation
| Reserve Fund | Allocation (Annual) | Purpose |
|---|---|---|
| Dam Safety Fund | $15,000 | Inspections, Minor Repairs |
| Utility Infrastructure | $20,000 | Solar, Well Pump, Septic |
| FF&E Reserve | 4% of Gross | Furniture & Fixtures Replacement |
Note: While our turnover savings are significant, we responsibly reallocate a portion of those funds into tangible asset care.
Deferred Maintenance Strategy
The dam is currently rated "Satisfactory." We have allocated $250,000 within the Phase 1 Development budget specifically for upfront fortification to ensure 100-year resilience before opening.
Routine Care: Annual inspections and brush clearing are built into the Grounds & Ag team's operational scope, not outsourced.
The Resilience Model
Premium Justification
We maintain a High-Touch Staffing (1.5+ Staff per Key) ratio. This service level (including DSPs and Guild Masters) justifies an ADR of $450+. Guests pay for the ecosystem, not just the room.
The Retention Dividend
Industry turnover is 70%. We target Near-Zero (Optimized Retention). By eliminating churn, we save estimated $150k+/year in recruitment costs. We value healthy evolution over stagnation, but reject the costly revolving door.
Asymmetric Risk
With a break-even occupancy of just 24.8%, the project is antifragile. We can survive severe market downturns while traditional hotels (needing 60% occupancy) fail. We own the land, the water, and the power.
Competitive Landscape
"Here's the key code."
"Yes sir/ma'am."
"Welcome home."
(Thermal Circuit)
(Living Culture)
The 10% Community Tithe
We commit 10% of Net Operating Income directly back to the local community (Schools, Arts, & "Forgotten" Neighborhoods). This is not charity; it is a dividend paid to the ecosystem that sustains us.
Tax Efficiency
Structured as a direct corporate donation or via a partner non-profit entity to maximize tax efficiency while ensuring local impact transparency.