We audit a store, tell the owner what is broken, hire the vendors it needs, and run its operations, marketing and finance under one contract.
They have a license, money and a location. They don't know which vendors to hire, how to price, how to market, or how to read their numbers. Some are already losing money.
The owner pays us one monthly fee. We pay our partners, manage every vendor, and answer for the results.
2 to 4 weeks reviewing sales, margins, staff, inventory, marketing, vendors and compliance.
What to fix, what to cut, who to hire, and what each change costs.
We source, vet and negotiate with every vendor the store needs, and get them set up.
We run operations, marketing and finance month to month and report the results.
Store management, SOPs, inventory, purchasing, pricing, hiring, training and compliance.
SEO website, retention and loyalty, email, SMS, social, paid ads, budget planning and ROI reporting.
Bookkeeping, reconciliations, bill pay prep, monthly statements and taxes.
Banking, POS, security, insurance, payroll and the rest. We pick them and hold them accountable.
The owner doesn't hire an agency, a web developer or a loyalty vendor. We do all of it, and every month the owner sees what each dollar brought in.
We build the store's website and optimize it to rank in local search for its neighborhood, products and delivery area.
Loyalty program setup and management, email and SMS, and win-back campaigns for customers who stopped coming in.
We set the marketing budget, pick the channels, buy and manage the ads, and cut what isn't working, within New York's cannabis ad rules.
Every month: spend by channel, new customers, cost per new customer, and the revenue that spend returned.
Owners don't know who to call. We do. We choose the right vendor, negotiate the terms, get it set up, and manage it after.
To decide with counsel: whether clients sign and pay vendors directly or we pass costs through, and whether we take referral fees from vendors we hire.
Three levels, based on how involved the owner wants us to be. Prices are drafts.
Ad spend is the client's money and is billed at cost. Website builds may carry a one-time fee. Both still need prices.
We place an experienced operator in the store as interim GM, operations, inventory, training or turnaround manager, with a set end date.
Example: client pays $12,000/month
What we make per store, using a store with $500K a month in sales as the example.
of our profit in the original example comes from the 2% performance fee. Without it, a store makes us only $3,750 a month, which doesn't cover overhead. New York may also limit performance fees, so we plan on a higher base fee and treat performance fees as extra.
| Per store, per month | Current base | Higher base | Current + 2% fee |
|---|---|---|---|
| Management fee | $10,000 | $15,000 | $10,000 |
| Accounting ($3K cost, billed at $4K) | $4,000 | $4,000 | $4,000 |
| Marketing ($1.25K cost, billed at $2K) | $2,000 | $2,000 | $2,000 |
| Performance fee (2% of $500K) | $0 | $0 | $10,000 |
| Costs | ($12,250) | ($12,250) | ($12,250) |
| Our profit | $3,750 · 23% | $8,750 · 42% | $13,750 · 53% |
The marketing line uses the original CRM-only numbers. Full marketing (website, SEO and ad management) costs more to deliver and should be priced higher. Gold Standard needs to confirm its costs.
Sales, profit, and what each marketing dollar returned, plus what we are doing about anything that slipped.
Each partner is paid a fee that covers the real cost of its work. Profit is split by ownership. This combines Options A and C from the proposal.
Why not Option B (70 to 80% of marketing revenue to Gold Standard): it rewards growing one division over the whole company, and it is easy to pay the same money twice through fees and profit splits.
Partner relationships, the accounting firm's clients, vendor and brand reps, and owners of stores that are struggling.
2 to 4 weeks, ending in a written plan. Most audits should turn into a monthly contract.
Before and after numbers on sales, margin, retention and ad return from our first 3 to 5 clients.
| Job | Who |
|---|---|
| Sales: finding, pitching and closing clients | To be decided |
| Main contact for each store, owner meetings | Operations partner assigned to the store |
| Vendor sourcing and management | Operations partners |
| All marketing and the marketing part of the report | Gold Standard |
| Books and the finance part of the report | Accounting firm, reviewed by operations |
| Contracts, compliance, company admin | To be decided |
Four phases. Partners vote at each gate before moving to the next one. Timing is a proposal.
A New York cannabis attorney needs to answer these before we set prices or sign clients.
| Business risk | What we do about it |
|---|---|
| Low profit on base fees | Raise the base fee; track cost per store from the first client |
| Partners spread across too many stores | Cap stores per partner; hire field operators in phase 3 |
| One client is a big share of revenue | 6 to 12 month terms with notice periods; 5+ clients before hiring ahead |
| A vendor we picked lets the client down | Vet every vendor, keep a backup in each category |
| Two clients compete in the same area | Disclosure policy and territory rules in contracts |
Between the operations partners and Gold Standard, with vesting.
Gold Standard brings its real cost per store for full marketing at 3, 10 and 20 stores.
Confirm the higher base (about $15K management fee for a Growth store) or set another profit target per store.
What each level includes for website, SEO and ads, and whether website builds carry a one-time fee.
Whether clients contract vendors directly, and whether we take referral fees.
On hold until counsel answers the legal questions.
Who runs sales, and what partners earn for bringing in clients.
Who funds formation, legal review and the first months of overhead, and which attorney we hire.
Monthly fees come first. Then, where the law allows and the numbers work, we buy into the stores we know best.