Please enter the executive access code to view the September Board of Directors presentation deck.
Q3 Retrospective & The Q4 Survival-to-Turnaround Playbook. A transparent assessment of cash solvency, organizational restructuring, past event pilots, and upcoming revenue bets.
Prolonged economic headwinds heavily drained Free Cash Flow (FCF), eliminating operating runway reserves heading into Q3.
Domrey has survived strictly through direct personal cash injections by me (Rainy) month-by-month without external or board capital support.
$6,550 injected directly by me for team payroll$2,000 injected by me to settle overdue OC supplies$1,000 injected by me for EDC electricity billManaged to fully clear overdue July inventory and operating supply liabilities during September.
August supplier liabilities remain relatively contained at ~$3.7k due to lower inventory purchasing during the slow month.
September rent remains late/pending; I am contemplating whether to inject further personal funds to settle.
Restructuring procurement to break dependency on large consolidated supplier bills and secure superior unit pricing.
$6,000 β $7,000 / monthFine-tuning workforce utilization while protecting immediate liquidity through non-cash compensation policies.
$8,000 β $9,000 / monthDecided to exit right before Year 2 started (Sep 1). I took immediate control to maintain operational stability and reassure the team.
No personal animosity, but fundamental differences in financial discipline, marketing tactics, and future conviction.
I was already in discussions with Flew since August, but fast-tracked this decision immediately after Thea's departure. On top of financial contribution, I desperately needed effort on the ground as strategies and tasks were lining up and I couldn't handle everything from a distance.
$500 / month salary (I committed to personally covering September if company has no cash yet)JC's arrival as Brand Manager helped lift morale, get staff executing quickly, and handle marketing entirely. After seeing his studio, portfolio, and vision, I negotiated with him in August.
$500 / month base + 20% commission on Backroom project net profit onlyIntroduced to the team on Sep 1, immediately revitalizing staff energy and executing key tasks at high speed.
Flew and JC share strong prior collaboration history, eliminating onboarding friction.
Secured executive management & brand ownership for only $1,000/mo combined base, linked to revenue creation.
Testing event formats to evaluate organic crowd demand and alternative nightlife concepts.
Project Backroom$460 out of pocket ($300+ cost) so Domrey suffered no loss$700 venue fee; provided baseline foot traffic during the slow August periodFirst collaborative rollouts under the new management and marketing leadership.
$0 company expense (I paid $500 personally)~$1,000 in revenue; I am analyzing the full P&L with Flew & JC to optimize net profit for future shiftsConsistent turnout at listening parties validated strong demand for curated, music-led nightlife experiences.
Hosting Matteo and Nikka Whisky VIPs elevated Domrey's cocktail credibility in the regional scene.
Transitioning from exposure-only events to structured, high-margin commercial event P&Ls with Flew & JC.
Transforming Domrey into both an elite dining and cocktail destination through video content and high-margin culinary upsells.
+$5 Foie Gras Steak Add-on to directly expand average dinner check sizeExpanding Domrey to new crowds and the broader cocktail community through strategic takeovers.
Curating September & Q4 birthday VIP list to secure high-spend celebration bookings and group table packages.
Expanding corporate B2B collaborations, discount vouchers, and corporate holiday buyout packages for Q4.
Implementing cocktail sealing packaging machine, onboarding Grab delivery, and expanding delivery-ready menu items.
Friday/Saturday exclusivity (10 PMβLate), zero weekday overhead, Gen Z music community, evolving into a sub-brand.
Formal board sign-off on Flew (GM: $500/mo) and JC (Brand Manager: $500/mo + 20% Backroom net profit commission).
Board alignment on covering late September rent and August supplier balance (~$3.7k) to protect landlord & vendor goodwill.
Greenlight for Project Backroom pilot execution, Grab canned cocktail delivery setup, and corporate voucher sales.
Scaling the weekend nightlife model, merchandise/collabs, and long-term positioning as a standalone cultural sub-brand.
Evaluating asset-light expansion, licensing, and franchising models across high-potential urban districts and regional markets.
Monetizing idle daytime capacity at the Toul Kork (TK) venue via lunch service, executive meal sets, and business meetings.