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 and a shift to a more conservative spending behavior by our customer base heavily drained Free Cash Flow (FCF), eliminating operating runway reserves heading into Q3.
Domrey has survived strictly through direct personal cash injections by me month-by-month with little support.
$16,000 cash injection as of Jul.$3,300 (on 6th Aug) for salary expense and $1,500 (24th Aug) for rental + internet.$6,550 (on 5th Sep) for salary expense, $2,000 (12th Sep) to settle overdue OC supplies, and $1,000 (17th Sep) for EDC electricity bill.$460), JC creative shoot ($500), and some minor expenses. Other general expenses at Domrey as customer will not be mentioned.Managed 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, but are still due for payment.
September rent status: As of today we have paid $1.8k and still owe $1.7k; contemplating settling the remaining balance via more cash injection.
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 (open to personally cover September GM salary if FCF still unhealthy)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 for the event 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 (cost covered personally)~$1,000 in revenue from external customers + ~$1,500 in invited guests (plan to cover the cost price to avoid losses); Will analyze the full P&L with Flew & JC to optimize net profit for future eventsConsistent turnout at listening parties validated strong demand for curated, music-led nightlife experiences for premium customers and GenZ.
Hosting Matteo and Nikka Whisky VIPs elevated Domrey's cocktail credibility and involvement in the community.
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.
Experiment curating Q4 birthday VIP list to secure celebration bookings and group table packages.
Expanding corporate collaborations (staff discounts) and discount vouchers with other businesses.
Explore proper cocktail packaging, onboarding to Grab delivery as well, and expanding delivery-ready menu items.
Start with a one-off event, transition to experiment only Friday/Saturday exclusivity (creating scarcity), zero weekday overhead, Gen Z community, themed musics (e.g. KPOP + merch), evolving into a sub-brand.
Formal alignment across the board on GM & Brand Manager terms (Flew: $500/mo; JC: $500/mo + 20% Backroom net profit commission).
Board alignment on operational expense budgeting to protect landlord & vendor goodwill and relationship (settling remaining $1.7k rent & ~$3.7k August supplies).
Greenlight for Project Backroom pilot execution and advise on previously mentioned strategies (Grab canned cocktails, corporate vouchers, and event rollouts).