Pride Ops — Wiki Entry Point

Purpose: Business operations, governance, and strategic management workstream. Covers venue operations (staffing, rostering, suppliers, licensing, kitchen, programming), governance (board, shareholders, compliance, legal structure), and strategy (turnaround levers, revenue diversification, capital raise, expansion).

Loaded by: _ops-project-setup/INSTRUCTIONS.md (Cowork). No dedicated code repo — operates through Deputy, Google Workspace, Asana, Gmail, Calendar via Chrome MCP and Computer Use.

Always load at session start

• Venue Operations — Day-to-day management, cash handling, coordination
• Staffing Model — Team structure, responsibilities, scalability
• Programming Model — Event types, frequency, revenue analysis
• Trading Pattern — Weekday/weekend trading constraints (Wed–Sat only)
• Saturday Revenue Collapse — The single biggest operational problem

Load when work touches…

Strategic levers (top 3)

• Kitchen Expansion — Kitchen opening + equipment setup
• Food Premises Registration — Class 2 food premises process, fees, FSS
• Licence Reclassification — Restaurant → Late Night pathway
• Saturday Turnaround — Saturday programming and cost optimisation
• Theatre Restaurant Model — Saturday pivot decision (11 Apr 2026)
• Capital Raise Strategy — Shareholder fundraising and expansion financing
• Capital Raise Blockers — 5 structural barriers; recommended sequencing
• Strategic Sequencing — Kitchen Before Capital Raise — Why kitchen → licence → raise is the correct order

Governance and compliance

• Corporate Structure Breach — s 113 breach blocking capital raise
• Co-operative Conversion Pathway — Victorian CNL conversion process (3–5 months)
• Governance Gaps and Risks — Board oversight, transparency, compliance gaps
• Board Composition — Mat (Chair), Shae (proposed), Monique (Pillar)
• Board Composition and Meetings — Structure and shareholder rights
• Shareholder Engagement — Capital raise and involvement strategy
• Shareholder Re-engagement Campaign — 24-week phased campaign
• Shareholder Register Verification — 207 shareholders, 96% email, prospectus inaccessible
• Shareholder Structure and Rights — Ownership structure

Staffing

• Staffing and Roles — Leadership, delegation, team capacity
• CEO Bottleneck — Leadership capacity constraints
• Single-Point-of-Failure Leadership — Succession risk
• Leadership Pipeline and Delegation — Government correspondence deputy need
• Business Continuity Planning — BCP gaps
• Succession Planning — Transition planning
• Operational Safety — Victorian OHS, fatigue (CRITICAL: 16-hr shifts vs 12-hr benchmark)

Kitchen, food, suppliers

• Food Menu Strategy — Menu tiers, pricing, food cost targets (23–26% blended)
• Food Waste and Stock Control — FIFO, par levels, cross-utilisation
• Supplier Management — Procurement, vendor relationships, costs
• Bar Operations — Bar service, supplier management, stock

Licensing and legal

• Late Night On-Premises Licence — Late Night licence conditions
• Liquor Licence and Compliance — Conditions and compliance
• Restaurant and Cafe Licence — R&C licence classification
• Legal Compliance — Legal obligations and regulatory requirements
• Compliance Obligations — Regulatory framework
• Landlord Insurance Risk — Building insurance cancelled Aug 2023; dancefloor removal demanded

Insurance

• Insurance Crisis Timeline and Status — $157k premium, one underwriter
• Insurance Gap - Public Liability — $10M–$16M exposure (corrected Apr 2026)
• Insurance Risk Assessment — Case law, director liability ($346k personal)
• Insure Good Times — Advocacy campaign (Mat as President)

Marketing / audience

• Audience Development — Customer acquisition
• Customer Segmentation and Engagement — Audience profiles
• Customer Email Data and Segmentation — TryBooking 8-year email asset
• Email Marketing Strategy — Email segmentation, CRM
• Social Media Presence — Platform strategy, structural decline diagnosis
• Loyalty Programme Strategy — Hybrid tier + experience model
• Content Calendar — Social media planning

Operational gaps and risks

• Banned Persons List — CRITICAL gap: no list distributed to security (OPS-005/006)
• Email Inbox Crisis — 25,000 unread CEO emails
• Incident Reporting Process — Inconsistent; no standardised form
• TryBooking Attendance Data Loss — 8 years ticket data retained, actual attendance discarded
• Deputy-Xero Payroll Bridge — Manual transfer, undocumented

Expansion

• Multi-Venue Expansion — Fitzroy/Collingwood vs Frankston feasibility
• Footscray Development Pipeline — Infrastructure, population, oversupply risk
• Footscray Night-Time Economy — Maribyrnong NTE, crime stats, venue closures

Active decisions

• Kitchen Opening Decision — Approved; follow-up 25 Apr
• Theatre Restaurant Model — Confirmed 11 Apr 2026
• Accounting Firm Tender — Collins & Co finishes lodgement, then tender
• Corporate Structure Reform — Recommended distributing co-operative; pending Mat + legal
• Staffing Restructure Consideration — Tom/Emily role restructure; decision by 21 Apr 2026
• Xero Corrections Approved — Phased remediation

Source documents

• Mat Meeting 11 April 2026 — 2-hour strategy meeting
• Mat Wartime Strategy Email — Theatre lounge, $10 entry, 3pm–3am hours
• Kitchen Progress Inspection Email — Council EHO progress (27 Mar 2026)
• Pride Constitution Draft — Draft constitution with Maggie O’Keefe tracked changes
• Shareholder Registry and Email Analysis — Full 10-tab registry
• Food Premises Registration Research — Maribyrnong Class 2 pathway
• Insurance Crisis Research — PL insurance market failure, legal exposure
• VGCCC Licence Variation Research — On-Premises (Live Music, 1am) recommended
• Pty Ltd Share Issue Compliance Research — s 113 breach analysis
• Shareholder Re-engagement Research — Legal obligations, privacy framework
• Co-operative Tax Capital Raising Governance Research — Distributing co-op tax treatment
• Melbourne Venue Tech Stack Research — 50+ tool evaluation
• Hospitality Debt Restructuring Research — Consolidation pathways
• Footscray Night-Time Economy Research — NTE decline, recovery strategies
• Pride Venue Benchmarks Research — Revenue density, labour, COGS, performer fees
• Touring Drag Cabaret Booking Research — DRDU/RPDR fee tiers, agency landscape
• Grants Report April 2026 — 50+ grant programs
• LGBTQ Venue Expansion Research — Fitzroy/Collingwood vs Frankston
• Accessibility Obligations Research — DDA/EOA, unjustifiable hardship, platform lifts
• Late Night Venue WHS Research — Fatigue, incident reporting, security supervision
• LGBTQ Venue Social Media Strategy Research — Structural decline diagnosis
• Email Triage Management Plan — 7-section triage plan
• Kitchen Food Strategy Research — Menu, pricing, licensing incompatibility
• Loyalty Programme Research — Models, platforms, benchmarks
• Venue Revenue Optimisation Research — 6-tier pricing, performer fees, community pricing
• Melbourne LGBTQ Entertainment Landscape Research — Competitive positioning

Analysis relevant to this project

• Saturday Revenue Recovery — Diagnosis and hybrid recommendation ($10k → $15k target)
• Licence Reclassification Financial Case — $30k–$60k/yr security saving
• Strategic Sequencing — Kitchen Before Capital Raise — Sequencing logic
• Shareholder Communication Strategy for Capital Raise — Three-phase plan aligned with Mat’s 20 Apr return

Cross-project context

• finance — Ops decisions have Finance consequences (kitchen → balance sheet; licence → cost line). Coordinate on timing.
• humphrey — Ops processes feed Humphrey. If Ops documents a new process (banned persons list, incident form), flag for Humphrey to surface it.
• website — Ops decisions about kitchen, licence, and programming shape what’s true on the website. Never make forward-looking claims on the site ahead of Ops reality.

Key operational facts

• Trading: Wed–Sat only (Sun–Tue closed)
• Revenue: ~$20k–$25k/week vs $25k survival threshold
• Weekly targets: Wed $1.5k / Thu $2.5k / Fri $6k / Sat $15k
• Weekly costs: ~$20.7k–$21.7k (performers $4k, wages $7k, security $2k, stock $6–7k, rent $1.7k)
• Saturday collapse: $20k+ → ~$10k (single biggest problem)
• Walk-in trade essentially dead — pre-sale ticket-driven

Recent updates

• 2026-04-24 — Sub-index created (WIKI-META-1)