Supporting Detail

1. Real profit is down $247k, not up.

• As booked, profit looked up about $67k. Cleaned up, it is $1,187,227 down to $940,408, off 20.8%.
• Margin slipped from 17.5% to 14.8%.
• $366k of net spend sat uncategorized and hid a roughly $313k swing.

2. The $595k blob is sorted, one open pile left.

• All 114 rows matched 1:1 to QuickBooks; the control total ties exactly.
• $114k turned out to be revenue: a private event buyout $63.7k, an out-of-town pop-up wire $48.7k.
• $72k was DJ and artist pay hiding uncategorized.
• $279k is card payments with no line items yet: a partner card, 1512 ($198k), 9224 ($68k), AmEx ($11.5k).

3. The leak is club-night costs growing while revenue fell.

• Revenue down $450k; talent, security and commissions up $299k combined.
• Talent hit $1,078k, up 12.6%, and ran above 2025 in five of six months, including the weak ones (Feb, Apr, May).
• Security up $110k (+30.6%): same weekly invoice cadence, each invoice 40% bigger. The medic still runs about $800 a night, roughly $65k a year above a $500 market rate.

4. The trip discipline already worked; back office was never the driver.

• GP trips down $58k (-59%), staff travel down $18k, marketing down $24k.
• Management down $23k, staff payroll down $35k, partners down $139k.

5. Next: itemize, gate, and keep the books current.

• Get line items on the $279k of card spend and verify the COGS drop before anyone banks it.
• Put controls on the three categories that grew: talent, security, commissions.
• Weekly flash plus a monthly close so uncategorized never piles up again.

Action Plan

• Itemize card 1512 monthly. The cardholder partner sends the Feb through Jun statements now, then every month going forward; the team books the line items into real categories.
• Put DJ money on paper. Per-night talent budget, a one-page deal memo over the threshold, and written terms for the coordinator; that ends the no-paper Zelles.
• Rebid security and medic together. Same coverage cadence, invoices up 40%, medic about $800 a night; take rate cards to two competitors, roughly $150k a year on the table.
• P&L gate on events. No talent or promoter commitment until the night pencils on a one-page P&L; payment holds until it exists.
• Keep the trip discipline. It saved $58k in H1; nothing to change, just don't drift back.
• Weekly flash, categorization kept current. The team runs a weekly cash flash and categorizes new spend as it comes in, so the blob does not rebuild.