Operations
Manual

Manual Receipt & Acknowledgment Form

Firm register. Sign, date, and return one copy of this page to the Franchisor. Retain a copy with your records.

The Rêve System is documented in a controlled set of materials. Each is confidential property of the Franchisor, issued to you on loan and numbered for controlled distribution. By signing below, you acknowledge that you have received the item(s) marked, that you understand each is a Trade Secret governed by the Statement of Confidentiality that follows, and that you will return every copy on the expiration or termination of your Franchise Agreement.

I have received the controlled document(s) listed above. I understand they remain the sole property of Rêve Studios LLC, are loaned to me for the term of my Franchise Agreement only, and must be kept secure and returned as required.

Statement of Confidentiality

Firm register.

The information disclosed to you in this Manual and in all supporting materials of the Rêve System is proprietary, confidential, and comprises the Trade Secrets of Rêve Studios LLC (the "Franchisor"). You agree to maintain the absolute confidentiality of this information during and after the term of your Franchise Agreement, and not to use it in any other business or in any manner not authorized in writing by the Franchisor.

The Franchisor loans you the Manual for the term of the Franchise Agreement. The Manual remains at all times the sole property of the Franchisor and must be returned upon the expiration or termination of the Franchise Agreement. Confidential Information may be disclosed only to Team Members who need it to perform their duties and who have first signed the Franchisor's Confidential Disclosure Agreement (CDA). Owners, managers, and any Team Member granted access to the Manual or to the Rêve Method must sign the CDA before access is given.

When not in use, the Manual must be kept in a secure, locked location — or, for any electronic copy, in a password-protected file accessible only to those who have signed the CDA — at the Studio. You must not copy, reproduce, photograph, transmit, or distribute the Manual or any part of it. Any breach of this Statement of Confidentiality is a default under your Franchise Agreement.

I have read and understand this Statement of Confidentiality and agree to abide by it.

Copyright & Ownership

Firm register.

© 2026 Rêve Studios LLC. All Rights Reserved.

No part of this Manual may be reproduced, copied, stored in a retrieval system, or transmitted in any form or by any means — electronic, mechanical, photographic, or otherwise — without the prior written permission of Rêve Studios LLC. The Manual, the Rêve Method, the Demand Engine as documented herein, and the Marks are and remain the exclusive property of the Franchisor.

Relationship to the Franchise Agreement

Firm register. Read this before you rely on anything in this Manual.

This Manual describes the standards and procedures of the Rêve System. It is a practical operating guide — not a legal document, and not exhaustive. It does not, and cannot, describe every situation you may encounter or every law that applies to your business.

You are an independent business owner. You, not the Franchisor, own and operate your Studio, employ your Team Members, and are responsible for every decision in your business. Laws, rules, and regulations vary substantially by state and locality. It is your responsibility to consult your own attorney and your own accountant (CPA) and to operate in compliance with all applicable federal, state, and local laws — including employment, wage-and-hour, tax, health, safety, and OSHA requirements.

The Franchisor may add to, modify, revise, or delete any part of this Manual at any time, for any reason, to reflect changes in the standards and procedures of the Rêve System (see The Living Manual, below).

In the event of any inconsistency or conflict between this Manual and your Rêve Franchise Agreement or the Rêve Franchise Disclosure Document (FDD), the Franchise Agreement and the FDD control. Where this Manual refers to a fee, a territory term, a renewal or transfer right, an insurance minimum, or a termination condition, the governing figure or term is the one stated in the FDD and the Franchise Agreement — shown in this Manual as a bracketed reference (for example, [PER FDD ITEM 6]) precisely so that no number in this Manual is ever read against those documents.

How to Use This Manual

Plain register.

This Manual is written for a complete newcomer to the studio-fitness business. It assumes no prior knowledge. Read it front to back once during your onboarding; then use it as a reference, jumping to the section you need.

The Manual is organized into lettered sections, A through H, that follow the real timeline of your business — from understanding what you bought, to opening, to running the Studio day to day, to renewing or exiting:

• Section A — Welcome & The Brand
• Section B — Pre-Opening: The Earned Launch
• Section C — The Founding Membership & Waitlist System
• Section D — Personnel & the Rêve Method
• Section E — Daily Studio Operations
• Section F — Marketing & the $0-CAC Standard
• Section G — Reporting, Audits & Engine Integrity
• Section H — Fees, Renewal, Transfer & Exit

How the pages work. Pages number within their section — A-1, A-2 … B-1, B-2 — so the Franchisor can revise and reissue one section without repaginating the whole book. Every page carries the section name in the header and, in the footer, the word CONFIDENTIAL, the version and effective date, and the page number. Always check that the version and effective date on your pages match the current edition (see The Living Manual).

How the sections are built. Each section opens with a Chapter Intro page that states the section's goal, the questions you should be able to answer after reading it, and what you need to have in hand first. Inside each section you will find two kinds of writing, and it is important not to confuse them:

• Procedure — plain, direct instructions. Do this, then do that. This is most of the Manual. Follow it exactly.
• Standards and legal language — precise, formal language in the confidentiality, trademark, fee, insurance, and compliance passages. These state requirements and tie back to your Franchise Agreement. Read them literally.

You will also see checklists (- [ ]) you work through and sign off, tables for anything comparative or specification-based, and cross-references ("see Section C") that point you to the right place rather than repeating it. When a section points you elsewhere, go there — duplicating a standard is how a living document drifts out of agreement with itself.

Defined terms. Certain words have a specific meaning throughout this Manual and are capitalized wherever that meaning is intended. Learn them once here:

The Living Manual — Revisions & Your Feedback

Firm register for the revision rules; plain register for the feedback channel.

Revisions. The Franchisor may add to, modify, or revise this Manual from time to time to reflect changes in the standards, specifications, and operating procedures of the Rêve System. Revisions are effective immediately upon notification to you, unless the notice states otherwise. This edition supersedes all previously issued materials. You are responsible for keeping your copy of the Manual current and complete: insert revisions promptly, remove and destroy superseded pages, and confirm that the version and effective date on your pages match the current edition. If there is any dispute as to the contents of the Manual, the master copy maintained by the Franchisor controls.

Your feedback improves the System. This Manual is a living document, and the best improvements come from the field. If you find an error, a gap, or a better way to run a procedure without spending the scarcity that powers the Demand Engine, tell us. Do not change the Manual yourself; submit the suggestion so it can be evaluated for the whole network.

Submit feedback to Rêve Studios, Attn: Operations Manual Updates — through the Franchisee portal, or to the correspondence address on the next page — in this format:

• Franchisee name and Studio / location
• Section letter and page number referenced (for example, "B-7")
• The comment or issue — what is wrong, unclear, or missing
• Your suggested revision — the change you would make

Every submission is reviewed. Adopted changes are issued to the whole network as a revision, credited to the field where appropriate. That is how one Studio's hard-won lesson becomes every Studio's standard.

Correspondence & Your Field Consultant

Plain register.

Official correspondence. Send all official notices, documents, and payments to the address designated in your Franchise Agreement [PER FRANCHISE AGREEMENT]:

Who to call. Your Field Consultant is your first line of assistance for almost everything. For specialized needs, the System routes you to the right function:

Your Field Consultant is your partner and your auditor. They are the first person to call when you are unsure, and they are also the person who reviews your Studio against System Standards on field visits (see Section G). Record your assigned contact here:

Table of Contents

Two-level for the sections you will read first (A and B); section-level for C through H.

FRONT MATTER

• Cover PageFM-1
• Manual Receipt & Acknowledgment FormFM-2
• Statement of ConfidentialityFM-3
• Copyright & OwnershipFM-3
• Relationship to the Franchise AgreementFM-4
• How to Use This ManualFM-5
• The Living Manual — Revisions & Your FeedbackFM-6
• Correspondence & Your Field ConsultantFM-7
• Table of ContentsFM-8

SECTION A — WELCOME & THE BRAND

• Chapter IntroA-1
• A.1 A Letter from the FoundersA-2
• A.2 Our Story: The Room That Fills ItselfA-3
• A.3 The Rêve Brand — Vision · Core Values · Core Focus · Target Market · Three Uniques · The Rêve Way · The PromiseA-4
• A.4 Your Four Responsibilities — to Your Members · Fellow Franchisees · Team Members · Rêve StudiosA-6

SECTION B — PRE-OPENING: THE EARNED LAUNCH

• Chapter IntroB-1
• B.1 The Earned Launch: The 12-Month RunwayB-2
• B.2 The Pre-Opening CountdownB-3
• B.3 Form Your Business EntityB-5
• B.4 Territory & Site SelectionB-6
• B.5 Build-Out & the FF&E StandardB-7
• B.6 InsuranceB-8
• B.7 The Opening-Date RuleB-9
• B.8 Pre-Opening Sign-Off ChecklistB-10

SECTIONS C THROUGH H

• C — The Founding Membership & Waitlist SystemThe founding promise, the tenure-weighted waitlist, the member and who-brought-whom ledgers, and the opening-readiness bar.C-1
• D — Personnel & the Rêve MethodHiring for warmth, the Rêve Method, train-at-the-source certification, roles including the Member Experience Lead, and lawful employment.D-1
• E — Daily Studio OperationsOpening and closing, the composed hour, recognition on the floor, cleaning and maintenance, safety and incidents.E-1
• F — Marketing & the $0-CAC StandardBuilding a local audience by hand, the no-paid-ads and no-discount-launch standards, the $49 intro as a post-waitlist mechanic, and marketing approvals.F-1
• G — Reporting, Audits & Engine IntegrityRequired reports and cadence, records to keep, field visits and audits, and the checks that prove the engine is intact.G-1
• H — Fees, Renewal, Transfer & ExitFees and when they are due, renewal, transfer and right of first refusal, termination, and post-term obligations.H-1

A.1A Letter from the Founders

Welcome to Rêve.

We started this over an iced coffee in downtown Wayzata, with one stubborn idea: build a room so good that people would line up to get into it before it existed. In early 2024 that idea became a floor, a fleet of treadmills and reformers, and one hundred people who paid to belong before we had opened the doors. We have watched that room stay nearly half-waitlisted, class after class, ever since. It still moves us.

You are not here because you found a franchise. You are here because you felt that room, and you want to build it in a city that has never heard of us. We did not approve you. We chose you. We believe you will earn your room the way we earned ours, and refuse, like we do, to buy what is supposed to be earned.

Here is our promise to you, in the same plain voice you will find in the rest of this book. We will hand you the real system: the founding-member launch, the Rêve Method, and the waitlist, run as an operating system and never as an apology. Our whole team stands behind you as you run it. In return, we ask you to protect the one thing that makes Rêve worth building: the scarcity that fills the room. Everything in this Manual either builds that scarcity or spends it. There is no move in the middle.

We are so glad you are here. Now let's go earn a third room.

With you,

Aspen King · Co-Founder Molly Hanten · Co-Founder

A.2Our Story: The Room That Fills Itself

Rêve began in Wayzata, Minnesota, with two operators who had built studios before. Molly Hanten had founded and run concepts through their full life: built them, scaled them, exited them. She had launched new markets too, and coached well over 1,000 classes along the way. Aspen King had spent a decade in brand and marketing and had coached alongside Molly before Rêve. They had both learned the same lesson the hard way: the workout is not the moat. Anyone can buy the equipment. What's hard, what almost nobody does, is build a room people are proud to belong to before it opens.

So that is what they built. Not a studio that opened and then went looking for members, but a room that was earned before it existed. The signature class is a composed hour: 12 minutes on the Woodway treadmill, 12 on the Merrithew reformer, 8 on the tread, 8 on the reformer. A 50-minute composition, fixed to the minute. But the class is not the story. The story is how the room filled.

Here is what Wayzata proved, and what you are here to prove again:

• 100 Founding Members pre-sold to about $20,000 in monthly revenue, banked before opening day.
• Nearly half of every class waitlisted from day one, at about 75% capacity: roughly 19 Members in a room built to feel known in.
• 91% of Members returning month after month.
• $0 spent on marketing to make any of it happen.

A budget cannot buy a waitlist. That is the whole point, and it is the one asset in this business a competitor with money cannot fake. We call it the Demand Engine: rooms that fill themselves, powered by scarcity. A spot here is hard to get, and being early is the whole draw.

Now the honest part, told up front, because honesty is a brand value here. So far, Rêve has filled exactly two rooms (Wayzata and North Loop) in one metro, with a founder as the local face on both. That is two rooms, one market. The open question, the one that keeps a thoughtful new owner up at night, is whether the earning travels. Not the room. Anyone can build the room. The earning. Your job, and the reason this Manual exists, is to make the earning true a third time, in a city where nobody starts out loving you. Everything that follows is how you do that without spending the one thing you were actually sold.

A.3The Rêve Brand

These are the fixed statements of the Rêve brand. They are identical across every Rêve document and every Studio, and they do not change from market to market. One word runs through all of them, earned, and one tension holds them together: The Room You Earn, the Workout You Keep. Every studio in the world says everybody belongs. We believe the opposite: a place anyone can join is a place nobody belongs to. Belonging is earned at the door; a lasting body is earned over a decade. That is the brand.

Vision

A Rêve in every city with the appetite to earn one — a network of rooms that fill themselves, run by a few, proud, selected operators. Not the most studios. The most earned studios: each one opened pre-sold, each one belonging to its Members before it belonged to a market.

Core Values

Core Focus

Why we exist: to build rooms people earn their way into and keep for decades. Our niche: the earned room — a premium treadmill-and-reformer hour for people who are done juggling memberships and done with workouts that wreck them. The engine at the center of that focus is the one thing we protect above all else: demand that precedes marketing. Rooms that fill themselves.

Target Market

The exact Member, named: an affluent, wellness-forward adult — most often a woman, household income roughly $200K+ — who is already spending on premium fitness and wants one room worth consolidating into. Three faces of her recur, and every Franchisee must serve all three:

• The Juggler — carries several memberships and wants to trade them all for one room that is worth it.
• The Refugee — came from high-intensity training that left her spent, and is looking for the workout she can keep for decades.
• The Guardian — the Founding Member who pre-paid before there was a room, who brought her friends, and who is the Demand Engine. Your job in a new city is to manufacture Guardians.

Three Uniques

The three things Rêve does that a competitor with a budget cannot simply copy:

The Rêve Way

Demand first. Earned always. Known by name. The Rêve Way is a set of refusals as much as a set of practices: we do not run paid ads to fill a room, we do not launch on discounts, and we do not flatten our waitlist into a lottery that wipes out what our best Members earned. The opening date bends to the room; the room never bends to the date. When a decision is hard, we do not ask what is fastest — we ask whether it asks to be earned or begs to be bought, and we choose earned every time. That refusal is the job. Everything else in this Manual is how to make the refusal easy.

The Promise

To every Member, we promise this: you will be known by name in a room small enough for that to be true. You will leave stronger, not spent — an hour you can still do at fifty, not one you survive once. And the place you earned your way into will never quietly become a place anyone can buy their way into. We hold the rope for you because you are the reason it is worth holding.

A.4 — Your Four Responsibilities

Owning a Rêve Studio makes you accountable in four directions at once: to your Members, to your fellow Franchisees, to your Team Members, and to Rêve Studios. These are not rules handed down from a corporate office. They are the obligations you take on when you join a community that runs on a shared, fragile asset. Read all four. The completeness is the point: you are accountable in every direction, not only upward.

These four responsibilities are one discipline wearing four faces: protect the room that earns its Members, so that every Member, every fellow owner, every Team Member, and the brand itself is better for your Studio existing. Do that, and the thing people fear most about a franchise (that a room in a new city won't be as good as the original) becomes your best proof that it can be.

B.1The Earned Launch: The 12-Month Runway

Opening a Rêve takes about 12 months, and the calendar is driven by when the room is earned, never by a launch date set in advance. Your market was chosen before you signed; this section is what you do inside it. The runway has three phases, and each one earns the next:

• Months 12 → 9 — Become the local face. No room, no lease, no ads. Just you, building a real local audience by hand — the work Aspen did in Wayzata. You do not spend a dollar on real estate until you have an audience you can measure.
• Months 9 → 4 — Convert your Founding Members. Turn that audience into 100 paid, committed Founding Members — about $20,000 in monthly revenue banked before a single class runs. Only after the audience is real do you submit a site, sign a lease, and order the equipment.
• Months 4 → 0 — Waitlist, team, build-out, open. Build the opening waitlist so nearly half of every class is spoken for before day one, hire and certify your team, build out the Studio, and open pre-sold.

The slowness is not a flaw in the plan. It is the plan. A velocity brand "opens a market" in a quarter by buying the room. You take a year to open a market the room bought itself. One of those is defensible in public; the other is not. Section F holds the marketing standard that governs Phase 1; Section C holds the founding-membership and waitlist system that governs Phases 2 and 3. This section is the runway that ties them together.

B.2The Pre-Opening Countdown

This is the spine of your pre-opening. Work it in order, by phase, counting down to opening. Do not start a phase until the phase before it has cleared its milestone. The detailed procedures for entity, site, build-out, and insurance are in B.3 through B.6; the countdown tells you when each happens.

The goal of this phase: a real, measured local audience — and the legal and territory groundwork done. No lease. No paid ads, ever.

• Engage your own attorney and CPA (see B.3)
• Form your business entity and obtain your EIN (see B.3)
• Confirm your territory and its terms with your Field Consultant [PER FDD ITEM 12]
• Open a dedicated business operating bank account
• Complete initial Rêve onboarding with your Field Consultant
• Begin building your local audience by hand — show up in the feeds, at community events, in the group chats where your market already talks about where they train (the standard for this work is Section F)
• Begin, but do not conclude, your site search (see B.4) — you may scout; you may not sign
• Milestone to clear: a real, engaged local audience you can measure — not one you hope is there. Do not proceed to real estate until this is true.

The goal of this phase: the founding cohort banked, and the site secured. This is the exact bar.

• Submit your chosen site to the Franchisor for written approval (see B.4)
• Sign your lease only after you receive written site approval (see B.4)
• Place your insurance and confirm required coverages [PER FRANCHISE AGREEMENT] (see B.6)
• Order the locked FF&E — Woodway treadmills and Merrithew reformers — through the System's approved-supplier program; order early, lead times are long (see B.5)
• Convert your audience into Founding Members using the founding-membership system in Section C
• Personally give each Founding Member the founding promise — locked rate, growing priority, told-first (see Section C)
• Milestone to clear — the exact bar: 100 paid, committed Founding Members, with about $20,000 in monthly revenue banked before opening. Not 100 sign-ups. Not 100 email addresses. 100 paid Founding Members. If you have not cleared this bar, you are not in Phase 3.

The goal of this phase: a built, staffed, insured Studio opening into a waitlist — on $0 CAC.

• Complete build-out to the FF&E and finish standards, to the ~$200K target (see B.5)
• Install and configure the System booking, waitlist, and point-of-sale platform
• Hire your founding team, including your Member Experience Lead (see Section D)
• Send your instructors to be trained and certified in the Rêve Method before they lead any paying class (see Section D)
• Build the opening waitlist so nearly half of every class is spoken for on day one, per Section C
• Obtain all local licenses, permits, and health/occupancy approvals
• Deliver your certificate of insurance to the Franchisor before opening (see B.6)
• Complete the Pre-Opening Sign-Off Checklist with your Field Consultant (see B.8)
• Milestone to clear: you open into an existing waitlist, not a cold market — the room earned, $0 CAC held.

B.3Form Your Business Entity

Plain register for the procedure; firm register for the legal caveat and the Marks.

You will operate your Studio through a business entity. Choosing and forming it correctly protects you personally and sets up how you are taxed.

1. Engage your own attorney and CPA first. The Franchisor cannot give you legal or tax advice, and this Manual is not legal or tax advice. Your advisors help you choose the right structure for your situation.
2. Choose an entity type with your advisors — commonly a limited liability company (LLC) or an S-corporation, though a partnership or C-corporation may fit your circumstances. Each carries different consequences for liability, taxation, and administration.
3. Form the entity in the correct state, obtain your federal Employer Identification Number (EIN), and file any assumed-name (DBA) registration your state or locality requires.
4. Open a dedicated business operating bank account. Keep Studio finances separate from personal finances from day one.
5. Confirm the entity is a party to your Franchise Agreement as the Franchise Agreement requires.

A hard rule on your entity name. Your legal entity name, your assumed name (DBA), your domain, your email addresses, and your social handles must not incorporate the Marks — the Rêve name, logos, or any confusingly similar variation — without the Franchisor's prior written approval. You are licensed to operate a Rêve Studio; you do not own the Marks, and you may not fold them into your business's legal identity. Misuse of the Marks is a default under your Franchise Agreement. When in doubt about a name, ask your Field Consultant before you file.

B.4Territory & Site Selection

Plain register.

Your protected territory and its terms are defined in your Franchise Agreement and the FDD [PER FDD ITEM 12]. This subsection is how you choose a site inside it — and the one approval you may not skip.

The sequence rule. You build a measured local audience (Phase 1) before you commit to real estate. A site is where an earned audience becomes a Studio; it is never a substitute for the audience. Do not sign a lease or a letter of intent until Phase 1's milestone is cleared and your site has written approval.

Site-selection criteria. Evaluate candidate sites against:

• The customer is already there. A trade area dense with your Target Market — affluent, wellness-forward households, roughly $200K+ income — already spending on premium fitness (see Section A).
• Premium co-tenancy and visibility. Walkable, visible premium retail; strong daytime and evening presence; the kind of block your Member already shops.
• Access and parking. Convenient, adequate parking and easy access for a Member arriving for a 50-minute class.
• The right box. Square footage, ceiling height, ventilation, and floor loading that meet the System's build specification — confirm the current spec range with your Field Consultant before you tour.
• Lease economics that survive the model. Rent, term, renewal options that match your Franchise Agreement term, and a tenant-improvement allowance that supports the ~$200K build-out without straining the labor-lite model.

The lease-approval submission step (required). Before you sign anything, submit your site package to the Franchisor for written approval. Include the location, demographics of the trade area, the floor plan and box specifications, and the proposed lease or LOI terms. Do not execute a lease until you receive written site approval. Where required by your Franchise Agreement, the lease must also include the provisions the System specifies (for example, the Franchisor's right to assume the lease on transfer or termination). Your Field Consultant and the Real Estate / Site Approval function are your partners through this step — use them early.

B.5Build-Out & the FF&E Standard

Plain register for the procedure; the table is a System Standard.

Your build-out target is about $200,000, though actual cost varies by market, box condition, and your tenant-improvement allowance. Work with a licensed general contractor and confirm the current construction and finish specifications with your Field Consultant before you begin.

The System draws a deliberate line between what is locked and what is optional — and the line is drawn to protect the brand and the Member experience, not to control where you spend. Locked items are the ones a Member feels as Rêve: the equipment the composed hour runs on, the platform that runs the Demand Engine, and the Marks. Optional items are the physical finishes — you may source them anywhere, at your budget, as long as they meet the System's written specification.

Optional does not mean unspecified. You are free to choose your vendor and control your cost on every optional item — but each must still meet the System's written specification for dimension, finish, and durability. Free sourcing, not free design. If a Member cannot tell your room from Wayzata's, you have done this right.

B.6Insurance

Firm register.

You must carry, at your own expense, the insurance coverages and minimum limits required by your Franchise Agreement [PER FRANCHISE AGREEMENT]. These typically include general liability, professional/participant liability, property, and — as required by law — workers' compensation, but the governing list, the minimum limits, and any additional-insured and endorsement requirements are set in your Franchise Agreement, not in this Manual.

Do the following:

1. Engage a licensed insurance broker and place the required coverages before build-out begins where your Agreement or lease requires it, and in all cases before opening.
2. Name Rêve Studios LLC as an additional insured and add any other endorsements your Franchise Agreement specifies.
3. Deliver a certificate of insurance to the Franchisor before you open — this is a condition of opening and appears on your Pre-Opening Sign-Off Checklist (B.8).
4. Keep coverage continuous for the life of your Franchise Agreement, and provide updated certificates as required.

Your insurance obligations continue into daily operations; the incident-notification steps that depend on this coverage are in Section E, and your reporting obligations are in Section G.

B.7The Opening-Date Rule

This is a System Standard. Read it literally.

You do not open until the room is earned. Opening readiness is not a date on a calendar; it is a bar you clear. The bar is the one set in Phase 2 and confirmed in Phase 3: 100 paid Founding Members, about $20,000 in monthly revenue banked, and an opening waitlist active so that nearly half of every class is spoken for before day one (the waitlist system is Section C).

If the bar is not met as your planned opening approaches, the standard is simple and non-negotiable:

• The opening date moves. A pre-sold opening a quarter late beats a bought opening on time, every time.
• You do not rescue a soft opening with paid ads or a discount launch. One room the public knows was bought proves the rooms do not fill themselves — and the market does not give you a second chance to believe otherwise. This is the exact move that spends the scarcity (see Section F).
• You escalate, you do not improvise. Notify your Field Consultant as soon as the bar is at risk. The opening-readiness review and the waitlist-governance decisions are run under Section C — that is where the founding-membership and waitlist system, and the escalation path for a soft launch, live. Do not make the call alone, and do not make it by buying the room.

The opening date bends to the room. The room never bends to the date. Holding that line is the single most important thing you do in this entire section.

B.8Pre-Opening Sign-Off Checklist

Consolidated gate. Complete every line. Your Field Consultant countersigns to confirm the earned-launch bar is met before you are cleared to open.

Legal & Entity

• Business entity formed; EIN obtained; DBA filed as required (B.3)
• No Marks used in entity name, DBA, domain, email, or handles without written approval (B.3)
• Business operating bank account open (B.3)
• Attorney and CPA engaged (B.3)

Territory, Site & Lease

• Territory confirmed [PER FDD ITEM 12] (B.4)
• Site submitted and written site approval received before lease signed (B.4)
• Lease executed with all System-required provisions (B.4)
• Local licenses, permits, and health/occupancy approvals obtained (B.2, Phase 3)

Build-Out & Equipment

• Build-out complete to specification, ~$200K target (B.5)
• Locked FF&E installed — Woodway treadmills, Merrithew reformers — via approved suppliers (B.5)
• Booking, waitlist & point-of-sale platform installed and configured (B.5)
• Optional finishes meet the System's written specifications (B.5)
• Signage and branded elements produced to exact Rêve spec (B.5)

Team & the Rêve Method

• Founding team hired, including the Member Experience Lead (Section D)
• All instructors trained and certified in the Rêve Method before leading any paying class (Section D)

Demand & Waitlist — the earned-launch bar

• 100 paid, committed Founding Members secured (Section C)
• About $20,000 in monthly revenue banked before opening (Section C)
• Founding promise personally given to each Founding Member — locked rate, growing priority, told-first (Section C)
• Opening waitlist active — nearly half of every class spoken for on day one (Section C)
• $0 paid-acquisition spend — no paid ads, no discount launch (Section F)

Insurance & Compliance

• Required coverages placed [PER FRANCHISE AGREEMENT]; Rêve Studios LLC named additional insured (B.6)
• Certificate of insurance delivered to the Franchisor (B.6)

Authorization to open. By signing below, the Franchisee certifies that every line above is complete, and the Field Consultant confirms that the earned-launch bar has been met and the Studio is cleared to open.

SECTION C · THE FOUNDING MEMBERSHIP & WAITLIST SYSTEM

C.1The Founding Member Standard

A Founding Member is one of the first 100 members who join your Studio, paid and committed, before your doors open. The bar is exact, and it is not negotiable:

The reason for the exactness is arithmetic. One hundred paid Founding Members is the point at which the Wayzata Studio had roughly $20,000 in monthly recurring revenue in the bank before opening day. That pre-sold revenue is what lets a Rêve Studio open into a full waitlist instead of into an empty market. A Studio that opens below the bar is a Studio that opens hoping to be found. Rêve Studios are not found. They are earned before they exist.

The gate is the date. The opening date bends to the room; the room never bends to the date. If the bar is not met, you do not open — you extend the runway (see C.6). Set no fixed public opening date that you are not prepared to move.

Opening-gate checklist. Confirm every line before you set a firm opening date:

• 100 Founding Members enrolled with active billing.
• Each Founding Member holds at least one standing class reservation.
• The Member Ledger is complete for all 100 (see C.5).
• Each Founding Member has been issued the Founding Promise in writing (see C.2).
• The waitlist is active and ordered by tenure (see C.3).
• The opening class calendar already shows classes at or near capacity with a live waitlist.
• Field Consultant has reviewed the enrollment export and confirmed the bar is met.

C.2The Founding Promise

To each of the first 100 members, you personally issue the Founding Promise. It is what makes Founding Membership worth having for as long as the member stays, and it is the covenant that turns your earliest members into the people who fill your rooms for you. Issue it in writing. Administer it as three standards, each with the procedure that delivers it.

The Founding Promise is not a launch bonus you switch off later. It is a permanent operating obligation. It is administered by the Franchisee and the Member Experience Lead, audited by the Field Consultant (see Section G), and it survives ownership changes.

C.2.1Procedure — Locked rate for life

1. At enrollment, record the Founding Member's joining rate in the Member Ledger as her Locked Rate, flagged permanent.
2. Configure your billing system so that Founding Members are tagged and excluded from every scheduled price increase. When you raise standard or new-member rates, the increase applies to new and standard members only.
3. The Locked Rate holds for the life of continuous membership. If a Founding Member cancels and later rejoins, the Locked Rate is forfeited and she rejoins at the then-current rate. State this rule to every Founding Member at enrollment.
4. Each month, export the billing register and confirm no Founding Member was swept into a price change. Log the check (see Section G). A single Founding Member billed above her Locked Rate is a broken promise; correct it the same day and refund the difference.

C.2.2Procedure — Tenure-based booking priority

Booking priority is a function of one thing only: how long the member has been continuously enrolled, measured from the join date in the Member Ledger. The window opens earliest for the longest-tenured members; Founding Members, having joined before opening, always hold the earliest tier.

1. Configure your booking system to compute each member's booking window from her Ledger join date.
2. Set the windows so that the window widens monotonically with tenure — never flat, never reset. The ordering below is the mandatory standard; the exact hours are set by the System and published to your booking configuration.

1. Never override the tenure order manually to accommodate a request, a friend, or a full class. The order is the promise.
2. When you revise booking windows, you may only widen the advantage tenure confers — never compress it.

C.2.3Procedure — Told first

1. Maintain a Founding Member communications list, kept current from the Member Ledger.
2. Before any material Studio announcement — new class times, events, waitlist releases, a new-market opening — send it to the Founding Member list first, with a lead of at least one full business day (the System may set a longer window) before any public or general-member communication.
3. Sequence every announcement in this order: Founding Members → general members → public. Never invert it.
4. When the System opens a new city, Founding Members across the network are told before the public. Your Field Consultant coordinates the timing; your job is to hold the sequence locally.

C.3The Waitlist Standard

The waitlist is not a sign that your Studio is too small or too expensive. It is the product working. Run each class so that the room is deliberately harder to get into than it is to fill. The operating band, matched to Wayzata's actuals, is:

• Run-rate: approximately 75% of booked capacity, system-average — not 100%.
• Waitlisted classes: approximately 48% of all classes carry an active waitlist.
• Average occupancy: approximately 19 members per class (small-group capacity).

Monitor this band as an engine-health metric (see Section G). If the room is running consistently at or near 100% with no waitlist, the answer is never to add capacity or cut price. The scarcity is the asset; protect the band.

The tenure rule (mandatory)

A flat lottery feels fair, and it does two fatal things at once. It brings back the exact booking scramble your members came to Rêve to escape. And it erases the standing your Founding Members paid for before there was a room. Priority rewards years, not reflexes. This is System Standard C-2.2 put to work every day.

Procedure — running the waitlist

1. When a class reaches capacity, additional members join the waitlist ordered by tenure, not by the time they joined the waitlist.
2. When a spot opens through a cancellation, your booking system offers it to the highest-tenure waitlisted member first, with a defined response window, then cascades down the tenure order.
3. The Member Experience Lead monitors waitlist movement daily and confirms the automation is holding the tenure order.
4. Never clear a waitlist by adding a class solely to relieve demand, and never cut price to fill an empty seat. Manage supply to the operating band, not to zero waitlist.

C.4The $49 Two-Class Introductory Offer

The $49 two-class introductory offer exists, and it is deliberately restricted. It is a quiet conversion tool for a warm lead who is already in your line — never a public headline that begs a cold market. Run it as a front-door banner and you become the velvet rope and the coupon at the same time; your best members feel the brand wobble the moment a discounted stranger appears in their 6am class.

The general advertising standard that sits behind this rule — no paid ads, no discount-led launches — is set out in Section F. This section governs only the offer's use as a membership-conversion mechanic.

Permitted and prohibited use

Log every extension of the offer and its outcome in the Member Ledger. If the $49 offer ever appears in a public channel, treat it as a compliance incident and remove it the same day.

C.5The Member Ledger and the Referral Ledger

The Demand Engine runs on records. Two ledgers hold it together: the Member Ledger, which lets the front desk know every member by name and notice when one is gone, and the Referral Ledger (the who-brought-whom ledger), which is the closest thing a $0-cost engine has to an advertising account. Both are maintained by the Member Experience Lead and reviewed by the Franchisee.

The Member Ledger

Cadence. Update at the point of every enrollment, booking, and transaction. The Member Experience Lead reviews the Ledger at open and close each day, sets preferred setups before members arrive, and reconciles the full Ledger weekly.

The noticed-absence rule. When a member misses two consecutive standing classes, the Ledger raises the flag. The Member Experience Lead sends a warm, personal check-in text — never an automated marketing message. "Someone notices when I am gone" is the only real test of community, and it is a procedure, not a personality trait.

The Referral Ledger (who-brought-whom)

Cadence. Log a referral the moment it is identified — at booking, at enrollment, or when a member names who brought her. Review weekly alongside the Member Ledger.

How recognition works. Reward standing, never discounts. When a member brings a friend, her friends are logged to her name, her time here is honored where others can see it, and she hears news first (the Founding Promise). Do not thank advocates with coupon codes; a code is a welcome mat, and your best members feel the brand wobble the moment one appears. The Referral Ledger is your marketing budget made visible — every friend a member brings gives her one more reason to bring the next.

C.6The Soft-Waitlist Escalation Procedure

A soft waitlist is a signal to keep earning, not permission to start buying. "Soft" means one of two things: the founding-member count is below the 100-paid bar as opening approaches, or, after opening, the operating band (C.3) has fallen and classes are running without waitlists. When either occurs, run the four moves below in order. Do not skip ahead.

Trigger and notification. The moment the waitlist goes soft, notify your Field Consultant. The escalation is supervised, not solo.

1. Extend audience-building. Return to the Section B runway: more of your face, in your city, building your audience by hand. No new spend. This is almost always where a soft waitlist is actually solved.
2. Activate Founding Member referrals. Put your existing Founding Members and advocates to work through the Referral Ledger (C.5). Their friends are the members a paid ad would only imitate. Ask for introductions; honor every one with recognition, never a discount.
3. Move the opening date. — Requires Field Consultant sign-off. The calendar bends to the room. A pre-sold opening a quarter late beats a bought opening on time, every time. You may not reset the opening date on your own; moving it requires your Field Consultant's written sign-off, so the decision is made with the System and not against it.
4. Never purchase demand. Do not run paid ads, do not launch on a discount, do not buy a list. This is not a fourth option you may choose when the first three feel slow. It is the boundary. One room the public knows was bought proves the rooms do not fill themselves — and it proves it for every Franchisee in the network at once, not just for you. Purchased demand is prohibited and is enforced by the Section G audit.

Escalation checklist. Work top to bottom; do not descend a step until the one above is exhausted:

• Field Consultant notified that the waitlist is soft.
• Step 1 — audience-building extended; no spend added.
• Step 2 — Founding Member referrals activated through the Referral Ledger.
• Step 3 — if still soft, opening date moved with Field Consultant written sign-off.
• Step 4 — no purchased demand, no discount launch, at any point. (Prohibited, not optional.)

What This Section Protects

Everything in this section protects one asset: a room that fills itself. The 100-paid bar keeps you from opening into a market instead of into a waitlist. The Founding Promise turns your first hundred members into the people who fill your rooms for free. The tenure rule keeps scarcity meaning something on the inside so it can mean something on the outside. The restricted $49 offer keeps the velvet rope from becoming a coupon. The ledgers make the engine visible so it can be audited. And the escalation procedure ensures that when demand runs soft, you earn it back rather than buy it. Run these procedures exactly, and a Studio in a new city fills the same way Wayzata did — not because you are a founder, but because the System refuses, on your behalf, to spend the one thing your members were actually sold.

Cross-references: Section B (the pre-opening audience-building runway) · Section D (the Member Experience Lead and the welcome standard that the recognition system depends on) · Section F (the marketing and $0-CAC standard behind the $49 restriction) · Section G (the engine-integrity audit that verifies waitlist tenure, the locked rate, and the $0-cost discipline) · Section H (fees and the Franchise Agreement).

SECTION D · PERSONNEL & THE RÊVE METHOD

D.1Your Standing as an Employer

The two statements below are written in a legal register and are deliberately precise. Read them as written.

Independent-operator employment statement

You, the Franchisee, are the sole employer of every Team Member at your Studio. The System does not employ, co-employ, jointly employ, supervise, schedule, direct, discipline, or set the compensation of any Team Member. All employment decisions — recruiting, hiring, scheduling, wages, benefits, evaluation, discipline, and termination — are yours alone and are your sole responsibility. The standards in this Manual describe the result the System requires; they are not, and must not be treated as, control by the System over your employment relationship with any person. Your Field Consultant advises and audits against System Standards; your Field Consultant does not manage, hire, or fire your Team Members.

Employment-law baseline

You must operate in full compliance with all federal, state, and local employment laws applicable to your Studio, including but not limited to Equal Employment Opportunity Commission (EEOC) anti-discrimination requirements, Form I-9 employment-eligibility verification, and Fair Labor Standards Act (FLSA) wage-and-hour rules, together with your state's wage, leave, and worker-classification statutes. This Manual is not legal advice and does not describe every requirement that applies to you. Retain your own qualified employment counsel to establish your hiring, worker-classification, payroll, discipline, and termination practices before you hire your first Team Member. In any conflict between this Manual and applicable law or the Franchise Agreement, the law and the Franchise Agreement control.

D.2Profile of the Ideal Rêve Team Member

Before any role description, understand the one rule that governs every hire you make:

A great résumé and a copyable format will not fill your rooms. The member's quiet score is simple: how fast does the front desk say my name? Hire the people who make that answer fast by instinct. The traits to hire for:

• Warmth as a default temperature — not switched on for a shift, but the way the person moves through a room.
• The instinct to make people feel known — remembers names, remembers who was missing, remembers the small thing a member mentioned last week.
• Discipline to hold a standard to the minute — will run the composed hour exactly, not "improve" it.
• Belongs to the member's world without selling — reads as a peer and a host, never as a closer.
• Coachable — takes correction on cues, on timing, on the welcome, without ego.
• Protects the room over the self — will keep the standard when no founder and no owner is watching.

Screen for warmth first and teach the Method second. A Team Member who has the instinct and lacks the certification can be certified. A Team Member who has the certification and lacks the instinct cannot be fixed, and will quietly cost you the engine.

D.3The Three Studio Roles

A Rêve Studio runs labor-lean. Three roles carry it. Two of them — the Instructor and the Member Experience Lead — are the roles a member actually experiences, and neither may be cut to save cost (see the temptation warning in Section F). Adjust headcount to demand, never below the standard.

D.3.1Instructor

Purpose. Lead the composed hour exactly as certified, and carry the welcome standard inside the room.

Responsibilities.

• Lead the composed hour (12/12/8/8) to the minute, with the certified cues and standards (see D.4).
• Set springs and tread before members arrive, using the preferences in the Member Ledger (see Section C).
• Greet members by name; notice who is present and who is missing; carry the welcome standard (D.6) inside the class.
• Maintain personal certification and complete recertification on the System's schedule (D.5).
• Never substitute, shorten, extend, or "improve" the composed hour.

Reports to. Studio Owner/Operator.

Requirements. Certified in the Rêve Method at the source (D.5) before leading any paying class. Meets the Profile in D.2 — hired for warmth first. Holds any instructor credential and health-and-safety certification your state and your counsel require.

D.3.2Member Experience Lead

The Member Experience Lead is the named front-of-house seat that runs the recognition system. This is not a receptionist and not overhead. It is the seat that runs the Demand Engine from the desk. The staffing model has room for exactly this one seat, and it is the one that keeps the "you are seen" promise at scale — so that the promise lives in the System and the Ledger, not in one friendly person's head, and does not disappear the week that person takes a vacation.

Purpose. Make every member feel known, by system, every day.

Responsibilities.

• Own and maintain the Member Ledger and the Referral Ledger (see Section C.5).
• Set each member's preferred reformer and tread setup before she arrives.
• Greet every member by name at the desk.
• Run the noticed-absence rule: send a warm, personal check-in when a member misses two consecutive standing classes (Section C.5).
• Extend the $49 introductory offer only within its rules — privately, to a named warm lead already on the waitlist (Section C.4).
• Log referrals and deliver recognition to advocates (standing, never discounts).
• Monitor waitlist movement daily and confirm the tenure order is holding (Section C.3).

Reports to. Studio Owner/Operator.

Requirements. Meets the Profile in D.2 — warmth and the instinct to make people feel known are the whole job. Trained on the Member Ledger, the Referral Ledger, the waitlist mechanics, and the welcome standard (D.6). Detail-reliable enough to keep the records the engine runs on.

D.3.3Studio Owner/Operator

Purpose. Hold the standard and run the Demand Engine so the room fills itself in a city where no founder is the local face.

Responsibilities.

• Be the local face during the pre-opening runway (Section B) and the steward of the Marks after opening.
• Hire to the Profile (D.2); ensure every Instructor is certified at the source before leading a paying class (D.5).
• Run the Founding Membership, the waitlist, and the ledgers to standard (Section C).
• Hold the composed hour and the welcome standard; spot-check the room the way you would check tread intervals (D.6, Section G).
• Run the soft-waitlist escalation in order and never purchase demand (Section C.6).
• Maintain the employer obligations in D.1 and the reporting obligations in Section G.

Reports to. The Franchisee — and in the owner-operator model this role is the Franchisee. Your System relationship runs through your Field Consultant.

Requirements. Meets the Profile in D.2. Completes initial System training (D.7). Willing to build an audience by hand for months before signing a lease, and willing to move an opening date rather than buy demand.

D.4The Rêve Method and the Composed Hour

The Rêve Method is the one thing in the whole business that is genuinely yours to own, teach, certify, and pass on. Its heart is the composed hour: the signature 50-minute class built as 12 minutes of tread, 12 minutes of reformer, 8 minutes of tread, 8 minutes of reformer — 12/12/8/8 — on the System's specified equipment. It is a composition, not a mashup, and it is fixed to the minute.

The reason for the prohibition is the product. The composed hour is what a member pays for and what she can still do at fifty — trained, not punished; a body that lasts, not results that wreck. The moment an Instructor "improves" it, the room stops being the room, and the Method stops carrying the welcome. Small tweaks look harmless and are not. If you believe the composition should evolve, that is a System decision made at the source, never a local one made on the floor.

D.5The Certification Standard — Train at the Source

The rule that makes the standard travel is simple: train at the source. Your Instructors do not certify over a weekend webinar. They come to the Wayzata Studio, train under the System's standard, and are certified before they ever lead a paying class. No other studio group certifies this way, and because it is distinctive, the System makes it part of who Rêve is.

The founding certified cohort. The Method is currently carried at the source by a named group of Instructors trained to the standard at Wayzata: Nicole Bruhn, Bailey Braccini, Samahra Hallada, Nora Ghoneim, and Kenzie Lee, the System's Advanced Instructor. New-market Instructors certify under this standard.

Certification procedure.

1. The Instructor completes initial certification at the source (built into the 5-day agenda in D.7 for owners and their first Instructors).
2. The System confirms certification in writing before the Instructor is scheduled for any paying class.
3. The Instructor recertifies on the published schedule and on any Method revision.
4. The Studio Owner/Operator keeps a current certification record for every Instructor, available to the Field Consultant on audit (Section G).

An honest note on where the Method stands. The full written Method curriculum and the step-by-step certification a newcomer can complete are an active build of the System — the work of building the Method into documented training and a certification pipeline that lets a stranger in a new city meet the same bar. It is being built to stand against the category leader's roughly 450-hour training program. This Manual does not pretend that written program is finished; it names the standard, names the gap, and names the plan. You bought the standard, and the standard has to be real — so where the curriculum is still being codified, Instructors learn it at the source, under the founders and the certified cohort, until the written pipeline replaces watching with documentation.

D.6The Welcome Standard

A method can carry a workout. It is much harder to make one carry a welcome. Big chains have proven a workout can be kept the same across hundreds of rooms; what no competitor has managed is keeping the welcome the same. So at Rêve the welcome is not a personality and not a nice-to-have. It is a certified standard, checked exactly like the physical blocks.

What the welcome standard requires, every class:

• Springs and tread are set to each member's preference before she reaches them (from the Member Ledger, Section C.5).
• Members are greeted by name at the desk and in the room.
• The room notices who is present and who is missing.
• A member who misses two consecutive standing classes receives a warm, personal check-in (the noticed-absence rule, Section C.5).

How it is checked. Walk the room and spot-check the welcome the way you would check tread intervals. Is the desk saying names? Are springs set before members reach them? Does anyone notice the missing regular? The standard survives when no founder is present only because it is written down and checked — by the Studio Owner/Operator continuously, and by the Field Consultant on audit (Section G). Certify the welcome, then verify it. Do that, and the welcome travels as reliably as the workout.

D.7The 5-Day Initial Training Agenda

Every Studio Owner/Operator and their first Instructors complete initial training at the Wayzata Studio before opening. The week is time-blocked. The first two days are classroom instruction on the System; the back half moves onto the floor for shadowing and supervised teaching. Each day opens as shown and ends in a facilitated Wrap-Up. Each line item maps to the section of this Manual where it is documented, so trainees know exactly what they are learning and where to read more.

Facilitators: AK — Aspen King (founder; brand, community, the origin) · MH — Molly Hanten (founder; the Method, economics, operations) · KL — Kenzie Lee (Advanced Instructor; Method certification) · FC — Field Consultant · MEL — Wayzata Member Experience Lead.

Day 1The System and the Brandclassroom, Wayzata

Day 2The Founding Membership & Waitlist Systemclassroom, Wayzata

Day 3The Rêve Methodclassroom + equipment, Wayzata

Day 4Shadowing the Roomin-studio, Wayzata

Day 5Supervised Teaching & Certification Checkin-studio, Wayzata

What This Section Protects

This section protects the answer to the one question every prospect asks about a franchise: will it be as good in a new city? The independent-operator statement keeps you the true employer of your people and keeps the System's liability where it belongs. The Profile keeps you hiring warmth you cannot teach instead of a résumé you do not need. The three roles keep the two member-facing seats — the Instructor and the Member Experience Lead — protected from being cut. Train-at-source certification keeps the Method from decaying into a weekend webinar. The composed-hour standard keeps the product from being "improved" into something else. And the welcome standard keeps the one thing no chain has ever managed to replicate — the feeling of being known — from living in a single person's head. Certify the workout and the welcome, check both the way you check tread intervals, and the room in a new city stays as good as the room in Wayzata.

Cross-references: Section A (the Marks, defined terms, and confidentiality) · Section B (the pre-opening runway the Owner/Operator runs as the local face) · Section C (the Founding Membership, waitlist, and ledgers the Member Experience Lead operates) · Section E (daily studio operations) · Section F (the marketing and $0-CAC standard) · Section G (the engine-integrity audit that verifies certification, the composed hour, and the welcome) · Section H (fees and the Franchise Agreement).

E.1The Daily Opening Procedure

The opening is not "unlock the door and turn on the lights." The opening is how you guarantee that the first class of the day meets the same standard as a class with a founder in the room. Nothing on this list is optional, and all of it is done before the first Member walks in the door.

Assign a single Team Member as the opener for each day and record who it was. The opener works the checklist in order.

Equipment and safety checks

• Reformer spring checks. Inspect every reformer before the first class. Check each spring for wear, fraying, or a loose hook; confirm the correct number of springs is loaded and the spring bar and gearbar are locked in position; confirm the footbar, headrest, and straps move and lock cleanly. Any reformer with a worn spring, a frayed strap, or a mechanism that does not lock is pulled from the floor immediately and logged for maintenance (see E.6). A reformer is never left on the floor "to watch."
• Treadmill calibration. Power on every Woodway treadmill and run the daily start-up check: belt tracking is centered and even, the deck is clear, the incline and speed controls respond, and the emergency stop and safety clip function. A tread that does not track true or whose stop does not engage is taken out of service and logged (see E.6).
• Floor and studio presentation. Walk the class floor. Floors are clean and dry, mirrors are clean and streak-free, the room is at temperature, lighting is set to the class setting, and the sound system is on and cued. Restock towels, water, and sanitizing supplies at the floor stations. The Studio a Member walks into looks the same at open as it does mid-day.

Roster review — so the desk knows every name

• Pull the roster for the first class and for the full day from the booking software.
• Read the first class by name before the doors open. The Member Experience Lead — or, if the Lead does not open, the opener — reviews the member ledger (Section C) alongside the roster so the desk knows who is coming, who is new, who is a Founding Member, and who is returning after an absence.
• Note the springs and settings preferences already recorded in the ledger for each Member in the first class, so those settings can be pre-set (see E.3).
• Flag any Member on the roster who has missed two consecutive booked classes; her return today is noticed and greeted (see E.3).

The desk knowing every name in the first class is not a nicety. It is the quiet score every Member keeps on you — how fast does the front desk say my name — and it starts before she arrives.

The opening checklist

• Opener assigned and recorded for the day
• Every reformer spring, strap, and mechanism inspected; any failing reformer pulled and logged
• Every Woodway treadmill start-up check complete, including belt tracking and emergency stop; any failing tread pulled and logged
• Floors clean and dry, mirrors clean, temperature and lighting set to class setting
• Sound system on and first class cued
• Towels, water, and sanitizing stations restocked
• First-class roster and full-day roster pulled and read by name
• Member ledger reviewed against the first-class roster; settings and preferences noted
• Returning-after-absence Members flagged for a greeting
• Front desk staffed and ready before the first Member arrives

E.2The Class-Delivery Standard: The Composed Hour, Run to the Minute

The class is the product. Every class is led by a Team Member certified in the Rêve Method (see Section D for the Method, its training, and its certification). This subsection covers how the certified instructor runs the hour on the floor, every time.

The composed hour is fixed to the minute. The signature class is 12/12/8/8: 12 minutes on the Woodway treadmill, 12 minutes on the Merrithew reformer, 8 minutes on the tread, 8 minutes on the reformer — a 50-minute composed hour. It is a composition, not a mashup. The blocks run in that order, at those durations, every class. An instructor does not shorten a block to run long on another, does not reorder the blocks, and does not improvise a different structure. If the class starts late, the instructor holds the block durations and ends on time; the composition is protected, not the clock stretched.

Instructor cue discipline. The instructor runs the hour as calibrated training — neither punishment nor pampering. Cues are delivered to the standard trained in Section D: clear, on-tempo transitions between tread and reformer; form and safety cues before intensity cues; modifications offered by name so a Member scaling down never feels singled out. The instructor coaches the room the Member came for — the hour she can still do at fifty, not the one she survives once. Every class holds the same rigor whether or not a founder or Field Consultant is in the room.

Running the transitions. Between blocks, the instructor keeps the room moving on time and confirms each Member's next station is set. Spring changes for the reformer blocks are called and confirmed so no Member is fumbling with resistance while the block runs. The transitions are where an uncertified or under-rehearsed instructor loses the minute; hold them.

Do not treat this subsection as the whole of the Method. The Method — what is taught, how instructors are certified to it, and how the welcome is certified as strictly as the blocks — lives in Section D. This subsection is the daily delivery of a standard trained elsewhere.

E.3Recognition as a Daily Procedure

Recognition is the Demand Engine running in real time. Section C defines the recognition system — the member ledger, the who-brought-whom ledger, and the founding promise. This subsection is how that system is operated on the floor, every class, as procedure. If recognition lives only in one friendly Team Member's head, it dies the week that person takes vacation. So it is run as steps, by the Member Experience Lead and the front desk, the same way every day.

Springs set before she reaches the reformer

During the opening roster review (E.1), the desk notes each first-class Member's recorded spring and reformer settings from the member ledger. Before each Member reaches her reformer, her springs are set to her recorded preference. A returning regular should not have to ask for what the desk already knows. New Members are set to the instructor's default and their preference is recorded in the ledger after class.

Names at the desk

The front desk greets each Member by name as she arrives. For the first class especially, the desk has already read the roster by name, so the greeting is immediate, not a scramble at the screen. New Members are introduced to the instructor by name before class. The standard is simple and measurable: the desk says her name fast.

The two-missed-classes noticed-absence text

This is the single most important recognition step, because "someone notices when I am gone" is the only real test of community. Run it as an exact procedure:

1. During the daily roster review, the Member Experience Lead checks the member ledger for any Member who has missed two consecutive booked classes, or who has not attended in two weeks, whichever the ledger flags first.
2. The same day, a Team Member sends that Member a short, personal noticed-absence text. It is warm, it is by name, and it never carries a discount or a promotion — a discount turns "we missed you" into "please buy," and the Member feels the difference.
3. The outreach is logged in the member ledger: date sent, who sent it, and any reply, so the same Member is not texted twice and so a pattern of absence is visible.

Sample noticed-absence text (adapt to the Member; keep it personal, keep it discount-free):

The text exists to make a Member feel known, not to recover revenue. If it ever starts to read like a win-back offer, it has stopped doing its job. Keep it human.

E.4Member Ledger and Who-Brought-Whom Ledger: Daily and Weekly Upkeep

The two ledgers are the closest thing a $0-cost Demand Engine has to an ad account, and they only work if they are current. Section C defines what the ledgers are and why they run the engine. This subsection is the upkeep cadence — who updates what, and when.

Daily upkeep (the front desk and Member Experience Lead, every operating day):

• Record new Members added that day: name, first-class date, how they found Rêve, and — if a current Member referred them — whose name they arrived under (this feeds the who-brought-whom ledger).
• Update settings and preferences noted during class (spring settings, tread preferences, injuries or modifications a Member disclosed).
• Log every noticed-absence outreach sent that day and any reply (see E.3).
• Note any Member milestone worth recognizing — a tenure anniversary, a Founding Member's guest, a return after a long absence.

Weekly upkeep (the Member Experience Lead, once a week):

• Reconcile the member ledger against the booking software so no Member is missing and no attendance is uncounted.
• Review the who-brought-whom ledger: which Members brought guests this week, whose referrals converted to Members, and which Founding Members are carrying the most word of mouth. Their standing is honored where they can see it (Section C), and their week's referrals are credited to their name.
• Pull the week's list of Members flagged for two missed classes and confirm each received a noticed-absence text.
• Hand the week's ledger health into the reporting cadence in Section G (the ledgers feed the membership, retention, and waitlist-health reports).

The ledgers are not administrative overhead. They are the operating record of the engine. A ledger left un-updated for a week is a week the engine ran blind.

E.5The Daily Closing Procedure

Closing protects tomorrow's opening and the equipment the Studio runs on. Like the opening, it is worked in order by an assigned closer, and — unlike the opening — it ends with a signature.

The closing checklist

• Final class complete; floor cleared of Members
• Every reformer wiped down, springs returned to neutral/stored position, straps and footbars checked and stowed
• Every Woodway treadmill wiped down, powered down per manufacturer guidance, belts clear
• Floors cleaned; mirrors wiped; class floor reset for tomorrow's first class
• Towels and laundry handled; sanitizing and water stations restocked for the morning
• Member ledger and who-brought-whom ledger updated for the day (see E.4)
• Any equipment pulled from service today logged and, if needed, service scheduled (see E.6)
• Any member incident from the day documented and reported (see E.7)
• Cash/close-out handled per your Section B and financial procedures
• Sound, lights, and HVAC set to overnight; doors and windows secured; alarm set

The sign-out rule

The closing checklist is signed before anyone leaves. The Member Experience Lead or the Owner reviews the completed checklist, confirms each line, and signs and dates it. No Team Member leaves and the Studio is not locked until the Lead or the Owner has signed. If neither is on site at close, the closer completes the checklist and the Lead or Owner signs off the same evening by review — but the standing rule is that a superior signs the close. The signature is what makes "closed to standard" a fact instead of an assumption.

Retain signed closing checklists; they are part of the records your Field Consultant reviews on field visits (Section G).

E.6Cleaning & Maintenance Schedule

A premium room stays premium only if it is cleaned and serviced on a schedule, not when someone notices. Equipment is serviced on the manufacturer's cadence — the Woodway treadmills and Merrithew reformers each carry a service interval, and you follow the manufacturer's published guidance for your fleet. Where this table says [per manufacturer guidance], use the interval and procedure in the current Woodway and Merrithew service documentation for your equipment; your Field Consultant can confirm the current cadence.

Log every service, every pulled-from-floor piece of equipment, and every return-to-service. A reformer or tread pulled for a failed check at open (E.1) does not return to the floor until the fault is corrected and the correction logged.

E.7Basic Safety & Incident Procedure

Member safety comes before the class, the schedule, and the standard. Every Team Member on the floor is trained in this procedure before working an unsupervised shift.

If a Member is injured during class

1. Stop and attend. The instructor stops the affected Member immediately and attends to her. If needed, the instructor pauses or holds the class; a Member's safety outranks the composed hour.
2. Assess and give first aid. Provide first aid within your training. Keep the Member still if a serious injury is suspected. Do not move a Member who may have a head, neck, or back injury.
3. Call emergency services when warranted. If the injury is serious — loss of consciousness, a suspected fracture, chest pain, difficulty breathing, or any injury you are not certain is minor — call 911 without delay. When in doubt, call.
4. Clear and secure. Move the class away from the affected equipment; take any involved reformer or treadmill out of service and log it (E.6) until it is confirmed sound.
5. Notify the Owner or Member Experience Lead on duty immediately.

Documenting and reporting the incident

• Complete an incident report the same day. Record the Member's name, the date, time, and class; what happened; what part of the body was affected; what equipment was involved; the first aid given; whether emergency services were called; and the names of the instructor and any witnesses. Do not record opinions about fault; record facts.
• Report the incident to the System. Submit the incident report to Rêve through the channel your Field Consultant provides, within the timeframe the System sets [timeframe per System incident policy]. The System tracks incidents across every market; your report is part of how the network keeps Members safe.
• Notify your insurer. Notify your insurance carrier of any injury that may lead to a claim, in accordance with your coverage. Your insurance requirements, minimum coverages, and carrier-notification obligations are set in Section B; follow the notification steps defined there. Do not skip carrier notification because an injury "seems minor" — your policy, not your judgment of severity, sets the notice requirement.
• Retain the report. Keep signed incident reports with your Studio records; they are reviewed on field visits (Section G).

Run this procedure the same way whether a Member turns an ankle stepping off a tread or something far more serious happens. The Member sees, in that moment, whether "you are seen here" was ever true. Make it true when it counts most.

F.1The Doctrine: The $0-CAC Standard

Rêve's marketing doctrine is one sentence: you earn demand, you do not buy it. The Demand Engine is the only asset in this business a competitor cannot copy, and it is powered by scarcity — a spot at Rêve is hard to get, and that is the whole draw. Paid demand and discounting do not add to that scarcity; they spend it. So the doctrine is not "market cheaply." It is "market in the one way that compounds the asset instead of draining it": your own presence, your Members' word of mouth, and a waitlist that means what it says.

Everything in this section flows from that doctrine. The prohibitions (F.2) name the moves that spend scarcity. The required work (F.3) is the engine that builds it. The approval process (F.4) and the five-question filter (F.5) are how the System keeps every market inside the standard, so that a room in a new city stays as good as the room in Wayzata — not because the owner is a founder, but because the standard refuses, on her behalf, to spend the thing she was sold.

F.2Prohibited Without Prior Written System Approval

The following are prohibited. Each one feels like reasonable marketing in the moment. Each one spends the scarcity. Do not run any of these unless the System has approved it in writing in advance (F.4) — and understand that for most of them, approval is the rare exception, not the expected answer.

If a promotion you are considering is not on this list but leans on paid reach, a discount, or "open to everybody," treat it as prohibited until the System says otherwise. When in doubt, submit it (F.4).

F.3Required: The Founder-Face Local Playbook

Here is what replaces the ad budget: you. The required marketing work of a Rêve Franchisee is to be the local face of the brand in your city, personally, the way the founder was the local face in Wayzata. This is not optional "extra" community work layered on top of real marketing. In the Rêve System, this is the marketing. It is the audience-building engine, and it runs on your name, your presence, and your time — not on spend.

The founder-face work begins in your Section B pre-opening countdown, before there is a lease or a room, and it never ends. In the pre-opening months it is how you build a measurable local audience before you spend a dollar on real estate. After you open, it is how the Demand Engine keeps turning. Section B sequences when this work happens against your launch runway; this subsection is what the work is.

Be personally present in the channels where your market already talks about where they train:

• The feeds. Show up in local social channels as yourself — the owner — sharing the room, the Members, the rituals, and the story. Presence and story, never a paid boost and never a discount.
• School pickup and the everyday rooms. The women in your market already talk about where they work out at school pickup, in the coffee line, at the gym. Be there, as a neighbor, not as an advertiser.
• Community committees and boards. The gala committee, the school auction, the local nonprofit board. These are where trust in a new town is built face to face.
• The group chats. The text threads and group chats where your market trades recommendations. You do not buy your way into these. You earn your way in by being known.

The test of whether the founder-face work is real is the same test Section B sets before you sign a lease: you must have a real, measurable local audience — one that shows up, not one you hope is there — before you convert it into a founding-member waitlist. You do not get to substitute an ad campaign for this work. The audience you build by hand, under your own name, is the answer to the only question that keeps a new owner up at night: what fills my room?

One caution. The founder-face work is the highest-value marketing you will ever do, and it is the first thing an owner is tempted to cut when it feels slow and buy ads instead. That trade is the prohibited move in F.2 wearing a disguise. When the audience is soft, the answer is more of this work, not a substitute for it.

F.4The Marketing-Approval Process

The System reviews marketing before it goes out. This protects you and every other owner: one off-brand or off-standard piece, published, can spend scarcity for the whole network. The process is simple.

What requires submission and prior written approval:

• Any use of a Rêve name, logo, or the Marks in a new piece of creative (see F.6).
• Any public-facing campaign, launch announcement, grand-opening promotion, or event marketing.
• Any promotion involving a price, an offer, or the $49 intro in any form.
• Anything you are unsure about. Submitting is free; a spent moat is not.

What is pre-approved and needs no submission:

• Your own personal, organic presence in the founder-face channels (F.3): posting as yourself, showing up in your community, sharing the room and your Members' stories in your own voice, with no paid boost, no discount, and no altered Marks.
• System-produced templates and assets provided to you for local use exactly as issued, without alteration.

How to submit:

1. Send the creative or copy to the System through the channel your Field Consultant provides, before any use.
2. Include where it will run, when, and to whom.
3. Wait for written approval before you publish or print. Standard review turnaround is [turnaround per System marketing policy]; build that lead time into your calendar and do not schedule a publish date that assumes approval.
4. If the System requests changes, revise and resubmit. Approval is of the specific piece as approved — a materially changed version is a new submission.

Do not publish first and seek forgiveness. Prior written approval means prior.

F.5The Five-Question Filter: The System's Creative Standard

Before anything publishes — a post, a promotion, a launch plan, an email, a printed piece — run it through the five-question filter. This is the same filter the System applies to its own decisions and the same one your Field Consultant will use when reviewing your submissions. More than one "no," and you rewrite before you publish. Even one "no" is a flag worth fixing.

1. Does this ask to be earned, or beg to be bought? Rêve is earned. If the piece begs a cold market to buy, rewrite it until it invites the market to earn its way in.
2. Does this promise a body that lasts, or results that wreck? Rêve promises the hour you can still do at fifty, not the one you survive once. If it sells punishment or a quick transformation, rewrite it.
3. Would Founding Member #23 read this as honor, or as being pushed aside? Every piece is read by the Members who built your room before it existed. If it would make her feel diluted or displaced, it spends the standing she paid for. Rewrite it.
4. Could any studio with a marketing budget say this? If a competitor could run the exact same line by swapping the logo, it names nothing money cannot fake. Rewrite it until it names something only Rêve can say — a receipt, a number, an earned promise.
5. Does the voice hold the velvet rope honestly — numbers over adjectives, no welcome mat? Lead with what is true and countable, not with adjectives. If it reads like a welcome mat or a results-glow ad, rewrite it until it holds the rope.

The filter is not a hoop. It is how the brand stays itself as it grows. A Franchisee who runs it honestly, every time, produces marketing that compounds the Demand Engine. A Franchisee who skips it eventually publishes the one piece that spends it.

F.6Trademark & Use of the Marks

The following subsection is written in a legal register and states requirements that route to your Franchise Agreement. It is a summary for daily use, not the full grant of rights — the Franchise Agreement and the FDD govern.

The trademarks, service marks, logos, wordmark, trade dress, and color schemes of the Rêve System (the "Marks") are owned by the Franchisor. You are licensed to use the Marks only in connection with the approved operation of your Studio, and only in the exact form, color, and configuration the System specifies.

Proper use.

• Reproduce the Marks exactly as provided in the System's brand assets. Use the approved wordmark, logo files, colors, and spacing without modification.
• Use the Marks only for the approved operation of your Studio and only on materials approved under F.4.
• Conduct your business so as to protect and enhance the goodwill associated with the Marks. The goodwill belongs to the System.

Prohibited alterations and uses.

• Do not alter, redraw, recolor, stretch, abbreviate, translate, or add to the Marks, and do not combine them with any other name, mark, or logo.
• Do not create your own Rêve logo, graphic, or lockup. Never approximate or redraw the Marks; use only the official files the System provides.
• Do not use the Marks, or any confusingly similar term, in your legal entity name, assumed/DBA name, domain name, email address, or social media handles without the Franchisor's prior written approval. Your operating entity is named separately from the Marks; the System will direct how your Studio is named and how the Marks appear.
• Do not register, or attempt to register, the Marks or any similar mark anywhere, in any form.

Misuse of the Marks is a default under your Franchise Agreement. If you are ever unsure whether a use is permitted, treat it as not permitted and ask your Field Consultant before you proceed.

G.1Required Reports and Cadence

You report to the System on a set cadence. The reports below draw directly from the ledgers and booking data you already keep under Sections C and E, so accurate daily upkeep is what makes reporting a five-minute task instead of a scramble.

The exact reporting obligations, formats, and due dates are set in your Franchise Agreement. Where this section states a cadence, follow the Franchise Agreement if it specifies otherwise.

On the retention number. Always report the retention rate with its cohort definition — what population, over what window. A retention figure without its cohort definition is not a report; it is a headline. The System tracks retention across markets and cannot compare numbers that are defined differently, so state the definition every time.

On the waitlist-health report. This report is how the System sees, early, whether the Demand Engine is turning in your market. A soft waitlist is not a failure to hide; it is a signal to act on (build more audience, put Founding Members to work, move the opening date — never buy the room; see Sections C and F). Report it honestly. The System would far rather see a soft waitlist reported and worked than a soft waitlist papered over with a paid funnel.

Submit every report through the channel your Field Consultant provides, by its due date. Keep your own copies with your Studio records.

G.2The Engine Integrity Audit

The System audits four things in every market. These are the four things that, if they slip, spend the scarcity — so they are checked as System Standards, with a clear picture of what good looks like and what a fail looks like. Your Field Consultant runs these checks on field visits (G.3); you should run them on yourself continuously.

Check 1 — Waitlist integrity

The standard: scarcity is run by tenure. Booking priority is ordered by time as a Member — the longer she has been here, the earlier her booking window opens — exactly as defined in Section C.

• What good looks like: the waitlist is tenure-ordered; Founding Members' priority is visibly growing with their tenure; the room runs near 75% with classes genuinely waitlisted; no booking is sold, auctioned, or fed by a paid promotion.
• What a fail looks like: priority has quietly flattened into a first-come lottery; a paid promotion is feeding the waitlist; or the "waitlist" is cosmetic — classes are not actually full. Any of these rebuilds the booking scramble Members came to escape and is a fail.

Check 2 — The Founding Promise kept

The standard: the founding promise is run as a system in your Studio, exactly as in Wayzata — locked rate honored, priority growing, told-first executed (Section C).

• What good looks like: every Founding Member's rate is locked and honored without exception; her booking priority compounds with her tenure; and she is told first — before the public — of every new opening and change, at your Studio and at the next city that opens.
• What a fail looks like: a locked rate quietly raised or eroded; priority that resets or fails to grow; or Founding Members learning of news at the same time as the public. The promise kept is the covenant the whole engine rests on; a broken promise is a serious fail.

Check 3 — Rigor coached in plain sight

The standard: the composed hour is taught as calibrated training — neither punishment nor pampering — by instructors certified in the Rêve Method (Sections D and E).

• What good looks like: the 12/12/8/8 hour is run to the minute; cues put form and safety before intensity; the hour is coached as the workout a Member can still do at fifty; the standard holds whether or not a founder or Field Consultant is in the room.
• What a fail looks like: the hour slid toward punishment (intensity for its own sake) or padded into pampering (rigor quietly dropped); blocks reordered or shortened; or the standard visibly softer when no founder is watching. The rigor is the "workout you keep"; letting it drift either way is a fail.

Check 4 — The $0-CAC discipline held

The standard: no unauthorized paid demand. The room fills on presence, word of mouth, and the waitlist — not on spend (Section F).

• What good looks like: no paid advertising running without the System's prior written approval; the founder-face local playbook is the marketing engine; the $49 intro is a quiet post-waitlist mechanic, never a public headline; no discount-led public offers.
• What a fail looks like: any unauthorized paid-ad line, boosted post, or paid acquisition; a discount used as a front door; or the intro promoted publicly. This is the one move that proves the thesis wrong for every owner at once, so an unauthorized paid line is the most serious fail on the list.

G.3Field-Visit Cadence

Your Field Consultant is both your first line of support and the person who audits the engine. The two functions live in the same visit on purpose: the System cannot help you keep the standard without also checking it.

• At launch — weekly contact. Through your launch window, your Field Consultant is in weekly contact, working beside you as your market opens and running the Engine Integrity checks in real time while the habits are still forming. This is when the standard is set for the life of the Studio.
• After launch — quarterly engine review. Once you are established, the cadence moves to a quarterly review. The quarterly review audits the engine, not just the money. Your Field Consultant walks the four checks in G.2 — waitlist integrity, the promise kept, rigor coached in plain sight, and the $0-CAC discipline — alongside your reports and records (signed closing checklists, incident reports, ledgers). A quarter of strong revenue does not pass the review if an engine check is failing, because a failing check is a revenue problem that has not shown up yet.

The exact visit rights, frequency, and scope are set in your Franchise Agreement; the cadence above is the System's standard practice. Treat a field visit as what it is: the System protecting the one asset you both depend on.

G.4Consequences of Failure to Report or Repeated Audit Failure

Reporting on time and holding the audit standards are System Standards. Failure to meet them has consequences, and those consequences are governed by your Franchise Agreement — this Manual routes to the Agreement rather than setting new penalties of its own.

• Failure to report. Failing to submit required reports accurately and on time is a default under your Franchise Agreement. Specific cure periods, fees, and remedies are [PER FRANCHISE AGREEMENT]. The System may also exercise its audit and inspection rights to obtain the information directly; the cost of a for-cause audit may be charged to you [PER FRANCHISE AGREEMENT] (see also the audit fee in Section H).
• Audit findings and cure. Where a field visit identifies a failing Engine Integrity check, the System will document it and set a corrective plan with a timeframe to cure. Cooperating with the corrective plan is required.
• Repeated audit failure. Failure to adhere to a System Standard, or repeated failure of the same check after a corrective plan, is a default under your Franchise Agreement, and the remedies available to the System — up to and including the consequences the Agreement specifies — are [PER FRANCHISE AGREEMENT].

None of this is meant as a threat, and it is not the spirit in which the System operates — the field relationship is built to help you pass, not to catch you failing. But the standards are real because the asset is real. A market that quietly spends the scarcity damages every other Rêve owner, so the System holds the line for all of them, in your market as in every other.

H.1The Consolidated Fee Table

Every amount below is a placeholder. The controlling figures are set in the FDD (Item 5, initial fees; Item 6, other fees) and your Franchise Agreement. Where an amount and a governing document disagree, the FDD and Franchise Agreement control.

Do not treat any figure as known until you read it in your current FDD and Franchise Agreement. Fee structures are updated over time, and your Agreement is the version that binds you.

H.2What Each Fee Funds

In plain terms, and without restating the amounts:

The initial franchise fee buys the right to operate under the Rêve System — the launch playbook, the Method, the waitlist and founding-member system, and the support behind them. The royalty is the System's ongoing share of your success and funds the continuing support you receive — your Field Consultant, the ongoing development of the Method and the System, and the central operation of the platform. The technology fee pays for the software that runs the moat: the booking and waitlist system that rewards tenure, and the digital audience engine — a genuine value line, because the waitlist mechanics are the difference, not a plain booking tool. The transfer, renewal, and audit fees cover the System's cost of the events that trigger them. The late and NSF charges cover the cost of late or failed payments.

The brand fund deserves its own line, because it carries a rule. The brand-fund contribution is pooled across every owner and funds the shared content and audience engine — the System-level creative, the brand's storytelling, and the central audience-building infrastructure that supports every market. The brand fund is never spent buying paid demand for any Studio. The moment a pooled marketing dollar buys a room's opening-day crowd, the $0-CAC claim dies in public, and it dies for every owner at once — so the fund is barred, as a matter of System doctrine, from becoming a paid-ad war chest. It funds the engine that earns demand; it never buys demand. The specific permitted uses and administration of the brand fund are set in the FDD and Franchise Agreement.

H.3Renewal

Your franchise has a term, and it may be renewable on the conditions set in your Franchise Agreement. Those conditions — the length of the term, whether and how it renews, notice requirements, any renewal fee, and any requirements you must satisfy to renew (such as being in good standing, updating the Studio, or signing the then-current form of agreement) — are [PER FRANCHISE AGREEMENT]. This Manual does not state renewal terms. Review your Franchise Agreement and consult your attorney well before your term ends.

H.4Transfer & Assignment

You may not transfer or assign your franchise except as permitted by, and on the conditions in, your Franchise Agreement. Those conditions typically include the System's approval of the transferee, the transferee meeting current qualification standards, your account being in good standing, a transfer fee, and the System's right of first refusal — the System's right to purchase the franchise on the same terms as a bona fide third-party offer before you may sell to that third party. The existence and mechanics of any right of first refusal, and all other transfer conditions, are [PER FRANCHISE AGREEMENT]. This Manual does not state transfer terms; the Franchise Agreement governs. Consult your attorney before agreeing to any sale or assignment.

H.5Termination & Post-Termination Obligations

The circumstances under which your franchise may be terminated — by you or by the System — and what you must do afterward are governed entirely by your Franchise Agreement. Termination triggers, cure periods, and post-termination obligations — which commonly include ceasing all use of the Marks, returning this Manual and all Confidential Information, and honoring any covenant not to compete and other surviving obligations — are [PER FRANCHISE AGREEMENT]. This Manual does not restate any termination trigger, penalty, or post-termination term. If termination is ever contemplated, from either side, review your Franchise Agreement and consult your attorney immediately.