Business Plan · Working Draft v3 · July 2026

Temecula Wellness Center
A practitioner collective anchored by a recovery commons

Founders Sara Hartman · Alex Golding Space Suite E · Margarita Professional Building · 43950 Margarita Rd, Temecula (±2,718–2,768 SF — confirm exact SF) Base rent $4,600/mo — verbal quote for Suite E (get in writing); campus list comp $1.95/SF MG Status Concept & feasibility — pre-lease

The shape of this business is simple, and it's worth stating on page one: the licensed rooms carry the rent; the contrast room and the commons are the business; evenings are the brand. Licensed at market rates to a curated set of complementary practitioners, the perimeter rooms at full occupancy come within a few hundred dollars of covering the $4,600 base rent before a single membership is sold. The fixed equipment (sauna, cold plunge) lives in enclosed perimeter rooms — one or two of them, never in the open center — so the big middle room stays genuinely flexible: a movable recovery commons on weekdays, a cleared events floor on nights and weekends. That's what turns a landlord arrangement into a wellness brand people belong to.

1The concept

A curated wellness center — not a spa collective. The distinction matters: five unrelated practitioners sharing a lobby compete with every spa in the valley. A center curated around recovery and clinical wellness — Sara's certified post-surgical lymphatic practice at its core, surrounded by complementary modalities (acupuncture, IV therapy, esthetics, nutrition, bodywork) and a shared recovery commons — means every surgeon referral, Google review, and event guest feeds every room in the building.

• Anchor demand is pre-solved. Sara opens with a fully-booked practice, a turn-away waitlist, and surgeon referrals. Most collectives die waiting for foot traffic; this one opens with it.
• The market gap is real. The nearest analogue, Feel Better Integrative Wellness (110 Yelp reviews), proves Temecula demand for exactly this model — assisted lymphatic, recovery lounge, sauna — but nobody in the valley combines it with certified post-surgical care and a practitioner collective.
• Two revenue engines, one roof: (a) predictable license income from practitioner rooms, and (b) scalable house revenue from memberships, events, and services — each de-risking the other.

2The space — 43950 Margarita Rd, Margarita Professional Building

From the 43950 building-layout sheet (owner contact: Neeru Sehgal, 951-760-8562), LoopNet/CoStar records, prior listings for the suite (MLS SW23165469, SW25035667), and the twin-building 43920 brochure (Coldwell Banker, Cyndi Light, 951.297.7427) used for rate benchmarks.

• Sara is already a tenant in this building. Her studio address is 43950 Margarita Rd — she operates from within the suite the real-estate group occupies (that group has marketed spare private offices at $500/mo as recently as Feb 2025). Taking over the suite means zero relocation for her clients: same door, bigger footprint.
• The target is Suite E — the building's largest (confirmed), with a $4,600/mo verbal quote on the table. Recorded at ±2,718 SF, that's ~$1.69/SF — roughly 13% below the campus list ($1.95/SF = $23.40/SF/yr, the rate the twin building's Suite H is marketed at, ≈$5,300–5,400/mo for this size). The discount likely reflects Sara's existing tenancy; it's a good number — the job now is converting it from verbal to written before it drifts.
• Suite E's position is the best in the building for this concept: it wraps the rear corner directly adjacent to the common break room, the multi-stall restrooms, a rear exit, and the outdoor trellis patio with seating — a ready-made spillover space for evening events and post-circuit cooldowns that no other suite touches.
• Interior layout fits the room-collective model (confirmed). The suite is built as rooms ringing the outside of an open center — per the walk-through observation and its listing history (main lobby with water feature, ~6 perimeter private window offices, enclosed conference room, kitchenette). This is the exact "rooms around a commons" shape the plan needs: buildout is finishes, not framing. Measure each room on the next visit to finalize the license map.
• Building facts (LoopNet/CoStar): built 2008, single story, ±10,548 SF, Class B, 12′ ceilings, 47 surface spaces (4:1,000 + reciprocal), FiOS, key-fob entry after hours — which makes the self-serve weekday commons and the evening/weekend events model operationally trivial.
• Shared amenities the Center doesn't have to build: common restrooms, a community kitchen with lunch tables, and the outdoor patio — all steps from the suite door.
• Marketed for office/medical use on the same campus as the twin 43920 building (one block from Temecula Valley Hospital, corner of Margarita & De Portola, I-15 via Temecula Parkway).
• Two negotiation paths: the owner directly (Neeru Sehgal, per the building's own layout sheet) or the campus broker (Cyndi Light, CBC). The twin building is advertising 3 months' abatement on a 3-year term — use it as the campus comp even if this suite is negotiated off-market.

3Business structure — how to hold it

Recommended: a hybrid license model held in a new LLC ("the Center"), formed by Sara and Alex.

4The rooms — the rent-coverage engine

Illustrative rates from Temecula-area treatment-room and salon-suite comparables; validate with 3 local quotes during diligence.

*Perimeter-room layout confirmed; individual sizes still estimated (±20%) from comparables — measure on the next visit and re-map licenses to actual dimensions. For reference: a massage/acupuncture room works at 100–120 SF; machine and multi-recliner rooms want 140+.

The rule this table creates: fully occupied, the five licensed rooms land within a few hundred dollars of base rent on their own ($4,250–4,800 vs. $4,600), and the contrast room's membership revenue closes that gap many times over. The lease still should not be signed until at least 3–4 external practitioners have signed letters of intent — with Sara that puts day-one license income at $3,450–4,500 before the commons sells a single membership. Sara's network (referring surgeons, med-spa contacts, her own waitlist of practitioners who ask to work with her) is the recruiting channel.

5The middle room — weekday revenue, weekend brand

The central space is the strategic question, and the answer has two parts. First, it's two businesses sharing a floor plan, split by the clock. Second — and this resolves the layout problem — nothing immovable ever goes in the middle room. Saunas and plunges are fixed, heavy, wet infrastructure; parked in the open center they would permanently eat the floor and kill every other use. So the wet core goes into an enclosed perimeter room, and everything in the commons rolls, folds, or stows. The big room stays a big room.

The wet core: a contrast room, not a wet commons

• One perimeter room — best candidate is the room nearest the restrooms and rear exit (shortest plumbing, drainage, and ventilation runs) — is built out as the contrast room: a 2–3 person infrared sauna, one cold plunge, towel station, and containment flooring. An enclosed room solves humidity, ventilation, privacy, and splash containment in one move; it's exactly how commercial recovery lounges handle wet equipment.
• Booked slots keep it revenue-dense: members reserve 30–45 min contrast sessions by app, so one room meters capacity cleanly and comfortably serves the weekly visits of 60–90 members.
• The trade is one ~$800–900/mo room license for the engine of the entire membership — the highest-and-best use of any single room in the suite. (If the infrastructure check says no wet equipment, the same room becomes the body-contouring/red-light room and the membership launches dry at a lower price point.)

The two configurations, side by side

Both configurations share identical structure, operations, and event model — the only variables are one room's use, one equipment order, and the membership ceiling. The P&L table in §7 shows Config A; Config B shifts the base case up ~$1,900/mo and the conservative case down ~$950/mo.

Weekdays in the commons: movable by design (membership business)

• The dry circuit is deliberately all-mobile: compression-boot recliners roll, the red-light panel stands on casters, PEMF mats fold, IV recliners roll. A storage wall or closet along one side swallows the entire kit — the room flips between lounge and cleared floor in about 15 minutes.
• Day mode: recovery-lounge stations plus IV-lounge windows (the IV tenant's recliners operating under their license, their medical oversight). Evening/weekend mode: open floor for events up to the room's occupancy limit.
• Pricing as modeled: $99–149/mo memberships covering contrast room + dry circuit, $30–40 drop-ins, punch packs; practitioner tenants comped — a recruiting perk that costs almost nothing.
• The flywheel is the hallway: every post-op client, acupuncture patient, and IV customer walks past the commons and the contrast-room door on every visit.

Evenings + weekends: The Events Room (brand business)

• Facilitator rentals: breathwork, sound baths, women's circles, workshops — $75–125/hr or a 70/30 door split. Temecula's facilitator community constantly hunts for beautiful space; this room fills itself once word is out.
• House signature events (1–2/mo): ticketed recovery nights, post-op education evenings with referring surgeons (which double as referral-channel marketing for the whole building), wine-country wellness collabs. Group experiences in the $300–500 private-buyout range are a proven local format.
• Corporate/private daytime bookings fill weekday gaps opportunistically without depending on them.

The layout, drawn

Concept schematic — not to scale, room positions illustrative. Final assignments come from the tape-measure visit; the contrast room goes wherever plumbing/ventilation runs are shortest, and the IV suite wherever visibility is best.

6How it runs — the operating model

The design principle throughout: the Center runs on systems, not staff. Practitioners run their own practices; members self-serve through an app; the only labor the house buys is peak-hour hosting, cleaning, and events.

Who does what

A member's visit (zero-staff by design)

Book a contrast slot in the app → fob in through the building's after-hours-capable entry → towel from the shelf → 30–45 min contrast session → boots or red light in the commons → out. The booking system meters contrast-room capacity, door access maps to bookings, and cameras plus Sara's daytime presence in the suite cover the safety net. Unstaffed mornings, hosted afternoons, facilitator-run evenings.

Care mode vs. event mode — the two-mode schedule

Events and treatments can't share the floor at the same moment: the commons is also the suite's circulation space, and a sound bath is incompatible with a massage in progress two doors away. The fix is not juggling — it's a published two-mode schedule, fixed in advance and written into every license agreement, so nothing is ever a surprise to a practitioner, a member, or an event guest.

• Practitioners keep two guaranteed quiet evenings (Mon/Wed) plus all days — and the event windows are disclosed in the license agreement itself, with the event calendar visible 30 days out. Evening-heavy practitioners (typically massage) are steered to the quiet evenings; daytime-heavy modalities (esthetics, acupuncture, IV) barely notice event mode exists. This is also part of why licenses price at $800–1,050 rather than full private-studio rates.
• Event mode takes the whole suite — plan for it rather than fight it. Every room door opens onto the center, so there is no path past an event in progress: during an event window there are no treatments and no contrast slots. That is exactly why events start only after care hours fully end (7:30pm behind the 7:00 buffer) and why Mon/Wed evenings are contractually event-free. On event nights members keep the 5–7pm post-work contrast peak and lose only the late tail — stated plainly on the membership page.
• The silver lining: whole-suite privacy is a sellable product. Because an event owns the entire floor, the premium format is the private recovery-night buyout — a group gets the commons plus the contrast room, boots, and red light as event stations, at $400–600 per evening (a proven group-experience price point at the founders' existing facilities). Higher margin than a room rental, and it converts attendees into members.
• Events are a member benefit, not a closure. Members get free or discounted seats at house events and priority booking for facilitator events — the schedule reads as programming, not lost access. (This is the standard recovery-lounge move: the room is the event.)
• Facilitators do the labor: arrive 30 minutes early for the flip, reset the commons after, refundable reset deposit in the rental agreement. The host covers house events only.
• A 30-minute buffer (7:00–7:30pm on event nights) separates the last treatment/commons session from doors — the flip happens inside the buffer, not around clients.
• Volume rule in both agreements: amplified/loud formats only after the last treatment ends; if an event category generates practitioner complaints twice, it moves to Sunday or off the calendar — house rules, house call.

The weekly rhythm

• Nightly: janitorial cleans; host (or closing facilitator) resets the commons from the storage wall.
• Weekly: plunge water chemistry + equipment check on the service route; utilization dashboard review — contrast bookings, member count, room occupancy, event fill — the same numbers that drive the §4 conversion ladder.
• Monthly: practitioner check-in (15 min each), one house signature event, membership cohort review (joins, churn, visit frequency).

Everything measurable flows into one dashboard from day one — the conversion triggers in §4 only work if the numbers are actually watched, and that instrumentation habit is the cheapest insurance in the whole plan.

7Financial model (illustrative)

Directional estimates for structure decisions — to be replaced with quotes and signed LOIs during diligence. Assumes the $4,600/mo working rent is confirmed in writing (list rate would be ≈$5,398 — the model still clears at list, with base-case net dropping ~$800/mo); modified-gross inclusions TBC, so utilities are modeled separately. Sara's TLT practice revenue is excluded — only her license fee counts toward the Center.

How the money works — five streams

Ranked by predictability on purpose: licenses cover the fixed costs, memberships create the profit, and everything else compounds the first two. No stream depends on Sara's treatment hours.

Read it this way: the conservative case — four rooms filled, a modest 25 members, one event a week, zero staff — still clears breakeven, barely; the commons is what creates the margin. That is the whole argument for the hybrid structure: the downside case is "a break-even room-license business while memberships build," not a cash furnace. The base case pays back the buildout in roughly a year.

Startup capital (one-time, illustrative)

A two-contrast-room launch runs ≈ $92,000 (second sauna/plunge set ≈ $14K); pre-wiring room #2 as a warm shell adds only $2–3K to either scenario and is recommended regardless. Practitioners furnish their own rooms — a real advantage of the license model. Equipment costs assume trade/dealer sourcing rather than retail; both figures shrink if the landlord contributes tenant improvements (ask — see §9).

8Why this team can run it

• Sara: the clinical anchor — certified post-surgical MLD, 25 years of hands-on credibility, surgeon relationships, a waitlist, and the practitioner network to fill the rooms. She is also the quality bar that makes "curated" true.
• Alex: the operating layer — currently runs two recovery facilities (sauna/cold-plunge lounge in Point Loma; a recovery studio in Rancho Bernardo with vibroacoustic, compression, and group-experience programming) and a cold-plunge service company, with existing systems for booking, memberships, intake, automated marketing, review generation, dashboards, and payroll. Equipment sourcing, water chemistry, maintenance protocols, and event formats are already built and running elsewhere — this plan imports them rather than inventing them.
• Division of labor that matches the model: Sara curates practitioners and owns clinical standards; Alex owns lease/vendor negotiation, finance, systems, and the commons/events P&L. Neither is doing the other's job.

9Before signing anything — diligence checklist

10Launch plan

The buildout, itemized

No structural work anticipated — the perimeter rooms exist. This is finishes, systems, and equipment.

11Open questions for Sara + Alex

• Equity and capital: who funds the $62–92K, and how does the split reflect capital vs. the clinical anchor vs. the operating workload? (Common frame: equal partners with capital treated as a member loan repaid before distributions.)
• Brand: new name for the Center vs. extending TLT. Recommendation: new brand — TLT stays Sara's premium clinical identity; the Center is the umbrella practitioners join.
• Dry vs. full commons at launch — infrastructure findings and capital appetite decide; the model works either way, at different membership price points.
• Sara's hours: her practice is the anchor, but the plan deliberately requires none of her treatment hours to run the Center — protecting the revenue that funds everything.

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