TUF Management Group
The Execution Engine for TUF Inc.
Executive Summary
Converting Vision Into Execution
TUFMG stands as the execution engine under TUF Inc., designed to operationalize Teddy's portfolio into measurable outcomes. Our core purpose is converting aspirational vision into execution, cash-flowing operations, and repeatable systems across prioritized TUF initiatives.
We deliver disciplined management and execution that transforms brand and assets into sustainable, scalable operations without chaos, scope creep, or stalled initiatives.
Non-Negotiables
Funding and compensation confirmed before execution begins
TUFMG management budget separate from project budgets
Execution is the product—theory is not deliverable
Measurable delivery with weekly operating rhythm
The Problem We Solve
Scope Creep
Ambitious vision and parallel initiatives create risk without centralized execution platform
Unclear Ownership
Inconsistent project delivery and stalled timelines without clear accountability
Weak Controls
Financial discipline and budget governance lacking across initiatives
TUFMG resolves these challenges by installing departmental structure, delivery cadence, tooling, reporting, budget discipline, and project governance. We provide the operating home to implement systems, hire staff, manage vendors, and execute cross-vertical priorities with clear accountability.
Company Structure
1
TUF Inc.
C Corporation parent entity and brand owner of the overall ecosystem
2
TUFMG
LLC operating as the execution arm providing management and administrative services
3
Execution
Clean operating platform for systems, staff, vendors, and cross-vertical priorities

Executive team contracted via existing LLCs in Year 1 and Year 2. Staff can be a mix of W2 and vendor or contractor support where appropriate. Core documents include MSA, executive service agreements, budget confirmation memo, and operating cadence charter.
Mission, Vision, and Values
Mission
Build the operating engine that turns TUF's brand and assets into sustainable, scalable execution
Vision
A disciplined management and execution platform that can launch, stabilize, and scale TUF verticals
Values
  • Clarity
  • Accountability
  • Speed with discipline
  • Measurable delivery
  • Financial control
What TUFMG Actually Does
Executive Administration
Operating rhythm, meetings, decisions, and cadence management
PMO Delivery
Internal and external project execution with governance
Operational Build-Out
Vendors, facilities, logistics, and SOPs
Technology Enablement
Systems, security, data, and automation
Marketing Production
Content engine and video production capability
Business Development
Sponsorship pipeline and partnership execution
Finance Controls
Spend tracking, forecasting, and payment governance
People Operations
Hiring, policies, performance, and compliance
Executive Leadership Team
James Sesay
President TUFMG; VP Marketing and Fan Engagement
The LUSÉ Group • $200,000 annually
Darol Lucas
VP Operations and Technology
The LUSÉ Group • $200,000 annually
Darren Thompson
VP Business Development and Partnerships
POKR Consulting • $200,000 annually
Kylie Elizabeth
VP Administration
Virtuoso Community Solutions • $200,000 annually
Darryl Johnson (DJ)
VP Staff
Business Credit Works • $200,000 annually
Executive compensation is paid to existing LLCs for Year 1 and Year 2, totaling $1,000,000 annually or $83,333 monthly.
Nine Core Departments
Administration & Executive
Cadence, culture, communications, and People Operations
Staff (Chief of Staff)
Executive alignment, stakeholder coordination, accountability
Finance
Spend discipline, forecasting, monthly close, reporting
HR (People Ops)
Hiring, onboarding, policies, performance rhythm
PMO
Scope, timeline, ownership, weekly status for all initiatives
Operations
Vendor management, SOPs, logistics, facilities
Technology
Tool stack, security, dashboards, integrations, automation
Marketing (B2C)
Brand, content, fan engagement, video production
Business Development (B2B)
Sponsorship pipeline, partnerships, deal tracking
Operating Rhythm
1
Daily
Departmental standups, blocker escalation, PMO board updates, rapid issue resolution
2
Weekly
Executive leadership meeting, project review, marketing and BD alignment, finance and ops spend review
3
Monthly
Finance close and executive pack, KPI deep dive, staffing review, roadmap recalibration, stakeholder update
Funding Philosophy
1
Budget Separation
TUFMG management cost center is distinct from project and vertical cost centers
2
Spend Control
Approval thresholds, budget owners by department, monthly reporting pack
3
Procurement Policy
Documented approvals policy and vendor payment governance
This disciplined approach prevents blended budgets that create uncontrolled spend and confusion, ensuring every dollar is tracked and accountable.

Critical Principle: TUFMG does not begin execution without a confirmed budget and documented runway for compensation and core operations.
Two-Year Financial Overview
$5.6M
Year 1 Total
All-in operating budget including contingency
$8.6M
Year 2 Total
Scaled operations with expanded capacity
$14.2M
Two-Year Runway
Total capitalization requirement
Year 1 vs Year 2 Strategy
Year 1: Foundation
Objective: Stand up TUFMG infrastructure, staffing, controls, and delivery engine. Prove execution discipline.
  • Lean hiring plan focused on critical roles
  • Establish departmental structure and operating rhythm
  • Implement financial controls and reporting
  • Launch PMO and project governance
  • Build vendor relationships and procurement systems
Total Investment: $5,623,750
Year 2: Scale
Objective: Scale throughput, deepen compliance, strengthen finance rigor, expand production and partnerships.
  • Expand team capacity across all departments
  • Deepen recruiting operations and retention systems
  • Enhance production capability and sponsor fulfillment
  • Strengthen security and compliance roadmap
  • Optimize tool stack and automation
Total Investment: $8,552,676
Department Investment Breakdown
Marketing and Administration represent the largest investments, reflecting TUFMG's focus on brand building, content production, and executive coordination. Technology and Operations scale significantly in Year 2 to support increased throughput.
SWOT Analysis
Strengths
  • Experienced functional leadership
  • Clear department model with PMO
  • Cadence and accountability baked in
Opportunities
  • Major partnership visibility
  • Repeatable vertical launch playbooks
  • Sponsor value via production engine
Weaknesses
  • Depends on confirmed capitalization
  • Broad portfolio increases complexity
  • Needs fast clarity on decision rights
Threats
  • Capital delays
  • Scope creep
  • Unmanaged vendor spend without controls
Critical Focus Areas
Funding Ambiguity
Can cause stalled delivery and unpaid consulting dynamics
Blended Budgets
Create uncontrolled spend and confusion across initiatives
Undefined Decision Rights
Lead to stagnation, rework, and missed opportunities
Scope Creep
Spreading across too many verticals kills momentum
Premature Hiring
Burns runway without outcomes or measurable value
Production Capability Gaps
Weaken sponsor confidence and market traction
90-Day Implementation Roadmap
First 30 Days: Mobilize and Control
Stand up executive operating rhythm, select and configure systems, establish budget controls, launch PMO platform, implement security baseline, and begin hiring pipeline
By 60 Days: Build Throughput
Complete first month close, standardize procurement, run internal build program with weekly reporting, deliver consistent content output, and advance sponsor pipeline
By 90 Days: Prove Execution
Complete 90-day org health review, publish executive scorecard with KPIs, deliver month 2 close with trend analysis, implement program governance, and meet quarterly pipeline targets
First 30 Days: Key Deliverables
Administration & Executive
Approve org chart, decision rights, meeting cadence, execution scorecard, and Year 1 hiring roadmap
Finance
Select accounting system, establish cost centers, implement spend approval workflow, publish budget v1
PMO
Select PM platform, draft program charters, publish weekly status format for all active initiatives
Marketing
Publish brand guide v1, build 30-day content calendar, draft APEX Video Lab retainer scope
Business Development
Select CRM, load target list, create sponsor deck v1, set weekly pipeline review cadence
Technology
Implement Microsoft 365 baseline, finalize tool stack, implement security baseline policies
Marketing Production Model
Dual-Track Video Production
TUFMG's marketing engine combines external vendor expertise with in-house production capability to deliver consistent, high-quality content that builds brand and fulfills sponsor commitments.
APEX Video Lab
Vendor retainer for professional production, complex shoots, and high-stakes sponsor deliverables
In-House Videographer
Senior Videographer and Editor (Josh Barnes) for rapid-turnaround content, social media, and daily production needs
This hybrid model ensures production capability gaps don't weaken sponsor confidence while maintaining cost efficiency and creative control.
Immediate Next Steps
Form TUFMG LLC
Align structure under TUF Inc. and establish legal foundation
Execute Agreements
Draft and execute MSA, executive service agreements, and budget confirmation memo for 24-month runway
Implement Systems
Select and implement operating system: PM platform, SOP hub, finance approvals, file architecture
Execute Hiring
Year 1 lean hiring sequence: Finance controls, PM discipline, HR leader, tech baseline, marketing and BD engines

Remember: Funding and compensation must be confirmed and verified before execution begins. TUFMG does not operate on theory—execution is the product.
Ready to Execute
TUFMG represents a disciplined, accountable execution platform designed to convert TUF's ambitious vision into measurable outcomes. With clear departmental structure, experienced leadership, and proven operating rhythms, we're ready to deliver.
9
Departments
Fully structured and
ready to operate
5
Executives
Proven leaders contracted and aligned
$14.2M
Two-Year Runway
Capitalization for sustainable execution
The foundation is designed.
The team is identified.
The roadmap is clear.
Now we execute.