Lawrence Gene
On-camera lead / founder
Anchors the inspirational throughline — building a 3D-printed-construction company inside a legacy industry and inspiring others to overcome limitations regardless of life experience.
The pitch · single-page view
The whole pitch, one page.
All 13 sections in reading order — the same content as the five chapters, for anyone who prefers one long scroll.
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#formatstatus draftsource In-house (Producer content)Format Overview
Logline, genre, season shape, release strategy, and the Year-1 reach target.
Building What Aims to Be America's First 3D-Printed Elementary School — And Much More. The Unscripted Series That Will Redefine Construction, Innovation, and What's Possible on Television.
A premium unscripted series that follows Pleet3D as it prints what aims to be America's first 3D-printed elementary school (unconfirmed: the 'America's first' designation is pending independent confirmation; 3D-printed school precedents exist internationally) — and an entire portfolio beyond it: Vietnam furniture sourcing, executive travel, supply-chain logistics, AI and web builds via JackalopeEnterprise, a neurodiverse workforce, and the regulatory fight to rewrite building codes.
- Genre
- Unscripted / reality-documentary hybrid
- Format
- Serialized season-long thesis with self-contained episodic arcs
- Episode length
- ~20–30 min, digital-first modular docu-series; cut-down short-form clips
- Season order
- 10-episode first season↳
- Release strategy
- Digital-first: YouTube long-form primary, short-form clips, with FAST/streaming and broadcast-licensing optionality
- Platform
- YouTube (primary); TikTok / IG Reels / Shorts; LinkedIn; FAST / streaming
- Production model
- Multi-state principal photography (OK/NY/CA + Vietnam, at sea) on a tiered budget
Season-1 episode arcs
- 01The First Layer
- 02Code Meets Concrete
- 03Printer vs. Jobsite
- 04The Human Trades
- 05Kids in the Blueprint
- 06Open House, Open Questions
Year-1 cumulative reach target
2.67M viewers across YouTube long-form, AVOD clips, and limited linear windowsYear-1 cumulative reach projection[src]
unconfirmed: internal model
Math notes·algebraic + calculusunconfirmed▸
Displayed value (frozen)2.67M viewers
Algebraic
Identity with hero DISPLAYED_STATS.year-1-cumulative-reach and ripple R=2,670,000. No independent transform on format page.
Calculus / continuous
See hero-year1-reach. Must remain numerically identical across all reach surfaces.
Residual riskHIGH — same gated model as hero
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#caststatus draftsource Producer teaser → Legal-gated (PLE-2 §8.8)Cast & Personalities
On-camera leads and the consent-gated profile area (teaser).
Teaser only. The full Cast & Personalities area (per-profile photo/bio/role + digitally-signed document surface) is consent-gated and blocked on the requester roster, Legal's document set, and Zoho Sign credentials (PLE-2 §8.8). No personality or entity appears on the public site until its on-camera consent form is signed. The leads named below are the on-camera principals already credited across the topic grid and site metadata.
Kayla Lee
On-camera lead
Carries the trades-and-STEM spine, including the plumbing-school arc where new tech meets traditional craft on the hybrid build.
Beyond the leads, the series represents its full ensemble the way crew and team are represented today — the Production Crew Roles and Delegation & Team Analysis sections, plus the /crew and /team pages, profile the departments that carry the show. Team & Culture (PLE-1076) adds anonymized role cards and a consent-safe gallery for producer-facing humanization without diagnosis theater. /crew /team
Consent gate
Every on- and off-camera personality — and any entity, such as a permitting office — is shown only after the relevant consent form is digitally signed. Signing runs entirely on Zoho Sign; the site stores no signer PII and no signed documents, reading only each profile's signed-or-not status to drive the gate.
A dedicated, consent-gated /personalities area (per-profile photo, bio, role, and standard-form document surface) follows once the roster, Legal's finalized document set, and Zoho Sign templates are supplied.
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#team-culturestatus finalsource Pitch Content Producer — CMO + Legal dual-gate APPROVETeam & Culture
Craft excellence and inclusion without spectacle — anonymized, consent-safe.
A building company that treats different minds as production capacity.
The series documents how a multi-function team — print operators, trades, design, ops, and on-camera leads — stages a flagship school build that aims to be among the first U.S. 3D-printed elementary schools (unconfirmed: absolute “first” pending independent confirmation). Inclusion shows up as process design: clear checklists, sensory-aware staging, cross-training, and mutual accountability. We do not medicalize people for narrative heat.
Never
- Diagnosis theater or medical detail
- Identifying photos without explicit consent trail
- Inspiration-porn framing that centers pity
- Claiming clinical outcomes or therapy narratives
Always
- Lead with craft, role, and outcome
- Anonymize by default
- Label concept/BTS media honestly
- Route named likenesses through Legal consent gate
Anonymized neurodiverse team highlight
A small, anonymized operator pod on the hybrid print site turns sensory-aware process into build quality: written checklists, predictable shift starts, and cross-training with traditional trades. The story is excellence under real constraints — not a clinical case study.
Composite / anonymized until individual releases exist. No names, faces, or diagnoses in public surfaces.
Role cards (composite)
Print Lead (anonymized)
Layer QA, machine uptime, handoff to trades
Strengths-based scheduling; deep-work blocks protected during pour windows.
Trades Bridge (anonymized)
Plumbing/electrical interface with printed geometry
Translates between craft vernacular and print tolerances — on-camera teaching moments stay technical, not personal.
Field Producer (anonymized)
Episode coverage when weather stalls the build
B-story readiness protects both schedule and crew bandwidth.
Consent Coordinator (anonymized)
Zoho Sign gates for personalities and entities
No unsigned person or office appears — privacy is production craft, not paperwork afterthought.
Culture gallery
Asset slot · concept
Print pod — machine rhythm
Anonymized print technicians
Checklist discipline and layer QA on the gantry line. Faces optional; hands and process preferred until consents land.
Consent-safe: gloves, tablet checklist, extruder path — no name badges, no medical devices highlighted.
Concept / Placeholder – Final Talent Assets Pending
Asset slot · concept
Hybrid trades — printer meets plumber
Anonymized trades + STEM crew
Cross-training between traditional craft and print tech — the show’s human spine.
Two craft stations side-by-side; no identifying school children; no private documents in frame.
Concept / Placeholder – Final Talent Assets Pending
Asset slot · concept
Ops table — quiet coordination
Anonymized ops / coordination pod
Sensory-aware staging: written agendas, predictable call times, clear ownership of blockers.
Wide table, printed run-of-day, soft lighting; no personal health notes on whiteboards.
Concept / Placeholder – Final Talent Assets Pending
Asset slot · concept
Community open questions
Anonymized community-facing roles
Open-house energy without exploiting attendees. Focus on the build, not private stories volunteered on camera.
Crowd as texture only; blur non-released faces; no child close-ups without guardian release.
Concept / Placeholder – Final Talent Assets Pending
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#visual-stylestatus draftsource In-house (Producer content)Visual Style & Sizzle Potential
The cinematic and YouTube-native looks, the Liquid Glass identity, and the sizzle.
The series is built to look unmistakably premium and to travel natively across broadcast, streaming, and short-form. Two visual languages run in parallel: the cinematic, network-grade documentary frame, and the YouTube-native catharsis cut that turns a single print sequence into a shareable moment.
Cinematic language
Wide-angle gantry shots and layer-by-layer print time-lapses give the construction story scale, intercut with vérité interviews and golden-hour reflective sit-downs. Milestone days — groundbreaking, gantry rise, ribbon-cutting — are covered multi-camera with signature aerials. The grade leans cool and architectural on site, warm and human in the family and community beats.
YouTube-native catharsis
The proven satisfying-process genre is engineered in from the edit: macro shots of concrete extrusion, clean-finish reveals, and ambient site-sound bedding cut for the rapid-share rhythm that drives clip reach. Each episode yields self-contained catharsis clips — first-layer extrusion against kid-wonder reaction shots — designed to seed the streaming and social funnel ahead of the broadcast window.
Liquid Glass identity
On every digital surface the show carries the Liquid Glass design system established for Pleet3D: frosted panels, refraction overlays, a dark high-contrast palette, and motion that respects prefers-reduced-motion. The pitch platform itself is the first proof of the look — the same identity that renders this deck renders the show's titles, lower-thirds, and on-screen data overlays.
Sizzle potential
Until real timelapse footage lands, the home page holds the sizzle slot with a static, honestly-captioned poster frame — a concept render clearly labeled as such, with no fake motion. The sizzle's job in the room is singular: in under thirty seconds, prove that a construction documentary can feel like prestige television and play like a viral build channel at the same time.
Visual palette
The show's on-screen palette is drawn straight from the build itself — concrete gray, steel, clay, sand, and architectural white ground the construction story, while blueprint blue, safety orange, digital green, and the signature Pleet pink carry the engineering, jobsite, software, and brand beats. The same palette drives titles, lower-thirds, and on-screen data overlays so every surface reads as one identity.
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#delegationstatus draftsource CHRODelegation & Team Analysis
How department leads carry the series through production.
The series is structured as a six-department delivery: Story, Production, Engineering, Finance, Legal, and Marketing. Each lead owns a deliverable surface in this pitch deck and a recurring weekly review with the CEO.
Delegation principle
The CEO holds the product spine (tone, narrative, technical authenticity) and delegates execution to the department leads. Department leads delegate task-level work to their crew. Escalation is two-up: a crew-level question lands with the lead; a lead-level question lands with the CEO.
Team analysis
- Story lead — owns the writers' room, episode bible, and continuity ledger.
- Production lead — owns the shooting schedule, location bookings, and on-set safety.
- Engineering lead — owns the 3D pipeline, render queue, and on-screen UI assets.
- Finance lead — owns tier budgets, monetization model, and weekly burn report.
- Legal lead — owns deal terms, talent agreements, and platform compliance.
- Marketing lead — owns brand partnerships, press cycle, and platform launch.
Current operating model. Pleet runs as six coordinated functions — production, architecture/design (Lee Simon Design), engineering, admin/ops (Jackalope Enterprise), crew & contractors, and partnerships. Named leads and final reporting lines are confirmed during onboarding.
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#crewstatus draftsource CHROProduction Crew Roles
Staffing matrix — role, headcount, day-rate band.
Indicative headcount across listed departments — day-rate bands pending CHRO confirmation. Total: 14.
Story
- Showrunner×1$2,500 – $4,000 / day
- Staff Writer×3$900 – $1,400 / day
- Script Coordinator×1$450 – $650 / day
Production
- Line Producer×1$1,800 – $2,600 / day
- 1st AD×1$1,100 – $1,600 / day
- DP / Cinematographer×1$1,500 – $2,400 / day
- Gaffer×1$800 – $1,200 / day
- Sound Mixer×1$700 – $1,100 / day
Engineering
- 3D Pipeline TD×1$1,200 – $1,800 / day
- Render Wrangler×2$550 – $850 / day
- On-screen UI Designer×1$800 – $1,200 / day
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#deal-termsstatus draftsource CounselProposed Demands & Deal Terms
Numbered clauses for the writers-room / distribution deal.
The deal-term posture below is a negotiation opening, not a commitment. Final clause language, jurisdiction, and dollar figures will land here once Counsel publishes the redlined term sheet.
- Creative control. CEO holds final cut on the pilot; subsequent episodes follow a documented review chain (showrunner → CEO → platform).
- IP ownership. Pleet3D, LLC retains underlying world / character / 3D-pipeline IP. Platform receives a time-bounded distribution license, not assignment.
- Distribution window. First-window exclusivity is negotiable per platform; default ask is 12 months from release with reversion thereafter.
- Revenue share. Net-profit definition must be transparent (auditable line items) and tied to a documented waterfall. No "Hollywood net" wording.
- Talent terms. Standard SAG-AFTRA scale floor; key cast options on episodes 2–6 capped at parity with industry mid-band.
- Marketing approval. Platform marketing assets require opt-in approval from Pleet3D for likeness, voice, and brand-adjacency use.
- Termination & cure. Material breach triggers a 30-day cure window before termination. Termination reverts unreleased episodes to Pleet3D.
- Audit rights. Quarterly platform-side audit at Pleet3D's request, capped at 2 per year, with 14-day notice.
- Tax / production credits. Production-state tax credits (where applicable) accrue to Pleet3D unless explicitly assigned in the term sheet.
- Governing law. To be set by Counsel; default ask is Delaware (Pleet3D entity domicile).
Opening posture — negotiation framing. These ten clauses state Pleet’s opening positions. Final dollar figures and governing-law jurisdiction are set by Counsel during term-sheet redline.
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#budgetstatus finalsource Finance — Pleet3D, LLCBudget Tier Options
Three production tiers — Lean, Standard, Premium — line items, crew bands, travel envelope, and a two-layer contingency reserve.
Equipment + post share declines as tier rises: variable above-the-line spend (host fees, producer scale, on-location specialists, travel envelopes) scales faster than fixed below-the-line spend (cameras, audio, edit suites, color, mix). Equipment + post share derivation[src]
Lean
10 ep season$258k
per episode
$2.58M per season
- Crew
- 12 headsLower band, non-union unscripted reality
- Day rate
- $1,083.33/head-day
- Equip + post
- 50.00%
- Travel scope
- NY / AR / OK rotation, no international
- Above-the-line (host + showrunner + EP)$48,00018.60%
- Below-the-line crew (12-person field unit)$52,00020.16%
- Equipment + post-production allocation$129,00050.00%
- Travel envelope (NY / AR / OK rotation, no intl.)$14,2005.50%
- Insurance + production legal$9,4003.64%
- Contingency (layer-1, ep-level)$5,4002.09%
Reverse-solve receipts
- Per-season: $258,000 × 10 = $2,580,000
- Equipment+post: $258,000 × 0.5000 = $129,000
- Crew day-rate: $52,000 / (12 × 4) = $1,083.33 / head-day
Standard
10 ep season$725k
per episode
$7.25M per season
- Crew
- 22 headsMid-band, experienced field producers
- Day rate
- $2,068.18/head-day
- Equip + post
- 33.70%
- Travel scope
- NY / CA / AR / OK + 1 international swing
- Above-the-line (host + 2 EPs + showrunner + line producer)$148,00020.41%
- Below-the-line crew (22-person field + base unit)$182,00025.10%
- Equipment + post-production allocation$244,32533.70%
- Travel envelope (NY/CA/AR/OK + 1 intl. swing)$68,4009.43%
- Insurance + production legal$24,2753.35%
- Contingency (layer-1, ep-level)$58,0008.00%
Reverse-solve receipts
- Per-season: $725,000 × 10 = $7,250,000
- Equipment+post: $725,000 × 0.3370 = $244,325
- Crew day-rate: $182,000 / (22 × 4) = $2,068.18 / head-day
Premium
10 ep season$1.95M
per episode
$19.5M per season
- Crew
- 38 headsUpper band, union CA camera/grip + overseas premium
- Day rate
- $2,889.47/head-day
- Equip + post
- 30.50%
- Travel scope
- NY / CA / AR / OK + Vietnam + Virgin Voyages
- Above-the-line (host + 3 EPs + showrunner + line producer + DP)$432,00022.15%
- Below-the-line crew (38-person multi-unit)$549,00028.15%
- Equipment + post-production allocation$594,75030.50%
- Travel envelope (NY/CA/AR/OK + Vietnam + Virgin Voyages)$208,25010.68%
- Insurance + production legal$58,5003.00%
- Contingency (layer-1, ep-level)$107,5005.51%
Reverse-solve receipts
- Per-season: $1,950,000 × 10 = $19,500,000
- Equipment+post: $1,950,000 × 0.3050 = $594,750
- Crew day-rate: $549,000 / (38 × 5) = $2,889.47 / head-day
Math notes·algebraic + calculus▸
Displayed value (frozen)Lean $258k/ep · Standard $725k/ep · Premium $1.95M/ep
Algebraic
Per-season = per-episode × 10. Line items sum to per-episode exactly on all three tiers. Equipment+post = ep × equipmentPostPct. Crew day-rate = BTL / (headcount × shootDays). All reverse-solves dual-engine PASS (see script).
Calculus / continuous
N/A for continuous dynamics — discrete production-budget allocation. Optional continuous interpretation: equipment share s(tier) declines as ATL/travel scale (Lean 50% → Standard 33.7% → Premium 30.5%); treated as stepwise schedule, not a fitted continuous function on-site.
Residual riskLOW arithmetic; residual is production-planning assumption risk
Travel envelope — illustrative multi-tier scope
Mixed-scope illustration — includes Premium-scope rows (badged). Not the Standard-tier travel derivation: Standard's travel line is $68,400/ep.
| Location | Trips / season | Avg cost / trip | Season total |
|---|---|---|---|
| New York (HQ, base) | 4 | $9,500 | $38,000 |
| California (LA post + on-camera arc) | 3 | $22,000 | $66,000 |
| Oklahoma (printer site arc) | 9 | $14,189 | $127,700 |
| Vietnam (furniture-pack supply line)Premium scope | 1 | $48,000 | $48,000 |
| Virgin Voyages (offsite arc)Premium scope | 1 | $36,000 | $36,000 |
| Season total | per-ep avg $31,570 | $315,700 |
↳ Oklahoma merged: 5 × $14,500 + 4 × $13,800 = $127,700 over 9 trips (blended avg ≈ $14,188.89). Σ location totals: 38,000 + 66,000 + 127,700 + 48,000 + 36,000 = $315,700 ; per-ep avg = 315,700 / 10 = $31,570. Illustrative multi-tier scope — not the Standard tier's $68,400/ep travel line.
Math notes·algebraic + calculus▸
Displayed value (frozen)$315,700 / season · $31,570 / ep average
Algebraic
OK merged: 5×$14,500 + 4×$13,800 = $127,700. Σ locations = 38k+66k+127.7k+48k+36k = $315,700. Per-ep = 315,700/10 = $31,570. Explicitly NOT Standard travel line ($68,400/ep).
Calculus / continuous
N/A — discrete trip-count × average-cost sum. No continuous path geometry on-site.
Residual riskLOW if labels retained; HIGH if misread as Standard travel
Contingency — two-layer reserve
Two-layer allocated reserve. Layer-1 = per-episode overage band (weather, retake, equipment failure). Layer-2 = season-level structural risks (location loss, talent unavailability, post-production reshoot) held off-episode as a single bank. Two-layer reserve methodology[src]
Layer-1 (per-episode, by tier)
- Lean2.09%
- Standard8.00%
- Premium5.51%
Layer-2 (season reserve)
10.00% of (sum of episode budgets minus layer-1)
Standard tier — effective season rate
17.20%+220 bp above canonical 15.00% upper bound Construction documentary risk premium[src]Above-canonical hybrid TV + construction risk-stacking premium. Not a compound stack (which would yield 19.00%–27.75% and distort per-episode economics).
Reverse-solve receipts
- Σ episode budgets: $7,250,000
- Layer-1 total: $58,000 × 10 = $580,000
- Layer-2 reserve: 0.1000 × ($7,250,000 − $580,000) = $667,000
- Total contingency: $580,000 + $667,000 = $1,247,000
- Effective rate: $1,247,000 / $7,250,000 = 17.20%
Math notes·algebraic + calculus▸
Displayed value (frozen)17.20% effective season rate ($1,247,000 on $7,250,000)
Algebraic
L1 = $58,000 × 10 = $580,000. L2 = 0.10 × ($7,250,000 − $580,000) = $667,000. Total = $1,247,000. Rate = 1,247,000 / 7,250,000 = 0.1720 = 17.20%. Hybrid (not compound) stacking per PLE-843/PLE-847 certified receipt.
Calculus / continuous
Let B = season budget, ℓ1 = layer-1 dollars, α2 = 0.10 layer-2 rate. Total T = ℓ1 + α2(B − ℓ1) = α2 B + (1−α2)ℓ1. Effective rate ρ = T/B = α2 + (1−α2)(ℓ1/B). With ℓ1/B = 580k/7.25M ≈ 0.08, ρ = 0.10 + 0.90×0.08 = 0.172 exactly. Continuous sensitivity: ∂ρ/∂α2 = 1 − ℓ1/B ≈ 0.92 (layer-2 rate is high-leverage).
Residual riskMED — methodology choice (hybrid vs compound); arithmetic exact
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#monetizationstatus finalsource Finance — Pleet3D, LLCMonetization Strategy
License fees, sponsorship, backend, merchandising, JackalopeEnterprise spin-offs, and the Pleet3D ripple — anchored by three CEO-locked decisions.
CEO decision · 1 of 3Locked
TAKE BACKEND. Hard floor L = 1.30×.
Defined-gross backend at 25.00% of distributor gross. Streamer's cost-plus multiple is the certainty floor.
Walk-away (Hard floor)
L = 1.30×
$9.43M @ Standard
Any SVOD offer below this is rejected outright.
Pitch mid-case
L = 1.45×
$10.5M @ Standard
Default streamer model — Pleet3D holds backend.
Backend ≡ certainty break-even
L = 1.70×
$12.3M @ Standard
Above this multiple, certainty (license-only) dominates backend.
Below-floor fallback (Year-1 floor, Standard)
cable $4,750,000 + sponsorship $5,000,000 + ripple $5,286,600
$15M
Engaged only if no SVOD offer clears L ≥ 1.30×. The fallback already exceeds the hard-floor SVOD number ($9,425,000), which is why the walk-away is enforceable.
Reverse-solve receipts (distribution route)
- Hard floor dollars: 1.30 × $7,250,000 = $9,425,000
- Pitch mid: 1.45 × $7,250,000 = $10,512,500
- Break-even: 1.70 × $7,250,000 = $12,325,000
- Break-even derivation: 1.00 + (0.25 × 2.80) = 1.70× ⇒ backend equals license-only at L = 1.70×
- Fallback stack: $4,750,000 (cable) + $5,000,000 (sponsorship) + $5,286,600 (ripple net) = $15,036,600
Backend derivation cite: Defined gross backend participation[src]
Math notes·algebraic + calculus▸
Displayed value (frozen)$9,425,000 / $10,512,500 / $12,325,000 on Standard $7,250,000
Algebraic
Dollars = L × $7,250,000. Backend break-even: 1 + (0.25 × 2.80) = 1.70×. Fallback stack: 4,750,000 + 5,000,000 + 5,286,600 = 15,036,600 > hard floor 9,425,000.
Calculus / continuous
License value V(L)=L·C is linear. Backend-equivalent multiple L* = 1 + s·M with s=0.25 backend share, M=2.80 defined-gross multiple of cost. Continuous tradeoff: take backend when L < L*; flip to certainty when L ≥ L*.
Residual riskMED commercial negotiation risk; arithmetic exact
CEO decision · 2 of 3Locked
3.00% planning · 4.00% pitch
Two adjacent base rates — pitch the upside band, plan against the conservative band.
Pitch base
4.00%
Defensible per modular/custom bracket — §3 sensitivity table.
Standard Year-1 ripple net $5.29M
Planning base
3.00%
Used for spend gating, hiring decisions, and Pleet3D production-capacity provisioning.
Standard Year-1 ripple net $3.96M
Combined planning net (Standard Y-1): $13.3M — still strongly positive.
Grokipedia 404 on home-builder closing-rate is a logged gap on ARC-1878; revisit when the gap closes. Custom and modular home funnel bracket[src]
↳ Planning ripple: (3.00 / 4.00) × $5,286,600 = $3,964,950 ; combined planning net: $9,342,500 + $3,964,950 = $13,307,450
Math notes·algebraic + calculus▸
Displayed value (frozen)$5,286,600 (planning 3% → $3,964,950)
Algebraic
2,670,000 × 0.015 = 40,050; ×0.05 = 2,002.5; ×0.04 = 80.10; ×$300,000 = $24,030,000; ×0.22 = $5,286,600. Planning: (3/4)×5,286,600 = 3,964,950.
Calculus / continuous
Orders O = R·p1·p2·p3 with rates p1=0.015, p2=0.05, p3=0.04 (pitch). Net N = O·ASP·m. Continuous sensitivity: dN/N = dR/R + dp1/p1 + dp2/p2 + dp3/p3 + dASP/ASP + dm/m (log-differential). Dominant residual: p1,p2 unconfirmed; p3 within modular/custom bracket. Homogeneous degree-1 in R.
Residual riskHIGH on conversion rates; arithmetic exact on stated inputs
CEO decision · 3 of 3Locked
Sponsorship floor — $5.00M / year
Annual sponsorship floor
$5M
Of which $1.8M (36.00%) is the single title-slot.
↳ $1,800,000 / $5,000,000 = 36.00% ✓
Swing factor
Title-slot fill is the highest-leverage controllable variable on the full monetization stack.
CMO/CRO chain is opening a confidential title-sponsor prospect register in parallel (separate workstream, Marketing/Sales chain). Names are not listed here by design.
| Tier | Slots | Annual / slot | Integration | Example vertical |
|---|---|---|---|---|
| Title | 1 | $1,800,000 | Opening billboard + 1 episode-arc tie-in / ep | Construction or material brand |
| Presenting | 2 | $900,000 | End billboard + co-branded segment, 2× per season | Tool / equipment brand |
| Integration | 4 | $350,000 | Episode-organic placement, 1–2 per season | Apparel, lifestyle, finance |
↳ 1 × $1,800,000 + 2 × $900,000 + 4 × $350,000 = $1,800,000 + $1,800,000 + $1,400,000 = $5,000,000 ✓
Math notes·algebraic + calculus▸
Displayed value (frozen)$5,000,000 = 1×$1.8M + 2×$0.9M + 4×$0.35M
Algebraic
1×1,800,000 + 2×900,000 + 4×350,000 = 5,000,000. Title slot share = 1,800,000/5,000,000 = 36.00%.
Calculus / continuous
N/A — discrete slot inventory. Optional: treat slot-fill as Bernoulli; expected sponsorship = Σ ni·vi·qi with qi fill probabilities (not modeled on-site).
Residual riskMED commercial fill risk
License fees
- First-season unscripted producer band
- Band / ep
- $400k–$550k
- Mid / ep
- $475k
- Std Y-1 season
- $4.75M
- Production coverage
- 65.52%
↳ 10 × $475,000 = $4,750,000 ; coverage = $4,750,000 / $7,250,000 = 65.52%
- Cost-plus multiple, windowed exclusivity
- Multiple band
- 1.30× – 1.60×
- Mid multiple
- 1.45×
- Std Y-1 season
- $10.5M
↳ 1.45 × $7,250,000 = $10,512,500
- Blended-niche RPM (construction + lifestyle overlap)
- RPM
- $13.50($10.00–$18.00)
- Std Y-1
- $405k
- Long tail Y2–Y3
- $1.22M
↳ Year-1: 30,000 (M-views) × $13.50 = $405,000 ; Y2–Y3 long tail: 90,000 × $13.50 = $1,215,000
- Stripping-floor trigger (revised v1.1)
- Band / ep
- $100k–$500k
- Trigger
- 65 ep / 100 ep
- Std Y-1
- $0 (below trigger)
Below trigger threshold in Year-1 model. Tail engages Year 7+ (first-run stripping) / Year 10+ (off-network maturity).
↳ 5 strips/wk × 13 wks = 65 ep first-run ; 5 strips/wk × 20 wks = 100 ep off-network
Math notes·algebraic + calculus▸
Displayed value (frozen)Cable $4.75M · SVOD mid $10.5125M · YT Y1 $405k · synd Y1 $0
Algebraic
Cable: 10×$475,000 = $4,750,000; coverage 4,750,000/7,250,000 = 65.52%. SVOD mid: 1.45×7,250,000 = 10,512,500. YT: RPM $13.50 × (30,000,000/1000) = $405,000; long-tail 90M views → $1,215,000. Syndication triggers 65 / 100 ep — Year-1 = $0.
Calculus / continuous
AVOD revenue R_yt = ρ · (V/1000) is linear in views V and RPM ρ. Elasticity ε_V = 1. Continuous note: no CPM decay curve modeled. Syndication is a threshold (Heaviside) on episode count — discontinuous; calculus N/A at trigger.
Residual riskMED–HIGH for RPM and view counts (internal)
Backend participation
Defined gross participation
Share25.00%Defined gross2.80× costBreak-evenL = 1.70×
Hold backend at Standard (L = 1.45× mid-case). Flip to certainty only if streamer clears L ≥ 1.70×.
Derivation
- Certainty value: L × cost
- Backend at certainty floor (L = 1.00): 1.00 + (0.25 × 2.80) = 1.70× cost
- Backend ≡ certainty break-even ⇒ L = 1.70×
Cite: Backend citation[src]
Merchandising
Apparel royalty8.00%Tool royalty12.00%Split70 / 30 apparel / toolY-1 wholesale$1.25MY-1 royalty$115,000
↳ (0.70 × $1,250,000 × 0.0800) + (0.30 × $1,250,000 × 0.1200) = $70,000 + $45,000 = $115,000
Cite: Merchandising citation[src]
JackalopeEnterprise digital
Pleet3D share70%Jackalope share30%Y-1 gross$800kPleet3D recognizes$560k
↳ 0.70 × $800,000 = $560,000 ✓
Cite: Related-party revenue sharing citation[src]
Math notes·algebraic + calculus▸
Displayed value (frozen)$115,000 merch · $560,000 Jackalope Pleet3D share
Algebraic
Merch: (0.70×1,250,000×0.08)+(0.30×1,250,000×0.12)=70,000+45,000=115,000 (PLE-847). Jackalope: 0.70×800,000=560,000.
Calculus / continuous
N/A beyond linear royalty maps. Blended royalty rate = 0.70×0.08 + 0.30×0.12 = 0.092 (9.2% of wholesale).
Residual riskMED volume risk; arithmetic exact
Pleet3D ripple — the dominant economic effect
Show is a Pleet3D demand-generation engine. Viewers see the elementary school, the home arc, and the Vietnam furniture line; a fraction enter the funnel. Headline figures use the 4.00% pitch base for lead → buyer; on the 3.00% planning base the Year-1 ripple net is $3,964,950. The first two funnel rates are internal model assumptions with no citation row, gated as unconfirmed below.
Year-1 reach2.67M unique viewersunconfirmed: internal model
- Reach → Site visit1.50%unconfirmed: model assumption — no citation row for this rate; internal planning input.→ 40,050
- Site visit → Lead5.00%unconfirmed: model assumption — no citation row for this rate; internal planning input.→ 2,002.5
- Lead → Buyer (home order)4.00%Pitch base (4.00%), within the cited custom (2–3%) / modular (5–7%) bracket; planning base is 3.00% (see Lead → Buyer split).→ 80.1
Year-1 ripple (Standard)
$24M
gross
$5.29M
net @ 22.00% margin (unconfirmed)
ASP: $300,000 / home
Reverse-solve receipts
- Stage 1: 2,670,000 × 0.0150 = 40,050 site visits
- Stage 2: 40,050 × 0.0500 = 2,002.5 leads
- Stage 3: 2,002.5 × 0.0400 = 80.10 home orders
- Gross: 80.10 × $300,000 = $24,030,000 (≈ $24.00M)
- Net: $24,030,000 × 0.2200 = $5,286,600 (≈ $5.28M)
Cites: grokipedia-first-season-reach[src] grokipedia-3dcp-home-asp[src] grokipedia-additive-margin[src] grokipedia-custom-modular-funnel[src]
Math notes·algebraic + calculus▸
Displayed value (frozen)$5,286,600 (planning 3% → $3,964,950)
Algebraic
2,670,000 × 0.015 = 40,050; ×0.05 = 2,002.5; ×0.04 = 80.10; ×$300,000 = $24,030,000; ×0.22 = $5,286,600. Planning: (3/4)×5,286,600 = 3,964,950.
Calculus / continuous
Orders O = R·p1·p2·p3 with rates p1=0.015, p2=0.05, p3=0.04 (pitch). Net N = O·ASP·m. Continuous sensitivity: dN/N = dR/R + dp1/p1 + dp2/p2 + dp3/p3 + dASP/ASP + dm/m (log-differential). Dominant residual: p1,p2 unconfirmed; p3 within modular/custom bracket. Homogeneous degree-1 in R.
Residual riskHIGH on conversion rates; arithmetic exact on stated inputs
Year-1 Standard-tier stack
- Streaming license (1.45×)$10,512,500
- Sponsorship + brand integration$5,000,000
- YouTube AVOD$405,000
- Merchandising royalty$115,000
- JackalopeEnterprise digital (Pleet3D share)$560,000
- Show-side gross (Y-1, Standard)$16,592,500
- Less: production cost (Standard, 10 ep)($7,250,000)
- Show-side net$9,342,500
- Pleet3D ripple net$5,286,600
- Combined Y-1 net$14,629,100
Ripple line is 36.14% of combined net — share grows in Years 2+ as the funnel compounds and the syndication tail engages.
Planning base (3.00% lead → buyer): ripple net $3,964,950, combined Y-1 net $13,307,450. The stack above uses the 4.00% pitch base.
Reverse-solve receipts (Y-1 rollup)
- Show-side gross: 10,512,500 + 5,000,000 + 405,000 + 115,000 + 560,000 = $16,592,500
- Show-side net: $16,592,500 − $7,250,000 = $9,342,500
- Combined net: $9,342,500 + $5,286,600 = $14,629,100
- Ripple share: $5,286,600 / $14,629,100 = 36.14%
- Planning base: (3.00 / 4.00) × $5,286,600 = $3,964,950 ; $9,342,500 + $3,964,950 = $13,307,450
Math notes·algebraic + calculus▸
Displayed value (frozen)Show-side net $9,342,500 · Combined $14,629,100 · Ripple share 36.14%
Algebraic
Show gross 10,512,500+5,000,000+405,000+115,000+560,000=16,592,500. Net 16,592,500−7,250,000=9,342,500. Combined 9,342,500+5,286,600=14,629,100. Share 5,286,600/14,629,100=36.14%.
Calculus / continuous
Combined net C = (show_gross − production) + ripple_net. Continuous sensitivity dominated by ripple (see funnel log-diff). Share σ = N_r / C; ∂σ/∂N_r = (C − N_r)/C² > 0.
Residual riskAggregates residual risks of components
§3 — Sensitivities (what moves the answer) — expand audit trail
| Variable | Base | Down | Up | Notes |
|---|---|---|---|---|
| Streamer L multiple | 1.45× | 1.30× | 1.60× | Below 1.70×, take backend. |
| YouTube RPM | $13.50 | $10.00 | $18.00 | Construction/lifestyle overlap drives top of band. Verifier recommends $11.50 downside mid-base sensitivity. |
| Lead → buyer | 4.00% | 2.00% | 6.00% | Dominant sensitivity. Planning base = 3.00% (separate). |
| Cumulative reach | 2.67M | 1.80M | 3.50M | Distribution mix dependent. |
| Sponsorship floor | $5.00M | $3.00M | $7.50M | Title-slot fill is the swing factor. |
Reach + ripple cites: First-season reach[src] Additive margin[src] Printed-home ASP[src] Reality TV economics[src]
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#comparablesstatus draftsource In-house draft → Marketing reviewComparables + Audience Data
Cited audience data and the format lanes the series plays in.
Audience data — every figure cited
47.5% in December 2025Streaming share of U.S. TV viewing[src]
Streaming share of U.S. TV viewing
The platform tailwind the series is built for — streaming-first with broadcast optionality.
Math notes·algebraic + calculus▸
Displayed value (frozen)47.5%
Algebraic
Direct Nielsen The Gauge figure; no transform.
Calculus / continuous
N/A — published point statistic, not a continuous model on-site.
Residual riskLOW arithmetic; market share drifts over time
Up to $480B globallyCreator-economy opportunity by 2027[src]
Creator-economy opportunity by 2027
Goldman Sachs projects the creator economy roughly doubling from ~$250B to $480B by 2027, with unscripted and reality formats capturing a disproportionate share of early growth — the addressable market for the show's YouTube-native catharsis strategy.
Math notes·algebraic + calculus▸
Displayed value (frozen)up to $480B
Algebraic
Goldman Sachs published ceiling; displayed as-is (PLE-858 re-attribution from mislabeled McKinsey).
Calculus / continuous
If read as path from ~$250B to $480B over ~4 years, implied discrete CAGR g=(480/250)^{1/4}−1 ≈ 17.7%/yr; continuous r=ln(1+g). Site does not display that derived CAGR — continuous note is interpretive only.
Residual riskMED forecast risk; not dual-sourced to second bank research house in this pack
2.67M viewersYear-1 cumulative reach target[src]
unconfirmed: internal model
Year-1 cumulative reach target
Conservative Season-1 model across YouTube long-form, AVOD clips, and limited linear windows.
Math notes·algebraic + calculusunconfirmed▸
Displayed value (frozen)2.67M
Algebraic
Same R as hero; must stay identical to DISPLAYED_STATS, format-overview.audienceTarget, and ripple.year1ReachUniqueViewers.
Calculus / continuous
See hero-year1-reach continuous sensitivity.
Residual riskHIGH (same as hero)
Target audience
Primary: Adults 25–54
Secondary: contractors, architects, engineers, educators, students, real-estate developers, tech adopters, design lovers.
“Grand Designs meets Abstract meets How It's Made — with the startup pressure of The Profit and the future-forward stakes of what aims to be America's first 3D-printed school.”
Grand DesignsAbstract: The Art of DesignHow It's MadeThe Profit
Comparables — format lanes
- Satisfying-build YouTube channels
The cathartic, methodical print sequences the audience already searches out — but produced to network grade, with a season-long narrative the genre rarely sustains.
- Premium innovation / build documentaries
The prestige construction-and-engineering lane, elevated by a human-scale ensemble and a first-of-its-kind flagship: what aims to be America's first 3D-printed elementary school (unconfirmed as a first; pending independent confirmation).
- Social-impact reality (workforce, housing, community)
Affordable-housing, neurodiverse-workforce, and trades-and-STEM arcs give the show the heart and stakes that drive loyalty and brand-partner fit.
- Travel + business reality
Vietnam sourcing, executive travel, and at-sea dealmaking extend the format internationally with built-in luxury and B2B sponsorship surfaces.
Comparables describe format lanes and positioning. They are not claims about any specific show's ratings or viewership; the only quantitative figures on this page are the cited audience-data rows above.
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#risksstatus draftsource In-house (Production + Finance)Risks & Feasibility
Feasibility precedents, the contingency band, and the production risk register.
Feasibility
The construction spine leans on public 3D-printed-construction precedents, but the flagship school remains a milestone-gated flagship that aims to be among the first U.S. 3D-printed elementary schools (unconfirmed: absolute “first” / first-of-its-kind status pending independent confirmation) — see the risk register below for the strategic risks that follow from that.
- SQ4D ARCH-series gantry printing (the revolutionary-method build referenced across the topic grid).
- ICON's printed homes and community-scale developments.
- Holcim / large-format printed civil and housing projects.
- unconfirmed: the precedents above are cited from public record without inline citation rows — independent confirmation pending.
Production readiness (producer scan)
Format, budget tiers, and consent gates are pitch-ready. Flagship physical build remains milestone-gated; portfolio B-stories protect episode delivery if the school slips.
- Format bible / episode arc listready
- Budget tiers (Lean / Standard / Premium)ready
- Consent gate architecture (Zoho Sign)ready
- Risk register + contingency methodologyready
- Flagship school physical milestone lockin-progress
- Final talent-approved video assetspendingConcept / Placeholder – Final Talent Assets Pending
Producer confidence meter
72/100Conditionally greenlightable — Proceed to development conversation with eyes open on flagship milestone risk and single-sourced reach/funnel inputs.
Qualitative production judgment for go/no-go scanning — not a statistical model, not a guarantee, and not dual-engine certified math.
- Format clarity88/100
10-ep / ~20–30 min digital-first hybrid is specified with named Season-1 arcs.
- Story coverage resilience80/100
Portfolio B-stories (sourcing, AI/web, travel, codes) can carry episodes if the print site stalls.
- Budget discipline84/100
Three reverse-solved tiers + two-layer contingency; Standard books 17.20% effective season reserve.
- Consent & privacy posture86/100
Strict gate: no unsigned person/entity; Team & Culture anonymized by default.
- Flagship build delivery55/100
Flagship school is milestone-gated and not yet a locked physical proof (unconfirmed absolute first) — highest residual production risk.
- Monetization model honesty70/100
Hard floor L≥1.30× and dual pitch/planning bases are clear; funnel rates remain model assumptions.
- Data provenance62/100
Key reach and contingency band figures are single-sourced or internal models — labeled, not over-claimed.
Math notes·algebraic + calculus▸
Displayed value (frozen)overall 72; dims 88/80/84/86/55/70/62
Algebraic
Scores are editorial production judgments on a 0–100 display scale, not probabilities and not outputs of a dual-engine finance model. No reverse-solve binds overallScore to a weighted sum of dimensions in content (overall is independently authored). Content disclaimer already states: not dual-engine certified math.
Calculus / continuous
N/A as continuous financial model. Optional formalization (not implemented on-site): treat dimension scores s_i ∈ [0,100] as ordinal labels; any continuous map ŝ=Σ w_i s_i would require explicit weights w (absent). Do not interpret 72/100 as P(success)=0.72.
Residual riskMED if UI presents scores as statistical confidence intervals
Contingency posture
Production contingency band: 12–18% of below-the-line budgetProduction contingency reserve band[src]
Math notes·algebraic + calculus▸
Displayed value (frozen)12–18% of below-the-line budget
Algebraic
Industry directional band B = [0.12, 0.18] applied to below-the-line dollars, not a reverse-solved Pleet3D allocation. Standard tier books layer-1 contingency at 8.00% of episode (which includes more than pure BTL) and a hybrid season effective rate of 17.20% of full production (PLE-843). The 12–18% band is a cited range for documentary/unscripted construction hybrids; it is not algebraically required to equal 17.20% (different bases: BTL% vs full-budget hybrid).
Calculus / continuous
Interval model: let β ∈ [0.12, 0.18] be a BTL contingency rate. Continuous residual dollars on BTL mass M_BTL is C(β)=β·M_BTL; dC/dβ = M_BTL (linear). Mapping to full-budget rate ρ_full = C / B depends on BTL share s=M_BTL/B: ρ_full = β·s. With Standard BTL share ≈ 182k/725k ≈ 0.251, a mid-band β=0.15 ⇒ ρ_full ≈ 0.0377 on BTL alone — far below the hybrid 17.20% which also stacks layer-2 on (B−ℓ1). Continuous note: the band and the hybrid rate are different measures; do not equate them without stating bases.
Residual riskMED–HIGH if readers conflate BTL% band with hybrid full-budget 17.20%
Construction-documentary risk premium: Physical-build coverage carries above-baseline risk; the standard tier already books a 17.20% effective season reserve against the canonical 15% upper bound. ↳ BudgetConstruction documentary risk premium[src]
Math notes·algebraic + calculus▸
Displayed value (frozen)17.20% effective vs 15% canonical upper bound
Algebraic
Defers entirely to budget.contingency.standardTier reverse-solve (dual-engine PASS). Premium = 17.20 − 15.00 = +2.20 pp (+220 bp).
Calculus / continuous
See budget-contingency-standard continuous form ρ=α2+(1−α2)(ℓ1/B).
Residual riskCopy consistency only if budget figure changes
Risk register
Heat index: heat = likelihoodScore × impactScore (qualitative index only) — Heat values are relative UI indices for producer scanning, not probabilities.
| Risk | Likelihood | Impact | Heat | Mitigation |
|---|---|---|---|---|
| Weather / pour delays on an outdoor build schedule | Medium(3) | Schedule(3) | 9 | Two-layer contingency reserve, weather-padded shoot blocks, and B-story coverage (sourcing, travel, AI) that can carry an episode when the site stalls. |
| Permitting and code approval timing | Medium(3) | Schedule / narrative(3) | 9 | The permitting gauntlet is written in as on-camera story (permits-and-codes, regulatory-advocacy arcs), turning a production risk into content. |
| On-camera consent for personalities and entities | Medium(3) | Coverage(3) | 9 | Strict consent gate — no unsigned person or entity is shown; signing runs on Zoho Sign with no app-stored PII (see Cast & Personalities). |
| Budget overrun on a multi-state, international footprint | Medium(3) | Budget(4) | 12 | Three production tiers (Lean / Standard / Premium) with a bounded travel envelope and reverse-solved line items (see Budget Tier Options). |
| Audience-reach shortfall vs. projection | Low-Medium(2) | Monetization(3) | 6 | YouTube-native catharsis clips de-risk the funnel ahead of the broadcast window; the reach model is cited but single-sourced (see Comparables + audience data), so planning treats it as an input, not a guarantee. |
| Unproven funnel conversion (reach → visit → lead → buyer) | Medium-High(4) | Monetization(4) | 16 | The ripple funnel rates are model assumptions, not observed data — they are gated as unconfirmed in Monetization Strategy. Spend and hiring decisions run on the conservative 3.00% planning base, and the model is re-based on observed Season-1 funnel data. |
| Single-source data risk (key market figures trace to one source) | Medium(3) | Credibility / decision quality(3) | 9 | Single-sourced figures are labeled inline and in the citation log; independent second-sourcing is in progress before any figure is treated as verified. |
| Milestone-gated flagship school (build not yet locked; absolute “first” unconfirmed) | Medium(3) | Schedule / narrative / feasibility(5) | 15 | Construction milestones are staged with go/no-go gates, and the season arc is structured so portfolio B-stories (sourcing, AI, travel) can carry episodes if the flagship slips. |
Math notes·algebraic + calculus▸
Displayed value (frozen)heat indices 6–16 on 1–5 ordinal scales
Algebraic
For each risk row, heat = likelihoodScore × impactScore with scores in {1,2,3,4,5} ordinal bins (Low…Critical). Examples: 3×3=9, 4×4=16, 2×3=6. Product is an index on {1…25}, not a probability. Dual-engine check is integer multiplication identity only.
Calculus / continuous
N/A as continuous risk measure. If scores were continuous on [1,5], heat H=L·I is bilinear; level sets are hyperbolas LI=const. Ordinal discretization makes derivatives meaningless for decision — treat as rank labels only.
Residual riskLOW arithmetic; MED if heat misread as quantified loss
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#feedback-loopstatus finalsource In-house (Engineering)CEO Feedback-Loop Diagram
Cross-department signal flow into and out of the CEO seat.
Nodes represent department functions, not named individuals. Edges carry the type of signal that moves between them. Layout coordinates are normalized [0..1] (x left→right, y top→bottom) for SVG rendering at any size.
CEO → department (guidance)department → CEO (status / risk)
Edge legend (12 signals)
- ceo → story — vision / final cutout
- story → ceo — scripts / continuityin
- ceo → prod — schedule guardrailsout
- prod → ceo — shoot status / riskin
- ceo → eng — pipeline prioritiesout
- eng → ceo — tech feasibilityin
- ceo → finance — tier selectionout
- finance → ceo — burn / runwayin
- ceo → legal — deal postureout
- legal → ceo — risk / termsin
- ceo → marketing — launch positioningout
- marketing → ceo — partner pipelinein
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#sponsorsstatus draftsource In-house draft → Marketing reviewSuggested Sponsors & Brand Partners
First-draft brand partner roster; Marketing reviews later.
Tier reflects integration depth, not committed spend. No outreach implied or authorized.
Presenting
2 brandsSingle brand with on-card billing, episode-open mention, and prop integration across the season.
- Premium-hardware partner (category — named prospects held by Marketing)Series visualizes 3D pipeline work; hardware brand aligns with on-screen craft.
- Software / creative-tools partner (category — named prospects held by Marketing)On-screen UI sequences can authentically feature DCC tools used by the crew.
Episodic
3 brandsPer-episode integration tied to a topical theme (one brand per episode).
- Premium-audio partner (category — named prospects held by Marketing)Pairs with the sound-design episode.
- Coffee / craft-beverage partner (category — named prospects held by Marketing)Pairs with the writers'-room episode.
- Outdoor / location partner (category — named prospects held by Marketing)Pairs with the location-scout episode.
Affiliate
2 brandsLower-touch product placement and end-card credits.
- Apparel / merch partner (category — named prospects held by Marketing)Wardrobe and merch-line tie-in.
- Bookings / travel partner (category — named prospects held by Marketing)Crew travel for location shoots.
Download the deck — or any single section — as a live PDF with Works Cited.
Download Full deck (live)Download Format OverviewDownload Cast & PersonalitiesDownload Team & CultureDownload Visual Style & Sizzle PotentialDownload Delegation & Team AnalysisDownload Production Crew RolesDownload Proposed Demands & Deal TermsDownload Budget Tier OptionsDownload Monetization StrategyDownload Comparables + Audience DataDownload Risks & FeasibilityDownload CEO Feedback-Loop DiagramDownload Suggested Sponsors & Brand Partners