The Estate
Floor plan · 9 named zones · click any tab to explore · edit names and upload moodboards inline
Masterplan & Renders
Concept zoning drawn on the real layout + future-look renders (dark look & feel). Existing buildings & pools kept — additions only.
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The Seseh
Private members club · Beachfront estate · Seseh, Bali · Opening 2026 / early 2027
"Not a beach club. Not a resort. A place where serious people come to think clearly, move well, and recover properly — with peers who understand that."
Total investment
$600K
Live from investment model
Total members (Y1)
—
Cap at 150, always
Year 1 revenue
—
Live from P&L model
EBITDA
—
Live from P&L model
Lease runway · counting down to 21 Oct 2029
— left on the lease
—
Operational runway
—
—
The concept
Transform Shalimar Villas into The Seseh — Bali's most intimate private beach club. Not a day-party venue. A curated membership for people who are building things and want somewhere beautiful to do it — with peers who understand that.
Members get: beachfront estate access, three pools, F&B, run club, yoga, group classes, a personal trainer, sauna and cold plunge, surf concierge, and the ability to book any of the three villas at preferential rates.
The estate already has the bones: rice-field approach, Buddha entrance, oceanfront lawns, three separate pools, fitted villa kitchens. The transformation is branding + programming + membership infrastructure.
Revenue pillars — live from P&L model
Membership—
Villa accommodation—
F&B—
Wellness—
Events—
Total Year 1—
Margin: —Payback: —Members: —
The four-phase launch
Phase 1 · Weeks 1–4
Foundation
Legal entity · Brand identity · GM hired · First 10 founding members signed
Phase 2 · Weeks 5–8
Build
Physical transformation · F&B concept · Chef + PT + MM hired · 30 members
Phase 3 · Weeks 9–12
Pre-open
Staff training · Soft launch 50 members · Trial operations · Wellness zones live
Phase 4 · Weeks 13–15
Launch
Grand opening · Press & PR · Full F&B · 80+ members · Waitlist opens
15-week plan from legal entity to grand opening. Each phase has clear milestones and a membership target. The Build Tracker has the full task-level breakdown.
The four-phase launch
Phase 1 · Weeks 1–4
Foundation
Legal entity · Brand identity · GM hired · First 10 founding members signed
Phase 2 · Weeks 5–8
Build
Physical transformation · F&B concept · Chef + PT + MM hired · 30 members
Phase 3 · Weeks 9–12
Pre-open
Staff training · Soft launch 50 members · Trial operations · Wellness zones live
Phase 4 · Weeks 13–15
Launch
Grand opening · Press & PR · Full F&B · 80+ members · Waitlist opens
Key milestones by phase
| Phase | Timing | Members target | Key unlock |
|---|---|---|---|
| Foundation | Weeks 1–4 | 10 signed | Legal entity · GM hired |
| Build | Weeks 5–8 | 30 signed | F&B + gym + wellness live |
| Pre-open | Weeks 9–12 | 50 signed | Full team hired · trial ops running |
| Launch | Weeks 13–15 | 80+ signed | Grand opening · waitlist opens |
Competitive landscape — Bali 2026
Research updated June 2026
How The Seseh sits against the market — price vs. privacy/exclusivity axis
FINNS Beach Club
Berawa Beach · Canggu
World's Best Beach Club title. 3 pools, 11 bars, 7 kitchens, daily DJs. Capacity: thousands. Targets tourists and party crowd. Open to all, no membership.
Public access
Party/tourist
Scale play
Our take: Completely different product. Members who choose The Seseh are explicitly choosing to not be at FINNS.
Desa Potato Head
Petitenget Beach · Seminyak
Top 50 Hotels in the World (2023–25). Beach club + 226-room hotel + 6 restaurants. Sustainability-focused, art-forward, creative community angle. Cover charge IDR 250K at peak. Open to public.
~$15 cover
Hotel-anchored
Seminyak crowd
Our take: Overlapping aspirational audience but public-access model. We are private where they are open, intimate where they are scaled.
Nirvana Life Bali
Jl. Pantai Berawa · Canggu
Luxury wellness club with 100+ weekly classes, recovery spa (sauna, ice bath 4°C, infrared), 25m pool, café, coworking. Monthly membership $127–190/mo (recovery only to all-access). Day pass ~$33. Open to public with pass.
$127–190/mo
Open membership
No curation
No F&B/villa
Our take: Closest to our wellness offer. But open to anyone, no beachfront, no curation, no overnight stays, no dining programme. We are 10–16× the annual price — the gap must be justified by the total experience.
Reload Sanctuary
Canggu
Premium wellness club in Canggu — fitness, recovery, dining, community under one roof. Newer entrant, similar positioning to Nirvana Life. Public membership model.
Similar to Nirvana
No private element
Our take: Same wellness positioning but open access. A member choosing between Reload and The Seseh is choosing community depth vs. volume of classes.
Bali Social Club
Jl. Kayu Tulang · Canggu
Premium padel club, gym, wellness centre and community hangout. Padel-first positioning, sauna, ice bath, pool, restaurant. Community-oriented but sport-led rather than lifestyle-led.
Sport-first
Open access
Our take: Different audience trigger (padel vs. lifestyle). Some overlap in the active professional crowd but not a direct substitute.
Udara Bali
Seseh beach · 5 min north
Holistic wellness hub in Seseh. Yoga, sauna, ice baths, spa, accommodation, and Organic Ocean restaurant. Boutique, health-focused. One of the only established wellness destinations already in the Seseh neighbourhood.
Same neighbourhood
Retreat-focused
Open access
Our take: Neighbour, not competitor. Opportunity for cross-referral. Their guests are our audience. Build the relationship — don't treat them as a threat.
The gap The Seseh owns
Private + curated
No competitor in Bali operates a true invitation-only membership model. Everyone else is open-access with a price barrier. We have a people barrier.
Beachfront + intimate
Nirvana Life and Reload are inland. FINNS and Potato Head are beachfront but public and scaled. We are the only private beachfront estate with a cap of 150.
Full stack — stay, eat, train
No single venue offers membership + villa accommodation + F&B programme + wellness + overnight stays in one private estate. We are the complete version.
Co-founder roles & responsibilities
Who owns what
Shared — both founders
Capital allocation
All spend over $2,500 requires both founders. No exceptions.
GM hiring & firing
Most important hire. Both founders interview. Both agree before offer is made.
Membership pricing
Any change to tier pricing or founding rates requires both founders.
Non-renewal decisions
Both founders aware before any member is non-renewed. GM recommends, founders confirm.
Lease & property
Any lease negotiation or extension requires both signatures.
Strategic direction
Expansion, new locations, equity changes — always unanimous.
Working rhythm
Weekly syncMonday morning · 30 min · review GM debrief · agree week priorities
Monthly reviewFirst Monday · 60 min · P&L · membership · capital decisions
On-site presenceAt least one founder on-site every Thursday (House Dinner) · both at grand opening
DisagreementsRaised privately between founders only · never in front of GM or staff
These are the unresolved questions that determine whether and when The Seseh opens. Each one has a clear owner and a deadline. Nothing moves until these are answered.
Brand & naming
Name decision · Visual identity direction · Colour palette · Typography · Website structure · Instagram
Recommended name: The Seseh. Renjana is beautiful — Sem's definition ("a profound longing for connection, beauty, and a life well lived") is the club's soul — but it carries trademark conflicts in Bali hospitality. Use Renjana as the founding philosophy embedded in brand communications, not as the registered trademark.
The Seseh — scoring
Trademark availability9/10
International pronunciation10/10
Domain & social availability8/10
Brand architecture flexibility9/10
Meaning / emotional resonance6/10
Overall86/100
Expansion architecture
THE
Seseh
BALI · EST. 2026
The Seseh
LISBON
The Seseh
TULUM
Location suffix handles expansion. The place name becomes the brand — exactly the Soho House model. Works if you move within Bali when the lease expires.
Renjana — as the soul, not the trademark
The conflict: Renjana Boutique Villas (Ubud, 2025) and Renjana Enterprise (hospitality, 5 Indonesian cities) are active in your exact market. Legal clearance required before any public use as a brand name. Commission a full Indonesian trademark search in Class 43 before deciding.
How Renjana lives on: The welcome kit opens with it. The annual renewal letter references it. The founding dinner speech uses it. Members who understand the Sanskrit root feel the depth. "What we're building here is an answer to renjana — a profound longing for connection, beauty, and a life well lived." The word becomes the club's philosophy without becoming a trademark liability.
Colour palette
Jungle
#2C3E35
Linen
#F2EDE4
Sand
#D4C5A9
Terra
#C4956A
Sage
#8FB4A8
Ink
#1A1A1A
Jungle and linen are the only backgrounds. Terracotta is an accent only — never a large area fill. Sage is reserved for wellness communications. Never use colours outside this palette.
Typography system
The Seseh
Display serif — Cormorant Garamond or Freight Display. All headings, wordmark, pull quotes.
MEMBERSHIP · BALI
Helvetica Neue Light 300 — labels, navigation, metadata. Always tracked +40 minimum. Never bold.
For people building things, thinking clearly, and wanting somewhere beautiful to do both.
Body text — DM Sans regular or the serif in reading weight. Long paragraphs. Editorial rhythm.
Designer brief — what to commission
Deliverables
Wordmark (3 colour variants) · Monogram mark · Colour system (Pantone + HEX) · Typography spec · Brand guidelines PDF · Member card design · Digital asset pack (PNG, SVG, PDF) · 3 social media templates
References to brief
Soho House (typographic restraint) · The Ned (serif warmth) · Aesop (language specificity) · Aman (silence as design principle) · Goop (editorial wellness)
Budget
Boutique studio: $8,000–18,000. Senior Bali-based freelancer: $2,000–4,000 with close direction. Not a logo generator, not a crowd-sourcing platform. The brand needs craft.
The website is the first filter. A person who lands on theseseh.com and immediately tries to find a "book now" button is the wrong person. The site is built for someone who reads carefully, feels something, and then reaches out.
Site architecture — 7 pages
/ HomeOne full-screen image. The name. "For people who are building things." A quiet scroll prompt. No menu until scroll. The homepage is a threshold, not a landing page.
/the-houseLong-form editorial. A portrait of the estate and philosophy. Ends: "Does this sound like where you belong?"
/membershipThree tiers in prose, not a comparison table. Pricing visible but not the first thing the eye finds. A discreet "Enquire" — never "Join now."
/wellnessThe performance programme. Five spaces. Weekly schedule. PT philosophy. Contrast therapy. Peptides. A chapter of the club, not a separate amenity.
/staysVilla stays. Three villas, rates, booking enquiry. Two clear paths: member booking and referral booking.
/journalA member profile every two months, a food story, a piece about Seseh as a place. No news, no blog. Quarterly publishing rhythm.
/contactA form. Responses within 5 days. The GM's name — no email address. An invitation to express interest via a short voice note.
Homepage copy — exact wording
The Seseh.
A private estate on the beach at Seseh, Bali.
For people who are building things.
Members only.
For people who are building things.
Members only.
Seven words that tell the right person everything and the wrong person nothing. No "luxury." No "exclusive." No "curated experiences." The brevity performs the curation.
What the site never does
Never shows a price before context · Never uses "luxury," "exclusive," or "curated" · Never has "book now" or "join today" · Never uses stock photography · Never has a chatbot · Never names members
Words we never use
luxury
exclusive
curated
world-class
bespoke
sanctuary
haven
oasis
premier
boutique
Never use exclamation marks in brand copy. Write in sentence case everywhere. No title case on signage. Lead with specificity — say "a sauna at 85°C" not "a premium wellness experience."
Voice in practice
❌ Wrong
"An exclusive curated wellness experience in a world-class luxury setting."
✓ Right
"A sauna that heats to 85 degrees, a cold plunge at 10, and a PT named [name] who was training professional athletes in Amsterdam before she moved to Bali."
✓ Right
"Thursday evenings, long tables on the lawn, a set menu the chef doesn't reveal until the first course arrives."
The positioning: Not a beach club page. Not a travel page. A window into a private place that most people will never access — posted with the restraint of someone who doesn't need your attention.
Profile — @the_seseh
TS
the_seseh
Private estate for people building things.
Seseh, Bali · Members only · theseseh.com
Exact bio wording
Seseh, Bali.
Private estate for people building things.
Members only · theseseh.com
Private estate for people building things.
Members only · theseseh.com
"Members only" tells the right person this is for them — and tells the wrong person not to bother.
Grid aesthetic — jungle palette, dawn light
The benchmark gap
Savaya Bali — 530K followers
Every post is a party or a pool. High volume, high energy. The opposite of what The Seseh is.
Soho House — polished, global, corporate
Lost its edge at 270K members. The Seseh is what Soho House felt like in 1998.
The white space — own it
No Bali account communicates quiet, private, serious. 5,000 right followers beats 50,000 random ones.
Posting rhythm
Feed posts3 per week. Never more.
Stories3–5 per week. Behind-the-scenes, not curated.
ReelsNone until 3 months post-launch.
Best daysMon, Wed, Sat. Never same day as an event.
DM responseWithin 6 hours. Personal, never templated.
HashtagsFirst comment only. Max 8, all niche.
Five content pillars — every post belongs to one
1 · The estate
Architecture, light, the grounds. Never styled — always caught. The pool at 6am. The long table. The estate as a character, not a backdrop.
2 · Movement & recovery
Run club silhouettes at dawn. Cold plunge mid-session. Serious wellness, not posed fitness. The feeling of having done the work.
3 · The table
Fish Feast catch on ice. House Dinner long table. A single plate, close. Honest food photography — no overhead shots with props.
4 · Seseh itself
The black-sand beach. The rice field approach. Fishermen at dawn. This is not Canggu — let the place tell its own story.
5 · Human moments
Two people at the bar, backs to camera. Feet in the cold plunge. Never faces. Privacy is part of the brand — the restraint makes viewers want to be in the frame.
The first post
One image. The estate at dawn. Caption: a single full stop. Nothing else. Let people sit with it before you say a word.
Caption rules
Short. One or two sentences. Let the image carry it.
Specific nouns. "Kintamani single origin." Not "great coffee."
Present tense, active. "Catch came in at 5am."
End on an image, not a call to action.
Never: luxury · exclusive · curated · bespoke.
Never: "Link in bio" — it's always there.
Never: emoji in feed captions.
Never: announce pricing or membership publicly.
Growth — 0 to 5K without paid ads
Pre-launchPost 9–12 images before announcing anything. Grid complete before first follower.
Week 1Follow 200 carefully chosen accounts — photographers, founders, architects, long-term Bali residents.
Founding membersAsk each of the 50 founding members to follow and share once — by personal message, not broadcast.
No paid adsPaid reach attracts the wrong people and signals the wrong thing about the club.
DM as the funnelEvery membership enquiry comes through DM. Treat each one as the first impression of the club.
No drone shots
No influencer gifting
No giveaways
No Reels of events
No member name drops
No location tags on events
Photography brief — the founding shoot
Brief one photographer for a two-day shoot before posting anything. Morning and evening light only — never midday. These 8 images become the permanent core of the grid and the template for everything that follows.
Shot 1Estate empty at dawn — pool still, no people
Shot 2Cold plunge from above, steam rising in morning air
Shot 3Long table laid for House Dinner — end-on, candlelit
Shot 4Run route along the beach, silhouettes from behind
Shot 5A single plate of food, close, nothing around it
Shot 6Yoga sanctuary with no one in it, mats rolled out, morning light
Shot 7The pool at golden hour — one person's silhouette
Shot 8The black-sand beach at Seseh — empty, wide, honest
Positioning & go-to-market
What we are · how we explain it · why the value holds · the Bali gap · the tactic to bring it to market
The Seseh, in one line: a private membership on a beachfront estate in Seseh, Bali — a home base for a small group of people who live or spend real time here, built around training, recovery, good food and the right peers. Not a venue you visit. A place you belong to.
Category
Members club
New to Bali — we define it
The gate
People, not price
Invitation-led
Hard cap
150
Phase 1 · room to 250
The product
The people
Not the amenities
The category we are creating
Bali has beach clubs, wellness studios, villas and co-working spaces. It does not have a private members club. We are not fighting for share in a crowded category — we are defining one that does not exist here, and being first to own it. That reframes everything: there is no direct competitor to undercut us, and the comparison set (open-access venues with a price barrier) actually makes our case for us.
We are
Private and invitation-led — capped at 150 to start, room to 250 as we prove it
Beachfront and small — a single estate, not a chain
Full-stack — train, recover, eat, stay and belong in one place
A home base — somewhere you return to, not a destination
Peer-first — chosen for who is in the room
We are not
A beach club — no day-parties, no DJs-for-volume
A day-pass gym or wellness studio — not transactional
A hotel — guests are members and their people, not strangers
A co-working space — work happens, but it is not the point
Open to anyone with money — money is not the qualifier
The elevator pitch — three lengths
One line
"A private estate on the beach at Seseh, for people building things. Members only."
Thirty seconds
"It's a private members club on a beachfront estate fifteen minutes north of Canggu. Capped at a hundred and fifty people who live or spend real time in Bali — founders, investors, creatives. You train, recover, eat and stay there, but the real reason people join is the others who are in it. You don't book it; you're introduced."
The full version
"Bali has everything except a place for serious people to land. The beach clubs are for tourists, the wellness scene is open to anyone, and villas are where you stay alone. The Seseh is a private estate that fixes that — beachfront, capped at a hundred and fifty, built around a real daily rhythm: run club at dawn, sauna and cold plunge, breakfast on the lawn, a focused morning of work, training in the golden hour, dinner with the same faces. You can book a room, bring a guest, host a dinner. It's the difference between visiting Bali and having a home here — with peers who get what you're building."
The value isn't the pool — it's belonging, access, time and the right room. Those are the things you can't assemble à la carte in Bali. The pricing reflects that, and the value still exceeds the fee at every tier. Premium price is part of the product: it keeps the room right.
Why the price is the right price
If you spend real time in Bali, you already pay for this lifestyle in pieces — a gym, a co-working desk, the café habit, recovery sessions, villa stays for guests, and endless effort trying to find people at your level. The Seseh bundles all of it onto one private beachfront estate and adds the one thing money can't assemble on its own: the people. Measured against the scattered spend it replaces, the fee is not an extra cost — it is a better-priced version of what you already do, plus the part you can't buy.
Value stack vs. price — per tier
| Tier | Annual fee | What it replaces / includes | The part you can't buy |
|---|---|---|---|
| Resident | $3,000 $250/mo | Daily beachfront base, gym, classes, sauna & plunge, run club, bar — replaces a gym + co-working + recovery habit that already costs more, none of it beachfront or private | A place that's yours, and the people in it |
| Fellow | $6,000 | Everything, plus 4 villa nights (~$1,520 rack), House Dinners, a workspace, 40% off stays — the accommodation and dining alone exceed the fee | A real base for the weeks you're here, every visit |
| Patron | $12,000 | 12 villa nights/yr (~$4,560 rack), concierge, buyout priority, the inner circle — the room nights alone cover the fee before any club access | Access, discretion, and a seat at the founding table |
The maths of belonging
Resident · $250/moA serious Canggu routine — gym, co-working, recovery, café — already runs past $250/mo, and none of it is private, beachfront, or with peers.
Fellow · $6,0004 free villa nights + House Dinners + workspace + 40% off stays. Pays for itself before you count a single class.
Patron · $12,00012 villa nights at ~$380 = ~$4,560 in rooms, plus concierge and buyout priority. Accommodation alone covers it.
Cost is a filter, not a barrier
The price does a job: it keeps the room right. A lower fee would fill faster with the wrong people and quietly kill the only thing we're selling. So we hold it. If the fee is the sticking point for someone, that is information, not an objection — and the waitlist is the answer. We never discount to fill seats.
What Bali has — and the one thing it doesn't. Every category is well served except one: there is nowhere private to belong. That gap is the whole opportunity.
What already exists
Beach clubsFINNS, Potato Head — beachfront, but public, scaled, party-led. Thousands of strangers.
Wellness clubsNirvana Life, Reload — strong recovery, but open membership, inland, no beach, no stay.
VillasBeautiful, but transient and solitary — no community, no programme.
Co-workingA desk and wifi — no recovery, no beach, no evening, no peers you'd choose.
What no one offers — the gap we own
A people gate, not a price gate. Everyone else is open-access; we're invitation-led.
Private + beachfront + small. The others are public-beachfront-at-scale, or private-but-inland. No one is all three.
Everything on one estate. Train, recover, eat, stay, belong — nobody bundles it.
A home base, not a destination. You don't book it; you belong to it.
The peers. The real product is who else is there — and that can't be copied quickly.
Head-to-head — where we win
| Against | What they are | Where The Seseh wins |
|---|---|---|
| Nirvana Life / Reload | Open wellness clubs, inland, $1.5–2.3K/yr | Private, beachfront, full-stack, with peers and overnight stays — a different product, not a pricier gym |
| FINNS / Potato Head | Public beach clubs, scaled, tourist/party | The point of The Seseh is that it's not there — privacy, calm, the same faces |
| Private villas | Transient luxury stays, no community | You arrive into a community and a daily rhythm, not an empty house |
| Soho House model | Global, 270K+ members, lost its edge | What Soho House felt like early — small, personal, actually private |
The moat: first-mover in a category that doesn't exist in Bali; a cap and a people-gate that compound — the community gets better, not bigger; and lock-in built on relationships, not amenities. Amenities can be copied in a season. A hundred and fifty of the right people, and the trust between them, cannot.
The honest starting point: the founders are new to Bali. So the go-to-market cannot lean on a personal network that isn't there yet. It leans on the three things newcomers can build — a few well-connected founding members (connectors), the estate as something people discover by experiencing it (stays & events), and earned reach (PR, the IG window). Still no paid ads, still chosen at the door — but discovery is built, not assumed. Founding 50 is a 9–12 month build, not a 15-week sprint.
The sequence — experience-led, four phases
You don't need 200 contacts. You need the right people to experience the estate — then you convert the best.
Phase A · mo 1–4
Presence & connectors
Sem embeds in the Bali scene. Recruit 5–10 connector founding members (comped/discounted for the networks they bring). Story, deck, site, IG ready.
Phase B · from soft open
Experience is the funnel
Market the stays & events (a boutique stay, not a club ad). The right people discover the estate by staying or attending — then convert the best to membership.
Phase C · once seeded
Referral engine
Now connectors + members bring members — 3 intros each. The word-of-mouth motor, finally with fuel. This is where it compounds.
Phase D · to ~120
Waitlist
A public waitlist — never "apply now". Admit by fit, not speed. Hold short of the 150 cap.
Channels — and the one job each does
Connectors / founding circleThe multiplier. 5–10 hyper-connected people bring the network you don't have yet. Highest leverage.
Stays & eventsThe discovery funnel — and the one thing you can market. Every guest is a membership prospect.
The estate (previews)The closer. Seeing it — lunch, a sunset — converts better than any deck.
PR / earned mediaNow central, not later. The right Bali & founder/wellness outlets put the estate in front of the right people.
InstagramThe window, not a shop. Atmosphere and restraint — it makes people want in.
Paid adsStill no. Borrowed (connectors) and earned (PR, stays) reach instead — never desperation ads.
The connector play — the heart of it
One good connector is worth more than a hundred cold names. Identify 5–10 people already deep in the Bali founder / creative / investor / wellness scene. Offer them a real stake in being early:
The offer
Founding-circle status — a comped or deeply discounted Patron place, a title, a voice in the programme.
The ask
They host a dinner, bring their people to the estate, and vouch. Their endorsement is the credibility you can't manufacture as newcomers.
The maths
8 connectors × ~15 quality introductions each = ~120 of the right people in front of the estate. That's the founding cohort, sourced.
Cross-references: prospects + connectors live in Target list, message templates in Outreach protocol, the funnel discipline in Membership → Sales funnel, the brand window in Brand → Instagram, and the first 90 days in the 90-day playbook tab. This panel is the strategy those execute.
The connector play is the whole engine. As newcomers, 5–10 well-connected founding members replace the network we don't have. One good connector ≈ 15 of the right people through the door. This is who they are, where to find them, what to offer, and how to ask.
Who is a connector
Not necessarily the richest or most senior — the most connected and trusted. When they say "you should meet X," people take the meeting.
Already embedded in a Bali scene full of the right people
Generous with introductions — gets energy from connecting people
Would be proud to be "founding" — early-adopter identity
Taste-maker — their endorsement carries weight, not just reach
Where to find them — the scenes to mine
Founder / startupFounder dinners, Bali founder communities, angel/VC circles.
Wellness / performanceSought-after yoga/breathwork teachers, retreat leaders, longevity & run-club crowds.
CreativePhotographers, designers, architects — they know everyone and shape taste.
Community hubsOutpost, Tropical Nomad, B Work — the community managers are super-connectors.
Hospitality / propertyRespected restaurateurs, villa managers, agents, family-office types who've landed.
The "mayors"8+ year expats who host everything and know who's who.
The offer — "founding circle"
Give them a real stake in being early — capped at ~10 so it stays meaningful.
What they getA comped or deeply discounted Patron place · a founding-circle title · a voice in the programme · name on the wall · first access.
What you askHost one dinner on the estate, bring their people through, and vouch — genuinely, not transactionally.
Why it worksTheir endorsement is the credibility two newcomers can't manufacture. You're not selling them — you're inviting them to co-shape something.
The approach — the sequence
1 · Meet in their world
Show up where their scene is. No pitch — a real conversation. Sem embeds first.
2 · Invite to the estate
Let them feel it — a sunset, a dinner. The place does the persuading.
3 · Make the founding-circle offer
Once they've felt it: "We're shaping this with a small founding circle — I'd love you to be one of them."
The opening message — a template
"Hi [Name] — we've just taken on a beachfront estate in Seseh and we're turning it into something Bali doesn't have yet: a small private club, capped, for people building things here. I'm pulling together a tiny founding circle to help shape it — people whose taste and judgement I trust. Would love to show you the place over a sunset and tell you what we're thinking. No pitch — I'd genuinely value your read on it."
Note the frame: shape it with us, not buy it from us. You're offering status and early influence, not asking for money.
Connector targets to name
10–15
to land 5–10
Reach per connector
~15
quality introductions
Founding circle cap
~10
keeps it meaningful
Track them in Target list as type F · Connector — mark temperature and move to CRM when contacted. These are the priority pipeline; everything else follows from them.
Lead with specificity, never adjectives. "A sauna at 85 degrees, a cold plunge at 10, breakfast on the lawn with the same faces every morning" lands. "A premium wellness experience" does not. The detail is the persuasion.
The talk track — the order to explain it in
1 · What it is
A private estate on the beach at Seseh. Members only. Capped at 150.
2 · Who it's for
People building things who are here often — founders, investors, creatives.
3 · A day in it
Run club, plunge, breakfast, a focused morning, golden-hour training, dinner.
4 · The real value
The people. The same faces, peers who get it. That's what you're joining.
5 · How to join
By introduction. A short conversation, a visit. Never an "apply now" button.
The throughline
Visiting Bali vs. having a home here. That's the whole pitch.
What each person needs to hear
Founder / operatorPeers to think with — not an audience to perform for.
Creative directorPrivacy and a place that looks right. Never photographed without asking.
Investor / family officeDiscretion, service, and access to the right room.
Established nomadA reliable base. The anti-Canggu — fifteen minutes and a world away.
Seasonal eliteTrivially justifiable for the weeks you're here — and somewhere that's already yours when you land.
Objections — and the honest answer
"How exclusive is it really?" — The right people never ask. Redirect to fit, not status.
"It's far from Canggu." — The fifteen-minute drive is the filter. That's the point, not a flaw.
"The price?" — If that's the question, the waitlist is the answer. We don't discount.
"What do I actually get?" — Access, the right room, and the people. Not a punch-card of amenities.
Words that work · words we never use
Use
private
members only
by introduction
a home base
the right people
capped at 150
Never
luxury
exclusive
curated
world-class
bespoke
sanctuary
Saying "exclusive" is asking for status. Showing a 150-cap and a people-gate is exclusivity — without the word.
The first 90 days — building the network we don't have yet. As newcomers, the first quarter is not about signing 50 — it's about landing the connectors and turning the estate on as an experience. Founding 50 follows over months 4–12. Owner: Sem (Founder 1). Legal/build/hiring run in parallel (see Timeline).
| Weeks | Focus | Concrete actions | Target |
|---|---|---|---|
| 1–3 | Embed & assets | Sem starts showing up where the scene is — founder dinners, run clubs, co-working (Outpost/Tropical Nomad), wellness & investor circles. Lock the deck, the website-as-filter, the IG grid (incl. entrance). | Known, ready |
| 3–5 | Land the connectors | Name 10–15 hyper-connected targets. Define the founding-circle offer (comped/discounted Patron + a voice). Pitch them in person, on the estate. | 3–5 connectors in |
| 5–7 | Turn the estate on | Open boutique stays (marketable — direct, no OTAs) + first connector-hosted dinner. PR groundwork with Bali/founder media. IG live, quietly. | First guests + 5–8 founding |
| 7–9 | Experience → convert | Each connector brings ~15 people through a stay or event. MM follows up within 3 days of every visit. Convert the best to founding members. | 15–20 founding |
| 9–11 | Cadence | Regular events as the funnel (Pool Sunday, Feast). First press lands. Members + connectors each introduce 3. Patron conversations via connectors. | 25–30 founding |
| 11–13 | Momentum & waitlist | Referral engine compounding. Waitlist opens quietly (never "apply now"). The grand opening becomes the cohort milestone, dated when ~50 is in sight. | ~35 → 50 by mo 9–12 |
Connectors
5–10
the network multiplier
Experience → join
~1 in 4
guest/event → member
Founding 50 by
Mo 9–12
realistic, not 15 weeks
Discipline check: if by week 6 you have no connectors committed, that's the blocker — not the price, not the offer. The whole engine is the connectors. Solve that before spending on build-out beyond the essentials, and never widen the door by lowering the standard.
A deliberate second opinion. Below are the hardest, most skeptical questions a sharp investor, a wary target member, a brand strategist and a Bali operator would ask — with honest answers and the real risk. Showing you've stress-tested the concept is itself part of the pitch.
The skeptical investor
"66–70% EBITDA margin isn't real." It is — but only because there's no rent (the lease is paid; goodwill is capex). The honest caveat: the true cost of occupancy is the goodwill amortised over ~3 years, and the window is short. Frame returns over the 3-year term, not as a perpetual margin.
"You're a hotel pretending to be a club." Accommodation ($765K) is the biggest single line. Membership ($648K) is now close behind — but the risk is real: if membership underfills, the model leans on occupancy, which is the least controllable line.
"3.5-year lease = uninvestable." The single biggest risk. Without a renewal option negotiated before signing, the equity story is capped. This must be solved first.
The wary target member
"$3–12K for a place I might visit twice a week?" The honest answer: it's only worth it if you're here often and value the people. For occasional visitors it isn't — and that's fine, they're not the member.
"Will the 'right people' actually be there — or is it empty?" The cold-start problem, sharper because the founders are new to Bali. Mitigant: a founding circle of connectors seeds quality, and the estate (via stays & events) lets people experience it before there's a crowd. Honest risk: it hinges on landing those connectors.
"Seseh is far and quiet in wet season." True. The 15-min drive filters — but attendance will dip Nov–Mar. The annual fee smooths revenue; the experience must still work for 10 people, not just 80.
The brand / category strategist
"'Members club' is borrowed from Soho House." The category is proven but not owned in Bali. Risk: a fast follower with more capital. Defence: be first, lock the best 150, make it about relationships (uncopyable), not amenities (copyable).
"The anti-Canggu story cuts both ways." Privacy + distance is the filter, but it also shrinks the addressable pool. The whole thing rests on there being ~150 right people who'll commit — a narrow, real bet.
"No network + no ads = slow fill." The real risk for newcomers. Answer: the estate itself is marketable (stays & events) and connectors borrow the network you lack — but the runway is longer (9–12 months to 50), and that must be funded and expected, not wished away.
The Bali operator
"Service consistency is the killer." A members club lives on flawless, personal service. Every bad day is a renewal conversation. The GM hire is the whole business — get it wrong and the brand dies quietly.
"Permits, power, staffing in Seseh." Licences run late, power is less reliable, the local talent pool is thinner than Canggu. Budget time and a generator; start licences day one.
"No production kitchen — can you deliver F&B?" The live-fire + Sêmu model is lean and right, but it caps F&B ambition. Manage member expectations: it's a tight, confident offer, not a restaurant.
The honest verdict: the concept is sharp and the economics are genuinely strong if three things hold — (1) a renewal option is secured before signing, (2) the connector play + experience-led funnel deliver the founding cohort (the founders are new here, so this is the work, on a 9–12 month runway), and (3) the GM and service are excellent from day one. None are guaranteed; all are within your control. The model's strength buys room to be patient on membership — so never trade the standard for speed.
Membership
Target market · Curation system · Three tiers · Pricing · Sales funnel
Two memberships, not three. Resident and Fellow (below) are the real product decision — daily local life vs. a real base for frequent visits. Patron is not a third tier to compare against them; it's a founding-circle upgrade priced on top of Fellow (shown separately, further down, as an add-on — not another full card). Every inclusion below is stated once, at the tier where it first appears — higher tiers say "everything in [previous tier]" and then list only what's new.
Resident
The everyday member
$3,000/year
or $1,650/6mo · $300/mo — flexible terms, same access
Founding rate: $2,000 · Phase 1 cap: 80 · phase 2: 133
- Unlimited estate, beach & pool access
- Daily menu at member pricing (20% off)
- Bar access and all regular programming
- Group fitness classes — included, unlimited
- Sauna & cold plunge — included, unlimited
- 4 surf lessons/year included · free board use always
- Members-only workspace zone — every tier, always (the core of what The Seseh is, not an add-on)
- Gym/changing-room locker access
- Always bring 1 guest, any visit — never a day pass, no counting
- Villa booking priority + 30% off rack
- Member directory access
Core tier
Fellow
Deep belonging
$6,000/year
or $3,300/6mo · $600/mo — flexible terms, same access
Founding rate: $4,000 · Phase 1 cap: 50 · phase 2: 84
Everything in Resident, plus:
- Thursday House Dinner included (monthly)
- Private meeting room, bookable (2hr/wk)
- 1 villa night per quarter (complimentary)
- Always bring 3 guests, any visit (vs. 1 for Resident)
- 3 curated intros on joining
Upgrade on Fellow — not a third tier
Patron
The founding inner circle
+$6,000/year on top of Fellow
Total $12,000/year · or $6,600/6mo · $1,200/mo
Founding rate: $8,000 · Phase 1 cap: 20 · phase 2: 33
Everything in Fellow, plus:
- 1 villa night included per month (any villa)
- Name on the founder wall (permanent)
- Always bring unlimited guests (24hr notice for groups)
- Annual private dinner with founders
- Dedicated concierge for bookings
- Input into programming and club direction
- Host private member events on the estate
Estate capacity — sizing the shared workspace for real demand
Workspace access is every member's, always — not a dedicated desk per person (doesn't scale past a handful of members), but a shared members-only zone sized to how many people actually want to work at the busiest moment.
75
—
The sweet spot
Total members110–130 at launch. Below 80 = not enough community. Phase 2 room to 250 as demand & amenities prove out.
Hard capPhase 1: 150 members. Phase 2: up to 250, once demand and a second amenities phase justify it. When full, waitlist — never ad hoc.
Flexible termsAnnual, 6-month or monthly — shorter terms carry a premium so commitment economics still hold. Removes the biggest barrier for a brand-new, unproven concept; members convert to annual once they trust it.
Renewal rate target85%+. Below 80% is a red flag — something is wrong.
RenewalInvitation, not automatic. The club chooses them, not the other way around.
Pricing logic
Soho House (global)$3,000/year · 270K members · too big, lost exclusivity
Soho House (1 city)$1,950/year · single location comp for Resident tier
Our Resident at $3,000$250/mo equivalent on the annual plan (or $300/mo month-to-month) — for a private beachfront estate. Below an open-access wellness gym, for a far better product.
Fellow at $6,000Includes villa nights + House Dinner worth well over the fee in rack value. Pays for itself.
No negotiationPricing is fixed. If cost is the sticking point, the waitlist is the answer.
Flexible-term downside, stated plainly: a member who takes the monthly plan and leaves after 6 months pays ~30% less than an annual member would have. That's the price of removing the commitment barrier — priced in on purpose, not a hidden risk. The model below still runs on the annual figure per member (conservative); flexible terms are an acquisition and conversion tool, not yet counted as modelled upside. If most flexible-term members convert to annual within the first cycle — which is the intent — this is free growth.
The market has over 100,000 long-term foreign residents in Bali. Of those, maybe 3–5% qualify for what we're building — that's 3,000–5,000 potential members in our catchment area. We only need 100–150 of them.
The five personas
The Founder / Operator
Runs a company partly or fully from Bali. Spends 6–10 months here. Problem: can't find peers at their level. Want to think with, not an audience. $200K+ income. 3mo+ stays.
The Creative Director
Designer, architect, director, brand strategist. Uses Bali as creative base. Cares deeply about aesthetic. Needs privacy — doesn't want to be recognised or photographed.
The Investor / Family Office
Capital deployer with Bali as lifestyle base. Values discretion and service above everything. Often the highest-value member by far. Patron tier made for them.
The Well-established Nomad
Senior IC or specialist, remote contract $120–300K+. Has outgrown the Canggu café scene. Long-term villa lease in Seseh or Pererenan. Comes 2–3x per week if the experience is reliable.
The Seasonal Elite
4–12 weeks per year in Bali. Singapore, London, Sydney base. Has tried every beach club. Renews because the annual access is trivially justifiable for their time here.
Who we do not let in
Social media influencers whose business model requires constant content creation. They turn the club into a backdrop. Test: would they tag us publicly without asking? If yes — no.
Day-tripper beach club seekers who compare us to La Brisa or Potato Head. They don't understand what they're joining and will be vocal about disappointment.
"Serial entrepreneurs" with 8 projects, none generating revenue. They want to pitch everyone they meet. The club is not a sales floor.
Short-term tourists visiting for less than 3 weeks. Day passes exist for a reason.
Anyone who asks "how exclusive is it really?" — they want the status signal, not the experience. The right members never ask this.
The curation test: "Would you want to be stuck next to them at the Thursday dinner?" If the honest answer is "it depends" — decline.
The five-stage curation process
Stage 1 — Referral only (launch year)
No public application. No "apply here" button. Every founding member gets 3 referral invitations. They make personal introductions — not email blasts.
Stage 2 — Short, human form
Three open questions: What do you do? What brought you to Bali? What are you working on right now? We read for tone, not résumé.
Stage 3 — The informal visit
Every applicant is invited for a complimentary lunch or drink at the estate. Not an interview — a conversation. The team observes: curious or transactional? Do they acknowledge staff?
Stage 4 — The founding committee vote
During year one: any three founding members can veto an application. After year one: GM and two senior members decide. Declines are always warm, never with a stated reason.
Stage 5 — Welcome and the rules
Physical welcome kit. Handwritten note from the GM. House rules on good paper. Member number. Three personal introductions in week one.
After year one — public phase
Public waitlist only
A simple form on the website. "We're at capacity. Join the waitlist and we'll reach out when a space opens." This is the only public-facing application path. Never "apply now."
Phase 1 cap: 150 — room to 250
At full capacity in phase 1, one member must leave before another joins — until phase 2 (up to 250) opens once demand and a second amenities phase justify it. Scarcity by design, never rushed.
Renewal is an invitation
Members receive a renewal invitation — not an auto-charge. The club chooses them annually. Renewal rate target: 85%+. Non-renewal is always handled with grace and privacy.
Ongoing curation
Two strikes + a private conversation. Third incident: non-renewal at the annual date. Always gracious. The exit is as curated as the entrance.
The sales sequence — 0 to 100 members in 5 months
What never to do in membership sales
Never run paid ads. Google and Meta ads for a private club signal desperation and attract exactly the wrong people.
Never create artificial urgency. "Only 3 spots left!" tactics destroy the brand. The scarcity is real — never manufacture it.
Never lower the standard to fill seats. A bad member corrodes culture slowly. At 90 members with 10 below standard, you have 80 good members and a problem.
Every membership conversation is also a curation decision. The Membership Manager's job is not to sell — it is to find the right people and help them join.
Year 1 membership
$450K
105 members, founding-heavy mix
Mature (full price)
$648K
~120 members, 85% renewal
All full-price revenue
$780K
Current members, no founding discount
Lifetime value / Fellow
$18K
3-year tenure at full price
Membership breakdown — founding vs full · live from the P&L membership sliders
| Category | Count | Fee | Revenue |
|---|---|---|---|
| Founding Resident | 30 | $2,000 | $60,000 |
| Full Resident | 20 | $3,000 | $60,000 |
| Founding Fellow | 25 | $4,000 | $100,000 |
| Full Fellow | 15 | $6,000 | $90,000 |
| Founding Patron | 10 | $8,000 | $80,000 |
| Full Patron | 5 | $12,000 | $60,000 |
| Total | 105 | Avg $4,286 | $450,000 |
Can we land the target without dropping the bar? Set the launch timing and the funnel — this shows the pace you need, whether the pipeline can supply it, and where exclusivity starts to slip. The real question isn't the number; it's hitting it while staying selective.
Recruiting window
—
launch → target
Required pace
—
curated members / month
Pipeline capacity
—
from the funnel
Cost per member
—
acquisition ÷ target
—
Timing & target
3
100
2
$30K
—
The funnel — where members come from
8
15
40%
30
8%
Connector pipeline: — · inbound: —
Path to target
—
Founding vs full at the target
—
Gender balance — same price, deliberate mix
45%
—
F&B strategy
Club Table model · Live-fire (no production kitchen) · Sêmu day-partner · Weekly programme · Menu concept
Recommended model: "Club Table." No à la carte restaurant — and no production kitchen. Hot food is cooked live-fire (charcoal grill + wood-fired pizza oven), cold prep and plating happen in a small prep-kitchen. A self-run cocktail bar and a coffee & bakery corner (product delivered daily by a partner). Daytime brunch/lunch is covered by the neighbour, Sêmu by Sakka (open to 4pm) — complementary hours, so the club owns the evenings. Anchored by 2 weekly communal events — Thursday House Dinner & Saturday Fish Feast — run by a private chef.
Daily offering
Tight, rotating offer: morning coffee & bakery (partner-supplied), light lunch / grazing, and live-fire dinners (grill & pizza oven). Cooked live and finished in the prep-kitchen — no production line. Served on the lawn / Beach House and delivered to villas.
2 weekly signature events
Thursday House Dinner — long tables, set menu, 7pm, RSVP. Saturday Fish Feast — chef sources fresh catch at dawn, served on lawn 12–3pm. These become the heartbeat of the club.
Local partner products
Artisan bread daily (Old Batavia or equivalent), cold-press juice brand, local gelato maker. No cooking required. Adds quality and story without kitchen complexity.
Why not a full à la carte restaurant
Running a full restaurant from a small production kitchen is a recipe for complaints. You cannot execute 20+ dishes consistently with a small team. Every bad meal is a membership cancellation conversation. A members club that tries to be a restaurant fails at both.
The best clubs — Soho House, Amangalla, Bisma Eight — do a tight, confident daily offering. Not a menu. An offer. Brevity enables consistency. Consistency enables pride.
Three rules that prevent complaints
1. Never serve a dish you haven't practised
Every new dish is cooked twice before it goes on the menu. If it doesn't work Thursday trial, it doesn't appear Monday.
2. If the ingredient isn't right, don't make the dish
If the fish isn't fresh, don't serve fish. Put up a chalk sign. Members respect honesty infinitely more than a mediocre dish.
3. Own mistakes immediately
If a member isn't happy: GM told within 5 min, dish replaced or comped, no argument. A member who feels heard after a mistake tells the story positively.
Decision: No production kitchen. Cook hot food live-fire (charcoal grill + wood-fired pizza oven), prep cold in a small prep-kitchen by the staff area, and convert the two villa kitchens — Makanda → cocktail bar (the heart), Kalima → coffee & bakery corner (quiet zone). Partner with the neighbour (Sêmu by Sakka) for daytime brunch/lunch; private chef for House Dinner & events.
Prep-kitchen + live-fire Build this
Investment~$8K prep-kitchen + ~$9K grill & pizza oven
Prep-kitchenSmall, by the staff area — cold prep, plating, finishing. No commercial production line.
Live-fireCharcoal grill + wood-fired pizza oven at the Beach House — dinners, pizza/BBQ nights, Fish Feast
Staffed byPrivate chef + 1–2 (event-based, not a full brigade)
Villa kitchens Convert
Makanda kitchen→ Cocktail bar (self-run). ~$8K · back bar, fridge, ice, cocktail station, POS.
Kalima kitchen→ Coffee & bakery corner. ~$5K · espresso, pastry display — product delivered daily by a partner.
HoursCoffee: mornings · Bar: 11am–late
Sêmu by Sakka (neighbour) Day partner
ThemSpecialty coffee, kombucha & all-day brunch · open to 4pm
FitComplementary hours — they cover the day, the club owns the evenings. No double build.
ArrangementDaily coffee/bakery supply &/or member access / white-label for daytime food · cross-referral
NeverOutsource the evening & bar — the member-facing heart of the club
The rhythm of the week that makes members plan their calendar around the club.
Sêmu by Sakka — daytime F&B partner (the neighbour). Sêmu runs specialty coffee, kombucha and all-day brunch until 4pm. The Seseh owns the evenings — bar, live-fire dinner, House Dinner. Complementary, not competing: members get a proven daytime offer with zero kitchen build, and the club keeps the high-margin evening.
What Sêmu brings
CoffeeSpecialty programme, single-origin, signature serves
KombuchaOwn range — supplied to the club bar & corner
BakeryDaily pastries, sourdough, banana bread
Brunch capacityEstablished kitchen & team next door
HoursOpen to 4pm — covers the club's daytime gap
The deal — 3 levels
1 · Daily supply (start here)
Sêmu supplies coffee beans + bakery to the club's corner each morning. Wholesale + small margin. Lowest risk, no extra staff.
2 · Members-only service hours
Sêmu staff a members coffee/brunch service in the corner during set hours. Revenue-share on covers.
3 · Cross-referral + member perk
Members get Sêmu access/discount; Sêmu sends evening diners to the club. Small or no fee.
Commercials & boundaries
MarginClub keeps the bar & live-fire dinner (high margin); Sêmu earns on day supply/service
ExclusivityMembers-only on the estate; Sêmu service runs under the club's roof, subtle co-brand
BrandWhite-label / "coffee by Sêmu" — never overshadow The Seseh
NeverOutsource the evening & bar — the member-facing heart
ExitSupply deal month-to-month — easy to bring fully in-house later
Recommended start: Level 1 (daily supply) from opening — proves the relationship with minimal risk — then move to Level 2 members-hours once volume justifies it. Keep a backup bakery supplier on file so the corner is never dependent on one partner.
Wellness & performance
Five zones · Daily programme · PT & coaching · Contrast therapy · Peptides · Integration
The shift this creates: Most members clubs offer an environment to relax in. Very few offer an environment to perform at your highest level. The Seseh now does both. The wellness programme is not a gym add-on — it is woven into the daily rhythm of the estate.
Wellness zones
5
Rhythm, Garden, Yoga, Glow, Workspaces
Classes per week
10–14
Open to all members
Setup investment
$45–70K
All zones, equipment + landscaping
Year 1 net contribution
$50–70K
After PT base salary
The Rhythm
Open-air gym in the far back corner, enclosed by green, under a high canopy. Pull-up bars, dip bars, rings, battle ropes. Free weights: dumbbells 5–40kg, kettlebells 8–32kg, barbell + plates. No machines — intentional. Rubber mat floor, shade roof, open sides.
Investment: $8,000–12,000
Yoga & movement shala
Covered open-air platform, 6×8m, hardwood decking. 8 mats. Ceiling fan. Used for yoga, mobility, breathwork, and 1:1 PT consultations when not in class use.
Investment: $4,000–7,000
Lawn fitness area
North section of beach lawn. Used for sculpt, pilates, and mobility classes. Props brought out per session. The 4:30pm golden hour class here is one of the estate's defining moments.
Investment: ~$500 (mats + props)
Contrast therapy station
Finnish cedar sauna (4-person, 80–90°C). Cold plunge with dedicated chiller at 8–12°C. Rinse shower between them. Protocol card on the wall. Private but aspirational from the lawn.
Investment: $15,000–22,000
Run club & surf
Run club 6:15am from the estate entrance — Seseh coastline 4–8km, graded. Surf lessons from the beach in front — Seseh is excellent beginner/intermediate break. Partner instructor, revenue-share. 4–6 boards stored on the estate.
Investment: $2,000–4,000
Wellness consultation room
Private garden space for PT programming sessions, lifestyle coaching consultations, and peptide protocol discussions. Two chairs, a table, shade. Not visible from the lawn or bar.
Investment: $500–1,000
Morning classes (Mon–Sun)
Mon–Sat 6:15amRun club — Seseh coast, 4–8km. Free for all members. PT leads.
Mon 7:30amMobility & stretch — shala, 30 min. Post-run recovery.
Tue 7:00amHatha yoga — shala, 60 min. All levels, PT or visiting teacher.
Thu 7:00amYin / restorative — shala, 60 min. Mid-week recovery.
Sat 7:00amVinyasa flow — shala, 60 min. Most popular. Book by Friday noon.
Sun 7:30amSlow yoga — 75 min. Visiting teacher. Meditative.
Afternoon classes (golden hour)
Mon 4:00pmStrength & conditioning — outdoor gym, 45 min. 6 spots max.
Tue 4:30pmSculpt — beach lawn, 45 min. Light weights, bands, bodyweight.
Wed 4:00pmKettlebell & functional — outdoor gym, 45 min.
Thu 4:00pmMobility & breathwork — shala, 40 min. Sets up a clear head for dinner.
Fri 4:30pmPilates & core — beach lawn, 45 min.
Class pricing
All membersAll group classes included — unlimited, every tier
Non-members / villa guestsDrop-in rate applies — see P&L Wellness
Villa guests$18/class drop-in
Run clubFree for all — members and guests
Surf lessons$35–50 via partner instructor
The ideal member morning
6:15am — run club along the Seseh coast. Real connections happen here.
7:15am — sauna 10 min, cold plunge 2 min, repeat. Bar opens.
8:00am — breakfast on the lawn. Same faces, same table, every morning.
9:00am — beachfront workspace. Best three focused hours of the week.
4:30pm — sculpt on the lawn in golden light. Then the bar. Earned it.
7:15am — sauna 10 min, cold plunge 2 min, repeat. Bar opens.
8:00am — breakfast on the lawn. Same faces, same table, every morning.
9:00am — beachfront workspace. Best three focused hours of the week.
4:30pm — sculpt on the lawn in golden light. Then the bar. Earned it.
The role
MorningRun club lead 6:15am, group class instruction to 8:30am
Mid-morning2–3 private PT sessions (45–60 min each)
AfternoonDuo sessions, programming, member check-ins
Lifestyle coachingMonthly 1:1 with members. Sleep, stress, recovery — not medical advice.
Peptide advisingInformal guidance only. Refers to clinic partner for all prescribing.
Days off2 rotating days/week. Sunday class covered by freelance yoga teacher.
Who to hireNASM/NSCA/REPS L3+. Has worked with executives or athletes. English-fluent. Bali-based or relocating. Look in CrossFit Bali, Canggu PT WhatsApp groups.
Compensation & session pricing
Base salary$2,000–2,800/month
Private 1:1 (member)$65–75 · PT keeps 60%
Private 1:1 (villa guest)$90–100 · PT keeps 60%
Duo (per person)$45–55 member · PT keeps 50%
8-session package$480 member rate
Total at full load~$8,200/month
Club share of sessions~$5,800/month retained
Staff accommodationOffer on-site staff accommodation — huge incentive for 5:45am starts
The setup
Sauna typeFinnish barrel or cabin sauna. 4-person. Canadian cedar. Electric heater. Target 80–90°C.
Cold plungeCustom stainless or fibreglass vessel. Dedicated chiller at 8–12°C. Daily UV treatment. Weekly clean.
LocationNear gym zone, shaded. Private enough to feel like a ritual. Visible enough to be aspirational.
SupportRinse shower between the two. Wooden bench. Cold towels from bar on request. Protocol card posted.
Hours6am–8pm. Pre-heats from 5:45am for the run club. Auto powers down at 8pm.
Investment$15,000–22,000 all-in · Running cost ~$175/month electricity
Access & protocol
All membersSauna & cold plunge included — unlimited, every tier
Non-members / villa guestsDrop-in rate applies — see P&L Wellness
Villa guests$25/session, book via GM
The contrast protocol (posted on site)
Beginner
Sauna 8 min → cold plunge 1 min × 3 rounds (~40 min)
Standard
Sauna 12 min → cold plunge 2 min × 4 rounds (~65 min)
Recovery focus (post-training)
Cold plunge 3 min first → sauna 15 min → cold plunge 2 min
Critical boundary: The Seseh does not prescribe, dispense, or administer peptides. The PT can discuss protocols informally. Members pursuing therapy are introduced to a vetted Bali clinic partner where a qualified practitioner handles everything.
What members ask about
BPC-157 Recovery · Gut · Tendons
Most requested in Bali clinics. Accelerates healing of tendons, ligaments, gut. Oral and injectable forms via clinic partners.
CJC-1295 + Ipamorelin Sleep · Body composition
GH-releasing peptide stack. Improves sleep depth, recovery, body composition. Popular with members 35–55.
TB-500 Inflammation · Endurance
Tissue repair. Often paired with BPC-157. Popular with surfers and runners dealing with repetitive movement injuries.
GHK-Cu Skin · Collagen
Collagen synthesis, skin regeneration. Relevant for members spending significant time in tropical sun.
The clinic partnership
Partner clinic1–2 established Bali clinics. Vetted in person by founders. Not a referral of convenience — a trusted relationship.
Referral fee10–15% on first consultation or flat $30–50 per referred member. Transparent.
Quarterly eventLongevity evening on the estate — clinic practitioner Q&A. 12–15 members. Drinks. Education only.
PT scopeCan explain what peptides are and how members use them. Never prescribes dose or protocol. Always refers.
Why this worksTarget member is already peptide-aware. They lack a trusted Bali bridge. You become that bridge — carefully.
Accommodation
Three villas · 10 rentable rooms · Two revenue models compared · Member benefit structure
No OTAs — ever. Direct-only model saves $57–68K/year in platform commissions and keeps every guest known to the club. Members-first priority across all rooms and villas.
Villa Cantik
2 bedrooms · intimate · self-contained
Self-contained 2-bedroom villa with private pool. Most intimate of the three. Ideal for couples or two members. Rentable as whole villa or 2 individual rooms.
Rooms2 ensuite bedrooms
Whole villa rate$530–650/night (member) · $700–850/night (referral)
Per-room rate$220–280/night (member) · $300–380/night (referral)
Villa Makanda
4 bedrooms · 2 levels · 20m pool
Four ensuite bedrooms, 20m pool, living room seats 20. The volume villa — broadest appeal. Rentable as whole villa or 4 individual rooms.
Rooms4 ensuite bedrooms
Whole villa rate$950–1,100/night (member) · $1,200–1,400/night (referral)
Per-room rate$280–340/night (member) · $370–450/night (referral)
Villa Kalima
4 upper rooms · basement converted to changing rooms
4 upper ensuite bedrooms with spa bathtubs and views. 9×20m pool. 12-seat dining room. Basement converted to member changing rooms — not rentable.
Rentable rooms4 ensuite bedrooms (upper level only)
Whole villa rate$1,400–1,650/night (member) · $1,850–2,100/night (referral)
Per-room rate$350–420/night (member) · $460–550/night (referral)
Basement (2 rooms): Converted into member changing rooms with lockers, men's & women's — supports the wellness/gym offer. Kalima stays at 4 rentable rooms, estate at 10.
Estate summary — 10 rentable rooms across 3 villas
| Villa | Rooms | Pool | Whole villa from | Per room from | Best suited to |
|---|---|---|---|---|---|
| Cantik | 2 | Private | $530/night | $220/room | Couples, 2 members |
| Makanda | 4 | 20m pool | $950/night | $280/room | Groups, offsites, families |
| Kalima | 4 | 9×20m | $1,400/night | $350/room | Flagship, events, VIP |
Current model. Each villa is rented as a complete unit — one booking covers all rooms. Historically the standard Bali luxury model. Simple to operate, high per-booking value, but lower occupancy potential and significant revenue left on the table on shoulder nights.
Revenue assumptions — whole villa
Villa Cantik — target occupancy70% · ~256 nights/year
Cantik — avg rate$590/night blended · $151K/year
Villa Makanda — target occupancy65% · ~237 nights/year
Makanda — avg rate$1,050/night blended · $249K/year
Villa Kalima — target occupancy55% · ~201 nights/year
Kalima — avg rate$1,550/night blended · $311K/year
Total whole-villa revenue (Year 1)
~$711K
Strengths & weaknesses
Strengths
Operational simplicityOne group per villa. Clean handovers. No room-by-room coordination.
High revenue per booking$950–2,100/night per transaction. Fewer but larger bookings.
Group experienceEntire villa is private — no shared pool with strangers.
Bali normWhat most premium Bali travellers expect and book for.
Weaknesses
Revenue ceilingLow occupancy on shoulder nights — an empty villa earns zero.
Group dependencyRequires a full group to fill all rooms — harder to fill midweek.
No room-level pricing flexibilityCan't sell 2 of 4 rooms on a quiet Tuesday.
Member exclusionWhen a villa is booked as a whole, individual members can't stay.
Market benchmark — comparable whole-villa rates, Seseh/Canggu 2026
| Property | Size | Location | Rate/night | Notes |
|---|---|---|---|---|
| Arnalaya Beach House | 5BR | Canggu beachfront | IDR 19.3M (~$1,200) | Tennis court, 20m pool, gym |
| Seseh Villa (boutique) | 1BR | Seseh | AUD $230 (~$150) | Plunge pool, boutique standard |
| Canggu Boutique Villas | Per villa | Canggu | $129–400/night | Private pools, boutique service |
| Our Kalima (4BR) | 4BR | Seseh beachfront | $1,400–2,100 | Premium vs market — justified by club access |
The strategic pivot. Rather than renting whole villas to one group, The Seseh operates like a boutique hotel — selling individual rooms per night to members, their guests, and curated referrals. Villas still available as whole buyouts at premium rates, but the default is per-room booking.
Revenue model — per room — live from the P&L sliders
Total rentable rooms10 rooms (Cantik ×2, Makanda ×4, Kalima ×4 — 2 basement rooms are now changing rooms)
Avg occupancy— across all rooms
Blended ADR— /room/night · market-conform Seseh/Canggu boutique $250–385
Per villa (live, gross capacity value)Cantik — · Makanda — · Kalima —
Total per-room revenue (Year 1, net of member free nights)
—
Live figure — set occupancy & ADR per villa on the P&L → Accommodation tab. Nothing here is fixed. Bali Year-1 occupancy is realistically 50–65% (wet season Nov–Mar drags the annual average down). The per-villa breakdown above is gross capacity value; the total is net of the free member nights costed in the Demand mix card below.
Market benchmark — boutique hotel room rates, Canggu/Seseh 2026
COMO Uma Canggu$177–667/night per room (5-star beachfront)
Boutique villas Canggu$130–400/night per room (4-star)
Seseh emerging market$150–250/night per room (new builds, less established)
Pererenan comparable$180–320/night (slightly below Canggu premium)
Our positioning: Member rate $250/night sits below COMO ($311+) but above Seseh market ($150–250). Justified by full club access — gym, sauna, cold plunge, F&B, run club, House Dinner — included in the stay.
Why per-room is strategically better
Higher occupancy ceilingOne room booked is revenue. A partly-filled villa in whole mode earns nothing.
Member-first accessA member can book a single room for a night. Not possible in whole-villa model.
Steady revenue rhythmPredictable weekly income vs. lumpy big-group bookings.
F&B upliftRoom guests eat, drink, use the bar. Per-room guests = more F&B revenue nights.
Waitlist membershipsRoom stays introduce prospective members to the estate — the best sales tool.
Boutique hotel premiumPer-room boutique model commands COMO-level rates if service matches.
Operational complexity added
Check-in/out coordinationMultiple arrivals and departures per day — needs a proper front-of-house system.
Shared pool managementDifferent guests sharing a pool — need clear protocols and priority rules.
Booking systemRequires a proper PMS (Guesty, Hostaway, or similar) — $80–150/month.
Mixed guest dynamicsA solo member + a referral couple at Makanda — need thoughtful pairing.
Housekeeping frequencyDaily turnover on individual rooms vs. one full changeover per group booking.
Solvable — but requires the Villa Manager to operate at hotel-grade standard, not villa-caretaker standard. Hire accordingly.
Hybrid approach: default per-room, whole-villa premium buyout
The smartest model is not either/or. Default to per-room bookings (higher occupancy, member access, steady revenue) but offer whole-villa buyouts at a 25–35% premium for groups who want full exclusivity. This captures both revenue streams.
| Booking type | When it applies | Rate | Priority |
|---|---|---|---|
| Member room booking | Default — any available room | Member rate ($220–420/room) | Highest — always confirmed within 24h |
| Referral room booking | Via member introduction | Referral rate ($300–550/room) | Second — subject to availability |
| Whole-villa buyout | Group requests full villa | +25–35% premium on rack rate | Third — only when worth displacing individual room revenue |
| Event buyout (full estate) | Weddings, corporate retreats | Full estate premium pricing | Board-level decision — rare, high value |
The recommendation: adopt the per-room boutique hotel model as the default. Keep whole-villa buyouts available at a premium. The numbers, the member experience, and the operational logic all point the same way.
The per-room case
At the same effort, per-room keeps more nights sold — one room booked is revenue, where a half-empty villa in whole-mode earns nothing (see the live figures and slider sensitivity above). That's before the F&B uplift from more individual guest nights. Room guests also convert to memberships at a far higher rate than group villa bookings — they experience the club as a member would. And the member benefit is transformative: a Resident member can book a room for a partner, a Fellow gets discounted nights, a Patron gets free nights monthly. None of that is possible in the whole-villa model.
What needs to change
Adopting per-room requires upgrading the operation:
Villa Manager briefUpgrade from villa caretaker to hotel-grade front-of-house. Different hire profile.
PMS systemGuesty or Hostaway — $80–150/month. Essential for per-room booking management.
Housekeeping SOPDaily room turnover standard, not weekly villa clean. More housekeeper hours.
Pool protocolsClear priority and time rules for shared pools when multiple guests are present.
Pricing tiersMember / referral / rack rates per room, per villa. Dynamic pricing by season.
Room nights as membership value. The per-room model unlocks accommodation as a genuine membership benefit — not just a perk, but a core part of the value proposition that justifies annual fees and drives renewal.
Resident · $3,000/yr
Bali-based members. Club access is the primary value. Room access is an occasional add-on.
Member room rate30% off rack rate
Priority booking48-hour advance priority window
Free nights1 free night on annual renewal (annual-term members only)
Guest roomsCan book rooms for guests at member rate
Value realised: 4 nights/year at 30% discount = ~$280 saved. Adds ~12% to perceived annual value.
Fellow · $6,000/yr
Split-time members. Here for extended stays 3–4x/year. Accommodation is a significant part of the value.
Member room rate40% off rack rate
Priority booking72-hour advance priority window
Free nights1 complimentary room night per quarter (4/year)
Guest roomsCan book rooms for guests at member rate
Suite upgradesComplimentary upgrade to best available room when available
Value realised: 4 free nights ($1,200 rack value) + 6 discounted nights ($600 saved) = ~$1,800 accommodation value alone. More than covers the annual fee.
Patron · $12,000/yr
Founding inner circle. Accommodation is a core part of the relationship — not a discount, an entitlement.
Member room rate50% off rack rate — or complimentary
Priority booking1-week advance priority — first access to any room
Free nights1 room night per month (12/year) — any room, any villa
Villa buyout priorityRight of first refusal on whole-villa buyout for their dates
Dedicated conciergeGM personally manages all room bookings and preferences
Value realised: 12 free nights at $380 avg = $4,560 rack value. Plus 50% off additional nights. The $12,000 fee is justified by accommodation value alone, before any club access.
Revenue impact of member benefits — the maths
| Benefit | Volume — live | Revenue cost — live | Membership value created |
|---|---|---|---|
| Fellow free nights (4/yr × live Fellow count) | — | — | Critical retention driver for Fellow tier — 85% renewal target |
| Patron free nights (12/yr × live Patron count) | — | — | Patron fee is $216,000/yr revenue at 18 Patrons. Cost is proportionally small — extremely justified. |
| Resident free night (1/yr on renewal × live Resident count) | — | — | Low cost, high perceived value — guests see the estate, become Residents |
| Total accommodation benefit cost | — | — | Netted directly from villa revenue in the live P&L — not a loss, a retention investment already priced in. |
At the live blended ADR (see Per-room model tab). Same figures as the "Demand mix" card — this table is the membership-tier breakdown of it.
The flywheel: A Fellow member stays 4 free nights per year. Each stay drives F&B spend (~$80–120/night), reinforces the membership value, and triggers a referral — they bring a guest who experiences the estate and joins the waitlist. The accommodation benefit doesn't cost the club money. It generates more of it.
Events programme
Three event tiers · Seven formats · Annual calendar · Access model · Revenue P&L
The golden rule: one ticketed event per week maximum. The club must feel like a club five days out of seven. Events are the exception that makes the exception feel special. Members came for the quiet — events are what give it meaning.
Tier 1 — Club events
Weekly recurring
Members only (+ allowed guests). Free or included. Happen every week regardless. Fish Feast, House Dinner, Friday Sessions.
Tier 2 — Signature events
Monthly / seasonal
Ticketed. Members priority at 40–50% off. Curated non-member list. Max 80 people. The peek-inside moments. Seseh Feast, Cinema Nights, Pool Sunday.
Tier 3 — Private buyouts
Full estate · seasonal
No members on site unless the host. Max 4–6 per year. Highest revenue. Weddings, offsites, corporate dinners.
Events per year
52–60
All three tiers combined
Signature events/yr
24–30
2–3 per month
Private buyouts/yr
3–4
Peak season only
Events profit (mature)
$170K
Net of all event costs
The Seseh Feast Flagship
Monthly · 60–80 guestsMonthly theatrical dining event on the beachfront lawn. Long communal tables, candles, no menus — guests discover the cuisine when it arrives. Each month: different guest chef, different cuisine, different theme. One month a Balinese whole-fire feast. The next: Japanese omakase on the beach. The next: live-fire Argentinian asado with a live musician through dinner. This is The Seseh's version of The Pizza Show — sells out in hours, generates 3–5 membership enquiries per event.
Pool Sunday
Monthly · 80–100 peopleFirst Sunday of every month. Members bring 2 extra guests beyond usual allowance + 20–30 curated spots. A DJ from noon to sunset (think Peggy Gou's radio show, not a club night). Special bar menu and a light food spread. Nothing formal, everything intentional. This is where non-members attend and immediately want to join. Every Pool Sunday should generate 3–5 membership enquiries.
Cinema on the Lawn
Monthly · 40–50 guestsA projector screen on the beachfront lawn. The Indian Ocean as backdrop. 40 people on cushions and low chairs with blankets and a bar. One carefully chosen film — not a blockbuster. Before the screening: a short introduction by a member who selected it. After: natural conversation at the bar. Quiet, intimate, deeply distinctive. A film night on a private beachfront estate in Bali that does not exist anywhere else.
The Friday Sessions
Weekly · club rhythmEvery Friday from 6pm: extended bar, musician or DJ, Friday-night-only kitchen menu. Not ticketed. Members bring up to 4 guests. Non-members by member introduction only (~30–40 max). Not marketed. Just known. The social valve where Bali's creative community discovers the club organically. Generates 2–4 membership enquiries per month.
Weddings & Private Buyouts
4–6 per yearFull estate buyout. 10 rentable bedrooms, up to 20 guests sleeping, lawn seats 250 for seated events. No members on site. Maximum 4–6 per year — more and the estate starts to feel like a wedding venue. Revenue includes villa accommodation + event fee + F&B minimum spend.
The access ladder — signature events
Step 1 — Patron & Fellow (48hr head start)
Personal email before any announcement. Member rate. 30–40% of capacity fills here.
Step 2 — Resident members (24hr head start)
Access before the curated list opens. Member rate. Max 2 seats per member (self + 1 guest).
Step 3 — Curated invite list (~200 people)
Membership waitlist, past villa guests, member referrals who have visited. Personal message from MM: "We have a few spots for the Feast on the 14th — would you like one?" Non-member rate.
Step 4 — Member fill (72hr before event)
"A few spots remain — if you'd like to bring someone, let me know by tomorrow noon." Fills the event, keeps quality curated.
Rules that never change
Never sell tickets publicly. No Eventbrite. No Google-able ticket link. One viral post from a stranger turns The Seseh Feast into a content farm.
Never run an event without knowing who is coming. A name list is confirmed 24 hours before every event. The GM reviews it.
No social media tagging without consent. The 30-second opening note from the host: "Please don't tag the location in anything you post tonight." Almost everyone respects this when asked warmly and directly.
Sound limit always. Music capped at conversation-comfortable volume until 10pm. After 10pm: acoustic only or off. Seseh village is quiet. A noise complaint from a local resident is a permanent relationship problem.
Every non-member attendee is a future member. The MM follows up within 3 days: "We hope the Feast was everything it looked. If you'd ever like to know more about membership, I'd love to have that conversation."
Seseh Feast (×10)
$47K
Net profit, 10 events
Friday Sessions
$44K
F&B uplift, 40 weeks
Weddings / buyouts
$48K
3 events avg $16K profit
Total events profit
$170K
Net of all event costs
Full events P&L
| Event format | Events/yr | Avg revenue | Avg cost | Annual profit |
|---|---|---|---|---|
| The Seseh Feast | 10 | $7,500 | $2,800 | $47,000 |
| Pool Sunday | 8 | $2,800 | $900 | $15,200 |
| Cinema on the Lawn | 8 | $1,800 | $600 | $9,600 |
| Friday Sessions (F&B uplift) | 40 | $1,800 | $700 | $44,000 |
| Sports mornings | 8 | $1,200 | $400 | $6,400 |
| Weddings & private buyouts | 3 | $22,000 | $6,000 | $48,000 |
| Total | $259,400 revenue | $89,200 cost | $170,200 profit |
Events are the second-largest revenue line after accommodation — and every Seseh Feast generates 3–5 membership enquiries from non-member attendees. At a $2,800 average annual fee, each conversion is worth $2,800 in recurring revenue. The events programme pays for itself in membership conversions alone — the direct revenue is almost a bonus.
Staff plan
16 FTE · 5 departments · Org chart · Schedules · Founder roles · Recruitment
FTE at opening
16
+ 2 freelance
Monthly payroll
—
Live · fully staffed
Annual staff cost
—
Blended incl. THR
First hire
Week 2
General Manager
Founders
Strategy · Brand · Capital · Oversight
General Manager
All departments report here · Daily ops · Budget · Hiring
Membership Mgr
Sales · CRM · Community
Villa Manager
Ops · Guests · Staff
Head Chef
Kitchen · F&B · Suppliers
Personal Trainer
Wellness · Classes · PT
Brand Manager
Brand · Content · Social
HK ×2 · Butler
Maintenance
Line Cooks ×2
Bar Lead · Server
Freelance yoga
Surf partner
Click any role to expand the full description.
Weekly coverage — all roles
ON Working day
OFF Day off
PM Afternoon only
Event day coverage
Thursday (House Dinner) and Saturday (Fish Feast) are mandatory for F&B and membership team. Days off for these staff rotate Mon–Wed only.
Full coverage 10am–6pm
All departments at full coverage 7 days/week between 10am and 6pm. Outside these hours: skeleton crew + GM on call.
Shift swap rule
Swaps approved by department lead. GM informed but doesn't approve routine swaps. Same-day swaps require GM sign-off.
Founders are not employees. They have responsibilities that no hire can carry in the early phase — and a clear commitment to step back from operations by month 3.
Founder 1 · Sem — Managing Partner
Strategy · Membership · Brand
Pre-opening (months 1–3)
Leads founding member outreach personally. Owns brand identity process — designer briefing, creative sign-off, brand voice. Makes every founding member decision alongside the MM. Manages building owner relationship and lease transition. Leads grand opening event strategy and guest list.
Post-opening (months 4+)
Quarterly membership review with GM. Brand guardianship — major creative sign-off. Strategic relationships: investors, expansion partners, press. Present 2–3 days/week. Always available for GM escalation.
Founder 2 · Dennis — Operations & Finance
Operations · Finance · Legal · Build
Pre-opening (months 1–3)
Owns physical transformation: contractors, build schedule, gym equipment, sauna/cold plunge install, prep-kitchen + live-fire build. Sets up financial systems (accounting, payroll, POS). Manages PT PMA legal setup. Signs all supplier contracts above $1,000.
Post-opening (months 4+)
Monthly P&L review with GM. Capital allocation decisions above $2,500. Lease negotiation and location scouting for 3.5yr expiry. Present 1–2 days/week.
What founders do NOT do after month 3
Direct staff below the GM — all direction goes through the GM. Authority confusion is fatal to management structure.
Override the GM publicly — disagreements happen in private. The GM is the authority in front of staff and members.
Day-to-day operational decisions — menu, scheduling, room assignments, event timing — all GM territory. Micromanagement loses good GMs.
Sourcing by role
General ManagerLinkedIn Bali hospitality, direct approach to GMs at comparable properties, referrals from trusted contacts
Head ChefChef networks Canggu/Seminyak, Instagram scouting, food community word of mouth
Personal TrainerCrossFit Bali, Canggu PT WhatsApp groups, Bali expat Facebook, direct Instagram DM
Membership ManagerReferrals first. The right person probably knows someone you know. PR and events backgrounds.
Villa ManagerExisting Shalimar staff first. Local Bali hospitality networks, villa management contacts.
F&B teamHead Chef recruits cooks. Bar lead via Bali bartender networks. Server via job boards.
Indonesian employment essentials
Contract typePKWT (fixed-term, 1yr renewable once). After 2 years: PKWTT or terminate with severance.
BPJSKetenagakerjaan: ~5.24% employer. Kesehatan: 4% employer + 1% employee. Mandatory for all staff.
THROne month salary before Eid al-Fitr. Legal obligation. Budget as 13th salary.
ProbationMax 3 months PKWT. Either party can terminate with written notice.
Expat permitsRPTKA + KITAS. Budget $1,500–3,000, 4–8 weeks. Use a Bali immigration agent.
Minimum wageBali UMK ~IDR 2.9–3.1M/month (~$185–200 USD). All roles above this.
TerminationCause required post-probation. Engage Indonesian labour lawyer before any dismissal.
Monthly payroll
—
Steady state
Annual payroll
—
Excl. THR bonus
THR (Lebaran bonus)
—
Legal obligation
Total FTE
—
Headcount
Adjust salary ranges and headcount below. Changes flow automatically into the P&L Costs tab. Management roles are fixed at 1 each.
Founder compensation 2 founders · monthly draw · not on BPJS
Set to $0 during pre-opening to conserve cash. Increase once the club reaches breakeven (month 5–6).
Total founder draws / month
$0/mo · $0/yr
Total labour cost — this figure feeds the P&L 1-to-1
—
—
Staff (incl. BPJS employer contributions and the mandatory THR / 13th-month bonus) plus the owner draws for Sem & Dennis. This full amount flows through to the P&L.
Management team Fixed headcount · adjust salary
All figures USD/month. BPJS employer contribution (+5.2%) added automatically.
Operations team Adjust salary and headcount
F&B team Adjust salary and headcount
Wellness & marketing Adjust salary and headcount
Live payroll breakdown
| Role | Dept | Heads | Salary/mo | +BPJS/mo | Annual cost |
|---|
Role specs, ready to post as vacancies. The management team (MT) is the priority — get these four right and the rest follows. Every spec downloads as an editable Word doc; or grab the full pack. Salary ranges mirror the Payroll tab.
◎ Management team · priority hires
Operations · F&B · wellness team
Hiring partners · recruiters & payroll
P&L model
Every revenue and cost line is adjustable — set parameters per stream, see the full P&L rebuild live
Total revenue
—
Total costs
—
Gross profit
—
EBITDA
—
EBITDA margin
—
Payback (months)
—
Adjust the parameters below to build your P&L.
Founding discount
One flat discount for the founding cohort in every tier — the urgency comes from the limited founding count per tier (set below, in each tier's card), not from a second layer of price-banding. Founding closes at opening; everyone after pays full price.
15%
—
Resident tier
60
$3,000
30
—
Tier revenue—
Fellow tier
42
$6,000
15
—
Tier revenue—
Patron — upgrade on Fellow, not an independent tier
—
18
$12,000
5
—
Tier revenue—
Total members: —
Founding / full: —
Total membership revenue: —
Blended avg fee: —
Monthly recurring: —
Revenue model:
10 rooms · boutique hotel model
This choice drives the model. The active button above sets the accommodation revenue in the P&L, the Overview and every total — only one model is ever counted, never both. Per-room (10 individual rooms) is the recommended base: higher occupancy and revenue. Whole-villa rents the 3 villas as complete units (simpler, but lower potential).
Villa Cantik — 2 rooms
60%
$260
Annual revenue (2 rooms)—
Villa Makanda — 4 rooms
57%
$310
Annual revenue (4 rooms)—
Villa Kalima — 4 rooms
52%
$345
Annual revenue (4 rooms)—
Per-room model: 10 total rooms. Each room modelled independently. Whole-villa buyout premium (+30%) applied automatically when full villa is occupied.
Demand mix — filling 10 rooms without selling only to members
150–250 members can't fill ~3,650 room-nights/year on their own. This breaks the occupancy target above into where the nights actually have to come from — member benefit, member referral, and a new direct-curated channel (applications via the estate's own site, screened, no OTA, no walk-in, no member relationship required).
Member free/benefit nights
—
Fellow 4/yr + Patron 12/yr + Resident 1/yr — live from membership counts
Referral nights (via member)
—
1.25
3
Direct-curated nights (no member link)
—
1,150
Apply-to-stay: screened, direct booking, not gated behind knowing a member
—
Supplied: — nights/yr
Needed (occupancy target above): — nights/yr
Cost of free member nights: —/yr (netted from villa revenue below)
—
Total accommodation revenue: —
COGS: —
Gross profit: —
GP margin: —
Daily menu & bar
45
$35
22
$55
34%
Daily F&B revenue—
House Dinner & Fish Feast
40
20
$40
40
30
$45
Dining events revenue—
Total F&B: —
COGS: —
Gross profit: —
GP margin: —
Group classes — free, always
Included for every member and every paying room guest, no fee, no pass, no drop-in rate. Not a revenue line — nothing to model here.
Private PT sessions
12
$70
6
$50
PT club revenue—
Sauna & cold plunge — free, always
Included for every member and every paying room guest, no fee, no pass, no drop-in rate. Not a revenue line — nothing to model here.
Massage & spa — up-sell, not included
15
$60
Massage club revenue—
Surf lessons — member inclusion, a cost not a revenue line
4
$20
Boards always free — no cost line (already owned, stored on-site).
Surf inclusion cost—
Total wellness: —
PT base + direct costs: —
Net contribution: —
The Seseh Feast
10
70
$100
$2,800
Feast profit—
Pool Sunday
8
40
$55
$900
Pool Sunday profit—
Cinema on the Lawn
8
45
$35
$600
Cinema profit—
Friday Sessions
40
35
$45
$700
Friday Sessions profit—
Weddings & private buyouts
3
$22,000
$6,000
Buyout profit—
Events total
Total event revenue—
Total event cost—
Total event profit—
No rent line — and that's correct. The remaining lease is fully paid; control of the estate is acquired through the one-time goodwill & takeover payment (in the Investment budget), then operated rent-free through the lease term. The property cost therefore sits in capex / payback, not in operating costs — which is why the EBITDA margin is high. The real return horizon is the remaining lease term (see Property → Future options).
Wellness direct costs raised. Classes and sauna/cold plunge are now free, unlimited, for every member (not just paying pass-holders) — real usage volume goes up (towels, water, ice, heating, consumables, wear). Wellness direct costs moved from $6K to a more realistic $16K default; slider range widened to $35K so it stays honestly adjustable, not capped low.
Fixed costs
—
Staff incl. BPJS + THR + owner draws. Taken 1-to-1 from Staff plan → Payroll — not separately adjustable; change it there.
$45,000
$7,000
$8,000
Total fixed—
Variable costs
$20,000
18%
$16,000
$8,000
Total variable—
Ramp to stabilised — 3-year horizon. The live P&L above is your stabilised (mature) year. Year 1 starts at a fraction of it and ramps up; fixed costs (the lean team) stay full from day one, so early-year EBITDA is thinner even though the mature margin is strong. Capped at 3 years — the remaining lease term.
Ramp to stabilised — maturity %
100% = the stabilised year above. Revenue scales with maturity; fixed costs stay full.
62%
88%
100%
Why a ramp
A brand-new invitation-only club doesn't open at full membership or occupancy. Year 1 is the build: members sign gradually, the property has no reviews yet, and wet season drags occupancy. The lean team is largely in place from day one — so Year-1 EBITDA is thinner than the stabilised year, even though the mature margin is strong.
Horizon is capped at 3 years (the remaining lease term). There are no years 4–5 to lean on — so the ramp is what determines the real return.
Horizon is capped at 3 years (the remaining lease term). There are no years 4–5 to lean on — so the ramp is what determines the real return.
3-Year KPI summary
Y1 Revenue—
Y1 EBITDA—
Y2 Revenue—
Y2 EBITDA—
Y3 Revenue—
Y3 EBITDA—
Invest. payback—
3yr cumul. EBITDA—
3-Year P&L summary
| Line item | Year 1 | Year 2 | Y2 chg | Year 3 | Y3 chg | 3yr total |
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Full P&L — annual view with quarterly split
| Line item | Q1 | Q2 | Q3 | Q4 | Full year | % of rev |
|---|
Investor deck
The raise — €450K for 20% (+ €100K founder co-invest). The figures update live from this model, so the deck always matches the numbers here.
Embedded from the shared hub. For presenting, use “Open deck fullscreen”.
Investment budget
11 categories incl. goodwill & property takeover · adjust every line item · totals update live
Total investment
$600,000
All categories combined
vs. $600K guide
On target
$300K floor · $800K ceiling
Largest category
—
—
% of Y1 revenue
—
vs. live model revenue
Investment payback
—
at current EBITDA
Safe takeover range loads from the live P&L…
Select a category
Click any tab above to explore that category
Category subtotal
—
Total investment
$600,000
$0$300K floor$600K guide$800K ceiling
Allocation by category
Select a category tab to explore and adjust line items.
ROI indicators
Break-even monthMonth 5–6
Investment recovered—
Y2 ROI—
Capital efficiency—
Full breakdown — all categories and line items
| Category | Line item | Amount | Cat % | Total % |
|---|
Launch timeline
6 parallel workstreams — legal, brand, build, staffing, membership sales, and launch all run simultaneously. Adjust start offset and duration per track.
Timeline settings
Workstream durations — start offset + length
Critical path—
Soft launch—
Grand opening—
Critical path
—
weeks to soft launch
Soft launch
—
first members
Grand opening
—
public launch
Year 1 end
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12 months from start
Workstream legend
Multi-track Gantt — all workstreams in parallel
All 6 tracks run simultaneously. Adjust offset to delay a stream; adjust duration to compress or extend it.
12-month calendar overview
Workstream detail — tasks per track
Operations & SOPs
Member arrival · Check-in · Service flow · Villa guest journey · IT & app requirements
The principle behind every SOP: The member should never feel processed. Every touchpoint — from the WhatsApp message the day before to the moment they leave — should feel like a personal gesture, not a procedure. The SOP exists so staff can deliver that feeling consistently, not so members can feel the system.
Journey phases
5
Pre-arrival through departure
SOP categories
4
Member · Villa · F&B · Wellness
This document covers
Phase 1
Member arrival & check-in
The full member journey — five phases
Phase 1
Pre-arrival
T−24h to gate
Phase 2
Arrival & access
Gate to first drink
Phase 3
On-site
Full estate experience
Phase 4
Departure
Last order to gate
Phase 5
Post-visit
Follow-up & CRM
Three member types — different SOPs apply
Daily memberArrives for the day. May use gym, pool, bar, classes. No overnight. Most common visit type. ~70% of member activity.
Member + guestsMember brings guests — always 1 (Resident), 3 (Fellow) or unlimited (Patron), any visit, no counting or day pass. Guests treated as member extensions — member is responsible.
Member — room bookingMember has booked an individual room (per-room model). Villa Manager manages check-in via PMS. Room pre-allocated. Arrival SOP + hotel room check-in SOP both apply.
Who owns each phase
Pre-arrivalMembership Manager — owns all pre-visit communication
Arrival & accessButler / Villa Manager — Butler owns gate welcome for day members; Villa Manager owns hotel-grade check-in and room allocation for overnight guests
On-siteAll staff — GM oversees, bar lead owns bar, PT owns wellness
DepartureServer / bar lead — settlement; GM if any issues
Post-visitMembership Manager — CRM update, follow-up
Pre-arrival is the most underrated part of the member experience. A well-timed, personal message the day before makes a member feel expected — not just permitted.
SOP 1.1 — Day-before check
Owner: Membership Manager · Trigger: Every morning by 9am
Step 1Pull next-day CRM: which members have bookings (classes, PT, House Dinner, villa check-in)? · Check PMS (Guesty/Hostaway) for room guests arriving tomorrow — pull their preferences, dietary requirements, and member tier.
Step 2For each: confirm their booking via WhatsApp. One message, personal. Not a template. "Looking forward to seeing you tomorrow — your 7am vinyasa slot is confirmed."
Step 3Brief GM on expected footfall. Flag any first-time visitors or members who haven't been in 30+ days.
Step 4Check guest list. If a member is bringing guests, confirm names and note in CRM. Guests are never a surprise.
NeverSend a mass broadcast. Each message is individual. If 30 members are coming tomorrow, 30 individual messages.
SOP 1.2 — First-visit preparation
Owner: Membership Manager · Trigger: Any new member's first visit
Step 124 hours before: send a personal WhatsApp. Include: what to expect, where to park (or drop off), gate access note, a genuine "we're glad you're coming."
Step 2Brief the butler/reception staff: member's name, tier, any context (dietary, interests, who referred them).
Step 3Prepare a small first-visit touch: a handwritten card at their first drink, a complimentary class if Resident tier. Small. Unannounced.
Step 4GM to personally greet within the first 15 minutes of the member's arrival.
Step 5After visit: MM sends a short WhatsApp the same evening. "Hope today felt like what we described. Would love your honest thoughts."
SOP 1.3 — Guest registration
Owner: Membership Manager · Trigger: Any visit with guests
Step 1Member must register guests in advance via WhatsApp or the member portal. No walk-in guests.
Step 2MM confirms guest count against the per-visit limit. Resident: 1. Fellow: 3. Patron: unlimited. No monthly count — this resets every visit, always.
Step 3Guest names added to the daily access list. Butler has this list by 8am each morning.
Step 4If a group exceeds the per-visit limit, MM flags this warmly and helps split the visit or suggests the member upgrades a guest to a day-of introduction instead.
Step 5Non-registered guests are politely held at the gate. Member is called. Never confrontational — always warm and discreet.
ExceptionsPatron members with unlimited guests: any guest may arrive, but member must be on-site or give advance notice to GM.
The arrival moment sets the tone for the entire visit. The member should feel recognised, expected, and immediately at ease. This is not hotel check-in. There is no desk. No forms. No waiting.
SOP 2.1 — Gate arrival (members)
Owner: Butler / designated reception · Standard: Under 60 seconds from vehicle stop to walking through gate
1
Recognise by name at the gate. The butler has the daily access list. If a member arrives and is known, greet by name immediately. "Good morning [name], welcome back." No scanning of lists in front of the member.
2
Verify identity discreetly if needed. For new members or unfamiliar faces: "Can I grab your name?" Never ask for ID. Cross-reference the list quietly. If not on list, hold warmly and call MM — never turn away at the gate.
3
Offer assistance with belongings. Bags, boards, towels. Not performatively — naturally. "Can I help you with that?"
4
Walk them in, not point them in. Butler walks the member to the lawn or bar — the first 30 seconds of the estate experience. Mention what's happening today. "The PT has a kettlebell class at 4:30 if you're around." Then leave them.
5
Log arrival in CRM. Time, who's with them, any notes. Takes 10 seconds. Done at the gate, not later.
SOP 2.2 — Guest arrival with member
Owner: Butler · Trigger: Member arrives with registered guests
Step 1Greet member by name. Acknowledge guests warmly but let member introduce them — never the other way around.
Step 2Verify guest names against the list discreetly. If not pre-registered: call MM, not member. Resolve quietly.
Step 3Walk the group to a suitable spot. Offer the member a moment to settle their guests before staff engage guests directly.
StandardGuests are always addressed through the member when possible. The member's relationship with the club takes priority.
SOP 2.3 — Parking & arrival logistics
Owner: Butler · Applies to all arrivals by vehicle
ParkingDesignated member parking area clearly marked. Butler directs on arrival. First 3 bays reserved for Patron members.
MotorbikeSeparate secure parking area near gate. Helmet storage provided.
Drop-offShort-term drop-off bay at gate. Taxis and Grab wait outside the compound, not inside.
SurfboardsBoard rack near gate. Butler handles if member arrives with a board.
SOP 2.4 — Non-members presenting at gate
Owner: Butler · Standard: Never confrontational. Always warm. Never an argument at the gate.
Unregistered person claiming membership: "Let me just check that for you" — call MM. Never challenge directly. If MM confirms no membership, offer the waitlist card. "We'd love to have you — I can pass on your details to our Membership Manager."
Delivery or trade: Directed to the service entrance. Never through the main gate during operating hours. All suppliers must be pre-cleared by the Villa Manager or GM.
Press or unsolicited visit: Butler takes name and contact. "I'll pass this to the right person." Never confirm who is on-site. Never admit media without founder approval.
Once a member is through the gate, the staff role shifts from access control to invisible facilitation. The best service at The Seseh is the kind the member doesn't notice — things that simply work, arrive at the right moment, and disappear when not needed.
SOP 3.1 — First drink protocol
Owner: Bar lead / server · Standard: Offered within 5 minutes of settling
Step 1Give member 2 minutes to settle. Then approach — never immediately as they sit down.
Step 2If the bar lead knows the member's preference, offer it. "The cold brew you usually have?" Not a question — an offer.
Step 3If member is new or preference unknown, present the short daily options verbally. Never hand them a menu unless they ask.
Step 4Note preference in CRM after the visit. Over time, every regular member's first drink is known without asking.
StandardA cold towel and still water are brought automatically on arrival during hot season (October–March). No asking.
SOP 3.2 — Class & wellness check-in
Owner: PT · Trigger: Any booked class or PT session
Step 1PT has confirmed list of participants by 7pm the night before. No walk-ins for classes — booking required.
Step 2PT greets each participant by name as they arrive at the shala or gym. No roll call. Personal acknowledgement only.
Step 3Equipment set up before members arrive. Mats rolled out. Weights ready. Cold water on the side. They arrive, they start.
Step 4No-show within 10 minutes: PT sends a single WhatsApp. If no response, class proceeds without them. No chasing.
Step 5After class: brief check-in with each member. Offer cold towel, water. Note anything relevant to their programme in PT log.
SOP 3.3 — Ongoing service during the day
Pool & lawn
Towels replenished without asking when one is used. Umbrellas adjusted by staff as sun moves — member shouldn't have to ask. Sunlounger cleared within 5 minutes of a member leaving it.
Bar & food orders
Server checks in every 30 minutes, no more. Never hovering. Glasses refilled when two-thirds empty, not empty. Food order taken with options explained, not read from a list.
Workspace area
Staff do not approach members working unless beckoned. Cold drinks refreshed silently. No loud conversations nearby. If a member is on a call, all staff give a wide berth.
SOP 3.4 — Handling issues on-site
Member unhappy with food or drink: Replace immediately, no questions. Then GM is told within 5 minutes. Never an argument about whether the complaint is valid.
Member feels too hot / cold: Immediately adjust: fan, umbrella, move them to shade. Offer cold towel and water. No waiting for permission to act.
Conflict between members: GM handles personally. Never staff. Both parties treated with complete discretion. Nothing is discussed with other members or staff who weren't present.
A guest behaves inappropriately: GM speaks privately to the member, not the guest. Member is responsible. Always handled with privacy.
The departure is the last impression. It should feel like leaving a friend's house — warm, unrushed, without the awkwardness of a bill being pushed across a table.
SOP 4.1 — Settlement
Owner: Server / bar lead · Standard: Never bring a bill uninvited
Step 1Member signals they're leaving — verbally, by standing, by calling for the bill. Staff never pre-empt this.
Step 2Settlement options: card on file (preferred), physical card, cash. Member details held securely in CRM. Card on file means they walk out — nothing handed over.
Step 3If guests are splitting: member handles it. Staff never ask guests to pay separately — the member's tab covers the visit.
Step 4Receipt sent digitally to the member's email. Never printed unless requested.
DiscrepancyIf a member disputes an item: remove it, review later. Never argue a charge at departure. The GM reviews offline and follows up if needed.
SOP 4.2 — The goodbye
Owner: Whoever is nearest · Standard: Always acknowledged, never performative
Step 1As member prepares to leave, whichever staff member is nearest acknowledges them. By name. Warm, brief.
Step 2If the GM is on-site, they walk the member to the gate or at least to the door of the estate. Not mandatory — but the standard to aim for.
Step 3Retrieve any stored items: locker items, surfboard, belongings. Ready before member asks.
Step 4No parting upsell. No "hope to see you soon." Just a genuine, warm goodbye. "Have a good evening, [name]."
Step 5Log departure time in CRM. Note any relevant feedback or moments from the visit.
SOP 4.3 — Post-visit CRM update
Owner: Membership Manager · Completed same day, end of shift
What to log
Arrival time · Departure time · Guest names · Classes attended · Items ordered · Any issues or moments worth noting · Preferences observed
Follow-up triggers
First visit → MM WhatsApp that evening. Member mentioned a preference or need → flag for next visit. Member hadn't been in 30+ days → MM reach out in 48 hours.
Privacy rule
CRM notes are internal only. No member's visit details, guest list, or conversation is shared with any other member or external party. Ever.
SOP 4.3 — Hotel room checkout (per-room model)
Owner: Villa Manager · Standard: Checkout by 11am · Express option available
Step 1Villa Manager messages the night before: checkout time, luggage assistance offer, any final F&B wishes for the morning.
Step 2Standard checkout: 11am. Late checkout (until 1pm): available on request, subject to same-day arrival bookings. $50 fee if confirmed after 9am.
Step 3Villa Manager or Butler collects key card. Brief room walkthrough — note any damage discreetly. Never in front of the guest.
Step 4Final bill reconciliation via PMS. Member room charges auto-posted. Any extras (minibar, in-room F&B, late checkout) added and sent digitally before they leave the estate.
Step 5Luggage stored if member staying on estate post-checkout. Butler labels and secures. Collected when member departs.
Damage protocolPhotograph any damage immediately. Log in PMS with timestamp. GM notified. Member contacted within 24 hours — never at checkout, never in front of other guests.
Room ready SLARoom must be cleaned and reset within 3 hours of checkout. Villa Manager signs off before next guest check-in.
Whole-villa checkoutWhen a full villa has been bought out: same protocol applied to all rooms simultaneously. Housekeeping team deployed together.
Member benefit nightsFellow and Patron complimentary nights: no bill presented. Villa Manager confirms usage against member's allowance in PMS. Auto-logs against member record.
The checkout should feel like leaving a home you love, not processing out of a hotel. No printed bills waved at people. No key card drop boxes. A person, a warm goodbye, and the feeling they'll be back.
These are the non-negotiable behaviours that every staff member embodies on every shift, regardless of how busy the day is or how demanding a member has been.
The ten service standards
1 · Name firstUse a member's name within the first sentence of every interaction. If you don't know it, find out before approaching.
2 · AnticipateA member shouldn't have to ask for water when their glass is empty. See it before it happens.
3 · No hoveringCheck in, then leave. Return only when needed or on the 30-minute cycle. Presence should feel optional, not constant.
4 · Never say noIf you can't do something, say "let me find a way" and speak to the GM. The member hears a solution, not a refusal.
5 · Discretion alwaysWhat you see and hear on the estate stays on the estate. This is non-negotiable and grounds for immediate dismissal if violated.
6 · Fix it firstIf something is wrong — food, towel, noise, temperature — fix it immediately. Report it to GM after. Not during.
7 · No personal devicesPhones off-pocket during service. Exceptions: GM on-call, PT logging a session. Members should never see staff on phones.
8 · Read the roomA member working alone wants less engagement than a member socialising. Adapt every interaction to what the member signals.
9 · Own the estateIf something looks wrong — an empty glass on the lawn, a gate left open, a towel dropped — pick it up or fix it. Not someone else's job.
10 · Represent the clubStaff are the first impression of The Seseh for every guest who visits with a member. Conduct off-site also reflects the club.
Language standards
Use
"Of course" · "Right away" · "Let me check that for you" · "Good to see you, [name]" · "I'll take care of it"
Never say
"No problem" · "That's not my job" · "I don't know" · "You need to speak to someone else" · "Sorry but..." · "Actually..."
Appearance standards
UniformAll staff in The Seseh uniform during operating hours. Clean, pressed. No exceptions.
Name badgeWorn always. First name only. Small, tasteful.
GroomingWell-presented. The standard is smart casual — not formal, not slovenly.
PT attirePT wears The Seseh activewear. Never a commercial gym brand. Never shirtless outside the gym zone.
Brand ManagerDoes not wear a uniform — represents the brand visually by showing up appropriately. Smart casual, always. Content creation on-site must be pre-approved by founders before posting.
The operational backbone. These checklists run every day. Tick items off as completed. A station not ready by 9:30am triggers a debrief with the department lead. Third occurrence in a month triggers a formal review.
Morning Opening
Wellness Zone — PT by 6:30am
F&B Kitchen & Bar — by 7:30am
Villa & Estate — Villa Manager by 8:00am
GM Walkthrough — 9:15–9:30am
Evening Close
F&B Close
Estate Close
GM / Villa Manager Close
Weekly Events
House Dinner — every Thursday
No dish served that the kitchen has not cooked at least once in practice. Thursday is not the time to experiment.
Fish Feast — every Saturday
If fish quality is not right at market: Head Chef calls GM by 7:30am. Never serve substandard fish.
Escalation Matrix
Founders do not override the GM in front of staff or members. Disagreements are raised with the GM privately — always. Non-negotiable.
F&B logistics — built around NO production kitchen. The model runs on small daily orders, live-fire cooking and a daytime supply partner (Sêmu). The real constraint is storage & cold chain, not cooking — so the rule is: buy little and often, cook to order, never hold risky stock.
Daily supply & deliveries
Coffee & bakerySêmu delivery ~7am to the prep-kitchen — beans, pastries, sourdough. Daily.
Fish & seafoodChef sources the dawn catch (Fish Feast / grill). Same-day only.
ProduceSmall daily market orders — no large inventory, no walk-in cool room.
Beverage & liquorBonded supplier, weekly · par stock + minimums on the bar.
FuelFirewood & charcoal (dry store) + LPG for the oven — weekly.
Storage, cold chain & ordering
Cold chainDomestic fridges + prep-kitchen only → FIFO, small batches, daily counts.
IceMachine at the bar + a backup delivery line for events.
Ordering & chargingMember orders via staff/app → POS → room charge or member account.
Villa deliveryRunner delivers to villas; tray return tracked.
WasteSeparate organic/recycling, daily collection. Tight menu = low waste.
F&B SOPs
SOP F1 — Delivery receiving
Check temperature & quality on arrival (Sêmu, fish, produce); sign off; store FIFO; reject anything not fresh.
SOP F2 — Coffee & bakery open
Machine warm-up, par set, display stocked, prices/specials up, member charge via POS.
SOP F3 — Bar open / close
Par stock & liquor count in/out, POS reconcile, last orders, secure stock overnight.
SOP F4 — Live-fire safety
Light grill/oven per checklist, monitor temp, fire watch at all times, extinguisher to hand, full shutdown & ash-out after service.
SOP F5 — House Dinner run-sheet
Confirm RSVP count by noon, prep timeline, table set, allergen check, chef-led service sequence.
SOP F6 — Food safety (limited kitchen)
Cold chain logged, no risky reheating, allergen labels on everything — "if it isn't fresh, don't serve it."
Key challenges
The hard problems — called out honestly, with a path through each one
Legal
Indonesian business structure
A private club with F&B requires a PT PMA or a local PT with nominee structure. F&B requires SIUP. Liquor licence takes 6–10 weeks. Membership models are not standard Indonesian legal constructs.
Solution: Engage a Bali-based hospitality lawyer in week 1. Budget $8–15K for full legal setup. Do not start building or selling memberships before the entity is formed.
F&B
F&B execution & logistics
No production kitchen, so the risk shifts to cold chain and supply, not cooking. F&B in Bali is operationally complex: supplier reliability, limited storage, fluctuating food costs. A members club (not a restaurant) needs a different staffing and logistics logic.
Solution: Tight menu, cooked live-fire (grill + pizza oven) and prep-kitchen only. Buy little and often (small daily orders, FIFO). Daytime supply via Sêmu; chef for House Dinner & events. Never over-build the menu.
Sales
Selling memberships before opening
People are sceptical of paying upfront for something they cannot see yet. The founding member pitch is an ask of significant trust.
Solution: Lead with your personal network. Show the property — invite people for a preview visit. Offer genuine founding discount (~33% off). Make the deposit small ($200 refundable) to lower friction.
Operations
Villa guests & members coexisting
Villa rental guests and members need to coexist without tension. A villa guest paying $2,000/night expects exclusivity; a member paying $3,000/year expects access. These can conflict.
Solution: Clear zones. Villa guests have private pool areas. Members access shared lawn, bar, communal pool. Black-out member access during full-estate buyouts — communicated clearly in T&Cs.
Seasonality
Bali's tourism rhythm
Bali has a distinct low season (January–March, wet season). Villa occupancy drops to 20–30%. Revenue falls sharply. Members who are tourists vs. residents need different programming.
Solution: Build the member base from Bali residents first — they're year-round. Use low season for retreat programming. Annual membership means revenue doesn't drop with tourist season.
Location
Seseh — 15 minutes from Canggu
Beautiful isolation — but harder to reach than Batu Bolong or Berawa. Day-trippers won't stumble in. That's the point, but transport logistics matter for regular attendance.
Solution: Own the remoteness as the brand. Offer a member shuttle from Canggu on weekends. Partner with scooter rental for member discounts. The drive filters for exactly the member you want: intentional, not accidental.
Founding Member Target List
100 names · curated profile types · prioritised by fit and access · feed into CRM when contacted
Total targets
0
On the list
0
Warm
Known connection
0
Moved to CRM
Contacted
0
Priority
Approach first
The 8 founding member profile types
A · The Bali Founder
Runs a company from Bali. Already in the ecosystem. Refers others like them. High LTV, high influence.
B · The Serial Visitor
Returns 3–4x per year for 2–4 weeks. Stays in villas. Knows Canggu but craves quiet. Fellow tier natural.
C · The Investor
Angel or VC, Bali-connected. Values access and exclusivity above price. Patron tier. Opens doors.
D · The Creative
Photographer, writer, designer, filmmaker. Based in Bali or visits regularly. Generates organic content and word-of-mouth.
E · The Wellness Leader
Coach, practitioner, or serious athlete. Bali is their base or retreat. Endorsement from this group legitimises the wellness programme.
F · The Connector
Knows everyone. Not necessarily the most senior — but their endorsement unlocks 10 others. Must be in the founding cohort.
G · The Canggu Regular
Already spending $500+/month across Canggu venues. Financially ready. Craving something more private. Easy conversion.
H · The Anchor Couple
Established couple, Bali-based or seasonal. Two memberships, stable community anchor, high renewal rate. Sets the social tone.
Founding Member Outreach Protocol
How to source, approach, and convert the first 50 members · 7 sections · Read this before any outreach conversation
This is not a sales process. You are not convincing people to join. You are curating the people who will define what The Seseh becomes. The tone of every conversation should reflect that — quiet confidence, genuine selection, no urgency.
The core principle
Every approach should make the person feel chosen, not sold to. You reached out because you genuinely believe they belong here — not because you need their $3,000. That distinction is felt immediately, and it's the difference between a founding member who tells five people and one who never mentions it.
What founding membership actually means
Permanent rateFounding rate is locked forever — they never pay more than they pay today
Programme inputTheir input shapes the run club, events, F&B, and the unwritten rules
Founding wallTheir name on the estate permanently — part of the story
Founder accessDirect line to Dennis and Sem — not a membership manager
IrreplaceableThe founding cohort closes at 50 — it cannot be replicated
The three rules of every conversation
01 · Never chase
You reach out once. A follow-up at day 5–7 is fine. A third message is never appropriate. Chasing destroys the brand before the club opens. The right people will come back. The wrong ones are already self-selecting out.
02 · Be specific about why them
Every message must contain one specific reason why you're approaching this particular person. Not flattery — a genuine observation. "I've seen what you've built" is better than "I think you'd love this." One is about them. The other is about you.
03 · Share, don't pitch
When someone shows interest, give them material that lets them make their own decision. You are not persuading them in person. The material does the work. Your job is to give them a reason to look at it.
You don't need a list of 500 names. You need 50 right ones. One wrong person in the first 50 — someone who doesn't share the values, treats staff poorly, brings the wrong energy — is harder to undo than a slow start.
The 8 founding member profiles
| Type | Who they are | Where to find them | Target tier |
|---|---|---|---|
| A | Bali Founder — runs a company from Bali, in the ecosystem | Dojo, Outpost, founder dinners, co-founder network | Patron / Fellow |
| B | Serial Visitor — 3–4x/year, 2–4 weeks, craves quiet | Your network — people who mention Bali trips regularly | Fellow |
| C | Investor — angel/VC, Bali-connected, values exclusivity | Angel networks, VC circles — warm intro only, never cold | Patron |
| D | Creative — photographer, filmmaker, designer, Bali-based | Instagram, creative community events | Resident |
| E | Wellness Leader — coach, PT, practitioner, retreat organiser | Udara community, yoga networks, PT circles | Resident / Fellow |
| F | Connector — knows everyone, their yes unlocks 10 others | Already in your personal network — you know who they are | Fellow · Prioritise first |
| G | Canggu Regular — spending $500+/mo across venues already | La Brisa, Finns, Motel Mexicola | Resident |
| H | Anchor Couple — Bali-based, high renewal, sets social tone | Bali expat groups, referral from existing contacts | Resident / Fellow |
Sourcing priority order
1st — Your own networkPeople you know personally, even loosely. A single mutual connection transforms cold into warm.
2nd — Second-degreePeople your network can introduce. This is where Type F (Connector) is invaluable — their yes unlocks 10 others.
3rd — Warm strangersPeople you've observed or followed. You don't know them but you can reference something specific and genuine.
4th — Community membersActive in the Bali founder, wellness, or creative ecosystem — already aligned with the values.
Never approach someone just because they can afford it. The question is never "can they pay?" — it's "do they belong?"
Every founding member conversation follows the same five phases. They may compress or expand, but the order never changes.
Phase 1 — The opening message
4–6 sentences maximum. Who you are, something specific about them, and an open door — not a full walk-through. Send via WhatsApp if you have their number, LinkedIn DM if not.
WhatsApp — Warm
"Hi [Name], Dennis here. I've been working on something in Seseh for the past year and I'm starting to share it with a small group of people whose opinion I genuinely value. It's a private members club on the beachfront — very limited, very curated. I'd love to walk you through it sometime this week if you're curious."
WhatsApp — Via intro
"Hi [Name], I'm Dennis — [Mutual] suggested I reach out. I'm building a private members club on the beachfront in Seseh, opening later this year. Very small founding cohort — 50 people. [Mutual] thought you might be someone who'd want to know about it before it goes further. Happy to share more if you're interested."
LinkedIn — Warm stranger
"Hi [Name] — I've followed your work for a while and I mean it when I say you're exactly the kind of person I had in mind when building this. We're opening a private members club in Seseh, Bali — beachfront, 150-member cap, opening this year. I'm personally curating the founding cohort and wanted to reach out directly. Worth a conversation?"
Phase 2 — Follow-up (day 5–7 if no reply)
"Hey [Name] — just circling back on this in case it got lost. No pressure at all — happy to send you something to look at in your own time if easier."
Short. No guilt. No urgency. One follow-up only — then leave it.
Phase 3 — The conversation
Lead withThe location (Seseh ≠ Canggu), the scale (150 cap), the daily life (walk them through a Tuesday)
Answer honestlyTimeline, who else is joining (types not names), what happens if it doesn't open
Never doShow a deck unsolicited · quote prices unprompted · name-drop other members · promise what you can't control
Phase 4 — The close
"I'd love to have you in the founding cohort. The way it works: you tell me which tier feels right, we add you to the list, and we confirm your place formally when the opening date is set. No money changes hands until then — just a commitment between us. Does that feel right?"
If they hesitate: "Take a few days. There's no pressure — I'd rather you join for the right reasons or not at all."
Phase 5 — After they say yes (within 24h)
Personal messageNot a template. A genuine acknowledgement of what their commitment means.
WhatsApp groupAdd them to the founding member group (set up at 5+ members)
Welcome noteShort personal letter on The Seseh letterhead
"Thank you. Genuinely. You're one of the first people to say yes to this and I won't forget it."
The 30-second version
Use when someone asks "what is it?" at dinner or in passing.
"It's a private members club on the beachfront in Seseh — about 15 minutes from Canggu. Three villas, 150 members hard cap, beachfront access, gym, sauna, cold plunge, bar, run club, weekly dinners. The idea is that you have somewhere serious to belong in Bali — not just another co-working space or beach club. We're building the founding cohort now."
The 2-minute version
When they lean in after the 30-second version.
"Canggu has become a place people pass through, not a place people belong to. It's noisy, transactional, and increasingly overcrowded. The people building serious things there don't have a home base that matches the quality of what they're building.
The Seseh is that place. Beachfront estate in Seseh — quiet, intentional, 15 minutes from Canggu. Private members only. 150 people maximum, ever. Three villas, a proper gym, sauna and cold plunge, a bar open all day, a kitchen doing real food, weekly House Dinners, a 6am run club from the beach.
Small enough that you know everyone. Curated enough that you want to. We're building the founding cohort now — 50 people who shape what it becomes and lock in their rate permanently. After that, it's a waitlist."
The Seseh is that place. Beachfront estate in Seseh — quiet, intentional, 15 minutes from Canggu. Private members only. 150 people maximum, ever. Three villas, a proper gym, sauna and cold plunge, a bar open all day, a kitchen doing real food, weekly House Dinners, a 6am run club from the beach.
Small enough that you know everyone. Curated enough that you want to. We're building the founding cohort now — 50 people who shape what it becomes and lock in their rate permanently. After that, it's a waitlist."
Why it's different — the honest comparison
| Dimension | Everyone else | The Seseh |
|---|---|---|
| Access | Open to anyone who books or pays at the door | Members only · 150 cap · No OTAs · No walk-ins, ever |
| Scale | Designed for volume — more members, more revenue | Designed for quality — hard cap creates scarcity and community |
| Location | Canggu — crowded, transactional, increasingly generic | Seseh — 15 min away, beachfront, quiet. The isolation is the point. |
| Offer | One thing well (gym, or bar, or co-working, or beach) | Full-stack: gym, wellness, F&B, accommodation, events, community |
| Accommodation | Separate — find your own villa or hotel | 3 villas on-site, member pricing, priority access. You live here. |
| Community | Whoever shows up | Curated. Every member is known to a founder or existing member. |
The Seseh's pricing is fair, justified, and part of the positioning. Don't apologise for it. Don't hide it. Own it.
The maths conversation
Resident · $3,000/yr
"That's $200 a month. Or $6.50 a day. For full access to a beachfront estate — gym, sauna, cold plunge, bar, run club, weekly dinners, and the community that comes with it. Compare that to what you're already spending — and the question isn't whether it's expensive. It's whether you're spending more to get less."
Fellow · $6,000/yr
"You visit Bali three times a year. You're probably spending $150–300/night on a villa. Four nights included in the membership — that's $1,200–1,600 in accommodation value alone. The remaining $2,600 covers full club access every visit. At three visits a year, that's under $900 per trip."
Patron · $12,000/yr
"Twelve room nights included. At $380/night average, that's $4,560 in accommodation value. The balance covers full access, villa priority, GM concierge, and founding member status. For someone who uses Bali seriously — the fee pays for itself."
Use whichever frame fits how they use Bali. Never use all three in one conversation.
Handling objections
| What they say | What you say |
|---|---|
| "It's expensive" | "It is. It's not for everyone and it's not designed to be. The question is whether the value is there for how you use Bali — and that's only something you can answer." |
| "I only come once a year" | "Then Fellow probably isn't right for you. Resident might be worth looking at — or honestly, a waitlist spot for when your trips increase might be the better fit." |
| "Can I try it first?" | "We're working on a guest programme that lets members bring people to experience the estate. If you want to see it before committing, let's get you on site." |
| "What if it closes?" | "Founding fees are only collected when the opening date is confirmed and the lease is signed. You're committing intent, not money, until that point." |
| "Is there a discount for founding members?" | "The founding rate is the discount. After the cohort is full, pricing goes up. This is the lowest it will ever be." |
Use the Target List and Member CRM in this dashboard to track every conversation. Update after every interaction — never let a conversation sit unlogged for more than 48 hours.
The 5-stage pipeline
| Stage | What it means | Next action | Track in |
|---|---|---|---|
| Identified | On your list, not yet contacted | Opening message when timing is right | Target List |
| Approached | First message sent, awaiting reply | One follow-up at day 5–7 if no reply | Target List |
| Interested | Replied positively, conversation open | Send info pack or schedule call | CRM — Prospect |
| In conversation | Active discussion, call or meeting done | Close or let it breathe | CRM — Warm |
| Committed | Said yes, awaiting formal confirmation | Welcome message + add to group | CRM — Member |
The weekly cadence
MondayReview the target list — who's due a follow-up, who moved to CRM last week
WednesdayAny new outreach. Wednesday morning messages get higher response rates than Monday or Friday.
FridayUpdate the CRM — notes from all conversations, any stage changes
MonthlyReview together: who's stalled, who needs a different approach, who should be removed
The honest maths: Target 20 conversations open simultaneously. 50% will go quiet. Of the remaining 50%, half will convert. That means you need ~200 quality approaches to fill a 50-person founding cohort. Start now.
Member CRM
Founding member pipeline · 50 signed before grand opening
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Pre-opening Build Tracker
Every milestone from day 1 to grand opening · status + owner + due date
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Cash Flow, Loan & Repayment
From opening to lease end · funded by the raise · investor repaid first (preferred). Revenue, costs & investment pull live from the model — only the timing is set here.
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Timing · the only cashflow inputs — the size of revenue & costs comes from the live P&L
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Founding fees pre-paid = the share of founding members who sign & pay their annual fee before opening — real cash that funds the build.
The loan · from the deal
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RepaymentInvestor first (preferred), from free cash
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Set the amounts in Runway & Returns → the deal; this follows.
Cash balance — opening to lease end
Shaded = build phase · gold line = opening · dashed blue = investor fully repaid
Staff Onboarding Tracker
Every hire tracked from offer to first shift · 14 roles across 5 departments
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Grand Opening Planner
Guest list · run of show · budget · tasks · all in one place
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Pre-event checklist
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GM Weekly Ops
Filed every Sunday · founders see the pulse without a weekly call
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Supplier & Vendor Directory
Every contractor, supplier, and vendor · contact · status · notes
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Property & Lease
Shalimar Villas · Seseh, Bali · 3.5-year lease · Goodwill takeover
Shalimar Villas is a beachfront estate in Seseh — one of the last underdeveloped stretches of Bali's southwest coast, 15 minutes north of Canggu. The property is the reason The Seseh works. No other available site in the area offers the combination of beachfront, size, and three distinct villa structures.
Total villas
3
Cantik · Makanda · Kalima
Rentable rooms
10
Cantik 2 · Makanda 4 · Kalima 4
Lease remaining
—
Expires 21 Oct 2029
Goodwill / takeover
$150–300K
First priority investment line
Estate at a glance
LocationSeseh beach, Mengwi, Badung — 15 min north of Canggu
SettingBeachfront — direct access to Seseh break, black sand beach, rice field views to east
Land area[To be confirmed from lease documents]
Villa Cantik2BR · private pool · self-contained · most intimate
Villa Makanda4BR · 20m pool · living room seats 20 · volume villa
Villa Kalima4BR upper level · basement converted to member changing rooms (lockers) · 9×20m pool · flagship
Shared areasBeach lawn · communal access to Seseh break · shared parking area
Existing F&BVilla kitchens converted — Makanda → cocktail bar, Kalima → coffee & bakery · live-fire + small prep-kitchen (no production kitchen)
Why Seseh — and why now
The location argumentCanggu is overcrowded and overpriced. Seseh is 15 minutes away, beachfront, and still quiet. That gap won't last.
The timing argumentUdara Bali has already proven wellness demand exists in Seseh. COMO Uma moved into Canggu. The wave is coming — The Seseh gets there first.
The isolation argumentMembers choose The Seseh in part because it's NOT Canggu. The 15-minute drive filters for exactly the person you want — intentional, not accidental.
The scarcity argumentBeachfront land in Bali is finite and increasingly controlled. This estate, at this price, available now — is rare. The window is short.
The estate doesn't need to be perfect. It needs to be right. Shalimar is right — the bones are exceptional. The build investment makes it exceptional.
Estate floor plan / site map
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The lease is the single most important document in the business. Everything — the investment, the staffing, the member proposition — sits on top of it. Get it right before spending anything else.
Lease summary
PropertyShalimar Villas, Seseh, Bali
Lease typeHak Sewa (right to use) — standard Bali lease structure for foreigners via PT PMA
Remaining termExpires 21 Oct 2029 · — remaining (see Runway & Returns)
Annual rent / lease costNone — the remaining lease is fully paid. Control is acquired via the one-time goodwill & takeover payment (see Investment). No ongoing rent through the term.
Goodwill / takeover$150–300K estimated · paid to current operator on handover · first priority investment line
Renewal option[TBC — does current lease have a renewal clause? If yes, on what terms?]
Landlord relationshipBuilding owner is Balinese family / individual [TBC] · current operator handles relationship · transition relationship critical
Permitted use[TBC — does the lease permit commercial hospitality operations, F&B, accommodation?]
Subletting[TBC — can The Seseh sublet or is it restricted?]
What must be resolved before signing
Exact lease expiry date confirmed in writing
Determines your entire business runway. Do not proceed without this.
Renewal option negotiated — minimum 3+3 years
Without a renewal option, you are building a business on a 3.5-year horizon. Not fundable.
Commercial hospitality use explicitly permitted in lease
Club operations, F&B service, and accommodation rental must all be covered.
Goodwill amount agreed and payment structure confirmed
$150–300K range. Negotiate hard — this is the highest single cost item.
Bali hospitality lawyer reviewed full lease document
Not a generalist lawyer. A Bali hospitality lawyer who has seen hundreds of these leases.
Landlord relationship established directly with building owner
Not just with the current operator. You need a direct relationship with the person who owns the land.
The 3.5-year horizon problem: This is the business's most significant structural risk. A 3.5-year lease means members are paying annual fees for access to a club that may not exist after 3.5 years. This must be solved — either through a confirmed renewal option negotiated before signing, or through a longer initial lease. Without this, the business is unbankable and uninvestable.
The estate is excellent raw material. The investment required to make it club-grade is significant but finite. Every build item below has a purpose — nothing is cosmetic.
Priority 1 — Essential before opening
| Item | Est. cost | Why essential |
|---|---|---|
| The Beach House / bar build-out | $6–10K | Club bar, dining & sunset edge — the social heart (local build) |
| Prep-kitchen + live-fire (grill & pizza oven) | ~$17K | Small prep-kitchen ($8K) + masonry pizza oven & charcoal grill ($9K) — no production kitchen |
| The Garden — sauna + cold plunge + jacuzzi | $12–20K | Contrast therapy — the daily ritual (local build) |
| The Rhythm — gym | $12–18K | Open-air gym in the far corner — founding-member draw |
| Basement — 2 rooms converted to changing rooms | ~$5K | Men's & women's lockers/showers for the wellness & gym offer — estate stays at 10 rentable rooms |
| Interior refresh — 10 rooms + public spaces | $25–40K | Dark / luxe restyle · local design & makers |
| PMS system setup | $500 setup + $80–150/mo | Per-room model requires hotel-grade booking management |
| POS terminals | $1,500–3,000 | F&B billing and villa charges need a unified POS |
Priority 2 — First 3 months post-opening
| Item | Est. cost | Rationale |
|---|---|---|
| Yoga sanctuary pavilion | $4–7K | Open-air pavilion in the quiet garden — group classes |
| The Glow — beauty & massage | $5–9K | Treatment pavilions in the quiet garden (Kalima) |
| Workspaces — covered canopy | $4–8K | Long rain-proof canopy + bench & tables along the hedge |
| Garden landscaping | $12–22K | Natural-stone paths, fire bowls, lighting, cabanas, palms |
| Estate signage | $2–4K | Stone wall, brass logo, subtle wayfinding |
| Pool refresh | $3–6K | Equipment, lighting, tiling touch-up |
Total build budget summary
Floor (minimum viable)
$300K
Goodwill + essential build only
Guide (recommended)
$600K
Goodwill + full build + 6mo runway
Ceiling (well-capitalised)
$800K
Full build + all P2 items + 12mo runway
CRITICAL — Must resolve before launch
Lease expiry with no renewal
3.5 years is not enough to build and exit a members club. Without a 3+3 or longer renewal, the business cannot be capitalised or sold. Status: unresolved — must negotiate before signing.
Goodwill overrun
$150–300K is a wide range. If the current operator pushes to $300K+, it consumes the build budget. Negotiate a cap and stick to it. Walk away if necessary — another site will come.
Landlord relationship breakdown
If the building owner decides not to renew regardless of what the lease says, you have limited recourse. Establish a direct personal relationship with the owner — not just the operator.
SIGNIFICANT — Actively manage
Build cost overrun
Bali construction is notoriously over budget. Fix-price contracts where possible. Contingency of 15% minimum on all build estimates.
Permit and licensing delays
SIUP, liquor licence, IMB (building permit for any structural changes) — all take longer than expected. Start all applications day one. Budget for delays.
Seseh access and infrastructure
The road to Seseh is not well-maintained. Power outages are more common than Canggu. Backup generator required. Confirm reliable internet infrastructure.
Wet season impact
Seseh beach is exposed. West-facing beachfront in wet season (Nov–Mar) takes heavy swell and rain. Build schedule and soft launch must account for this.
MANAGEABLE — Monitor and plan
Noise and neighbours
House Dinner and Fish Feast are social events. Seseh is quiet. Agree noise limits with neighbours and build this into the event SOP before launch.
Staffing from Seseh
Local talent pool is smaller than Canggu. Budget for transport allowances for staff commuting from Canggu/Seminyak. Some roles (Villa Manager, PT) may need accommodation.
Member access in wet season
Membership revenue is annual — doesn't drop in wet season. But attendance will. Year 1 programming must work for 10 members as well as 80.
The 3.5-year clock is not a problem — it's a forcing function. It requires The Seseh to either renew, relocate, or exit within a defined window. Each of those outcomes is plannable. What's not acceptable is arriving at year 3 without a plan.
Option A — Renew at Shalimar (preferred)
When to start18 months before expiry — ideally negotiate renewal clause before signing the initial takeover
LeverageA thriving members club with 150 members and a strong revenue track record is a compelling argument for renewal
Target terms5-year renewal minimum · fixed annual increase cap (e.g. 5%/yr) · renewal clause in the original lease
RiskOwner may want to sell or develop the land. Mitigate by building genuine relationship from day one.
ProbabilityHigh if relationship is maintained and business is performing
Option B — Relocate to a new property
When to start scoutingMonth 18 — 2 years before expiry gives time to find, negotiate, and build
What to look forBeachfront or near-beach · 3+ villas · Seseh/Pererenan/Cemagi corridor · longer initial lease (10yr+)
AdvantageNew property can be purpose-built from the ground up. No goodwill. No existing operator legacy.
RiskMember disruption. Build cost. Gap between properties. Losing the Shalimar location advantage.
What makes it viable150 members who follow the community, not the specific address. Proven model. Brand established. Easier second fundraise.
Option C — Acquire land (long-term)
Via a PT PMA structure with a Hak Guna Bangunan (HGB) title, foreigners can control land for 80 years (30yr initial + 20yr extension + 30yr renewal). This is the ultimate answer to the lease horizon problem — and the natural exit for investors. If The Seseh works, the asset is a beachfront Bali estate with a 150-member waiting list. That's a fundable acquisition.
Timeline
Year 3–4 · after proof of concept and a Series A
Cost
Beachfront Seseh: $1.5–4M estimated depending on size and location
Structure
PT PMA + HGB title · Indonesian legal advice essential · 12–18 month process
The investment story: Seed round funds the takeover, build, and first 12 months. Series A (Year 2–3) funds property acquisition or a second location. The Seseh becomes a real estate and hospitality asset — not just a lease. That's the full return path for early investors.
Brand & Content Tracker
Every design asset, content piece, and brand deliverable · status · owner · feedback
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Runway & Returns
The lease is a fixed clock. Opening, payback and the deal are all measured against the day it ends.
D-day · estate lease expires 21 Oct 2029
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Operational runway
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▲ 2.5yr floor
▲ 3yr goal
Working back from the lease
Lease expiry (fixed)21 Oct 2029
Goal3.0 operational years · min 2.5
Bring the opening forward and the operational runway (and the return) grows. Every month of delay is revenue you can never recover — the lease end does not move.
Runway status
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Prep window left
Operational runway
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Opening → lease end
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Runway after payback
Does the investment pay back inside the lease?
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Whole business
Pure-profit window
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Inside the lease
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Safe takeover amount — decided by the P&L
You set the takeover (lease + management goodwill) in the Investment budget. From the live EBITDA and the lease runway, this is the most it can safely be. No dials — just the answer.
Safe takeover — up to
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Whole raise back in the first half of the lease
Never exceed
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Above this, capital isn't recovered before the lease ends
Your current takeover
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lease + goodwill · set in Investment
▲ you
$0safe lineceiling
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The deal — what we put in vs an external investor
Drag to see how the split of capital and equity changes payback and what each side takes over the lease term. Live EBITDA from the P&L.
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Simplified pro-rata view: EBITDA distributed by equity share across the operational runway. A real term sheet with capital-back-first (preferred return) shifts more early cash to the investor and improves their payback — use this to frame the range, not as the final structure.
Document Library
All founding documents · paste a Google Drive link to add · opens directly in Drive
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Covered