# Tuckerton Group — Deep Reference

*Sourced from memories.json project memory (019c05dd). See MEMORY.md for summary.*

## Business Structure
- **Entity:** Tuckerton Group LLC
- **Managing Member:** Joe Lynch (50%)
- **Other shareholders:** Two minority holders
- **Operating businesses:** Tuckerton Lumber Company (TLC), Surf City location, Surfbox Portable Storage

## Customer Segments
- **Year-round contractors** — volume base, steady revenue
- **Seasonal residential** (March–August on LBI) — margin opportunity; pricing strategy should reflect this window

## Epicor/Eagle System
- Core business management (inventory, retail margin tracking, credit card surcharge automation)
- Min/Max system being implemented for inventory management
- Credit card surcharge module tracked by Amanda

## Zoning & Compliance
- **Property:** 138–150 Railroad Avenue, Block 46, Lots 7 & 9, B-2 Highway Business District
- **Zoning Certificate of Compliance** drafted for Phil Reed to place on Borough letterhead
- Covers: lumber, hardware, paint, outdoor storage, Surfbox as accessory use
- **Why accessory use matters:** Ties Surfbox to the long-established lumberyard rather than standalone principal use — legally sound, bankable, reduces regulatory exposure
- **Compliance certificates > C/O amendments** — easier for zoning officer, sufficient for bank underwriting with ALTA 3.1 endorsement, transferable with land under N.J.S.A. 40:55D-68
- Surfbox accessory use may require follow-up certificate if Phil pauses

## Real Estate Portfolio
- **Old School Firehouse LLC** — Chesterfield property
- **Beach home** — 381 West 12th Street, Ship Bottom, NJ 08008
- **Crosswicks home** — 15 New Street, Crosswicks, NJ
- **Corner Market** — 275 W 9th St, Ship Bottom (potential relocation from Surf City)
- **Chesterfield tax challenge** — Block 301, Lots 10 & 12 (purchased from school board), strategy: procedural violations over valuation disputes
- **FireLots** — expected $600–800K profit in 18–24 months

## 2025 Shareholder Letter
- FINAL v3 completed
- Lead with value creation (practical demonstration of asset appreciation) over formal compensation benchmarking

## Key Operational Principles
- Unapproved work = no payment, regardless of precedent
- Sensitive business metrics: remove/soften when flagged; manager-facing docs should be motivational but direct
- Financial modeling must reflect operational realities (zoning risk, relocation necessity, partnership dynamics)
- Practical, relationship-focused solutions preferred over formal corporate processes with minority shareholders

## Equipment Plan
- **2026 purchases:** One used newer diesel dually forklift + one used low forklift (Tuckerton Yard)
- **2027 purchase:** One additional diesel dually forklift (Tuckerton Yard)
- **Disposals:** Surfbox bus (NC office), black box truck (Tuckerton Yard), one older forklift TBD
- **Tax:** IRC §179 preferred for full deduction (even on installment purchases); §168(k) bonus depreciation phasing down through 2026

## Document Delivery Patterns
- Joe brain-dumps → Claude structures into polished docs
- Corrections via annotated/uploaded documents (extract and apply all marked changes before redrafting)
- Document integrity paramount — flag any wording changes to legal/formal docs
- Preferred format: Word (.docx)
- Two-pass search for retrieval: one broad query + one with specific section-level terms