Annual Operating Plan Builder

I've drafted the FY2027 AOP, but it doesn't set targets yet. It reconciles your baseline, works out what the board's guidance requires, and shows the bridges, but the plan figures (revenue, margins, EBITDA) are marked TO BE SET. Every number in it is either one you gave me or a calculation from those, with the working shown. A separate script recomputes every figure and checks that the totals add up; it ran cleanly. Where I'd need a guess (opening dates, traffic by brand, food spend, labor hours in the two states, unit P&Ls, probabilities), the plan says TO BE SET or NOT PROVIDED rather than inventing it.

Issues to resolve before the board pack

Capex is over guidance. The four requests total $25.4M against the $18–22M range, $3.4M over the top. There's also no maintenance capex for the 118 existing restaurants. I've laid out five options (A–E) and proposed a sixth, "C+": $20.0M firm, plus up to $1.8M for two Ember & Oak remodels released only after the closure decision. The maximum is $21.8M.
2.

Closures break the net-new-unit guidance. 10 openings minus 3–5 closures leaves 5–7 net new units, below the 8–10 floor. Any closure beyond 2 units breaks it, unless the board excludes closures from the measure.
3.

The off-premise target is already met. Off-premise plus catering is $75M, or 28.0% of FY2026 sales, against a 25%-by-2028 goal. Off-premise alone is 20.9%. Priority 2 needs its definition settled before it can have a year-one target.
4.

Remodels and closures overlap. Six remodels plus 3–5 closures touch 9–11 of the 32 Ember & Oak units, and the closure list doesn't exist yet. Remodeling a unit that then closes strands $0.9M, so the closure decision should come first.
5.

Cash is tight. At the bottom of the EBITDA guidance ($25.8M), funding every request leaves about $0.4M before interest, tax and closure costs. At FY2026 EBITDA it's −$1.8M.
6.

Most of the labor gap comes from price. The 3% increase alone takes hourly labor from 32.6% to about 31.73%, if hours and wage rates stay flat. About 23 bps more, plus whatever the minimum-wage rise costs, has to come from kitchen technology and scheduling.
7.

What a plan inside guidance needs. Price adds about $7.4M. Traffic, new units and mix, net of any closures, must add $11.4M–$19.4M more to land in the $286.8M–$294.8M window.
8.

Little Saffron has no strategic priority. I've treated it as a base business; you may want to confirm that's intended.
9.

Ownership gaps. The Ember & Oak turnaround depends on the COO covering a vacant president role. POS/loyalty, purchasing and HR have no named owner, and the COO, CMO and CEO weren't named.

Decisions for you and Nora

• Which capital option to take.
• Whether closures count against net-new-unit guidance.
• How the off-premise target is defined.
• Whether the 3% price increase applies uniformly, given Ember & Oak's traffic decline.
• Whether the closure decision goes to the 10 December board or to Q1 2027.

The full list of 21 open questions is at the end of the plan, grouped by the date each is needed.

The calendar dates, variance thresholds and initiative milestones are my proposals for Nora to confirm. Scenario probabilities are left blank because none were provided. Finance needs to sign off the financials, and any closure or workforce action needs HR and employment-counsel review before it goes to the board.

Files

All in your working folder

These files sit in a temporary scratch folder, so copy them somewhere permanent. I can also convert the plan to Word or build a spreadsheet model once the missing inputs come in.

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The file it wrote: Copperline_FY2027_AOP_DRAFT.md

Copperline Hospitality Group: FY2027 Annual Operating Plan

Plan year: January–December 2027 ·

Level: Corporate, with brand detail ·

Process owner: Nora Lindgren, CFO ·

Approval: Board of Directors, 10 December 2026

DRAFT v0.1 (prepared 1 October 2026). This draft sets out the structure, reconciles the baseline, does the guidance arithmetic and states the trade-offs. It does

not set targets. Every figure is either a supplied input or a calculation from supplied inputs; the calculation is shown here and repeated in aop_fy2027_calcs.py, which re-runs every number and checks the totals. Anything that needs a leadership decision or data we don't have yet is marked

TO BE SET,

NOT PROVIDED,

OWNER NOT PROVIDED or

PROPOSED. Finance must sign off the financials before the board pre-read goes out.

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Executive Summary

FY2026 is forecast to close at

$268.0M revenue, 4.6% below the $281.0M plan. The two reasons are Ember & Oak traffic (down 6%) and four Harvest Table openings that slipped into 2027. EBITDA is forecast at $23.6M (8.8%), which is

below the board's FY2027 margin floor of 9.0%. Hourly labor is 32.6%,

110 bps above the 31.5% ceiling.

Four decisions the board pack has to settle (owners and options are in the sections below):

Bring capital inside $18–22M. The requests total $25.4M. Option C+ (PROPOSED) approves $20.0M firm, plus up to $1.8M for two Ember & Oak remodels released only once the closure decision is made. The maximum is $21.8M (Capital Plan).
2. Ember & Oak closures (3–5 units): decide, and decide how they count against net-new guidance. The decision also determines which units get the six remodels. Remodeling a unit that later closes strands $0.9M.
3.

Define the off-premise and catering target. Combined, the channels are already at 28.0%. Off-premise alone is 20.9%. Until the definition is settled, Priority 2 has no year-one target that means anything.
4.

Price by brand. The proposed 3% increase from 1 February applies to Ember & Oak too, which lost 6% of its traffic in FY2026. The CMO and brand leaders need to confirm whether the increase is uniform.

What a plan inside guidance requires (arithmetic, not a target): the price increase is worth about

$7.4M before any traffic response. Volume, new units and mix, net of any closures, must therefore add

$11.4M–$19.4M (4.25%–7.25% of the FY2026 base). On labor, price leverage alone brings hourly labor to about 31.73% if hours and wage rates stay flat. Kitchen technology and scheduling must deliver the remaining

~23 bps, plus enough to absorb the minimum-wage increase and new-unit ramp-up.

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Planning Framework and Calendar

Planning hierarchy

2026–2028 STRATEGIC PRIORITIES (approved)
  1 Grow Harvest Table units  2 Off-premise & catering to 25%  3 Kitchen-tech labor productivity  4 Fix or exit Ember & Oak
        ↓
FY2027 ANNUAL OPERATING PLAN (this document): corporate, with brand detail
  Financial · Operational (brands + functions) · Investment (capital) · People
        ↓
QUARTERLY OBJECTIVES AND SCORECARD (owner per metric; reviewed by the board each quarter)
        ↓
MONTHLY / WEEKLY EXECUTION (monthly operating review; weekly traffic, labor and opening trackers)

What must be true at year-end FY2027 for the strategy to be on track (PROPOSED for executive confirmation):

• Harvest Table at 74 units, with the FY2028 opening pipeline secured (pipeline target TO BE SET).
• The off-premise and catering target is defined, and FY2027 performance is tracking the 2028 goal.
• Hourly labor is at or below 31.5%, and kitchen technology is installed on the schedule set by the CIO.
• The fix-or-exit decision on Ember & Oak is made and carried out, and a permanent Ember & Oak President is in post.

Calendar (PROPOSED: CFO to confirm)

Today is Thursday 1 October 2026. The board meets on Thursday 10 December, ten weeks from now.

Calendar risk: the minimum-wage change (1 January) and the price increase (1 February) need payroll and menu work in December. That work starts before the plan is approved. Treat both as base-business actions that go ahead regardless of the approval outcome. The pricing decision, though, still has to be made (Decision 4).

Component owners

Governance (PROPOSED)

Monthly operating review: chaired by the CFO, in the first week of each month. Covers the flash P&L by brand, the labor percentage, the opening tracker, Ember & Oak traffic and initiative status.

• Quarterly business review: brand presidents and functional owners. Deep dives, reallocation and reforecast.
• Board: a quarterly report against plan, plus approval for Tier 3 contingency actions (see Contingency Scenarios).
• Mid-year reforecast: in July, after Q2 closes. Any material change goes to the board.

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Strategic Context and Annual Objectives

Where FY2026 leaves us

* FY2026F revenue ÷ units at FY2026 year-end. If any units opened partway through the year, this understates the true run-rate. FP&A should replace it with average-unit-volume (AUV) figures for comparable units.

Priority-by-priority translation

Priority 1: Grow Harvest Table unit count. Executive sponsor: Jamal Whitaker.

• Intent: Harvest Table is already 53% of revenue. Growing its footprint shifts the portfolio toward the brand the strategy is betting on.
• Year-one objective: open all 10 units, including the 4 slipped from FY2026, and secure the FY2028 pipeline.
• Key results: lagging: units opened (10); Harvest Table revenue (TO BE SET); new-unit sales against pro forma (pro forma NOT PROVIDED). Leading (PROPOSED): leases signed, permits issued, construction starts and general managers in seat before opening. Quarterly targets TO BE SET once the dated schedule exists.
• Initiatives: the 10-unit opening program ($14.5M capex) and the FY2028 pipeline.
• Risk: four openings slipped in FY2026, so this plan cannot carry undated openings. Each unit-quarter of slip costs about $0.55M of revenue ($2.22M ÷ 4).

Priority 2: Off-premise and catering to 25% of sales by 2028. Executive sponsor: Dana Kowalczyk.

• Intent: grow the channels that use capacity without needing more seats.
• ⚠ Definition gap: the two channels together are already

28.0% of FY2026 sales ($75.0M ÷ $268.0M). Either the target is defined differently (off-premise alone is 20.9%; a narrower or brand-specific definition is possible), or the 2028 target has already been met and needs rebasing.

The year-one objective is TO BE SET until this is resolved.

• Key results (PROPOSED metrics, targets TO BE SET): off-premise revenue and share by brand; catering revenue; share of orders that are digital; loyalty members once POS/loyalty goes live.
• Initiatives: the off-premise and catering growth plan (opex TO BE SET); the POS and loyalty platform ($2.4M capex).

Priority 3: Labor productivity through kitchen technology. Executive sponsor: Felix Amador. The hourly-labor metric is owned by the COO (name NOT PROVIDED).

• Intent: structurally lower the labor needed per dollar of sales, so that wage inflation doesn't erode margin.
• Year-one objective: hourly labor at or below 31.5% (board ceiling); kitchen display and automation rolled out on the schedule the CIO sets.
• Key results: lagging: hourly labor % by brand. Leading (PROPOSED): kitchen-display units installed; labor hours per $1,000 of sales; schedule adherence; ticket times.
• Initiatives: the kitchen display and automation rollout ($3.1M capex); a labor-scheduling program (opex TO BE SET).
• The arithmetic: see the labor bridge in the Financial Plan. Price leverage gives about 87 bps. That leaves about 23 bps, plus enough to absorb minimum wage, merit increases and new-unit ramp-up, to come from productivity.

Priority 4: Fix or exit underperforming Ember & Oak units. Executive sponsor: COO (interim;

name NOT PROVIDED). The President role is vacant.

• Intent: stop the drag from full service. Traffic fell 6% in FY2026, and Ember & Oak was one of the two causes of the $13M miss.
• Year-one objectives: (1) a board decision on closing 3–5 of the weakest units; (2) a traffic-recovery plan for the units kept; (3) remodels only at units that are kept; (4) a permanent President appointed.
• Key results: Ember & Oak traffic and comparable sales (targets TO BE SET); a unit-level margin ranking of all 32 units (data NOT PROVIDED); decision date (PROPOSED: the 10 December board or the first board meeting of Q1 2027).
• Initiatives: unit portfolio review and decision; fix plan; remodels ($5.4M capex, conditional on the decision); President hire.

Dependencies, conflicts and sequencing

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Financial Plan

Revenue by brand

The price column applies 3% uniformly across brands, before any change in traffic: $142.0M × 3% × 11/12 = $3.905M; $96.0M = $2.640M; $30.0M = $0.825M; total $7.37M. If price is set by brand (Decision 4), this column changes.

Revenue by channel

Revenue bridge, FY2026F to FY2027 Plan

FY2026 forecast revenue                                         $268.0M
  + Menu price, 3% from 1 Feb (11/12 × 3% × $268.0M), before    +$7.4M    calculated
    any traffic response
  ± Comparable traffic: Harvest Table                         TO BE SET
  ± Comparable traffic: Ember & Oak                           TO BE SET   (FY2026 −6% repeated = −$5.8M)
  ± Comparable traffic: Little Saffron                        TO BE SET
  ± Channel and menu mix                                      TO BE SET
  + Carry-over of units opened in FY2026                      TO BE SET   (the FY2026 opening count is NOT PROVIDED)
  + 10 new Harvest Table units                                TO BE SET   ($0.185M per unit-month at $2.22M/unit;
                                                                          ceiling $22.2M if all 10 opened 1 Jan)
  − Ember & Oak closures (if approved)                        TO BE SET   (ceiling −$9.0M to −$15.0M if 3–5 units
                                                                          at the $3.0M brand average closed 1 Jan;
                                                                          the weakest units are likely lower)
FY2027 plan revenue                                           TO BE SET   guidance window $286.8M – $294.8M

Gap test: once price is counted, the non-price lines must net to

+$11.4M (low end) through +$19.4M (high end). That is +4.25% to +7.25% of the FY2026 base. There is no plug line: until those lines are filled in, the total stays TO BE SET.

Cost structure

Cost sensitivities (calculated):

• Food: 3.5% inflation costs $0.35M per $10M of food spend. Each point above 3.5% costs another $0.10M per $10M. Total food spend is NOT PROVIDED.
• Minimum wage:

$1.10M per million hourly labor hours worked in the two states, before payroll taxes and knock-on increases for staff already paid above the minimum. Hours affected are NOT PROVIDED.

• Each 10 bps of hourly labor is about $0.29M at midpoint revenue ($290.8M).
• Each $1M added to below-RLM costs is about 34 bps of EBITDA margin at midpoint revenue.

Restaurant-level margin bridge

FY2026 restaurant-level margin                                  15.8%
  + Price, gross (+$7.4M with costs held flat in $)              +2.25 pts   calculated; gross before offsets
  − Food cost inflation, 3.5% on food spend                   TO BE SET     (food spend NOT PROVIDED)
  − Minimum wage, +$1.10/hr in two states                     TO BE SET     (hours NOT PROVIDED)
  − Other wage and benefit inflation                          TO BE SET
  + Kitchen-technology and scheduling productivity            TO BE SET     (CIO business case)
  − New-unit ramp-up inefficiency (10 units)                  TO BE SET
  ± Ember & Oak closures / fix plan                           TO BE SET     (unit P&Ls NOT PROVIDED)
  ± Fixed-cost leverage or deleverage from traffic            TO BE SET
FY2027 restaurant-level margin                                TO BE SET

The +2.25 pt price line is the mechanical effect of $7.4M of extra revenue with no extra cost. It is not a forecast: the cost lines below it all offset it. For reference, the EBITDA range of 9.0–9.8% at midpoint revenue needs

RLM of 15.45%–16.25% if below-RLM costs stay at $18.7M. Pre-opening costs for 10 units would push that requirement up.

Hourly labor bridge (Priority 3)

FY2026 hourly labor                                             32.6%    $87.4M
  − Price leverage (labor $ flat, sales +$7.4M)                  −0.87 pts  → 31.73%   calculated
  + Minimum wage, two states                                  TO BE SET
  + Merit / market wage increases                             TO BE SET
  + New-unit ramp-up (10 units)                               TO BE SET
  − Kitchen display and automation                            TO BE SET  (CIO)
  − Scheduling and deployment                                 TO BE SET  (COO)
FY2027 hourly labor                                            ≤31.5%   board ceiling

Labor dollar envelope: at 31.5%, hourly labor may total $90.3M (at +7% revenue) to $92.9M (at +10%). That allows growth of +$3.0M to +$5.5M (+3.4% to +6.3%) over FY2026. That growth has to cover the crews for 10 new units, the minimum-wage increase and merit increases.

P&L summary

Cash flow

The full cash-flow statement can't be built yet: D&A, interest, tax, working capital, debt service, opening cash and closure costs are all NOT PROVIDED. The proxy below (EBITDA less capex) shows how tight the capital request is:

Implication: funding every request leaves almost no cash cover before interest and tax, even if EBITDA lands inside guidance. Closures would add one-off cash costs (lease exits, severance), not yet sized. The funding source (cash on hand, revolver capacity) and any debt service are NOT PROVIDED and are needed before finance can sign off.

Working capital metrics: inventory days, payables days and the cash conversion cycle are NOT PROVIDED. TO BE SET by the CFO.

Risks and opportunities

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Operational Plans by Function

All targets below are TO BE SET by the named owner in Phase 2 unless the board has already fixed them.

Harvest Table: Jamal Whitaker

• Mission: be the growth engine. Open on time and run new units to pro forma.

Objectives: units 64 → 74 (owner Jamal Whitaker); revenue $142.0M → TO BE SET; hourly labor TO BE SET (must support ≤31.5% overall); off-premise share TO BE SET.

• Initiatives: 10-unit opening program; FY2028 pipeline.

Resources: $14.5M capex. Pre-opening opex NOT PROVIDED. Development and construction staff (corporate, within 142) NOT PROVIDED.

• Risks: repeat slippage; new units ramping below the brand average.

Dependencies: construction and real estate (owner NOT PROVIDED); HR for hourly hiring; IT, so that new units open with kitchen display and the new POS rather than being retrofitted later.

Little Saffron: Corinne Abara

• Mission: run quick service profitably as a base business.

Objectives: revenue $30.0M → TO BE SET; hourly labor TO BE SET; off-premise share TO BE SET. Units stay at 22: no openings or closures were requested.

• Initiatives: no strategic initiative was submitted. Kitchen technology and POS/loyalty roll out here too.
• Risk: without its own priority, the brand gets little management attention.

Ember & Oak: COO (interim), President vacant

• Mission (FY2027): settle fix-or-exit; stabilize the units that stay.

Objectives: closure decision date (PROPOSED: board, Q1 2027 at the latest); traffic TO BE SET (FY2026 was −6%); unit-level margin ranking of all 32 units by the end of Phase 2 (PROPOSED); President appointed (date TO BE SET).

• Initiatives: unit portfolio review; fix plan; up to 6 remodels; President search.
• Resources: $5.4M remodel capex (conditional). Closure costs NOT PROVIDED.

Risks: the COO carrying a brand turnaround on top of company-wide operations; remodel capital stranded at units that later close; closure obligations to employees (HR and employment counsel review needed).

Off-Premise and Catering: Dana Kowalczyk

• Mission: grow the channels that need no extra seats.

Objectives: off-premise $56.0M → TO BE SET; catering $19.0M → TO BE SET; combined share 28.0% → TO BE SET once the target is defined.

• Initiatives: off-premise and catering growth plan; requirements and launch for POS and loyalty.

Dependencies: POS/loyalty platform (owner NOT PROVIDED); kitchen display, for throughput at peak off-premise times.

Technology: Felix Amador, CIO

• Mission: deliver kitchen technology that measurably lowers hourly labor.
• Objectives: installed-restaurant count by quarter TO BE SET; labor-savings business case TO BE SET.

Initiatives: kitchen display and automation rollout ($3.1M). POS and loyalty ($2.4M) if the CIO is confirmed as owner.

• Risk: two concurrent rollouts in the same restaurants with flat corporate headcount.

Marketing and pricing: CMO (name NOT PROVIDED)

Objective: 3% price from 1 February, a CMO proposal not yet approved. The pricing decision is by brand (Decision 4).

• Metrics (PROPOSED): price realization; traffic response by brand after 1 February.

Purchasing: OWNER NOT PROVIDED

• Objective: hold food inflation at 3.5% (signed contracts). The share of spend under contract is NOT PROVIDED.

Finance: Nora Lindgren, CFO

Objectives: AOP approved on 10 December; monthly reporting against plan from January; cash-flow plan completed (inputs NOT PROVIDED).

People / HR: OWNER NOT PROVIDED

Objectives: corporate headcount at 142; Ember & Oak President hired; crews staffed for 10 openings; minimum-wage compliance from 1 January; closure-related workforce actions reviewed by counsel.

Cross-functional fit tests

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Key Initiatives

The plan holds

11 strategic initiatives, inside the 10–15 discipline. Quarterly milestones are PROPOSED for owner confirmation; counts and dates are TO BE SET by the owner.

Base-business plan drivers (not strategic initiatives, so no priority mapping):

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Capital Plan

Summary by category

Scoring (PROPOSED; executives to confirm)

Options to fit guidance (calculated)

Recommendation for CFO consideration (PROPOSED, not decided): C+. It funds the three priorities that are free of decision risk in full. It avoids putting $0.9M into a unit that may close. It stays inside the board range. The capital allocation is the CFO's and the board's call.

Business-case requirements before the board pre-read (3 Dec)

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People Plan

Corporate headcount bridge

Constraint: to stay flat, every new role must be offset by a role that is eliminated or left unfilled. Whether the vacant Ember & Oak President role is already counted inside 142 is

NOT PROVIDED.

Where the work grows, and where it has to come from

Efficiency areas (where corporate roles can be released): TO BE SET by executives.

Restaurant (hourly) workforce

Hourly headcount isn't covered by the corporate headcount guidance. It's governed by the

≤31.5% labor ceiling, which gives a $90.3M–$92.9M envelope. Hourly headcount, the crew size per new unit and the staff at closure candidates are NOT PROVIDED.

Critical hires

Organization changes

Compensation budget

People metrics (PROPOSED metrics; baselines NOT PROVIDED; targets TO BE SET)

Corporate headcount (≤142 at every quarter-end) · hourly turnover by brand · general-manager retention · days to staff a new unit before opening · time to fill critical roles.

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Performance Framework

Quarterly scorecard

Quarterly figures are

TO BE SET: FP&A will phase them using FY2026 monthly seasonality, which was NOT PROVIDED. Each row's quarters must add up to its full-year value, and the scorecard check enforces that before the pre-read goes out.

Financial

Operational

Strategic

Variance thresholds (all PROPOSED; CFO to set)

Review cadence and variance response

Monthly operating review (CFO) → quarterly business review (brand presidents and functional owners) → quarterly board report → July reforecast. For any yellow or red:

identify at the monthly close →

root cause within 5 business days →

recovery plan within 10 business days →

execute →

track at the next review. All PROPOSED.

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Contingency Scenarios

Probabilities are

TO BE SET: none were provided, and this draft does not assign any. Revenue deltas are calculated from supplied figures. EBITDA deltas need FP&A's decremental-margin assumptions, except where noted.

Stress context: applied to the guidance midpoint ($290.8M), the stress case would leave revenue at about $277.0M. That is +3.4% on FY2026,

below the 7% floor. The plan's response menu needs to be ready before Q1.

Tiered action menu (PROPOSED; savings TO BE SET unless calculated)

Early-warning dashboard (PROPOSED)

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Assumptions Register

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Open Questions

Needed by the end of Phase 1 (Fri 9 Oct), because they block structure:
1.

Off-premise target definition. Off-premise plus catering is already 28.0% of sales against a 25%-by-2028 target. Is the target off-premise only (20.9% today), brand-specific, or does it need rebasing? (Dana Kowalczyk / CFO)
2.

Net-new-unit measure. Do Ember & Oak closures count against the 8–10 net-new guidance? With 10 openings, any closure above 2 units breaks the floor. (CFO, with the board chair)
3.

Named owners for POS/loyalty, purchasing and food cost, the people plan and HR, new-unit construction, and the hourly-labor metric. Also the names of the COO, CMO and CEO.
4. Capex envelope and maintenance capex. No maintenance request was submitted for 118 restaurants. (CFO)
5. Whether the vacant Ember & Oak President role sits inside the 142 corporate headcount.

Needed by the end of Phase 2 (Fri 30 Oct), because they block the numbers:
6. Dated opening schedule for the 10 Harvest Table units, plus new-unit sales and margin assumptions (Jamal Whitaker).
7. Comparable traffic assumptions by brand (brand presidents).
8. Ember & Oak unit-level P&Ls for all 32 units; closure candidates; lease-exit and one-off costs (COO).
9. Pricing by brand, and the elasticity assumption, especially for Ember & Oak (CMO).
10. Hourly labor hours in the two minimum-wage states (payroll/HR).
11. Food spend in dollars and the share under contract (purchasing).
12. Kitchen-technology business case: bps saved, schedule and sequencing against POS (Felix Amador).
13. POS/loyalty business case and owner.
14. Off-premise and catering growth plan (Dana Kowalczyk).
15. Below-RLM budget: G&A, pre-opening, merit, bonus and benefits (CFO).
16. Cash-flow inputs: D&A, interest, tax, debt service, working capital, opening cash, funding source for capex (CFO).
17. FY2026 monthly seasonality for quarterly phasing (FP&A).

Needed by the end of Phase 4 (Wed 25 Nov), because they block approval:
18. Ember & Oak closure recommendation: whether to close, how many (3–5) and when. Whether the decision goes to the 10 December board or to Q1 2027.
19. Capital option: A–E or C+ (CFO).
20. Scenario probabilities and final variance thresholds (CFO).
21. Strategic role of Little Saffron: confirm it runs as a base business with no priority of its own.

Reviews required before anything leaves the building: finance sign-off on all financials (CFO); HR and employment-counsel review of any closure or workforce action; the user's review of the full document before the board pre-read on 3 December.

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It also wrote aop_fy2027_calcs.py, aop_fy2027_calcs_output.txt (not shown here).