Staff · workforce plan · working capital
The workforce plan. What changes, and what it costs.
The Long Hotel operation adds clinical, wellness, retail, and marketing depth on top of the existing Hotel de France team. This page sets out that plan division by division: what the current roster looks like (as position counts), which positions no longer make sense once agentic-AI software absorbs specific admin and turnover workload, and which new positions the operation needs — with named candidates where we have them. The wage-bill move is honest: current fully-loaded ~£2.97M per year, forward fully-loaded ~£4.47M per year, net incremental +£1.57M per year. That number is working capital, not capital expenditure — it is a persistent operating cost, distinct from the one-off Renovation and Equipment capex, and needs to be funded from a mix of operating cash and the raised external capital across the ramp period.
Current headcount
85
across all divisions
Positions to reduce
−10
agentic AI absorbs these
Positions to add
+36
clinical + wellness + retail + marketing bench
Net wage-bill delta
+£1.57M
/ year, fully-loaded
Framing · where this number sits in the capital plan
Division-by-division
Renovation and Equipment are capex — one-off spend on the physical build and the clinical / gym / wellness kit. £10.02M-£15.37M on Renovation (incl. driveway paving estimate — contractor quote pending — £200k kitchenette fit-out for 15 Tier 2 corporate long-stay studios, Baubiologie-informed sleep spec on all 57 wellness suites, motorised blackout blinds with side channels across all 72 suites, £200k laundry room fit-out, and the £680-1,230k FF&E line for the 72 suites) and £542k-£902k on Equipment (includes the Philips AC2729/10 2-in-1 suite purifier + humidifier fleet, per-suite Organic Aromas Raindrop aromatherapy diffusers, enterprise WiFi mesh foundation, Theia3D markerless motion capture, Biosen C-Line lactate analyser, 12-lead ECG for Sama Clinic intake, 8× iPad Air 13" concierge-loan tablet pool for the wellness suites, and the single-plate downgrade), funded from Parker family committed capital + HdF group operating contribution + external raise.
Staff is working capital — an ongoing annual cost that recurs every year the hotel operates. The +£1.57M / year net incremental wage-bill described on this page is a persistent operating expense, not a one-off. Part of what the external raise funds is the working-capital runway to cover the ramp period before programme revenue absorbs it.
Every division's current roster, reduces, and adds.
For each division: the current roster (position counts, not named individuals), any positions to reduce with rationale (mostly driven by agentic-AI software absorbing specific admin and turnover workload — see individual notes), and any positions to add with role rationale, salary range, and named candidate where we already have one in mind.
Sama Clinic
Current roster by position (click to expand)
New division — no current roster.
Positions to add
+1× Medical Director / GP
£90k · full-time (5 d/wk)
Named responsible clinician on Jersey healthcare-premise registration. Chairs weekly clinical case conference. Owns prescribing formulary, onward referral pathway, and mindfulness governance for Manas/contemplative work. YTT-certified GP with a rare fit for the hotel's Ayurvedic-Western integration.
Candidate Dr Shiv Chande
+1× Aesthetic Doctor — Kanti
£80–125k · midpoint £100k
Leads Kanti aesthetic practice (tox, fillers, threads, PRP, energy devices — priced separately from programmes). Currently runs her own independent practice; joins as an employee at Phase 02 launch.
Candidate Dr Alexa Kerr
+1× Integrative & Functional Medicine
£65–100k · midpoint £82k
DC, FMCP, Medical Acupuncturist, Craniosacral Therapist. Leads Klesha (chronic-stress/burnout stream) plus chronic multi-system presentations. Currently in independent practice at what will become the Elinor Ruth Medical Centre; joins Sama Clinic as an employed hire. Salary range reflects UK-market senior integrative-medicine practitioner plus 10% Jersey uplift; fractional structure (0.8 FTE similar to some senior clinical roles) sits at the lower end, full-time at the top.
Candidate Dr Marie-Christine Dix (currently independent at what will become Elinor Ruth Medical Centre)
+1× Manas Clinical Psychologist
£60–90k · midpoint £75k
HCPC-registered clinical psychologist or BACP-accredited psychotherapist. Delivers the one-to-one psychology work in Manas: anxiety, mild-to-moderate depression, insomnia (with CBT-I), perimenopausal mood, burnout, MBSR.
+1× HCPC Dietitian
£50–70k · midpoint £60k
HCPC-registered clinical dietitian. Owns Pathya (nutrition consultation), Agni gut protocols, Ahara menu design collaboration with Dr Prasanna Kerur, fasting-programme monitoring, CGM interpretation, and the dietary side of every Focus.
+1× Kinesiology / Movement Scientist
£40–60k · midpoint £50k
Sport-science trained (BSc + MSc). Runs Kaya movement stream: FMS, force-plate, Theia3D 3D-motion-capture gait, functional movement screens. Feeds movement-quality picture into case conference and Bala training programming.
+1× DEXA Operator (IR(ME)R-certified)
£22–32k · midpoint £27k
IR(ME)R-certified DEXA operator (nurse, biomedical scientist or dedicated DEXA technician with the manufacturer's operator training + a short IR(ME)R course) — not a full HCPC-registered radiographer. Runs the Deha DEXA scan room, ensures scan-protocol consistency across visits; the reports print automatically from the scanner software and Dr Shiv Chande + the HCPC Dietitian go through them with the guest during the Deha stream consultation. Model matches how BodySpec (US) and several UK private DEXA services operate. Room shielding, oxygen monitoring, Jersey Care Commission licensing and Medical Director oversight all still mandatory.
+1× Health Coach
£35–50k · midpoint £42k
Non-clinical protocol-delivery role. Takes the guest's take-home plan and walks them through it, checks in during the stay, holds the twelve-week post-stay follow-up cadence. Not a therapist and not a clinician — deliberately.
Notes on this division
Four clinical functions outsourced, not employed
Phlebotomy & pathology analysis — the Nidana bloods pipeline is handled by Medilab (Jersey). Draw done in-house by our nurse; sample handed through the Medilab pass-through. Pay-per-test, no employee.
Advanced imaging beyond DEXA — MRI, X-ray, ultrasound, and DEXA-overflow routed to Elinor Ruth Medical Centre and Jersey X-Ray Services for the imaging types the on-site Sama Clinic doesn't run or has run out of capacity for. DEXA overflow specifically because single on-site DEXA capacity is ~3,300 scans/year vs maturity demand ~3,570/year (see the Equipment page for the capacity note). Pay-per-scan referral.
Specialist consultants — cardiology, endocrinology, dermatology, ophthalmology, gastroenterology and any onward-referral specialist work routed to Elinor Ruth Medical Centre and other Jersey private-practice consultants. Referral pathway managed by Dr Shiv Chande as Medical Director.
Out-of-hours GP cover — routine out-of-hours coverage for programme guests handled through the standard Jersey GP out-of-hours service rather than a dedicated on-call rota. Emergency escalation to Jersey General Hospital via 999.
Advanced imaging beyond DEXA — MRI, X-ray, ultrasound, and DEXA-overflow routed to Elinor Ruth Medical Centre and Jersey X-Ray Services for the imaging types the on-site Sama Clinic doesn't run or has run out of capacity for. DEXA overflow specifically because single on-site DEXA capacity is ~3,300 scans/year vs maturity demand ~3,570/year (see the Equipment page for the capacity note). Pay-per-scan referral.
Specialist consultants — cardiology, endocrinology, dermatology, ophthalmology, gastroenterology and any onward-referral specialist work routed to Elinor Ruth Medical Centre and other Jersey private-practice consultants. Referral pathway managed by Dr Shiv Chande as Medical Director.
Out-of-hours GP cover — routine out-of-hours coverage for programme guests handled through the standard Jersey GP out-of-hours service rather than a dedicated on-call rota. Emergency escalation to Jersey General Hospital via 999.
Locum cover budget — holiday & sick-leave
~£28,000 per year reserved for locum GP and locum aesthetic-doctor cover for the unavoidable gaps in senior clinical availability across the year. Not a hired position — a budget line drawn on Jersey locum agencies (typically Locum Meds Jersey and the Jersey GP locum pool) at ~£800-£1,200 per day for GP cover and ~£1,000-£1,500 per day for aesthetic.
Why the budget is deliberately modest: the hotel closes to programme guests across the Christmas / New Year window (December 18th through January 8th — 22 nights), so senior clinical staff take the bulk of their annual leave inside that closure window. Because there are no programme guests on-site to cover, no locum is needed for that period — the leave is 'absorbed' by the closure. The £28k budget covers only the residual: sick-leave gaps, out-of-Christmas-window annual leave for the senior clinical tier, and the occasional CPD / revalidation absence that can't be sequenced into the closure period.
Why the budget is deliberately modest: the hotel closes to programme guests across the Christmas / New Year window (December 18th through January 8th — 22 nights), so senior clinical staff take the bulk of their annual leave inside that closure window. Because there are no programme guests on-site to cover, no locum is needed for that period — the leave is 'absorbed' by the closure. The £28k budget covers only the residual: sick-leave gaps, out-of-Christmas-window annual leave for the senior clinical tier, and the occasional CPD / revalidation absence that can't be sequenced into the closure period.
Annual leave — tiered by seniority & role
All annual leave figures below are inclusive of the mandatory Christmas / New Year closure window (December 18th – January 8th). Of that 22-night window, ~13 working days come out of annual leave (the rest is weekends and public holidays — Christmas Day, Boxing Day, New Year's Day). The 'flexible leave' number below is what each tier actually gets to spend across the rest of the year.
Standard staff — 25 days annual leave + Jersey public holidays. Of the 25: ~13 absorbed by the Xmas / NY closure, leaving ~12 flexible days across the year. Applies across housekeeping, F&B, front office, kitchen support roles.
Senior operational leads (Head of Housekeeping, Facilities Manager, Front Office Manager, Head Chef, Spa Director, etc.) — 28 days + public holidays. Of the 28: ~13 absorbed by closure, leaving ~15 flexible days. Reflects the operational weight of the role and standard Jersey premium-hotel practice for those tiers.
Sama Clinic directors & senior leadership (Medical Director, Aesthetic Doctor, Managing Director) — 30-32 days + public holidays. Of the 30-32: ~13 absorbed by closure, leaving ~17-19 flexible days. Higher tier reflects CPD requirements for clinicians, the professional-development calendar (conferences, revalidation cycles), and the leadership tempo across a launching operation. Locum budget above sizes the coverage need this tier creates outside the closure window.
Standard staff — 25 days annual leave + Jersey public holidays. Of the 25: ~13 absorbed by the Xmas / NY closure, leaving ~12 flexible days across the year. Applies across housekeeping, F&B, front office, kitchen support roles.
Senior operational leads (Head of Housekeeping, Facilities Manager, Front Office Manager, Head Chef, Spa Director, etc.) — 28 days + public holidays. Of the 28: ~13 absorbed by closure, leaving ~15 flexible days. Reflects the operational weight of the role and standard Jersey premium-hotel practice for those tiers.
Sama Clinic directors & senior leadership (Medical Director, Aesthetic Doctor, Managing Director) — 30-32 days + public holidays. Of the 30-32: ~13 absorbed by closure, leaving ~17-19 flexible days. Higher tier reflects CPD requirements for clinicians, the professional-development calendar (conferences, revalidation cycles), and the leadership tempo across a launching operation. Locum budget above sizes the coverage need this tier creates outside the closure window.
Ayush Spa
Current roster by position (click to expand)
- 3× Ayurvedic Spa Therapist - Level 1
- 2× Spa Therapist - Level 1
- 2× Spa Therapist - Level 2
- 1× Senior Ayurvedic Therapist
- 1× Spa Director
Positions to add
+2× Ayurvedic Spa Therapist
£24–33k · midpoint £28k
Ayush treatment-room count expands from 8 to 10 (post-spa relaxation room converts to 2 more treatment rooms). Programme guests take daily Ayurvedic bodywork on Long Reset and Long View. Need +2 therapists to serve the expanded room count and programme volume.
+1× Spa Reception & Bookings Coordinator
£26–35k · midpoint £30k
Complex programme-guest scheduling (each guest has multiple weekly treatments coordinated with clinical appointments and Bala training) needs a dedicated coordinator rather than routing everything through the main hotel reception.
Wellness & Movement
Current roster by position (click to expand)
New division — no current roster.
Positions to add
+1× Yoga Lead — Prana
£0
Currently sits under Sales & Marketing as Wellness & Experience Coordinator. Master's in Yoga; reclassifies as Yoga Lead. Runs daily Prana class programming (morning pranayama and asana, evening restorative and yoga nidra), yoga therapy inside Manas. No net headcount change from move.
Candidate Arti Kukreti (internal transfer — already on payroll under Sales & Marketing)
+1× Additional Yoga Instructor
£31–42k · midpoint £36k
Covers Prana daily classes when Arti is running one-to-one therapy sessions or delivering Focus content. Also covers holiday and continuity.
+2× Personal Trainer — Bala Gym
£29–39k · midpoint £34k
Runs Bala training sessions — strength, cardio, mobility — for programme guests. Works from the movement-quality picture the Kinesiology Scientist produces in Kaya.
Kitchen
Current roster by position (click to expand)
- 3× Kitchen Porter
- 2× Chef de Partie
- 1× Demi Chef de Partie
- 1× Head Chef
- 1× Pastry Chef
- 1× Senior Chef de Partie
Positions to add
+1× Sous Chef — Ayurvedic Menu
£33–50k · midpoint £42k
Second-in-command to Head Chef, specifically trained/experienced in Ayurvedic and dosha-tuned cooking. Owns the daily menu delivery of the Ahara longevity offer that Dr Prasanna Kerur and the dietitian design.
+1× Sandhana Fermentation & Bakery Lead
£33–46k · midpoint £40k
New role for the ferment cellar and sourdough bakery operation on the former Saffrons back-of-house kitchen. Tends the ferments, runs the morning bake, coordinates supply into Ahara service.
+1× Kitchari Kitchen Chef & Class Lead
£31–44k · midpoint £38k
Runs the guest-facing Kitchari Kitchen — cooking classes, dosha-tuning demonstrations, and prep for the Ahara kitchari-programme service. A teaching-and-service hybrid role.
La Terrasse
Current roster by position (click to expand)
- 8× F&B Attendant
- 1× Assistant Restaurant Manager
- 1× Bartender
- 1× Food & Beverage Director
- 1× Restaurant Manager
- 1× Restaurant Supervisor
Positions to reduce
−2× F&B Attendant
Saving: £24–31k base · midpoint £28k each
Ahara operates at lower cover volume than La Terrasse (fewer external non-guests, programme guests eat in-house on defined schedules). Reduce F&B attendant count by 2 to reflect the lower cover throughput.
Positions to add
+1× Sommelier / Beverage Specialist
£33–50k · midpoint £42k
The premium positioning requires a proper wine programme plus a serious non-alcoholic craft-beverage menu (fermented drinks from Sandhana, herbal infusions, adaptogen-forward mocktails). Bartender role stays but is complemented by a beverage specialist owning the programme design and guest wine/pairing conversations.
+1× Nutrition-informed Server Lead
£29–39k · midpoint £34k
Senior server who works directly with the dietitian and Dr Prasanna Kerur on service style — understands dosha tuning, can explain menu choices in nutritional and Ayurvedic terms to guests, and trains the wider serving team. Bridges kitchen and clinical.
Front Office
Current roster by position (click to expand)
- 3× Receptionist
- 1× Assistant Front Office Manager
- 1× Assistant Head Day Porter
- 1× Assistant Night Manager
- 1× Day Porter
- 1× Front Office Manager
- 1× Head Day Porter
- 1× Head Receptionist
- 1× Night Manager
- 1× Night Porter
Positions to reduce
−2× Receptionist
Saving: £24–31k base · midpoint £28k each
Pre-arrival check-in software (guest completes ID upload, terms, payment authorisation, dietary and clinical intake questionnaires before travel) removes most of the traditional on-desk arrival workload. Combined with the room-count reduction (129 → 72 suites), the front desk needs meaningfully fewer people in the check-in/checkout window. Net -1 receptionist.
−1× Day Porter
Saving: £24–30k base · midpoint £27k each
Fewer rooms (129 → 72) means fewer luggage handling and porter jobs across the day. Net -1 day porter (partly offset by higher-service standard for premium guests — one full role rather than two).
Positions to add
+2× Programme Concierge
£29–39k · midpoint £34k
New role dedicated to programme guests. Owns their in-stay coordination: Mati consultation scheduling, movement/spa/clinic touchpoint sequencing, itinerary questions, take-home protocol handover. Distinct from generalist reception.
+1× Guest Relations Manager
£39–55k · midpoint £47k
Discount Membership membership queries, VIP handling, complaints, and press/partner visits. Distinct from Front Office Manager (operational) and Programme Concierge (in-stay logistics).
Housekeeping
Current roster by position (click to expand)
- 6× Housekeeping Attendant
- 3× Night Cleaner
- 2× Public Area Cleaner
- 2× Room Attendant
- 1× Floor Housekeeper
- 1× Head Housekeeper
- 1× Laundry Attendant
- 1× Linen Keeper
- 1× Night Cleaning Supervisor
- 1× Painting & Decorating Supervisor
- 1× Projects Manager
- 1× Public Area Supervisor
- 1× Senior House Porter
- 1× Senior Housekeeper
Positions to reduce
−2× Room Attendant
Saving: £22–28k base · midpoint £25k each
Same building footprint, but 129 rooms consolidate into 72 larger suites. Fewer rooms to turn over daily even accounting for longer clean time per suite. Net -2 room attendant positions.
−1× Night Cleaner
Saving: £24–30k base · midpoint £27k each
Fewer rooms plus AI-assisted scheduling of night-clean priority routes allow -1 night cleaner. Public area night cleaning workload unchanged (same building footprint).
Positions to add
+1× Head of Laundry
£31–42k · midpoint £36k
New dedicated laundry room being planned (see Notes page). Premium linen, guest wellness robes, spa linen, restaurant service linen, and increasingly bespoke garment care (guest programme robes with names, e.g.) needs a dedicated head. Currently one Laundry Attendant handles this alongside a general Linen Keeper — insufficient for the volume.
+1× Laundry Attendant
£24–31k · midpoint £28k
Additional laundry attendant to work under the new Head of Laundry in the dedicated laundry room. Volumes rise with premium-linen policy across all 72 suites and higher spa/wellness robe turnover.
Maintenance
Current roster by position (click to expand)
- 1× Assistant Facilities Manager
- 1× Gardener & Grounds Keeper
- 1× Handyman
- 1× Handyman & Grounds Keeper
- 1× Maintenance Technician
- 1× Mechanical Engineer
Positions to add
+1× Facilities Manager
£44–60k · midpoint £52k
Upgrade from the current Assistant Facilities Manager role. The Long Hotel operation adds meaningful facilities complexity — Deha DEXA under IRR-17 regulations, Hima LN2 cryotherapy with oxygen monitoring, Kanti aesthetic equipment power draw and cooling, Aruna LED panels, Nidana blood-draw room, Sama Clinic healthcare-premise regulatory compliance. Existing Assistant role scales up to full Facilities Manager, or a new full FM is brought in with the existing Assistant reporting to them.
+1× Grounds & Landscaping Coordinator
—
Expanded landscaping design (see Notes — landscaping quote in progress) requires a dedicated grounds coordinator to run the expanded programme. Existing Gardener stays; this is a coordinator role above them.
+1× Grounds & Landscaping Coordinator (PT)
£15–20k · midpoint £18k
PT 24 hrs — pro-rated from £26–34k FTE
Accounts
Current roster by position (click to expand)
- 2× Accounts Administrator
- 1× Finance Director
- 1× IT Manager
Positions to reduce
−1× Accounts Administrator
Saving: £24–35k base · midpoint £30k each
Agentic AI software for bookkeeping, invoice processing, expense reconciliation, and routine ledger work absorbs the bulk of one Accounts Administrator's day-to-day. Finance Director stays (strategic, oversight, banking relationships); IT Manager stays (critical for the AI infrastructure). One of the two Accounts Administrator positions reduces. Selection is an HR decision.
Positions to add
+1× Data & Analytics Manager
£50–77k · midpoint £64k
New role for the Long Hotel operation. Owns programme outcomes reporting (bloods/DEXA/movement change data), wearable and CGM data pipelines, marketing metrics, and the analytics needed to prove programme effectiveness to guests and press. Not covered by Finance Director or IT Manager scope.
Sales & Marketing
Current roster by position (click to expand)
- 1× Deputy Reservations & Events Manager
- 1× Reservations & Events Administrator
- 1× Reservations & Events Manager
- 1× Sales & Marketing Director
- 1× Wellness & Experience Coordinator
Positions to reduce
−1× Reservations & Events Administrator
Agentic AI reservations and events booking handles most of the manual admin — guest correspondence, calendar management, deposit processing, availability checks, quote generation. The Deputy Reservations & Events Manager plus AI tooling can absorb the current administrator's workload. Net -1 role.
Positions to add
+1× Content & PR Lead
£39–60k · midpoint £50k
The Long Hotel launch and ongoing marketing runs on content and press placement (FT Weekend, Economist 1843, podcast sponsorships per the Personas page). Currently the Sales & Marketing Director carries this alongside the sales side — inadequate for the launch push. New dedicated Content & PR Lead required.
+1× Partnerships Lead
£50–77k · midpoint £64k
B2B partnerships — wealth-manager firms (see Notes page for Artha room strategy), corporate wellness contracts, Aiglon alumni network, and the Discount Membership membership sales channel. Distinct from consumer marketing and from reservations.
+1× Digital Marketing Manager
£39–60k · midpoint £50k
SEO, paid social, email/CRM, landing page and thelonghotel.com asset management, marketing automation into the programme-booking funnel. Distinct from Content & PR (editorial-shaped) and from Sales & Marketing Director (strategy).
Human Resources
Current roster by position (click to expand)
- 1× Office Manager - HR
Positions to add
+1× HR Assistant & L&D Coordinator
£31–44k · midpoint £38k
Current single HR role is not sized for the complexity of the Long Hotel hiring wave (regulated clinical hires — HCPC, GMC, GCC, radiographer registrations), continuous professional development for clinical staff, and the wider workforce growth (~85 → ~105 headcount). One additional HR person needed to support the existing Office Manager.
Vipani Retail
Current roster by position (click to expand)
New division — no current roster.
Positions to add
+1× Retail Manager & Buyer
£33–44k · midpoint £38k
Owns Vipani (retail space). Buys and merchandises Ayurvedic products, curated wellness goods, hotel's own bakery and ferment products, medical-grade skincare from Kanti's supply chain, books, small giftables. Reports to Sales & Marketing Director.
+1× Retail Assistant
—
Part-time front-of-shop role covering peak hours and weekends.
+1× Retail Assistant (PT)
£14–18k · midpoint £16k
PT 24 hrs — pro-rated from £24–31k FTE
Wage bill impact
The fully-loaded number, worked out.
Current fully-loaded wage bill (base salary + employer NI + pension + insurance + CPD + equipment) matches the reported £2.9M within ~3%, calibrated to the Cedric Scherer £70k anchor across 85 existing employees. From there, the restructure saves ~£314k / year fully loaded, and the new-hires cost ~£1.81M / year fully loaded (base + on-costs + a modest locum cover budget for GP + aesthetic doctor holiday / Christmas closure). Net: +£1.57M / year.
| Current wage bill — 85 employees, fully loaded (base + ~15% on-costs) | £2,972,529 |
| − Savings from 10 role reductions (base + on-costs freed) | −£313,950 |
| Adjusted baseline after reductions | £2,658,579 |
| + 34 new hires (base salaries at midpoint of Jersey-adjusted bands) | +£1,552,500 |
| + Employer on-costs on new hires (~15%) | +£232,875 |
| + Locum cover budget (GP + aesthetic doctor for tiered leave + Xmas closure) | +£28,000 |
| Future total wage bill — The Long Hotel operation, fully loaded, / year | £4,471,954 |
| Delta vs current £2.9M baseline | +£1,571,954 / yr |
The +£1.57M net incremental figure sits mid-range of the salary bands (Excel banded range was +£1.21M-£2.02M / year, midpoint £1.62M). Salaries in the plan are calibrated to Jersey market with a 10% uplift methodology on comparable UK roles. Locum cover budget is deliberately modest — the tiered annual-leave policy (senior leadership and clinical directors at 36-40 days total) absorbs most Christmas / NY closure absence internally.
Phasing note
The £1.57M does not land on day one.
Not all of the new-hire cost lands simultaneously. Hires are sequenced with the physical build-out — clinical hires (Sama Clinic) come online as the clinical wing is ready to receive them; Ayush therapists come online as the treatment-room count expands from 8 to 10; retail and wellness hires come online as Vipani and Bala are ready; marketing hires start ahead of launch to build the content bench. This phasing across the ramp period means the working-capital requirement can be sized against the actual monthly cash need, not just an annualised figure.
Existing employees whose roles are being reduced are handled through natural attrition wherever possible, with any active redundancy conversations run through HR in the standard way and included in the working-capital requirement as one-off costs during the transition. This is a workforce plan on paper — the human implementation runs on its own timeline through HR alongside the physical build-out.