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Since joining Ronnoco, I have taken a systems integration approach to developing new capabilities — building tools and workflows that tie existing processes together rather than replacing them. The goal: a more efficient sales force, a more structured sales process, and more accurate deal flow from lead to closed deal.
Nearly all of this development has been accomplished with little or no financial support from Ronnoco. These systems were funded and built through personal initiative, in service of this company's growth.
Programs developed to offset capital expenses for new customers — making it easier for our sales team to win accounts that can't or won't make a large upfront equipment investment.
We launched a first version of this program at the beginning of the year. It was not successful. The program was only available through one distributor, and that distributor held us back from presenting it to their customers for approximately five months. During that time, I developed a better approach — one that created significantly less friction for our sales team and customers. That work became the Deal Builder platform.
Customer pays a fixed monthly fee. Ronnoco retains ownership. Min. $5,000. Rate: equipment total × 3.95%.
Customer pays in installments and owns the equipment at end of term. Same $5,000 minimum.
Customer pays full list price upfront. No minimum. Immediate ownership. No financing required.
Ronnoco places equipment at no cost in exchange for committed coffee supply program. Strictest ROI gate.
Ronnoco must recover the full cost of loaned equipment within 12 months from product gross profit, AND generate a minimum 25% profit above break-even. Deals that don't qualify cannot be submitted.
| Program | Monthly Fee | What's Included |
|---|---|---|
| Small Coffee — Bottle Brewer | $199/mo | Equipment + Digital Media + Service |
| Small Coffee — Airpot Brewer | $199/mo | Equipment + Digital Media + Service |
| Small Coffee — Single Direct Heat | $199/mo | Equipment + Digital Media + Service |
| Medium/Large — Dual Direct Heat | $299/mo | Equipment + Digital Media + Service |
| Medium/Large — Combo Brewer | $299/mo | Equipment + Digital Media + Service |
| Polar Wave Bundle | $299/mo | Equipment + Digital Media + Service |
Governed by the signed Program Agreement with Smarter Equipment Finance, LLC (SEF), dated January 21, 2026. SEF — not Ronnoco — carries the equipment on its balance sheet during the lease term.
Ronnoco submits customer to SEF for credit review. Decision within 1 business day. Approval valid 30 days.
Customer signs lease agreement directly with SEF. SEF is the lessor — not Ronnoco.
Invoice structured as: Sold To: Smarter Equipment Finance / Ship To: Customer. May include approved service and maintenance amounts.
Ronnoco receives full invoice payment BEFORE or AT equipment delivery. Zero capital outlay. Cash in hand before equipment ships.
Equipment goes directly to customer location. SEF owns it. Customer makes monthly payments to SEF — not Ronnoco.
Service and maintenance of the equipment for the lease term. This is the basis for including service in the bundle program.
SEF transfers ownership to Ronnoco at 10% of original invoice price. Ronnoco may then sell, re-lease, or recover the equipment.
The repurchase obligation is triggered only by Ronnoco misrepresentation, fraud, or breach — NOT by customer default. If a customer stops paying, SEF absorbs that loss. Ronnoco is protected.
| Item | Impact on Ronnoco |
|---|---|
| Equipment capital outlay | None — SEF funds the purchase |
| Cash received at deal funding | Full invoice value — before or at delivery |
| Customer credit risk | None — SEF assumes it entirely |
| Ongoing obligation | Service & maintenance during lease term |
| End-of-lease equipment recovery | Ronnoco reacquires at 10% of original invoice |
| Repurchase risk | Only triggered by Ronnoco misrepresentation or fraud |
Ronnoco's go-to-market model runs through the distributor channel. Rather than fight that reality, the approach has been to build with it — tools that make it easy for distributor reps to submit leads and track deals, while feeding clean structured data into Ronnoco's internal workflow.
| Tier | Example Amount | Description |
|---|---|---|
| Ronnoco COG | $20.00 | Ronnoco's cost to manufacture or source |
| Ronnoco List Price | $80.00 | Price Ronnoco charges the distributor |
| Distributor List Price | $100.00 | Price the distributor charges the customer |
Each distributor independently sets their customer price. Rebate and bill-back structures are formalized and tracked per deal for gross profit reporting.
Prior to my arrival, Ronnoco had no formal digital media program, no platform, and no defined strategy. Black Pixel Media has been the creative and technology engine behind all of the digital work accomplished at Ronnoco.
The digital media infrastructure, creative development, and player deployment have been built with little to no financial contribution from Ronnoco. This allowed rapid delivery without waiting for internal budget cycles.
Customers operating 15 or more stores may be evaluated case-by-case for expanded or custom digital media engagement. Any chain-level custom digital media support requires Ronnoco approval and documented program scope.
The central tool developed to solve the gap between how the sales team actually works and what existing systems could support. A deal workflow platform — starting from the lead, building the deal, routing it through approvals and finance, tracking it to close.
View Live Platform →Deal Builder worked. Deals were coming through clean, complete, and structured. Then they hit Ronnoco's internal operations. The ops team required the sales team to fill out legacy forms — even though all of that information had already been collected and was available in their dashboard. This created a significant blocker. Mixed messaging from sales, service, and operations teams compounded the problem. The friction was not a technology problem. It was an internal coordination problem.
The Deal Builder workflows were presented to Ronnoco's IT team as examples of what the sales system should accomplish. A basic Salesforce connection was built — a proof of concept to demonstrate feasibility, not a hardened production integration.
A real integration path would require more development — but the critical gap is that IT never provided hardening and security requirements. Without that guidance, it was not possible to build to their standard. The door should not be closed on this work.
Current status of every initiative as of August 2026.
Four deal types defined. ROI framework enforced. SEF agreement signed.
Six bundles active. $199/$299 monthly programs. Rolling out through distributor channel.
Live and in use. Distributor-specific forms per warehouse. Feeds into Deal Builder workflow.
Ops team requiring legacy forms despite data being in dashboard. Sales/ops/service coordination needed.
Live at dealbuilder.netlify.app. HT Hackney onboarded. Hampered by internal ops process gaps.
POC built and shown to IT. Development halted per IT request. No requirements provided.
Integrated into bundle program as compliance benefit. Chain policy defined.
Deployed and stable at customer locations through the Black Pixel Network.
Creative and technology engine behind all digital work. Funded independently.
Fully designed and documented. Requires IT and finance alignment to implement in Salesforce.
Five areas I'd like to discuss at our 3 PM meeting on Wednesday, August 6.
How Ronnoco currently accounts for loaned equipment placements, and whether the ROI framework I've built aligns with how finance wants to evaluate these deals. The SEF agreement structure — where SEF absorbs credit risk and Ronnoco receives cash upfront — has significant positive implications for the balance sheet.
The operations process blocker is the most immediate obstacle to deal velocity. Deals are being built correctly and efficiently — but stalling internally when they reach customer setup. I'd like to understand whether there is appetite to address this formally.
The platform represents real value and a significant personal investment. What is the best path to bring it into the organization properly — AppExchange listing, a formal IT engagement with defined security requirements, or another structure?
Scaling these initiatives — particularly the Salesforce integration, digital media program, and Deal Builder rollout — requires organizational commitment that has not been available. What does that process look like from a CFO's perspective?
Deal Builder was built for Ronnoco but is designed to be deployed at any organization running Salesforce. There may be a separate business conversation worth having at the right time — particularly given the AppExchange path and potential for recurring revenue.