Household expenses are paid before any capital is allocated to Kallor operations. This is not a priority to be managed — it is a fixed rule. If household is under pressure, Kallor spend is the variable, not household.

Ali is informed of the capital position at every weekly review. No surprises. If a capital decision is made that affects household runway by more than 10%, Ali is consulted before the decision is made — not informed after.

Monthly revenue targets are shared at the start of each month. Progress against those targets is reported at the Wednesday check-in and the Sunday review. Misses are explained — not hidden.

A minimum household runway floor is maintained at all times. If deployed capital brings runway below the agreed floor, all non-essential Kallor spend stops until runway is restored. The floor is non-negotiable.

The Sunday review and Wednesday check-in are not optional and are not cancelled for work. They are part of the operating rhythm, not in competition with it. Kallor does not come first in this context.

Any decision that materially affects household finances, time allocation, or life plans is discussed before it is made. Kallor decisions and life decisions are not the same category. The distinction is respected.

Ali contributes to branding, messaging clarity, presentation tone, and communication polish. Her input is sought, not just tolerated. The KSF exists because this was agreed to — not because it was imposed.

Ali does not need to ask how things are going. The Sunday review answers that question structurally. Wins are shared. Setbacks are shared. The framework makes the information flow automatic — not dependent on mood or initiative.