DELIVERABLE 03 · PROJECT CHARTER Project Charter Scope, stakeholders, governance, success criteria, and formal authorization for the 13-month Resortments platform engagement. PREPARED FOR SPONSOR BY VERSION Resortments Russ · Owner Webaroo v3.0 Resortments Unified Enterprise Platform This charter is prepared to formally authorize the Resortments Unified Enterprise Platform engagement — defining scope, stakeholders, governance, success criteria, and the authority each party holds from Phase 1 kickoff through go-live. Our governance approach rests on four core imperatives: 1. Formalize authority across 8 divisions. Every division owner (David, Tracy, Zac, Gerardo, Dylan) plus the Finance leads (Johnny, Teresa), with Russ as Project Sponsor, has explicit scope, decision rights, and UAT responsibility documented before work begins. 2. Phase-gated execution with UAT sign-off at every milestone. No phase advances without formal acceptance testing by the relevant division owners. No payment releases without sign-off. 3. Business-measurable success criteria, not feature counts. Success is defined by operational metrics — reduced manual handoffs, real-time visibility, compliance tracking — not by "how many screens were built." 4. Sponsor commitment before a single line of code. Russ's active engagement as Project Sponsor is the single most critical success factor. This charter formalizes that commitment in writing. These imperatives define how the project is governed, how decisions are made, and how success is measured for the duration of the engagement. 1. PROJECT OVERVIEW Project Name: Resortments Unified Enterprise Platform Client: Resortments (modular housing and resort development company) Project Sponsor: Russ (Owner / Resortments) Sponsor Contact: 501-840-7029 Development Partner: Webaroo (full platform design, development, and delivery) Prepared By: Webaroo i Ownership Note: Webaroo is responsible for the entire platform buildout — architecture, design, development, QA, deployment, and ongoing support. The division owners listed throughout this document (David, Tracy, Zac, Gerardo, Dylan, Russ, Johnny, Teresa) are Resortments operational staff who run their respective divisions day-to-day. They serve as subject-matter experts (SMEs) and stakeholders providing requirements, feedback, and acceptance testing — they are NOT responsible for building the software. Date: April 2026 Project Duration: Estimated 14 months (Phase 1 kickoff through full deployment), plus 3+ months optimization. Discovery has already been completed at no charge; active build begins on SOW signing. 2. BUSINESS CASE & JUSTIFICATION Current State Problems Resortments operates 8 independent divisions with zero integrated technology infrastructure: 1. Operational Fragmentation - Operations managed via phone calls, email, and spreadsheets - No shared data systems; critical information siloed in individual divisions - Handoffs between divisions are manual and error-prone 2. Lack of Visibility - Russ (Owner) has no real-time visibility into operations across all divisions - No unified dashboard for strategic decision-making - Crisis discovery instead of proactive management 3. No Financial Tracking - No consolidated budget tracking across projects - Purchase Order (PO) approval and reconciliation is manual - No audit trail for compliance or cost analysis - Difficult to track project profitability by division or property 4. Inefficient Workflows - Document handoffs are manual (email, printing, faxing) - Land closings require 500+ documents with no tracking system - Field operations rely on phone calls and paper - Approvals are ad-hoc; no formal workflow enforcement 5. Compliance & Risk - 7–10 year data retention requirement cannot be reliably met - No audit trails for regulatory compliance - No segregation of duties; anyone can approve anything - OSHA tracking and safety compliance for field operations is manual Future State Solution A unified enterprise platform (web and mobile) that: Centralizes Operations: Single platform for all 8 divisions, eliminating phone-call-driven handoffs Provides Visibility: Real-time owner dashboard with cross-division operational and financial data Tracks Financials: Integrated budget management, PO tracking, expense categorization, automated reconciliation with QuickBooks Automates Workflows: Digital document routing, eSignature integration, approval chains, task assignment Ensures Compliance: Centralized audit logging, role-based access control, automated data retention, OSHA compliance tracking Enables Growth: Scalable architecture supports adding properties, expanding teams, and integrating new divisions 3. PROJECT PURPOSE & OBJECTIVES Primary Purpose Digitize all operational workflows across Resortments' 8 divisions, establish a single source of truth for organizational data, and provide Russ with real-time visibility and control over all operations and finances. Strategic Objectives OBJECTIVE SUCCESS METRIC OWNER Reduce Manual 70% reduction in email/spreadsheet-driven workflows by project All Division Owners Data Entry completion (measured against April 2026 baseline survey conducted during Phase 1) Establish Real-Time Russ can access owner dashboard showing all division status, Russ Visibility budget, approvals in <5 seconds Consolidate All 8 divisions on single platform (zero use of fragmented tools for Project Manager Technology core workflows) (Webaroo) Eliminate Phone- All inter-division communication/approvals tracked in platform; All Division Owners Call Handoffs zero phone-based task assignments Achieve Budget All project budgets, POs, and expenses visible in real-time Accounting Hub Visibility dashboard; actual vs. budget variance <5% at project level, <10% (Johnny/Teresa) per division Comply with Data Automated 7–10 year data retention with audit trail for all critical Retention documents Enable Field Field teams (Plant, Field Division) can submit work orders, photos, Operations timesheets via mobile in offline-capable app Automate All legal/land closing documents routed digitally with eSignature; Document no paper handling except compliance copies Project Manager / IT Zac, Gerardo David McDaniel Management 4. PROJECT SCOPE IN SCOPE Platform Components: - Unified web application (React/Next.js, responsive design for desktop and tablet) - Native mobile applications (iOS and Android via React Native) for field and management teams Centralized authentication and role-based access control system - Shared database (PostgreSQL) with single source of truth for all divisions Division Modules (8 Total): 1. Legal Close Land — Land acquisition, closing workflows, document management, title tracking, PO reconciliation 2. Material Procurement — Purchase Order management, vendor portal, approval workflows, budget tracking, QuickBooks integration 3. Plant Division — Equipment and inventory tracking, maintenance logs, asset management, depreciation sync 4. Field Division — Work order management, task assignment, mobile task execution, photo documentation, time tracking 5. Management/Leasing — Tenant portal, lease management, occupancy tracking, payment tracking, RealPage integration 6. Legal Rollovers — Document versioning, compliance workflows, approval routing, archive management 7. Land Division — Land tracking, title management, zoning/permit correlation, future development pipeline, map visualization 8. Accounting Hub — Financial dashboard, budget tracking, expense categorization, P&L reporting, QuickBooks reconciliation Cross-Division Features: - Owner Dashboard — Real-time status, financial overview, alerts, KPI tracking Workflow Engine — Multi-step approval processes, task assignment, notification system - Document Management — Central repository, versioning, access control, long-term archive - Audit Logging — All system changes logged with user, timestamp, change details - Notifications & Alerts — Email, in-app, and push notifications for approvals, deadlines, exceptions - Reporting & Export — Customizable dashboards, scheduled reports, data export (CSV, PDF) Phase 5 / Post-Go-Live Candidates (vision items, not in core 14-month build): - NLP Data Agent — natural language queries against enterprise data (Dylan's request); Phase 5 or separate SOW - Vendor Portals — self-service portals for Material Procurement vendors and Field/Maintenance service vendors; Phase 5 or separate SOW - Treasury Integration — centralized cash management, payment processing, reconciliation beyond QuickBooks; Phase 5 or separate SOW - Hello Data Integration — third-party BI/analytics partner; Phase 5 candidate External Integrations: - QuickBooks Online — Chart of Accounts, invoices, bills, PO reconciliation, expense tracking, financial reporting - ADP Workforce Now — Employee data, payroll information, time tracking sync - DocuSign — Digital signatures, envelope tracking, template management - RealPage by Thrive — Tenant data, lease information, occupancy tracking (if API available; fallback to data export) - Compsys — Utility and service cost tracking (research required; may be manual entry) - City/State Permitting Portals — Portal links, deadline tracking, status updates (no deep integration; manual tracking) - Auth0 or Clerk — Single sign-on, multi-factor authentication, role management Security & Compliance: - Role-based access control (5 tiers: Owner, Division Owner, Staff, Accounting, External) - 2-factor authentication (2FA) for Owner, Division Owners, Accounting - Encryption in transit (TLS 1.3) and at rest (AES-256) - Centralized audit logging with 7-10 year retention - OSHA compliance tracking (field safety, incident reporting) - SOX-equivalent controls (approval workflows, segregation of duties, audit trails) Deployment & Infrastructure: - Cloud hosting (AWS, Azure, or GCP) - Automated CI/CD pipelines (GitHub Actions, GitLab CI, or Jenkins) - Monitoring and alerting (CloudWatch, DataDog, or New Relic) - Automated daily backups with point-in-time recovery - Multi-region redundancy for disaster recovery OUT OF SCOPE The following are explicitly excluded from this project: Design & Engineering Tools: - Autodesk (AutoCAD, Revit, Civil 3D) — Resortments will continue using for design work; platform links to files only - Bluebeam — Continues as standalone PDF markup tool; collaboration via Resortments document links - Rhino — Continues as standalone modeling tool - Lumion — Continues as standalone rendering tool - BIM 360 — No deep integration; Resortments does not manage design workflows Communication & Collaboration Tools: - Zoom, Microsoft Teams, Google Meet — Continues as external tools; no integration required - Slack, WhatsApp — No integration into Resortments; teams may use for operational chat but not core workflow City & State Permitting Systems: - Permitting portal automation is not in scope for Phase 1 (50+ fragmented portals with no APIs; see Deliverable 02). - Permitting module in Resortments provides portal links and manual status tracking only - RPA automation deferred to post-go-live (Phase 5 Optimization) — low ROI in core build Tenant Payment Processing: - Stripe/Square payment processing deferred to post-go-live (Phase 5 Optimization) - Initial MVP uses manual payment tracking linked to RealPage Advanced Analytics & Forecasting: - Machine learning models, predictive analytics deferred to post-golive (Phase 5 Optimization) - Hello Data BI integration deferred to post-go-live (Phase 5 Optimization) Mobile-Only Features (post-go-live / Phase 5 Optimization): - Offline document editing, advanced photo/video editing - GPS real-time location tracking (post-go-live enhancement) - Barcode/RFID scanning (Plant Division, post-go-live) Third-Party Connectors (Not Specified): - Any integrations not explicitly listed above are out of scope unless approved by Project Sponsor 5. KEY STAKEHOLDERS Stakeholder Register NAME TITLE / DIVISION ROLE CONTACT AVAILABILITY KEY INTERESTS Russ Owner / Land Division Project 501-840-7029 High Real-time (Resortments) Sponsor, visibility, financial SME control, operational efficiency, compliance David Legal Close Land + Division McDaniel Legal Rollovers SME (2 (Resortments) divisions) 501-681-8645 Medium- Document High management, eSignature integration, approval workflows, data retention Tracy Material Procurement Division (Resortments) SME 501-251-3387 Medium PO management, vendor portal, budget tracking, QuickBooks integration Zac Plant Division Division (Resortments) SME 817-223-2804 Medium Equipment tracking, inventory mgmt, asset depreciation, OSHA compliance (future build) Gerardo Field Division Division (Resortments) SME 956-884-2893 Medium Mobile app, work orders, task assignment, photo documentation, real-time field updates Dylan Management/Leasing Division (Resortments) SME 870-995-1701 Medium- Tenant portal, High lease management, RealPage integration, occupancy tracking Johnny Accounting Hub Finance CPA (Resortments) SME 501-352-1040 High Financial dashboards, budget tracking, reconciliation, audit trails, compliance NAME TITLE / DIVISION ROLE CONTACT AVAILABILITY KEY INTERESTS Teresa Accounting Hub Finance 214-543-5222 High P&L reporting, Controller (Resortments) SME expense categorization, cost analysis, financial controls Connor Development Partner Full 978-879-9104 / Murphy — Single Point of Platform connor@webaroo.us (Webaroo) Contact Delivery Full Architecture, design, development, QA, deployment, project management Stakeholder Expectations & Communication Owner (Russ): - Expects real-time visibility and full control across all divisions - Monthly executive summary on project progress - Weekly steering committee meetings during development - Final platform must be intuitive; minimal training needed Division Owners & Finance Leads (Resortments Operational Staff / SMEs): - Expect their division's workflows to be accurately digitized - Want to minimize disruption during transition - Need training and support for their teams - Want their approval authority to be enforced by system - Provide requirements, feedback, and UAT sign-off — do NOT build software Accounting (Johnny/Teresa — Resortments Finance SMEs): - Expect accurate financial data with audit trails - Need comprehensive reporting and reconciliation tools - Critical stakeholder for compliance and regulatory requirements Webaroo (Development Partner — Handles Entire Buildout): - Responsible for all architecture, design, development, QA, and deployment - Owns technical decisions and recommendations - Manages project delivery, timeline, and stakeholder coordination - Provides regular status updates and risk management Delivers training and handoff documentation 6. Assumptions & Project Conditions 6.1 Project Assumptions (forward-looking) Plant Division Not Yet Built: Plant facilities are under construction. Equipment/Inventory module scope may evolve as facility comes online. Zac's detailed requirements pending. Accounting Hub Requirements Confirmed: Johnny (CPA) and Teresa (Controller) scoping interview complete. Confirmed multi-entity QuickBooks (one instance per ownership entity), ADP payroll for 12 employees (two pay schedules), cost allocation engine, and daily financial dashboards. Monte Carlo / predictive modeling handled by Mirrorfish (external, not in platform scope). Complexity: HIGH (13–17 dev-months). RealPage API Access TBD: Unclear if RealPage (Management/Leasing system) has API access available to Resortments. If no API, fallback to daily data export with manual parsing (adds 2–3 weeks to timeline). 6.2 Project Conditions (current state) Team Availability: Division Owners will be available for 2–3 hours per week of interviews and testing. Full-time availability not expected. Executive Sponsorship Stability: Russ remains engaged as project sponsor throughout the project. No major organizational changes that would affect project priorities. Budget Approval: Russ has approved the project budget and timeline. No major cost or schedule constraints anticipated. Third-Party Service Availability: QuickBooks, ADP, DocuSign, Auth0/Clerk, AWS, and other third-party services remain available and operational. Data Access: Resortments will provide access to current systems (QuickBooks, ADP, RealPage, email archives, etc.) for data migration and historical reporting. Regulatory Stability: No major new regulations or compliance requirements will emerge during project development that would require scope changes. 7. CONSTRAINTS Technical Constraints: - Must integrate with RealPage for tenant/lease data (Management/Leasing cannot proceed without it) - Must handle 50+ unique city/state permitting portals (no API available; manual tracking only) - Must support 7–10 year data retention with automated tiering to reduce storage costs - Must comply with OSHA requirements for field safety and incident tracking - Must integrate with QuickBooks for financial data consistency Organizational Constraints: - 8 divisions operate independently; change management is critical (one division's resistance can cascade) - Field teams (Zac, Gerardo) may have limited technical experience; mobile app must be highly intuitive - Some staff may resist moving from familiar spreadsheets/email to new platform (training and change management required) - Johnny and Teresa (Accounting) are overloaded; limited availability for detailed requirements interviews Regulatory & Compliance Constraints: - 7–10 year data retention requirement for tax and legal audits OSHA compliance tracking for field operations - SOX-equivalent controls for financial transactions and approvals (segregation of duties, audit trails) - Potential GDPR compliance if any EU-based users (future expansion consideration) Geographic Constraints: - Field teams operate across multiple states (Texas, Arkansas, Oklahoma, etc.) Different permitting requirements by jurisdiction - Potential time zone differences affecting real-time coordination Operational Constraints: - Cannot shut down existing operations during migration; parallel run may be necessary - Field operations cannot have system downtime (Gerardo's field teams need uninterrupted access) - High sensitivity of financial and legal data (access control is critical) 8. HIGH-LEVEL TIMELINE & MILESTONES Note on phase structure: This section describes the project lifecycle in 8 granular governance stages for gate-approval purposes. The Project Roadmap (Deliverable 04) and Payment Schedule (Deliverable 08) consolidate these into 5 delivery phases aligned to payment triggers. Refer to those documents for payment-triggering dates. Phase 1: Discovery & Foundation (Months 1–3) Activities: - Stakeholder interviews and requirements gathering - Technical infrastructure setup (AWS, Auth0, CI/CD) - Finalize RealPage API decision (critical path) - Plant Division requirements clarification Accounting Hub detailed requirements - Architecture design and prototype development Deliverables: - Detailed functional requirements for all 8 modules - Technical architecture documentation - API integration plan for all external systems - Risk register and mitigation plan - RealPage API decision (API or data export fallback) - Development team onboarded and ready Gate: Sponsor approval of requirements and architecture; commitment to timeline Phase 2: Scoping & Planning (Months 1–2, Concurrent with Discovery) Activities: - Break down each division module into user stories and tasks - Estimate effort and dependencies for each module - Create detailed project schedule with critical path - Design data model and API contracts - Plan integration testing approach for external systems Deliverables: - Project schedule with weekly milestones - User story backlog (prioritized) - Data model and database schema - API documentation (OpenAPI/Swagger) - Integration test plan Gate: Sponsor approval of schedule and resource plan Phase 3: Foundation & MVP (Months 1–4) Duration: 4 months Activities: - Build core authentication and user management (Auth0/Clerk) - Build API gateway and shared backend services - Build web app shell with navigation and basic UI - Build mobile app shell with offline-first architecture - Build database schemas and migration tools - Implement QuickBooks and DocuSign API integration (MVP) Deliverables: - Authentication system (web and mobile) - REST/GraphQL API with 80% of endpoints - Web app responsive design - Mobile app with offline sync - QuickBooks and DocuSign integration (sandbox testing) - Staging environment ready for UAT Gate: Technical lead approval of foundation architecture; ready to build division modules Phase 4: Division Modules (Months 4–10) Duration: 7 months, split across Roadmap Phase 2 Wave 1 (Months 4–7, Aug–Nov 2026) and Phase 3 Wave 2 (Months 8–10, Dec 2026–Feb 2027). Wave 1 — Months 4–7 (Aug–Nov 2026): - Land Division Module (HIGH complexity) — Russ's core division; land tracking, title management, zoning/permit links, cost rollup, permitting tracker - Legal Close Land Module (HIGH complexity) — 500+ docs per closing, DocuSign integration, PO reconciliation, entity formation, post-closing filings - Material Procurement Module (HIGH complexity) — PO management, vendor master, 3-way match, QuickBooks integration (POs and expenses) - ADP Integration — employee roster, payroll cost allocation - DocuSign Integration — envelope lifecycle at scale (10K/year target) Wave 2 — Months 8–10 (Dec 2026–Feb 2027): - Plant Division Module (HIGH complexity, timeline contingent on Plant facility build) — equipment, inventory, maintenance logs, asset depreciation - Field Division Module (HIGH complexity) — work order management, mobile-first design, geo-tracking, time tracking, ADP time sync - Management/Leasing Module (HIGH complexity, dependent on RealPage integration) — rent roll, tenant management, RealPage one-way sync (API or CSV fallback) - Legal Rollovers Module (LOW complexity) — document versioning, compliance calendar, annual filings - Owner Dashboard & Cross-Division Reporting enhancements — real-time KPI dashboard for Russ, cross-division reporting, financial summaries, alerts Phase 5: Mobile & Advanced Features (Months 9–11) Duration: 3 months (concurrent with later division modules) Activities: - React Native mobile app polish (performance, offline sync, notifications) - iOS/Android app store submission - Mobile app testing on real devices - Push notifications and real-time features - Offline capability testing Deliverables: - iOS app (App Store) - Android app (Google Play) - Mobile testing report Gate: App store approval; ready for field team rollout Phase 6: Integration Testing & UAT (Months 11–13) Duration: 3 months Activities: - End-to-end integration testing (all external systems) - User acceptance testing (UAT) with division heads - Performance testing and optimization - Security testing (penetration test, vulnerability scan) - Data migration from legacy systems Deliverables: - Integration test report (pass/fail on all 8 systems) - UAT sign-off from all division owners Performance report and optimization recommendations - Security audit report - Data migration plan and validation Gate: UAT sign-off from all stakeholders; security clearance; go/no-go decision for production Phase 7: Production Deployment & Cutover (Months 13–14) Duration: 2 months (with parallel run for critical divisions) Activities: - Production environment setup (AWS, database, backups, monitoring) - Data migration to production - Parallel run with legacy systems (if critical for continuity) - Rollout to all 8 divisions Monitoring and issue resolution Deliverables: - Production environment live - All data migrated with validation - All users onboarded and trained - Issue log (open issues and resolutions) Gate: Go-live approval from sponsor and all division owners Phase 8: Optimization & Support (Months 15+) Duration: 3+ months post-launch Activities: - Monitor system performance and stability - Address post-launch issues and bugs - Optimize slow queries and performance bottlenecks - Gather user feedback and plan Phase 2 enhancements Training and documentation updates - Plan next phases (RPA for permitting, advanced analytics, tenant payments) Deliverables: - Weekly status reports on system health - Performance optimization recommendations User feedback and enhancement backlog - Phase 2 roadmap and business case Total Active Development: 14 months from Phase 1 kickoff to production deployment. Optimization phase extends 3+ months post-launch. 9. SUCCESS CRITERIA & ACCEPTANCE Definition of Success 1. Functionality: All 8 division modules are live and operational per approved requirements 2. Data Accuracy: All data migrated from legacy systems with 100% validation; <0.1% error rate 3. User Adoption: 100% of division staff trained and actively using platform (tracked by login metrics) 4. Performance: Web app loads in <3 seconds; API responses <200ms p95; mobile app starts in <3 seconds 5. Security: Zero critical vulnerabilities; 100% audit logging; 2FA enabled for all administrative users 6. Availability: 99.9% uptime in first 90 days post-launch 7. Stakeholder Satisfaction: NPS >50 from division heads; Russ has real-time visibility per business objectives 8. Compliance: 7–10 year data retention policy implemented; audit trails in place; OSHA tracking functional Acceptance Testing Criteria Each module must pass: - Functional Tests: All user stories pass acceptance criteria - Integration Tests: All external system integrations (QuickBooks, ADP, DocuSign, RealPage) work end-to-end - Performance Tests: Response times within SLA; load test at 50+ concurrent users - Security Tests: No high/critical vulnerabilities; role-based access enforced; audit logging verified - UAT Sign-Off: Division owner signs off that module meets their business needs Go-Live Criteria All 8 modules pass acceptance testing All stakeholders sign off on UAT Security audit complete with no open critical items Data migration validated Production environment healthy Training completed for all users Sponsor approval for production cutover 10. GOVERNANCE & REPORTING Steering Committee Members: Russ (Sponsor), Webaroo PM, David McDaniel (Legal), Johnny CPA (Finance), Gerardo (Field). This 5-person committee provides representative coverage across land/legal, finance, and field operations. Tracy (Procurement), Zac (Plant), Dylan (Leasing), and Teresa (Controller) attend as rotating voting members when their domains are on the agenda. Frequency: Weekly 1-hour meetings during development; monthly post-launch Agenda: - Progress against schedule (% complete per phase) - Risk and issue status - Budget tracking and spend forecast - Stakeholder feedback and change requests - Go/no-go decisions for phase gates Status Reporting Weekly Status Report (to Sponsor): - % complete by phase/module - Schedule variance (planned vs. actual) - Risks (new, escalated, resolved) - Issues (open, closed, priority) - Upcoming week priorities Change requests Monthly Executive Summary (to Sponsor + Division Heads): - Overall project health (on track / at risk / off track) - Major accomplishments - Key blockers and mitigations - Budget summary - Next month priorities Change Control Change Request Process: 1. Division owner or stakeholder submits change request (form: description, business justification, estimated effort) 2. PM reviews scope impact and effort estimate 3. Sponsor evaluates priority and approves or defers 4. If approved: Adjust schedule/scope; communicate impact to team 5. If deferred: Log for Phase 2 roadmap Scope Lock: After Week 3 (Discovery), all changes to core 8 module scope require sponsor approval and schedule adjustment. Minor bug fixes and performance optimizations do not require change control. Risk Escalation Risks escalated to Steering Committee if: - Schedule impact >1 week - Budget impact >10% - Could affect go-live date - Cross-division dependencies blocked Risk Owner: PM responsible for mitigation and resolution; stakeholder responsible for providing required information/decisions 11. ASSUMPTIONS, DEPENDENCIES & CONSTRAINTS (Summary) Critical Dependencies 1. RealPage API Decision (Week 1) — Blocks Management/Leasing module if API unavailable 2. Zac's Plant Facility Build — Plant Division module scope dependent on facility completion 3. QB Multi-Entity Mapping (Week 1–2) — Define entity list, chart of accounts mapping, sync frequency for multi-entity QuickBooks integration 4. Stakeholder Availability — 2–3 hours/week per division owner for interviews, testing, sign-offs 5. Data Access — Resortments provides access to legacy systems for migration and testing Critical Success Factors 1. Executive Sponsorship: Russ remains engaged and resolves blockers quickly 2. Stakeholder Collaboration: Division owners provide timely feedback and attend meetings 3. Technical Excellence: Webaroo team has experience with similar enterprise platforms 4. Change Management: Strong communication and training to drive user adoption 5. Risk Management: Proactive identification and mitigation of blockers 12. BUDGET ESTIMATE (High-Level) Detailed budget estimate with full payment structure is in the separate Budget Estimate document (Webaroo Resources / 06 - Budget Estimate) and the Payment Schedule & Terms document (Webaroo Resources / 08). Rough Order of Magnitude (ROM): - Professional Services (Architecture, Design, Development, QA, DevOps, PM): $1.85M–$2.20M - Infrastructure (AWS, Auth0, third-party APIs): $3K–$6K/month - ThirdParty Integration & Licensing: $81K–$162K/year (Year 1); see Budget Estimate for detailed breakdown Contingency & Management Reserve: Included in Professional Services - Total: $2.6M–$3.0M (mid-point $2.8M) Discovery is included at no charge. Webaroo conducted all scoping interviews, on-site working sessions with Russ, and delivered the complete 8-document Discovery Package at no additional cost to Resortments. Payment Structure: $300,000 due upfront at SOW signing to fund 4 months of Phase 1 delivery (team mobilization + Foundation platform + Land Division pilot MVP). All subsequent payments are released only on phase completion and UAT sign-off, with a 5% retention holdback for 60 days post-go-live. See the Payment Schedule & Terms document for the full schedule and alternative payment models. Delivery Model: Webaroo delivers via a dedicated senior engineering team with modern development tooling and async-first collaboration practices. Connor Murphy (Webaroo) provides US-based architectural oversight and serves as the single point of contact for all steering and milestone reviews. Project Duration: 14 months from Phase 1 kickoff through production go-live. 13. APPROVAL & AUTHORIZATION This Project Charter authorizes the Resortments Unified Enterprise Platform project to proceed. Signatures below indicate understanding, acceptance, and commitment to the project scope, timeline, and success criteria. Sponsor Approval Russ (Owner/Project Sponsor) Signature: ____ Date: ___ I authorize this project to proceed with the scope, timeline, and budget outlined above. I commit to active engagement as project sponsor. Project Manager Approval Webaroo Project Manager Signature: ____ Date: ___ I commit to delivering this project on schedule, within budget, and to the quality standards outlined above. Key Stakeholder Approval David McDaniel (Legal Close Land & Legal Rollovers) Signature: ____ Date: ___ Tracy (Material Procurement) Signature: ____ Date: ___ Zac (Plant Division) Signature: ____ Date: ___ Gerardo (Field Division) Signature: ____ Date: ___ Dylan (Management/Leasing) Signature: ____ Date: ___ Johnny CPA (Accounting Hub) Signature: ____ Date: ___ Teresa Controller (Accounting Hub) Signature: ____ Date: ___ 14. APPENDICES Appendix A: Division Overview 8 Divisions Summary 1. Legal Close Land — Manages land acquisition workflows, closing processes, title tracking, document management 2. Material Procurement — Manages vendor relationships, purchase orders, contract management, budget tracking 3. Plant Division — Manages equipment, inventory, maintenance, asset tracking (facility under construction) 4. Field Division — Manages on-site operations, work orders, task assignment, crew coordination 5. Management/Leasing — Manages tenant relationships, leases, occupancy, payment tracking via RealPage 6. Legal Rollovers — Manages legal document versioning, compliance workflows, document archive 7. Land Division — Manages land tracking, titles, zoning, permitting, future development pipeline 8. Accounting Hub — Manages financial reporting, budgets, expenses, reconciliation (Johnny & Teresa) Appendix B: External System Integration Summary SYSTEM DIVISION(S) PURPOSE FEASIBILITY PHASING QuickBooks Accounting, Material Invoice, bills, PO, HIGH Phase 3 (Foundation) Procurement, Land expenses, reporting ADP Workforce Accounting, Field (time Employee data, MEDIUM- Phase 3–4 Now tracking) payroll, time HIGH tracking DocuSign RealPage Legal Close Land, Legal eSignature, Rollovers envelope tracking Management/Leasing Tenant/lease data HIGH Phase 3 MEDIUM Phase 3 (one-way read) / (API TBD) Phase 4+ (bi-directional, pending API) Compsys Accounting (utility Utility cost tracking tracking) City/State LOW- Phase 4 (research) MEDIUM Land Division, Field Permitting Portal links, status LOW Phase 4 (manual) HIGH Phase 3 (Foundation) tracking (no API) Portals Auth0/Clerk All Authentication, SSO, 2FA Appendix C: Stakeholder Contact List NAME TITLE DIVISION PHONE EMAIL TIMEZONE Russ Owner Land 501-840- russ@resortments.com Central david@resortments.com Central tracy@resortments.com Central zac@resortments.com Central gerardo@resortments.com Central dylan@resortments.com Central johnny@resortments.com Central teresa@resortments.com Central connor@webaroo.us Central 7029 David Division McDaniel Owner Tracy Division Legal x2 8645 Material Procurement Owner Zac Division Division Plant Division Field Finance Management/Leasing Finance Controller Lead Connor Project Murphy Manager 870-9951701 Accounting Lead Teresa 956-8842893 Owner Johnny CPA 817-2232804 Owner Dylan 501-2513387 Owner Gerardo 501-681- 501-3521040 Accounting 214-5435222 Webaroo 978-8799104 END OF PROJECT CHARTER This Charter is effective April 2026 and supersedes all prior project documentation. Any changes to scope, timeline, or budget require sponsor approval and an updated charter. NAVIGATE THE PACKAGE All Discovery Materials 01 Audit & Competitor Analysis 02 Technical & Project Evaluation 03 Project Charter 04 Project Roadmap & Milestones 05 Risk Analysis & Mitigation 06 Budget Estimate 07 Product Backlog 08 Payment Schedule & Terms