EP release, anchor performance film, anchor-market theater run.
A jazz-fusion ensemble — Greg Spero, Mohini Dey, Blaque Dynamite — operating against a 24-month plan with conditional pathway to a category platform.
Spirit Fingers Trio is a jazz-fusion ensemble formed by Greg Spero, Mohini Dey, and Blaque Dynamite. The 24-month plan is structured in three phases — launch, debut record, and crossover record — with a total capital requirement of $4.0–5.8M. Returns are structured against the trio entity directly. The bull-case extension to a multi-artist platform addressing instrumental music as a category is preserved as optionality, not committed at the seed.
Five public companies that scaled from a flagship asset into a multi-revenue platform. Each cited with current revenue and exit/IPO multiple where applicable.
Seven of the eight adjacent pillars generate revenue to the trio entity. Pillar 05 (Member Solo Careers) is a strategic audience flywheel — revenue from solo activity is held at the member level, not the trio LLC, but the audience and relationship compounding it produces feeds every revenue pillar. Pillars 04 (Imprint) and 09 (Convention) activate only in the bull case.
The revenue-generating asset. All other pillars attach to the trio's catalog, brand, and touring schedule. Studio releases, theater run, festival circuit, world tour.
A recurring branded performance series with regular cadence and rotating guests. Each capture functions as catalog, marketing, and sponsorship asset.
Two paths: original trio-owned format, or co-production with JammJam — a separately owned brand the team already produces for — trading format ownership for brand reach.
Each track built around a major-artist feature. Designed to extend the trio's reach beyond the jazz audience and establish credibility as a crossover act.
Trio retains master and publishing share on collaboration tracks under standard featured-artist split structures.
In the bull case, expands from Year 3 onward to sign and develop 4–8 adjacent acts in the same musical category — instrumentalists, jazz-fusion artists, and global-pop producers underserved by major-label structures.
Signed acts receive access to brand and visual systems, performance-series programming, festival pipeline, and direct-to-fan distribution.
Each member has an existing solo career, audience, and release cadence. Cross-promotion across all three is active from launch.
Solo activity feeds trio releases and the trio's mainstream profile lifts each solo career — revenue is held at the member level, but the audience flywheel is pillar-level.
Three college residencies booked alongside the Phase 2 theater run. A masterclass platform launches in Year 3 with 6–10 episodes drawn from each member's existing pedagogy work.
A summer institute is scoped for 2029.
Founding-supporter tier launches with the EP. Subscription tier launches with the studio album.
Member-first releases, archive access, monthly drops. Y5 target: 100K+ list, member portal at scale.
Branded playing cards are the flagship physical product. The trio's identity translates naturally to a designed deck — three suits for three members, court cards, custom backs, numbered foil-stamped editions. Comparable artist-branded decks (theory11 collaborations with Jay-Z, Tarantino, Disney) routinely sell 50K–500K units; viral Kickstarter decks have raised $1–2M on a single drop.
The full physical line extends from playing cards into vinyl LPs, signed editions, apparel and tour merch, stage-wear-inspired pieces, costume and character merch, and limited on-site drops. Each item attaches to the trio brand and the touring schedule rather than depending on streaming economics.
Y1 launches the standard deck ($25–35) plus a numbered signed edition ($75–150). Phase 2 expands to apparel and vinyl. Phase 3 introduces a curated collectible series timed against the crossover record. The flagship deck functions as a referral object — collectible, giftable, low-friction — that carries the brand into rooms the music wouldn't reach.
Inaugural in Year 3 conditional on bull-case round. A recurring annual event that consolidates the other pillars into a single ticketed, sponsorable, livestream-distributed asset.
Multi-day destination event. Trio headlines, the performance series programs a stage, roster acts and invited artists play across the bill. Includes a masterclass component and brand-activation area.
Nine pillars × three operating phases. Pillar 04 (Imprint) and Pillar 09 (Convention) activate only if Phase 3 metrics support the bull-case round.
Capital structure preserves optionality. Decision gate held by the trio entity, exercised on the basis of streaming, ticketing, retention, sync, and earned-media data accumulated through Phase 1 and Phase 2.
Catalogue music is the world's seventh-largest media category by revenue, but the instrumental subset is structurally underserved by major-label development pathways and the existing concert and festival infrastructure.
If the trio achieves Phase 3 commercial outcomes, it acquires the audience scale and brand recognition required to anchor a multi-artist platform addressing this category. The bull case extends the existing infrastructure (brand system, performance-capture stack, direct-to-fan product, sync representation, festival pipeline) to additional artists.
The reference cases — HYBE, UFC, NBA, Comic-Con, GroundUP — each followed the same pattern: a flagship asset establishing audience and operational competence, then expansion across adjacent revenue lines.
Each member has an existing solo audience and industry track record. The plan extends an existing artist proposition rather than launching a new one. Phase 1 marketing builds on prior recognition rather than starting from zero.
Investors hold pro-rata participation in trio masters, owned-format catalog, and publishing splits. The catalog generates sync, performance, and mechanical royalties on an ongoing basis, independent of release-cycle outcomes.
If Phase 3 metrics support platform expansion, existing investors hold pro-rata participation in subsequent rounds. The seed instrument captures upside from category-platform development without requiring it to underwrite returns.
Public-comp revenue mixes, a five-year gross trajectory modeled at the line level, and the capital-recovery mechanics noteholders should expect.
| Revenue line | Year 12026 | Year 22027 | Year 32028 | Year 42029 | Year 52030 |
|---|---|---|---|---|---|
| Live touringTheater $10–30K, festival mid-card $30–80K, festival headliner $75–250K, world-tour avg $50–150K. | $0.4–1.0M | $1.5–3.5M | $3.0–7.0M | $4.0–9.0M | $5.0–12.0M |
| Merch + playing cards + collectiblesBranded playing-card decks (flagship), apparel, vinyl LPs, signed editions, costume / character merch, on-site retail. | $0.10–0.30M | $0.35–1.00M | $0.80–2.50M | $1.20–3.50M | $1.80–5.00M |
| Recorded music + publishingStreaming, mechanicals, performance royalties, master and pub splits combined. | $0.05–0.15M | $0.20–0.50M | $0.50–1.20M | $0.75–1.75M | $1.00–2.50M |
| Sync licensingTrio catalog only; member-catalog relationships open the supervisor pipeline but route to member level. | — | $0.05–0.20M | $0.20–0.50M | $0.30–0.70M | $0.45–1.00M |
| Performance seriesTitle sponsor + episode-level sponsors + owned-format catalog (owned path). | $0.05–0.15M | $0.20–0.50M | $0.40–1.00M | $0.60–1.40M | $0.80–1.80M |
| Direct-to-fanFounding tier Y1; subscription tier Y2+; Patreon/community + ticket pre-sales. | $0.05–0.20M | $0.25–0.70M | $0.70–1.50M | $1.10–2.20M | $1.50–3.00M |
| Brand partnershipsTrio-level deals only. Member-level instrument endorsements held at member level (excluded). | — | $0.10–0.30M | $0.30–0.70M | $0.50–1.10M | $0.70–1.60M |
| EducationResidencies, masterclass platform Y3+, summit-style intensive Y4+. | $0.03–0.10M | $0.10–0.25M | $0.20–0.45M | $0.35–0.75M | $0.50–1.00M |
| Base case — band only | $0.68–1.90M | $2.75–6.95M | $6.10–14.85M | $8.80–20.40M | $11.75–27.90M |
| + Festival (bull case)Inaugural Y3; scaling Y4–Y5. | — | — | $1.0–2.5M | $1.8–4.0M | $2.5–5.5M |
| + Roster (bull case)4–8 signed acts; mgmt + imprint splits. | — | — | $0.1–0.5M | $0.5–1.5M | $1.0–3.0M |
| + Platform / format licensingFormat syndication, fan-platform ARPU. | — | — | — | $0.3–1.0M | $0.5–2.0M |
| Bull case total | $0.68–1.90M | $2.75–6.95M | $7.10–17.35M | $11.40–26.90M | $15.75–38.40M |
All figures are gross to the trio entity, before cost of revenue, label distribution share, agent commission (typically 10%), and management commission (typically 15%). Net margin to the LLC after touring expenses and these splits typically ranges 30–45% on live, 35–55% on merch (after COGS), 60–80% on D2C and brand, 70–90% on sync and royalties, 50–65% on performance-series sponsor income. Touring fee ranges drawn from current-market booking data for jazz-fusion-trio acts at the Snarky Puppy / Hiromi / Cory Henry tier; merch ratio (15–30% of touring gross) drawn from the same comp set. Playing-card upside scenario excluded from the table: a viral deck launch comparable to a top-tier theory11 / Kickstarter release (50K–500K units sold across standard, premium, and signed editions) could add $1–10M+ on a single drop, independent of the touring schedule. Lower bound in the table = executed-as-planned against existing relationships; upper bound = HYBE / GroundUP / Snarky Puppy comp benchmarks.
Structure: 36-month note against Trio LLC gross revenue. 12–15% of gross top-line distributed quarterly to noteholders pro-rata until cap.
Cap: 1.75x principal. Investor return capped at $2.6–3.5M aggregate.
Modeled distribution path (12% gross share, base mid-range):
Full recoupment under base-case mid-range: month 36–42. Month 24–30 under upper-range. Month 18–24 if bull case triggers or if a viral playing-card drop lands.
What investors retain after cap: pro-rata participation in trio masters, owned-format catalog, and publishing splits. A transferable asset on the balance sheet, not a P&L line.
Year-5 catalog royalty rate: $1.7–4.2M annually, drawn from the recorded-music + publishing, sync, and performance-series lines on a steady-state basis.
Implied catalog asset value Y5: $20–75M, applying the 12–18x net-publisher-share multiple observed in 2024–2026 music IP transactions (Hipgnosis → Blackstone $2.2B, Queen → Sony ~$1.2B, MJ 50% → Sony $600M, Pink Floyd → Sony $400M; Citrin Cooperman 2025 study, $13B across 566 catalogs).
Catalog continues compounding through Year 5+ as the back catalog ages and additional sync placements land.
Trigger: Phase 3 metrics (streaming ARPU, ticket sell-through, retention, sync velocity) cross threshold. Decision gate held by the trio entity.
Mechanism: seed noteholders hold pro-rata participation in the bull-case round at the prevailing valuation. Round size $8–15M for platform expansion.
Reference precedent: HYBE 2020 IPO at 8x revenue on $500M trailing; UFC 2016 sale at 6.7x revenue on $600M trailing. Catalog-only floor at 3x revenue (Concord comp).
The seed instrument captures upside from a category-platform exit without requiring it to underwrite the base-case return.
Eight categories where prior working relationships, reciprocal trades, or owned infrastructure reduce cost relative to market rates. Estimates reflect combined reductions across the 24-month plan.
Established direct and one-degree relationships from each member's prior work permit collaboration-based deal structures rather than cash buyouts. Typical structure: reduced upfront fee, master-point participation, reciprocal cosign across all three members' channels.
Greg has four to six direct working relationships with mid-tier crossover artists from prior sessions and releases. Mohini's session network reaches Bollywood and major touring acts. Reduced rates and reciprocal feature trades available.
Brand work executed at negotiated rate via existing relationship. The visual system is designed once for use across all pillars rather than rebuilt per project.
Several directors and DPs in Greg's network have indicated willingness to work below market on the cinematic Phase 3 videos in exchange for full creative control and back-end participation.
Prior work places the trio on the radar of major festivals (Newport, Monterey, North Sea, Java Jazz, Blue Note Tokyo, Ronnie Scott's). Mohini's relationships in India support direct booking on that leg.
Greg's relationships with engineers, mixers, and mastering houses support reduced-rate access to Grammy-tier mix and master work. Greg self-produces the trio record, eliminating a separate executive producer fee.
Existing Spirit Fingers and Greg Spero catalog has active sync interest through established music-supervisor relationships. Mohini's catalog has international placement potential. Sync placements function as a revenue offset, not a cost line.
Combined social reach across the three members exceeds 10 million. A relationship-management database supports targeted outreach to industry and trade contacts. Earned distribution offsets a portion of the paid-media line.
Low-bound figures assume leveraged rates against existing relationships; high-bound figures assume market rates. Line items follow the operating sequence of each phase.
Three capital events across the 24-month plan and the Year 3 decision point. The seed and follow-on are committed; the bull-case round is conditional on Phase 3 metrics.
The execution sequence between seed close and Phase 1 launch. Each item is owned by a named party; each produces a deliverable that feeds the Phase 3 metrics framework.