The Living Ground Farm — Property Analysis & Board Agenda

Candidate Properties at a Glance

Three active sites in Paso Robles are under evaluation as the flagship anchor for The Living Ground Farm model. All data current as of June 2026. Additional financials held pending NDA.

Property 01 Needs Build-Out
29acres
Paso Robles, California
Asking $1.6M
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Water / Pump Rate
18 GPM
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Infrastructure
None present. Ground-up build required.
🌱
Active Crops
None currently producing
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Est. Initial Improvements
~$1.5M+
No active revenue New foundation needed House renovation Barn renovation Farm stand build
Property 02 Active Producer
40acres
Paso Robles, California
Asking ~$2.0M
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Water / Pump Rate
450 GPM
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Olive Trees
2,550 trees
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Annual Grape Yield
~75 tons/year (multiple varietals)
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Livestock
~100 chickens (substantial egg production)
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Structures
4BR house + 5th-wheel + ADU
Agritourism ready Overnight accommodations Yield data pending Revenue TBD (NDA)

The Numbers, Straight Up

Green = leads the field. Orange = watch closely. Gray = data pending or not applicable.

Metric Property 01 — 29 Acres Property 02 — 40 Acres Property 03 — 70 Acres
Asking Price $1.6M ~$2.0M $2.4M land + $150K assets
$2.55M all-in
Equipment + Business Assets $150K (animals, infrastructure, all business ops)
All-In Cost $1.6M (land only, then $1.5M+ improvements) ~$2.0M (TBD) $2.55M fully operational
Price Per Acre ~$55,200 ~$50,000 ~$34,300/acre (land only)
Water (Pump Rate) 18 GPM 450 GPM ~400 GPM
Active Crop Production None Olives, grapes, eggs Apples (14 varietals), eggs
Existing Infrastructure None usable without major rehab 4BR house, 5th-wheel, ADU Main house + 5 structures + gym + store
Revenue at Acquisition None Producing but financials TBD Active contracts (Santa Monica restaurants)
Distribution None Unknown Weekly LA runs, Wed. 2AM
Agritourism Potential Low (no structures) High (ADU, 5th-wheel) Highest (5 dwellings + gym)
Farm Stand / Retail Would need to build Not confirmed Operational store on site
Est. Improvement Costs $1.5M+ just to start Moderate / TBD Low — largely move-in ready
Livestock ~100 chickens Goats, chickens, 2 horses
Joint Venture Potential Low Strong (owner has established ops) Possible; sellers may prefer full sale
Next Step No active pursuit Structure JV terms with owner Seller meeting: Monday morning
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Founder's Notes for Board Discussion
J. Bryant — Strategic thinking, open questions, and proposals for board input
Note 01 — Priority

Property 03 is the one. The 70-acre site is the closest thing to a turnkey Living Ground operation I have seen. An existing store, active produce contracts with high-end LA restaurants, five dwellings for agritourism, horses, a gym, the water to support it, and room to grow every vertical we have planned. The seller meeting is Monday morning. I want to walk in there prepared.

Note 02 — Dual Farm Strategy

Here is where it gets interesting: Property 02 and Property 03 do not have to be an either/or. If we can structure both, they run as sister farms under the Living Ground umbrella. Property 02 produces olives and grapes. Property 03 produces apples and diversified goods. We run both and the farms trade with each other. Apples for olives. That is the model in motion. That is the story we tell.

Note 03 — Distribution Alignment

Property 03's existing run to Santa Monica every Wednesday at 2AM is not a coincidence. It is confirmation. Our plan to move between LA and San Francisco regularly, working both markets, is already baked into this seller's operation. We are not building a distribution system from scratch. We are stepping into one and expanding it. That is enormous.

Note 04 — The Store

The on-site store at Property 03 is not just a farm stand. Under The Living Ground brand, that becomes a flagship retail experience: our merch, consigned local goods, Living Ground products, branded produce. It is Blueprints to the Future in physical form. People come to the farm, they leave with something that carries the brand home with them.

Note 05 — Property 01

Property 01 is not the move right now. 29 acres with no infrastructure, no crops, no water to speak of, and a $1.5M minimum improvement tab on top of a $1.6M ask is not a smart first acquisition. I am not saying never. I am saying not now. We focus our energy and our capital where we get the most traction.

Note 06 — For Board Discussion

I need the board's network on this. Does anyone know private investors or family office contacts with agricultural or land interest? Are there connections to USDA programs, SBA, or mission-aligned lenders? We are building the capital stack now. Financial details are held behind NDA as always. What I need from you right now is people. Bring me names.

Bryant & Co. Foundation — Board of Directors
Board Meeting Agenda
Date: June 19, 2026 — 8:00 AM  |  Convened by: J. Bryant, Founder & Executive Director
1
Call to Order & Welcome
Brief welcome from J. Bryant. Quorum check. Housekeeping.
2
State of the Organization — The Past Two Weeks
A lot has moved fast. Here is where we stand:
  • The bryantandcofoundation.org website has been fully rebuilt. It is live, it is professional, and it needs your eyes on it. Please visit it, share it, and tell me what you think.
  • The LLC for The Living Ground Farm has been filed.
  • The LLC for The Living Ground Farm Foundation has been filed.
  • We will be transitioning programs and work from Bryant & Co. Foundation onto The Living Ground Farm Foundation as soon as we have legal counsel to walk us through that process properly. If anyone has connections to nonprofit transition attorneys or pro bono legal support, now is the time to speak up.
  • Three Paso Robles properties are under active evaluation. See the full analysis in this document. Seller meeting for Property 03 (70 acres) is Monday morning.
  • A women's leadership conference speaking opportunity is on the table. More to come.
3
Property Analysis Review
Board review of the three Paso Robles site candidates included in this document. Discussion of the dual-farm strategy (Properties 02 and 03 as sister farms), the Monday seller meeting, and how we position for acquisition. Capital raise strategy to be discussed in closed session or follow-up.
4
The Board Needs to Activate — This Is the Moment
I have to be direct with everyone: I have been carrying this almost entirely alone, and we are at an inflection point where that is no longer sustainable. This organization is growing faster than one person can manage, and I need the board to treat this as the full activation moment it is.

Here is what I am asking:
  • Time: If you can give time, give it. We need support with communications, outreach, legal, research, and coordination. There is no shortage of tasks.
  • Money: Filing fees, operational costs, and infrastructure are coming out of my pocket. If every board member can contribute, even $50 to $100, it matters. Beyond the practical help, grantors and institutional funders look at board financial participation as a signal of organizational credibility. Skin in the game counts.
  • Network: This is the highest-leverage thing any of you can do right now. Tell people about this. Talk to your networks constantly. If you know someone with land, connect us. If you know a recent graduate or someone who needs an internship, send them our way. If you know investors, attorneys, or funders with agricultural interest, make the introduction. Do not wait for me to ask individually. Bring names to every meeting.
  • Interns and volunteers: We need people on the ground helping with the work. If you know anyone who just graduated or is looking for meaningful project experience, I will find a place for them.
This is a call to action, not a courtesy request.
5
Legal Counsel — Urgent Need
We need legal support to navigate the transition from Bryant & Co. Foundation to The Living Ground Farm Foundation, deal structure for property acquisitions, and ongoing compliance. If anyone has a referral to a nonprofit or real estate attorney, please bring it to this meeting or follow up directly. This is not a nice-to-have. It is blocking progress.
6
Open Discussion & Board Check-In
Questions, ideas, concerns, and commitments from board members. What is each person bringing to the table in the next 30 days?
7
Next Steps & Adjournment
Action items documented. Next meeting date confirmed. J. Bryant debrief after Monday seller meeting. Follow-ups assigned.