Annual reports are useful, but they are too slow to teach operating discipline. A food business changes every day. The reporting rhythm has to stay close to that reality.
Eligible net distributions are reviewed and processed twice weekly after sales reconciliation, operating costs, reserves, fees, and applicable deductions. The rhythm does not create a payout commitment. It creates a review habit.
The strongest investor is not the one who asks for the biggest number. It is the one who understands what had to happen inside the branch before any number could be distributed.