HUNTINGTON
BEACH
WE OWN THE BRAND.
IT'S TIME WE OWNED THE REVENUE.
Presented by Wolffhaus
April 2026 HAUS
MOLES THEISSUES
HUNTINGTON Decades of broken
systems & oversight
BEACH HAS A
gaps have drained our
SYSTEMS PROBLEM community of millions
annually.
- NOT A REVENUE
PROBLEM. It's time we fix them.
HOLES THEISSUES
Our globally recognized Surf City brand generates over a half a billion dollars in annual visitor spending — and we're not capturing its full value.
FIVE CORE CONCERNS
A
VENDOR
LOSS OF BUDGET DEFICIT FRAGMENTED
DEPENDENCY RISK MASSIVE REVENUE
INTELLECTUAL PRESSURE BRAND OWNERSHIP
LEAKAGE
PROPERTY CONTROL
Heavy reliance on
Growing fiscal outside operators Tourism, events, Responsibility Our brand is not challenges while scattered across
reduces control and media, and licensing,
protected or treated revenue potential is inflates costs and departments with no lack strong oversight
as a revenue asset left uncaptured unified strategy
lessens returns.
These five structural gaps are costing taxpayers at least $2M-$5M+ yearly and up to $18M or more over the next five years.
WOES THEDATA
WHAT OUR AUDIT FOUND:
MILLIONS LEAKING EVERY YEAR
MERCHANDISING BRAND & MEDIA PUBLIC ASSET: EVENTS, FILM, & LICENSING ART CENTER & OPERATIONS
No centralized
Surf City Store: $1.515M Underutilized &
voice or modern Underpriced
sales → City received only subsidized at
$75,761 (5% royalty). infrastructure. sponsorships,
approximately fragmented film
Pier lease: $950/month. Most high visibility 5500,000 per year operations, weak press is political or in taxpayer dollars contracts, no proactive Widespread unlicensed controversy-focused - with almost no programming, and earned revenue or residual
HB apparel sold hurting tourism, value to our artists & overburdened staff. city-wide with economy & civic pride
community.
zero return.
CONSERVATIVE ANNUAL LOST OPPORTUNITY: 5-YEAR POTENTIAL:
$2M - $5M+ $18M+ in new revenue,
savings, and economic activity
HAUS THEISSUES
THIS IS HOME FOR US. We cannot sit idly by
while value is lost, our community feels the
impact, and our world-class city operates
beneath its potential.
Standing by was never an option.
ABOUTUS
WHO ARE WE?
WOLFFHAUS
Part brand incubator, part strategic operator, we work across many mediums - creative, strategy, media, experiential, and physical goods production - to rebuild, redirect, and elevate brands from the inside out.
Clients come to us when traditional agencies stall and surface- level thinking fails. Our approach is data-driven and human- centric. We study behavior, culture, and connection - then design solutions that actually work.
We don't follow trends. We create them. Through a rolodex of elite talent, we assemble the exact team each problem demands—no excess, no filler - delivering results that cut through noise and drive real impact.
We specialize in lifestyle, entertainment, automotive, military & law enforcement, apparel, spirits, and outdoors - industries where credibility matters and mistakes are expensive.
STRATEGY FILM & CREATIVE PRODUCT EVENTS &
& GROWTH MEDIA DIRECTION DEVELOPMENT EXPERIENTIAL
HALES ABOUTUS
WHAT DO THEY SAY ABOUT US?
WOLFFHAUS "Wolffhaus sees what others overlook - and actually fixes it." Mens-catth P ple
TENCE
UISTUFFAELE • HOW
JELLY
• OLYMPIC ROLL JELLY
MUSCLE!
GRIT. SWEAT, ROLL
EPICURE AWARDS
MERICA'S BEAT THE
IICOTINE
JELLY ROLL AUBREY MARCUS JACK ROUSH JR.
Grammy Award-Winning Artist Co-Founder, Joe Rogan's "Onnit" Roush Performance "Tyler is by far the most creative "Tyler was the first to set the standard Wolfhaus acted as Creative Director person l've worked with in the for our media direction and framework for Roush. Their work had a great industry, and I am in an industry with at Onnit. He was way ahead of his impact. With Tyler's unique vision and the most creative people in the world. time, and helped us emerge as a strategy, they created programs that leading disruptive brand with his were powerful and engaging. The Tyler isn't just a creator, he's a vision
caster. He's the rare moment where unique combination of artistry and effect was very significantly increased art, heart and hard work meet each vision" sales and brand interest. other."
SONY UN PORSCHE billboard RellingStone T MONSTER TIlli AutoZone ROUSH SOME OF OUR CLIENTS:
Hard
DisNEy BLACK RIFLE @iscovery (ALAR* food
COFFEE COMPANY
HOLES THEDATA
TOURISM
EVENTS FILM
WHAT IS A
BRAND ECOSYSTEM?
LICENSING
A Brand Ecosystem turns
recognition into revenue.
A brand ecosystem works
MERCHANDISING
when each piece strengthens
the next - turning attention
into visitation, visitation into
spending, and spending into
lasting community value. MEDIA
Right now, those pieces are CITY
fragmented, and too much VENUES
SPONSORS&
PARTNERSHIP
value is being lost in the gaps. CULTURAL
PROGRAMMING
HALES LET'SBUILD
WHAT WE'RE PROPOSING
Three High-Impact Modernization Initiatives
24-Month Engagement - Systems Built, Operationalized, Trained, and Handed Back to City
MERCHANDISING FILM & DIGITAL CREATIVE DIRECTION &
MODERNIZATION MEDIA OFFICE BRAND VOICE
INFRASTRUCTURE
Modern royalty structure, city- One-stop permitting, proactive controlled retail, seasonal Creative Leadership, Unified location marketing, production messaging, content
collections, e-commerce, artist materials, outreach, and systems collaboration, legitimate modernization, staff training, that reduce friction while
wholesale pathways, and low risk internship pipeline, and proactive expanding revenue. press & media relationships.
retail.
MOLES LET'SBUILD
THIS PROGRAM IS DESIGNED TO STRENGTHEN THE CITY FROM
WITHIN - BUILDING SYSTEMS, SUPPORTING STAFF,
EXPANDING CAPACITY. SUCCESS IS CREATING NEW
OPPORTUNITIES FROM THE CITY'S EXISTING ASSETS WHILE
UNLOCKING THE FUNDING NEEDED FOR GROWTH LONG-TERM
SUCCESS, NOT LONG-TERM DEPENDENCE.
WALS MERCH
MERCHANDISING
RECLAIMING OUR BRAND'S I.P.
Huntington Beach is a globally recognized
destination with strong demand for lifestyle
and beach/surf related merchandise. Based GUILT THE OLD WAY on reported data, the current program
generates approximately:
• $600,000 to $800,000 in annual licensed
sales ESTARLISHED 1809 T
• $30,000 to $40,000 in annual revenue to
the City (5% royalty)
• $0 captured for untrackable & unlicensed
sales
There is a substantial opportunity to
enhance this program through improved
retail strategy, expanded product offerings,
and a more optimized financial structure.
HOLES MERCH
WE LET OTHERS POCKET SURF
MILLIONS FROM OUR BRAND SARVERAN CITY
USA
$1.515M in Surf City Store sales →
City gets only $75,761 (5% royalty)
Severely Undermarket Pier Store
Lease: Approximately $950/month
(Could be a Flagship Store whose sales benefit our community) Unlicensed HB apparel sold
city-wide → millions lost
Global surf apparel market:
$10.37 billion and growing
WAUS • MERCH THE CURRENT REALITY
Licensed Merchandise Sales Fees Paid to City
BASIC MERCH MATH License Fee Total 5% License Fee Paid
Month/Year
Sales to City
46,840.75 $ 2,342.04
Example: A Licensed $30 T-Shirt currently
46,214.11 $ 2,310.71
returns $1.50 to the city. $ 64,434.68 $ 3,221.73
$ 59,643.90 $ 2,982.20
$ 84,857.09 $ 4,242.85
With a city owned program - a $30 T- $ 87,292.83 $ 4,364.64 Shirt now returns between $15-20 with a $ 118,469.12 $ 5,923.46 $ 73,484.83 $ 3,674.24
direct to consumer sale, and $3-5 on a $ 59,704.09 $ 2,985.20 sale to a licensed retailer. $ 65,013.50 $ 3,250.68
$ 30,087.49 $ 1,504.37
$ 48,488.68 $ 2,424.43
Unlicensed merchandise currently for $ 43,473.12 $ 2,173.66 $ 38,966.53 $ 1,948.33
sale at several locations and vendors, $O
$ 55,873.55 $ 2,793.68
is returned to the city. $ 55,206.48 $ 2,760.32
$ 77,300.61 $ 3,865.03
$ 84,677.14 $ 4,233.86
There are many more categories of
$ 102,954.37 $ 5,147.72
merchandise with higher and lower $ 85,578.45 $ 4,278.92 49,281.15 $ 2,464.06
return rates, but basic apparel is low
$ 57,229.93 $ 2,861.50
hanging fruit. Cheap, fast and efficient to 36,794.70 $ 1,839.74 produce and has constant visibility. 43,348.84 $ 2,167.44 AND $0 COLLECTED FROM UNLICENSED MERCH SALES
HALS MERCH
CITY-CONTROLLED
MERCHANDISING =
$500K-$1M+
NEW ANNUAL REVENUE
Industry-standard royalties & wholesale rates
V City-owned merchandising program
) Official online store + seasonal collections
HUNTINGTON Bring unlicensed sellers into a legitimate city wholesale program
BEACH
• Event pop-ups + kiosks + full tourism integration
SURF CITY USA
Huntington Beach
& City Store LOW-EFFORT, LOW RISK,
HIGH-RETURN RETAIL
TOUCHPOINTS IN SPACES
WE ALREADY OWN
Huntington Beach
City Store
Art Center, libraries, City hall and more stocked
with branded kiosks with art prints,
photography, and limited-edition merch
Revenue-share with local artists &
photographers
Drop-ship program (zero inventory risk)
ADDITIONAL $250K-$500K/YEAR
WITH MINIMAL OVERHEAD & RISK
HOLES FILMHB
FILMHB
THE HUNTINGTON BEACH
FILM & MEDIA OFFICE
The Huntington Beach Film Commission
will be a city-run economic engine that
attracts film, television, commercial, and
digital productions to shoot locally. Its job is
simple: make it fast, predictable, and cost-
effective to film in Huntington Beach while
ensuring productions spend money locally,
hire local workers, and promote the city's
image on a global stage.
This is not about art or publicity alone - it is
about jobs, revenue, and international
exposure.
A modern film commission exists to convert
creative demand into measurable economic
impact.
WHALES FILMHE
WE ARE SITTING ON A GOLD MINE —
AND NOT MINING IT.
Iconic pier, beaches, Civic Center, Equestrian Center,
Pacific City, Sports Complex - hundreds of diverse
locations in a compact footprint.
Ability to move fast and cut the red tape that slows
L.A. productions and frustrates producers.
Current: modest fees, zero proactive outreach.
FILMHB BENCHMARKS
Once Established
$100k-$300k+ SAN FRANCISCO:
$127k in permit fees
Annual Direct Revenue (Permitting, Location Use, Parking, Etc) $17.5M in local spend
Indirect Gains:
OFF-SEASON ECONOMIC ACTIVITY
Hotels, restaurants, retail, local suppliers FORT WORTH:
$800M in cumulative
LOCAL JOBS
Production Casts, Crew, and Support Services economic impact
POLICE/FIRE OVERTIME
Covered by production fees ECONOMIC IMPACT
Productions spend money locally on hotels,
POP CULTURE RELEVANCE
catering, crews, transportation, locations,
Third-party advocacy and global exposure rentals, and city services. That spending creates a ripple effect across the local
EARNED MEDIA & TOURISM LIFT economy while also generating tax revenue Year-round visitor interest through hotel stays, sales activity, and related business growth.
HOLES CREATIVESERVICES
CREATIVE DIRECTION WHAT WE'II BUILD
1. UNIFIED CITY BRAND DIRECTION
Huntington Beach already has the
2. CROSS-DEPARTMENT COMMUNICATION FRAMEWORK
identity, energy, and community pride.
What it needs is the creative leadership 3. MODERN MEDIA & CONTENT INFRASTRUCTURE to bring those strengths together in a 4. CENTRALIZED MEDIA ASSET MANAGEMENT STANDARDS more unified, consistent, and effective 5. DEPARTMENTAL COORDINATION & WORKFLOW SYSTEMS way. This kind of leadership helps align
6. PROACTIVE PRESS & MEDIA STRATEGY
departments, support staff, strengthen
7. DIGITAL PRESENCE MODERNIZATION
partnerships, improve communication,
and create more opportunity across 8. CREATIVE STANDARDS & GOVERNANCE tourism, events, culture, business, and 9. TRAINING, SUPPORT & INTERNAL CAPACITY BUILDING civic life. By building systems, It it will 10. OPPORTUNITY DEVELOPMENT THROUGH BETTER ASSET USE help the City show up with greater
clarity, quality, and coordination so its
existing assets can work harder for the
people who live here.
This is not about changing Huntington Beach. It is about better support, connecting, and elevating what is already here.
HOLES CREATIVESERVICES
CENTRALIZED CREATIVE
LEADERSHIP & MODERN
BRAND INFRASTRUCTURE
Unified messaging across every department
Professional media standards
Content strategy
Staff training + internship pipeline
Proactive press and influencer relationships
NEWS
CREATIVE&BRAND THE FIX:
or? PWORLD • Centralized creative leadership and
modern media infrastructure
ed Advert
Development Programme • Comsistenty-celtered Stosieve, bi-partisan INSU • More efficient communication across
The Rehe So departments and initiatives
ome fill prescrintions on the black
Vuit: • support a more complete ana balancec
ROSSWORD bublic understanding of the city
PROACTIVE BRAND MANAGEMENT • Reintorce civic pride while improving egional and visitor perceptior
A MORE BALANCED PUBLIC IMAGE
• Ensure Huntington Beach is representeo
oy more than its most polarızing moments
Huntington Beach is a high-visibility city,
which means public attention will not
always be evenly distributed. Since Covid, RESULTS:
coverage has often centered on conflict, • Stronger Tourism while many of the positive, unifying, and • Better Partnerships community driven parts of the city have • Renewed Civic Pride gone underrepresented. Proactive brand • Greater Business Attraction management helps close that gap by that
• Stronger Community Awareness
creating the structure, relationships, and
• Increased Visitor Confidence
consistency needed to elevate a fuller
• More Earned Media Value
picture of Huntington Beach - one that
• More Local Engagement
better reflects its people, assets, culture,
• Greater Cultural Visibility
and quality of life.
CIVIC ASSET HBAC
AN UNDER-LEVERAGED
CULTURAL ASSET THAT
COSTS THE CITY ABOUT
$500K
HUNTINGTON BEACH ART CENTER
The Art Center should be a living cultural asset IN TAXPAYER FUNDS TO for Huntington Beach. Right now, it is falling
short both in the value it delivers to local artists OPERATE ANNUALLY. and the community and in its ability to sustain
itself as a civic asset. This is not a criticism of the artists or the local art community. The issue is WE HAVE ALL OF THE structural: the City has not built the systems,
partnerships, promotion, and revenue pathways INGREDIENTS TO BECOME that allow artists, exhibitions, and the public to SELF-SUSTAINING, OR EVEN get full value from the space.
REVENUE GENERATING
With stronger programming, better visibility, WHILE PROVIDING MORE collaboration, and better infrastructure, the Art
center coula become a stronger civic asset, a VALUE TO OUR COMMUNITY. better plattorm tor artists, and a more active
part of Huntington Beach's brand and local
economy.
WALES CIVIC ASSET HBAC
WHAT WE'RE MISSING
Collaboration with neighboring cities, tourism
partners, hotels and regional cultural groups to
HDAC expand reach.
A proactive press strategy that turns exhibitions
into community stories and broader cultural visibility.
HUNTINGTON BEACH ART CENTER
A strong digital archive or online gallery presence
to preserve shows and extend artist exposure.
(Residual value for artists after exhibitions end. These systems help artists H B turn visibility into audience growth, future opportunities, and sales) Built-in print sales, merchandise, and other
revenue-generating mechanisms tied to exhibitions.
Strategic partnerships that position the Art Center
as part of Huntington Beach's broader brand and
visitor experience.
Broader Community-facing infrastructure that
makes the space more visible, active, and utilized.
A clear operational model that treats the Art
Center as a civic asset, tourism touchpoint, and
cultural ambassador.
HOLES CIVIC ASSET HBAC
HDAC THE ART OF SURF
AMERICA'S 250
As part of America's 250th celebration, Huntington
Beach will host a major summer art exhibition
featuring world-renowned, internationally exhibited THE FAND PIANS "MILTO THE CURE a artists and emerging local talent. Rooted in
Americana and infused with rock and roll, surf, STOPHEYWHATSTH
UN EV R
skate, and Huntington Beach culture, the show T S I Z SOME
G S H A P N INHERE
pairs iconic contemporary work with a curated ITI H
XA C T
ART H W. R ES AMANIT
display of Huntington Beach artifacts. Running
UNOVE R TH ERE T
from June through July 20 (during the Laguna art GIGOTTOE EWAREH
ATSTHATS OUNDE V
festival season opening), the exhibition will also CDYLOOKSWHATSG
OWNBATTL ELINE S
create mentorship opportunities for local artists and DRAWNNO BODY SRI introduce limited-edition prints and merchandise FEVERBODYSWRON that generate value for the artists, the Art Center,
and the City.
HOLES AMERICA S250TH
PARADE
INITIATIVES
For America's 250th, we are working to elevate
the Huntington Beach parade into a bigger,
higher-impact civic celebration by converting
its existing scale and attendance into stronger
sponsorship revenue and more meaningful
community activations. That means more visual
spectacle, more entertainment value, and more
reasons for people to stay, engage, and spend
time downtown. Planned initiatives include
enhanced floats, large-format parade balloons,
premium sponsor-supported activations, and a
celebrity-hosted Hot Rod section that will roll
into a Main Street car show after the parade -
extending the experience well beyond the
route itself and creating a larger cultural and
economic moment for the City.
HOLES CIVICPATHWAYS
CIVIC
PATHWAYS
Huntington Beach is rich in talent, pride,
and industry - but we are losing our
young people. Not because they don't
love this city, but because we don't show
them a clear future here. While
Huntington Beach offers respected
programs like Junior Lifeguards, Police
Explorers, and volunteer opportunities,
these experiences are not structured as
visible career pathways for everyone's
interests.
HOLES CIVICPATHWAYS
CIVIC
PATHWAYS
The Civic Pathways Initiative changes
that. It creates a structured bridge from
school to meaningful local careers by
turning civic engagement into
internships, apprenticeships, and
mentorships across city departments and
partner industries - from public safety
and parks to media, design, skilled trades,
and film. By giving young residents real
experience, real opportunities and a real
reason to stay, Huntington Beach can
retain its talent, strengthen its workforce,
and invest in a generation that grows
with the city instead of leaving it behind.
HOLES CIVICPATHWAYS
HOMEGROWN TALENT —
KEEP OUR YOUTH IN HUNTINGTON BEACH
City-wide internships and apprenticeships
across many departments
Pathways from High School to local careers
Builds alongside current offerings of world-
class existing programs (Junior Lifeguards,
Police Explorers, Fire programs)
Creates generational ownership, reduces
outsourcing, and strengthens the workforce
HUNTINGTON BEACH
BUILT THIS BRAND.
IT'S TIME WE
RECLAIMED IT'S VALUE
MATEST CREATIVELEADERSHIP
ONGOING STRATEGIC ADVISORY SUPPORT
REAL TIME GUIDANCE: CROSS DEPARTMENT RELATIONSHIPS &
ALIGNMENT: EXPERTISE:
On brand decisions,
communications, and Unified messaging and Connects the city with emerging opportunities. coordinated efforts. high-value partners, media, and influencers
RESULT: A STRONGER, MORE COHESIVE BRAND THAT DRIVES
IGHER TOURISM YIELD, BETTER PARTNERSHIPS, RENEWED
CIVIC PRIDE, AND LONG-TERM ECONOMIC VALUE.
CREATIVELEADERSHIP
EQUIVALENT PRIVATE-SECTOR VALUE OF SERVICES PROVIDED
Service / Deliverable Typical Private-Sector Cost
Executive Creative Leadership + Strategic Advisory $250,000-$350,000+ annually, plus employment liabilities
Apparel & Merchandising Program Development $100,000-$120,000+ Film Management + Liaison Support $100,000-$120,000+
unt Management + Operations Support $70,000+ annually, plus employment liabilities Website Strategy, Design, and Development (2 Sites) $65,000+ Comprehensive Brand Standards System $50,000-$75,000
Four Seasonal Merchandise Campaigns $80,000+ ($20,000 ea) Film Office Handbooks + Production Materials $15,000-$25,000 TOTAL ESTIMATED PRIVATE-SECTOR VALUE $730,000-$905,000+ THIS IS NOT A SINGLE-SERVICE ENGAGEMENT. IT IS EXECUTIVE-LEVEL LEADERSHIP, PROGRAM DEVELOPMENT, OPERATIONAL SUPPORT, CAMPAIGN CREATION, STAFF SUPPORT & RELATIONSHOP GROWTH BUNDLED INTO ONE INITIATIVE.