> For the complete documentation index, see [llms.txt](https://reverie.gitbook.io/wall-usdstreet-on-rh/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://reverie.gitbook.io/wall-usdstreet-on-rh/investors/the-economy.md).

# The economy

The proofs, the sinks, and the population at which the model steps down.

Every number on this page is read from the constants the game actually runs on. They are generated by `npm run report:demand` off the live rule modules, so this page cannot drift from the build.

![Sinks and faucets](https://934907292-files.gitbook.io/~/files/v0/b/gitbook-x-prod.appspot.com/o/spaces%2Fgl9HiYsbYNCbL7plUYQv%2Fuploads%2Fgit-blob-1d7278ea0271c3c6edd5de2e5a076cf25114f4be%2Fsinks-and-faucets.svg?alt=media)

## The day it is modelled on

A working broker — not a bot, not a partner: **20 round trips a day at $20,000 of notional**. Conservative on both sides on purpose, because a proof won by optimistic assumptions is not a proof.

|                                         |                                                                           |
| --------------------------------------- | ------------------------------------------------------------------------- |
| Commission rate                         | 25 bp per side, with a 5c floor so a thousand tiny orders cannot dodge it |
| Round-trip cost                         | 50 bp                                                                     |
| Commission a day (this *is* production) | $2,000                                                                    |
| Take-home a day at a BROKER's 35%       | $700                                                                      |
| NPC pool emission a day                 | $160                                                                      |
| **Sink : faucet**                       | **12.50×**                                                                |

## Proof 1 — sinks exceed faucets at every tier

| Players | Emitted / day | Sunk / day (commission alone) | Ratio  |
| ------- | ------------- | ----------------------------- | ------ |
| 100     | $16,000       | $200,000                      | 12.50× |
| 500     | $80,000       | $1,000,000                    | 12.50× |
| 2,500   | $400,000      | $5,000,000                    | 12.50× |

The ratio is constant per player **by construction**: the faucet is bounded per session by the pool's budget while the sink is charged per trade, so the envelope only tightens as the floor grows. Commission alone clears it, before a single seat, home, contract or suit is bought.

## Proof 2 — the burn tightens supply

| Sink                 | Rate                              | Notes                                                       |
| -------------------- | --------------------------------- | ----------------------------------------------------------- |
| Commission           | 25 bp/side                        | The taker pays, every fill, both ways                       |
| Seat                 | 5,000 $STREET primary, 15% burned | Capped at 1,000 seats, forever. Priced in tokens, not cents |
| Property, first sale | 100% burned                       | Nobody is on the other side of it                           |
| Property, resale     | 3% burned                         | The office's cut                                            |
| Rent                 | 8% burned                         | Weekly, capped at 1% of the unit's price                    |
| Underwriting         | 2% burned                         | Origination, paid to nobody                                 |
| Wardrobe             | 100% burned                       | Appearance only; nothing here changes a number              |
| Fines                | Set by the regulator              | A consequence, not a random tax                             |

## Proof 3 — the property ladder is priced against production

A PARTNER's bar is a month of production by definition and a partner keeps 55%, so a partner's month is **$33,000** — and the homes are priced against that rather than against a feel.

| Tier          | Cheapest   | Dearest    | Cheapest in partner-months |
| ------------- | ---------- | ---------- | -------------------------- |
| THE WALK-UP   | $2,624     | $5,525     | 0.08                       |
| THE CONDO     | $17,000    | $45,799    | 0.52                       |
| THE HIGH-RISE | $90,860    | $359,310   | 2.75                       |
| THE PENTHOUSE | $472,000   | $1,560,550 | 14.30                      |
| THE TOWER     | $1,450,000 | $3,652,188 | 43.94                      |

## The claim budget is a cost line, not an emission

This is the part that is easy to get wrong. The claim budget is **pre-funded from reserve**. Nothing is minted to fill it, so it does not widen the token envelope. The question is not *does this inflate?* but *how long does the reserve last?*

| Players | Accrual/day if every account caps out | Reserve-days at 1,000,000 points |
| ------- | ------------------------------------- | -------------------------------- |
| 100     | 40,000                                | 25                               |
| 500     | 200,000                               | 5                                |
| 2,500   | 1,000,000                             | 1                                |

Those are the **worst case** — every account, every day, at the 400-point cap — and they are the rows the reserve should be sized against, because a reserve sized for the average is a reserve that runs out on the good week. Real utilisation is far below the cap; the cap is a ceiling on abuse, not a target.

**The step-down point is 500 players.** Past that, at full utilisation, either the accrual rate comes down or the reserve grows. The mechanism already exists and needs no deploy: the accrual rate is a table, and the budget refuses rather than borrows — so the failure mode is *accrual stops*, never *the game owes somebody something it cannot pay*.

## Why there is no pay-to-win line item

Nothing purchasable changes a number, and a test fails the build if one ever does. That forecloses the highest-margin monetisation surface in the genre on purpose: an economy whose credibility is the product cannot sell edge. Revenue comes from the fee-taking venue, the capped seat, property and cosmetics — sinks that are charged for participation, not for advantage.


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