caldoria executive summary v3

Caldoria Venture DebriefVictor Chiu

Founder & Chief Executive Officer, Atana Ventures

Free for Distribution 105.21.2014

Contents

205.01.14 Free for Distribution

1. Executive Summary Debrief2. Venture Overview

• Opportunity• Conclusion

3. Appendix• Mock-ups• Competitive Assessment• Market Research• Marketing Strategy• Draft Pitch Deck

Executive Summary Debrief


Value Connecting business travelers to premium office suites and meeting spaces via mobile app

• Lightweight office footprint leveraging premium rental furniture and infrastructure

• Fully-equipped, private, secure, and free from distractions

Opportunity

Assessment Limited initial profitability• Narrow base customer segment• Current alternatives are minimally sufficient • Value proposition includes a burden tradeoff• Margins require large-scale launch and behavior change

• Growing trend in corporate office decentralization/remote offices1

• Alternatives are not conducive to productive work (e.g., cafes, airports, hotels)• Three million business travelers in San Francisco spending $3.6B/year2

Contents





The Problem


Business travelers have few options when

it comes to on-the-go productivity Noise and distractions are the primary

grievance with current workspaces1

- - Hotel rooms are free from noise and

distractions, however, are:o Expensiveo Conducive to distractions

(e.g., bed, room service, TV, surfing the web)

2 / Venture Overview / Opportunity

Most Common Workspaces

Cafe Hotel Room Anywhere with outlets

Most Common Complaints

1 Noise and distractions

2 Privacy/Security

3 Connectivity

Trends


Businesses are embracing a decentralized work model

Finding productive work spaces is a growing issue

- - Caldoria is a work space

solution for both traditional corporate office travelers and remote workers

Caldoria’s business model evolves with workplace trends

Traditional Corporate

Office

Decentralized/Remote

Work

Caldoria is…“Your corporate office

wherever you are”“A professional office

when you need it”


Caldoria Value Proposition


Fully-loaded, quiet, professional-grade office suites and meeting rooms reserveable by mobile app

Key Features: Private high-speed wired/wireless connection Private, secure, automated entry and check-out Real-time reservation system via app Premium office equipment

(e.g., Herman Miller, Logitech, Polycom, Room&Board)

Restrooms Virtual Admin/Concierge Mass customization benefits (e.g., “as you left it” office settings, digital picture frames, charge cables, snack/beverage service, etc.)


Entry View

Desk View

Alt. Desk View

Dem

on

stra

tion

Sin

gle

Offi

ce C

on

cep

t (1

80

sqft

)

Cost Structure


Free membership with hourly use rates


Hourly RatesMorning

(5AM – 10AM)Mid-Day(10AM-2PM)

Afternoon(2PM-5PM)

Twilight & Weekends(5PM-10PM, SAT, SUN)

$25 $35 $25 $15

Breakeven Analysis (10 Office Setup)



Costs Revenue

Upfront

AssetsDownpayment $28,800 3200 sqft (2 months)

Breakeven Traffic15 Daily Visitors

10 Offices $42,000 Equipment 2.5 Avg. Hours per visitorApplication Dev $15,000 37.5 Daily Total Hours

Non-AssetsMarketing $10,000 Includes SEO

Occupancy

10% MorningSignage $4,000 40% Mid-DayReconstruction $20,000 30% Afternoon

20% Twilight/WeekendsAssets SUM $85,800 Resale at $45kNon-Assets SUM $34,000 Daily Revenue $1,013TOTAL $119,800 Investment

Monthly Revenue $20,250 20 business days

Monthly

Fixed

Lease $14,400 $4.5/sqft/monthAdmin/Cleaner $3,500 $40k equivalentUtilities $150 Hosting/Servers/ElectricityInternet $150 DedicatedInsurance/Permits $100

VariableMarketing $500Application/IT $500Coffee/Fruit $500

Fixed SUM $18,300Variable SUM $1,500

TOTAL $19,800 per Month

Investment



Seed Round $180k for 20% Post Funds all upfront costs

and 3 months operating

Target Milestones: Breakeven profitability Proof of concept

Series A Round $1.2M for 20% Post Funds 2 years

operating plus: New York or Chicago

expansion (+10 offices) Application enhancements Workspace design

optimization Conference room capacity Member services/concierge

Target Milestones: Corporate membership

(e.g., BCG, Mckinsey) Tech partnership (e.g.,

Uber) 20% Net Income

Long-Term/Exit Be the remote office space solution for business travelers, corporations, and consultancies across the world

1. IPO2. Franchise the Caldoria

office standard to every major city across the world

3. Acquisition by a property management group (e.g., Regus)

. . .

Competition


Current Competition Short-Term Private Offices (i.e., Regus, Office One) Hotels (i.e., workspace-on-demand, Tangent)

Potential/Perceived Threats Office Realtors (i.e., Regus, Equity Office, Westlake) Coworking Offices (e.g., WeWork, WorkBar, NextSpace, Impacthub, Serendipity Labs, UberOffices, State St. Bank, Runway,

Hattery, etc.) Cafes (e.g., Workshop Café) Conference Halls/Business Centers (e.g., Spectacor, Aramark, Sodexo, Warwick) Airports (e.g., SFO, O’Hare, Newark Liberty) Workspace Reservation Systems (e.g., LiquidSpace, SmartSpace)

Existing Alternatives Hotels (e.g., personal room, lobby, business centers) Cafes (e.g., Starbucks) Airports (e.g., Lounge, open seating) Public spaces (e.g., anywhere with an outlet) Equipment (e.g., Bose QuietComfort Headphones, Noise Generators)


Challenges


1 Real potential threatso Additional investment by potential competitors (i.e., hotels, conference halls) would pose a significant threat

2 Narrow target customer groupo Frequent travelers are used to working out of hotel rooms or are insensitive to distractions

(e.g., adapted based on experience, naturally extroverted)

3 Current alternatives are minimally sufficient o Travelers use headphones to provide the needed isolation o Security remains an issue, but is partially resolved by tinted screens, VPNs, etc.o Connectivity remains an issue, but internet infrastructure continues to improve with MiFi/tethering options

4 Value proposition includes a burden tradeoffo Caldoria trades accessibility (i.e., travel time, travel burden) for privacy

5 Margins require large-scale launch and behavior changeo Customers are tolerant to current solutions and must be taught to seek productivity-optimized workspaceso The target behavior can only be learned if multiple locations in multiple cities are readily available

2 / Venture Overview / Conclusion

Conclusion


Relevant and timely; potentially too early Moderate likelihood of success, but limited short-term profitability Marketing will be the driving factor to success Potential competitors are a significant threat Value proposition improves exponentially with expansion

2 / Venture Overview / Conclusion

Contents





Mock-ups

3 / Appendix / Mock-ups


Demonstration 10 Office Concept (4,000 sqft)


Entry View

Desk View

Alt. Desk View

Demonstration Single Office Concept (180

sqft)

caldoria


officeprime

officeprime


Splash Page


3 / Appendix / Marketing Strategy

Competitive Assessment

3 / Appendix / Competition

Stakeholders



Entity Coworking Office Hotel Chains Business Centers/Conference Halls Airports Cafes New Entrants Realtors

ExamplesWeWork, WorkBar,

NextSpace, Impacthub, Serendipity Labs, State St.

Bank, Runway, Hattery

Carlson, Starwood, Wyndham, Marriot, Intercontinental, Hilton

Major hotel chains, State/City and Commercial Property

Management Groups (e.g., Spectacor Management Group

[American Capital], Global Spectrum [Comcast Spectacor],

Aramark, Sodexo, Warwick)

SFO, EWR, JFK, ORD

Starbucks, Workshop Cafe, Peet's Coffee and Tea, local

cafes. Includes bars, restaurants to a very limited

degree.

N/A Regus, Equity Office, Westlake Realty Group

Drivers to Entry Use of non-dedicated space.

Demand by conference goers, renovation of business center

spaces.Demand by conference goers Additional amenities for

business travelers Additional patronageProfit motive. Existing

experience in building new offices.

Overlaps with value proposition. Economies of scale and integration.

Existing furnishing and building suppliers. Existing business to business

relationships.

Barriers to Entry

Disrupts the familial culture,

application/infrastructure development, reduced

stability of vacancy, non-target customer, reduced

networking

Cannibalization of current sales of break out rooms for

conference attendees, hotel rooms a sufficient option, existing business center

investments.

Insufficient scale and profit margins, existing infrastructure

Cost per foot, volume required to sufficiently

address demand, cannabilizes existing lounges with airlines,

airport requires boarding pass for entry.

Different business model. Disrupts casual atmosphere, relaxed setting. Would require setting up silent spaces.

Application development, space identification,

experience with target customer (large companies).

Insufficient scale and profit, existing mobile infrastructure.

Threat Assessment Low Very High Low Moderate High Moderate Very High

Threat Review

Difference in target customers (start-ups/small

business vs. business travelers). No profit

conflict.

Hotel rooms is the alternative of choice for our target customer with multi-day stays. Hotels are unlikely to change their business

model specifically for this purpose. Minor profit conflict.

Difference in business model and value proposition (group vs.

individual), but similar target customers. No profit conflict.

High threat as an alternative for single-day

travelers only. Will not appeal to multi-day stay travelers. Minor profit

conflict.

Alternative of choice, but inferior to target customer. Highly accessible. Different

business model, target customer, and value

proposition. Strong beverage offering. Moderate profit

conflict.

Similar barriers to entry exist. A new entrant with better

funding/marketing/faster to market/faster user

aquisition/more compelling services/lower price/more idea

working spaces would be a considerable threat.

Direct competitor, but poorly marketed. No mobile presence. Regus is the

primary competitor in the US. Search trends indicate low visbility to Regus Day Office offering. Companies have funds to

drive marketing in this area, but are unlikely to see us as a credible threat

until critical mass.

Opportunity Assessment Low Low Moderate Moderate None N/A None

Opportunity Review

Long-term Caldoria users may consider a coworking

office solution.

Hotels may be interested in providing Caldoria access as a

premium alternative for business centers. Moderate density of

target customers.

High target customer density. Ideal

partnership/affiliate/advertising target for Caldoria. Possible

aquisition.

High target customer density. Ideal

partnership/affiliate/advertising target for Caldoria.

Close proximity expected.

Moderate customer density. Possible aquisition target/purchasing company.

None, direct competitor. Possible purchasing company.

Competition (1/2)



Name Coworking Office Hotel Room Hotel Lobby Hotel Business Center Hotel/Conference Hall - Open Space

Hotel/Conference Hall - Breakout Rooms

Description Coworking office with mixed use spaces

Reserved hotel room. Lobby of a hotel. May or may not be the customer's hotel of stay.

Hotel-offered business center. May or may not be

the customer's hotel of stay.

Benches, floor, ad-hoc seating. Large conference rooms, dedicated or airwalled. Suitable

for group of 8 or more.

Type Coworking Office Hotel Hotel Hotel Business Center Business Center

Typical Customer Start-ups, Small Businesses Families and business travelers All travelers Business travelers Conference attendees Corporate meetings attendee and conference attendees

Value Proposition to Target Customer

Networking space, some include furnished private offices, wifi, may include parking, basic concierge,

secure access

Furnished desk space, quiet, secure, room service, concierge,

gym/pool, private bathroom, bed, wifi, taxi/valet, dedicated electrical

outlets

Highly accessible Print, computer access if otherwise unavailable

Highly accessible, local Highly accessible, local, usually private for groups

Current Use by Target Customer

Very Low High Moderate Very Low Very High Very Low

Issues Long-term membership, long waiting lists in some cases,

application process with review, limited private

workspace due to emphasis on open office concepts, some spaces noiser than

others

Requires booking, proximity to place of rest

Possibly spotty wifi, noise, not private

Most travelers already have computers, preferance for hotel rooms, not private

On the floor, spotty wifi, oriented around electrical

outlets, not private, not secure, noise

Breakout rooms not always available, additional cost for major meeting sponsors only

Competition (2/2)



Name Airports - Open Airports -- Club Cafe Public Spaces Regus Virtual Office/Day Office Home Office

Description Chairs, floor, ad-hoc seating. May include a

cafeteria.

Membership/Purchased entry into airline club or lounge.

A cafe with available seating. Includes bars, restaurants to a

very limited degree.

Parks, libraries, sidewalks, stairwells, other public spaces

Bookable down to 1-hour segments starting at

approximately $35/hr. Typical office furnishings, water,

bathrooms, internet provided.

Type Airport Airport Cafe Other Business Center

Typical Customer All travelers Frequent business travelers All All Business travelers

Value Proposition to Target Customer

Highly accessible, local when flying

Highly accessible, local when flying, discounted/free beverage, restrooms, snacks, showers, wifi, "be seen", comfortable seating,

views

Highly accessible, pervasive in major cities, consistent

experience, beverage service, restrooms, wifi

Highly accessible Target Value Proposition No distractions (dog, significant other), less investment

Current Use by Target Customer

Moderate High Very High Low Low (estimated)

Issues Limited to airport activities, requires boarding pass for

entry, may not offer private office (cubicles only)

Cost of access, limited to airport activities, requires boarding pass for entry, may not offer private

office (cubicles only)

Spotty wifi, not private, noise, not secure, limited seating

Wifi may not exist, not private, not secure, may be noisy

No weekend access. 9-5 Weekdays. Virtual office requires

12 month subscription. No mobile access/reservation

system.

Hotels vie to become offices of the futureBy Daisy Carrington, CNNupdated 2:49 AM EDT, Wed April 10, 2013

"We're really trying to transform the way people think about hotels," says Peggy Roe, Marriott International's vice president of global operations services. "We want people to think of Marriott as a place not just to come and sleep, but to work.“

Earlier this year, Marriott started testing a new concept called Workspace on Demand. In 35 hotels throughout the U.S. (and one in Europe), guests and non-guests alike can book small-scale meeting space for $50 an hour.

Last month, Westin Hotels & Resorts launched Tangent, which is similarly aimed at a younger, more transient workforce. Their rooms, which are priced at $50 to $60 an hour, accommodate a smaller audience (four max), and are a bit more tricked out

Westin saw an opportunity to accommodate not only their guests, but the wider community of rudderless workers, and launched Tangent in Boston and Arlington, Virginia, as well as in Munich, Germany. They plan to open 40 more in the U.S. by 2014, and one in Bali is under construction.

"Hotels implicitly are in the business of space; they are extraordinarily efficient at providing space on demand. The next logical step is to broaden the brand as a place to work, not just a place to sleep."

According to Westin's research, 75% of workers in the U.S. are on the move, meaning that for at least one day a week, they have no steady office. Worldwide, that number is 30%, though growing quickly. The International Data Corporation (IDC) puts the number of mobile workers worldwide at 1.3 billion


Office Space, by the Hour By MARTHA C. WHITEPublished: February 18, 2013

Both Marriott’s and Starwood’s work spaces can be booked via LiquidSpace.Aside from wireless Internet and a casual atmosphere, the appeal of these spaces is that they are available on demand. Most reservations are made within 48 hours, Ms. Roe said, although some are made less than an hour beforehand.

Starwood’s two work spaces in the United States are rented for $50 an hour.

Hotels benefit even when travelers book free work spaces, since many of them end up buying food or drinks. And LiquidSpace takes a cut of the fee users pay to rent the space.

Although most of the earlier users have been hotel guests, Ms. Roe said, she expects future bookings to come from local business people seeking a place to work or meet, as well as travelers. Mr. Povinelli of Westin said he anticipated use by local people to represent 25 to 30 percent of bookings. “In the two pilots in North America, we’re seeing a good uptick in local business,” he said.

The use of spaces like hotels is increasing, with corporations cutting office sizes as more employees work remotely, said Richard Kadzis, spokesman for CoreNet Global, an association for corporate real estate professionals. In a survey last year of 500 North American companies, CoreNet found that 40 percent expected to allot 100 square feet or less per worker in five years. In 2010, the average was 225 square feet per worker.

Julie Germany, vice president for digital strategy at the DCI Group, a public affairs consulting company, said she preferred lobbies and other hotel public spaces to conference rooms for networking and collaboration. “It’s a more casual setting,” she said. “It’s a much more outgoing atmosphere. People are more open to talking.”That informality can be a double-edged sword, though. Travelers have no way of knowing beforehand if a couch, table or nook will be available, and the amount of traffic passing through — especially when the hotel bar is nearby — may make serious or confidential discussion difficult.

Nancy Butler, a speaker and business coach, has used hotels to meet clients after giving up her physical office, she said, but privacy is always her top consideration. “We need to be able to speak without everybody around us overhearing,” Ms. Butler said. When picking a place to meet, she said, “it has to provide for confidentiality, so I will not choose a place where I don’t have a good sense of what it’s like.”

Marriott offers what it calls Workspace on Demand at roughly three dozen Marriott Hotels & Resorts, Renaissance Hotels and Courtyard by Marriott hotels, primarily in the San Francisco and Washington areas. The spaces include high-top tables, alcoves in the lobbies and small meeting spaces intended for gatherings of 10 or fewer people.

“The way people work is changing,” said Peggy Roe, vice president for global operations at Marriott International. “Work is more social and mobile.”

“It’s not about reinventing the business center, but when we looked for real estate in the hotel, we came to the conclusion pretty quickly that the old business center is pretty irrelevant for today’s traveler,” said Brian Povinelli, senior vice president and global brand leader at Westin.


https://liquidspace.com/

https://liquidspace.com/

Yield managementLofty goalsFeb 28th 2012, 8:48 by G.F. | SEATTLEhttp://www.economist.com/blogs/babbage/2012/02/yield-management

Its business-development head, Jonathan Manheim, says his firm goes after co-working spaces (estimated at 700 or more in the United States), executive suites (as many as 2,000), hotels and even corporations with underused office and meeting space. LiquidSpace charges nothing to list a desk, a private office, a meeting room or other forms of usable space, and listers can set prices and duration by the hour, day, month or other periods. It has focused its efforts on the San Francisco Bay Area, but will list any venue in the United States for a fee, and offers information-only listings internationally, too. (Your correspondent finds that listings for Seattle include the city's best-known co-working spaces.)

LiquidSpace offers a central directory of what is available, handles reservations, collects fees and performs the necessary back-office accounting tasks to pay out venues each month, which reduces the expenses for locations to provide ad hoc and on-demand rentals. Co-working operators are used to day rates, but executive suites typically lease by the month or longer.

LiquidSpace, which business journals report has raised over $5m in private equity since 2010, generates revenue by collecting a commission on each paid rental. The firm takes 50% of the fee the first time its users book a given venue, 25% the second, and 10% thereafter, including recurring rentals, such as a monthly contract. A venue may pay LiquidSpace $75 to buy out the ongoing commission-relationship for a customer.


Finding Workspace on the FlyBY JOHN BRANDON @JMBRANDONBBhttp://www.inc.com/magazine/201110/magazine/201110/tech-trends-finding-workspace-on-the-fly.html

A clerk showed me to a simple desk with no phone or computer in a room with several other workers. I opened my laptop, tapped into the NextSpace Wi-Fi network, and worked for a couple of hours. Next, I set up shop in a conference room equipped with a speakerphone and projector screen. I sampled the free coffee and snacks in the kitchen and printed some files. I also chatted with a few other writers and a designer.

Overall, the experience was a big improvement over squatting in a Starbucks, and LiquidSpace made finding and booking the space a breeze. My only gripe: The app's Thumbs-up/Thumbs-down rating system is simplistic. I'd prefer a ranking system similar to TripAdvisor's and detailed user reviews. (Maybe then I would have been forewarned that NextSpace charges 10 cents each for photocopies.) Still, I plan to use the app the next time I travel, and I would recommend it to other road warriors looking for a temporary home away from home.

Temporary co-working facility NextSpace charges $20 for a day pass.


http://www.inc.com/author/john-brandon

http://www.twitter.com/jmbrandonbb

http://www.twitter.com/jmbrandonbb

Third Workplace


NextSpace

3 / Appendix / Competition3 / Appendix / Competition

LiquidSpace Marketing3 / Appendix / Competition

Market Research

3 / Appendix / Market Research

Survey respondents were asked to categorize their primary reason for their trip to San Francisco. Leisure purposes represented 75.4 percent of trips to San Francisco in 2010, with convention/group meeting (7.1%), business (10.6%) and government travel (0.6%) comprising 18.3 percent of trips in total.

San Francisco visitors are largely hotel guests. 60.7 percent of those who visited San Francisco in 2010 stayed in one of the city’s hotels, motels, inns or hostels. The visiting friends and relatives (VFR) market accounted for 14.2 percent of visitor traffic, with 9.3 percent staying with a San Francisco resident and 4.9 percent staying with friends or relatives residing outside San Francisco

Given the significant proportion on a “vacation” or other leisure trip, over half (51.6%) of visitors stayed four or more nights in San Francisco. About one in five stayed two (17.7%) or three (21.8%) nights, while just 8.9 percent stayed only one night. San Francisco visitors stayed an average of 4.5 nights in the city

During 2010, twice as many

visitors arrived in San Francisco by air (58.0%) than automobile (28.1%), Nine in ten of these air travelers used San Francisco International (SFO). Four in ten report taking taxis while in the city (38.1%).

The most frequently visited neighborhoods (for any reason) SFTA Visitor Research, Final Report 12 are Union Square (65.2%) and Fisherman’s Wharf (56.0%), followed by Chinatown (38.4%), the Embarcadero Center/Ferry Building area (37.9%) and North Beach (31.7%).

50.3 percent are male, while 48.7 percent are female

Over half of visitors are under 45 years of age (54.2%). The average age of visitors was 41.4 years old

San Francisco visitors are an affluent group, with an average annual household income of $98,591

http://media.sanfrancisco.travel/documents/2010_exec_summary.pdf


http://api.visitcalifornia.com/GETMEDIA.aspx?FILE=CAForecast_Oct2013.pdf&TYPE=PDF


Young, rich; near elderly working,


35-64 are willing to pay the most. Near elderly WFHers, and young frequent travelers


Targeting young and 35-64.


Targeting urban customers at >$30/hour will result in the greatest utilization


Accessi

bility

Busy

Comfort

Connectivit

yCost

Distance

Distracti

ons

Environment

In the Airp

ortN/A

No Drinks

No Restrooms

Noise

Noise/C

omfortNone

Parking

Privacy

Securit

y

Solitary

0

2

4

6

8

10

12

14

16

18

$50 $40 $30 $20 $10 $0

Noise is a key issue with current solutions.


Marketing Strategy

Target Customer


Age 21-64Annual Household Income $120k+Title(s) Group manager-level and aboveGender N/ASectors Corporate (All)

Consulting (All)Startup (All)

Specific Notes Flexible expense accounts for business purposesSemi-frequent travelersFrequent teleconferencerHigh internet data utilizationMost productive in quiet spaces (e.g., introverted, easily distracted)May or may not have a corporate/home office


Marketing Tactics


Viralo Videos of distracted conference attendees swarmed with a virtual private office

B2Bo Partnership with UBER for free transportation to/from Caldoria locationso Partnership with hotels for advertising/office alternativeso Partnership with LiquidSpace to prioritize Caldoria locations


Offers


Appo 72-hour 25% off discount on reservations

Rentalso Free 2 hours stay on second visit (unadvertised)o Personalizations (unadvertised)o Ad-hoc handwritten notes (unadvertised)o Showcase great customer experience stories via social media/word of mouth


Demand Generation


Launcho 72-hour 25% off discount on reservations

On-Goingo Free 2 hours stay on second visit (unadvertised)o Personalizations (unadvertised)o Ad-hoc handwritten notes (unadvertised)o Showcase great customer experience stories via social media/word of mouth

Corporationso Corporate membership with direct-expensing o Emphasis on productivity and security benefitso Emphasis on field teams and executive travelers

Conference attendees and business travelerso Traditional marketing at airports, hotel lounges, conference signage, conference flyers/advertisements


Draft Pitch Deck

Project CaldoriaExecutive SummaryVictor Chiu, Founder & CEO

Free for Distribution 4905.01.14

What is Caldoria?

Your personal office while traveling.


privatehomeproductivereliable

Where do you work when traveling?

Starbucks


Airport Lounge Hotel Room

business people

Current solutions ≠ productiveStarbucks


Airport Lounge Hotel Room

Noise1

Privacy Security Reliability

Separation of space2

Ergonomics2

Disrupted sleep3

Day-of travel Security Cost

The new experience


Fly Find & Reserve Check-InGet stuff

doneCheck-out

1 2 3 4 5

Our Caldoria Standard


Quiet Secure Access High-Speed WiFi Charge Cables Clean Restrooms

Admin/Concierge Print/Fax/Scan Dual Monitors Peripherals Beverage Service

How we make it happen


1. Identify open Class 1+ office building spaces near major airports that meet or exceed the Caldoria office standard

2. Negotiate a flexible, light-footprint Caldoria office space rental

3. Install Caldoria equipment to spec leveraging equipment and infrastructure rental companies

4. Add site to mobile application for launch5. Execute

Long-Term Objectives


1. Become the remote office space solution for business travelers, corporations, and consultancies across the world

2. Franchise the Caldoria office standard to every major city across the world to potential business owners

- Or -

2. Acquisition by a property management group