Caldoria Venture Debrief: Connecting Business Travelers to Premium Work Spaces

CaldoriaVenture Debrief
Victor Chiu
Founder & Chief Executive Officer, Atana Ventures
Free for Distribution 105.21.2014

Contents
205.01.14 Free for Distribution
1. Executive Summary Debrief
2. 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
2. Venture Overview
• Opportunity
• Conclusion
3. Appendix
• Mock-ups
• Market Research

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 Expensive
o 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/Re
mote 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
DemonstrationSingleOfficeConcept(180sqft)

Cost Structure
 Free membership with hourly use rates
Hourly Rates
Morning
(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
Assets
Downpayment $28,800 3200 sqft (2 months)
Breakeven Traffic
15 Daily Visitors
10 Offices $42,000 Equipment 2.5 Avg. Hours per visitor
Application Dev $15,000 37.5 Daily Total Hours
Non-Assets
Marketing $10,000 Includes SEO
Occupancy
10% Morning
Signage $4,000 40% Mid-Day
Reconstruction $20,000 30% Afternoon
20% Twilight/Weekends
Assets SUM $85,800 Resale at $45k
Non-Assets SUM $34,000 Daily Revenue $1,013
TOTAL $119,800 Investment
Monthly Revenue $20,250 20 business days
Monthly
Fixed
Lease $14,400 $4.5/sqft/month
Admin/Cleaner $3,500 $40k equivalent
Utilities $150 Hosting/Servers/Electricity
Internet $150 Dedicated
Insurance/Permits $100
Variable
Marketing $500
Application/IT $500
Coffee/Fruit $500
Fixed SUM $18,300
Variable 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:
 Breakevenprofitability
 Proofofconcept
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:
 Corporatemembership
(e.g.,BCG,Mckinsey)
 Tech partnership(e.g.,Uber)
 20%NetIncome
Long-Term/Exit
Be the remote office space solution for
business travelers, corporations, and
consultancies across the world
1. IPO
2. 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 threats
o Additional investment by potential competitors (i.e., hotels, conference halls) would pose a significant threat
2 Narrow target customer group
o 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 tradeoff
o Caldoria trades accessibility (i.e., travel time, travel burden) for privacy
5 Margins require large-scale launch and behavior change
o Customers are tolerant to current solutions and must be taught to seek productivity-optimized workspaces
o 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
2. Venture Overview
• Opportunity
• Conclusion
3. Appendix
• Mock-ups
• Market Research

Mock-ups
3 / Appendix / Mock-ups

Demonstration10OfficeConcept (4,000sqft)

Entry View
Desk View
Alt. Desk View
DemonstrationSingle OfficeConcept(180sqft)

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
Examples
WeWork, 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 patronage
Profit 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/advertisin
g target for Caldoria. Possible
aquisition.
High target customer
density. Ideal
partnership/affiliate/adver
tising 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 future
By Daisy Carrington, CNN
updated 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. WHITE
Published: 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.

Yield management
Lofty goals
Feb 28th 2012, 8:48 by G.F. | SEATTLE
http://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 Fly
BY JOHN BRANDON @JMBRANDONBB
http://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.

Third Workplace

NextSpace

LiquidSpace Marketing

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 go
vernment 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, mote
ls, 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 Fr
ancisco. 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_summar
y.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

0
2
4
6
8
10
12
14
16
18
$50
$40
$30
$20
$10
$0
Noise is a key issue with current solutions.

Target Customer
Age 21-64
Annual Household Income $120k+
Title(s) Group manager-level and above
Gender N/A
Sectors Corporate (All)
Consulting (All)
Startup (All)
Specific Notes Flexible expense accounts for business purposes
Semi-frequent travelers
Frequent teleconferencer
High internet data utilization
Most productive in quiet spaces (e.g., introverted, easily distracted)
May or may not have a corporate/home office

Marketing Tactics
 Viral
o Videos of distracted conference attendees swarmed with a virtual private office
 B2B
o Partnership with UBER for free transportation to/from Caldoria locations
o Partnership with hotels for advertising/office alternatives
o Partnership with LiquidSpace to prioritize Caldoria locations

Offers
 App
o 72-hour 25% off discount on reservations
 Rentals
o 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
 Launch
o 72-hour 25% off discount on reservations
 On-Going
o 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
 Corporations
o Corporate membership with direct-expensing
o Emphasis on productivity and security benefits
o Emphasis on field teams and executive travelers
 Conference attendees and business travelers
o Traditional marketing at airports, hotel lounges, conference signage, conference flyers/advertisements

Project Caldoria
Executive Summary
Victor Chiu, Founder & CEO
Free for Distribution 4905.01.14

What is Caldoria?
Your personal office while traveling.
private
home
productive
reliable

Where do you workwhen traveling?
Starbucks
Airport Lounge Hotel Room

Current solutions ≠ productive
Starbucks
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-In Get stuff done Check-out
1 2 3 4 5

Our Caldoria Standard
Quiet SecureAccess High-SpeedWiFi ChargeCables CleanRestrooms
Admin/Concierge Print/Fax/Scan DualMonitors Peripherals BeverageService

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 launch
5. 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

Caldoria Venture Debrief: Connecting Business Travelers to Premium Work Spaces

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Caldoria Venture Debrief: Connecting Business Travelers to Premium Work Spaces

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