Investors Prospectus
CONTENT
01
D e ta i l s O f F u n d Ra i si n g
02
C o m p any I nfo
03
a. b. c. d. e. f. g.
a. b.
Cl a s s of Shares Valu a ti o n Dilu ti o n U tilisa ti o n of Proceeds Risk Fa c to rs Term Sheet Ap p li ca ti o n Fo rm
G rou p, Bl a ck Peg a su s B erha d , CO3 Found ers & B oard of Direc to rs
M ar ke t Su r vey a. b. c. d.
H ow Peo p l e U sed to Wo rk Targ et M ember The 4th Indu s tri al Revo lu ti o n M arket Fo reca s t
04
05 06
S oci a l O f f i c e b y CO3 a. i. ii . iii .
S oci al O ffi ce Fa ciliti es Events H a p p ines s
b.
M a s ter Pl an
F in an c i a l I nfo a. b. c.
The Key M a tri ces Financi al Fo reca s ts Financi al Roa d M a p
CO3 La u n c hi n g
RISK FACTORS
Overview Investing in our Shares involves high degree of risk, potential investors should consider carefully the risks and uncertainties described below, together with all the other information in this prospectus, including the financial projections and the related notes included elsewhere in this prospectus, before deciding whether to invest in our shares.You should also note that certain statements set forth below constitute “forward-looking statements�, which in themselves involve additional risks and uncertainties. The risk and uncertainties described below are not the only ones we face.
Additional risks and uncertainties that we are unaware of, or that we currently believe are not material, may also become important factors that adversely affect our business If any of the following risks occurs to our business, financial conditions, results of operations, and prospects could be materially and adversely affected. In such circumstances, the market price of our Shares could decline, and you could lose part or all of your investment.
Risks Relating to Our Business We have intense competition
Many of our competitors are established in the Co-Working Space industry and some of our competitors may have substantially greater financial and marketing resources than us. There can also be no assurance that new competitors, some of which may have greater brand recognition and financial resources than us, will not compete with us. The entry of new competitors into our industry or into the immediate areas surrounding our existing retail outlets could adversely affect our operating results.
We are subject to changes in member preferences or spending behaviours Our continued growth and success depends, in part, on the engagement and entertainment of office space. Shifts in member preferences away from our engagement programme to other kinds of office space could materially affect our business.
We are subject to changes in governmental regulations
Our growth and success depend, in part, on the innovative engagement programme we design and introduce in our social office, which currently do not experience specific government regulation. In the event where government intervenes by introducing new regulation, or interferes in any other way, may materially affect our business.
We may be affected by any increase in rental or the failure to procure the renewal of our leases
We lease all of our premises from third parties. Rental costs form a significant component of our total costs. Our total costs are therefore sensitive to any increase in rentals which may erode our profit margin and hence our earnings. In addition, upon expiry of our existing leases, the landlords have the right to review and change the terms and conditions of the lease agreements. We therefore face the possibility of not being able to renew the leases on terms and conditions which are favorable to us. The non-renewal of these leases or renewal upon less favorable terms may have a material adverse effect on our operations and profitability.
We may be affected by any change in tenant mix and poor maintenance of the buildings in which our operating office are located Any change in the tenant mix or a change in anchor tenant of a buildings in which o u r operating office are located may result in fewer members leasing with our office. A d d i t i o n a l l y , poor maintenance of the buildings may also result in less patronage and this may affect our business. We may not be able to secure good locations for further expansion Our business models is to a large extent dependent on our ability to procure additional strategic locations for our operating office. There is no assurance that we will be able to continue to secure good locations to expand our business, and this will limit our growth. Our business may be adversely affected if our competitors successfully imitate our baking and presentation methods We consider our unique office features, including our member engagement program and the designs of the interior of our operating office, and the facilities provided to our members in our operating office, to be essential to the appeal of our service and brand. It may be difficult for us to prevent competitors from successfully imitating the designs of our operating office, member management methods, and the facilities provided. If our competitors successfully imitate our unique office feature, the value of the our brand may be diminished and our business maybe adversely affected. Furthermore, our competitors
may be able to develop operating office features more appealing to tenants or members. If any of the above events occur, our business may be adversely affected. Unauthorized use of our trademarks and brand may damage our brand, recognition and reputation of our Company. In certain jurisdictions which do not have clear laws protecting intellectual property rights, we may face considerable difficulties and costly litigation in order to enforce our intellectual property rights. In the event that we face such difficulties or are unable to register our trademarks, our profitability may be affected. We may be affected by complaints from members and negative publicity We may, from time to time, be the subject of complaints from customers with regard to facilities quality and operational inefficiency. Our business may also be adversely affected by negative publicity resulting from the publication of industry findings or health concerns concerning the facilities that we offer. Such negative publicity, regardless of their validity, may reduce the number of our member and hence adversely affect our turnover and profits. We may not be able to maintain the quality of our member management due to a shortage of trained staff It is essential in the co-working industry the member proactively engage and supported. Failing to deliver such, would result in member' dissatisfaction and hence a reduction in the number of member. The quality of our member management may be affected by a change or
shortage of staff or the lack of proper monitoring by our operations team. Any failure to recruit skilled personnel and to retain key staff may adversely impact our operations and expansion plans. ` In addition, any material increases in employee turnover rates in our operating office could have a material adverse effect on our business operations, and operating results. Furthermore, increased competition for qualified employees may cause us to pay higher wages to attract and retain sufficient employees, which could result in higher staff costs and lower profits. We may not be able to successfully implement our Joint-Venture business model We have only recently begun to implement our joint venture business model and therefore this model has not been tested fully. The results of our joint venture business model is dependent on amongst other factors, the quality of our business partners, their ability to maintain the quality of our products, their financial strength and their ability to penetrate new markets. In the event that our business partners do not follow our joint venture program or are unable to maintain the quality of the service to member, our brand may be affected and we may not be able to penetrate into those markets and this may adversely affect our future g r o w t h and profitability. We may be affected by the economic, social and political situations in other countries where we may locate our overseas retail outlets
We intend to commence operations in multiple countries in ASEAN. We have plans to joint venture our business concept to certain other countries in ASEAN from 2018. If we adopt the joint venture business model, or expand overseas, our business may be materially and adversely affected by developments with respect to inflation, interest rates, government policies, price and wage controls, exchange control regulations, taxation, expropriation, social instability and other political, economic or diplomatic developments in or affecting the countries in which we intend to operate. We have no control over such conditions and developments and can provide no assurance that such conditions and developments will not adversely affect our operations.
We a re d e p e n d e n t o n o u r s u p p l i e r s a n d ve n d o r s There c a n b e no a s s u ra nce t ha t o u r s u p p l i ers o r vend o rs w i l l b e a b l e to c o nti nu e to fu l fi l o u r ne e d s`a nd ex p e c tati o n s i n term s of co s t a nd p ro d u c t q u a lit y. I n the event t ha t o u r s u p p l i ers o r vend o rs a re una b l e to fu l fi l o u r re q u i rement s o r c ea se to s u p p l y t he p ro d u c t s o r ser v i ce s to u s , we m a y i ncu r t i me a nd h i g her co s t s i n so u rc i ng fro m new s u p p l i ers o r vend o rs , w h i ch c ou l d re s u l t i n d i s ru pt i o n s to o u r b u s i ne s s , a nd o u r p rofi ta b i l i t y ma y b e a d versel y a ffe c te d . The p ri c es of t he p ro d u c t s a nd ser v i ce tha t we u se ma y b e s u b j e c t to p ri ce f l u c tu a ti o n s d u e to va ri o u s fa c to rs b e yo nd o u r co nt ro l , i ncl u d i ng severe cl i m a ti c c o nd i t i o n s a nd g overn m enta l re g u l a t i o n s , w h i ch mi g ht re d u c e s u p p l y , l e a d i ng to i ncre a se s i n s u p p l y c o s t s . S ho u l d t here b e a n y s i g nific a nt f l u c tu a t i o n s i n o u r ra w ma teri a l p ri c es , ou r o p era t i ng re s u l t s ma y b e severel y a ffe c te d . We m a y no t b e a b l e to m an a g e o u r g rowt h ef fe c ti ve l y We i ntend to ex p a nd l o ca l l y a nd to exp a nd overse a s t h ro u g h d i re c t i nve s tm ents , o r j o i nt vent u re s . We ma y not b e e q ui p p e d to s u cce s s fu l l y ma na g e any f u tu re exp a n s i o n , w h i ch co u l d place a s i g n i f i c ant s t ra i n o n o u r ma na g ement, o p era ti ng , fi na nci a l a nd ot her re so u rce s .
We m ay re q u ire im p l em enta t i o n of a d d it i o nal m ana g em ent info rm a t i o n sys tem s to fu r t her d evel o p ou r o pera t ing , a dm inis t ra t ive, financ i al and a c c ou nt ing sys tem s and c o nt ro ls , and to m aintain cl o se c oo rdina t i o n am o ng a c c ou nt ing , financ e, m arket ing , sal e s , dis t ribu t i o n and o pera t i o ns . M o re over, we m ay ne e d to hire and t rain a d dit i o nal perso nnel . O u r failu re to d evel o p and m aintain t he infra s t ru c t u re ne c e s sary to ru n ou r o perat i o ns c ou l d m a teri ally harm ou r bu s ines s . Fu r t herm o re, t here is no a s s u ranc e t ha t ou r overse a s expans i o n p l ans will wo rk a c c o rd ing to p l an and expe c ta t i o ns . We m ay not be a b l e to a t t ra c t s u ita b l e j o int vent u re par t ners . The l o s s of any j o int vent u re par t ners will re s u lt in a d e c re a se in ou r revenu e s . The term ina t i o n of any p rofita b l e j o int vent u re par t ners hip m ay also affe c t ou r p rofita b ilit y. We re l y h e a vil y o n o u r se n i o r m a n a g em e n t te a m a n d th e in a b ilit y to re ta in o r a ttra c t se n i o r s ta ff will a dve r se l y a ffe c t o u r p e r fo r m a n c e We are hi ghly d epend ent o n ou r seni o r m ana g em ent s taff, t he l o s s of s u ch perso nnel wit hou t a d e q u a te rep l a c em ent s c ou l d a dversely affe c t ou r bu s ine s s . In a d d it i o n , we beli eve t ha t ou r fu t u re s u c c e s s will d epend u po n ou r a b ilit y to a t t ra c t, retain and m ot iva te ou r
Th e re i s a p o s s i b i l i t y th a t o u r Sh are val u e m a y va r y wi d e l y f ro m o u r fi n an c i al ro a d m a p a n d t hi s m a y affe c t yo u r i nve s tm e n t We exp ec t the va l u e of o u r S ha re s to b e vo l a ti l e a nd m a y re s p o nd to, a mo ng others , the fo l l ow i ng fa c to rs , so me of w h i ch a re b e yo nd o u r co nt ro l :va ri a ti o n s of o u r o p era t i ng re s u l t s ; cha ng es i n i nve s to r e s t i ma te s of o u r f i nanci a l p er fo rma nce ; a d d i ti o n s o r d ep a r t u re s of o u r ke y exe c u ti ve s ; m a teri a l cha ng e s o r u ncer ta i nt y i n the p o l i t i ca l , e co no mi c a nd reg u l a to r y env i ro n ment i n t he ma rket s t ha t we o p era te i n ; i nvo l vem ent i n l i t i g a t i o n ; a nd g enera l e co no mi c co nd i t i o n s . Fu t ure sa l e s of o u r Sh are s c o u l d a d ve r se l y a f fe c t o ur S h are val u e The sa l e of a s i g n i fi ca nt a mo u nt of S ha re s a m o ng s ha reho l d ers a fter t he I nv i ta t i o n , o r the p erc ept i o n t ha t s u ch sa l e s ma y o c c u r, c o u l d ma teri a l l y a nd a d versel y a f fec t the p erc ei ve d va l u e of o u r Sha res . The se fa c to rs a l so a ffe c t o u r a b i l i t y to i s s u e a d d i t i o na l e q u i t y se cu riti e s fo r s u b sc ri pt i o n i n fu t u re. C o n t ro l of ex i s ti n g s h are h o l d e r s m a y lim i t o ur a b i l i t y to i n fl u e n c e th e o u tc o m e of d ec i s i o ns re q u i r i n g th e a p p roval of s h a re h o l d e r s U p o n c o m p l eti o n of t he I nv i ta t i o n , we a nti c i p a te tha t o u r D i re c to rs a nd ex i s t i ng sha reho l d ers a nd t hei r As so ci a te s w i l l c o l l ec ti vel y ow n ma j o ri t y of o u r en l a rg e d
s hare c a p ital . The se s hareho l d ers , a c t ing tog et her, wou l d be a b l e to s i gnifi c ant ly influ enc e ou r c o rpo ra te a c t i o ns s u ch a s m erg ers o r take over a t tem pt s in a m anner t ha t c ou l d c o nfli c t wit h t he intere s t s of ou r ot hers s hareho l d ers . Fu tu re dilu ti o n du e to fu tu re c a p ita l re q u ire m e n ts O u r wo rk ing c a p ital and c a p ital expend it u re ne e d s m ay vary m a teri ally fro m t ho se p re sent ly p l anne d , d epending o n nu m erou s fa c to rs inclu d ing t he ra te of m arket a c c eptanc e of ou r p rodu c t s & ser vi c e s , s t ra te gi c alli anc e s , fa c ilit i e s fe a t u re s and m arket ing s t ra te gi e s , l evels and re s u lt s of re se arch and d evel o pm ent and ot her fa c to rs whi ch c annot be fo re se en . If we d o not m e et ou r g oals wit h re s pe c t to revenu e s , o r if c o s t s are hi gher t han ant i c ipa te d , s u b s tant i al a d dit i o nal fu nds m ay be re q u ire d. Even if we exc e e d ou r g oals , ou r s u c c e s s m ay int rodu c e new o p po r t u nit i e s t ha t m ay have to be fu lfill e d q u i ck ly and t his c ou l d also re s u lt in t he ne e d fo r s u b s tant i al new c a p ital . To t he ex tent t ha t fu nds g enera te d fro m o pera t i o ns tog et her wit h t he p roc e e d s fro m t his Invita t i o n have be en exha u s te d , we m ay have to raise a d d it i o nal fu nd s to m e et t he new c a p ital re q u irem ent s . The se a d dit i o nal fu nds m ay be raise d by way of t hrou gh t he is s u anc e of new s hare s . In s u ch event, if any s hareho l d er is u na b l e o r u nwilling to par t i c ipa te in t his a d dit i o nal rou nd of fu nd rais ing , s u ch s hareho l d er m ay s u ffer dilu t i o n in his inve s t m ent.
PRIVATE & CONFIDENTIAL TERMSHEET INVESTORS IN THE COMPANY SHOULD BE ADVISED AND UNDERSTAND THE RISKS ASSOCIATED WITH AN INVESTMENT. NO ASSURANCE CAN BE GIVEN THAT THE COMPANY’S OBJECTIVE WILL BE ACHIEVED. THERE IS NO PUBLIC MARKET FOR THE SHARES. Issuer
Black Pegasus Berhad (1195331-D), a Malaysian company having its registered office at Suite 803, 8th Floor, Sun Kompleks, Jalan Bukit Bintang, 55100 Kuala Lumpur, Malaysia (hereinafter known as the “Company”).
Background Information of Issuer
Black Pegasus Berhad (1195331-D), being a company limited by shares established for the business of trading, distribution and importation of wallpapers and related products as well as investment holding.
Board of Directors
List of Board of Directors: • GOH Kiat Chun • LEE Fong Thye • ONG Koon Siang • TEOH Sew Chuan • WONG Khang Yen • WONG Jeh Shyan • WONG Hong Chee • YONG Chen Hui
Terms of Offer
Bruneian Malaysian Malaysian Malaysian Malaysian Malaysian Bruneian Malaysian
Aged 37 Aged 48 Aged 32 Aged 44 Aged 49 Aged 52 Aged 43 Aged 34
The Company seeks to raise RM35,000,000.00 (Ringgit Malaysia: Thirty-Five Million Only) in aggregate subscription amounts through the issuance of 15% new shares in 35 tranches of 0.425% shareholding each. Tranches Subscription Price (RM) Shareholding %
35 RM1,000,000.00 per tranche 0.425% per tranche
The Company reserves the right to increase or decrease the size of the offering at its sole discretion. The minimum fund has been set at RM 6,000,000.00 (Ringgit Malaysia Six Million Only) Usage of Proceeds
Raised amount to be mainly used to develop 5 CO3 Social Offices, working capital needs, further expansion.
Dividend Policy
After the provision for normal working capital and expansion cost requirements, the Company shall declare up to 70% of its net earnings as dividend every year commencing from Financial Year 2019, subject to company performance.
Drag Along Rights
Information Rights
Subject to the right of first offer described above, in connection with any sale of shares by a simple majority of the shareholders, such majority shareholders shall have the drag along rights with respect to the shares of the other shareholders; provided that such sale generates returns to the shareholders that are greater than or equal to 3x their invested capital. The Company shall provide to the shareholders: - Every 12 months, updates on the performance of the Company; and
PRIVATE & CONFIDENTIAL
- Within 180 days of the end of each calendar year, the annual audited consolidated financial statements. Application is Irrevocable
Upon submission of “Application Form” attached, applicant will NOT be allowed to withdraw or cancel the application, unless the application has been officially rejected by the Issuer in writing.
Investment
In the event, the applicant is not selected, the capital paid shall be refunded within One (1) Month from closing date.
Target Closing Date
The closing of the transaction is expected to occur on or before 15th May 2017 (“Closing Date”) at 6.00 p.m. Company seeks to issue share certificates and all relevant documents executed within 60 Days after the Closing Date.
Confidentiality
The parties hereto shall keep the information contained herein confidential unless requested or required to disclose by law, supervisory agencies or other rightful authorities (to be determined case by case)
Validity
This Term Sheet shall serve as a legally binding document between applicant and Company once the application is accepted.
Governing Law; Arbitration
The laws of the Federation of Malaysia (without giving effect to its conflict of laws principles) govern all matters arising out of or relating to this Term Sheet.
Signed By:
Managing Director YONG Chen Hui 43, Jalan Tasik Prima 2/2 Taman Tasik Prima 47150 Puchong Selangor Darul Ehsan
Date: 15 March 2017
Signed By:
Chairman WONG Jeh Shyan 190, Pekeliling Ampang, Ampang Baru 31350 Ipoh Perak
PRIVATE & CONFIDENTIAL
APPLICATION FOR SHARES To: - The Board of Directors BLACK PEGASUS BERHAD (Company No. 1195331-D) Dear Sirs, 1. I/we hereby intend and desire to invest in Black Pegasus Berhad (“the said Company”). 2. I/we hereby agree to invest and therefore apply for tranche(s) of investment amount of RM____________ each tranche. 3. I/we hereby enclose a remittance for the amount of RM____________ (cheque no. ______ dated ______) being the total of the application money. 4. I/we hereby agree to accept all the shares applied for or any number of shares thereof which may be allocated to me/ us and subject to the Memorandum and Articles of Association and term sheet of the said Company. 5. I/we hereby irrevocably authorize the Directors of the said Company to place my/ our name on the Registrar of Members of the said Company as the holder of the shares allocated to me/us pursuant to this Application. 6. I/we hereby understand, acknowledge and agree to be bound by the Memorandum and Articles of Association and term sheet of the said Company. 7. I/we hereby agree and undertake to pay for all costs, charges and expenses incurred should I/we decide to withdraw from this Application subsequent to SEVEN (7) business days (“cooling period”) from the date of this Application. Full name of Applicant Address
PARTICULARS OF APPLICANT (FOR INDIVIDUAL APPLICANT) Identity Card/Passport No. (For foreign applicant, also state country)
(FOR CORPORATE APPLICANT) Company No./ Registration No.
Date of Birth
Date of Incorporation
Nationality
Place of Incorporation
Race (If Malaysian)
Type of Body Corporate
- Controlled by Malaysians (Malays/Natives); or - Controlled by Malaysians (Non-Malays/Non- Natives); or - Controlled by Non-Malaysians ** (Delete if non-applicable)
Note :1. Corporate Applicant completing this Applications Form must state the capacity of this signing official and affix its common seal. 2. For the payment by cheque/ Cashier Order/ Banker’s Cheque/ Demand Draft, please pay to inform Black Pegasus Berhad of 2-1, Jalan Merbah 1, Bandar Puchong Jaya, 47170 Puchong, Selangor. 3. For cancellation/ withdrawal of any Application for Shares, kindly inform Black Pegasus Berhad by formal written notice, failing which the said Application shall be deemed valid and effective under the applicable law. 4. Should there any inquiry, please contact Mr Yong Chen Hui, contact no. 012-233 2030.
PRIVATE & CONFIDENTIAL
INDIVIDUAL APPLICANT:
CORPORATE APPLICANT:
Signature
Name of Entity
Name
By: Signature of Authorized Person
Contact and Email
Print Name and Title of Authorized Person
Date: Contact and Email
Common Seal
Date:
COMPANY INFO
G ro u p H o l din g - B l a c k Pe g a s u s B e r h a d B l a ck Pe g a s u s B erha d fou nd e d o n 21 s t J u ly 2 016 , By D r. WO N G J eh S hy a n . S u b se q u ent ly, o n D e c em ber 2 016 , t he c o m pany s u cce s s fu l l y a cq u i re i t se e d fu nd ing total of RM 4 m illi o n fro m t he M r. YO N G C hen H u i, Mr. WO N G H o ng C he e, M s . LE E Fo ng Thy e, M r. T EO H S ew C hu an , Mr. GO H Ki a t C hu n , S ix S t re am s B erhd a nd S i n C hew M e d i a C o rpo ra t i o n B erha d , a s well a s D r. WO N G J eh S hy a n , to i n i t i a te t he bu s ine s s of CO3 , e a ch of t he fou nd ers ( o r i t s rep re senta t i ve s ) w ill ha d a se a t o n t he B oard of D ire c to rs , w i t h D r. WO N G J eh S hy a n being t he chairm an . S u b se q u ent l y , o n Feb 2 017, Bl a ck Pe g a s u s B erha d ha d re c eive d ca p i ta l i n j e c t i o n fro m seri e s of C o-Fou nd ers wit h t he c o m pany va l u a t i o n of R M 115 mi l li o n . I n 6 t h of M a rch , CO 3 S o c i al O ffi c e s u c c e s s fu lly l a u nch it p ro d u c t s to p u b l i c a t N exu s B ang sar S ou t h , wit h m o re t han 1, 8 0 0 a t tend a nt s w i t ne s s t he c erem o ny. The co m p a n y g ro u p s t ru c t u re are wit h Bl a ck Pe g a s u s B erha d a s t he g ro u p ho l d i ng o n t he to p, it s ha d t wo s u b s i d i ary, nam ely CO 3 S o ci a l O ffi ce S d n Bhd , and Wall Repu b li c B erha d . U nd er t he s t ru c t u re of Wall Repu b li c B erha d , t here is an s u b s i d i a r y of Ko re a Wa llpa per ( H Q) S d n Bhd .
GROUP STRUCTURE
Bl a ck Pe g a s u s B erha d
CO3 S o ci al O f f i ce S d n Bhd
Wal l Repu b l i c B erha d
Ko re a Wal l pa per ( H Q ) S dn B hd
FOUNDERS & BOARD OF DIRECTORS
1
2
3
4
5
6
7
8
1
Dr. WO N G J eh S hy a n N o n- E xe c u ti ve C h ai r m an
5
M s . LE E Fo ng Thye, M illy N o n -Exe c u ti ve D ire c to r
2
Mr. YO N G C hen H u i M a n a g i n g D i re c to r
6
Mr. TEO H S ew C hu an , C alvin N o n -Exe c u ti ve D ire c to r
3
Mr. WO N G H o ng C he e, N i ck y E xec u ti ve D i re c to r
7
Mr. GO H Ki a t C hu n , å°Š N o n -Exe c u ti ve D ire c to r
Mr. O N G Ko o n S i a ng , J eff E xe c u ti ve D i re c to r
8
Mr. WO N G Khang Y en , Eu g ene N o n -Exe c u ti ve D ire c to r
4
( Co rp o ra te Rep resenta t i ve fro m S i xS t rea m s B hd)
( E xe c u ti ve D i re c to r & G . C M O of S i n C hew M e d i a C o r p o ra ti o n B hd)
ABOUT In s p i red b y Pa y Pa l M a fi a , a g ro u p of M al ays i an and Bru nei an ent rep reneu rs have s inc e s ta r ted thei r se co nd vent u re a nd co - fou nd e d C 0 3 wit h t he a s p ira t i o n to influ enc e hu m an wo rk i ng b eha v i o r a nd a i ms to b e a U S $ 2 b n u ni c o rn by 2 0 2 2 . M o s t of the memb ers a re fro m t he elu s ive grou p k nown a s M ira cl e of C a p ital ( M OC ) a t so m e p o i nt i n t hei r l i fe a nd t he y a re well t raine d in c a p ital m e chanis m .
CO3 SOCIAL O FFI CE
The Wo rk S p a ce fo r N ew G enera t i o n s K L C i t y . K L S e n tral . Pe tal i n g J a y a . Pu c h o n g . D a m a n sa ra CO 3 s ha p e s t he fo u nd a t i o n fo r b u s i ne s se s . We em p ha s ize and a u gm ent ou r t hre e c o re va l u es : CO n ne c t i v i t y , CO l l a b o ra t i o n and CO m mu nit y. S oc i a l O f f i ce i s o u r cho sen term to enc o m pa s s t he s pe c t ru m of soc i al net wo rk s fro m vir t u al to p hys i c a l . We o p en u p o u r Eco sys tem to indivi d u als and bu s ine s se s to give t heir be s t ever y s i ng l e d a y . O f f i c e s a re t ra n s fo rme d i nto h i p co m mu nal living s pa c e s , c owo rkers bo nd into g ood fri end s , b u i l d i ng ca ma ra d eri e a nd fo rm ing net wo rk s . Everyd ay wo rk p l a c e now tra n s fo rm e d i nto a co o l p l a t fo rm w here pe o p l e fro m different c o m pani e s / o rg anisa t i o ns wo rk i ng u nd er t he sa me ro of ca n choo se o r s hare i d e a s fre ely. The new wo rk s p a ce i s now fl ex ib l e, c o m mu nal and fu n . We are re d efining t he WO R K - L I FE - BALAN C E.
“ CO3, a place to call home and never wants to quit. �
01.
“ The Killing Moon, Incubator...� D was the former-CEO of r. Jeh Shyan Wong
CommerceNet Singapore from 2000-2010.
He currently heads the CNSG Consulting Group as the Consulting Partner, and also serves as the founding partner in Shyan Associates in Singapore, and co-founded Orientis VC in South Africa. He currently advises multiple start-ups and investment groups. Dr. Wong specialises in corporate restructuring and corporate turn-around;
Dr. Jeh Shyan Wong Co-Founder Non-Executive Chairman
revenue streams development and cashflow
management; mergers and acquisition. His forte includes sophisticated financial modeling and business modelling. He is also well known for aggressive merger and acquisition techniques and innovative financial engineering. He often leads complicated cross national boundary pilot projects, with a special focus on high risks catalyst/strategic ventures. He is also a proponent of investment trusts. Dr. Wong co-founded CO3 in 2016 with the aim to disrupt the office scene and democratise beautiful work environment to everyone.
02.
“ The Business Warrior, whatever it takes... W the Inconceivable”, he
ith a motto - “Achieving
embark on his fortune building ten years ago from a rented low-cost apartment in Setapak, Kuala Lumpur. With a rallying call, “No Wall Left Naked”, his company Korea Wallpaper had succeeded in setting up unprecedented wallpaper trend in Malaysia.
Mr. YONG Chen Hui Founder Managing Director
As the CEO, Mr. Yong embodies the creativity and innovation that keeps Korea Wallpaper ahead of the competition. Under his strong business acumen and
leadership, Korea Wallpaper has grown into a leading brand in Malaysia. It won several business awards including 2015 SME Brand Excellence Award & 2016 JCI Creative Young Entrepreneur. Mr. Yong has also ventured into developing social offices, he co-founded CO3 with the aspiration to inspires people to give their best everyday through a series of cool workplaces.
03.
Dream Creator “Vision fast forward� A entrepreneur, Nicky Wong
is the co-founder of Globalzone Pte Ltd. He holds an Engineering Diploma from the UK and Computer Science Degree from Vancouver. He has accumulated vast experience in the I.T. industry over 15 years. His mobile apps company Infindo raised US$1m early stage funding from Singapore VC Accel-X. He also founded Brunei's top E-Commerce website, 365eStore.com. He was featured in the TOP 10 Brunei entrepreneurs publication.
Taiwan and Brunei operations. His group of companies held the master franchise for Gong Cha and Burger King in Brunei and Sabah. His dedicated entrepreneurial leadership, together with a team of energetic, motivated and talented key management, focus on different market tiers and customers. He contributes back to society by actively mentoring new startups and interns. He targets combining knowledge of modern technology with unique business model to build recognised brands franchise.
Nicky's F&B group include the famous Bake Culture, CheezBox, Pan & Wok and Bite Twice. Bake Culture targets to open its first China flagship in Q2 2017, in addition to its
Nicky's latest venture, CO3, is a new generation co-working space. It provides business services provision model, serving individuals working independently or collaboratively in shared office space.
Brunei-born serial
Mr. Nicky WONG Co-Founder Executive Director
04.
“I don’t design, I create” J experience in property auction and real estate
eff has more than 10-years
industry. He first joined an auction firm Ng Chan Mau in year 2006 before joining the real estate industry in year 2008. He initially focused on KLCC and KL Sentral properties, which led him to set up Dreamvest with a staff-strength of about 350 agents. The company specialised in selling properties in secondary market and new launch projects.
Mr. Jeff ONG Koon Siang Head, Business Development
Jeff joined MOC programmes in year 2015, and invested into MOC Capital Berhad. With his augment network, Jeff co-founded Six Streams Berhad and Synergiem Berhad. Six Streams focused on turning non-performing assets into 'Gold', while
Synergiem focused on property agency collaboration acting as a platform. Both companies shared a determined aspiration: "To be ASEAN No.1 Finance Powerhouse.” Jeff is a dedicated team player. He is always willing to sacrifice for his team. He loves collaboration, making new friends and building high value network. His passion in dealing with youngster and new generation saw him launched "Project 90's" in his real estate company. The focus is to understand youths born in the 90's and to train them as next generation leaders. He co-founded CO3 with the passion to connect youngster, new startup to the coolest social office.
05.
“Caring & Listening to make a Difference� M and helpful, and strongly illy is known to be caring
believes and upholds that integrity and sincerity is of utmost importance. She started her career as an insurance partner of Great Eastern Insurance in 1992. She took on an ambitious tasks of assisting business people in assessing their business portfolio and risks management.
Ms. Milly LEE Fong Thye Co-Founder Non-Executive Director
Milly's hard work and noble intent has continuously earned her the highest recognition in the industry (Million Dollar Round Table) since 1996 to date, a record consecutive 20-years. She was the recipient of the prestigious Great Eastern Centennial Award in 2007 and 2008.
Milly co-founded CO3 to continue her enthusiasm in assisting and educating startups and aspiring entrepreneurs. As the Director, her vision is to build an organization that educates, incubates and assists business entities, entrepreneurs, investors to achieve their passion and life goals.
06.
“Humour with Passion� Cacts as CEO of Local
alvin co-founded and
Mr. Calvin TEOH Co-Founder Non-Executive Director
Holdings Sdn. Bhd. propelling the company to unparalleled heights. He graduated with Master of Business Administration (MBA) from Preston University in 2008. He believes in the importance of QCD (Quality, Cost & Delivery) management approach. The focus on low cost, high-quality, customer-centric approach to managing business enables him to position Local Basic as the lowest cost producer in ones' industry, without compromising quality or customer focus. Calvin knows that companies need to revitalise their process, improve competencies and skills in response to the economy volatility. He stressed on cost leadership via readiness assessment, setting monthly KPI’s to deliver the appropriate implementation
orientation to achieve the desired effectiveness and efficiency. Calvin co-founded CO3 to connect people and challenges himself to explore new things from new angles. In co-working spaces he finds it interesting to see people from all walks of life and businesses big or small, connecting with one another sharing ideas. He knows the potency of creativite sparks coupled with committed and enthusiastic people will result to unparalleled output. He understands that to harness the full potential of co-working business model, it requires openness within the community, selfless collaboration, connectivity, sustainability and accessibility.
07.
“A believer in change for betterment” H fame as member of the
aving enjoyed worldwide
popular boy band Fahrenheit, Wu Chun as he is better known globally, is currently into his 10th year in showbiz. With endorsements for international brands such as BMW, Coca Cola, Levi's, Canon and Allianz, and numerous cover appearances in global magazines such as GQ, Elle and Esquire, Wu Chun has also enjoyed blockbuster success in movies and TV dramas with the popular TV reality show ‘Daddy Is Back’ having won millions of audience’s hearts worldwide.
Mr. GOH Kiat Chun, Wu Chun Co-Founder Non-Executive Director
Away from the glamour of showbiz, Wu Chun is a noted entrepreneur and holds a Bachelor of Business Administration from the Royal Melbourne Institute of Technology in Australia. He founded Fitness Zone in 2003, the largest health and wellness club in Brunei, and currently in the process of expanding to China through JV and franchising model. He is also a
very hands-on entrepreneur, having built international brands such as The Energy Kitchen, Bake Culture, Burger King and Women Hair Atelier. CO3, his latest venture in the co-working space, aims to bridge the working community through social space sharing platform. His motto “Delivering Happiness" ensures staff are highly motivated to serve satisfied and loyal customers which builds long term successes for stakeholders. With numerous awards and recognition globally for his charitable and noteworthy causes, in addition to being a healthy lifestyle role model to youths and giving back to communities, Chun was most recently conferred the Excellent Youth Award by His Majesty Sultan Hassanal Bolkiah of Brunei for his visionary contribution in promoting Brunei internationally as well as his humble and selfless CSR contribution to the nation.
08.
“'Faithfulness and Sincerity pinnacle of principles” U Bachelor of
pon graduating with a
Mr. Eugene WONG Khang Yen Non-Executive Director
Communications (Hons) degree from Universiti Sains Malaysia in 1992, Eugene joined Sin Chew Media Corporation Berhad (SCMC) as Marketing Executive. Within a span of 24 years, he has charted an enviable career path to his present position as Executive Director and Group Chief Marketing Officer in one of the largest public-listed media groups in Malaysia and the region. Despite being labeled as an old guard – he is also firmly entrenched in the world of technological disruptions and media convergence. He still reads the print edition daily while keeping abreast of the constantly evolving social media trends of evolving consumers.
Eugene has served in various industry associations throughout his career, including Board Member of the Audit Bureau of Circulation, Chairman of Professional Development Committee of the Malaysia Newspaper Publishers Association (MNPA), Council member of Advertising Standard Authority Malaysia (ASA). In line with his marketing background, Eugene represented Sin Chew Media Corporation Bhd to sit on the board of CO3. Bringing on board his considerable resources and knowledge in media, he aims to propel CO3 to a whole new dimension in co-working solutions, communications and workspace.
MARKET SURVEY
HOW PEOPLE USED TO WORK
Traditionally, people in company used to work in limited cubical space office, following the similar time schedule day over day, repeatedly.That design, had found to be psychologically affect to employee, result in decrease in productivities, creating vast political turmoil, and discourage collaboration, to a certain extent, it even result in more employee sick days, further decrease productivities. The whole working and communication environment lack of trust. Some company have provide better office, like Google, Facebook and etc.
Some had better office, like Google Facebook Airbnb
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ht t p s : / / w w w. liv ins p a c e s . net / w p - c o ntent / u p l oa d s / 2 015 / 0 8 / g o o gl e _ of f i c e _ i m g3 . j p g
htt p: / / ww w. of f i cel ov in .co m /wp- co ntent/u p l oa ds/2015/02 / g o o gl e -b u d a p es t- of f i ce- 1.jpg
H t t p s : / / www. d eze en . c o m/ 2 012 / 07 / 3 0 / g oog l e - s u p er - hq - b y - p enso n/
“ Th e se am azin g wo r ks pa ce s will m ake yo u e nvy Ins p ire s peo p l e to gi ve th e ir be s t eve ryd a y ”
Th e p r o b l e m O n ly very few pe o p l e have t he chance to wo rk t here
Th e S o l u t i o n
SOCIAL OFFICE
Photo by Google
THE COWORKING JOURNEY 1995
1999
2000
</> A predecessor of coworking space, C-based was set up in Berlin, Germany.
2008
The Coworking Visa programme, catering to travelling workers, was founded in the US.
2015
By the end of the year the number of coworking spaces globally was predicted to reach 7,800.
A space with flexible desks, established by a software company, opened in New York, US.
2009
The first official coworking space Betahaus, now home to c. 200 entrepreneurs, was opened in Germany.
A community centre for entrepreneura was founded in Vienna, Austria.
2010
600 coworking spaces worldwide.
2005
2006
2007
1ST HUB
The first Hub was st up in London, UK.
2011
The movement nearly doubled every year; large companies started experimenting with coworking spaces.
Citizen Space, one of the first official coworking spaces, was founded in San Francisco, Us.
2012
Open Coworking, an organisation promoting cooperation between coworking spaces around the world, was formed.
The number of coworking spaces globally reached 75; the concept of coworking was picked up by the media.
2013
More than 100,000 people were estimated to be using coworking spaces worldwide.
Social Office was originally derive from the term Co-Working Space, where it journey begin in 1995, Berlin Germany. The boundary to classified as Co-Working Space are vague, therefore, we have strategically re-position our office as Social Office, consistent to our core value.
Innovation A g row i ng nu mb er of o rg anisa t i o ns are u t ilis ing c owo rk ing mo d el s to ta p i nto i nnova t ive i d e a s , te chno l ogy and to co l l a b o ra te w i t h s ta r t- u p s . A c o ll a bo ra t ive wo rk enviro nm ent ha s l o ng b e en l i n ke d to innova t i o n , whi ch is o ne of t he ke y d rivers of b u s i ne s s g row t h .C owo rk ing s pa c e c an p rovi d e a po s it ive a t m os p here fo r cre a t i ve think ing and a c c e s s to new i d e a s , a p p roa che s , o r te ch no l o g i e s .
Flexibility C o m p a n i e s a re b ei ng cha l l eng e d to s u p po r t m o re m o b il e and fl exi b l e fo rm s of wo rk i ng . There i s a l so growing p re s s u re to b ring mo re f l exi b i l i t y to t he re a l e s ta te p o r t fo li o and c re a te gre a ter vo l u m e s of o n - d ema nd s p a ce. C owo rk i ng c an help sa t is fy t his grow growing d em a nd fo r a g i l i t y , fl u i d i t y , a nd l i q u i d it y of s pa c e, whils t all ow owing c o m p a n i e s to ex p eri ment i n a ri ng - fenc e d enviro nm ent wit hou t t he need fo r o rg a n i sa t i o n - w i d e cha ng e.
64%
of C R E l e a d ers note d g row i ng a p p eti te to d ri ve fl ex i b i l i t y th rou g h the re a l e s ta te p o r t fo l i o
5 6% of CRE l ea d ers rep o r te incre a se d d em a nd to s u p p o r t t he wi d er co rpo ra te a g end a arou nd tal ent
Talent The wa r fo r tal ent rem ains intense. wit h 7 3 % of C EOâ&#x20AC;&#x2122;s c it ing a va i l a b ilit y of s k ills a s a seri ou s c o nc ern . At t he sam e t im e, g row t h in m o b il e te chno l ogy and changing em p l oye e p referenc e s m e an t ha t c o m pani e s ne e d to p rovi d e a rang e of wo rk set t ing s tail o re d to t he new way of wo rk ing. C owo rk ing ca n p rovi d e em p l oye e s wit h t he m o b ilit y and fl exib ilit y t he y a re se ek ing. in an ae s t het i c ally a p pe aling enviro nm ent.
Cost Reduction C o m p a n i e s c o nt i nu e to fa ce i nten se p re s s u re to re du c e t he o pera ting exp en se of t hei r re a l e s ta te p o r t fo li o s . C o s t re d u c t i o n is not t yp i c a l l y the p ri ma r y d ri ver of cowo rk ng; never t hl e s s , it c an c re a te a n o p p o r tu n i t y fo r mo re effi ci ent u t i l i sa t i o n of s pa c e, help ing co m p a n i e s to re d u ce co s t s w i t ho u t co m p ro m is ing o n t he q u alit y of wo rk s p a c e. Cowo rk i ng hu b s ca n even a c t a s a revenu e g enera t i o n o p p o r tu n i t y, w hen a p p ro a che d i n t he ri ght way.
77% of C R E l e a d ers rep o r t i nc re a se d d em a n s fro m sen i o r l e a d ersh i p to re du c e the o p era ti ng ex p en se of re a l e s ta te p o r tfo l i o s
TARGET MEMBER In CO3 Social Office, we have unique member mix to spark the most synergized value within our community. We are looking to have a mix of Start-Up, Small-Medium Business, Freelancers, and Non-For-Profit Organization. We also expecting to received member from Big Corporation, Multi-National Company. Specifically, we target the market group of the 90’s,
SPECIFICALLY TARGET THE 90’s Business Team
The Independent WorkForce
SME
Freelancer
Startup
They, the 90’s , are the g enera ti o n we can’t affo rd to
Wh a t th ey LI KE an d DO N ’T will d e te r m in e th e n ex t 10 year s T REN D, th e y a re th e FU T U R E .
They, the 90’s , have driven d emand fo r a new & fl exib l e p l a ce to d o wo rk .
“Th ey' re l oo k in g fo r a S ta r b u c k s s o lu ti o n , w ith o u t h a vin g to b e in th a t S ta r b u c k s ”
19 9 0 [ 27] 19 91 [ 2 6] 19 9 2 [ 25] 19 9 3 [ 24]
They are the NE W G ENERATI O N of white-co ll ar p rofes si o nals & s tar t-u p s They rep resent the fa s tes t-growing wo rkfo rce They Live in S oci al M edi a
19 94 [ 23] 19 9 5 [ 22]
They are o n Pre-U , Co ll eg e o r U niversit y
19 9 6 [ 21]
They are the NE X T G ENERATI O N of white-co ll ar p rofes si o nals & s tar t-u p s
19 97 [ 20] 19 9 8 [ 19] 19 9 9 [ 18]
They also live i n soci al medi a
THE 4TH INDUSTRIAL REVOLUTION
WO RK
PLAY
In the JLL Research Repo r t, J une 2016, it hi ghli ghted the 4 area s , will co ns titu te the 4th Indu s tri al Revo lu ti o n , respec tively, Wo rk , Pl ay, Live, and Go. Th e offi ce In du s try will ha d alrea dy beg an receiving im pa c t fro m the way how we will wo rk differently. The key drivers of this chang e will be c h anging th e wo r k e nviro nm e n ts,
Another key hi ghli ghted in JLL Research Repo r t, is po int ou t tha t, by years 2030 , Co-Wo rking spa ce are fo reca s ted to take u p a s hi gh a s 15% of total offi ce s tock in S ou th-Ea s t Asi a , and this number is expec t to be d o u b l e in D evel o ped Country. M any beli eved tha t Co-Wo rking spa ce member mainly co me fro m S tar t-U p and Freel ancer, whi ch is nothing fro m the tru th , beca u se mo re and mo re Bi g Co rpo ra ti o n is also j o ining into Co-Wo rking spa ce, to retain tal ents , and save co s t.
LIVE
GO
and fl exib l e wo r king ar rang e m e n t , a s sited by Wo rl d Eco no mi c Fo rum in the Fu ture J o b Sur vey. In vi ew of tha t, Co-Wo rking spa ce, are expec ting to gra du ally take u p grea ter percenta g e of total offi ce.
O ne of the l arg es t Au dit firm in the wo rl d , PwC are pu tting in their em p l oyee into Co-Wo rking spa ce, expec ting to drive their real es ta te co s t fro m 9% to a s l ow a s 2% of their revenu e, this will save the firm $850 milli o n a year, a s s ta ted by Caro l S awdye, V i ce Chairman & CFO of PwC. PwC is o nly o ne of the exam p l e, wherea s many Bi g Co rpo ra ti o n have alrea dy j o in the Co-Wo rking move movement, KPM G, D ell , H SBC, M i cro soft, and the lis t g o o n .
By 2030, in every 100 offices, 15 are co-working spaces
In South-East Asia, 10-15% of office are Coworking Space
1-5%
2015
2020 E
0.5-1%
5-10% 1-5% Developed Markets
20-30% 10-15%
SEA
2030 E
SEA
This number expected to be double for developed markets
MEMBERS
Number of Global Coworking Members 2016 Forecast 3.8 million
4000000 3500000 3.1 million 3000000 2500000
2.3 million
2000000 1.6 million 1500000 976,000
1000000 500000 0 2014
2015
2016
2017
2018
2019
2020
The number of global Co-Working members are forecasted to reach 1.6 million in year 2017, and 3.8 million in 2020.
The compound annual growth rate are 41%
Coworking Member are expecting to be 400% increased. The compound annual growth rate are 41%
SPACES
Number of Global Coworking Spaces 2016 Forecast 26,078 Spaces
300000 250000 200000 11,100 Spaces
150000 100000 50000
14 spaces
436 spaces
0 2007
2014
2014
2015
2016
2017
2018
2019
2020
On separate note, Emergent Resource had also publish consistent result, it stated, Co-Working member are going to hit total number of 3.8 million globally, and to accommodate such raising number of member, the demand for Co-Working space at least will need to increase by 250% over the next 3 years.
At least 2.5x more of Coworking spaces are needed to meet the raising forces The compound annual growth rate are 23.8%
SOCIAL OFFICE
Building Malaysiaâ&#x20AC;&#x2122;s Coolest office
by June 2017
Photo by Google
FACILITIES In CO3 Social Office, to inspire the member spark the best of themselves, we had construct our facilities with the â&#x20AC;&#x153;Heartwareâ&#x20AC;? in mind. For example, the common space are designed to have multi-layer of height across desk, table, sofa and etc, to create the spaces within space. This is to allow our member to enjoy the maximum of freedom and comfortable of their interaction with each others. Likewise, we have event hall equipped with Performance Stage for variety of event and function, to be enjoy by our members.
Performance Stage
Private room
Photo by Google Photo by Google
Business meeting does not necessary need to be conventional, we have uniquely designed, open concept of meeting room for our member, to fuel their innovative source, inspire the best ideas. In addition, numerous of private room to accommodate different size of team needs, better yet, they are adjustable to member needs.
Phonebooth, is also available for every member. Unquestionably, our facilities go beyond conventional office, to recognize the need of relaxation. Unquestionably, our facilities go beyond conventional office, to recognize the need of relaxation. Thus, we had our very own cosy design of sleeping pot, for napping and resting.
Some may carve to slow down, digging into the world of books. We have a library build just for that, thousands books and magazines with the latest collection of business magazines, articles, newspaper, novel and many more. Believe it or not, our member get to read in the air, with our very own spider web.
While member are enjoying our extensive list of facilities, they will also be surround by 1st Class of high speed internet connection, in our CO3 term, the FAT PILE WIFI. Of course, good music with the top of the class sound system will be on in air, non-stop.
Why take staircase? Slider is here for you
Fun, is one of our key community element, as to consistent with the work-life integration. Slider is here in CO3 Social Office, the best alternative to the staircase, fast, easy, and FUN. Furthermore, lengthy selection of games equipment, and tools, are included in our Games Room, fuel with new trending games and tools from time to time.
EVENTS
At CO3 Social Office, not only we will initiate tons of events, we also encourage community member to initiate events, to interact, social with other member, connect like-minded people to get together, speak the same languages, sharing the same common value. These events could be Business Pitching, Idea Sharing, Educational Workshop, Yoga class, Dance, or even outdoor activities, like Sport Tournament, Cycling, hiking and many more.
Cereal Corner
HAPPINESS Letâ&#x20AC;&#x2122;s admit, Happiness is subjective, but one thing for sure, eating good food will definitely spark the flame of joy in our heart. High Quality Coffee
Hence, we have, lengthy selection of cereal choices in our Cereal Corner, hand picked daily fresh fruits in our fruits bar, high quality coffee freshly brew everyday from whole beans, handmade pastry baked daily, and variety of local breakfast choices, and hundred type beverages ready for pick up.
Local breakfast
Handmade Pastry
Hundred type of beverages
HONOR SYSTEM Make no mistake, we are not trying to put a Supermarket in our Office, because there will be no cashier, no payment counter, nothing of that sort. Instead, all transaction are to be done via Honesty System, everything build on our key value, TRUST. And all of this, facilities, events, food and beverages are open to our member 24 / 7, without any limitations, just like HOME. Some may said, Success is the source of Happiness, but in CO3, we believe Happiness is the source of success.
HOME Through lens of our “HEARTWARE”, the design of our facilities, inspired events and happiness, CO3’ community allow its member to feel the sense of FREEDOM, obtain DIGNITY, and built TRUST. These are the core value community, it is INTENGIBLE. We believe, the Facilities will get you IN, but the community will make you STAY.
MASTERPLAN CO3 is going to invest RM 30.0 mil to develop 5 Social offices, with total build-up of 150,000 SF. Expecting to accommodate 3,000 member, and it is all going to happen in this year, 2017. Looking forward, CO3 intended expand regionally, across ASEAN, to build at least 40 Social Offices in 20 Cities.
FINANCIAL FORECAST
30,000 80 3,750 1.60 6,000.00 80% 4,800.00
30,000 80 1,875 1.60 3, 000.00 80% 2, 400.00
Avera g e S qf t / Lo c a t i o n
S p a c e C a p a c i t y / M em b er
Tu rna ro u nd Ra te
E xp e c te d M em b ers
Ta rg et O c c u p a nc y Ra te
Tota l S p a c e Ca p a c i t y / M em b er
Sq f t / M em b er
300,000
10
5 150,000
2018
2017
Social Space - Sqft
S o c i a l S p a c e - Loc a t i o n
KEY INDICATORS
KEY INDICATORS
7,200.00
80%
9,000.00
1.60
5,625
80
30,000
450,000
15
2019
9, 600. 00
80%
12, 000. 00
1. 60
7, 500
80
30, 000
600, 000
20
2020
14, 400. 00
80%
18, 000. 00
1. 60
11, 250
80
30, 000
900, 000
30
2021
19, 200. 00
80%
24, 000. 00
1. 60
15, 000
80
30, 000
1, 200, 000
40
2022
231,498.40 15,8 40.00
131,532.80 7,920.00
C a sh
15,8 40.00 15, 8 40. 00 268,373.40
7,920.00 7,920. 00 150 ,282.80 15 8, 202. 80
M em b er S e c u ri t y D ep o s i t
TOTAL L IAB I LI T I E S
Eq u i t y
TOTAL L IAB I LI T I E S & E Q U I T Y
28 4, 213. 40
28 4, 213. 40
15 8, 202. 80
TOTAL AS SE T S
M em b er S e c u ri t y D ep o s i t
36,875.00
2018’F
18,750.00
2017’F
N et PP &E
AS SE T S
BALANCE SHEET ('000)
BALANCE SHEET
521, 477. 63
497,717.63
23, 760. 00
23,760.00
521, 477. 63
23,760.00
4 43,4 46.80
5 4,270.83
2019’F
767,598.97
735, 918. 97
31,680.00
31, 680. 00
767,598.97
31, 680. 00
665,103. 00
70, 815. 97
2020’F
1,14 4,525.93
1, 097, 005. 93
47,520.00
47, 520. 00
1,14 4,525.93
47, 520. 00
991, 887. 30
105,118. 63
2021’F
2,873,233.52
2, 809, 873. 52
63,360.00
63, 360. 00
2,873,233.52
63, 360. 00
2, 672, 235.12
137, 638. 41
2022’F
2.50 1.00 1.50
2.50 1.00 1.50
2.50 1.00 1.50 3.00
S e c u r i t y D e p os i t s / S qf t
R e n t a l C os t / S q f t
U t i l i t i e s C o st / S q f t
Maintainance, Cleaning and S e c u r i t y S e r v i c e C os t / S q f t
F &B S e r v i c e C o st / S qf t
C o r e T e a m M a n a g e me n t C o st / Sqft
M e mb e r D e p osi t ('M o n t h )
M e mb e r sh i p Fe e s / M e mb e r / Month
1,100.00 3
1,100.00 3
3.00
-
3
3
S e c u r i t y D e p o si t s / R e n ta l C os t ( M o n th )
3
1,100.00
3.00
-
3
150.00
150.00
150.00
So c i a l S p a c e S e t -U p C o st / S qf t
2019
2018
KEY MATRICS
2017
KEY MATRICS
3
1,100. 00
3. 00
1. 50
1. 00
2. 50
-
-
3
150. 00
2020
3
1,100. 00
3. 00
1. 50
1. 00
2. 50
-
-
3
150. 00
2021
3
1,100. 00
3. 00
1. 50
1. 00
2. 50
-
-
3
150. 00
2022
0
200,000.00
400,000.00
600,000.00
800,000.00
1,000,000,00
1,200,000,00
1,400,000,00
('000)
2018
S pa ce SF
M em ber C a pa ci t y
2017
2019
KEY MATRICS
2020
2021
2022
31, 680. 00
TOTAL REVENUE
3,600.00 5,400.00 10,800.00
5 4.55% 8,125.00 26, 435. 00 6,3 4 4.40
1,800.00 2, 700.00 5, 400.00 17, 280. 00 5 4.55% 3 ,750.00 13, 530. 00 3 ,247.20 10 , 282. 80
M a i nta i na nc e, C l e a n i ng a nd S e c u ri t y S er v i c e C o s t
F &B S er v i c e C o s t
C o re Te a m M a na g em ent Co s t
EBITDA
% M a rg i n
D ep re c i a t i o n
PROFIT BEFORE TAX
Ta xa t i o n ( ' 24 % )
NET INCOME
20, 090. 60
3 4, 560. 00
13,500.00
9,000.00
4, 500.00
Utilities Cost
29, 3 4 4. 23
9,266.60
38, 610. 83
13,229.17
5 4.55%
51, 8 40. 00
16,200.00
8,100.00
5,400.00
-
-
95, 0 40. 00
95,0 40.00
2019’F
-
63, 360. 00
63,360.00
2018’F
Renta l C o s t
COST & EXPENSES
31,680.00
2017’F
M em b ersh i p Fe e s
REVENUE
INCOME STATEMENT ('000)
INCOME STATEMENT
37,951.3 4
11, 98 4. 63
49,935.97
19,18 4. 03
5 4. 55%
69,120.00
21, 600. 00
10, 800. 00
7, 200. 00
18, 000. 00
-
126,720.00
126, 720. 00
2020’F
56,086.96
17, 711. 67
73,798.63
29, 881. 37
5 4. 55%
103,680.00
32, 400. 00
16, 200. 00
10, 800. 00
27, 000. 00
-
190,080.00
190, 080. 00
2021’F
72,867.59
23, 010. 82
95,878.41
42, 361. 59
5 4. 55%
138,2 40.00
43, 200. 00
21, 600. 00
14, 400. 00
36, 000. 00
-
253,4 40.00
253, 4 40. 00
2022’F
50,000.00
100,000.00
150,000.00
200,000.00
250,000.00
300,000.00
('000)
0
N et Prof i t
Revenu e
2017
2018
2019
INCOME STATEMENT
2020
2021
2022
480,000
15%
72,000
5
3,000
160.00
23 5, 0 0 0
15%
35 ,2 5 0
1
30 0
7 83 .3 3
Va l u a t i o n ( ' 0 00 )
Dilution %
Fu nd Ra i se d (' 000 )
N o. S oc i a l S p a c e
M emb er
Va l u a t i o n / M em b er
2017 Angel II
2017 Angel
YEAR ROUNDS
392.00
2,500
10
98,000
10%
980,000
2018 Series A
400.00
5,000
15
200,000
10%
2,000,000
2019 Series B
400. 50
10, 000
20
200, 250
5%
4, 005, 000
2020 Series C
FINANCIAL ROAD MAP
305. 00
20, 000
30
305, 000
5%
6,100, 000
2021 Series D
410. 00
20, 000
40
1, 6 40, 000
20%
8, 200, 000
2022 IPO
10,282.80
N E T I N CO M E
98,000.00
140 ,000.00
Fu nd Ra i se d
22,500.00
22 ,500.00 131, 532. 80
N ew S p a c e S et - U p Co s t
N E T CASH FLOW
99, 965. 60
3,750.00
Renova t i o n o n E xi s t i ng S p a c e
-
Le s s :
8,125.00
3 , 750.00
20,090.60
2018’F
D ep re c i a t i o n
Ad d:
2017’F
CASH FLOW STATEMENT ('000)
211, 948. 40
22,500.00
8,125.00
200,000.00
13,229.17
29,3 4 4.23
2019’F
221,656.20
22, 500. 00
13, 229.17
200, 250. 00
19,18 4. 03
37, 951. 3 4
2020’F
CASH FLOW STATEMENT
326,78 4.30
45, 000. 00
19,18 4. 03
305, 000. 00
29, 881. 37
56, 086. 96
2021’F
1,680,3 47.82
45, 000. 00
29, 881. 37
1, 6 40, 000. 00
42, 361. 59
72, 867. 59
2022’F
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