Merged by Rex Wong

Investors Prospectus

CONTENT

D etai l s O f Fund Rai si ng

Co m pan y In fo

Found ers & B oard O f Di re c to rs

M arket D emand

CO3 S o c i al O ffi c e

M a rket Sur vey

Fi nanci al Fo reca s t

RISK FACTORS

Overall I nves ti ng i n o u r S ha re s i nvo l ve s h i g h d e g re e of ri s k , p otenti a l i nve s to r s ho u l d c o n s i d er c a refu l l y t he ri s k s a nd u ncer ta i nt i e s d e sc ri b e d b el ow , to g et her w i th a l l the ot her i n fo rm a ti o n i n t h i s p ro s p e ctu s , i ncl u d i ng t he fi na nci a l p roj e c ti o n a nd t he rel a te d note s i ncl u d e d el sew here i n th i s p ro s p e c t u s , b efo re d e c i d i ng w het her to i nve s t i n o u r s ha re s . Yo u s hou l d a l so note t ha t c er ta i n s ta tement set fo r t h b el ow co n s t i t u te â&#x20AC;&#x153; fo r wa rd - l o o k i ng s ta tem ents â&#x20AC;? , w h i ch i n t hemsel ve s i nvo l ve a d di t i o na l ri s k s a nd

u ncer taint i e s . The ris k and u ncer taint i e s d e sc ribe d b el ow are not t he o nly o ne s we fa ce. Ad d i t i o nal ris k s and u nc erta i nt i e s t ha t we are u na wa re of, o r t ha t we cu rrently beli eve are not ma teri al , m ay also be c o m e i m p o r ta nt fa c to rs t ha t a d versely affe c t ou r bu s ine s s I f any of t he fo ll owing ri s k s o c c u rs , ou r bu s ine s s , fi na nci al c o nd it i o n , re s u lt s of o p era t i o ns , and p ro s p e c t s c ou l d be m a teri ally a nd a dversely affe c te d. In s u ch circ u m s tanc e s , t he ma rket p ri c e of ou r S hare s

c ou l d d e cline, and you c ou l d l o se par t o r all you r inve s t m ent.

Risk Relating to Our Business We h a ve i n te n se c o m pe ti ti o n M a n y of ou r co m p et i to rs a re e s ta b l i s he d in t he C o-Wo rk ing S pa c e ind u s t ry and so m e of ou r c o m p etito rs ma y ha ve s u b s ta nt i a l l y gre a ter financ i al and m arket ing re sou rc e s tha n u s . There ca n a l so b e no a s s u ra nc e t ha t new c o m pet ito rs , so m e of whi ch m ay have g re a ter b ra nd re co g n i t i o n a nd fi na nci al re sou rc e s t han u s , will not c o m pete wit h u s . The entr y of new co m p et i to rs i nto o u r i nd u s t ry o r into t he im m e d i a te are a s s u rrou nd ing ou r exi s ti ng reta i l o u t l et s co u l d a d versel y affe c t ou r o pera t ing re s u lt s . We a re s u b j e c t to c h an g e s i n m e m b e r p refe re n c e s o r s p e n din g be h a vi o u r s O ur c o nti nu e d g row t h a nd s u cce s s d ep end , in par t, o n t he eng a g em ent and enter ta i n m ent of offi ce s p a ce. S h i ft s i n m em ber p referenc e s away fro m ou r eng a g em ent p ro g ra mme to ot her k i nds of offi c e s pa c e c ou l d m a teri ally affe c t ou r b u s i ne s s . We a re s u b j e c t to c h an g e s i n g ove r n m e n ta l re gu l a ti o n s O ur g row th a nd s u cce s s d ep end , i n p ar t, o n t he innova t ive eng a g em ent p rogram m e we d e s i g n a nd i nt ro d u ce i n o u r so ci a l offi c e, whi ch c u rrent ly d o not experi enc e s pe c ifi c g overn m ent re g u l a t i o n . I n t he event w here g overnm ent inter vene by int rod u c ing new re g u l a ti o n , o r i nter fere i n a n y ot her way, m ay m a teri ally affe c t ou r bu s ine s s . We m a y b e affe c te d b y an y i n c re a se i n re n ta l o r th e fa ilu re to p roc u re th e re n ewa l of o ur l e a se s We l e a se a ll of o u r p remi se s fro m t h i rd par t i e s . Rental c o s t s fo rm a s i gnifi c ant c o m po nent of ou r tota l co s t s . O u r tota l co s t s a re t herefo re sens it ive to any inc re a se in rentals whi ch m a y ero d e o u r p rofi t ma rg i n a nd henc e ou r e arning s . I n a d d i ti o n , u p o n ex p i r y of o u r ex i s t i ng l e a se s , t he l and l o rds have t he ri ght to revi ew a nd cha ng e t he terms a nd co nd i t i o n s of t he l e a se a gre em ent s . We t herefo re fa c e the p o s s i b i l i t y of not b ei ng a b l e to renew t he l e a se s o n term s and c o ndit i o ns whi ch a re fa vo ra b l e to u s . The no n - renewa l of t he se l e a se s o r renewal u po n l e s s favo ra b l e term s m a y ha ve a ma teri a l a d verse effe c t o n ou r o pera t i o ns and p rofita b ilit y.

We m a y b e affe c te d b y an y c h an g e i n te n a n t mix a n d p oo r m a in te n a n c e of th e b ui l d i ng s i n w h i c h o u r o pe ra ti n g offi c e a re l oc a te d A n y cha ng e i n t he tena nt mi x o r a cha ng e in ancho r tenant of a bu il d ing s in whi ch ou r o p era ti ng offi ce a re l o ca te d ma y re s u lt in fewer m em ber l e a se wit h ou r offi c e. Ad d i ti o na l l y , p o o r ma i ntena nce of t he bu il ding s m ay also re s u lt in l e s s pa t ro na g e and th i s m a y a f fe c t o u r b u s i ne s s . We m a y no t b e a b l e to se c u re g o o d l o c a ti o n s fo r fu r th e r ex p a n si o n O ur b u s i nes s mo d el s i s to a l a rg e ex tent d epend ent o n ou r a b ilit y to p roc u re a d d it i o nal s tra te g i c l o ca t i o n s fo r o u r o p era t i ng of fi c e. There is no a s s u ranc e t ha t we will be a b l e to c o nti nu e to se cu re g o o d l o ca t i o n s to expand ou r bu s ine s s , and t his will lim it ou r growt h . O ur b u s i ne s s m a y b e a d ve r se l y affe c ted if o u r c o m p e tito r s su c c e s sfu ll y imita te o u r b a k i ng a n d p re se n ta ti o n m e th o d s We c o n s i d er o u r u n i q u e offi ce fe a t u re s , inclu d ing ou r m em ber eng a g em ent p rogram and the d e s i g n of t he i nteri o r of o u r o p era t ing offi c e, and t he fa c ilit i e s p rovi d e d to ou r m em b er i n o u r o p era t i ng offi ce, to b e e s sent i al to t he a p pe al of ou r ser vi c e and b rand. I t m a y b e d iffi cu l t fo r u s to p revent co m pet ito rs fro m s u c c e s s fu lly im ita t ing t he d e s i gn of ou r o p era ti ng offi ce, memb er ma na g em ent m et hod , and t he fa c ilit i e s p rovi d e d. If ou r c o m p eti to rs s u cce s s fu l l y i mi ta te o u r u ni q u e offi c e fe a t u re, t he valu e of t he ou r b rand m a y b e d i m i n i s he d a nd o u r b u s i ne s s may a d versely affe c te d. Fu r t herm o re, ou r c o m p eti to rs ma y b e a b l e to d evel o p o pera t ing offi c e fe a t u re s m o re a p pe aling to tenant s o r m em b er. I f a n y of t he a b ove event s oc c u r, ou r bu s ine s s m ay be a d versely affe c te d . U na u tho rize d u se of o u r t ra d ema rk s a nd b rand m ay d am a g e ou r b rand , re c ognit i o n and rep u ta ti o n of o u r C o m p a n y . I n cer ta i n j u risdi c t i o ns whi ch d o not have cl e ar l aws p rote c ti ng i ntel l e c t u a l p ro p er t y ri g ht s , we m ay fa c e c o ns i d era b l e d iffi c u lt i e s and c o s t ly l i ti g a ti o n i n o rd er to en fo rce o u r i ntel l ec t u al p ro per t y ri ght s . In t he event t ha t we fa c e s u ch d i f f i c u l t i e s o r a re u na b l e to re g i s ter ou r t ra d em ark s , ou r p rofita b ilit y m ay be a f fe c te d . We m a y b e affe c te d b y c o m p l ai n ts f ro m m e mbe r s a n d n e g a ti ve p u b li c it y We m a y, fro m t i me to t i me, b e t he s u b j e c t of c o m p l aint s fro m c u s to m ers wit h re g ard to fa c i l i ti es q u a l i t y a nd o p era t i o na l i neffi c i enc y. O u r bu s ine s s m ay also be a dversely a f fe c te d b y ne g a t i ve p u b l i ci t y re s u l t ing fro m t he pu b li c a t i o n of ind u s t ry find ing s o r hea l th c o nc ern s co ncern i ng t he fa ci l i t i e s t ha t we offer. S u ch ne g a t ive pu b li c it y, re g a rd l e s s of t hei r va l i d i t y , ma y re d u ce t he nu m ber of ou r m em ber and henc e a d versely a f fe c t o u r tu rnover a nd p rofi t s .

We m a y no t be a b l e to m ai n tai n th e q u a lit y of o u r m e mbe r m a n a g e m e n t du e to a s h o r ta g e of trai n e d s taff It i s e s senti a l i n t he co - wo rk i ng i nd u s t r y t he m em ber p roa c t ively eng a g e and s u p po r te d. Fa i l i ng to d el i ver s u ch , wo u l d re s u l t i n m em ber' d is sa t is fa c t i o n and henc e a re du c t i o n in the nu m b er of memb er. The` q u a l i t y of ou r m em ber m ana g em ent m ay be affe c te d by a cha ng e o r s ho r ta g e of s ta ff o r t he l a ck of p ro per m o nito ring by ou r o pera t i o ns te am . A ny fa i l ure to re cru i t s k i l l e d p erso n nel a nd to retain ke y s taff m ay a d versely im pa c t ou r o p era ti o n s and ex p a n s i o n p l a n s . I n a d d it i o n , any m a teri al inc re a se s in em p l oye e t u rnover ra tes i n o u r o p era t i ng offi ce co u l d ha ve a m a teri al a d verse effe c t o n ou r bu s ine s s o p era ti o n s , a nd o p era t i ng re s u l t s . Fu r t herm o re, inc re a se d c o m pet it i o n fo r q u alifi e d em p l o yees m a y ca u se u s to p a y h i g her wa g e s to a t t ra c t and retain s u ffi c i ent em p l oye e s , w h i ch c o u l d re s u l t i n h i g her s ta ff co s t s a nd l ower p rofit s . We m a y no t be a b l e to s u c c e s s fu l l y i m p l e m e n t o u r J o in t-Ve n tu re b u sin e s s m od e l We ha ve o n l y re cent l y b e g u n to i m p l ement ou r j o int vent u re bu s ine s s m od el and t herefo re th i s m od el ha s not b e en te s te d fu l l y . The re s u lt s of ou r j o int vent u re bu s ine s s m od el is d ep end ent o n a mo ng s t ot her fa c to rs , t he q u alit y of ou r bu s ine s s par t ners , t heir a b ilit y to m a i nta i n the q u a l i t y of o u r p ro d u c t s , t heir financ i al s t rengt h and t heir a b ilit y to penet ra te new m a rkets . I n t he event t ha t o u r b u s i ne s s par t ners d o not fo ll ow ou r j o int vent u re p rog ra m o r a re u na b l e to ma i nta i n t he q u alit y of t he ser vi c e to m em ber, ou r b rand m ay b e a f fec te d a nd we ma y not b e a b l e to penet ra te into t ho se m arket s and t his m ay a d versel y a f fe c t o u r fu t u re g row t h a nd p rofita b ilit y. We m a y b e a ffe c te d b y th e e c o n o m i c , soc i a l a n d p o liti c a l situ a ti o n s in o th e r c o u n tr i e s w h e re we m a y l o c a te o u r ove r se a s re tail o u tl e ts We i ntend to co mmence o p era t i o n s i n mu lt ip l e c ou nt ri e s in AS E A N . We have p l ans to j o int ventu re ou r b u s i ne s s co ncept to cer tain ot her c ou nt ri e s in AS E A N fro m 2 018 . If we a d o pt the j o i nt vent u re b u s i ne s s mo d el , o r ex pand overse a s , ou r bu s ine s s m ay be m a teri ally and a d versel y a f fe c te d b y d evel o p ment s w it h re s pe c t to infl a t i o n , intere s t ra te s , g overnm ent p o l i c i e s , p ri c e a nd wa g e co nt ro l s , ex chang e c o nt ro l re gu l a t i o ns , taxa t i o n , exp ro p ri a t i o n , so c i a l i n s ta b i l i t y a nd ot her p o l i t i ca l , e co no m i c o r dip l o m a t i c d evel o pm ent s in o r affe c t ing the c o u ntri e s i n w h i ch we i ntend to o p era te. We have no c o nt ro l over s u ch c o nd it i o ns and d evel o p m ent s a nd ca n p rov i d e no a s s u ranc e t ha t s u ch c o ndit i o ns and d evel o pm ent s will not a d versel y a ffe c t o u r o p era t i o n s .

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 an 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 li ers o r vend o rs will be a b l e to c o nt inu e to fu lfil o u r need s a nd ex p e c ta t i o n s i n terms of c o s t and p rod u c t q u alit y. In t he event t ha t ou r s u p p l i ers o r vend o rs a re u na b l e to fu l fi l ou r re q u irem ent s o r c e a se to s u p p ly t he p rod u c t s o r ser v i c e s to u s , we ma y i ncu ` r t i me a nd hi gher c o s t s in sou rc ing fro m new s u p p li ers o r vend o rs , w h i ch co u l d re s u l t i n d i s ru pt i o n s to ou r bu s ine s s , and ou r p rofita b ilit y m ay be a d versel y a f fe c te d . The p ri c es of t he p ro d u c t s a nd ser v i ce t ha t we u se m ay be s u bj e c t to p ri c e flu c t u a t i o ns d u e to va ri ou s fa c to rs b e yo nd o u r co nt ro l , inclu d ing severe clim a t i c c o nd it i o ns and 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 ly, l e a ding to inc re a se s in s u p p ly c o s t s . Shou l d there b e a n y s i g n i fi ca nt fl u c t u a ti o ns in ou r raw m a teri al p ri c e s , ou r o pera t ing res u l ts m a y b e severel y a ffe c te d . We m a y no t be a b l e to m an a g e o u r g rowth effe c ti ve l y We i ntend to ex p a nd l o ca l l y a nd to ex pand overse a s t hrou gh dire c t inve s t m ent s , o r j o int ventu res . We ma y not b e e q u i p p e d to s u c c e s s fu lly m ana g e any fu t u re expans i o n , whi ch c ou l d p l a c e a s i g n i fi ca nt s t ra i n o n o u r m ana g em ent, o pera t ing , financ i al and ot her reso u rc e s . We ma y re q u i re i m p l ementa 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 f u r ther d evel o p o u r o p era t i ng , a d minis t ra t ive, financ i al and a c c ou nt ing sys tem s and c o ntro l s , a nd to ma i nta i n cl o se co o rd i na t i o n am o ng a c c ou nt ing , financ e, m arket ing , sal e s , d i s tri b u ti o n a nd o p era t i o n s . M o re over, we m ay ne e d to hire and t rain a d d it i o nal perso nnel . O u r fa i l ure to d evel o p a nd ma i nta i n t he infra s t ru c t u re ne c e s sary to ru n ou r o pera t i o ns c ou l d m a teri a l l y ha rm o u r b u s i ne s s . Fur therm o re, t here i s no a s s u ra nce t ha t ou r overse a s expans i o n p l ans will wo rk a c c o rding to p l a n a nd ex p e c ta t i o n s . We ma y 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 a n y j o i nt vent u re p a r t ners w ill re s u lt in a d e c re a se in ou r revenu e s . The term i na ti o n of a n y p rofi ta b l e j o i nt 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 vi l y o n o u r se n i o r m an a g e m 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 ni o r s ta f f w i l l a d ve r se l y affe c t o u r pe r fo r m a n c e We a re h i g h l y d ep end ent o n o u r sen i o r m ana g em ent s taff, t he l o s s of s u ch perso nnel w i thou t a d e q u a te rep l a cement s co u l d a d versely affe c t ou r bu s ine s s . In a d dit i o n , we b el i eve tha t o u r fu t u re s u cce s s w i l l d epend u po n ou r a b ilit y to a t t ra c t, retain and m ot iva te o u r sen i o r m a na g ement. O u r i na b i l i t y to d o so wou l d a dversely affe c t ou r per fo rm anc e.

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 ry wi d e l y f ro m o u r fin a n c i a l roa 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 t il e and m ay re s po nd to, am o ng ot hers , t he fo l l ow i ng fa c to rs , so me of w h i ch a re b eyo nd ou r c o nt ro l: va ri a t i o n s of o u r o p era t i ng re s u l ts ; cha ng e s i n i nve s to r ' e s t i ma te s of ou r financ i al per fo rm anc e ; 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 t ive s ; m a teri a l cha ng e s o r` u ncer ta i nt y in t he po lit i c al , e c o no m i c and re gu l a to ry env i ro n ment i n t he ma rket s t ha t we o pera te in; i nvo l vement 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 ffe c t o u r Sh a re va lu e The sa l e of a s i g n i fi ca nt a mo u nt of S hare s am o ng s hareho l d ers after t he Invita t i o n , o r t he p erc epti o n tha t s u ch sa l e s ma y o ccu r, c ou l d m a teri ally and a d versely affe c t t he perc eive d va l u e of ou r S ha re s . The se fa c to rs a l so a ffe c t ou r a b ilit y to is s u e a d d it i o nal e q u it y se c u rit i e s fo r s u b sc ri pti o n i n fu t u re. Co n t ro l of exi s ti n g s h are h o l d e r s m a y l i mit o u r a b ilit y to in flu e n c e th e o u tc o m e of d e c i s i o ns re q u i r i n g th e a p p roval of s h are h o l d e r s U p o n c o m p l et i o n of t he I nv i ta t i o n , we ant i c ipa te t ha t ou r D ire c to rs and exis t ing s ha reho l d ers a nd t hei r As so ci a te s w i l l co ll e c t ively own m aj o rit y of ou r enl arg e d s hare c a p i ta l . The se s ha reho l d ers , a c t i ng to g et her, wou l d be a b l e to s i gnifi c ant ly influ enc e ou r c o r p o ra te a c t i o n s s u ch a s merg 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 w i th the i ntere s t s of o u r ot hers s ha reho l d ers . Fu t ure d i l u t i o n d u e to fu tu re c a p i tal re q u ire m e n ts O ur wo rk i ng ca p i ta l a nd ca p i ta l ex p endit u re ne e d s m ay vary m a teri ally fro m t ho se p re sentl y p l a n ne d , d ep end i ng o n nu m erou s fa c to rs inclu ding t he ra te of m arket a c c epta nc e of o u r p ro d u c t s & ser v i ce 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 a rketi ng s tra te g i e s , l evel s a nd re s u l t s of re se arch and d evel o pm ent and ot her fa c to rs w h i ch c a n not b e fo re se en . I f 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 a re h i g her tha n a nt i ci p a te d , s u b s ta nt i a l a d d it i o nal fu nd s m ay be re q u ire d. Even if we exc eed ou r g o a l s , o u r s u cce s s ma y i nt rod u c e new o p po r t u nit i e s t ha t m ay have to be f u l f i l l e d q ui ck l y a nd t h i s co u l d a l so 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 tha t f u nd s g enera te d fro m o p era t i o ns tog et her wit h t he p roc e e ds fro m t his Invita t i o n ha ve b e en ex ha u s te d , we ma y ha ve to raise a d d it i o nal fu nds to m e et t he new c a p ital re q ui rem ents . The se a d d i t i o na l fu nd s may be raise d by way of t hrou gh t he is s u anc e of new s ha res . I n s u ch event, i f a n y s ha reho 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 d i ti o na l ro u nd of fu nd ra i s i ng , s u ch s hareho l d er m ay s u ffer d ilu t i o n in his inve s t m ent.

TERM SHEET

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 , B y D r. Wo ng J eh S hyan . The c o m pany wa s rem ain d o rma nt u nt i l t he fo unding of CO3 , where it ha d j o in fo rce s w i t h severa l ent rep reneu rs , vent u re c a p italis t, a nd i n fl u ent i a l co m pani e s . Ea ch of everyo ne of t he fo u nd ers ha ve a se a t in t he B oard of D ire c to rs , o r a p p o i nte d o ne rep re senta t ive. The g o a l i s s i m p l e, re d efining WO RK- LI F E -BA LA N C E. I n s p i re d b y Pa y Pa l M afi a , a grou p of M al ays i an and B ru nei a n ent rep reneu rs have s inc e s tar te d t heir se c o nd vent u re a nd co - fo u nd e d C 0 3 wit h t he a s p ira t i o n to influ ence hu ma n wo rk i ng behavi o r and aim s to be a U S $ 2 b n u n i co rn b y 2 0 2 2 . M o s t of t he memb ers are fro m t he elu s ive grou p k nown a s M i ra cl e of C a p i ta l ( M OC ) a t so m e po int in t heir life a nd t he y a re wel l t ra ine d in c a p ital m e chanis m .

ABOUT CO I I I SOCIAL O FFI CE

The Wo rk S p a ce fo r N ew Genera t i o ns K L C i t y | K L S ent ra l | P J | Pu cho ng | M ine s CO I I I s ha p e s t he fo u nd a t i o n fo r bu s ine s se s . We em p ha s ize a nd a u g ment o u r t h re e c o re valu e s :

CO nnec tivit y, CO ll a bo ra ti o n and CO mmunit y.

S o ci a l O ffi 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 so ci a l net wo rk s fro m vir t u al to p hys i c al . We o pen u p ou r Eco sys tem to i nd i v i 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 ffi ce s a re t ra n s fo rme d into hip c o m mu nal living s pa c e s , cowo rkers b o nd i nto g o o d fri ends , bu il ding c am ara d eri e and fo rmi ng net wo rk s . Ever y d ay wo rk p l a c e now t rans fo rm e d into a co o l p l a t fo rm w here pe o p l e fro m d ifferent c o m pani e s / o rg a n i sa t i o n s wo rk i ng u nd er t he sam e roof c an choo se o r s ha re i d e a s fre el y . T he new wo rk s p a ce i s now fl exib l e, c o m mu nal and fu n . We a re re d efi n i ng t he WO RK-LI F E-BA LA N CE.

â&#x20AC;&#x153; CO I I I , a p l a ce to c all h o m e an d n eve r wan t s to q uit â&#x20AC;?

FOUNDERS & BOARD OF DIRECTORS

Dr. WO N G J eh S hy a n

Mr. YO N G C hen H u i

C h ai r m an

M a n a gin g D ire c to r

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

Mr. O N G Koo n S i ang , J eff Exe c u ti ve D ire c to r ( C o r p o ra te Rep re senta ti ve fro m S i x S tre a m s B hd )

M s . L EE Fo ng Thy e, M i l l y

Mr. TEO H S ew C hu an , C alvin

D i re c to r

D ire c to r

Mr. G O H Ki a t C hu n , D i re c to r

å°&#x160;

Mr. WO N G Khang Y en , Eu g ene D ire c to r ( 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 )

01.

â&#x20AC;&#x153; The Killing Moon, Incubator...â&#x20AC;? 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. Jeh Shyan Wong Co-Founder and Chairman

Dr. Wong specialises in corporate restructuring and corporate turn-around; 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 & CEO CO3 & Korea Wallpaper Group

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 â&#x20AC;&#x153;Vision fast forwardâ&#x20AC;? 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 Executive Director Head of Sales & Marketing

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.

â&#x20AC;&#x153;Caring & Listening to make a Differenceâ&#x20AC;? 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 & 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.

â&#x20AC;&#x153;Humour with Passionâ&#x20AC;? Cacts as CEO of Local

alvin co-founded and

Mr. Calvin TEOH Co-Founder & 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 KPIâ&#x20AC;&#x2122;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 & 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 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 DEMAND

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…

THE PROBLEMS

B u sine s s ha d to i ncu rre d H i g h C o s t, Fro m M ove- i n to M ove O u t

You m ay M isc al c u l a t ing C o m pany G rowt h , u nd er-e s t im a te o r over- e s t im a te is g o ing to re s u lt in rent ing too mu ch o r too lim ite d s pa c e, and it is very CO STLY

U ti l i ti es a nd M a i ntena nce, t he c o m m o n und ere s t i ma te d co s t to m o s t b u s i ne s s , a nd i t i s g o i ng to res u l t i n l a rg e b i l l s

Lo ng Le a se Term , o nc e you s i gne d o n t he tenanc y a gre em ent, it is g o ing to s t i ck y fo r 3 to 5 ye ars , o r l o ng er

M ak ing E m p l oye e M isera b l e D e c re a se Em p l o y e e p ro d u c t i v i t i e s

C o m mu ni c a t i o n l a ck of t ru s t

Re s u l t i n mo re s i ck d a ys

D isc ou ra g e C o ll a bo ra t i o n

Crea t i ng va s t p o l i t i ca l t u rmo i l

t he l i s t g o o n . .

Some had better office, like

S ource : http://2.b p.b l o g spot. c o m/-PB amh HR j SDQ/ TxuqSm RsPE I/A A A A AAAAC4o /F F W2-R vezX0/s1600/009_F 0_rec ept i o n . jp g

S ource : http://wirall y. c o m/wp-c o ntent/u p l oa ds/2016/03/P12 0 0 6 37. jp g

S ource : http://wi ral l y. c o m/wp-c o ntent/u p l oa ds/2016/0 3 / P 12 0 0 6 37. jp g

http://www.g o l dsbo ro u gh . me /g oogl e /i ntern sh i p/2016/11/18/ 01 - 57 - 5 4 - my _ g oog l e _ interns hip _ /

htt p s://www.p interes t.c o m/p i n /24 4249979768 414722/

ht t p s : / / www. liv ins p a c e s . net / wp - c o ntent / u p l oa d s / 2 015 / 0 8 / g oog l e _ of f i c e _ i m g3 . j p g

Go ogl e have a l ot of fun chill ou t area s where you can d o your wo rk , take a na p o r medita te.

htt p: / / ww w. of f i cel ov in .co m /wp- co ntent/u p l o a ds/2015/02 / g o o gl e -b u d a p e s t- of f i ce- 1.jpg

H t t p s : / / w w w. 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 a m a z i n g wo r k s p a c e s w i l l m a ke yo u e nvy I n s p i re s p e o p l e to g i ve t h e i r b e s t eve r y d a y

Th e p r o b l e m O nly ver y few p eo p l e have t he cha nce to wo rk t here

Th e S o l u t i o n

SOCIAL OFFICE

1995 A predecessor of coworking space,

2002 A community centre for entrepreneura

</> 1999 A space with flexible desks, established by a

2006 Citizen Space, one of the first official coworking spaces,

1ST HUB

2005 The first Hub was st up in London,

2007 The number of coworking spaces globally reached 75;

THE COWORKING JOURNEY 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.

2008

The Coworking Visa programme, catering to travelling workers, was founded in the US.

2009

2010

600 coworking spaces worldwide.

The first official coworking space Betahaus, now home to c. 200 entrepreneurs, was opened in Germany.

2011

2012

Open Coworking, an organisation promoting cooperation between coworking spaces around the world, was

The movement nearly doubled every year; large companies started experimenting with coworking spaces.

2013

2015

By the end of the year the number of coworking spaces globally was predicted to reach 7,800.

More than 100,000 people were estimated to be using coworking spaces worldwide.

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 n nova 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 o s p here fo r cre a t i ve t h i n k i ng a nd a c c e s s to new i d e a s , a p p roa che s , o r te chno logies.

Flexibility Co m p a n i e s a re b ei ng cha l l eng e d to s u p p o r t m o re m o b il e and fl exib l e fo rm s of wo rk i ng. There i s a l so g row i ng p re s s u re to b ring m o re fl exib ilit y to the re a l e s ta te p o r t fo l i o a nd cre a te g re a ter vo lu m e s of o n-d em and spa c e. Cowo rk i ng ca n hel p sa t i s fy t h i s g row ing d em and fo r a gilit y, f lui d i t y, a nd l i q u i d i t y of s p a ce, w h i l s t a l l owing c o m pani e s to experim ent in a ri ng - fenc e d envi ro n m ent w i t ho u t t he ne e d fo r o rg a n i sa t i o n- wi d e chang 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 f l ex i b i l i t y th ro u g h the re a l e s ta te p o r tfo l i o

5 6% of CRE l ea d ers rep o r te incre a se d d emand to s u p p o r t the 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 i l i t 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 i n 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 rov i 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 i ng. 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 d u c e t he o pera t ing exp en se of thei r re a l e s ta te p o r t fo l i o s . C o s t re d u c t i o n is not t yp i c ally t he p ri m a r y d ri ver of cowo rk ng ; never t h l e s s , it c an c re a te an o p po r t u nini t y fo r m o re ef f i ci ent u t i l i sa t i o n of s p a ce, help ing c o m pani e s to re d u c e co s ts w i thou t c o m p ro mi s i ng o n t he q u a l i t y of wo rk s pa c e. C owo rk ing hu b s c a n even a c t a s a revenu e g enera t i o n o p po r t u nit y. when a p p roa ched i n t he ri g ht wa y.

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

SOCIAL OFFICE

Building Malaysiaâ&#x20AC;&#x2122;s Coolest office by June 2017

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.

Photo by Google

Creating space within space

Performance Stage

Photo by Google

Private room Photo by Google

Unique meeting room

Phonebooth

Mini Library

Sleeping Pot

Music & Sound System

FAT PILE WIFI

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.

Of course, good music with the top of the class sound system will be on in air, non-stop.

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.

Fun, is one of our key community element, as to consistent with the work-life integration.

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.

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 game room, fuel with new trending games and tools from time to time.

Why take staircase? Slider is here for you

Game room

Turning the boring desk into your game table anytime

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.

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. 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.

Cereal Corner

High Quality Coffee

Local breakfast

Handmade Pastry

Hundred type of beverages

Photo by Google

HAPPINESS 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.

MASTER PLAN 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.

TARGET MEMBER MIX

SPECIFICALLY TARGET

THE 90â&#x20AC;&#x2122;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 t h ey LI KE an d D O N ’T will d e te r m in e th e n ex t 10 year s T REND, 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 e y' 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 be in th a t S ta r b u c k s ”

19 9 0 [ 27] 19 91 [ 2 6 ] 19 9 2 [ 2 5 ]

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

19 9 3 [ 24 ]

They rep resent the fa s tes t-growing wo rkfo rce

19 94 [ 2 3 ]

They Live in S oci al M edi a

19 9 5 [ 2 2 ] 19 9 6 [ 21 ] 19 97 [ 2 0 ] 19 9 8 [ 19 ] 19 9 9 [ 18 ]

They are o n Pre-U , Co ll eg e o r U niversit y 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 They also live in soci al medi a

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 90â&#x20AC;&#x2122;s,

MARKET SURVEY

THE 4TH INDUSTRIAL REVOLUTION

WO RK

PLAY

LIVE

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, 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.

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 C o-Wo rking spa ce, to retain tal ents , and save c o s t. 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 movement, KPM G, D ell , H SBC, M i cro soft, and the lis t g o on.

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

This number expected to be double for developed markets

SEA

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.

FINANCIAL FORECAST

KEY INDICATORS KEY INDICATORS S o c i a l S p a c e - Loc a ti o n S o c i a l S p a c e - Sq f t Avera g e S q f t / Loc a ti o n S qf t / M emb er S p a c e C a p a c i t y / M em ber Tu rna ro u nd Ra te Tota l S p a c e C a p a c i t y / M em ber Ta rg et O c c u p a nc y Ra te E xp e c te d M emb ers

2017

2018

2019

2020

2021

2022

15 0 , 0 0 0

300,000

450,000

600,000

900,000

1, 2 0 0 , 000

3 0 ,0 0 0

30,000

3 0 , 000

1,87 5

3,750

5,625

7, 5 0 0

11, 2 5 0

15 , 000

1.6 0

1. 6 0

3,000.00

6,000.00

9,000.00

12 , 0 0 0 . 0 0

18 , 0 0 0 . 0 0

24 , 0 0 0. 00

80%

2,400.00

4,800.00

7, 2 0 0 . 0 0

9,600.00

14 , 4 0 0 . 0 0

19 , 2 0 0. 00

KEY MATRICS KEY MATRICS

2017

2018

2019

2020

2021

S o c i al Sp a c e S et -U p C ost / S qf t

15 0 .0 0

15 0 . 0 0

S e c u r i t y De p os i t s / Re ntal Cost (M o nt h)

S e c u r i t y De p o s i t s / Sq ft

n t al a l Cos Co s t / Sq f t Re nt

U ti li t i e s Cos t / S q ft

2.50

2 . 50

Ma i n ta i n a nce , Cl e a ning and S e cu r i t y Se r v i c e C os t / Sqf t

1.0 0

1. 0 0

F & B Se r v i c e Co s t / S qf t

1.5 0

1. 5 0

Co r e T e am M a nag e me nt Co st / Sqft

3.00

3 . 00

1,10 0 . 0 0

1,10 0. 00

Me mb e r s hi p F e e s / Me mbe r / M on t h Memb e r D e p os i t ('M onth )

2022 15 0 . 0 0

INCOME STATEMENT INCOME STATEMENT ('000)

2017’F

2018’F

2019’F

2020’F

2021’F

2022’F

M emb ers h i p Fe e s

31,6 8 0 . 0 0

63,360.00

95,040.00

12 6 , 7 2 0 . 0 0

19 0 , 0 8 0 . 0 0

2 5 3 , 4 40. 00

TOTAL REVENUE

31, 6 8 0 . 0 0

63,360.00

95,040.00

12 6 , 7 2 0 . 0 0

19 0 , 0 8 0 . 0 0

2 5 3 , 4 40.00

Renta l C o s t

U ti l i t i e s C o s t

4,500.00

9,000.00

13 , 5 0 0 . 0 0

18 , 0 0 0 . 0 0

27, 0 0 0 . 0 0

3 6 , 0 00. 00

M a i nta i na nc e, C l e aning and S ec u ri t y S er v i c e C o s t

1,8 0 0 . 0 0

3,600.00

5,400.00

7, 2 0 0 . 0 0

10 , 8 0 0 . 0 0

14 , 4 00. 00

F & B S er v i c e C o s t

2,700.00

5,400.00

8 ,10 0 . 0 0

10 , 8 0 0 . 0 0

16 , 2 0 0 . 0 0

21, 6 00. 00

Co re Te a m M a na g em ent Co s t

5,400.00

10 , 8 0 0 . 0 0

16 , 2 0 0 . 0 0

21, 6 0 0 . 0 0

32,400.00

4 3 , 2 00. 00

17, 2 8 0 . 0 0

34,560.00

51, 8 4 0 . 0 0

6 9 ,12 0 . 0 0

10 3 , 6 8 0 . 0 0

13 8 , 2 40.00

5 4 .5 5 %

54.55%

5 4 . 5 5%

3,750.00

8 ,12 5 . 0 0

13 , 2 2 9 .17

19 ,18 4 . 0 3

2 9 , 8 81. 37

4 2 , 3 61. 59

13 , 5 3 0 . 0 0

26,435.00

3 8 , 610 . 8 3

4 9 , 9 3 5 . 97

73,798.63

9 5 , 878.41

Ta xa t i o n ( '24 % )

3 , 247. 2 0

6,344.40

9,266.60

11, 9 8 4 . 6 3

17, 711. 67

2 3 , 010. 82

NET INCOME

10 , 2 8 2 . 8 0

20,090.60

29,344.23

37, 9 51. 3 4

56,086.96

7 2 , 8 67.59

REVENUE

COST & EXPENSES

EBITDA % M a rg i n D ep re c i a t i o n

PROFIT BEFORE TAX

CASH FLOW STATEMENT CASH FLOW STATEMENT ('000)

2017’F

2018’F

2019’F

2020’F

2021’F

2022’F

10 , 2 8 2 . 8 0

20,090.60

29,344.23

37, 9 51. 3 4

56,086.96

7 2 , 8 67. 59

D ep re c i a t i o n

3,750.00

8 ,12 5 . 0 0

13 , 2 2 9 .17

19 ,18 4 . 0 3

2 9 , 8 81. 37

4 2 , 3 61. 59

Fu nd Ra i se d

14 0 , 0 0 0 . 0 0

98,000.00

200,000.00

200,250.00

305,000.00

1, 6 4 0 , 000. 00

3,750.00

8 ,12 5 . 0 0

13 , 2 2 9 .17

19 ,18 4 . 0 3

2 9 , 8 81. 37

22,500.00

45,000.00

4 5 , 0 00. 00

131, 5 3 2 . 8 0

99,965.60

211, 94 8 . 4 0

2 21, 6 5 6 . 2 0

326,784.30

1, 6 8 0 , 3 47.82

NE T I N CO M E Ad d:

Le s s : Renova t i o n o n Ex i s t i ng S pa c e N ew S p a c e S et -U p Co s t

NE T CAS H FLOW

BALANCE SHEET BALANCE SHEET ('000)

2017’F

2018’F

2019’F

2020’F

2021’F

2022’F

N et PP& E

18 , 7 5 0 . 0 0

3 6 , 87 5 . 0 0

5 4 , 27 0 . 8 3

7 0 , 815 . 97

10 5 ,118 . 6 3

137, 6 3 8. 41

Ca s h

131, 5 3 2 . 8 0

2 31, 4 9 8 . 4 0

443,446.80

6 6 5 ,10 3 . 0 0

9 91, 8 87. 3 0

2 , 67 2 , 2 35.12

7,9 2 0 . 0 0

15 , 8 4 0 . 0 0

2 3 , 76 0 . 0 0

31, 6 8 0 . 0 0

47, 5 2 0 . 0 0

6 3 , 3 6 0. 00

15 8 , 2 0 2 . 8 0

2 8 4 , 213 . 4 0

5 21, 477. 6 3

767, 5 9 8 . 97

1,14 4 , 5 2 5 . 9 3

2 , 87 3 , 2 33.52

M emb er S e c u ri t y D epo sit

7,9 2 0 . 0 0

15 , 8 4 0 . 0 0

2 3 , 76 0 . 0 0

31, 6 8 0 . 0 0

47, 5 2 0 . 0 0

6 3 , 3 6 0. 00

TOTA L L I A B I L I T I E S

7, 9 2 0 . 0 0

15 , 8 4 0 . 0 0

2 3 , 76 0 . 0 0

31, 6 8 0 . 0 0

47, 5 2 0 . 0 0

6 3 , 3 60.00

15 0 ,2 8 2 . 8 0

2 6 8 , 37 3 . 4 0

4 97, 717. 6 3

7 3 5 , 918 . 97

1, 0 97, 0 0 5 . 9 3

2 , 8 0 9 , 873. 52

15 8 , 2 0 2 . 8 0

2 8 4 , 213 . 4 0

5 21, 477. 6 3

767, 5 9 8 . 97

1,14 4 , 5 2 5 . 9 3

2 , 87 3 , 2 33.52

AS S E TS

M emb er S e c u ri t y D epo sit

TOTA L AS S E TS

Eq u i t y

TOTA L L I A B I L I T I E S & E Q U I T Y

YEAR ROUNDS YEAR ROUNDS

2017 Angel

2017 Angel II

2018 Series A

2019 Series B

2020 Series C

2021 Series D

2022 IPO

Va l u a t i o n ( '0 0 0 )

235,000

4 8 0 ,0 0 0

980,000

2,000,000

4,005,000

6 ,10 0 , 0 0 0

8 , 2 0 0 , 000

15%

10 %

20%

35,250

72,000

98,000

200,000

200,250

305,000

1, 6 4 0, 000

300

3,000

2,500

5,000

10 , 0 0 0

20,000

2 0 , 000

783.33

16 0 .0 0

392.00

400.00

400.50

305.00

410 . 00

Dilu t i o n %

Fu nd Ra i se d ( '0 0 0 )

N o. S oc i a l S p a c e

M em b er

Va l u a t i o n / M emb er