2. Project Opportunities: Pan-Caribbean Region
Orlando, FL
Bahamas
Turks & Caicos
St. Croix
Antigua
Mayan Riviera
St. Lucia
Curaçao
Aruba
Bonaire
Costa Rica
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3. Caribbean Development Partners – Corporate Overview
Caribbean Development Partners, LLC (CDP) is a real estate development company which is focused on the resort
sector in the Pan-Caribbean region. We are seeking well-capitalized investment partners to form joint venture or
strategic partnership to fund the acquisition & development of one or more resort projects offering limited risk
with the potential of significant financial returns over a five year period.
CDP was formed by (5) highly experienced professionals from diverse sectors of the real estate industry including
global resort development, Caribbean economic development, commercial brokerage and architectural planning.
Our managing partner, has had a distinguished 30 year career as a Institutional Fund Manager for Fixed Income
and Real Estate. This unique collaboration of creative thinkers, real estate professionals & highly-respected
business executives have collectively envisioned, planned, constructed and operated multi–billion dollar real
estate assets for large public Companies and institutional pension funds.
During the past 3 years, members of the CDP management team have traveled throughout the Pan Caribbean
region to evaluate various resort project opportunities, undertake in depth research, perform economic analysis
and establish a extensive network of influential relationships with key government officials, tourism officials and
business leaders.
CDP has already identified a number of fully-approved resort projects which have been made available to our
team through our collective network throughout the region. In light of the current credit markets in the US, we
have been offered premier land assets which can be acquired at prices well below appraised value, with the
potential to produce extremely attractive yields.
CDP has long term relationships with global entertainment, lodging and retail brands and seek to engage in new
resort developments in the Pan Caribbean region. The scope & range of CDP partner’s project development
experience includes large scale resorts in Europe, Asia, Los Angeles and the $4 billion (USD) 800 acre Universal
Studios in Orlando, Florida.
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4. Strategy - Development of World-Class Properties
Initial focus on the Southern
Caribbean and Orlando
Identify significant value-added
development opportunities
Analyze feasibility of an integrated,
world class development including
master planning
Identify capital investor(s) and
appropriate resources
Provide on-the-ground expertise
(entitlements, acquisition strategy,
permitting, infrastructure support,
project due diligence, etc.)
Develop a sustainable source of
capital
Build a pan-Caribbean investment
portfolio through careful execution of
CDP strategy
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5. The Mission
To identify properties with significant value-added opportunities realized through
creative, cost-effective integrated development
To work, in a comprehensive fashion, with landowners, governments, and other
local parties to analyze projects and provide pre-development planning,
positioning, and packaging
To attract sufficient capital and other resources necessary to “execute”
To aggregate investment opportunities across the region into an investment
portfolio that diversifies the risk while providing for significant long-term capital
appreciation
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6. Caribbean Tourism – Market Strengths
Proximity to most major North & South
American population centers positions
the Caribbean between markets.
Expanding European Travel Market
with low cost fares from UK, Ireland
Holland & Spain via Ryan Air, Virgin
Reliable and Affordable Airlift from
international and U.S. hubs expands
Demographics of Tourists from North
America, Europe & South America drive
Year round visitation
Exotic setting, Natural Beauty, sunshine
with Tropical Climate with consistent
weather throughout the year
Regionally diversified cultures, people,
music, cuisine & products provides
unique experiences established resort
destinations
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7. Caribbean Tourism – Economics
$40B economic activity (2004 total
demand)
814,550 direct jobs (5.2%)
$8.7B direct contribution to GDP
(4.5%)
Orlando has a $29.82B
Hospitality/Tourism Sector (2006)
Adventure travel is a $200B industry in
the US
Hotel occupancy has passed 85% on
the islands of Curacao, Bonaire, and
St. Lucia
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8. Economic Outlook – Strong Growth in Resort Travel
The Era of Global Baby Boom Travel is
beginning to unfold:
78,000,000 adults about to turn 60 years of
age
These Boomers have a robust sense of
wanderlust, fueled by good health and more
discretionary income
Between 2003 and 2004 alone, leisure
travel among Boomers increased by 25%
(AARP, 2005 Travel & Adventure Report)
from AARP 2005 Travel & Adventure Report
Page 7 of 30
9. Economic Trends
U.S. $102B of economic activity by U.S. tourism spending projections in the
Caribbean (in $U.S. billions)
2016 ($51.3B in 2006)
2016 102
4.8% growth in total demand in for
2007 51.3
tourism For Caribbean Region
0 20 40 60 80 100 120
3.9% annual growth forecast 2007-
2016 (KPMG)
Investment Capital is seeking quality
Resort Investment Opportunities in
the region as other markets are over
priced and over developed
Strength of foreign currencies are
attracting foreign investment to the
Pan-Caribbean region at increasing
rate
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10. Regional Trends
The Caribbean is a diverse, fragmented,
and geographically large region with
different cultures, languages, and
political sovereignty
There are few high quality, integrated
resort-type developments
There is a lack of comprehensive pan-
Caribbean development with the intent
of establishing a geographically diverse
investment portfolio
The Baby Boomer population and Y
generation are seeking lifestyle
experiences that are offered by select
destinations within the region
There are still extremely attractive sites
available for development located in
desirable settings with stable settings
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11. Identifying Opportunities
Properties are in the hands of land-
owners without access to adequate
capital or expertise necessary to
develop
Existing resorts have been mismanaged
or poorly developed by non-professional
developers
Proper utilization and development of
the resorts has been the victim of weak
economic cycles
Many resorts have been encumbered by
government policy but CDP has made
established influential relationships with
government leaders, tourist officials and
utility/infrastructure executives
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12. A Need for Hotels in the Caribbean
“Hotel performance in the Caribbean has improved steadily since the rebound in 2003
from the downturn of 2001 – a year earlier than most markets. The growth is
expected to continue over the medium term, with travel and tourism expected to rise
by 3.9% per annum between 2007 and 2016 (according to the World Travel & Tourism
Commission).”
“The Caribbean has made progress in terms of regional stability and infrastructure,
which has created an attractive destination for investment. Furthermore, the
proliferation of renovations and the development of upper tier properties will continue
to enhance the overall perception of the region, increase all-important airlift and
boost average market rates.” – Source: Hotel Investment Outlook: Jones Lang LaSalle
Hotels, 2007
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13. Timeshare and Vacation Club
Timeshare sales will continue to grow:
Preferred International Locations to
27% of timeshare buyers are looking to Which Interval International Members
buy in the Caribbean (Interval Plan to T ravel, 2007-2008
International, Market Profile 2006) 70 66.5
60
Equal numbers of American and European
investors are interested in purchasing 50
44.4
vacation time during the next two years as
those who currently own vacation time 40
%
30
24.8
Escalating cost of resort real estate makes 20.4
both timeshares and longer fractional 20
ownership interests look more attractive 10.2 9.9
10
0
Two-thirds of Interval International’s
Caribbean
Mexico
Canada
Europe
Americas
Asia
clients cite the Caribbean as their
preferred international location (2006 U.S.
Membership Profile)
Page 12 of 30
14. Project Types: Hotel, Casino Redevelopment
Existing Hotel, Casino Acquisition,
Redevelopment & Expansion w/
Timeshare development
Redevelopment and repositioning of
large underperforming properties
with potential to become fully
integrated resorts
Page 13 of 30
15. Project Types: Integrated Resort Developments
World class destination resorts Integrated resort destinations drive
integrate complimentary products repeat visitation and sustainable
with “signature place making” market growth via a strategic product
experiences where the whole is mix of lodging, residential and
greater than the sum of it’s parts fractional components with first class
amenities
Page 14 of 30
17. Project Types: Greenfield Resort Developments
Greenfield development opportunities
offering a signature development
model that reinforces the brand of
CDP to the investment community
and delivers a unique, memorable
experience for the tourist and
individual buyer
CDP has identified land owners who
are in need of capital and real estate
development expertise to convert
these underutilized assets to world-
class resorts with a project range of
$300M - $1B
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18. Project Types: Eco & Cultural Tourism
Ecotourism is a nature based form of
specialty travel defined by The
International Ecotourism Society (TIES) as
“responsible travel to natural areas which
conserves the environment and sustains
the well-being of local people.”
The World Resources Institute (1990)
found that while tourism travel overall has
been growing at an annual rate of 4%,
nature travel is increasing at an annual
rate between 10% and 30% (Reingold,
1993).
The Caribbean region offers exceptional
diversity of land & sea based ecological
nature parks, which attract incremental
new & repeat visitation.
CDP partners are actively involved in
planning $300M-$1B resort developments
in Costa Rica focused on Eco Tourism.
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19. Project Types: Marina-Oriented Projects
Mega yacht (100+ length) industry is
multi-billion dollar sector of the marina
industry
Mega yacht production exceeds
available marina facilities in the
Caribbean (Most current mega marinas
are fully occupied & located in
‘Hurricane Belt’
The islands of Curacao, Bonaire &
Aruba are south of the ‘Hurricane Belt’
and are considered the safest berths
for mega yachts in the Caribbean
Mega yacht owners & cruise ships drive
significant demand for lodging, retail,
and residential development
CDP has identified prime waterfront
sites for world-class mega yacht
facilities for development
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20. Project Types: Residential/Hotel Golf Resorts
Strategic alliances with the global
leader in golf course development &
management will deliver world-class
golf destinations.
This would also provide opportunities
for an international client base as
well as including the PGA tour
programs.
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21. Resort Site Selection Expertise
Industry trends indicate that the
Bahamas, Turks and Caicos, Aruba,
Bonaire, Curacao, have the most
potential for growth.
CDP’s extensive travel and research to
the Caribbean region has created an
ongoing source of resort projects
opportunities
Page 20 of 30
22. Two-Tier Business Model
Capital Sustainable
Funding Capital
Partners
Pan-Caribbean Development
Strategy and Portfolio
Carefully Selected Projects
Creative Integrated Developments
Professional Management
Strategic
Stake holders
Partners
Page 21 of 30
23. Business Model
Build a balanced Pan-
Caribbean Investment
Caribbean Development
Portfolio of complementary
integrated resort destinations Partners
that differentiate themselves
in their respective markets
Phase I Phase II
Project A Projects B, C, D, etc.
Locations should leverage
CDP’s strategic economic (Curaçao & Orlando) (select Caribbean sites)
development relationships and
specific location investment
benefits
Phase I Phase II
Gov’t Gov’t
Design Design
Approvals Approvals
Team Team
Sustain
Landowner Seed Capital Landowner able
CDP CDP Capital
Hotel Flag Hotel Flag
Contractor Contractor
Project Project
Financing Financing
Page 22 of 30
24. A Multifaceted Development Team
Mark Towery Robert Ward Hugh Magee John Somers Thomas Degnan
Page 23 of 30
25. A Multifaceted Development Team
Strategic Planning
Local Market Knowledge
Brand Alliances
Site/Property Selection
Project Development
Feasibility Analysis
& Implementation
Mark Towery
Robert Ward Enterprise Management
Financial Expertise
Capital Development
Administration
Portfolio Management
John Somers
Acquisition Strategy Project Design
& Negotiation & Management
Valuation Market Research
Property Management Site/Property Selection
Tom Degnan
Hugh Magee
Page 24 of 30
26. Robert Ward
Strategic Planning and Brand Alliances
Creative Visioning and Master Planning
High Level Concept Design
Building the Creative Team
Added value Brand Alliances
Managing the Development and Implementation process
25 years experience as a Senior Executive with Universal
Studios Parks and Resorts, Head of Universal’s Planning
and Development Team with extensive international
experience. Member of Imagineering team at Disney
Page 25 of 30
27. Mark Towery
Economic Development Expertise
and Local Market Knowledge
Site/Property Selection
Managing local Resources
Consultants, Lawyers, Accountants
Government Relations
Zoning, Building Permits, Regulatory,
Infrastructure
Feasibility Analysis
24 years experience as Managing Director with
International Strategic Consulting Firm, extensive
international experience in Economic Development,
Government Relations, and Strategic Analysis.
Significant experience on several Caribbean islands
Page 26 of 30
28. Hugh Magee
Real Estate Expertise
Valuation
Acquisition Strategy and Negotiations
Property Management
35 Years Experience
Site Selection and Marketing Development
New and Redevelopment Property Expertise
Environmentally-Sensitive Project Management
Page 27 of 30
29. Tom Degnan
Project Design and Management
Directing/Contributing to the Product/Facility Design Effort
Project Management of the Implementation Process
Principal of an Architectural Firm with extensive Top Tier
Residential Market Experience
Marina, Lodging and Residential Conceptual Development
Experience (Costa Rica…)
Market Research
Tracking Market Trends & Project marketing focus
Identifying and Investigating Unique Opportunities
Evaluating Competitive Products
Page 28 of 30
30. John Somers
Enterprise Management
Administration
Accessing Capital Markets
Project Finance
Portfolio Management
Greater Pan-Caribbean portfolio oversight
34 years Investment portfolio experience
• Institutional Fund Management for Fixed Income
and Real Estate
VP Development, Prudential
SVP Commercial Mortgages and Real Estate, TIAA
EVP, Head of Fixed-Income and Real Estate, TIAA
Page 29 of 30
31. CDP Representation
Legal (U.S. & International) Accounting
Goodwin Proctor LLP PricewaterhouseCoopers
Counselors at Law Julianaplein 38
599 Lexington Ave PO Box 360
New York, NY 10022 Willemstad
T: 212.813.8800 Curaçao, Netherlands Antilles
F: 212.355.3333 T: +599 (9) 430 0000
F: +599 (9) 465 5152
Christopher B. Price
Ivan de Windt RA
212.813.8951
cbprice@goodwinproctor.com ivan.de.windt@an.pwc.com
Tax Consultant (Caribbean)
Gregory Elias, Managing Director
Intertrust (Curaçao) NV
Landhuis Joonchi
Curacao, Netherlands Antilles
T: +599 (9) 736 6277
F: +599 (9) 736 6161
Page 30 of 30
32. Caribbean Development Partners, LLC
514 Lakeview Street, Orlando, Fl. 32804
For more information on marketing, please contact:
Thomas Degnan
Partner
NJ: 732-974-8600
NY: 212-691-6085
CELL: 732-539-8173
