The Black Hotel Group, LLC. A new hotel brand. A new business model. Luxury and Mobility.

1. H O T E L * S O C I A L
B L A C K
T H E
A new hotel brand.
A new business model.
Target segment: modern mobile citizens.

2. What we are: A luxury boutique hotel, geared to mobile citizens,
with social and co-work areas. Stay. Work. Play.
Who we are: Our team are innovators. Operators. Branders.
Designers. Experience springs from our collective work with Kimpton
Hotels, W Hotels, Four Seasons Hotels, Mirage Resorts, Costco,
Chanel, Pottery Barn, BDDW.
How we are: Determined, ensuring today is successful. Relentless,
always asking how we can better. Hands-on, we take ROI personally.
“Innovation distinguishes between a leader and a follower.” Steve Jobs.
“Don’t be like the rest of them.” Coco Chanel.
Where we are: Our team and our first flagship hotel are in Fort
Lauderdale. The city is excited and is quickly clearing a path for us.

3. WHY? PT-1:
Today, we see opportunity. There does not
now exist a luxury hotel chain which is value-
driven and geared to tech-loving travelers …
while at the same time merging communal
work spaces and the modern social club
vibe.
Hotel brands, big and small, are often “late
to the party.” This is true at the moment.
Today, hotels brag about free wifi, cable TV,
half-ounce bath amenities, and in-room
coffeemakers. Aren’t these givens?
We were scratching our heads … is it 2007?
And then we got excited. Time to roll out
something new.

4. WHY? PT-2:
This was easy. What luxury means to us:
• Pre-checkin on smart devices.
• An amazing bed and linens.
• A big-ass TV, movies, games, & porn included.
• A shower that will leave us guilt-ridden for having
stayed in so long.
• Voice-command lights, music, window coverings,
and thermostat.
• A free mini-bar. No $7 bottles of water.
• Unscripted staff that is watching out for us.
Someone to tell us when we forgot the other
earring, our skirt tag is showing, our zipper’s down,
or we have food in our teeth.
• No hidden fees. No “resort” fee.
• Stewards who are our single point of contact. Front
desk? Barista? Concierge? Mixologist? Houseman?
We want to just call our steward.
• Snacks. All day long.
• Top shelf drinks, on the house.
• Coffee. Great coffee. Any way we want it. No need
to find a Starbucks.

5. CLIENT. PT-1:
MOBILE CITIZEN
The “mobile citizen” is defined by psychographics,
not demographics. Simple, these are travelers
using - if not relying on - mobile devices to plan
and enhance travel and logistics.
Our client looks for experiences tailored to their
needs and wants. They want to decide what is or is
not important to them. Control. Convenience.
Value. Personalized service, a fast kiosk, or online
checkin? Custom checkin/checkout times? A
length of stay of only 4 or 8 hours? We want to
put these decisions into the guests’ hands.
They want good value and 4-5 star stay.
They range all ages, backgrounds, cultures, and
work disciplines. Suits or jeans. PCs or Macs. It’s
their modern spirit that brings them together.

6. CLIENT. PT-2:
SOCIAL
Remote work - telecommuters, tech nomads,
satellite offices - can get lonely. It’s a reason
why a new generation of social clubs are
popping up.
Unlike predecessors, we’re not about who you
know or your bank account balance. Our goal is
to bring people together. A place to escape. To
grab a light lunch with friends. To meet up after
work. To rendezvous for an evening on the
town.
Membership is limited, but not expensive. We
want lively and fun, not elbow banging.
For locals, it’s about crossing paths with friends.
For hotel guests, it’s about creating a
welcoming, intimate, social scene.

7. Conceptual:Exterior & Entry.
Strong, modern, quietly dramatic. Creating human scale at 200 Broward.

8. Exterior alcoves.

9. THE CLUB LIVING ROOM.

10. THE GUEST ROOM.

11. ( I n k . )
T H E B L A C K

12. T H E B L A C K
( i n k )
.
VERSATILE & LOW BARRIER TO ENTRY.
Building a 4-5 star hotel in a bustling downtown is a daunting task, even
for top-tier luxury brands. Beyond financial constraints, the hurdles one
faces - land acquisition, zoning, planning, etc. - are significant and time-
consuming.
The Black business model calls for the repurposing of existing Class A
commercial office space for its hotels. No land to buy, no ground up
construction. Key: no lease is signed until the city is on board.
The Black build-out: repartition floors, plumb, and install HVAC for guest
rooms. The Black doesn’t believe in renovation for renovation’s sake.
Following the highly successful method developed in conjunction with
Kimpton Hotels, public spaces will be light remodels.
From lease signing, The Black can be up and running in 6 months.
Q: why invest in The Black?
A: The Black Hotel Business Model.

13. T H E B L A C K
( i n k )
.
DISRUPTIVE.
The hotel industry is years behind major trends in consumer markets.
We’re in the age of Digital Personalization, and consumers - those Mobile
Citizens - want control, value, and choice, such as they find with AirBNB
and Uber. The Black model gives its guests more convenience and control.
Easy booking across mobile devices. Low room pricing and flexible
checkin/checkout. State of the art technology which allows a guest to
check in with their smart phone as easily as they pull up a boarding pass.
Smart rooms - very smart rooms - with voice command for lights, TV,
music.
More flexible, more luxurious, and more accommodating than AirBNB and
other hotel brands, The Black’s $200 rate (Fort Lauderdale) provides
exactly kind of the value and experience today’s guests are looking for.
Q: why invest in The Black?
A: The Black Hotel Business Model.

14. T H E B L A C K
( i n k )
.
SMART & LEAN OPERATION.
Due to the our hotels’ smaller-than-average key count and physical
footprint, The Black carries significantly lower overhead and is cost
effective to operate. We can deliver 3-star pricing with 5-star experiences.
NIMBLE.
And if The Black is packed every night? Call the landlord and sign up for
more space, just like WeWork. Given occupancy and fast turn-over rates,
space will typically be made available in short order. The Black can shrink
or expand as demand dictates. No wasted space.
Q: why invest in The Black?
A: The Black Hotel Business Model.

15. T H E B L A C K
( i n k )
.
A UNIQUE EXPERIENCE.
The Black Social Club is an amenity that our guests will not be offered at
other accommodations. “Living like a local” is AirBNB’s big driver, and our
public space will provide the ability to work and/or play with the locals.
With the vibe and the intimacy of a private club, and with the personalized
service, great food, and amenities, of a luxury hotel, The Black marries co-
working, hotel, and social club into one cohesive experience.
Q: why invest in The Black?
A: The Black Hotel Business Model.

16. T H E B L A C K
( i n k )
.
PROFITABILITY.
Unlike a hotel that has a mortgage, electric bills, maintenance personnel,
large staff, engineers, etc., The Black has a low operating overhead. We
pay one fixed price to the Landlord for all the above. Our job is taking
care of the interior, and that means attention to our guests and not the
broken elevator.
At 50% occupancy? THE BLACK IS PROFITABLE.
ROI.
• Plan and expectation of average annual ROI of 12.6% plus increase in
share value.
• 70% of all net profits go to repayment of investment.
• 50% in equity of The Black Fort Lauderdale.
• 10% of every Future Black Hotel without further investment.
Q: why invest in The Black?
A: The Black Hotel Business Model.

17. H O T E L * S O C I A L
M E M B E R S & G U E S T S
T H E B L A C K