New Urban International proposes a

public/private venture with the City of Miami

to convert the Olympia Tower into a
profitable boutique hotel whereby over 50%
of net revenues will be distributed directly
into local charity organizations.
. ~ew: ~roan International, LL~i:r\.i)
nUl v\D'v W. N tJ I N]I Ii. @ 0 M ~
TABLE OF CONTENT
 PROJECT SUMMARY
The Olympia Tower and Theatre is an
iconic piece of Miami history that
stretches nearly a century. The
property was built in 1926 and consists
of 80 residential units, 3,800 SF ground
floor retail, and a 1,500 seat theatre.

New Urban International plans include

a full renovation of the theatre and a
repositioning of the residential tower
into an upper mid-scale boutique Address: 174 E Flagler Street
hotel. NUl will upgrade rooms, Miami, FL
corridors, lobby, life safety systems,
and the ground floor retail within 12 Lot Size: 21,477 Sq. Ft.
months of acquisition. We aim to
create a business model whereby the Zoning: T6-80-0
majority of net profits are contributed
to local non-profit organizations that
Year Built: 1926
create lasting measurable impact.

Renovations for the conversion are Tower Area: 74,582 Sq. Ft.
estimated at $6 million and will be
raised by the New Urban Initiative Theatre 13,598 Sq. Ft.
through donations, grants, and other Area:
financial vehicles. The Initiative is a
non-profit that specializes in raised Total Hotel 80
capital for real estate cash flowing Suites:
assets.
Average Unit 385 Sq. Ft.
Size:
New Urban International will asset
manage the operations as well as Total Theatre 1,500
project manage the much needed Seats:
exterior renovations. Estimated costs
Total Event 5,500 Sq. Ft.
for that are $15 million and will be
Space:
funded through the sale of TOR and
TOO rights attached to the Olympia Total Retail 3,800 Sq. Ft.
Theatre and Tower. Space:
 PROJECT OVERVIEW
HOTEL OVERVIEW
The New Urban Initiative will raise the required capital to convert the
residential units into a lifestyle boutique hotel with an industrial urban feel and
modern technologies. The tower will undergo $6 million in rooms, corridors,
and lobby renovations. The current floor plans are well suited for hospitality
and will require little to no demolition. The room mix will consist primarily of
suite, king, double, and shared rooms with one floor dedicated to shared
accommodations. The ground floor will have a small lobby with easy access
to new food and beverage outlets to include a cafe and bakery. New Urban
International will asset manage the project through it's entirety.

SOCIAL ENTERPRISE OVERVIEW

Our triple bottom line approach will include new job creation, local non-profit
support, and an increase in city revenues. New operations will create 15 full-
time jobs and 5 part-time jobs with a goal of 40% or more of employee from
within city limits. We will also commit an additional two percent (2%) of gross
revenue to a historic preservation trust and three percent (3%) to a
community fund focused on the City of Miami.

Lastly, over 50% of annual operating profits will be dispersed local non-profit
organizations through NUl's parent company the New Urban Initiative.
Charitable proceeds will go to supporting local organizations who focus on
housing, hunger, special needs, and education.

TRANSFERABLE DWELLING RIGHTS OVERVIEW

Transferable Dwelling Rights or TOR's are a vehicle that enables a historic
property owner to transfer its unused development capacity to another
property owner who then is allowed to add "bonus" height or intensity to its
property. By creating a monetary value for the unused capacity, that would
otherwise be lost when the owner maintains the historic building, the City
hopes to save pieces of its history. Sale of these rights will be managed by NUl
for a reasonable fee.
Current Zoning: T6-80-0 (l,OOOdu/acre)
Total Acres: 21,477 (0.493 Acres)
Total Allowed: 493
Current Unit Count: 80
Net Unit Count: 413 000006
Estimated Market Value: $10,325,000 ($25,000jUnit)
J E C Tt 0 CAT ION
 &
;,~

aOMAETATIVE SET
f '·'.,vhy"""':c', '/N-;;'~' :~

't,
Olympia Hc§te/
:$~K@'¥:l:"~?~I0"~'>-W1~~¥i.'ffi':,j,mg'{fJ;,,~:,~iJ::<:'<m>'r"""""~~~&,: NA 2019
Holi,day Inn"
72/128 2012
':(ve Hot~1
83/128 2013
Langford Hotel
COljrfyard , 42Q~OO8 2016
43/128 2016
 REPOSITIONING HIGHLIGHTS

Convert to Upper
Midscale Hotel

. ~ FullY: renovate .011

rooms, corridors, and
lobby with a chic
industrial desig8j :>

;··;:.,i{:..:; i.
coffee"ghdp'cisfry .,
cafe

Maintain current.
footprint

All studios with

kitchenettes

Three ADA rooms

'H ... ,

IndependE?nt
 DESIGN HIGHLIGHTS

Modern industrial
design

Design elements
include reclaimed
wood, cast iron, and
live walls

Durable yet modern

case goods

)'"Irspi~ational art

LEED"CerfiJied,:

Erlcergy efficient
systems

SMART Systems

..~ Latest Technology

 OPPORTUNITY HIGHLIGHTS

Limited competition

High barrier to entry

Large target audience

Numerous demand
drivers

Significant upside
potential

Leasehold interest of99 ~

years

High margin business

platform

IMMEDIATE Cash flow

i' .: :<.~.~»

." Reposition .time;;,:ofl2;;;

months

~ Local~ and federal tax

.'cr~dits available

Prime corner location

Great visibility
 LEASE TERMS
NUl and the Initiative will convert the 10-story apartment building into a for-
profit independent boutique hotel and execute a long term land lease with
the City of Miami. The partnership will spend upwards of $6 million on energy
efficient system upgrades along with rooms, corridors, and lobby renovations.
In exchange for capital improvements and project management, NUl is
asking for a three year rent abatement on a 99 year lease.

The partnership will also project manage the full restoration and repair of the
Gusman Theatre and exterior. With an estimated $15 million in repairs, $3
million has already been provided and the remaining balance will come
from the sale of excess TOO and TOR rights attached to the property. NUl will
manage the sale of unit and will be compensated a reasonable fee.

NUl will also implement a new business strategy and third-party management
for theatre operations Management will coordinate with hotel sales &
marketing staff for smaller daytime events along with local non-profit
organizations and education institutions in order to maximize revenues.

Term: 49 years
Extensions: 5 (10year)
Base Rent: $80,000 ($l,OOO/Unit)
Rate Increases: Rate increase to begin in Year 6 based on Consumer
price index not to exceed 3% annually.
Rent Abatement: Three years
Historic Upon stabilization, 2% of gross revenue will be held in an
Preservation Fund: interest-bea ri ng account for restoration projects
throughout the City of Miami.
Community Fund: Upon stabilization, 3% of gross revenue held in trust and
distributed to local non-profit organizations within the
City of Miami.
Employment: NUl will employ 40% of it's employees from within city
limits paid above minimum wage with benefits. An
estimated 15 full-time and 5 part-time positions will be
created.
Parking & Theatre The City will donate 65 nearby parking spaces to hotel
Deficits: operations for the cost of $l/space/month. Parking
proceeds will go to cover any fiscal deficits from the
Theatre while any remaining funds will~rsed back
to the city parking authority.
 STRUCTURE OVERVIEW

Fee Simple

Equity Source
Non-Profit

OLYMPIA HOTEL, LLC

~---t Leasehold Interest
For-Profit

Asset Manager
For-Profit

MANAGEMENT DEVELOPMENT

iDEKO
PRODUCTIONS

SONDER D
I\EG PRESHNTS

REVENUE DISBURSEMENT

Camillus
House SE
SOUTH FLORIDA for
AND VISUALU IMfAnt.!1!)

Big Brothers
RONALD MCDONALD
Big Sisters®
___ ~HOUSE CHARITIES" OF MiAMJ
 PROJECT COSTS

cquisition Costs % Total ~ Amount

1.8% $100,000
0.9% 50,370
uisition Fee 0.0% 0
otal Acquisition Costs 2.7% $150,370

Project Costs
uestrooms / Guestrooms Floors 18.9% $1,036,889 $12,961
4.8% 265,000
onference Facility 0.0% 0
uilding Systems 17.0% 932,000
uilding Envelope &
7.2% 395,000
dministration & Other 40.9% 2,243J45
ther - Outside of Renovation 0.0% 0
88.8% $4,872,634

I Costs before Financin 91.6%

oan Origination Costs 1.9% $102,942

nterest Reserve 6.6% 359A52
otal Financing Costs 8.4% $462,394

I Costs 100.0%
 HOT E L OPERATIONS

Olympia Hotel
2019 2020 2021
Var Var Var
Occupancy 50.0% -16.67% 75.0% 50.00% 82.0% 9.33%
Average Daily Rate $140.00 47.37% $151.20 8.00% $157.25 4.00%
RevPAR $70.00 22.81% $113.40 62.00% $128.94 13.71%
t
REVENUES % $ PAR $ PORi % $ PAR $ POR % $ PAR $pm
Rooms $2,049,600 84.0% $25,620 $140.00: $3,311,280 85.9% $41,391 $151.2C $3,765,146 79.7% $47,064 $157.25
Food & Beverage 0 0.0% 0 0.00; 0 0.0% 0 O.OC 359,160 7.6% 4.490 15.0C
Telecommunications 2,196 0.1% 27 0.15 3,393 0.1% 42 0.15: 3,821 0.1% 48 0.16
Parking / Transportation 128,100 5.2% 1,601 8.75 197,374 5.1% 2,467 9.01; 222,269 4.7% 2,778 9.2E
Retail Leases 120,000 4.9% 1,500 8.20 123,600 3.2% 1,545 5.64; 127,308 2.7% 1,591 5.3s
:
Other $65,880 2.7% 824 4.50 1 101,507 2.6% 1,269 4.64 114,310 2.4% 1,429 4.77
Event Space 75,000 3.1% 938 5.12' 115,875 3.0% 1,448 5.29\ 130,491 2.8% 1,631 5.45
Total Revenue $2,440,776 100.0% $30,510 $166.72, $3,853,028 100.0% $48,163 $175.94 $4,722,505 100.0% $59,031 $197.2

DEPARTMENTAL EXPENSES
Rooms 468,480 22.9% $5,856 $32.00: $721,824 21.8% $9,023 $32.96' $812,870 21.6% $10,161 $33.95
Food & Beverage 0 0.0% 0 0.00 0 0.0% 0 0.00 0 0.0% 0 0.00
Telecommunications 29,280 1333.3% 366 2.00 45,114 1329.7% 564 2.0c 50,804 1329.7% 635 2.12
Parking / Transportation 128,100 100.0% 1,601 8.75 197,374 100.0% 2,467 9.01 222,269 100.0% 2,778 9.28
Retail Leases 12,000 10.0% 150 0.82 12,360 10.0% 155 0.56 . 12,731 10.0% 159 0.53
Other 23,058 35.0% 288 1.58! 33,497 33.0% 419 1.53: 40,008 35.0% 500 1.67
:
Event Space 48,750 65.0% 609 3.33 75,319 65.0% 941 3.4 84,819 65.0% 1,060 3.54
Total Departmental Expenses $709,668 29.1% $8,871 $48.4 $1,085,488 28.2% $13,569 $49.51 $1,223,502 25.9% $15,294 $51.1C

GROSS OPERATING INCOME $1,731,108 70.9% $21,639 $118.2t $2,767,540 71.8% $34,594 $126.3/ : $3,499,003 74.1% $43,738 $146.1

UNDISTRIBUTED OPERATING EXPENSES

Administrative & General $366,116 15.0% $4,576 $25.01 $346,773 9.0% $4,335 $15.83: $425,025 9.0% $5,313 $17.75
Credit Ca'rd Commissions 56,138 2.3% 702 3.83 88,620 2.3% 1.108 4.05: 108,618 2.3% 1,358 4.54
Management & Branding Fees 292,893 12.0% 3,661 20.01' 462,363 12.0% 5,780 21.11 566,701 12.0% 7,084 23.67
Sales & Marketing 97,631 4.0% 1,220 6.67 154,121 4.0% 1,927 7.04 236,125 5.0% 2,952 9.86
Utility Cost 109,800 4.5% 1,373 7.50 169,178 4.4% 2,115 7.7~ : 190,516 4.0% 2,381 7.96
Repairs & Maintenance 124,440 5.1% 1,556 8.50; 191.735 5.0% 2,397 8.761 215,919 4.6% 2,699 9.02
Total Undistributed Operating Expenses $1.047,018 42.9% $13,088 $71.52 $1,412,789 36.7% $1~,660 $64.51. $1,742,904 36.9% $21,786 $72.79

GROSS OPERATING PROFIT $684,090 28.0% $8,551 $46.73 $1,354,752 35.2% $16,934 $61.86 $1,756,099 37.2% $21,951 $73.34

FIXED EXPENSES
:
Insurance $35,000 1.4% $438 $2.39 $75,000 1.9% $938 $3.4 $78,000 1.7% $975 $3.26
Property Tax 66,000 2.7% 825 4.51i 68,640 1.8% 858 3.13: 71,386 1.5% 892 2.98
f
Leases & Other Charges 0 0.0% 0 0.00 0 0.0% 0 0.00 0 0.0% 0 o.oe
Capital Reserves (FF&E) 0 0.0% 0 0.00 0 0.0% 0 0.00 236,125 5.0% 2,952 9.86
City of Miami Community Fee 0 0.0% 0 O.OC· 0 0.0% 0 0.00 47,225 1.0% 590 1.97
Historic Preservsation Fee 0 0.0% 0 0.00 0 0.0% 0 0.00, 47,225 1.0% 590 1.97
:
Total Fixed Expenses $101,000 4.1% $1,263 $6.9C $143,640 3.7% $1,796 $6.56 $479,961 10.2% $6,000 $20.0t

NET OPERATING INCOME $583,090 23.9% $7,289 $39.8' $1,211,112 31.4% $15,139 $55.3(, $1,276,138 27.0% $15,952$53.3C
 HOT E L OPERATIONS
Olympia Hotel
2022 2023 2024

Number of Rooms 80 80 80
Days Open 365 366 366
Available Rooms 29,200 29,280 29,280
Occupied Rooms 24,820 24,888 24,888
Var Var Var
Occupancy 85.0% 0.00% 85.0% 0.00% 85.0% 0.00%
Average Daily Rate $161.97 3.00% $166.82 3.00% $171.83 3.00%
RevPAR $137.67 3.00% $141.80 3.00% $146.05 3.00%

REVENUES % SPAR S POR: % SPAR S POR % SPAR S POR

Rooms $4,019,982 79.9% $50,250 $161.97f $4,151,926 79.9% $51,899 $166.82 , $4,276,484 79.9% $53,456 $171.83
Food & Beverage 383,469 7.6% 4,793 15.45'.
"
394,973 7.6% 4,937 15.8/ J 406,822 7.6% 5,085 16.35
Telecommunications 4,079 0.1% 51 0.16; 4,202 0.1% 53 0.17 ,- 4,328 0.1% 54 0.17
Parking / Transportation 237,313 4.7% 2,966 9.56 " 245,102 4.7% 3,064 9.85: 252,455 4.7% 3,156 10.14
Retail Leases 131,127 2.6% 1,639 5.28" 135,061 2.6% 1,688 5.43 139,113 2.6% l,739 5.59
Other 122,047 2.4% 1,526 4.92 125,708 2.4% 1.571 5.05" 129,479 2.4% 1.618 5.20
Event Space 134,405 2.7% 1,680 5.42" 138,438 2.7% l,730 5.56' 142,591 2.7% l,782 5.73
Total Revenue $5,032,423 100.0% $62,905 $202.76 $5,195,409 100.0% $64,943 $208.7t $5,351,272 100.0% $66,891 $215.01

DEPARTMENTAL EXPENSES
Rooms $759,402 18.9% $9,493 $30.6C; $784,327 18.9% $9,804 $31.51 $807,856 18.9% $10,098 $32.46
Food & Beverage 0 0.0% 0 0.00 ' 0 0.0% 0 0.0(, 0 0.0% 0 0.00
~
Telecommunications 54,243 1329.7% 678 2.19: 55,8701329.7% 698 2.2A " 57,546 1329.7% 719 2.31
Parking / Transportation 237,313 100.0% 2,966 9.56 245,102 100.0% 3,064 9.85: 252,455 100.0% 3,156 10.14
Retail Leases 13,113 10.0% 164 0.53 13,506 10.0% 169 0.5A 13,911 10.0% 174 0.56
Other 42,716 35.0% 534 1.72. 43,998 35.0% 550 1.77 45,318 35.0% 566 1.82
Event Space 87,364 65.0% 1,092 3.52! 89,984 65.0% 1,125 3.62 92,684 65.0% 1,159 3.72
Total Departmental Expenses $1,194,150 23.7% $14,927 $48.11 $1,232,787 23.7% $15,410 $49.5 $1,269,771 23.7% $15,872 $51.02

GROSS OPERATING INCOME $3,838,273 76.3% $47,978 $154.64 $3,962,622 76.3% $49,533 $159.22 $4,081,501 76.3% $51,019 $163.99

UNDISTRIBUTED OPERATING EXPENSES ;

Administrative & General $452,918 9.0% $5,661 $18.25 $467,587 9.0% $5,845 $18.791 $481.614 9.0% $6,020 $19.35
Credit Card Commissions 115,746 2.3% 1.447 4.66 119,494 2.3% 1,494 4.80 123,079 2.3% 1,538 4.95
Management & Branding Fees 219,789 4.4% 2,747 8.86· 226,983 4.4% 2,837 9.12 214,051 4.0% 2,676 8.60
Sales & Marketing 301,945 6.0% 3,774 12.17:' 207,816 4.0% 2,598 8.35} 214,051 4.0% 2,676 8.60
I
utility Cost 203,411 4.0% 2,543 8.20: 210,087 4.0% 2,626 8.4~1 216,390 4.0% 2,705 8.69
Repairs & Maintenance 230,533 4.6% 2,882 9.29 238,099 4.6% 2,976 9.57 245,242 4.6% 3,066 9.85
Total Undistributed Operating
Expenses $1,524,342 30.3% $19,054 $61.42,, $1,470,068 28.3% $18,376 $59.01 $1,494,428 27.9% $18,680 $60.05

GROSS OPERATING PROFIT $2,313,931 46.0% $28,924 $93.2 $2,492,554 48.0% $31,157 $100.15 $2,587,073 48.3% $32,338 $103.95

FIXED EXPENSES
Insurance $81.120 1.6% $1.014 $3.27 .. $84,365 1.6% $1.055 $3.3S • $87,739 1.6% $1,097 $3.53
Property Tax 74,241 1.5% 928 2.99 77,211 1.5% 965 3.1C 80,299 1.5% 1,004 3.23
Leases & Other Charges 80,000 1.6% 1,000 3.22~ 82,400 1.6% 1,030 3.31 84,872 1.6% 1,061 3.41
Asset Management Fee 503,242 10.0% 6,291 20.28' 519,541 10.0% 6,494 20.8!: 535,127 10.0% 6,689 21.50
City of Miami Community Fee 100,648 2.0% 1,258 4.06, 155,862 3.0% 1,948 6.26 160,538 3.0% 2,007 6.45
1
Historic Preservsation Fee 100,648 2.0% 1,258 4.06 103,908 2.0% 1,299 4.18' 107,025 2.0% 1,338 4.30
Total Fixed Expenses $939,900 18.7% $11,749 $37.8/, $1,023,287 19.7% $12,791 $41.1~. $1,055,601 19.7% $13,195 $42.41

NET OPERATING INCOME $1,374,031 27.3% $17,175 $55.36 $1,469,268 28.3% $18,366 $59.0~' $1,531,472 28.6% $19,143 $61.53
 PROJECTED RETURNS
CITY' INCENTIVES
2019 2020 2021 2022 2023 2024 Total

$66,000 $75,000 $78,000 $ 81,120 $84,365 $ 87,739

$- $- $- $ 80,000 $82,400 $ 84,872

3% $- $- $48,858 $ 100,648 $155,862 $ 160,538

2% $- $- $48,858 $ 100,648 $103,908 $ 107,025

NEW I!IRB~N INITI~I'IVE

2019 2020 2021 2022 2023 2024 Total
otal Revenue $0 $697,630 $999,369 $4,431,423 $490,806 $543,680

Total City
$188,976 $831,781 $1,209,386 $4,148,754 $1,068,296 $1,131,708 $8,578,901
Contributions
New Urban International is committed to effective community change and
will dedicate up to 3% of gross revenues to the Transportation Trust Fund of
Miami. The Community Fund is a non-profit fund that focuses on the
immediate needs of the community. The board consists of three members
including Mario Abati and Francisco Rodriguez of NUl and a third board
member appointed by the Transportation Trust Fund. The mission of the
Community Fund is to address immediate and ongoing transportation needs
of the city to include emergency and natural disasters.

Transportation Trust Fund

The Transportation Trust Fund's mission is to enhance and facilitate the

creation, operation, and maintenance, including capital and operating
costs, of mass transit and other transportation facilities within the city. Funds
will go towards, fixed mass transit routes, the city's trolley system, waterborne
mass transit, and public parking garages for transit enhancement purposes.
It is further intended that the transportation trust fund money may be
expended as the city's share of the cost of an eligible project undertaken or
developed by other governmental entities or through a public-private
partnership.
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6

Community
Fund $0 $0 $47,225 $97,284 $150,653 $151,568 $446,729
Proceeds

Board of Directors

Francisco Rodrigu Appoint~~ IiIi!

Executive Director
Francisco Rodriguez 000020
New Urban International is committed to historic preservation and will
dedicate up to 2% of gross revenues to the Preservation Fund of Miami. The
Preservation Fund is a non-profit fund that focuses on historic properties
within the City of Miami. The board consists of three members including
Mario Abati and Francisco Rodriguez of NUl and a third board member
appointed by the historic preservation board. The mission of the fund is to
address immediate and long term renovation needs of iconic properties.

Miami Historic Preservation

The historic preservation program promotes the identification, evaluation,

rehabilitation, adaptive use, and restoration of the City's historic,
architectural, and archeological heritage. The preservation program is
regulated in Chapter 23 of the City Code. The board established standards
that encourage the retention and preservation of historic buildings by
respecting architectural design, materials, and workmanship.

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6

Preservation
Fund $0 $0 $47,225 $97,284 $100,435 $101,045 $345,989
Proceeds

Board of Directors

Francisco Rodriguez Mario Abati r- HEPB Appointee

Executive Director
Mario Abati
000021
The New Urban Initiative was created by husband and wife philanthropists
Mario and lIanit Abati. After decades of volunteer work, they recognized
that much more was needed to help communities and that business should
take a more leading role. The Initiative aims to create an easily replicated
business model and brand whereby a large majority of annual revenues are
disbursed locally to create measurable changes in the areas of housing and
food insecurity, special needs, and education.

The Initiative's mission is to acquire cash flowing properties that provide a

consistent stream of support to a communities most vulnerable population.
The goal is have properties in the top 50 US markets with a stabilized annual
cash flow of over $4 million with various asset classes including hospitality,
apartments, retail, and office.

Revenue is generated through gains it receives from real estate ventures in

urban areas including capital events. Through it's partnership, the Initiative
will distribute 50% or more of all annual net operating proceeds to groups
such as Feeding South Florida, Camillus House, Lighthouse for the Blind and
m.ore. The initiative raises capital through donations and crowdfunding
sources and is managed by New Urban International. The Initiative also
accepts real estate donations.

t!
FEEDiNG'
SOUTH FLORIDA

Camillus
House

R(WALD McDO:-iAW
llb\;'Srr CHARiTIES'
000023
 Year 2 Year 3 Year 4 Year 5 Year 6 'Year i! Year 8 'Year 9 Year 10 Total

mi, FL $1,200,000 $3,200,000 $4,000,000 $4,080,000 $4,161,600 $4,244,832 $4,329,729 $4,416,323 $4,504,650

8 10 10 10 10 10 10 10

Lauderdale, FL $ 800,000 $2,000,000 $3,200,000 $4,000,000 $4,080,000 $4,161,600 $4,244,832 $4,329,729

# of Properties 0 2 5 8 10 10 10 10 10

FL $ 800,000 $2,000,000 $3,200,000 $3,264,000 $3,329,280 $3,395,866

# of Properties 8 10 10 10

GA $ 800,000 $2,000,000 $2,040,000 $2,080,800

# of Properties 8 10

TN $ 800,000 $2,000,000

Mario and lIanit Abati will be board members with a third to be determined.
Mario Abati will also hold the position of Executive Director. The New Urban
Initiative will maintain a high degree of transparency, accountability, and
efficiency audits and annual filings with the IRS. Budgets are based on
previous year revenues with operational budget limited to no more than
20%.

Our ultimate goal is acquire and maintain 10 properties throughout the top
50 US markets with an estimated $4M in annually contributions to local
markets. Miami Florida is the first Initiative with stabilization expected in 2022.
The first five target markets are Miami, Fort Lauderdale, Orlando, Atlanta, and
Nashville.
 NEW URBAN INTERNATIONAL
New Urban International (NUl) is a real estate asset management company
located in Miami Florida. NUl currently manages over 30 existing and
construction projects in various stages of development throughout Coconut
Grove, Little Havana, and Shore Crest in Miami. NUl is the exclusive asset
manager and logistical advisor for New Urban Initiative and is tasked with
managing all property operations in an efficient and effective manner. This
starts with an intense focus on top and bottom line financial performance
of properties located in the top markets throughout the Americas.

NUl's executive team has been engaged in hospitality since 2001 covering
every aspect of hospitality and other asset classes from acquisitions and
dispositions to management and branding. To date, our team has
managed over $350 million in hotel assets including the Sagamore Art Hotel
in Miami Beach, Sheridan Riverwalk Tampa, Sheridan Yankee Clipper Fort
Lauderdale Beach, the Coco Key Hotel and Water Resort in Orlando,
Cambria Suites in MiamL Commodore Place HoteL and more.

In addition to real life experience and an industry pedigree, our executive

team holds an extensive collegiate track record that includes multiple
graduate degrees and certifications from highly reputable institutions. Mr.
Abati holds multiple degrees including graduate degree in International
Business from Florida International University along with a Master Certificate
in Hotel Revenue Management from Cornell University.

MISSION STATEMENT
Our mission is to manage urban real estate projects with people, planet and
profit as our top priorities.
 HOTEL OPERATOR
SON DER

NUl will create a strategic partnership with experienced hospitality

operators to include Sonder Hospitality. Sonder master-leases and/or
manages entire buildings or blocks of floors representing over $1 .6 billion of
prime assets. Sonder fully designs and outfits its spaces and host clients for
stays ranging from a few nights to several months. Backed by over $200
million in debt financing and venture capital from Silicon Valley's best and
most visionary investors, Sonder is transforming the future of hospitality.
Each Sonder is purposefully selected, designed and maintained -
customized to reflect the vibe of its neighborhood. Whether your stay is two
days, two months or two years, in a studio or a six-bedroom, Sonder ensures
a unique, yet consistent experience. And with 24/7 on-demand service,
crisp linens, and over 200 other quality standards, Sonder is taking stay
further for guests all around the world.

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Sander Re.1 j;·ob1;e

 iDEKO
PRODUCTIONS
THEATRE OPERATOR

NUl will create a strategic partnership with experienced theatre operators

to include iDEKO Productions. iDEKO Productions is a full-service events and
entertainment agency specializing in helping clients plan and produce
large-scale events and marketing projects. The company focuses on
innovative ways to create engaging live experiences for its clients. The
agency aids clients through the entire event process from ideation to
completion including planning, design, logistics, securing event permits,
budgeting, production, custom fabrications and mobile marketing.

iDEKO is a full service event production company capable of planning and

producing small, medium and large scale events. From tenting and staging
to lighting, A/V and music & entertainment, NYFF does it all in-house
controlling every aspect of production and guaranteeing its seamless and
flawless execution. Their philosophy of "doing it all ourselves" assures the
best pricing and highest level of quality to their clients.

iDEKOgov is a strategic consulting group specializing in government and

community relations. iDEKOgov uses their expertise to help businesses
across the United States navigate the complexities of municipal
governments, with a strong focus on New York City. Their team has
handled government operations and relations for projects across the
spectrum from major sporting events and political visits, to community
recovery from natural disasters.
QuestionSoL.Comments?

Mario Abati , .'

P: 305-788-0140

Francisco Roqrigu~z
P:718~21 6-61'50'
FRodriguez@NU,lrrtl.com
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