Explore

Brainstorm

Jefferson Gustavo Sanchez-Mayorga

Draft Memo - 12/23/2021

How We Got Here

2019 - House was in bad shape and on the verge of shutting down operations

2020 - Covid and further decline → TDC committed to work with LV, value was left on the table

2021 - Project has stalled in the MIT bureaucracy, situation is unclear with LV

2022 - There’s two paths forward in partnership with LV or as fully TDC driven initiative.

Regardless of the path the opportunity to create systemic change is at play. Let’s ensure that we have options to pursue

Opportunity

Create the most welcoming, innovative, entrepreneurial, and fully-sustainable living space on MIT and the Planet!

We have the unique opportunity to drive the future of what co-living spaces can be, which can serve as a foundation for space communities of the near future.

We are uniquely positioned to leverage the world’s leading talent by being on MIT campus, furthermore, TDC has become a welcoming home for people of color, members of the LGTBQ+ community, and more. This has been through our dedication to respect, a “come as you are” attitude, and commitment to respect.

The opportunity explodes with potential if we put intent and structure behind this natural essence we have created.

MIT’s president is part of the same Latinx community, it is his last year in tenure, and he can leave a legacy with us.

Position this as a TDC driven initiative with a clear benefit to the community at the forefront in an effort to preserve our autonomy and can guarantee that members of our community will have full access to the intended vision.

This model can then be taken and spread to other leading campuses in the US, and in the world! The “fraternity/co-living” model is unique to the US, but can be leveraged to empower leaders of other geographies as well.

Create a pipeline into the future, and we all grow together. If we invest and mentor youth today, they will be future innovation leaders that we will have access to.

Mission & Vision

To create a space that empowers and inspires its members to pursue innovation and entrepreneurship by allowing full expression of self, full freedom of thought, and the safest space for the exploration of mind, body, and spirit.

Community:

We aim to build a community with an exponential mindset, a diverse-inclusive nature, in pursuit of just and equitable ventures. Our goal is to empower the historically disenfranchised, creating a world-leading example of the future of co-living.

Culture:

Create a network founded on mentorship and instruction to propel the internal desire for mental, physical, emotional, and community growth → We empower youth.

Space:

Leveraging the unique location (MIT Campus), opportunity, and network to create a community infrastructure that fosters an entrepreneurial ecosystem

Tag Line:

Be you with us. Let’s establish this model for us to all thrive in the future

Approach

Position the social, cultural, and community impact of the project front and center while also highlighting LV as the model for how future venture incubators can operate.

We will aim cultivate wide-spread support for the project by committing 20%-30% (i.e. a significant portion) of our land to the community for the establishment of:

The Dream Center → a community oriented space that empowers historically disenfranchised youth

Leverage grants/funds and corporate efforts aimed at JEDI and Sustainable Construction

Examples:

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Rockefeller Grant (Sustainable Energy)⁠

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Rockefeller Grant (Gender Fund)⁠

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The Gates foundation

Position TDC as the majority owner the space - to ensure that our community members receive the full benefits of the project.

Drive It Home

Whatever path is available it is our intent best position TDC and it’s supporters for success. We believe that in order for the project to break past the bureaucracy TDC will need to have a more prominent position to highlight the unique community benefit and wide-ranging social impact - outside of the already compelling case for a local incubator.

In short let’s remember that we have options to pursue

Lean Canvas

1 - Problem

2 - Community Segments

Community Segments:

TDC + Alumni + MIT + World + LV or [XXX]

Early Adopters:

Armando, Reif, HC and Dave + Matt or [XXX]

LV or [XXX}

Young alumni

IDE Initiatives

3 - Unique Value Proposition

High Level Concept:

Build the MVP for the future of just, equitable, diverse, and inclusive community living, education, and entrepreneurship at MIT with TDC and [XXX].

4 - Unfair Advantage

Location, ownership of land, and access to influential network.

5 - Solution

Top Features

Renovation of the physical infrastructure of TDC → future model of co-living

A space for and collaboration with the community → future of community building

An integrated ideation to creation pipeline built into the community → future of education and entrepreneurship

An open-source mission and business model → a model for future organizations to replicate

6 - Channels

Personal Relationships:

Armando, Reif, HC, Key Alums + Dave, Matt or [XXX]

Private Social Media

Young alums + TDC community prior to the development of DAO infrastructure

DAO - Decentralized Autonomous Organization

Web3 + crypto powered and self-governed private social network

Young Alums + TDC Community

Social Media / Public

External justice, equity, diversity, and inclusion initiatives

External organizations, NGO’s, social institutions, and academic institutions

7 - Revenue Streams

Commercial exit / sale of assets

Community funding

Corporate sponsorships, donations, and grants

Auction / sale of goods powered by nfts → aka sell memorabilia

Membership dues

Rent and other housing related income

Equity venture → % ownership of future ventures

Moonshots:

Licensing, franchises, and royalties

Independent currency or token based DeFi system

8 - Cost Structure

Startup costs

$5M as the minimum working capital target to cover existing liabilities and give life to overall initiatives

Construction costs

$7M - $8M for modern renovation of existing TDC infrastructure

$15M+ for new construction including partner space + community space

Existing liabilities

~ $1.5M → existing mortgage + LV capital

Building O&M costs

$50k - $100k per year

Organizational OpEx costs

$150k - $500k + depending on breadth of initiatives

Capital expenditures

Investing in or developing new or existing spaces

Long term liabilities

Holding leases or mortgages

Community benefits

Could encompass a wide range of benefits i.e. insurance, scholarships, and more

Community grants and programs

9 - Key Metrics

Funding and TDC cash on hand → Operational runway

Startup success metrics

Make case for venture fund ROI’s

2/3 of alumni in support

Community support → letters of support from MIT community + world at large

HC formal votes

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