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Transport
Reconfigure a full-scale street, then watch how curbs, micromobility, shuttles, charging, transit technology, and wayfinding reshape movement in real time.
Make New York's FiDi the World Capital for Urban Solutions.
City demand is growing fastest where resources are thinnest. By 2100, Lagos and Kinshasa could each exceed 80 million people. Cities need housing, power, water and transit now.
and are the primary forces changing what cities must buy. Climate losses are already material: fires caused $40 billion in insured losses in Los Angeles, floods killed 229 near Valencia, and Mexico City nearly ran dry. AI can improve city operations, but it also creates .
Demand is moving faster than policy. produced no roadmap off fossil fuels, and current policies put the world past 1.5°C. is in reverse. AI is advancing faster, with fragmented rules where they exist at all.
The economics are large. Swiss Re estimates climate change could leave global GDP lower by 2050 than in a world without it. Separately, Invent.City models a annual market for urban solutions.
Urban solutions are a potential economic engine for New York City. FiDi is the launch point, concentrating buyers, capital, offices, transit, institutions and public projects. A permanent marketplace turns into showrooms where cities see, test and buy urban solutions.
A four-step strategy:
Global demand can create New York jobs. The planning case models 13,173 jobs, $2.4B in annual direct economic activity, $219M in annual taxes and fees, and $71M in gross recurring NYC real-estate revenue capacity.
2. STRATEGY
Events + Media. Trade Mart. Economic Cluster. Model City.
Use events, roundtables and media to test demand before committing major capital. Bring city buyers and suppliers together, define purchasing needs and measure interest. New York is already an , with buyers, capital and operating problems in one place.
2025
Target buyers with the fastest-rising needs. Urban growth is shifting to Africa and South Asia, while climate risk, cooling demand and AI raise the stakes everywhere. These cities need working systems faster than conventional procurement can deliver.
Track what cities will buy next. Climate and AI lead. Demographics, Energy and resources, Technology and infrastructure, Economics and geopolitics, Social change shape demand. Invent.City uses those signals to focus events, suppliers and capital on urgent purchases. shows how quickly those industries can scale.
CLIMATE
CRISIS
ENERGY +
RESOURCES
TECHNOLOGY +
INFRASTRUCTURE
PEOPLE +
SOCIETY
ECONOMY +
GEOPOLITICS
Make comparison and purchasing continuous. A Trade Mart puts city buyers, suppliers, engineers and financiers in one place. In FiDi, buyers can compare climate and AI systems, verify performance, structure financing and place orders year-round.
RAI
Amsterdam / Brussels
Chelsea Harbour
London
The Mart
Chicago
Dallas Market Center
Dallas / Austin
PDC
Los Angeles
World Trade Centre
Dubai
Hannover Messe
Hanover
AmericasMart
Atlanta
Put the Trade Mart where transactions are easiest. FiDi is the launch point, concentrating buyers, capital, offices, transit, institutions and public projects. FiDi reduces the cost of convening buyers, comparing systems, financing purchases and deploying solutions. provides room to start.
FIDI ADVANTAGE
Transit
Transit
FIDI ADVANTAGE
Open Space
Open Space
FIDI ADVANTAGE
Logistics
Blue Highway
FIDI ADVANTAGE
Institutions
Institutions
FIDI ADVANTAGE
Flood Defense
Flood Defense
FIDI ADVANTAGE
Global Reach
Global Reach
Let buyers test systems together. Immersive showrooms combine AI controls, smart buildings, transit, wayfinding, charging and resilience in working settings. Simulations and stress tests turn comparison into evidence.
Buildings
Turn up the heat, cut the power, and adjust controls inside occupied-room simulations to see how building systems protect comfort and continuity.
Power
Balance generation, storage, microgrids, charging, and demand from a live control room, then stage an outage to see which systems keep the district running.
Waste
Send materials through collection, sorting, composting, reuse, and energy recovery, tracing where contamination appears and where discarded material becomes a valuable input.
Agriculture
Harvest from working grow rooms, taste the output, and trace water, energy, compost, labor, and cold-chain decisions from seed to sale.
Consumer
Use low-waste products inside apartment, hotel, office, and retail settings, revealing how they perform where residents, guests, employees, and customers encounter them.
Energy
Combine solar, heat pumps, thermal storage, smart meters, and efficiency controls in a building-scale lab, then tune the system through changing demand.
Water
Trigger a cloudburst and heat wave across a working streetscape, then watch drainage, cooling, leak detection, irrigation, reuse, and flood protection respond together.
Wastewater
Follow a single stream through sensing, treatment, reuse, and nutrient recovery, seeing what can return safely to buildings, landscapes, or industry.
AI
Run a city digital twin from an immersive command center, testing permitting, emergency response, and daily operations as recommendations change under pressure.
Robotics
Direct inspection, delivery, cleaning, maintenance, and emergency robots through real street and building obstacles, exposing where autonomy succeeds, hesitates, or requires human judgment.
Logistics
Route one delivery from vessel to microhub, cargo bike, locker, and electric fleet, seeing how each handoff affects the curb and final mile.
Keep the market open beyond FiDi. Media attracts buyers, events turn interest into meetings and pilots, and virtual showrooms keep the Trade Mart across time zones.
Use existing space to launch quickly. Cushman & Wakefield counted approximately of direct and sublease vacancy across the Financial East and Insurance submarkets in Q2 2026. The planning case assigns 1 MSF to Invent.City and another 2 MSF to supporting offices. Flexible space lowers startup costs and complements where buildings fit.
Current Initiatives
Convert public investment into sales proof. At Chambers Street, an MTA and NYC DCAS initiative is exploring a thermal-energy system that could capture subway heat and serve nearby municipal buildings. FiDi also has a freight microhub, Blue Highway marine freight and coastal-resilience work underway. Invent.City can connect those projects with suppliers, buyers and capital.
Scale from one market floor to a working district. FiDi can upgrade an existing city as climate risk and AI outpace aging systems. The model city is a direction, not a blueprint. The Trade Mart is its first point of : a focused investment that can extend to streets, public space, transit and district systems.
TRADE MART
SEE • COMPARE
FINANCE • BUY
CLUSTER
COMPANIES • TALENT
RESEARCH • CAPITAL
CITY
JOBS • PUBLIC SPACE
HOSPITALITY • REAL ESTATE
Demonstrate systems in practice. A model city connects clean energy, water reuse, rooftop food, car-free streets, mobility and neighborhood hubs for deliveries, waste and public toilets. City leaders can see, test and buy before deploying at home.
Turn repeat activity into district value. The Trade Mart brings tenants, buyers and visitors to the same blocks each week. That demand supports occupied offices, hospitality, safer public space and a stronger FiDi economy.
3. TACTICS
Convene Buyers. Finance the District.
Invent.City convenes issue-specific roundtables to test demand. The series builds on a market test on micro cargo and urban hubs.
Each session brings buyers, suppliers and investors around one issue, such as neighborhood farming, and publishes the resulting buyer needs, pilot opportunities and next steps.
Invent.City stages a Future City exhibit because city decisions are long-term. Buildings, infrastructure and policy shape urban life for decades. The exhibit compares current conditions with two possible futures. In the city, climate action and accountable AI make life safer. In the city, delay, extreme heat and unsupervised AI overwhelm public control. New York, Lagos and London make the contrast concrete.
Current
Utopian
Dystopian
The financing plan funds the proposed Mart in phases, matching each risk to real-estate debt, sponsorship, venture and private equity, or civic tools. At full build, the Mart occupies 1 MSF and draws 2 MSF of supporting offices. The 3 MSF total is equivalent to more than a quarter of the 10.7 MSF of direct and sublease vacancy measured in Financial East and Insurance in Q2 2026.
Stage the capital stack in four steps: site control, buildout, showroom expansion and buyer-backed projects. Match each phase to the capital source and output below.
| Funding Tier | Capital Source | Target Allocation | Primary Use Cases |
|---|---|---|---|
| Phase I: Pre-Development & Site Selection | Public-Private Grants, Anchor VC, Sponsor Equity | $50M – $100M | Master planning, digital twin software, initial lease commitments, regulatory approvals. |
| Phase II: Real Estate & Buildout (FiDi Mart) | Commercial Real Estate Debt, PILOT / IDA Bonds, Con Edison / NYSERDA Incentives | $500M – $1.2B | Commercial lease acquisitions, physical infrastructure (microgrid, water systems loop, street labs). |
| Phase III: Showroom & Sub-Market Expansion | Corporate Anchor Tenant Capital, Vendor Fit-Out Financing | $300M – $500M | Immersive sector room buildouts (AI, Energy, Transport, Robotics, Water). |
| Phase IV: Global Project Fund (Invent.City Capital) | Infrastructure Funds, Green Bonds, Sovereign Wealth | $1.0B+ Deployment Pipeline | Direct project financing for cities purchasing turnkey urban solutions from showroom vendors. |
Near-Term (Months 0–12):
Secure seed funding, anchor real-estate partners and non-binding letters of intent from 20–30 founding vendors.
Medium-Term (Months 12–36):
Finalize NYC incentives, test bond financing through NYC IDA or Build NYC, and sign anchor leases in Lower Manhattan.
Long-Term (Months 36+):
Launch the project-finance marketplace linking cities that buy in the Mart with infrastructure funds ready to deploy.
Invent.City recruits investors to fund the initiative, buildings, showrooms and buyer-backed projects. Four entry points match capital to proven demand and move pilots toward deployment.
Invent.City recruits public partners to define demand, clear delivery paths and support procurement. City agencies remain buyer, regulator and problem owner; state, federal and international partners add authority and financing.
Invent.City recruits and to document needs, test assumptions and convene residents. Their evidence defines the problem before suppliers build.
Invent.City recruits companies that design, build, finance and operate . Founding partners supply products, delivery capacity and operating experience for the first showrooms.
Invent.City connects the Mart to incubators and accelerators that select, fund and test companies for future showrooms. This global pipeline keeps the supplier base current.
100%
Invent.City scores FiDi buildings and public spaces on visibility, access, flexibility, cost, ownership readiness and event capacity. A three-stage selects a phased portfolio of anchor, cluster, flex and pop-up sites. The portfolio expands with verified demand.
4. BENEFITS
Cities Get Tested Solutions. Companies Get Buyers. Urban solutions are a potential economic engine for New York City.
Base planning scenario: 13,173 jobs; $2.4B in annual direct economic activity; $219M in annual modeled taxes and fees; 700K annual visitors; and 3 MSF of real-estate capacity.
This is a planning scenario, not a forecast. Activity, taxes and visitor spending are annual flows. Space is capacity, and $71M is gross recurring capacity, not net new revenue. These measures describe different outcomes; do not add them.
| Base-case annual public revenue reconciliation | Amount |
|---|---|
| Tourism taxes and feesFrom 4.1, excluding tourism PIT | $ 86,751,875 |
| Trade Mart modeled public revenueFrom 4.2, including payroll-related and sales taxes | $ 132,569,719 |
| Gross recurring NYC real-estate revenue capacityFrom 4.3; gross capacity, not net incremental revenue | $ 70,675,722 |
How these numbers were built
These are planning scenarios, not forecasts. The visitor case models volume, stay, spending, taxability and jobs. The Trade Mart case models area, job density, wages, procurement and tax rates. The real-estate case models rent, operating costs, capitalization, assessment, tax rates, phase-in and commercial rent tax.
Gross real-estate capacity is not net incremental revenue. Sections 4.1–4.3 publish the assumptions, formulas and sources. Existing assessments, taxes, exemptions, abatements and transitional values remain outside the estimate.
700K annual visitors $1.31B annual impact 6,173 supported jobs
| Tourism summary | Downside | Base | Upside |
|---|---|---|---|
| Annual visitorsFrom 4.1.2 Details: Table 1, Base assumptions | 400,000 | 700,000 | 1,000,000 |
| Traveler spending ($/yr)From 4.1.2 Details: Table 2A, Hotel and other traveler spending | $379,000,000 | $864,500,000 | $1,620,000,000 |
| Total economic impact ($/yr)From 4.1.2 Details: Table 2B, Total economic impact | $576,080,000 | $1,314,040,000 | $2,462,400,000 |
| Tourism-supported jobsFrom 4.1.2 Details: Table 3, Tourism-supported jobs | 2,706 | 6,173 | 11,567 |
| Modeled taxes and fees ($/yr, no PIT)From 4.1.2 Details: Table 4C, Tax totals roll-up | $38,518,438 | $86,751,875 | $160,889,063 |
| Rounded taxes and fees ($/yr, no PIT)From 4.1.2 Details: Table 4C, rounded grand total | $38.5M | $86.8M | $160.9M |
| Tourism PIT is excluded pending a separate tourism wage-and-residency model. Jobs scale with direct traveler spending using NYC's 2025 spending-to-jobs ratio. Scenarios assume 1.25 guests per occupied room and a 75% taxable share of non-hotel spending. | |||
7,000 on-site jobs $1.51B annual direct activity $132,569,719 modeled public revenue
| Trade Mart summary | Base |
|---|---|
| On-site jobs (1,000 showroom + 6,000 supporting offices)From 4.2.2 Details: Table 1, Jobs based on area | 7,000 |
| On-site payroll ($/yr)From 4.2.2 Details: Table 2B, Base-case payroll detail | $1,165,000,000 |
| Local procurement ($/yr)From 4.2.2 Details: Table 3, Local procurement | $349,500,000 |
| Total direct activity ($/yr)From 4.2.2 Details: Table 4, Direct campus activity | $1,514,500,000 |
| Note: Direct activity shown here is kept separate from tourism and real-estate modules to reduce double counting. | |
The 3 MSF is 1 MSF of Trade Mart plus 2 MSF of supporting offices it draws in. Invent.City turns empty space into productive capacity in phases, not all at once.
3 MSF back to work $1.8B illustrative implied value $71M/yr gross capacity
| Real estate summary | Downside | Base | Upside |
|---|---|---|---|
| Stabilized leased area (sf)From 4.3.2 Details: Table 1, Leasing assumptions | 3,000,000 | 3,000,000 | 3,000,000 |
| Annual rent ($/yr)From 4.3.2 Details: Tables 1 and 1A, rent total | $165,000,000 | $165,000,000 | $165,000,000 |
| NOI ($/yr)From 4.3.2 Details: Table 2B, Total NOI on 3.0 MSF | $102,000,000 | $106,860,000 | $111,750,000 |
| Illustrative implied value at 6.0% cap ($)From 4.3.2 Details: Table 2C, Implied value from capitalized NOI | $1,700,000,000 | $1,781,000,000 | $1,862,500,000 |
| Modeled recurring NYC revenue capacity ($/yr)From 4.3.2 Details: Table 4C, Total modeled recurring NYC revenue capacity | $66,744,900 | $70,675,722 | $74,303,100 |
| Rounded recurring NYC revenue capacity ($/yr)From 4.3.2 Details: Table 4C, rounded total | $66.7M | $70.7M | $74.3M |
| Gross capacity is shown separately from modeled taxes and fees because current assessments, existing taxes, exemptions, abatements, and transitional values have not been deducted. | |||
