MISSION:
BUILD A PLATFORM
TO MAKE FIDI
A MODEL DISTRICT
FOR THE FUTURE

SUMMARY:

Invent City is a proposed economic platform for FiDi. It builds a global urban solutions industrial cluster around three forces reshaping cities: demographic change, the climate crisis, and AI and robotics.

At the center is an urban Trade Mart with immersive showrooms. Together, the cluster, Trade Mart, events, media, and digital channels help companies get seen, trusted, funded, and deployed faster.

MODELED RESULTS:

$4B annual economic activity
15,000 jobs
$380M annual tax revenue

STRATEGY:
LEAD WITH ECONOMICS,
USE WHAT WORKS,
ACTIVATE FIDI,
SCALE WITH AI

Economics is the most effective way of accelerating products and solutions into the marketplace. The cost of inaction is rising, and cities need solutions that move faster from idea to sale, deployment, and impact.

The draw for investors and companies is that cities are a . More than half the world, 4.8 billion people, lives in cities, and the share is projected to reach about 68% by 2050. The opportunity sits at the intersection of : AI and robotics, climate risk, and demographic change.

The key is knowing who decides. control funding, approvals, procurement, operations, trust, and scale. means better service, stronger assets, more jobs, more business, and a larger tax base. The turns needs, barriers, budgets, and priorities into actionable market intelligence.

Climate damages could reach about $38 trillion annually by 2050. The urban-solutions markets Invent City targets could exceed $43 trillion in annual revenue by mid-century.

ECONOMIC DRIVERS ↓

Demographics

Urban growth is expanding demand for housing, mobility, services, and infrastructure.

AI impact

AI is reshaping city systems, improving performance while raising new risks and governance questions.

Environmentals

Heat, flooding, and climate stress are driving demand for more resilient urban systems.

An concentrates companies, buyers, talent, capital, suppliers, and institutions so they move faster together. Invent City applies the model to urban solutions.

include faster innovation, stronger sales, more investment, new companies, and greater demand. include companies, investors, agencies, operators, project teams, researchers, institutions, and partners.

Invent City targets urban needs: water stress, flooding, sea-level rise, subsidence, extreme heat, mobility, housing, energy, and public services. These are also opportunities because the problems are urgent, costly, and hard to ignore.

Buildings Industry Segments
Energy-Efficient Design — Reducing energy demand through passive strategies. (~$1.0–1.5T/year)
Smart Building Technologies — Sensors and automation for real-time optimization. (~$0.6–0.9T/year)
Renewable Energy Integration — On-site solar, storage, and grid interaction. (~$0.8–1.2T/year)
Low-Carbon Construction Materials — Cement alternatives and recycled content. (~$0.5–0.8T/year)
Climate-Resilient Architecture — Heat, flood, and storm-ready structures. (~$0.3–0.6T/year)
Vertical Green Spaces — Green roofs and walls improve air and water management. (~$0.1–0.3T/year)
Water Management Systems — Greywater and stormwater reuse. (~$0.2–0.4T/year)
Retrofitting Older Buildings — Efficiency upgrades in legacy infrastructure. (~$0.8–1.2T/year)
High-Efficiency Equipment — Appliances, HVAC, and lighting upgrades. (~$0.5–0.8T/year)
Sustainable Design & Architecture — Biomimicry and circular design principles. (~$0.2–0.4T/year)

Power Industry Segments
Renewable Power — Solar, wind, hydropower, and waste-to-energy will meet clean energy needs. (~$1.5–2.5T/year)
Grid Modernization & Smart Grids — Digital grids, storage, microgrids, and EV integration enhance reliability. (~$0.8–1.2T/year)
Energy Storage — Advanced batteries, vehicle-to-grid (V2G), and hydrogen storage stabilize supply. (~$0.7–1.0T/year)
Decentralized Systems — Microgrids boost resilience and reduce reliance on centralized power. (~$0.3–0.5T/year)
Electrification — Transitioning transport and heating to electricity demands expanded clean power. (~$1.0–1.5T/year)
Resilience & Upgrades — Buried lines and storm-resistant systems protect against extreme weather. (~$0.4–0.7T/year)
Carbon Capture & Green Hydrogen — Decarbonizes sectors where direct electrification is less feasible. (~$0.5–0.9T/year)
Decommissioning & Transition — Phasing out fossil fuels in favor of district heating and renewables. (~$0.2–0.4T/year)
Energy Equity — Ensuring affordable access to clean energy to combat energy poverty. (~$0.1–0.3T/year)

Urban Agriculture Segments
Vertical & Rooftop Farming — Local food with minimal land use. (~$200–300B/year)
Climate Resilience & Efficiency — Closed-loop systems. (~$100–150B/year)
Local Food Hubs & Distribution — Streamlined, short supply chains. (~$120–160B/year)
Innovative Growing Techniques — Hydroponics, aquaponics, AI. (~$150–200B/year)
Rooftop & Indoor Gardens — Small-scale household and community production. (~$80–110B/year)
Policy & Land Access — Urban ag-friendly planning. (~$60–90B/year)
Economic Development & Jobs — Food-sector employment in cities. (~$100–150B/year)

Consumer Product Segments
Sustainable Materials — Renewable and recycled inputs. (~$150–200B/year)
Eco-Friendly & Zero-Waste Packaging — Compostable, refillable options. (~$120–180B/year)
Circular & Reusable Products — Designed for reusability. (~$90–130B/year)
Low-Carbon Manufacturing — Greener supply chains. (~$100–150B/year)
Water & Energy Conservation — Efficient appliances. (~$80–120B/year)
Ethical Sourcing & Transparency — Traceable and fair products. (~$60–90B/year)
Plant-Based & Biotech Products — Sustainable substitutes. (~$70–110B/year)
Smart Home Technology — Energy-aware devices. (~$100–150B/year)
Consumer Education & Behavior — Promoting sustainable choices. (~$30–50B/year)
Sustainable Fashion — Organic, recycled apparel. (~$100–140B/year)

Energy Industry Segments
Building-Scale Solar & Renewables — Rooftop solar, micro wind, and battery-backed systems power homes and offices. (~$0.8–1.2T/year)
Energy Management Platforms — AI systems optimize energy use across buildings and cities. (~$0.3–0.6T/year)
Efficiency Retrofits — Upgrades like insulation, windows, and smart HVAC cut consumption. (~$0.6–1.0T/year)
Urban Appliances & Electrified Devices — Efficient lighting, induction stoves, and heat pumps reduce demand. (~$0.5–0.8T/year)
District Heating & Cooling — Centralized thermal networks optimize heating and air conditioning. (~$0.2–0.4T/year)
Smart Meters & Sensors — Real-time data tools enable user efficiency and demand response. (~$0.1–0.2T/year)
Energy-as-a-Service — Subscription-based access to efficiency upgrades and clean energy. (~$0.3–0.5T/year)
Urban Industrial Energy Use Optimization — Real-time analytics and automation reduce industrial loads. (~$0.4–0.6T/year)

Water Industry Segments
Water Recycling — Treating greywater and blackwater for reuse. (~$200–300B/year)
Stormwater & Rainwater Management — Capturing and reusing runoff. (~$100–150B/year)
Desalination — Converting seawater into freshwater. (~$80–120B/year)
Smart Water Systems — Monitoring flow, quality, and leaks. (~$150–200B/year)
Decentralized Systems — On-site treatment and storage. (~$70–100B/year)
Climate-Resilient Infrastructure — Defenses against floods and droughts. (~$100–150B/year)
Water Equity & Access — Infrastructure for underserved communities. (~$50–80B/year)
Advanced Water Treatment — Membrane, UV, and oxidation systems. (~$150–180B/year)
Leak Detection — Reducing losses with AI and sensors. (~$80–120B/year)

Sewage & Wastewater Segments
Municipal Wastewater Treatment — Biological and chemical treatment systems. (~$300–400B/year)
Decentralized Sanitation Systems — On-site and modular treatment solutions. (~$100–150B/year)
Greywater Recycling — Reusing lightly used water for non-potable applications. (~$100–130B/year)
Wastewater-to-Energy — Biogas and heat recovery from sewage treatment. (~$150–200B/year)
Nutrient & Resource Recovery — Extracting phosphorus, nitrogen, and organics. (~$80–120B/year)
Climate-Resilient Sewer Infrastructure — Upgrades to prevent overflows, flooding, and storm surges. (~$150–200B/year)
Smart Monitoring & Leak Detection — Sensors and data analytics for maintenance and efficiency. (~$80–110B/year)
Industrial Wastewater Management — Specialized treatment for manufacturing and heavy industry. (~$120–160B/year)
Fecal Sludge Management — Collection and treatment in underserved urban areas. (~$50–80B/year)

Urban AI Industry Segments
Urban Operations AI — AI systems optimize city services, workflows, and decision-making across departments and operators. (~$0.8–1.8T/year)
Mobility & Traffic AI — AI improves traffic flow, transit operations, routing, curb use, and multimodal coordination. (~$0.7–1.5T/year)
Building AI — AI manages HVAC, occupancy, maintenance, energy use, and performance across buildings and portfolios. (~$0.8–1.6T/year)
Energy & Grid AI — AI helps balance loads, forecast demand, integrate renewables, and improve grid resilience. (~$0.7–1.4T/year)
Public Safety & Emergency AI — AI supports detection, dispatch, situational awareness, and faster response in urban emergencies. (~$0.5–1.0T/year)
Water & Waste AI — AI improves leak detection, treatment efficiency, collection routes, sorting, and asset maintenance. (~$0.4–0.8T/year)
Urban Robotics & Autonomy — AI powers robots, autonomous vehicles, drones, and machines that perform city-serving tasks. (~$0.9–2.0T/year)
Digital Twins & Simulation — AI-enhanced digital twins model cities, infrastructure, and scenarios for planning and operations. (~$0.5–1.0T/year)
Civic Services & Citizen Interface AI — AI improves permitting, service requests, language access, personalization, and public communication. (~$0.4–0.9T/year)
Urban Climate & Resilience AI — AI supports forecasting, adaptation planning, heat mitigation, flood response, and infrastructure resilience. (~$0.3–0.8T/year)

Urban Robotics Industry Segments
Autonomous Delivery Robots — Sidewalk bots, last-mile robots, and automated couriers move goods through cities more efficiently. (~$0.4–0.7T/year)
Warehouse & Logistics Robotics — Robots automate sorting, picking, loading, and urban distribution operations. (~$0.8–1.2T/year)
Construction Robotics — Robots support building, inspection, surveying, and repetitive construction tasks with greater speed and precision. (~$0.6–1.0T/year)
Building Operations Robotics — Robots handle cleaning, security, maintenance, and internal service functions across buildings and campuses. (~$0.5–0.8T/year)
Infrastructure Inspection Robotics — Drones, crawlers, and robotic systems inspect bridges, tunnels, pipes, façades, and utilities. (~$0.4–0.7T/year)
Public Safety & Emergency Robotics — Robots assist with surveillance, hazardous response, firefighting support, and disaster operations. (~$0.3–0.6T/year)
Waste & Recycling Robotics — Robots automate collection, sorting, disassembly, and material recovery in urban waste systems. (~$0.4–0.7T/year)
Mobility & Transit Robotics — Robotics supports autonomous shuttles, depot automation, rail maintenance, and station operations. (~$0.6–1.0T/year)
Healthcare & Service Robotics — Robots support hospitals, eldercare, hospitality, and other high-touch urban service environments. (~$0.6–1.0T/year)
Urban Agriculture Robotics — Robotics automates seeding, monitoring, harvesting, and controlled-environment food production in cities. (~$0.2–0.4T/year)

Urban Logistics Industry Segments
Last-Mile Delivery — Parcel, food, grocery, pharmacy, and same-day delivery networks move goods from local hubs to homes and businesses. (~$2–4T/year)
Urban Freight & Trucking — Trucks, vans, and commercial fleets move goods into, out of, and across metropolitan areas. (~$4–7T/year)
Warehousing & Urban Fulfillment — Distribution centers, micro-fulfillment, storage, and order processing support rapid urban delivery. (~$2–4T/year)
Cold Chain Logistics — Temperature-controlled storage and transport support food, medicine, biotech, and other sensitive goods in cities. (~$0.8–1.5T/year)
Ports, Terminals & Intermodal — Ports, rail yards, marine terminals, and intermodal hubs connect cities to national and global supply chains. (~$1.5–3T/year)
Courier, Express & Parcel — Time-sensitive networks move documents, parcels, and e-commerce shipments through dense urban markets. (~$1–2T/year)
Reverse Logistics — Returns, repairs, refurbishment, resale, recycling, and recovery systems manage the backward flow of goods. (~$0.8–1.5T/year)
Logistics Software & Platforms — Routing, fleet management, freight matching, warehouse software, and supply chain visibility platforms improve urban logistics performance. (~$0.7–1.5T/year)
Delivery Infrastructure & Support Services — Lockers, pickup points, depots, charging, maintenance, and fleet support enable efficient urban distribution. (~$0.8–1.5T/year)
Autonomous & Advanced Logistics Systems — Delivery robots, drones, autonomous freight vehicles, and smart logistics systems improve speed, labor efficiency, and precision. (~$0.5–1.5T/year)

Invent City anchors the cluster with an Urban Trade Mart: a year-round marketplace built from FiDi’s vacant office, retail, and underused urban assets.

The model draws from such as Chicago Merchandise Mart, AmericasMart Atlanta, EUREF-Campus Berlin, and Zhangjiang Science City / Zhangjiang Hi-Tech Park. Invent City brings that logic to FiDi as a permanent marketplace for the technologies cities need next.

the Mart concentrates customers, partners, investors, agencies, and project teams. it makes solutions easier to find, compare, test, finance, and deploy.

SAMPLE TRADE MARTS ↓

make complex urban solutions visible, testable, and easier to buy. Events bring buyers in. Digital platforms keep the market active everywhere.

turn marketing into proof. Buyers can walk through future streets, buildings, parks, rooftops, waterfronts, and city systems before they invest.

INVENT CITY EXPERIENTIAL SHOWROOMS ↓

Invent City showcases building solutions that help cities cut cost, carbon, and climate risk

Buildings

Invent City showcases urban agriculture that helps cities build more resilient local food systems

Urban Agriculture

Invent City showcases consumer products designed for lower waste and a more circular urban future

Consumer Products

Invent City showcases cleaner, smarter power systems for cities facing AI, EV, and climate-driven demand

Energy & Power

Invent City showcases robotics that can help cities operate more safely, efficiently, and at lower cost

Urban Robotics

Artificial intelligence operating city systems

Invent City showcases urban AI that could help cities run smarter, faster, and more responsively

Urban AI

Invent City showcases wastewater solutions that turn urban waste streams into valuable resources

Wastewater

Urban water infrastructure and resilience

Invent City showcases water solutions for cities facing rising stress from growth, heat, and drought

Water Systems

Invent City showcases cleaner, smarter mobility solutions for how cities move people and goods

Transportation

gives Invent City global credibility. FiDi gives it leverage: transit, capital, visibility, history, waterfront risk, underused space, and access to the buyers, investors, agencies, founders, media, and civic leaders who can move a market. Invent City starts with because New York concentrates finance, media, culture, tourism, talent, public agencies, and decision-makers.

Within NYC, is the launch platform. It has transit, real estate, financial institutions, waterfront exposure, historic identity, investor networks, and vacant space ready for reuse.

FINANCIAL DISTRICT ADVANTAGES ↓

could be a major public-realm upside, including support for projects such as Gotham Park. It is not required, but phased street upgrades could make FiDi a stronger live demo for better mobility, logistics, shade, safety, and public space.

John Street could become a stronger pedestrian link between FiDi, Fulton, and the Oculus

John Street

Nassau Street could become a high-energy pedestrian corridor in the heart of Downtown access

Nassau Street

S William and Beaver could grow into a stronger dining and hospitality district in FiDi

S William and Beaver

The FDR edge could become a more active public realm connecting FiDi to the East River and ferries

Under the FDR

Broad Street could become a world-class civic street anchored by the NYSE and Federal Hall

Broad Street @ NYSE

William Street could become a more vibrant FiDi corridor for daily life, commerce, and events

William Street @ Fosun Plaza

View of Trinity Church, Federal Hall on right

Wall Street

Gotham Park is under the Brooklyn Bridge, next to Chinatown and Alfred E Smith NYCHA

Gotham Park

The venue strategy is simple: use existing vacant office, retail, and public-realm assets first. That lowers cost, speeds launch, and turns underused FiDi space into productive space. becomes an economic asset when it is filled with companies, showrooms, events, services, and street activity. Lower cost, faster to revenue, and flexible.

Office vacancy

Vacant FiDi office space can become productive economic infrastructure faster than major redevelopment.

Retail vacancy

Vacant storefronts can become street-level showrooms, pop-ins, pilots, and visitor-facing demonstrations.

Lower cost

Existing FiDi space can be activated faster and at far lower cost than conversion or ground-up development.

Faster revenue

A Trade Mart can move from vacant space to market activity much faster than major redevelopment.

Flexible rollout

The platform can start small, prove demand, and expand as companies, buyers, and capital follow.

Vacant Office Space — Turn empty FiDi floors into working showrooms and live deployments: a faster, modern Trade Mart. These floorplates are hard to convert to housing. Showrooms launch quickly, cost less, and pull demand back into the district.

Building	Total space (SF)	Vacant / available (SF)
55 Water Street	3,642,167	1,012,796
1 New York Plaza	2,500,000	35,382
One Liberty Plaza (165 Broadway)	2,346,463	228,823
28 Liberty Street	2,239,000	171,781
Equitable Building (120 Broadway)	1,900,000	497,290
125 Broad Street	1,385,919	68,710
40 Wall Street	1,300,000	61,082
140 Broadway	1,236,394	139,698
14 Wall Street	1,049,292	294,997
1 State Street Plaza	975,000	154,437
1 Battery Park Plaza	870,000	98,322
120 Wall Street	651,981	63,955
88 Pine Street	566,858	167,324
17 State Street	570,696	72,057
100 Wall Street	518,405	16,741
111 Broadway	484,901	74,301
115 Broadway	428,146	75,046
33 Whitehall Street	439,374	60,162
1 Whitehall Street	329,991	213,911
80 Maiden Lane	527,605	203,539

Sources: CommercialSearch (office availability listings, Dec 2025–Jan 2026); Crain’s New York Business; NYC Department of City Planning; publicly reported leasing and redevelopment disclosures.

Vacant Retail Space — Empty storefronts become instant street-level showrooms: demos, pilots, and pop-ins. NYC Small Business Services says Community Board 1 has, for the second year, the highest retail vacancy in NYC at 24%. According to The Broadsheet, these vacancies may represent more than 6,000 lost jobs and $25.5 million in annual tax revenue forgone.

Vacant Retail and Office Corridors
Fulton Street — high-foot-traffic spine for pop-in exhibits.
Nassau Street — narrow blocks suited to micro-showrooms.
Liberty Street (Chase Basement) — below-grade space for controlled demos.

Source: The Broadsheet

Vacant Land — Paused sites become visible progress: microgrids, stormwater parks, solar canopies, and pavilion showrooms. Deliver wins now while keeping long-term options open.

Vacant Sites
Vacant on Nassau — rapid pilot site for power and mobility.
Vacant on Anne — compact pavilion and demo yard.
Vacant on Fulton — high-visibility temporary activation.

Privately Owned Public Spaces (POPS) — Indoor and outdoor plazas, lobbies, and atriums are privately owned but legally public. Invent City can activate them with owners: upgrade the space, host focused carbon-zero exhibits, and create public impact without new construction. Owners keep the exhibitor relationship. Invent City curates, designs, and programs.

Privately Owned Public Spaces (POPS) — FiDi (east of Broadway)	Area (sf)
55 Water Street	86,151
1 New York Plaza	52,019
95 South Street (Pier 17)	48,000
8 Spruce Street (Beekman Plaza)	27,103
85 Broad Street	26,160
2 New York Plaza / 125 Broad Street	24,665
180 Maiden Lane	23,042
375 Pearl Street	19,500
60 Wall Street	16,496
111 Wall Street	15,472
77 Water Street	15,291
7 Hanover Square	12,816
75 Wall Street	12,197
4 New York Plaza / 115 Broad Street	10,697
88 Pine Street	9,907
100 Wall Street	8,451
200 Water Street	7,232
180 Water Street	6,353
160 Water Street	5,537
130 William Street	5,317
100 William Street	5,028
95 Wall Street	4,409
55 Broad Street	4,089
10 Hanover Square / 86 Water Street	3,416
110 Wall Street	3,163
40 Broad Street	2,329

Educational Facilities — During breaks, classrooms and auditoriums can become Invent City hubs for demos, talks, and training in AI, robotics, climate response, and demographic change.

Educational Facilities (FiDi)
Pace University — 140 John Street
Pace University — One Pace Plaza
Pace University — 161 William Street
Peck Slip High School — 1 Peck Slip
Millennium High School — 75 Broad Street
High School of Economics and Finance — 100 Trinity Place
High School for Leadership and Public Service — 90 Trinity Place

Alleyways & Narrow Streets — Underused lanes become micro-galleries with projection, AV walls, and embedded media that tell the carbon-zero story at street scale. Historic passages like Dutch Street can become walk-through narratives for climate, energy, and AI.

Alleyways & Narrow Streets
Dutch Street — historic lane with high storytelling value.
Liberty Place — compact corridor for short-form exhibits.
Theater Alley — immersive media wall opportunity.
Eastern Cedar Street — small-scale activation potential.
Marketfield Street — link between major pedestrian flows.

Major Facilities — Landmark destinations can host rotating exhibits matched to each venue’s audience, economics, and timing, delivering instant scale and credibility. Put climate, AI, and next-gen infrastructure where people already gather.

Major Facilities in FiDi & Area
Pier 17 — Hughes Corporation
Fulton Center — managed by Westfield
Century 21 Building — redevelopment
American Stock Exchange — redevelopment
Oculus & Winter Garden — adjacent

Click image to open

could combine package logistics, Blue Highway freight transfer, e-bike charging, battery exchange, micromobility, waste collection, storage, public bathrooms, worker support, shade, water, information, and emergency services.

FiDi can become a living lab for urban AI and robotics: a place to prove value, test performance, expose risk, and set better deployment standards.

AI can cut costs, improve services, optimize infrastructure, sharpen forecasts, automate routine work, and change how cities operate. It can also deepen inequality, displace workers, weaken privacy, increase surveillance, and create black-box decisions. Invent City should make both visible.

AI IN NYC ↓

gives urban AI and robotics a real-world sales platform. Its density, infrastructure, complexity, and decision-maker access make it a strong place to test, demonstrate, and scale.

Click image to open

Invent City extends beyond FiDi. Events, media, data, digital platforms, and AI keep the market active globally and make the platform useful every day.

attracts founders, buyers, investors, policymakers, operators, delegations, and press while expanding demand for the companies in the cluster.

lets people explore, compare, share, and engage across time zones.

Physical and digital channels build trust over time and turn one-time attention into repeat engagement, investment, procurement, pilots, and deployment.

GLOBAL REACH COMPONENTS ↓

Events

Live programming turns attention into meetings, pilots, partnerships, and deal flow.

Media

Content expands the Trade Mart beyond FiDi and keeps buyers engaged between visits.

Digital reach

Digital and AI channels keep discovery, comparison, and follow-up active 24/7.

FOR NYC:
$4B IN ECONOMIC ACTIVITY,
15,000 JOBS,
$380M TAX REVENUES

Tourism brings outside dollars into New York. Invent City adds a high-value business and innovation visitor stream to FiDi, supporting hotels, restaurants, retail, culture, transit, events, and local services.

1.1 Tourism matters to NYC → Tourism is one of New York’s strongest economic engines. Invent City can add buyers, delegations, trade events, and global attention.

1.2 International visitors matter more → They tend to stay longer, spend more, and support hotels, food, retail, transportation, culture, and services.

1.3 Business visitors are especially valuable → They spend more, travel year-round, and create steadier demand. Invent City is designed for that visitor: targeted, practical, and tied to deals.

Tourism summary	Mid
Annual visitors	1,000,000
Traveler spending ($/yr)	$1,348,750,000
Total economic impact ($/yr)	$2,090,562,500
Tourism-supported jobs	6,034
Modeled taxes and fees ($/yr, no PIT)	$159,240,625
Rounded taxes and fees ($/yr, no PIT)	$159,200,000
Note: PIT excluded to avoid double counting with Trade Mart payroll impacts.

Tourism summary	Low	Mid	High
Annual visitors	1,000,000	1,000,000	1,000,000
Traveler spending ($/yr)	$1,035,000,000	$1,348,750,000	$1,768,750,000
Total economic impact ($/yr)	$1,604,250,000	$2,090,562,500	$2,741,562,500
Tourism-supported jobs	6,034	6,034	6,034
Modeled taxes and fees ($/yr, no PIT)	$123,684,375	$159,240,625	$206,796,875
Rounded taxes and fees ($/yr, no PIT)	$123,700,000	$159,200,000	$206,800,000
Note: PIT excluded to avoid double counting with Trade Mart payroll impacts.

1. Base assumptions: 1.0M visitors/yr	Visitors/year	Avg nights	Hotel room-nights	Visitor-days
International overnight	250,000	5	1,250,000	1,250,000
Domestic overnight	250,000	2	500,000	500,000
Domestic day	500,000	0	0	500,000
Total	1,000,000	—	1,750,000	2,250,000

2. Spending inputs	Low	Mid	High
Hotel room-nights	1,750,000	1,750,000	1,750,000
ADR ($/room-night)	$250	$325	$425
International other spend ($/day)	$350	$450	$600
Domestic overnight other spend ($/day)	$200	$275	$350
Domestic day other spend ($/day)	$120	$160	$200
Note: ADR = average daily hotel room rate. “Other spend” = non-hotel visitor spending.

2A. Hotel and other traveler spending	Low ($/yr)	Mid ($/yr)	High ($/yr)
Hotel revenue	$437,500,000	$568,750,000	$743,750,000
Other spending (non-hotel)	$597,500,000	$780,000,000	$1,025,000,000
Total traveler spending	$1,035,000,000	$1,348,750,000	$1,768,750,000
Formula: Other spend = sum of (visitor-days by segment × spend/day by segment).

2B. Total economic impact	Low	Mid	High
Traveler spending ($/yr)	$1,035,000,000	$1,348,750,000	$1,768,750,000
Impact ratio	1.55x	1.55x	1.55x
Total economic impact ($/yr)	$1,604,250,000	$2,090,562,500	$2,741,562,500
Rounded total economic impact ($/yr)	$1,604,000,000	$2,091,000,000	$2,742,000,000
Formula: Total economic impact = traveler spending × 1.55.

3. Tourism-supported jobs	Input / Output	Value
NYC visitors (2024)	64.3M visitors
NYC tourism-supported jobs (2024)	388,000+ jobs
Jobs per 1M visitors	6,034+ jobs
IC annual visitors (assumption)	1.0M visitors
IC tourism-supported jobs (modeled)	6,034+ jobs
Formula: Jobs per 1M visitors = 388,000 / 64.3.

4A. Hotel room taxes and fees	Low	Mid	High
NYS sales tax on hotel rooms (4.0%)	$17,500,000	$22,750,000	$29,750,000
NYC sales tax on hotel rooms (4.5%)	$19,687,500	$25,593,750	$33,468,750
MCTD sales tax on hotel rooms (0.375%)	$1,640,625	$2,132,813	$2,789,063
NYC hotel occupancy tax (5.875%)	$25,703,125	$33,414,063	$43,695,313
NYC per-room hotel tax ($2.00 × room-nights)	$3,500,000	$3,500,000	$3,500,000
NYS hotel unit fee ($1.50 × room-nights)	$2,625,000	$2,625,000	$2,625,000

4B. Sales tax on other spending	Low	Mid	High
NYS sales tax (4.0%)	$23,900,000	$31,200,000	$41,000,000
NYC sales tax (4.5%)	$26,887,500	$35,100,000	$46,125,000
MCTD sales tax (0.375%)	$2,240,625	$2,925,000	$3,843,750
Total sales tax on other spending	$53,028,125	$69,225,000	$90,968,750

4C. Tax totals roll-up (no PIT)	Low	Mid	High
NYS total (hotel + other)	$44,025,000	$56,575,000	$73,375,000
NYC total (hotel + other)	$75,778,125	$97,607,813	$126,789,063
MCTD total (hotel + other)	$3,881,250	$5,057,813	$6,632,813
Grand total (no PIT)	$123,684,375	$159,240,625	$206,796,875
Rounded grand total (no PIT)	$123,700,000	$159,200,000	$206,800,000

4D. Tax formulas and notes	Low	Mid	High
Hotel revenue formula	room-nights × ADR	room-nights × ADR	room-nights × ADR
NYS hotel-room sales tax	Hotel revenue × 4.0%	Hotel revenue × 4.0%	Hotel revenue × 4.0%
NYC hotel-room sales tax	Hotel revenue × 4.5%	Hotel revenue × 4.5%	Hotel revenue × 4.5%
MCTD hotel-room sales tax	Hotel revenue × 0.375%	Hotel revenue × 0.375%	Hotel revenue × 0.375%
NYC hotel occupancy tax	Hotel revenue × 5.875%	Hotel revenue × 5.875%	Hotel revenue × 5.875%
NYC per-room hotel tax	$2.00 × room-nights	$2.00 × room-nights	$2.00 × room-nights
NYS hotel unit fee	$1.50 × room-nights	$1.50 × room-nights	$1.50 × room-nights
NYS sales tax on other spending	Other spending × 4.0%	Other spending × 4.0%	Other spending × 4.0%
NYC sales tax on other spending	Other spending × 4.5%	Other spending × 4.5%	Other spending × 4.5%
MCTD sales tax on other spending	Other spending × 0.375%	Other spending × 0.375%	Other spending × 0.375%
Scope note: PIT excluded to avoid double counting with Trade Mart payroll impacts.

The Trade Mart turns urban innovation into recurring commercial activity: jobs, payroll, procurement, buyer traffic, events, travel, regional spillovers, and tax revenue.

2.1 Job creation → A Trade Mart can support on-site jobs, event work, local services, building operations, hospitality demand, and wider knock-on activity.

2.2 Recurring demand → Repeat traffic from buyers, sellers, delegations, trade events, project teams, and business visitors can support steadier hotel, restaurant, retail, and service demand.

2.3 Tax generation → The upside includes payroll, rent, property-value support, sales taxes, hotel taxes, permits, business activity, and multiplier effects.

Trade Mart summary	Mid
Direct on-site jobs	8,500
Direct payroll ($/yr)	$1,427,500,000
Local procurement ($/yr)	$428,250,000
Total direct activity ($/yr)	$1,855,750,000
Note: Direct activity shown here is kept separate from tourism and real-estate modules to reduce double counting.

Trade Mart summary	Low	Mid	High
Direct on-site jobs	8,500	8,500	8,500
Direct payroll ($/yr)	$1,140,000,000	$1,427,500,000	$1,790,000,000
Total jobs incl. indirect + induced	12,750	15,300	17,850
Knock-on jobs	4,250	6,800	9,350
Note: Only direct jobs should be treated as additive across modules to avoid double counting.

1. Jobs based on area	Area	Density	Direct jobs
Showrooms	1,000,000 sf	1,000 sf/job	1,000
Support offices	1,500,000 sf	200 sf/job	7,500
Trade Mart total	2,500,000 sf	—	8,500
Formula: Jobs = Area / Density. Example: 1,500,000 sf / 200 sf per job = 7,500 jobs.

2A. Low-case payroll detail	Jobs	Low wage ($/yr)	Payroll ($/yr)
Showrooms	1,000	$90,000	$90,000,000
Support offices	7,500	$140,000	$1,050,000,000
Total for direct	8,500		$1,140,000,000

2B. Mid-case payroll detail	Jobs	Mid wage ($/yr)	Payroll ($/yr)
Showrooms	1,000	$115,000	$115,000,000
Support offices	7,500	$175,000	$1,312,500,000
Total for direct	8,500	—	$1,427,500,000

2C. High-case payroll detail	Jobs	High wage ($/yr)	Payroll ($/yr)
Showrooms	1,000	$140,000	$140,000,000
Support offices	7,500	$220,000	$1,650,000,000
Total for direct	8,500	—	$1,790,000,000

2D. Direct jobs	Jobs	Low wage	Mid wage	High wage
Showrooms	1,000	$90,000/yr	$115,000/yr	$140,000/yr
Support offices	7,500	$140,000/yr	$175,000/yr	$220,000/yr
Total direct jobs	8,500	—	—	—
Total payroll ($/yr)	8,500	$1,140,000,000/yr	$1,427,500,000/yr	$1,790,000,000/yr

3. Local procurement	Low	Mid	High
Procurement assumption (% of payroll)	20%	30%	40%
Local procurement ($/yr)	$228,000,000	$428,250,000	$716,000,000
Formula: Local procurement = Payroll × Procurement share.
What it reflects: Tenant and campus operating spend—security, cleaning, repairs, IT/AV, catering, event staffing, printing/signage, and local logistics; excludes landlord building OpEx.

4. Direct campus activity (Economic expansion)	Low	Mid	High
Payroll ($/yr)	$1,515,000,000	$1,902,500,000	$2,390,000,000
Local procurement ($/yr)	$303,000,000	$570,750,000	$956,000,000
Total direct activity ($/yr)	$1,818,000,000	$2,473,250,000	$3,346,000,000
Formula: Total direct activity = Payroll + Local procurement.

5. Indirect and induced jobs	Low	Mid	High
Direct jobs	8,500	8,500	8,500
Total jobs incl. indirect + induced	12,750	15,300	17,850
Knock-on jobs	4,250	6,800	9,350
Implied total multiplier	1.50x	1.80x	2.10x
What this shows: Additional off-site jobs supported through suppliers, vendors, and household spending.
Definitions: Direct = on-site Trade Mart jobs. Indirect = supplier and vendor jobs supported by Trade Mart spending. Induced = jobs supported by household spending from wages. Knock-on = indirect + induced combined.

6. Modeled tax revenues	Low	Mid	High
NYS PIT	$62,700,000	$85,650,000	$116,350,000
NYC resident PIT	$34,200,000	$45,680,000	$60,860,000
MCTMT	$10,203,000	$12,774,125	$16,020,500
Sales tax on employee spending	$17,688,469	$22,150,602	$27,779,445
Sales tax on local procurement	$10,117,500	$18,998,344	$31,772,500
Total modeled taxes ($/yr)	$134,908,969	$185,253,070	$252,782,445
Rounded total modeled taxes ($/yr)	$134,900,000	$185,300,000	$252,800,000
NYS stands for New York State, NYC for New York City, PIT for personal income tax, and MCTMT stands for the Metropolitan Commuter Transportation Mobility Tax.

6A. Tax assumptions and formulas	Low	Mid	High
NYS PIT effective rate	5.5%	6.0%	6.5%
NYC resident PIT rate	3.0%	3.2%	3.4%
MCTMT rate	0.895%	0.895%	0.895%
Employee spending sales tax assumption	Payroll × 35% local spend × 50% taxable × 8.875%
Procurement sales tax assumption	Local procurement × 50% taxable × 8.875%
Procurement assumption	Payroll × 20%	Payroll × 30%	Payroll × 40%
NYS PIT formula	NYS PIT = Payroll × NYS PIT rate
NYC resident PIT formula	NYC PIT = Payroll × NYC resident PIT rate
MCTMT formula	MCTMT = Payroll × 0.895%
Employee spending sales tax formula	Payroll × 35% × 50% × 8.875%
Procurement sales tax formula	Local procurement × 50% × 8.875%

6B. Scope note and caveat	Value
Scope note	NYC resident PIT assumes employees are NYC residents. If some workers commute from outside NYC, this line should be reduced accordingly. NYS PIT would still apply.
Additivity note	To avoid double counting across modules, only direct jobs should be treated as additive; indirect and induced jobs should not be added again in Tourism or other spillover modules.

Real estate matters because underused FiDi space can become productive again. Filling 3.0 million square feet can support NOI, values, refinancing, reinvestment, street life, and revenue.

3.1 Tax revenues → Filling 3.0 million square feet could expand NYC’s recurring revenue base through more income, stronger values, and higher long-term tax capacity.

3.2 Market repair → The real-estate case is direct: absorb vacant office and retail space, improve NOI, support valuations, and rebuild confidence in FiDi.

3.3 Why this matters now → Vacancy is the opening. Existing space can move faster and cost less than ground-up development while AI reshapes tenant demand.

The Trade Mart can also attract companies. A year-round FiDi marketplace gives firms a reason to locate near buyers, investors, agencies, partners, media, talent, and customers.

Real estate summary	Low	Mid	High
Stabilized leased area (sf)	3,000,000	3,000,000	3,000,000
Annual rent ($/yr)	$165,000,000	$165,000,000	$165,000,000
NOI ($/yr)	$111,750,000	$106,860,000	$102,000,000
Illustrative implied value at 6.0% cap ($)	$1,862,500,000	$1,781,000,000	$1,700,000,000
Modeled recurring NYC revenue capacity ($/yr)	$69,704,500	$70,675,890	$71,313,250
Rounded recurring NYC revenue capacity ($/yr)	$69,700,000	$70,700,000	$71,300,000
Note: This module is kept separate to avoid double counting with jobs, tourism, and construction modules.

1. Leasing assumptions	Area	Asking rent	Annual rent
Trade Mart - Showrooms	1,000,000 sf	$40/sf/yr	$40,000,000/yr
Trade Mart - Support offices	1,500,000 sf	$60/sf/yr	$90,000,000/yr
Trade Mart - Total	2,500,000 sf	—	$130,000,000/yr
Additional offices (separate)	500,000 sf	$70/sf/yr	$35,000,000/yr
IC rent total (all space)	3,000,000 sf	—	$165,000,000/yr

1A. Average gross rent across all space	Value
Total area (sf)	3,000,000
Total annual rent ($/yr)	$165,000,000
Average gross rent ($/sf/yr)	$55.00/sf/yr

1B. Operating expense assumptions	OpEx ($/sf/yr)
Low	$17.75
Mid	$19.38
High	$21.00

1C. Cap-rate assumptions	Cap rate
Low cap	5.5%
Base cap	6.0%
Higher cap	7.0%
High cap	8.0%

1D. Property-tax uplift assumptions	Value
NYC Class 4 assessment ratio	45%
NYC Class 4 tax rate	10.848%
Illustrative phase-in	50% / 75% / 100%

1E. CRT assumptions	Value
Rent base proxy ($/yr)	$165,000,000
Effective CRT rate	3.9%
Coverage factor	70% / 85% / 95%
CRT gross upper bound ($/yr)	$6,435,000

1F. Vacancy context	Value
FiDi Financial East office vacancy (a)	26.0%
FiDi Insurance office vacancy (a)	29.5%
Retail storefront vacancy in FiDi/BPC (Q3 2024) (b)	24%
Source note	(a) Cushman & Wakefield, Q4 2025; (b) Small Business Services

2. Real-estate logic	Definition
Gross rent	Total annual rent collected
OpEx	Building operating expenses
NOI	Gross rent minus OpEx
Implied value	NOI divided by cap rate

2A. NOI per square foot	Gross rent ($/sf/yr)	OpEx ($/sf/yr)	NOI ($/sf/yr)
Low expense	$55.00	$17.75	$37.25
Mid expense	$55.00	$19.38	$35.62
High expense	$55.00	$21.00	$34.00

2B. Total NOI on 3.0M sf	NOI ($/sf/yr)	Area (sf)	Total NOI ($/yr)
Low expense	$37.25	3,000,000	$111,750,000
Mid expense	$35.62	3,000,000	$106,860,000
High expense	$34.00	3,000,000	$102,000,000

2C. Implied value from capitalized NOI	Cap rate	Implied value ($)	Value per sf
Low expense	5.5%	$2,031,818,182	$677.27/sf
Low expense	6.0%	$1,862,500,000	$620.83/sf
Low expense	7.0%	$1,596,428,571	$532.14/sf
Low expense	8.0%	$1,396,875,000	$465.63/sf
Mid expense	5.5%	$1,942,909,091	$647.64/sf
Mid expense	6.0%	$1,781,000,000	$593.67/sf
Mid expense	7.0%	$1,526,571,429	$508.86/sf
Mid expense	8.0%	$1,335,750,000	$445.25/sf
High expense	5.5%	$1,854,545,455	$618.18/sf
High expense	6.0%	$1,700,000,000	$566.67/sf
High expense	7.0%	$1,457,142,857	$485.71/sf
High expense	8.0%	$1,275,000,000	$425.00/sf

2D. Plain-English economic benefits	Value
Benefit 1	Fills vacant office and retail space
Benefit 2	Creates steady rental income
Benefit 3	Improves NOI
Benefit 4	Supports stronger building values
Benefit 5	Helps owners refinance, reinvest, and stabilize assets
Benefit 6	Can improve confidence in the broader FiDi market

3. Job-counting treatment	Value
Approach	This module does not claim incremental job creation, to avoid double counting with separate Trade Mart operations, tourism, and construction modules.
Why	It shows how filling vacant space can improve building income, support asset value, and expand recurring city revenue.
Caveat	Stabilizing vacant space can still support employment indirectly by making buildings more viable and attracting more tenants, activity, and investment.

4A. Commercial Rent Tax (CRT)	Low	Mid	High
CRT gross upper bound ($/yr)	$6,435,000	$6,435,000	$6,435,000
Coverage factor	70%	85%	95%
CRT modeled ($/yr)	$4,504,500	$5,469,750	$6,113,250
Rounded CRT modeled ($/yr)	$4,500,000	$5,500,000	$6,100,000

4B. Property-tax capacity uplift (mid-case illustration)	Value
Mid-case implied value ($)	$1,781,000,000
Assessment ratio	45%
Class 4 tax rate	10.848%
Phase-in	75%
Property-tax capacity uplift ($/yr)	$65,206,140
Rounded property-tax capacity uplift ($/yr)	$65,200,000
Formula: Property-tax capacity uplift ≈ market value × 45% × 10.848% × phase-in

4C. Total modeled recurring NYC revenue capacity	Low	Mid	High
Property-tax capacity uplift ($/yr)	$65,200,000	$65,206,140	$65,200,000
CRT modeled ($/yr)	$4,504,500	$5,469,750	$6,113,250
Total recurring NYC revenue capacity ($/yr)	$69,704,500	$70,675,890	$71,313,250
Rounded total recurring NYC revenue capacity ($/yr)	$69,700,000	$70,700,000	$71,300,000

4D. Plain-English tax benefits	Value
Benefit 1	More leased space can support higher building income
Benefit 2	Higher income can support higher property value
Benefit 3	Higher value can support higher NYC property-tax revenue capacity
Benefit 4	Leased commercial space can also generate CRT revenue

4E. Scope note
This section models recurring NYC revenue capacity from stabilized leasing and value. It excludes one-time transaction taxes such as RPTT, RETT, and mortgage recording tax, and keeps jobs separate to avoid double counting.

MISSION: BUILD A PLATFORM TO MAKE FIDI A MODEL DISTRICT FOR THE FUTURE

SUMMARY:

MODELED RESULTS:

STRATEGY: LEAD WITH ECONOMICS, USE WHAT WORKS, ACTIVATE FIDI, SCALE WITH AI

1. LEAD WITH ECONOMICS

Demographics

Rising Urban Populations

Growth in Developing Cities

AI impact

AI Spendingby Area

Immediate potential of AI in NYC

Environmentals

Sea Level Rise

Rising Temperatures

2. ESTABLISH AN URBAN CLUSTER

3. ANCHOR CLUSTER WITH TRADE MART

4. POPULATE WITH SHOWROOMS

Buildings

Urban Agriculture

Consumer Products

Energy & Power

Urban Robotics

Urban AI

Wastewater

Water Systems

Transportation

5. GROW THE CLUSTER/MART IN FIDI

John Street

Nassau Street

S William and Beaver

Under the FDR

Broad Street @ NYSE

William Street @ Fosun Plaza

Wall Street

Gotham Park

6. USE WHAT EXISTS FOR VENUE

Office vacancy

OfficeVacancy

Retail vacancy

RetailVacancy

Lower cost

RedevelopmentCosts

Faster revenue

Time toRevenue

Flexible rollout

FlexibleRollout

7. USE CLUSTER AS URBAN AI LAB

8. GO GLOBAL 24/7/365

Events

Events

Media

Media

Digital reach

DigitalReach

FOR NYC: $4B IN ECONOMIC ACTIVITY, 15,000 JOBS, $380M TAX REVENUES

1. TOURISM ECONOMIC BENEFITS

2. TRADE MART ECONOMIC BENEFITS

3. NYC REAL ESTATE BENEFITS

MISSION:
BUILD A PLATFORM
TO MAKE FIDI
A MODEL DISTRICT
FOR THE FUTURE

STRATEGY:
LEAD WITH ECONOMICS,
USE WHAT WORKS,
ACTIVATE FIDI,
SCALE WITH AI

FOR NYC:
$4B IN ECONOMIC ACTIVITY,
15,000 JOBS,
$380M TAX REVENUES