Ex D - Hyatt Place Hotel Business Plan Draft 1.13.14

SeaTac Business Plan
Table of Contents
1. Executive Summary .......................................................................................................................... 5
1.1. The Project Overview ................................................................................................................ 6
1.2. RC Geographic Location ........................................................................................................... 7
1.3. Project Location .......................................................................................................................... 7
1.4. RC Highlights/Overview ....................................................................................................... 10
1.5. SeaTac Washington .................................................................................................................. 10
1.6. Seattle Washington .................................................................................................................. 11
2. Specific Industry Focus .................................................................................................................. 14
3. Developer Overview ....................................................................................................................... 15
3.1. Ariel Development, Inc. Summary ........................................................................................ 15
3.2. Projects Portfolio ...................................................................................................................... 15
3.2.1. Armory Way Center, Seattle ........................................................................................... 15
3.2.2. Northgate Office Building, Seattle ................................................................................. 15
3.3. Past Projects .............................................................................................................................. 16
3.3.1. Marriott Courtyard Hotel, Seattle Downtown/Pioneer Square ............................... 16
3.3.2. Silver Cloud Hotel Stadium, Seattle .............................................................................. 16
3.3.3. Silver Cloud Hotel Broadway, Seattle ........................................................................... 16
3.3.4. Hyatt Place Hotel & Towers, Seattle ............................................................................. 17
3.3.5. Urban WORKLofts ........................................................................................................... 17
3.3.6. Palmer Building ................................................................................................................ 17
3.3.7. The Olympic Reprographics Building .......................................................................... 18
3.3.8. SODO Gateway ................................................................................................................ 18
3.3.9. Former Canal Boiler Building......................................................................................... 18
3.3.10. Ohio Ave. Commercial Development ........................................................................... 19
3.3.11. The Rainier Brewery Complex, Seattle ......................................................................... 19
4. Hyatt Brand ...................................................................................................................................... 19
4.1. The Hotel ................................................................................................................................... 21
4.1.1. Development Cost ............................................................................................................ 22
5. EB-5 Investment Offering Organization and Structure........................................................... 24
Hyatt Place SeaTac Business Plan

5.1. Project Development and Schedule ....................................................................................... 24

5.2. Project Job Creation.................................................................................................................. 24
5.3. Job Creation Sufficiency .......................................................................................................... 25
5.4. Return on Investment .............................................................................................................. 25
5.5. Description of the Company .................................................................................................. 27
5.6. Venture Overview .................................................................................................................... 27
5.7. Corporate Structure ................................................................................................................. 27
5.8. Path of Funds ............................................................................................................................ 28
5.9. Mission Statement .................................................................................................................... 28
5.10. Financial................................................................................................................................. 29
5.11. Value Proposition for EB-5 Investment Opportunity ..................................................... 29
5.12. Sources of Proceeds.............................................................................................................. 29
5.13. Bank Loan .............................................................................................................................. 29
5.14. Use of Proceeds..................................................................................................................... 30
5.15. Projected Pre-Tax Return on Investment .......................................................................... 30
5.16. Foreign Investor Return on Investment ............................................................................ 30
5.17. Management, Staff and Employees ................................................................................... 30
5.17.1. Michael Mattox, President of the General Partner ...................................................... 30
5.17.2. Immigration Counsel ....................................................................................................... 31
5.17.3. Michael Homeier – securities council? .......................................................................... 31
5.17.4. Economist .......................................................................................................................... 32
6. Consultants and Advisors ............................................................................................................. 33
6.1. Business Modeling and Planning .......................................................................................... 33
6.2. Banking ...................................................................................................................................... 34
7. Marketing ......................................................................................................................................... 34
7.1. Market Analysis Summary ..................................................................................................... 34
7.2. Hotel Industry Analysis .......................................................................................................... 34
7.3. Education Demand Drivers .................................................................................................... 36
7.4. Leisure Demand Generators ................................................................................................... 36
7.5. Employment Demand Generators ......................................................................................... 37
8. Competition...................................................................................................................................... 38

8.1. Marketing Strategy................................................................................................................... 39

9. Operations ........................................................................................................................................ 40
9.1. Risk Management ..................................................................................................................... 40
9.2. Human Resources .................................................................................................................... 41
9.3. Management Summary ........................................................................................................... 41
9.4. Org Chart ................................................................................................................................... 41
9.5. Personnel Plan .......................................................................................................................... 42
9.6. Job Descriptions ........................................................................................................................ 43
9.7. Compensation ........................................................................................................................... 50
9.7.1. Payroll ................................................................................................................................ 50
10. Financial Plan................................................................................................................................... 51
10.1. Important Assumptions ...................................................................................................... 51
10.2. Proforma ................................................................................................................................ 51
11. Sales ................................................................................................................................................... 52
11.1. Sales Strategy ........................................................................................................................ 53
11.2. Website Marketing Strategy ............................................................................................... 53
12. Construction ..................................................................................................................................... 53
12.1. General Contractor ............................................................................................................... 54
12.2. Construction Schedule......................................................................................................... 55
12.3. Construction cost .................................................................................................................. 55
13. Permits and Entitlements .............................................................................................................. 61
14. Job Creating Enterprise/Project Summary ................................................................................. 61
14.1. Project Timeline .................................................................................................................... 61
15. Economic Methodology ................................................................................................................. 62
15.1. Job Creation Overview ........................................................................................................ 62
16. Economic Impact Overview .......................................................................................................... 64
17. Exhibits.............................................................................................................................................. 65


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1. Executive Summary
Washington Regional Center (“WRC”), was established on June 22, 2009 in Washington, and is
structured as a limited liability company. WRC was initially approved for designation in the
Pilot Program on February 7, 2011 and amended approval on July 19th, 2013. The current
geographic area includes the entire State of Washington and counties of Clackamas, Columbia,
Marion, Multnomah, Polk, Washing and Yamhill in the State of Oregon. WRC has, or plans to
offer, EB-5 capital investment opportunities in affiliated new commercial enterprises, organized
as LPS focusing on projects in approved industry categories.
The purpose of this business plan is to submit form I-526 to apply to the USCIS for the
immigrant investor. This project is an additional project and new job creating enterprise to be
funded by immigrant investors and a bank loan to be managed and sponsored by WRC and its
development partners. The project is located in King County and it is within census track
288.02; therefore, it will qualify for a $500,000 reduced investment threshold as defined in 8 CFR
204.6(e).
The Hotel will be a 156-room extended-stay, three-star hotel with an in-room kitchen, living
area, office desk, and divided rooms (one bedroom and two bedroom suits). The hotel will be
located in the city of SeaTac, Washington, approximately 0.8 miles (1.3 km) from Seattle-Tacoma
International Airport.
The Hotel is connected to Angle Lake Park, which features waterfront property with attractive
lake view. Ariel Development Inc. (The Developer) has secured an easement (See City of
SeaTac Report and Decision Case No. CUP10-00001) that allow the primary access to the Hotel
through Angle Lake Park at the signalized intersection of International Boulevard and South
195h Street. This decision by the city of SeaTac indicates the city’s acceptance in incorporating
the Hotel to Angle Lake Park. Border the Park on its entire north and west sides, the Hotel
guests have easy access to all the amenities that park has to offer.
This business plan submitted with the petition is sufficient to establish EB-5 compliance
pursuant to Matter of Ho.
The “Hyatt Place comprehensive business plan” will demonstrate that “due to the nature and
projected size of the new commercial enterprise, the need for not fewer than ten (10) qualifying
employees will result, including approximate dates, within the two years subsequent to the
filing of the I-526, and when such employees will be hired.” To be considered “comprehensive,”
the business plan is sufficiently detailed to permit the Service to reasonable conclude that the
enterprise has the potential to meet the job-creation requirements. In Matter of Ho the
Administrative Appeals Office held that a “comprehensive business plan as contemplated by

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the regulations should contain, at a minimum, a description of the business, its products and/or
services, and its objectives.” Elaborating on the contents of an acceptable business plan, the
decision states the following:
“The plan should contain a market analysis (located in section 7.1), including the names of
competing businesses (located in section 7.6) and their relative strengths and weaknesses
(located in section 7.6.1), a comparison of the competition’s products (located in section 7.6) and
pricing structures (located in section 7.6), and a description of the target market/prospective
customers (located in Sections 7.3, 7.4 and 7.5) of the new commercial enterprise. The plan
should detail any contracts executed (located in Exhibit J) for the supply of materials (located in
Section 11.3) and/or the distribution of products. It should discuss the marketing strategy of the
business (located in section 7.9), including pricing, advertising, and servicing. The plan should
set forth the business’s organizational structure (located in sections 6.0 – 6.7) and its personnel’s
experience (located in sections 6.0 – 6.7). It should explain the business’s staffing requirements
(located in section 8.5) and contain a timetable for hiring (XX), as well as job descriptions
(located in section 8.5) for all positions. It should contain sales, cost, and income projections
(located in section 9 and Exhibit A) and detail the bases therefor. Most importantly, the
business plan must be credible.
As such, the following information will establish that the job creating enterprise is at the stage
where work is immediately ready to begin (XX).
Evidence of the permits and licenses that have been obtained in order to begin work on the
Hyatt Place project can be found in section 12.0 and in Exhibits D through H. Evidence showing
that the construction materials required for the Project will be acquired can be found in section
11.3 and Exhibit J. This will identify the suppliers of the construction materials. Evidence of
contracts executed for the construction of the Project can be found in Exhibit J. Financial
projections can be found in section 5.16. The Infusion of EB-5 Capital can be found in section 5.9.
1.1. The Project Overview
The proposed Project, known as the “Hyatt Place at SeaTac Airport” (the “Hotel”), is
comprised of the acquisition of certain real property in the city of SeaTac in the state of
Washington on which the Project Company will develop, construct, manage, and operate a
Hyatt Place Hotel. The Hotel is contemplated as an upscale selective-service hotel
consisting of approximately 156 guestrooms in a 5-floor structure, with ample parking stalls,
multiple meeting spaces, 24/7 Guest Kitchen, Bakery Café, fitness center, business center
and other guest amenities including a separate living areas, free internet, and adjacent park
amenities.

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The Hotel will be located within one mile of the Seattle-Tacoma International Airport at the
address 19518 International Boulevard, SeaTac, Washington 98188 (the “Property”). Subject
to the successful closing of the Offering, the Property will be acquired, and the Project will
be developed and constructed, by Angle Lake Hotel, LLC, a Washington limited liability
company (the Project Company), itself under the management of Ariel Development, LLC, a
Washington limited liability company. Upon the completion of construction, the actual day-
to-day operations of the Hotel will be managed by InterMountain Management, LLC, a
third-party management company affiliated with Hyatt, as described below.
Using at-risk investments from EB-5 investors, the Partnership will provide, pursuant to a
comprehensive written agreement, a loan of $12,000,000 to the Project Company. This loan
will be secured by all of the assets of the Project Company and by personal assets of the
individual principals of the Project Company. See “Financial Considerations”, below.
1.2. RC Geographic Location
The Project is located within the Washington Regional Center, designated under the
Immigrant Investor Pilot Program and composed of entire State of Washington and counties
of Clackamas, Columbia, Marion, Multnomah, Polk, Washing and Yamhill in the State of
Oregon. (“Regional Center Geographic Area”). The primary objective of this Regional Center
is to channel immigrant investor capital to create employment, assist local municipalities and
improve neighborhoods within the Regional Center Geographic Area.
1.3. Project Location

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The city of SeaTac is an outlying suburb of Seattle, King County, Washington. Incorporated
in February of 1990, SeaTac is ten square miles in area, and has a population of 26,909
according to the 2010 census. The city includes the communities of Angle Lake, Bow Lake,
McMicken, and Riverton, which were established before the city’s incorporation. The city of
SeaTac operates seven city parks and two community center facilities, including Angle Lake
Park, a 10.5-acre park that includes a barbecue area, a boat launch, a fishing pier,
playground equipment, an open recreation area, swimming facilities, a stage, and toilet

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facilities. The Hotel will be located adjacent to Angle Lake Park, and guests of the Hotel will
have easy access to the recreational opportunities that Angle Lake Park has to offer.
The city is home to the Seattle-Tacoma International Airport and over 900 businesses, 80 of
which are Fortune 1,000 companies. Alaska Airlines and Horizon Air are headquartered in
SeaTac, and Asiana Airlines, EVA Air, Hainan Airlines, and China Airlines also have offices
in the city. Over 40,000 employees work in the city of SeaTac and generate total local sales
of approximately $3.7 billion.
The most prominent institution in SeaTac is the Seattle-Tacoma International Airport (the
“Airport”), which is owned and operated by the Port of Seattle. According to FlightStats,
October 2011 announcement, the Seattle-Tacoma Airport is world’s No. 2 airport for the
departure performance. TravelandLeisure.com also ranked the SeaTac No. 1 in 2008 as
America’s best airports. Seattle-Tacoma Airport is the international gateway for the greater
Seattle-Tacoma-Bellevue metropolitan statistical area, the 16th busiest in the United States
and the largest in the Pacific Northwest region. The Airport and its supporting
infrastructures play a major role in bringing the economic, cultural, and educational sectors
of the region together. The Hotel will be located within one mile of the Airport, and a large
portion of the guests of the Hotel is expected to be made up of individuals traveling through
the Airport, both into the Seattle-Tacoma area, and on to further destinations.
The Airport serves Seattle and Tacoma, Washington, as well as the rest of western
Washington, and is the primary hub for Alaska Airlines, whose headquarters is located near
the airport. The Airport has service destinations throughout North America, Europe, the
Middle East, and East Asia. According to the 2011 North American Airport Traffic
Summary of the Airports Council International, the Airport was is the 16th-busiest airport in
the United States in 2011, serving over 32.5 million passengers.
The demand for air travel has been surprising strong in this uncertain economy and
according to the Port of Seattle’s 2012 Budget and Business Plan, the Airport has
experienced positive year-over-year passenger growth each month since June 2010. In 2011,
the Airport continued to experience strong growth with an increase of 4.1% in year-to-date
airline passengers through October. The increase in international passengers, at 7.1%,
outpaces the increase in domestic passengers, at 3.8%. Going forward, the Port of Seattle
projects growth of 1.5% in 2012, and a long-term growth rate of 2.2% for 2013 and beyond,
which is equal to an increase of approximately 722,000 passengers annually. The steady
growth in both international and domestic air travelers has prompted the Port of Seattle to
conduct improvements on the Airport. In November of 2008, the Airport finished
construction of its third runway, at a cost of approximately $1.1 billion. The Airport has

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continued to develop its infrastructure program with capital expenditures of $348 million in
2009, $276 million in 2010, $231 million in 2011 and an estimate of $262 million in 2012.
The increase in passengers using the Airport indicates that the demand for hotel rooms in
the market area may increase accordingly. Because the Hotel will be located in close
proximity to the Airport, a growth in Airport passengers may indicate increased business
for the Hotel, once it begins operations.
1.4. RC Highlights/Overview
Washington Regional Center (“WRC”), was established on June 22, 2009 in Washington, and
is structured as a limited liability company. WRC was initially approved for designation in
the Pilot Program on February 7, 2011. Based on the initial designation and any
subsequently approved designation amendments, WRC has jurisdiction over a geographic
area within the Washington Counties of King, Pierce, Thurson, Mason, Grays Harbor,
Pacific and Lewis. WRC has or plans to offer EB-5 capital investment opportunities in
affiliated new commercial enterprises, organized as LPS focusing on projects in approved
industry categories.
Seattle Tacoma Hotel, LP’s General Partner is Pacific Hospitality Management, LLC, which
is managed by its appointed Managing Member, Michael Mattox. The General Partner will
charge the Partnership an annual management fee of up to 1.5% of the assets under
management during the year. General Partner will pay ordinary course expenses of the
Partnership out of that management fee, including but not limited to ongoing legal,
accounting, management and administrative fees and expenses.
Michael Mattox. Michael Mattox has been an entrepreneur for approximately 20 years. He
holds a Masters of Business Administration and has held positions as Marketing Director
and Director of Business Development at several companies. He has worked with economic
development agencies at both the state and local levels and has owned and managed several
businesses. Mr. Mattox has also been an Adjunct Professor of Marketing for St. Martins
University at the Shanghai Maritime University in Shanghai, China.
1.5. SeaTac Washington
The city of SeaTac is an outlying suburb of Seattle, King County, Washington. Incorporated
in February of 1990, SeaTac is ten square miles in area, and has a population of 26,909
according to the 2010 census. The city includes the communities of Angle Lake, Bow Lake,
McMicken, and Riverton, which were established before the city’s incorporation. The city of
SeaTac operates seven city parks and two community center facilities, including Angle Lake

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Park, a 10.5-acre park that includes a barbecue area, a boat launch, a fishing pier,
playground equipment, an open recreation area, swimming facilities, a stage, and toilet
facilities. The Hotel will be located adjacent to Angle Lake Park, and guests of the Hotel will
have easy access to the recreational opportunities that Angle Lake Park has to offer.
The city is home to the Seattle-Tacoma International Airport and over 900 businesses, 80 of
which are Fortune 1,000 companies. Alaska Airlines and Horizon Air are headquartered in
SeaTac, and Asiana Airlines, EVA Air, Hainan Airlines, and China Airlines also have offices
in the city. Over 40,000 employees work in the city of SeaTac and generate total local sales
of approximately $3.7 billion.
1.6. Seattle Washington
It is expected that the Hotel will host many visitors to the city of Seattle. Seattle is the
largest city in the Pacific Northwest and is the region's commercial, financial, transportation,
distribution, and industrial hub. Many national, state, and local government offices,
including the King County seat, are located in the City of Seattle. Seattle is a cultural center
with numerous libraries, museums, and art galleries, a variety of professional and
community performing arts groups, an arboretum, and a zoo. Seattle is known for its
multicultural heritage, and welcomes new residents and visitors from all parts of the world.
The City has more than 40 distinct and diverse neighborhoods with an ethnic population
that speaks more than 80 languages.
Seattle features hundreds of city parks, administered by the city’s Parks and Recreation
Department. Seattle’s climate and frequent rain have created a city that is rich in lush green
forests. Seattle also features numerous bodies of water; the city is located between Puget
Sound on the west and Lake Washington on the East, and is divided in half by the Lake
Washington Ship Canal, which connects Lake Washington to Puget Sound. Other bodies of
water in Seattle include Union Bay, the Montlake Cut, Portage Bay, Lake Union, the
Fremont Cut, Salmon Bay, Shilshole Bay, the Duwamish River, Elliott Bay, Bitter Lake,
Haller Lake, Green Lake, and a number of creeks. Thus, many locations in Seattle are
situated nearby serene bodies of water, beautiful greenery, and scenic and well-maintained
parks.
Furthermore, Seattle is renowned for several landmarks and tourist attractions that are
visited by a large number of tourists each year. These include:
• The Space Needle. Seattle’s most recognizable landmark, the Space Needle was built for
the 1962 World’s Fair, and has been featured heavily in television shows such as Frasier,
Grey’s Anatomy, The Killing, and iCarly, and films such as Sleepless in Seattle, and the
Twilight Saga. The fairgrounds surrounding the Space Needle have been converted into

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“Seattle Center,” the site of many local civic and cultural events. The Seattle Center
Monorail was also constructed for the 1962 World’s Fair and still runs from Seattle
Center to Westlake Center, a downtown shopping mall, a little over a mile to the
southeast.
• Pike Place Market. Pike Place Market was opened on August 17, 1907, and is one of the
oldest continually-operated public farmers’ markets in the United States, and one of
Seattle’s most popular tourist destinations (over 10 million visitors annually). Shops
such as antique dealers, comic book and collectible shops, fishmongers, fresh produce
stands, craft stalls, and florists take up space within the Market’s main and lower levels.
Many street entertainers perform along the Market’s walkways to entertain visitors.
Further, Pike Place Market offers several dining and drinking options, including fresh
seafood, rich chowders, French pastries and other baked goods, Italian dining at the Pink
Door or Il Bistro, and several unique options such as Lowell’s, a bar founded in 1957,
French bistro Maximilien, and Seattle’s only Bolivian restaurant, Copacabana. Pike Place
Market also features the first Starbucks store, which still operates a block south of its
original location.
• The Fremont Troll. The Fremont Troll, also known as “The Troll”, is a piece of public
art in the Fremont neighborhood of Seattle, located under the Aurora Bridge. The piece
is a colossal mixed-media statue of a troll clutching an actual Volkswagen beetle, and
was the winner of a competition sponsored by the Fremont Arts Council in 1990.
• The EMP Museum. The EMP Museum, formerly known as “Experience Music Project
and Science Fiction Museum and Hall of Fame,” is a museum dedicated to the history
and exploration of both popular music and science fiction. The Frank Gehry-designed
building is located on the campus of Seattle Center, adjacent to the Space Needle. The
Seattle Center Monorail runs through the museum building.
• The Seattle Great Wheel. Situated nearby to Downtown Seattle, on Pier 57, the Seattle
Great Wheel is the tallest Ferris wheel on the west coast. Extending out over Elliott Bay,
the 175-foot structure is the only Ferris wheel that has been built over water.
• Seattle Central Library. The Seattle Public Library’s Central Library is an 11-story glass
and steel building in downtown Seattle. Opened to the public on May 23, 2004, the
public library can hold about 1.45 million books and other materials, and includes over
400 computers available for public use. Over 2 million individuals visited the new
library in its first year.

Seattle is home to the University of Washington, which has a strong reputation as a
renowned educational institution, and was ranked by Newsweek as the 42nd best university
in the United States in 2012. Seattle also features several smaller private universities
including Seattle University, Seattle Pacific University, City University, and Antioch
University, and several arts colleges, including Cornish College of the Arts, Pratt Fine Arts
Center, and the Art Institute of Seattle. Professional arts organizations located in Seattle

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include the Seattle Opera, the Pacific Northwest Ballet, the Seattle Symphony Orchestra, and
the Seattle Chamber Music Society.
Seattle also boasts several professional sports teams, including the National Football
League’s Seattle Seahawks, Major League Baseball’s Seattle Mariners, and Major League
Soccer’s Seattle Sounders FC. Safeco Field is home to the Seattle Mariners, and is also used
for amateur baseball events, as well as major corporate, political, and other events.
CenturyLink Field, formerly Seahawks Stadium and Qwest Field, is home to the Seattle
Seahawks and Seattle Sounders FC, and also includes the Event Center with the WaMu
Theater, a parking garage, and a public plaza which hosts concerts, trade shows, and
consumer shows.
Seattle's economy is driven by a mix of older industrial companies and younger companies
representing newer industries, including Internet and technology, design and clean
technology. The city's gross metropolitan product was $231 Billion in 2010, making it the
12th-largest metropolitan economy (15th largest in population) in the United States,
according to the United States Bureau of Economic Analysis. The Port of Seattle, which also
operates the Airport, provides a major gateway for trade with Asia and for cruises to
Alaska. With Washington being the most trade dependent state in the United States, the
transportation and hospitality sectors play a vital role in supporting the state’s economy.
Seattle and its surrounding areas are a hotbed for start-up businesses, especially in
information technology, green building, and clean technologies. Seattle was named
America's No. 1 “tech city” in the U.S. by Scientific American in 2011; No. 1 economy in the
U.S. by Policom in 2010 and No. 1 "smarter city" by the Natural Resources Defense Council in
2009.
Seattle is home to three of the companies on the 2011 Fortune 500 list of the United States'
largest companies, including Amazon.com, the largest online retailer in the world;
Starbucks, the largest coffee chain in the world and Nordstrom, one of the largest
department stores in the U.S. Five more Fortune 500 companies are located in the greater
Seattle-Tacoma-Bellevue metropolitan area which include Costco, the largest membership
warehouse chain in the U.S.; Microsoft, the largest software company in the world;
Weyerhaeuser, one of largest paper producer in the world; PACCAR, third largest heavy-
duty truck manufacturer in the world; and Expeditors International, a global logistics and
freight forwarding company. In addition, other major companies in the area include
Providence Health & Services, Vulcan investment holding; Nintendo of America, T-Mobile
USA, REI, Expedia Travel, Alaska Air Group and other private companies. Prior to moving
its headquarters to Chicago, aerospace manufacturer Boeing was the largest company based
in Seattle. It remains the largest private employer in the Seattle metropolitan area, as its

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largest division is still headquartered in nearby Renton, and the company has large aircraft
manufacturing plants in Everett and Renton.

According to Seattle Convention and Visitors Bureau, some 9.9 million visitors, business
and leisure, spend $5.9 billion in Seattle and King County annually, $1 billion of which is
spend on lodging alone. Direct visitor spending benefits hotels, retailers, restaurants,
attractions, transportation services and other businesses, and supports jobs for more than
51,000 people in the Seattle region. As for the state, tourism is a $16.4 billion industry that
supports nearly 150,900 jobs, creates $4.5 billion in payroll earnings, contributes $1.8 billion
in local and state tax revenues and is the fourth-largest component of Washington’s Gross
Domestic Product.
2. Specific Industry Focus
The focus on specific industries will be within the following industry super sector:
NAICS code 23, Construction, is the approved targeted industry economic clusters sector by
USCIS in the Washington Regional Approval Notice. Hotel Construction is a sub-sector of the
overall Construction sector and listed under NAICS 2362, Nonresidential Building
Construction.
This industry comprises establishments primarily responsible for the construction (including
new work, additions, alterations, maintenance, and repairs) of commercial and institutional
buildings and related structures, such as stadiums, grain elevators, and indoor swimming
pools. This industry includes establishments responsible for the on-site assembly of modular or
prefabricated commercial and institutional buildings. Included in this industry are commercial
and institutional building general contractors, commercial and institutional building operative
builders, commercial and institutional building design-build firms, and commercial and
institutional building project construction management firms.
Furthermore, the U.S. Bureau of Economic Analysis (BEA) does not delineate multipliers in any
more detail than the entire NAICS 23 or construction industry as a whole. Therefore,
multipliers published for NAICS 23 are used as a proxy, a common practice in conducting
economic analysis.
NAICS specific codes used in the Economic impact Report in Exhibit K of this plan:
2362 Nonresidential Building Construction

5413 Architectural, Engineering & Related Services

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7211 Traveler Accommodations
3. Developer Overview
3.1. Ariel Development, Inc. Summary
Twenty-four years ago, Herzel Hazan and Shiamon Mizrahi began an innovative real estate
group based in Seattle, Washington. Our non-traditional approach has been the key to an
outstanding progressive success over the past 20 years. Through revitalizing strategic
properties in our city, we have the foresight to capitalize on opportunities overlooked by the
more conventional and less innovative real estate groups. Our essential elements consist of
site selection, creative property re-use and efficient control to formulate our success. Just as
important is our respect for nature, culture and history of our region. We developed and
own over $400 million in assets with local partners and investors through different
partnerships on over 20 real estate properties. These partnerships support our innovation
vision. Our properties include hotels, office buildings, commercial buildings and retail
centers. We will continue to develop the Pacific Northwest in exciting new ways. This is our
vision.
3.2. Projects Portfolio
3.2.1. Armory Way Center, Seattle

Purchased in partnership with Kauri Investment in
April 2006. The site will be developed into a 400,000
sq. ft. retail center for medium and large stores.
Project under work.
3.2.2. Northgate Office Building, Seattle

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This property is home to a high-traffic, convenient

gas station featuring the first and only 24-hour drive-
thru Starbucks & a convenience center. Our future
plans for the property consist of a new office
building with parking stalls and ground floor retail
with Starbucks drive thru. Project under work.
3.3. Past Projects
3.3.1. Marriott Courtyard Hotel, Seattle Downtown/Pioneer Square
The first EB-5 hotel project in America. Ariel

Development, in partnership with Kauri
Investment, converted and developed the historic
Alaska Building into a one of a kind 262 room
Courtyard by Marriott Hotel. Constructed in 2008 –
2009 and was opened in 2010.
3.3.2. Silver Cloud Hotel Stadium, Seattle
Developed and owned through a partnership

between Silver Cloud Inns, Shimon Mizrahi and
Herzel Hazan. The hotel offers 212 rooms and a
sports bar restaurant.
3.3.3. Silver Cloud Hotel Broadway, Seattle

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Developed and own through a partnership between

Silver Cloud Inns, Shimon Mizrahi and Herzel
Hazan. The hotel offers 179 rooms and a sports bar
restaurant.
3.3.4. Hyatt Place Hotel & Towers, Seattle
Hyatt Place Hotel (160 rooms) and Annaliese a 56

condo/apartment, Seattle. Ariel Development and
Kauri Investment jointly developed and own this
property. Constructed in 2008 – 2009 and was
opened in 2010.
3.3.5. Urban WORKLofts
The Urban Work Lofts and Storage, construction

was completed in 2010. This unique 158,000 sq. ft.
property consists of 7 stories on mini warehouses,
and 3 floors of WORKLofts space.
3.3.6. Palmer Building

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One of Pioneer Square’s historic landmarks.

Purchased in August 2006 in partnership with
American Life, Inc. Extensive remodel transformed
this former warehouse into a fully modernized office
and retail building.
3.3.7. The Olympic Reprographics Building
Purchased in August 2006 in partnership with

American Life, Inc. 36,000 sq. ft., four stories of open
beam structure. Extensive remodel transformed this
former warehouse into a fully modernized office and
retail building.
3.3.8. SODO Gateway
Purchased in partnership with American Life, Inc. in

March 2006. This property benefits from high
visibility and accessibility from all major highways.
The newly remodeled SODO Gateway offers 54,000
sq. ft. of flex space and ample parking.
3.3.9. Former Canal Boiler Building

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An extensive remodeling program has transformed

this barn-styled wood frame structure into an
exciting open beam space & large fully accessible
store fronts.
3.3.10. Ohio Ave. Commercial Development
282,000 sq. ft. freestanding warehouse building on a

ten acre lot. The new remodeled building offers
various offices & warehouse spaces.
3.3.11. The Rainier Brewery Complex, Seattle
A 24-building complex totaling 220,000 sq. ft., this

project represents a fresh approach to developing
sustainable space for the arts community in Seattle.
4. Hyatt Brand

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Hyatt Hotels Corporation (“Hyatt”) (NYSE:H) is an international hospitality

company and operator of hotels, with more than 492 lodging properties
worldwide. Hyatt operates several hotel chains, and the company and its people
have been recognized in prominent travel publications such as Travel + Leisure
and Condé Nast Traveler. Hyatt has received numerous awards from reputable
organizations and publications. The Human Rights Campaign has awarded the company a
score of 100% in its Equality Index for eight consecutive years, and named it one of the “Best
Places to Work” in 2011. The Wall Street Journal ranked Hyatt number 92 on its 2010 “Top
IDEAL™ Employers for Young Professionals”. Executive Travel Magazine named Hyatt
brands the Best Hotel Chain and Best Hotel for Meetings in 2010. There are 59 AAA Four
Diamond Lodging Awards for Hyatt properties in North America.
Hyatt launched its Hyatt Place brand in 2007 and currently there are more than
167 Hyatt Place hotels in the U.S. At least 35 announced Hyatt Place are under
development throughout the U.S., China, Europe, India, Latin America and the
Middle East and many more are under negotiations. Located mainly in urban,
airport and suburban areas, Hyatt Place is aimed at providing business travelers
and families with easy access to everything they need 24 hours a day, seven days
a week. Hyatt Place hotels offer a variety of dining options accessible at any time of day, such
as the Bakery Café, featuring Starbucks coffee drinks and a wine bar, and a guest kitchen with
fresh snacks and entrees, as well as a daily complimentary breakfast in the all-new Kitchen
Skillet™, featuring freshly prepared breakfast sandwiches, waffles, French toast, pancakes, and
steel cut oatmeal. The Hyatt Place Gallery is a warm, open area that features a check-in kiosk, a
TV den, a variety of comfortable gathering spaces, and an e-room with complimentary
computer and internet access and printing. Guestroom amenities include the Hyatt Grand
Bed™, the oversized Cozy Corner sleeper sofa, complimentary wireless internet and remote
printing, 42” HDTV featuring NFL Sunday Pass and NBA League Pass (in addition to other
professional and college sports options), the Hyatt Plug Panel media center which easily
integrates with laptops and other electronic devices, and stylish bathrooms with granite
countertops and Portico® amenities. Hyatt Place hotels also offer a complimentary Stay Fit®
Fitness Center, open 24 hours a day and equipped with state-of-the art Life Fitness® cardio and
strength equipment; touch-screen televisions on the cardio machines; and a pool. Hyatt Place
was recognized as J.D. Power and Associates’ Highest in Guest Satisfaction for Mid-scale Full
Service Brand in 2008; Entrepreneur Magazine named Hyatt Place the Best Hotel Chain Value in
2009; Hospitality Technology Magazine gave the hotel Visionary Award in 2009 and
HotelChatter.com name Hyatt Place the Best Hotels for Wi-Fi recognition.
As part of the Hyatt brand portfolio, the Hotel is expected to benefit from Hyatt’s experience,
reputation as a leader in the hospitality industry, and the Hyatt Gold Passport® guest loyalty

P a g e | 20
program, which is believed by many to be one of the lodging industry’s most preferred loyalty
programs, with more than 10.2 million members worldwide as recently in 2010.
4.1. The Hotel
The Hotel will be a 156-room upscale selective-

service, three-star hotel to be located in the city of
SeaTac, Washington, approximately 0.8 miles
(1.3 km) from Seattle Tacoma International Airport.
The Hotel will feature amenities such as separate
living areas, free internet, meeting spaces, and
parking stalls. Furthermore, the Hotel will offer
guests expedient access to Angle Lake Park, a nearby
public park, as the Project Company has secured an
easement allowing access from the Hotel to Angle
Lake Park at the signalized intersection of
International Boulevard and South 195th Street.
Guestrooms
The Hotel is currently

envisioned as offering
approximately 156
guestrooms in various
configurations, including
standard, studio, one-
bedroom, and suite
configurations. It is
anticipated that there will be
approximately 80 king
standards, 8 king studios, 4
one-bedroom king suites, and 60 queen standards guestrooms. Each guestroom will be
well-appointed, with in-room workspace, spacious living room containing a 42” flat screen
television, and complimentary high-speed internet. By providing such amenities within
each guestroom, the Hotel will be offering the comfort and conveniences that business and
leisure travelers have come to expect and demand.
The Hotel is expected to possess all of the amenities necessary to appeal to business and
leisure travelers, including the following design features:

P a g e | 21

• Approximately 118 parking stalls (2 floors partially underground);
• The Gallery, a common lounge areas for large gatherings;
• A 1,919 square foot meeting/conference room with various seating configurations;
• A gym with modern exercise machines;
• A breakfast room for guest dining;
• A business center with access to computers and printers;
• A ground floor garden deck with access to Angle Lake Park, and
• A covered pool and outside deck.
Park Amenities

The Hotel will be built alongside to Angle Lake Park, a public park administered by the City
of SeaTac Parks and Recreation department, lies on the western shore of Angle Lake, an L-
shaped lake occupying 90 acres between Interstate 5 and State Route 99 in SeaTac.
Established in the 1920s, Angle Lake Park provides public access to Angle Lake, with a
swimming area, fishing pier, and public boat launch, as well as other amenities such as
picnic and barbecue areas, open recreation space, and a public stage. Angle Lake is open to
fishing year-round, and is stocked with rainbow trout, kokanee, largemouth bass, crappie,
catfish, and yellow perch. The city of SeaTac also hosts various family and community
events throughout the year at Angle Lake Park, including an annual Easter Egg Hunt, an
International Festival in June that features entertainment from different cultures, a Music in
the Park Concert Series each summer, Theatre in the Park in July, and an annual Fourth of
July fireworks display. Located adjacent to Angle Lake Park, the Hotel plans to provide its
guests with easy access to all of the recreational opportunities offered by Angle Lake Park.
4.1.1. Development Cost

P a g e | 22

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5. EB-5 Investment Offering Organization and Structure
The Project Company estimates that the total capital required to finance the Project is
approximately $26.5 Million, including construction costs, site development, asset purchases,
fixtures, equipment, labor, materials, and mechanical and electrical systems. Accordingly, the
Project Company requires financing from a variety of sources, in addition to the Offering
proceeds, in order to complete the construction and development of the Hotel, and thereafter to
successfully operate it. Approximately 36% of the total capital required to finance the Project is
expected to be funded from the Offering proceeds. The remaining 55% of the total capital
required to finance the Project is expected to be obtained from Banner Bank or other bank. The
Project Company intends to use the funds generated from operations of the Hotel to make
interest payments on the Loan to the Partnership and to reinvest the remaining funds in the
Project or apply such remaining funds as otherwise required in order to sustain ongoing and
successful operations of the Project.
5.1. Project Development and Schedule
Based on the current Project schedule, it is anticipated that the Project will begin
construction in June of 2014. At or prior to closing, the Property will be acquired by the
Project Company from an entity affiliated with the Project Company for the sum of $3.5
Million. Demolition of the current building on the Property will require approximately six
months to complete. Thereafter, construction of the Hotel and installation of the fixtures
and furniture will require approximately 20 months to complete. The Project Company
currently contemplates that Arch-Con Coroporation will be engaged as its general
contractor. Provided that the development of the Project progresses to completion as
scheduled, the opening of the Hotel is expected to occur in September of 2016. By Feburary
of 2018, the Project Company has projected that the Hotel will realize stabilized operations.
5.2. Project Job Creation
For the airport hotel, figures supplied by the developer indicate that the eligible hard costs
would be $14.891 million and eligible soft costs would be $0.849 million, for a total of $15.74
million. There will also be purchases of furniture, fixtures, and equipment (FF&E) of $2.53
million; only indirect and induced jobs are counted for the latter. The RIMS II final
demand multiplier for construction for this three-county area is 17.3388, so construction
activity would create a total of 258.2 permanent new jobs in this three-county area. The soft
costs and purchases of FF&E would add another 32.1 jobs, for a total of 290.3 jobs for this
project. Finally the operation of the hotel, with revenue of $4.84 million will create another
91.3 jobs, for a total of 381.6 jobs for the project.

P a g e | 24
5.3. Job Creation Sufficiency
Summing all the components described in the Economic Impact Report in Exhibit K, a total
of 367 permanent new jobs would be created from the construction and operation of the
Hyatt Sea-Tac Airport hotel.
5.4. Return on Investment
Net Distributable Cash from Operations and Distributions of Loan Proceeds
To the extent the Partnership generates revenue from net distributable cash from operations
(not including any proceeds from the Loan), the Partnership may, in its sole discretion, after
setting aside reasonable reserves, distribute such net distributable cash, first, 100% to the
Limited Partners, pro rata based upon their respective percentage interests in the
Partnership, in proportion to, and to the extent of, the Limited Partners’ unpaid Preferred
Return; and second, the balance of the net distributable cash, if any, shall be distributed to
the General Partner.
The Partnership will not generate any revenue from the Project Company’s interest
payments on the Loan until it receives quarterly interest payments from the borrowing
Project Company, which are anticipated to commence at the end of the calendar quarter
during which disbursements of Loan tranches have been made. Accordingly, distributions
from Loan (interest) proceeds could begin as early as one quarter after the first Limited
Partner(s)’ initial Capital Contribution(s) is/are loaned to the Project Company as the first
tranche; thereafter, proceeds derived from interest payments on the Loan are anticipated to
be generated (received) by the Partnership commencing from the end of the quarter(s)
during which disbursement of each tranche (if any) occurred, ideally with such proceeds
continuing to be paid on account of each tranche on a quarterly basis (most likely, assuming
sufficient cash flow). Interest payments due and payable under the Loan, but not paid
currently, shall accrue.
The decision whether to make distributions, including, but not limited to, from Loan
proceeds from interest payments, is entirely at the General Partner’s sole discretion. If the
General Partner decides to distribute Loan proceeds from interest payments on the Loan
received on account of a tranche, it shall be distributed pro rata among the Limited Partners
whose subscription proceeds were included in the tranche generating the net cash flow
received. Such proceeds shall be distributed first, 100% to the Limited Partners whose
subscription proceeds were loaned in each tranche in proportion to, and to the extent of, the
Limited Partners’ unpaid Preferred Return; and second, the balance of the proceeds, if any,
shall be distributed to the General Partner. In general, the Limited Partners’ Preferred

P a g e | 25
Return is One Percent (1%) during the initial term of the Loan, and One and One Half
Percent (1.5%) during each of the two optional extensions of the Loan.

Return on Investment - Net Distributable Cash from Capital Events
The proceeds derived from the Project Company’s principal repayment of the Loan will be
distributed pro rata among the Limited Partners whose subscription proceeds were
included in the tranche corresponding to the portion of the repaid principal generating such
proceeds. Such proceeds shall be distributed, first, 100% to said Limited Partners, in
proportion to, and to the extent of, those Limited Partners’ unpaid Preferred Return; second,
to the Limited Partners, pro rata, until each such Limited Partner has received an amount
equal to such Limited Partner’s aggregate unrecovered Capital Contribution; and third, the
balance of the proceeds, if any, will be distributed to the General Partner.
In the event of (a) the sale, transfer, or other disposition of all or any portion of the Loan,
(b) the incurrence of any indebtedness by the Partnership which is secured by, or otherwise
allocated in good faith by the General Partner to, the Loan, (c) the refinancing of any
indebtedness allocated to the Loan, or (d) any similar transaction with respect to the Loan,
proceeds from such capital event will be distributed 100% to the Limited Partners, pro rata
based upon their respective percentage interests in the Partnership, in proportion to, and to
the extent of, the Limited Partners’ unpaid Preferred Return, and second, to the Limited
Partners’ unrecovered Capital Contributions. Finally, the balance of the proceeds, if any,
will be distributed to the General Partner. Please see Article 5 of the Partnership
Agreement for exceptions and further details.

Timing of Return of Investment
No portion of a Limited Partner’s original Capital Contribution may be repaid to such

Limited Partner (if any portion is repaid at all) until after such Limited Partner’s I-829
application for removal of conditions on permanent residence related to the Partnership has
been adjudicated. See “Exit Strategy”, below, and Exhibit E. Proceeds derived from any
refinance or sale of the Project, or any portion thereof (which the Partnership will use
commercially reasonable efforts to avoid so long as any Investor’s I-829 application for
removal of conditions on permanent residence related to the Partnership remains to be filed
by the applicable Investor or has not yet been adjudicated), would be distributable
following consummation of the event. Notwithstanding the foregoing, the Partnership
Agreement and applicable laws may delay or prohibit distributions both of net cash flow,
and net cash proceeds from sales or refinancing by the Project Company or the Project, or
any portion thereof.

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No Assurance of Return
The investment in the Partnership and in the Project is highly speculative, and subject to
substantial risk. While investing and maintaining at-risk capital is a requirement to qualify
for the EB-5 Pilot Program, it is also possible that the Limited Partners will not receive any
distributions. Furthermore, it is possible that the Limited Partners could lose their entire
investment.
5.5. Description of the Company
Angle Lake Hotel, LLC (the “Project Company”), a Washington limited liability company,
was organized on September 11th, 2012 for the purposes of accomplishing the Project. The
Project Company will be the legal owner of the Project Property, and the Project, and will
develop, construct, and oversee the operations of the Project thereon. Upon funding of the
Loan and acquisition of the Property it is intended that the Project Company will be owned
80% by Ariel Development, LLC (“Ariel”), a Washington limited liability company, 15% by
the Regional Center, AUSA, and 5% by Corbrus LLC, a management consulting firm.
5.6. Venture Overview
Investment Use of Funds Verifiable Result

Required Detail
Land
Acquisition
$12,000,000 Demolition Construction 381 Total jobs
million of Hotel Jobs using created
EB-5 capital Construction RIMS II indirectly
5.7. Corporate Structure
The name of the Regional Center is Washington Regional Center. The developer and owner
of the Hotel Investment Project will be Angle Lake Hotel, LLC, a Washington limited
liability company. Upon completion of the development and construction work, the
management of the Project is expected to be exclusively the responsibility of the Project

P a g e | 27
Company, and handled by InterMountain Management, LLC, a third party hotel

management company affiliated with Hyatt.
5.8. Path of Funds
approximately $26.5 Million, including construction costs, site development, asset
purchases, fixtures, equipment, labor, materials, and mechanical and electrical systems.
Accordingly, the Project Company requires financing from a variety of sources, in addition
to the Offering proceeds, in order to complete the construction and development of the
Hotel, and thereafter to successfully operate it. Approximately 36% of the total capital
required to finance the Project is expected to be funded from the Offering proceeds. The
remaining 55% of the total capital required to finance the Project is expected to be obtained
from Banner Bank or other bank. The Project Company intends to use the funds generated
from operations of the Hotel to make interest payments on the Loan to the Partnership and
to reinvest the remaining funds in the Project or apply such remaining funds as otherwise
required in order to sustain ongoing and successful operations of the Project.
• Formulation of special purpose entity to organize EB-5 investors and pool $9,500,000 of EB-5 capital.
Limited • Pacific Hospitality Management, LLC will serve as General Partner
Partnership
• The regional center conducts its internal due diligence regarding the lawful source of funds.
Path of • Capital will be placed in escrow pending the approval of the I-526 visa petitions.
Funds
• The Limited Partnership will loan the money to the Company, which will be responsible for development of the Project.
• The full EB-5 capital raised is placed at risk in accordance with the budget listed in the Financial section of this document over the
Investment five year period following the release of money from escrow.
of Capital
• Money is spent within the first 24 months of operation in accordance with the details provided herein, creating the jobs described in
the Employment section.
Job • Based on the Economic Analysis attached hereto, the Project will create 30 permanent jobs.
Creation
• The Regional Center will provide evidence of EB-5 capital expenditures and revenues generated over the two-year conditional
periodof residency for use as part of the Form I-829Removal of Conditions to validate the required job creation.
Verification
5.9. Mission Statement

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Specifically, the Company plans to renovate, develop and operate a hotel in SeaTac
Washington. Further details of this project can be found in the Hotel Investment Project
section of this business plan.
5.10. Financial
The Partnership expects that the Project will generate revenues through the operation of the
Hotel after the Project Company utilizes the proceeds of the Loan received from the
Partnership to complete the construction of the Hotel, and to launch operation of the Hotel.
5.11. Value Proposition for EB-5 Investment Opportunity
As part of the Hyatt brand portfolio, the Hotel is expected to benefit from Hyatt’s
experience, reputation as a leader in the hospitality industry, and the Hyatt Gold Passport®
guest loyalty program, which is believed by many to be one of the lodging industry’s most
preferred loyalty programs, with more than 10.2 million members worldwide as recently in
2010.
5.12. Sources of Proceeds
approximately $26.5 Million, including construction costs, site development, asset
purchases, fixtures, equipment, labor, materials, and mechanical and electrical systems.
Accordingly, the Project Company requires financing from a variety of sources, in addition
to the Offering proceeds, in order to complete the construction and development of the
Hotel, and thereafter to successfully operate it. Approximately 36% of the total capital
required to finance the Project is expected to be funded from the Offering proceeds. The
remaining 55% of the total capital required to finance the Project is expected to be obtained
from Banner Bank or other bank. The Project Company intends to use the funds generated
from operations of the Hotel to make interest payments on the Loan to the Partnership and
to reinvest the remaining funds in the Project or apply such remaining funds as otherwise
required in order to sustain ongoing and successful operations of the Project.
5.13. Bank Loan
Approximately 36% of the total capital required to finance the Project is expected to be
funded from the Offering proceeds. The remaining 55% of the total capital required to
finance the Project is expected to be obtained from Banner Bank. The Project Company
intends to use the funds generated from operations of the Hotel to make interest payments
on the Loan to the Partnership and to reinvest the remaining funds in the Project or apply

P a g e | 29
such remaining funds as otherwise required in order to sustain ongoing and successful
operations of the Project.
5.14. Use of Proceeds
The Capital Contributions will be loaned to the Project Company, the proceeds of which,
together with other senior financing, shall be used for the completion of the Project,
described as the development, management, and operation of a Hyatt Place Hotel, to be
located in SeaTac, Washington.
Subject to applicable laws, the General Partner has broad discretion to adjust the application
and allocation of the net proceeds of this Offering and profit and losses of the Partnership.
There is a risk that the Internal Revenue Service may attempt to disallow the manner in
which the General Partner proposes to allocate profit and losses. A reallocation of profit
and losses by the Internal Revenue Service could cause severe adverse consequences to the
Limited Partners.
5.15. Projected Pre-Tax Return on Investment
Based upon the pro forma financial projections, it is anticipated that the Company will
generate significant returns on investment. The project earnings before interest, taxes,
depreciation and amortization (EBITDA) for the first year of operation are $2,079,122 for the
second year are $2,384,288 and for the third year are $2,531,960.
5.16. Foreign Investor Return on Investment
The return on investment for each investor will be 1% to 1.5% of simple interest payment
annually until such time as the investment has been returned to the investors.
5.17. Management, Staff and Employees
The management of the company is experienced in areas of finance and development, and
has partnered with experts in the hospitality field. Together, the company and its partners
and consultants have the expertise to execute its business strategy.
The company will employ a staff of highly trained, respected and dedicated managers and
support staff to operate the facilities it develops. Please see the management and
employment and staffing section of this business plan for more information.
5.17.1. Michael Mattox, President of the General Partner

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Mr. Mattox has been an entrepreneur for approximately 20 years. He holds a Masters of
Business Administration and has held positions as Marketing Director and Director of
Business Development at several companies. He has worked with economic
development agencies at both the state and local levels and has owned and managed
several businesses. Mr. Mattox has also been an Adjunct Professor of Marketing for St.
Martins University at the Shanghai Maritime University in Shanghai, China. In June
22nd, 2009, Mr. Mattox started Access the USA, LLC, a Washington State company that
later became a USCIS designated Regional Center, known as Washington Regional
Center, on February 4th, 2011.
5.17.2. Immigration Counsel
Robert C. Divine, Esq., Baker, Donelson, Bearman, Caldwell & Berkowitz, PC –

Regional Center’s Immigration Counsel
The General Partner has engaged Robert C. Divine, Esq., a partner in Baker, Donelson,
Bearman, Caldwell & Berkowitz, PC (“Baker, Donelson”) to provide legal advice about
administration of the Regional Center in accordance with USCIS rules and regulations
relating to the Immigrant Investor Program.
Robert C. Divine is the Chairman of Baker, Donelson’s Immigration Group , in a law

firm of 560 lawyers and public policy advisors with offices in 14 cities from Washington,
D.C. to New Orleans. Mr. Divine served from July 2004 until November 2006 as Chief
Counsel, and for a time as Acting Director, of U.S. Citizenship & Immigration Services
(USCIS). He is the author of Immigration Practice, a 1,600-page practical treatise on all
aspects of U.S. immigration law that is revised and reprinted annually to reflect the
law’s constant changes. He has practiced immigration law since 1986, and has served as
Chair of various committees of the American Immigration Lawyers Association. He is
Vice President of the Association to Invest in the USA (“IIUSA”), an association for EB-5
regional centers. His practice includes all aspects of U.S. immigration law, representing
large and small international and domestic employers, family sponsors, investment
regional centers, and individual foreign nationals. He has also litigated significant
business matters, including class action employment discrimination, contract,
commercial, product liability, antitrust, ERISA benefits, business torts (including RICO,
misrepresentation, Consumer Protection Act), and immigration-related criminal matters.
5.17.3. Michael Homeier – securities council

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Michael G. Homeier is an EB-5 attorney and founder of Homeier & Law, P.C., a firm
with offices in New York City and Los Angeles. Attorney Homier practices corporate,
transactional, business financing, and general business law and has nearly 30 years of
experience working at both private law firms and as in-house corporate counsel.
Homeier & Law, P.C. exclusively focuses on business and corporate transactional law,
including securities. The firm represents a diverse clientele from a variety of industries
both internationally and domestically, from entrepreneurs and startups to publicly
traded companies. The firm’s practice includes mergers and acquisitions, secured and
unsecured lending, finance, venture capital, licensing, new media, securities,
ecommerce, technology, and other transactions. The firm is also a leader in EB-5
securities and corporate transactions and has represented clients on over 90 EB-5
projects and regional centers.
Attorney Homeier possesses deep expertise and knowledge about the EB-5 industry. He
represents numerous EB-5 Regional Centers and assists with project structuring as well
as drafting and negotiation of securities and business documents, such as investor
procurement agreements, private placement memoranda (PPMS), subscription
agreements, loan agreements, limited liability agreements, corporate and transactional
documents, regional center contracts, and investor questionnaires.
Attorney Homeier earned his law degree from the University of Southern California and
his undergraduate degree from the University of California, Los Angeles. He is a
member of the American Immigration Lawyers Association and the State Bar of
California.
5.17.4. Economist
Dr. Michael K. Evans (Evans, Carroll & Associates), Economist

Dr. Michael K. Evans of Evans, Carroll & Associates (“Evans Carroll”), located in Boca
Raton, Florida, has been engaged by the General Partner to perform the economic
analysis for the Project. Evans Carroll is a leading economic firm engaged in the
preparation of economic analysis reports for proposed EB-5 regional centers, and has
been providing economic consulting to clients since 1981. Evans Carroll also provides
economic analysis for a large variety of businesses and EB-5 projects, including but not
limited to dairy farms, aquaculture, alternative energy sources, research and
development facilities, shipbuilding, inland ports, movie production, community
centers, sports stadiums, and many other business endeavors.
Dr. Evans has been the Chairman of Evans Carroll since 1980, and was previously the
Founder and President of Chase Econometric Associates from 1970 to 1980. From 2000-

P a g e | 32
2008, Dr. Evans was the Chief Economist of American Economics Group, where he built
a comprehensive state modeling system that provides economic analysis for a variety of
consulting projects. In November 1999, he was awarded the Blue Chip Economic
Indicator Award for most accurate macroeconomic forecasts during the past four years.
Dr. Evans has extensive teaching experience. He was a Clinical Professor of Economics
at the Department of Managerial Economics and Decision Sciences at the Kellogg
Graduate School of Management at Northwestern University, where he taught courses
in macroeconomics and business forecasting, and wrote textbooks for both courses.
From 1964-1969, he was Assistant and Associate Professor of Economics at the Wharton
School at the University of Pennsylvania, where he was a co-developer of the original
Wharton Model. Dr. Evans received his Ph.D. in Economics and his A.B. in
Mathematical Economics from Brown University.
6. Consultants and Advisors
6.1. Business Modeling and Planning
Xecute Business Solutions Services
Xecute Business Solutions will assist in the strategic Regional Center planning and
application process including the preparation of organizational chart and marketing
strategies and studies, operational and administrative strategies, project analysis, investor
management systems, initial branding recommendations and public relations analysis.
Lead Consultant Bio
Bernard Rojano has over 25 years of experience in operations, sales, marketing, HR and
business development consulting. Mr. Rojano earned his practical MBA working 18 years in
management for a once privately owned, Texas marine retailer with $30 million in annual
revenue, where he participated in growing the company into a publicly traded, billion
dollar company, MarineMax, the world’s largest marine retailer.
Mr. Rojano served as COO of Endeavour Holdings, where he formed a dynamic real estate
development company that focused on luxury high rises. He founded Xecute Business
Solutions where he has consulted for multiple clients in various international industries and
assisted them to become leaner, more efficient and better competitors. He has successfully
built teams to secure market share, territories, patents and funding. Formulating strategy is

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among Mr. Rojano’s greatest strengths. He has written and executed numerous successful
business plans for clients including EB-5 regional center formation and operation.
Mr. Rojano was born in Acapulco Mexico, speaks fluent Spanish and is versed in Latin
America business culture. He studied civil engineering at the University of Texas in Austin
and has served on several advisory boards. He is the Chairman of the City of Seabrook
Master Plan Commission and has also served on the board of directors for Bay Area
Houston Economic Partnership as well as on the board of directors for the Texas Boating
Trades Association.
6.2. Banking
7. Marketing
7.1. Market Analysis Summary
As detailed above, the city of SeaTac is home to the 16th busiest airport in the United States
with over 32.5 million travelers and 280,000 metric tons of cargo passing through in 2011.
SeaTac estimated over 1.3 million hotel occupants during 2008 boasting nearly a 70%
occupancy rate throughout the entire year. The city also is home to over 900 businesses,
nearly 80 of which are Fortune 1,000 companies.
The encompassing Seattle-Tacoma-Bellevue metropolitan statistical area is the 12th largest

in the United States and the largest in the U.S. Pacific Northwest. The major economic,
cultural, and educational center in the region, Seattle is the county seat of King County. As
of July 1, 2008, the city had an estimated municipal population of 598,541, making it the
twenty-fifth most populous city in the U.S.
According to Smith Travel Research, hotels in the SeaTac area performed well in 2011, with
average daily rates of $91, a 2% increase over 2010 rates, an average overall occupancy rate
of 69%, a 5.4% increase over 2010 rates, and RevPAR of $62, a 6.9% increase over 2010
RevPAR. According to PKF Hospitality Research, the Seattle hotel market is forecasted to
see a RevPAR increase of 10%, compared to a national projection of 8.1%, in 201, and
occupancy is expected to increase by 5%, and average daily room rates by 4.8%. PKF
research further indicates that the overall RevPAR growth for 2012 to 2015 will be 8.0%,
7.6%, 6.7% and 4.4% respectively. The forecasted hotel performance in the greater Seattle
trade area suggests that the operations of the Project will be successful.
7.2. Hotel Industry Analysis

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In recent years, the hotel industry has been dominated by a few large national hotel chains.
To the traveler, familiar chain establishments like Hyatt represent dependability and quality
at predictable rates. Many chains recognize the importance of brand loyalty to guests and
have expanded the range of lodging options offered under one corporate name to include a
full range of hotels from limited-service, economy-type hotels to luxury inns. While these
national corporations own some of the hotels, many properties are independently owned
but affiliated with a chain through a franchise agreement or management contract.
Increasingly, hotel chains are moving away from owning properties to managing them. As
part of a chain, individual hotels can participate in the company's national reservations
service or incentive program, thereby appearing to belong to a larger enterprise.
For those who prefer more personalized service and a unique experience, boutique hotels
are becoming more popular. These smaller hotels are generally found in urban locations and
provide patrons good service and more distinctive decor and food selection.
Although there are nationwide RV parks and campgrounds, most small lodging
establishments are individually owned and operated by a single owner, who may employ a
small staff to help operate the business.
Hotel Property Index
This index of the largest hospitality markets in the country, excluding Las Vega, measures
the changes in room supply and demand, ADR, and RevPAR for the year-to-date period
through September. A market with an index value greater than 100 has improved from the
same nine-month period one year ago, while a value of less than 100 signifies a decline.
Denver’s high placement is attributable to a strong August, when the city hosted the
Democratic National Convention. Also, Minneapolis-ST. Paul moved up five places in these
most recent rankings due to the positive effects of the Republican National Convention on
performance in September. During the month, ADR in the market rose 21.4 percent, while
RevPAR surged 17.9 percent. The results illustrate the benefits to owners and investors of
owning hospitality properties through periods of significant event-related room demand.
Market Index Value² Market Index Value²

New Orleans, LA 111.6 Seattle, WA 99.6
San Francisco, CA 104.7 Los Angeles, CA 99.6
New York, NY 103.3 Minneapolis-St. Paul, MN 99.3
Houston, TX 102.7 Orlando, FL 99.0
Denver, CO 101.9 United States 99.0

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Miami, FL 101.1 Detroit, MI 98.5

Boston, MA 100.8 San Diego, CA 98.3
Dallas, TX 100.8 St. Louis, MO 98.2
Washington, DC 100.3 Orange County, CA 98.1
Oahu, HI 99.7 Chicago, IL 97.6
7.3. Education Demand Drivers
Nearby Educational Facilities:
Seattle is home to the University of Washington, which has a strong reputation as a

renowned educational institution, and was ranked by Newsweek as the 42nd best university
in the United States in 2012. Seattle also features several smaller private universities
including Seattle University, Seattle Pacific University, City University, and Antioch
University, and several arts colleges, including Cornish College of the Arts, Pratt Fine Arts
Center, and the Art Institute of Seattle.
Professional Arts Organizations:
Professional arts organizations located in Seattle include the Seattle Opera, the Pacific
Northwest Ballet, the Seattle Symphony Orchestra, and the Seattle Chamber Music Society.
7.4. Leisure Demand Generators
Seattle also boasts several professional sports teams, including the National Football
League’s Seattle Seahawks, Major League Baseball’s Seattle Mariners, and Major League
Soccer’s Seattle Sounders FC. Safeco Field is home to the Seattle Mariners, and is also used
for amateur baseball events, as well as major corporate, political, and other events.
CenturyLink Field, formerly Seahawks Stadium and Qwest Field, is home to the Seattle
Seahawks and Seattle Sounders FC, and also includes the Event Center with the WaMu
Theater, a parking garage, and a public plaza which hosts concerts, trade shows, and
consumer shows.
Local attractions within 20 miles:
• The Space Needle. Seattle’s most recognizable landmark, the Space Needle was
built for the 1962 World’s Fair, and has been featured heavily in television shows
such as Frasier, Grey’s Anatomy, The Killing, and iCarly, and films such as Sleepless in
Seattle, and the Twilight Saga. The fairgrounds surrounding the Space Needle have

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been converted into “Seattle Center,” the site of many local civic and cultural events.
The Seattle Center Monorail was also constructed for the 1962 World’s Fair and still
runs from Seattle Center to Westlake Center, a downtown shopping mall, a little
over a mile to the southeast.
• Pike Place Market. Pike Place Market was opened on August 17, 1907, and is one of
the oldest continually-operated public farmers’ markets in the United States, and one
of Seattle’s most popular tourist destinations (over 10 million visitors annually).
Shops such as antique dealers, comic book and collectible shops, fishmongers, fresh
produce stands, craft stalls, and florists take up space within the Market’s main and
lower levels. Many street entertainers perform along the Market’s walkways to
entertain visitors. Further, Pike Place Market offers several dining and drinking
options, including fresh seafood, rich chowders, French pastries and other baked
goods, Italian dining at the Pink Door or Il Bistro, and several unique options such as
Lowell’s, a bar founded in 1957, French bistro Maximilien, and Seattle’s only Bolivian
restaurant, Copacabana. Pike Place Market also features the first Starbucks store,
which still operates a block south of its original location.
• The Fremont Troll. The Fremont Troll, also known as “The Troll”, is a piece of
public art in the Fremont neighborhood of Seattle, located under the Aurora Bridge.
The piece is a colossal mixed-media statue of a troll clutching an actual Volkswagen
beetle, and was the winner of a competition sponsored by the Fremont Arts Council
in 1990.
• The EMP Museum. The EMP Museum, formerly known as “Experience Music
Project and Science Fiction Museum and Hall of Fame,” is a museum dedicated to
the history and exploration of both popular music and science fiction. The Frank
Gehry-designed building is located on the campus of Seattle Center, adjacent to the
Space Needle. The Seattle Center Monorail runs through the museum building.
• The Seattle Great Wheel. Situated nearby to Downtown Seattle, on Pier 57, the
Seattle Great Wheel is the tallest Ferris wheel on the west coast. Extending out over
Elliott Bay, the 175-foot structure is the only Ferris wheel that has been built over
water.
• Seattle Central Library. The Seattle Public Library’s Central Library is an 11-story
glass and steel building in downtown Seattle. Opened to the public on May 23, 2004,
the public library can hold about 1.45 million books and other materials, and
includes over 400 computers available for public use. Over 2 million individuals
visited the new library in its first year.
7.5. Employment Demand Generators
Seattle is home to three of the companies on the 2011 Fortune 500 list of the United States'
largest companies, including Amazon.com, the largest online retailer in the world;

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Starbucks, the largest coffee chain in the world and Nordstrom, one of the largest
department store in the U.S. Five more Fortune 500 companies are located in the greater
Seattle-Tacoma-Bellevue metropolitan area which include Costco, the largest membership
warehouse chain in the U.S.; Microsoft, the largest software company in the world;
Weyerhaeuser, one of largest paper producer in the world; PACCAR, third largest heavy-
duty truck manufacturer in the world; and Expeditors International, a global logistics and
freight forwarding company. In addition, other major companies in the area include
Providence Health & Services, Vulcan investment holding; Nintendo of America, T-Mobile
USA, REI, Expedia Travel, Alaska Air Group and other private companies. Prior to moving
its headquarters to Chicago, aerospace manufacturer Boeing was the largest company based
in Seattle. It remains the largest private employer in the Seattle metropolitan area, as its
largest division is still headquartered in nearby Renton, and the company has large aircraft
manufacturing plants in Everett and Renton.
8. Competition
Existing hotels in the SeaTac market area are located predominantly along International
Boulevard, the road that leads into the Airport, and along which the Hotel will also be located.
The existing supply consists predominately of aging, full-service meeting and convention
hotels, with a range of dated economy and midscale lodging options as well. The SeaTac
market area has seen the construction of no significant new hotels for several years. This is due
to lack of available land, and the fact that other uses for land, especially airport parking, were
considered better for the area than hotel development.
The Hyatt Place hotel at SeaTac Airport presents a unique opportunity to satisfy market
demand for upscale extended stay lodging in the SeaTac trade area. Currently, extended stay
guests (staying 5 or more nights) and transient stay guests (staying 1-4 nights) have no all-suite
extended stay lodging options in the trade area, as the closest extended stay hotels are located
approximately five miles east in Tukwila. The 156-room Hotel will meet guest demand for an
extended stay lodging option in SeaTac, or within close proximity of the Airport.
The average hotel in the city of SeaTac is 23 years old, which suggests that the newly-built
facilities of the Hotel will have an advantage over the other, older hotels in the area. The
Double Tree Seattle Airport, perhaps one of the most significant competitors to the Hotel
because of its size and offered amenities, was built in 1969. The following table summarizes key
information on certain competitors of the Hotel in the market area.
Branded Hotel Competitor Room Count Date Opened

Holiday Inn SeaTac International Airport 259 December, 1970

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Hilton Seattle Airport & Conference Center 396 January, 1961

Marriott Seattle Airport 459 January, 1981
Red Lion Hotel Seattle Airport 144 June, 1969
Coast Gateway Hotel 143 August, 1990
Doubletree Guest Suites Seattle Airport Southcenter 219 March, 1980
Doubletree Seattle Airport 850 June, 1969
La Quinta Inns & Suites Seattle SeaTac Airport 143 September, 1986
The Hotel may be subject to competition specifically from other Hyatt-branded hotels in the
market area. The following table shows the most competitive Hyatt hotels in the market area.
[PLEASE PROVIDE INFORMATION ON COMPETITION FROM OTHER HYATT HOTELS]
Hotel Rooms Opened 2011 YTD 2012 through

April
Project Hotel 156 2015 est. Est. 76% @ $118-123 (in 2011 $’s)
Hyatt Seattle 459 1981 72-77% @ $115-120 +3.8% RevPAR
Airport increase
Residence Inn 144 1985 82-87% @ $122-127 +14% RevPAR
Tukwila increase
Courtyard 149 1989 72%-77% @ $117-122 .3% RevPAR increase
Southcenter
8.1. Marketing Strategy
Pre-opening services for Sales and Marketing will include completion of all brand, pre-
opening paperwork relating to property database building forms, rate loading forms and
website info forms. Many times this information is well over 200 pages of information
needing completion. Descriptions in the website will be checked to maximize search ability.
Website link opportunities to the hotel from the CVB, the City, Attractions, Tour Operators,
the Chamber of Commerce and target companies will be determined. Demand generators
will be identified by market research and a market competitive analysis will be done to
determine proper positioning of rates as well as special events pricing.
Other pre-opening services to be completed will include:
• Determining key decision makers at those demand generators and beginning the
process of building relationships. Goal is to make 10-12 images and impressions on
key decision makers before opening.

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• Recruit, hire and train GM on the sales process and establish goals, set up sales plans
and establish sales expectations. Help provide sales leads that generates initial sales
plan.
• Build community awareness by sending out a press release for ground breaking,
new GM announcement, hotel opening and ribbon cutting ceremony
announcements.
• Work with D.O.T. to get signage established (if applicable)
• Establish relationships with the local Chamber of Commerce and Convention and
Visitors Bureau (where applicable)
• Determine timetables and evaluate costs for publications that the hotels will need to
have to be visible to various target audiences that will be visiting the area (Military
Base Directory, Yellow Pages, CVB Visitor Guide, Group Travel Guides, etc.)
• Work with AAA to provide listing information, rates, advertising(if applicable)
• Assist in getting property phone number, fax etc. Set up a procedure to check
voicemail on a regular basis and follow-up with potential guest/group inquiries.
• Develop/Coordinate ordering all initial hotel opening collateral (rack cards, opening
soon postcards, business cards, sales folder, property fact sheet, etc.)
• Order Promotional Collateral (logo’d items for sales giveaways)
• Help coordinate Grand Opening, Ribbon Cutting Ceremonies, create guest lists,
appropriate plan for follow-up after the event.
• Establish pre-opening group sales and transient booking process
• Explore Billboard Options and Coordinate Design (if applicable)
• Work with Brand National Sales account representatives on accounts that are
National Accounts to build awareness
• Work with Brand Group Sales department to build awareness (if applicable)
• Work closely with Brand opening manager to ensure hotel takes advantage of every
marketing program opportunity.
• Bring in a team of salespeople on opening week to blitz the area to increase
awareness of hotel opening, develop additional leads, saturate for every possible
decision maker in target accounts.
• Establish relationship with neighboring hotels to get “overflow” business
9. Operations
9.1. Risk Management

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Verification of adherence to OSHA laws will be completed through independent audit by an

outsourced third party. Verification of adherence to franchise standards and audits of
required logs and committee meeting will be completed.
9.2. Human Resources
Associate Benefits:
We will offer health, dental, and disability benefits through our Sec. 125 Plan. We will also
provide a 401(k) plan administered by Paychex, Inc. and we will provide COBRA, FMLA
and HIPAA administration for our properties.
Hiring:
The hiring process will include legally reviewed handbooks and personnel file information.
There will be mandatory background and drug testing at hiring. Assistance with personnel
file set-up and record retention will be given and audits of personnel file information to
verify correct hiring, disciplinary and termination procedures will be followed.
Training and Development:
On-site property training will be conducted by a contracted corporate trainer. Off-site

management training will include work place violence, harassment and hiring/termination
procedures. On-site climate interviews will be conducted by an independent third party.
9.3. Management Summary
9.4. Org Chart

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9.5. Personnel Plan
Hyatt Place employs persons in occupations that require a wide range of skills and
experience. Most entry-level jobs require little or no previous training; basic tasks usually
can be learned in a short time. Hyatt Place managers and many department heads will
require some formal training, or years of hospitality industry experience, or both.
All positions require employees to maintain a customer-service orientation. Almost all

workers in the hotel undergo some on-the-job training provided under the supervision of an
experienced employee or manager to acclimate new employees to any unique characteristics
of the property or the local area.
The Hotel managers and owners recognize the importance of personal service and attention
to guests, so they look for persons with positive personality traits and good communication
skills when filling many guest services positions, such as desk clerk and host and hostess
positions.
Hyatt Place hotel managers place a greater emphasis on customer service skills while
providing specialized training in other skill areas, such as computer technology and

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software. Vocational courses and apprenticeship programs in food preparation, catering,

and hotel and restaurant management, offered through restaurant and lodging associations
and trade unions, provide training opportunities. Programs range in length from a few
months to several years.
Service workers: Most service workers need only a high school diploma or equivalent to get
hired, but some can be hired with even less. Some entry-level jobs are filled by students
looking for part-time or seasonal work.
Formal training sessions for new employees that may include video or online training is
provided. Advancement opportunities for service workers in the hotel industry vary
widely. Some workers, such as housekeepers and janitors, generally have few opportunities
for advancement. Some may advance to supervisory positions. Advancement opportunities
for chefs and cooks are better than those for most other service occupations. Cooks often
advance to chef or to supervisory and management positions, such as executive chef,
restaurant manager, or food service manager. Hotel desk clerks sometimes advance to
supervisory or managerial front-office positions.
Promotional opportunities often are greatest for those who are willing to take on a new
assignment in a different department. Advancement for those who excel at customer service
and demonstrate a willingness to learn front-office jobs can serve as a steppingstone to jobs
in public relations, advertising, sales, and management.
9.6. Job Descriptions

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Full Time 35+ Hour per week Projection Jobs
General Manager 1
Front Office Manager 1
Hotel Receptionist/Front Desk 6
Reservation Agent 1
Hotel Chambermaids 9
Breakfast Server 1
Bar Manager 1
Bar Staff 1
Maintenance Manager 2
Maintenance Man 1
Laundry and Dry Cleaning Workers 4
Facility Security Officer 2
Total Projected Jobs 30
Hotel General Manager
The manager of a large hotel may have less contact with guests but spends most of his time
meeting heads of department to coordinate and monitor the progress of business strategies.
In medium hotels, the manager is involved in the day-to-day running of the hotel, including
carrying out reception duties. Most hotel managers are self-employed. Hence they set their
own responsibilities. A Hotel General Manager job duties and responsibilities include the
following:
• Managing budgets and financial plans and controlling expenditure

• Maintaining statistical and financial records
• Setting and achieving sales and profit targets
• Recruiting, training and monitoring staff
• Planning work schedules for individuals and teams
• Meeting and greeting customers
• Dealing with customer complaints and comments
• Addressing problems and troubleshooting
• Ensuring events and conferences run smoothly
• Supervising maintenance, supplies, renovations and furnishings
• Dealing with contractors and suppliers
• Ensuring security is effective
• Carrying out inspections of property and services
• Ensuring compliance with licensing laws, health and safety and other statutory
regulations

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Front Office Manager
A front office manager can work in almost any department and his job description involves
being in charge of directing, planning and organizing activities of the company. Manager
job duties entail long hours at work and this can be overnight or through weekends. Those
who graduate into this career will have an opportunity to work in full service hotels or
companies compared to those without a degree. The following are Front Office Manager job
responsibilities:
• Answering questions about the companies’ policies, services and handling of any
client complaints
• Play a part in coming up with financial rate, creating the budget and deciding which
departments receive certain allocations
• Training front office employees on better customer service
• Oversee front desk operations and ensure client receives 100% satisfaction
• Resolve client complaints in a timely manner and respond on time to any complaints
• Participate in interaction with guests and ensuring that shift duties are handled by
front desk employees
• Handling of guest security and creating functional emergency procedures
Hotel Receptionist/Front Desk
A Hotel Receptionist job outlook involves dealing with guests on a daily basis. As you
work on this field you will check in and out guests. Take reservations as part of
administrative work and offering valuable information regarding accommodation and
services. A hotel receptionist job duties and responsibilities are the following:
• Receiving and registering guests as they arrive

• Control advance booking and reservations
• Receive the payment for accommodation
• Allocation of rooms
• Compilation of guest bills
• Storage of records
• Handling of client taxi requests
• Safe keeping of client valuables
• Handling guest requests like providing extra bedding or offering a certain kind of
food

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Reservation Agent
A reservation agent serves as important a role in providing information to customers by use

of telephone and other communication media. Reservation agents can be employed by
various agencies involved in reserving travel places for travelers. The information that
agencies provide relates to fare details, tours, schedules, meals, and other important issues
that affect clients. Reservation agents can book places for the client through online
transactions. As such, they must be well equipped with computer skills. Reservation agents
can contact clients through telephone conversation and back them up with a variety of
reservations software on computers. The agents work on schedules that vary greatly with
shifts that ensure that the agencies are open 24 hours a day. Reservation agent job duties
and responsibilities are the following:
• Giving answers to inquiries by clients and advising them accordingly regarding

bookings and reservations
• Assisting customers who encounter problems in obtaining booking or operating self-
service equipment
• Walking around with clients and ensuring that they secure whatever services of
which they are in need
• Ensuring that clients have access to various services without a hitch
• Getting information about areas of interest in order to target more clients in
particular seasons
• Making arrangements for clients’ travel programs
• Helping clients to fill in reservation forms
Hotel Chambermaids
Hotel Chambermaids or housekeeping cleaners are tasked with a combination of light

cleaning duties to keep each hotel room tidy, lean, bed sheets rearranged, bathrooms
cleaned and restocked. They are also tasked to account for any room supplies that have been
damaged or consumed for proper billing. They are trained in the proper use of prescribed
cleaning procedures, solutions and equipment and must follow hotel standards. The hotel
chambermaid job duties and responsibilities are the following:
• Complete cleaning tasks on assigned rooms, hotel areas and floors within the
prescribed timeframes
• Carry towels, linens, toilet items, and cleaning supplies, using the assigned hotel
wheeled carts

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• Perform the cleaning in accordance with hotel procedural, safety and cleanliness
standards
• Empty waste bins, empty and clean/replace ashtrays, and dispose of all trash and
waste items from rooms
• Replenish kitchen and refrigerator supplies
• Replenish drinking glasses, linens, writing supplies, and bathroom items
• Ensure that service carts are well-stocked for the assigned floors and hotel areas
• Sweep, mop and polish floors, using approved hotel cleaning tools
• Clean rugs and carpets, upholsteries, curtains and draperies, using specified vacuum
cleaners and shampooers
• Dust window blinds and rearrange draperies to their original placements
Breakfast Server
The breakfast server is the person who works in the breakfast area. They attend to the
customer’s every need. They are also referred to as the wait personnel i.e. the waiter and the
waitress. They take orders from the customers, serve food and refill drinks. They also collect
the payment. Breakfast server job duties and responsibilities include the following:
• Spreading of the table linens

• Setting of the dishes and silverware in the order of which meal will be served first
• Ensuring that all the water jars are refilled
• Taking a customer’s order and conveying it to the chef for preparation
• Tending to all the customer’s needs
• Provide information about the dishes being served, to help a customer select a meal
• Clear dishes from the table once the customer is done using them
• Cleaning the table once the customer has left and preparing it for the next customer
• Ensure that the breakfast area is always clean
Bar Manager
A bar manager is a person who manages and works to ensure that the bar runs well. He sees
to it that the bar keeps operating effectively. He can also oversee the dining and food
preparation. A bar manager job duties and responsibilities include the following:
• Being responsible for the business in general

• Writing up the staff schedules
• Telling people what they should or should not do
• Assist with bartending on very busy days

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• Keeping an inventory
• Oversee all bar operations i.e. the hiring of staff and event planning
• Doing all the budgeting
• Allocate funds for daily operations
• Sort out any emergencies or complaints arising from the guests or the employees
• Manage the money and the staff
• Train the staff members
• Report any breaches to the senior management
• Conduct a frequent performance review of the employees
• Keep all records of cash and supplies
• Buy all the required supplies
• Ensure that the bar meets all the directives involved in bar keeping
• Have knowledge of local and federal regulations on the sale and distribution of
alcohol
Bar Staff
The bar staff are the people who work in a bar. They attend to the customer’s every need.
They are also referred to as the wait personnel i.e. the waiter and the waitress. They take
orders from the customers, serve food and refill drinks. They also collect the payment. Bar
staff job duties and responsibilities include the following:
• Spreading of the table linens

• Setting of the dishes and silverware in the order of which meal will be served first
• Ensuring that all the water jars are refilled
• Taking a customer’s order and conveying it to the chef for preparation
• Tending to all the customer’s needs
• Provide information about the dishes being served, to help a customer select a meal
• Clear dishes from the table once the customer is done using them
• Cleaning the table once the customer has left and preparing it for the next customer
• Ensure that the bar area is always clean
Maintenance Manager
The position of a maintenance manager is of great significance in any organization as they

are responsible for the entire upkeep and maintenance of a facility. Individuals in such roles
also require executing their administrative and organizational skills for ensuring that all

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maintenance activities are seamlessly completed. Maintenance managers are largely

accountable for uphold the quality and standards of the organization.
Maintenance Man
The job of Maintenance Man involves repairing, servicing and up keep of all the units and
systems of a facility. This role is of immense significance in manufacturing units and other
residential and commercial complexes. A maintenance man is also widely referred to as a
maintenance worker and works under the supervision of a manager. Such candidates also
require being conversant with all safety standards and procedures of working.
Laundry and Dry Cleaning Worker
Laundry and dry-cleaning workers clean garments, linens, draperies, blankets, and other
light textile-based articles. They are known to clean leather, furs, suede and rugs. Laundry
and dry cleaning workers provide proper cleaning by adjusting machine settings for a given
fabric, as determined by the cleaning instructions on each item of clothing. When necessary,
workers treat spots and stains on articles before laundering or dry cleaning. They ensure
that items are not lost or misplaced with those of another customer. Laundry and dry
cleaning worker duties and responsibilities:
• Receive and mark items for laundry or dry cleaning with identifying code numbers
or names, using band or machine markers
• Inspect soiled articles to determine sources of stains, to locate color imperfections,
and to identify items requiring special treatment
• Regulate machine processes with the right volume of, water, bleach, detergent,
starch, and other additives
• Sort and count articles removed from dryers, fold, wrap, or hang them
• Examine and sort into lots articles to be cleaned, according to color, fabric, dirt
content, and cleaning technique required
• Load articles into washers or dry- cleaning machines, or direct other workers to
perform loading
• Mix and add detergents, bleaches, dyes, starches, and chemicals to color, clean, dry
or stiffen articles
• Clean machine filers, and lubricate equipment
Facility Security Officer
The job of a Facility Security Officer is a specialized position for supervising and managing
the Security Unit of a “facility” i.e. an installation or premises such as Hospital, Bank,

P a g e | 49
Business House, etc. that he heads. He is totally responsible to insure the safety and security
of human beings, valuable materials and secret business documents pertaining to the
premises.
9.7. Compensation
Earnings in hotels and other accommodations positions generally are much lower than the
average for all industries. In 2008, average earnings for all non-supervisory workers in this
industry were $402 a week, compared with $608 a week for workers throughout private
industry. Some workers in this industry earn the Federal minimum wage, which was $7.25
per hour as of July 2009. Some States have laws that establish a higher minimum wage.
Hyatt Place compensation for food and beverage service workers, as well as hosts and
hostesses, maids and housekeeping cleaners, concierges, and baggage porters and bellhops,
is derived from a combination of hourly wages and customer tips. Waiters and waitresses
often derive the majority of their earnings from tips, which vary greatly.
Hyatt Place provides free meals and furnishes uniforms. Food service personnel may
receive extra pay for working at banquets and on other special occasions. In general,
workers with the greatest skills, such as restaurant cooks, have the highest wages, and
workers who receive tips have the lowest.
Salaries of managers are dependent upon the sales volume of the establishment and their
specific duties and responsibilities. Managers may earn bonuses ranging up to 50 percent of
their basic salary. In addition, they may be furnished with meals, parking, laundry, and
other services, and sometimes on-site lodging for themselves and their families.
Hyatt hotels offer profit-sharing plans, tuition reimbursement, and other benefits to their
employees.
9.7.1. Payroll
• Coordination of payroll with payroll service

• Preparation of all required payroll tax deposits and returns.
• Bi-weekly review of payroll information including employee name, address,
social security number and rate of pay.
• Garnishment and new hire reporting.

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10. Financial Plan
10.1. Important Assumptions
Occupancy and ADR projections: The Hyatt Place is expected to open in year 1 at 68%
occupancy. In year 2 the hotel is expected to operate at 74% occupancy, and stabilize at 76%
in year 3. Years 4 and 5 are expected to maintain this 76% stabilization occupancy. Average
daily rate (ADR) is positioned at $136.48 in year 1, $140.57 in year 2, and $144.79 in year 3,
the stabilization year. ADR is expected to grow with a 3% inflation rate in years 4 and 5 at
$149.13 and $153.60 respectively.
Occupancy and ADR projections are based on historical operating performance of

comparative hotels in the submarket such as the Marriott SeaTac Airport, the Residence Inn
Seattle Airport Area/Tukwila, and the Courtyard Seattle/SeaTac Area - Southcenter Mall.
These hotels operate in the mid 70% - low 80% occupancy range at an ADR between $125-
132 year-to-date 2012 through August.
Income before Other Charges/Net Operating Income: Income before Other Charges, or Net
Operating Income, is projected at $2,079,122 in Year 1, $2,384,286 in Year 2, and $2,531,900 in
Year 3, the estimated stabilization year. Income before Other Charges is expected to be
$2,677,077 in Year 4 and $2,844,026 in Year 5.
The Net Operating Income ratio, as a % of Total Sales, is based on historical operating
performance for the Hyatt Place Seattle/Downtown, as well as other Hyatt Place hotels in
operation.
Please note that these projections are based on estimates of future operating performance.
Historical comparative hotel performance was used in making assumptions in this proforma
operating statement. Actual performance will vary based on economic conditions during the
opening and stabilization periods.
10.2. Proforma

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11. Sales
Sales staff will receive hands-on sales training along with sales blitz coordination. Training
will include identifying top accounts and top account management, stealing your
competitor’s top accounts, action planning by account, and successful saturation of
accounts. Sales training will also cover the following points:
• Sales File System Implementation

• Sales Skills Training Program
• Front Office and Reservation Capture Training Program – Hotel Shopping Network
• Sales Call Shopping Program Implementation for Sales Dept. - Hotel Shopping Network
• Sales Meeting and Customized Sales Programs

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• Sales Manuals/Procedure Guides Created

• Sales Department Audit Procedures Created
• Aligning of Sales Markets and Workflow Management
• Smarter Prospecting Ideas for Today's Business Climate
• Ongoing Management of Sales Processes
• Getting the GM on Board with Owning the Sales Process
• Getting the Most out of your Franchise Resources
• Time Management
• Hotelligence Reporting
• Company Cross Sell Program
• Motivating the Sales Department
• Hiring the Right Salesperson
11.1. Sales Strategy
Front Desk Revenue Optimization will include implementing a monthly shopping program
with the front desk and sales departments to ensure more conversion of inquiries to
bookings. Scenarios will consist of customized call shop settings, detailed sales process
checklists, individual call shop detail with coaching suggestions, tape recording of calls and
on the spot phone coaching. Other scenarios may include:
• 1-800 immediate feedback recording

• Monthly comparative trend summaries outlining opportunities areas
• On-site training
• Over the telephone conference training
11.2. Website Marketing Strategy
E-commerce and social media management will include analysis of utilization of brand
tools where applicable to maximize online and social media presence. Systems will be
developed to address online reputation of hotels. Independent consultations will be
conducted for website optimization, SEO, pay per click search engine marketing campaigns
and social media.
12. Construction

P a g e | 53
12.1. General Contractor
The Hotels will be constructed by Arch-Con Corporation. Arch-Con Corporation is a Texas-

based general contractor specializing in commercial design and construction services to
building owners, developers, architects, brokers and tenants. A full Qualifications brochure
for Arch-Con can be found in Exhibits.
Sample of Arch-Con completed projects:
o Candlewood Suites
§ Size & Description: Four story extended stay hotel with 96 rooms. 60,752
SF... More info
o Holiday Inn Express (Pearland)
§ Size & Description: 48,000 SF limited service hotel with 86 guest rooms...
More info
o Staybridge Suites
§ Size & Description: 62,300 SF 4-story, 90 room wood framed hotel... More
info
o Sheraton Four Points
§ Size & Description: Four Points Sheraton is a 50,000 SF remodel to a five-
story hotel which was damaged by Hurricane Ike... More info
o SpringHill Suites (Katy)
§ Size & Description: This 69-room hotel is located in front of Katy Mills
Mall in Katy, Texas... More info
o Hampton Inn & Suites (West Belt)
§ Size & Description: This 82-room guest hotel is located at Bellaire Blvd on
the West Sam Houston Parkway in Houston, TX... More info
o Holiday Inn Express (Wharton)
§ Size & Description: This Holiday Inn express is located off Hwy 59 South
in Wharton, TX. Totaling 38,000 SF the hotel has 62-guestrooms... More
info
o Hampton Inn & Suites (Rosenberg)
§ Size & Description: Totaling 77 guestrooms this 50,000 SF hotel broke
ground in Nov. 2006 and is scheduled for completion in Aug... More info
o Comfort Suites
§ Size & Description: 51,000 SF. 86 Unit, Three Story, and Interior Corridor
Stick Frame Hotel... More info
o Holiday Inn Express
§ Size & Description: 79 Unit Stick Frame, Fully Sprinkled Hotel. 51,799
SF... More info

P a g e | 54
o Comfort Suites (Deer Park, Texas)

§ Size & Description: This 60-room guest hotel is located on Center St in
Deer Park, TX. Accommodations include a lobby, sitting area breakfast
club, pool... More info
o Holiday Inn (Federal Road)
§ Size & Description: The Holiday Inn Express located in Jacinto City on I-
10 East (East Houston) The 54,000SF, 73 unit prototype... More info
o Best Western (Beltway 8)
§ Size & Description: The Best Western is located on Beltway 8 and Hwy
249 near the Sam Houston Racepark (North Houston)... More info
o Sleep Inn & Suites
§ Size & Description: Encompassing over 47,000 SF this 73-room Hotel is
located in Stafford, TX and features an indoor pool
o Super 8 Motel
§ Size & Description: This 50 unit hotel is located at Houston International
Airport and is approximately 35,000 SF...
12.2. Construction Schedule
Based on the current Project schedule, it is anticipated that the Project will begin
construction in June of 2014. At or prior to closing, the Property will be acquired by the
Project Company from an entity affiliated with the Project Company for the sum of $3.5
Million. Demolition of the current building on the Property will require approximately 6
months to complete. Thereafter, construction of the Hotel and installation of the fixtures
and furniture will require approximately 20 months to complete. The Project Company
currently contemplates that Arch-Con Corporation will be engaged as its general contractor.
Provided that the development of the Project progresses to completion as scheduled, the
opening of the Hotel is expected to occur in September of 2016. By February of 2018, the
Project Company has projected that the Hotel will realize stabilized operations.
12.3. Construction cost

P a g e | 55
SITE WORK $ 1,013,315.85

Surveying Costs $ 13,229.68
Concrete and Asphalt Saw $ 13,800.00
Cutting
Soil Improvements $ 331,200.00
Excavation - Demolition, $ 229,778.58
Earthwork and Erosion Control
Site Utility Work $ 205,850.00
Paving $ 93,150.00
Site Concrete - Curbs, Gutters $ 28,548.25
and Sidewalks
0 $ -
Cement Pavers, Pool and Court $ 26,459.35
Yard Decks
Landscaping $ 71,300.00
$ -
ELECTRICAL $ 974,818.21
Electrical System $ 606,476.18
Light Fixtures $ 113,496.69
Fire Alarm System $ 64,059.48
Telco Equipment $ 151,793.12
Cabling - TV and Data $ 13,925.97
Security Equipment $ 25,066.75
$ -
RESTAURANT $ 650,000.00

P a g e | 56
CONCRETE $ 1,587,561.08
Concrete $ 1,540,909.06
Misc. Concrete Costs $ 6,962.99
Finish Concrete $ 39,689.03
$ -
MASONRY $ 132,296.76
Masonry and/or Brick $ 76,592.86
Pre-Cast Concrete Panels $ 55,703.90
$ -
METALS $ 181,733.97
Misc. Metals - embeds, Ledgers $ 47,348.31
and Backing
Architectural Steel Work $ 125,333.77
Railings and/or Balconies $ 9,051.88
$ -
WOOD AND PLACTICS $ 3,000,442.55
Rough Carpentry $ 2,481,700.00
Cabinets, Counters and $ 129,511.56
Reception Desk
Cabinet Tops $ 135,778.25
Finish Carpentry - Millwork and $ 253,452.73
Trim
$ -

P a g e | 57
THERMAL AND $ 910,758.72

MOISTURE PROTECTION
Membrane Waterproofing $ 38,296.43
Rigid Insulation $ 20,192.66
Fire Proofing and Fire Safing $ 38,296.43
Membrane Roofing and Tapered $ 215,852.60
Insulation
Roof Accessories - Hatch, $ 9,051.88
Safety Hooks and Ladders
Sheet Metal - Metal Siding, $ 490,194.30
Flashing and Coppings
Caulking - Door, Window, $ 66,844.68
Masonry and Interior
Cement Board Siding $ 32,029.74
$ -
DOORS AND WINDOWS $ 1,112,685.35
Wood Doors and Hardware $ 519,438.84
Access Doors $ 2,088.90
Overhead Doors $ 12,533.38
Storefront Window Systems $ 226,297.08
Skylights $ 25,763.05
Windows $ 284,089.88
Glass and Glazing - Mirrors $ 35,511.23
Folding Partitions $ 6,962.99
$ -
FINISHES $ 1,133,724.37
Drywall $ 206,104.42
Acoustical Ceilings $ 6,962.99
Ceramic Tile $ 92,607.73
Carpeting $ 517,500.00
Wallcovering $ 97,481.82
Painting $ 213,067.41
$ -

P a g e | 58
SPECIALTIES $ 120,459.68
Toilet Partitions $ 4,177.79
Washroom Accessories $ 8,355.58
Fireplaces $ 7,659.29
Fire Extinguishers $ 6,962.99
Shelving and Rods $ 6,962.99
Corner Guards $ 6,266.69
Entry Mats and Frames $ 4,177.79
Directional signage $ 26,459.35
Exterior Signage $ 49,437.21
$ -
EQUIPMENT $ 38,296.43
Garbage Compactor and Chute $ 27,851.95
Laundry Chute $ 10,444.48
$ -
POOL $ 121,852.28
Pool and Whirlpool $ 121,852.28
$ -
CONCEYING SYSTEMS $ 318,904.81
Elevators $ 318,904.81
$ -
MECHANICAL $ 2,076,362.78
Fire Protection $ 163,630.20
Plumbing $ 880,121.58
Heating, Venting and Air $ 1,032,611.00
Conditioning
$ -

P a g e | 59
FURNITURE AND $ 1,242,893.21

Bathroom fixtures $ 17,407.47
Beds $ 97,481.82
Business Center Equipment $ 3,481.49
Computer Hardware $ 20,888.96
Computer Software $ 17,407.47
Conference Room Equipment $ 6,962.99
Conference Room Furniture $ 34,814.94
Drapery $ 104,444.81
Exercise Room Equipment $ 6,962.99
Gift Shop Equipment $ 3,481.49
Guest Laundry $ 3,481.49
Ice Machines $ 20,888.96
Kitchen and Pantry Equipment $ 6,962.99
Lamps $ 41,777.92
Laundry Room Equipment $ 34,814.94
Lobby Furniture and Décor $ 52,222.40
Maid and Ludggage Carts $ 10,444.48
Mirrors $ 41,777.92
Office Equipment $ 17,407.47
Office Furniture and Files $ 10,444.48
Pictures $ 111,407.79
Room Appliances $ 34,814.94
Room Furniture $ 417,779.23
Room Setup Labor $ 34,814.94
Television Stes $ 90,518.83

P a g e | 60
SOFT COSTS $ 2,661,493.67

Miscellaneous $ 13,925.97
Architectural $ 348,149.36
Civil Engineering $ 13,925.97
Environmental Engineering $ 6,962.99
Field Engineering and Surveys $ 174,074.68
Interior Decorator Fees $ 34,814.94
Landscaping Engineering $ 17,407.47
Mechanical Engineering $ 174,074.68
Permit Fees $ 174,074.68
Prints $ 13,925.97
Project Management $ 218,637.80
Soils and Geotech Report $ 20,888.96
Special Engineering $ 13,925.97
Special Inspections $ 3,481.49
Structural Engineering $ 139,259.74
Traffic Survey $ 6,962.99
Working Capital $ 437,000.00
Interest Expense $ 850,000.00
13. Permits and Entitlements
Prior to securing a final Certificate of Occupancy for the Hotel, certain building and safety,
handicapped, and other permits may need to be obtained or extended. Additionally, public
health, fire and safety, liquor, and other licenses may also need to be obtained. While the
General Partner and the Project Company believe that there should be no impediments to
obtaining any necessary permits and licenses or obtaining any consents or approvals, no
assurance can be made that they will be obtained.
14. Job Creating Enterprise/Project Summary
14.1. Project Timeline

P a g e | 61
15. Economic Methodology
The economic impact calculations will be undertaken using the RIMS II model, and its final
demand multipliers for Kings, Pierce and Snohomish County. The final demand multipliers use
the expenditures or revenues for each type of business and multiply it by a factor equal to the
number of jobs per $1 million of output. The RIMS II model is the model preferred by USCIS
because of its greater transparency, according to a statement by one of the USCIS economists
15.1. Job Creation Overview
Tabulation and Summary of Principal Results
The summary statistics in Tables A represent the total increase in revenue and employment
that are expected to occur due to the construction and operation of the Hyatt Hotel at the
SeaTac airport. These figures are based on the three-county RIMS II multipliers for the King
county group. All jobs shown in Table A are permanent new jobs.
Table A. Summary of Revenue and Employment Effects for Hyatt Hotel at

SeaTac Airport
Activity Revenue RIMS II Total

$ millions Multiplier Jobs

Hard Construction Costs 14.891 17.3387 258.2
Architecture & Engineering 0.849 16.0314 13.6
Purchases of FF&E * 2.537 7.3001 18.5
Hotel operations 4.84 18.8612 91.3

Total Project 23.12 381.6
* Indirect and Induced jobs only

All figures calculated from unrounded numbers

P a g e | 62
Hotels and other accommodations provided 1.9 million wage and salary jobs in 2008.
Employment is concentrated in cities and resort areas. Compared with establishments in
other industries, hotels and other accommodations tend to be small.
About 74 percent employed fewer than 20 workers and 54 percent employed fewer than 10.
As a result, lodging establishments offer opportunities for those who are interested in
owning or running their own business. Although establishments tend to be small, the
majority of jobs are in larger hotels—those with more than 100 employees.
Hotels and other lodging places often provide first jobs to many new entrants to the labor
force. In 2008, about 19 percent of the workers were younger than age 25, compared with
about 13 percent across all industries.
Occupations in the Industry
The vast majority of workers in this industry—83 percent in 2008—were employed in

service and office and administrative support occupations. Workers in these occupations
usually learn their skills on the job. Postsecondary education is not required for most entry-
level positions; however, college training may be helpful for advancement in some of the
occupations.
For those in administrative support—mainly hotel desk clerks—and service occupations,

positive personality traits and a customer-service orientation may be more important than
formal schooling. The most important traits for restaurant cooks specialize in the
preparation of many different kinds of foods and menu items, generally cooking from
scratch and typically only when ordered by diners. They may have titles such as salad chef,
grill chef or pastry chef.
Individual chefs may oversee the day-to-day operations of different kitchens in a hotel, such
as a full-service restaurant that specializes in fine-dining, a casual or counter-service
establishment, or banquet operations. Chef positions generally are attained after years of
experience and sometimes, formal training, including apprenticeships.
Larger establishments also employ executive chefs and food and beverage directors who
plan menus, purchase food, and supervise kitchen personnel for all of the kitchens in the
property.
Food preparation workers shred lettuce for salads, cut up food for cooking, and perform
simple cooking steps under the direction of the chef or head cook. Beginners may advance
to more skilled food preparation jobs with experience or specialized culinary training.

P a g e | 63
Office and administrative support occupations: These positions accounted for 19 percent of
the jobs in hotels and other accommodations in 2008. Hotel desk clerks, bookkeeping and
accounting clerks and switchboard operators ensure that the front office operates smoothly.
Hotel, motel, and resort desk clerks process reservations and guests' registrations and
checkouts and monitor arrivals. Traits that lend success in the hotels and other
accommodations industry are good communication skills; the ability to get along with
people in stressful situations; a neat, clean appearance; and a pleasant manner.

16. Economic Impact Overview

The economic impact generated by these construction activities as measured by household
earnings, demand for business services, utilities, maintenance and repair, and new supplier and
vendor relationships is summarized in Table C.
Table C. Summary Measures of Economic Impact For Hotel Construction and

Operation
All figures are in thousands of dollars

Household Income from:
Hard Construction Costs $10,458
Architecture & Engineering $594
Purchases of FF&E * $682
Hotel operations $2,754
Total these 6 categories $14,489
Demand (output) created by project

Utility services $342
Maintenance and Repair Construction $224
Supplier/vendor links for manufacturing $3,403
Demand for professional and business services $5,139

Total these 4 categories $9,108

P a g e | 64
17. Exhibits
Exhibit A Proforma
Exhibit B TEA Letter
Exhibit C Term Sheet for Bank Loan *** Need***
Exhibit D Property Detail Data
Exhibit E Permit Report and Decision
Exhibit F Site Plan
Exhibit G MOA
Exhibit H Market Feasibility Memo
Exhibit I Construction Schedule Budget
Exhibit J LOI Franchise Agreement
Exhibit K Economic Impact Report

P a g e | 65

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SeaTac Business Plan

Hyatt Place SeaTac Business Plan

5.1. Project Development and Schedule ....................................................................................... 24

Hyatt Place SeaTac Business Plan

8.1. Marketing Strategy................................................................................................................... 39

Hyatt Place SeaTac Business Plan

SeaTac Business Plan

Hyatt Place SeaTac Business Plan

Hyatt Place SeaTac Business Plan

1.1. The Project Overview

Hyatt Place SeaTac Business Plan

1.2. RC Geographic Location

1.3. Project Location

Hyatt Place SeaTac Business Plan

Hyatt Place SeaTac Business Plan

Hyatt Place SeaTac Business Plan

1.5. SeaTac Washington

Hyatt Place SeaTac Business Plan

1.6. Seattle Washington

Hyatt Place SeaTac Business Plan

Hyatt Place SeaTac Business Plan

Hyatt Place SeaTac Business Plan

2. Specific Industry Focus

2362 Nonresidential Building Construction

Hyatt Place SeaTac Business Plan

7211 Traveler Accommodations

3.1. Ariel Development, Inc. Summary

3.2. Projects Portfolio

3.2.1. Armory Way Center, Seattle

3.2.2. Northgate Office Building, Seattle

Hyatt Place SeaTac Business Plan

This property is home to a high-traffic, convenient

3.3. Past Projects

3.3.1. Marriott Courtyard Hotel, Seattle Downtown/Pioneer Square

The first EB-5 hotel project in America. Ariel

3.3.2. Silver Cloud Hotel Stadium, Seattle

Developed and owned through a partnership

3.3.3. Silver Cloud Hotel Broadway, Seattle

Hyatt Place SeaTac Business Plan

Developed and own through a partnership between

3.3.4. Hyatt Place Hotel & Towers, Seattle

Hyatt Place Hotel (160 rooms) and Annaliese a 56

3.3.5. Urban WORKLofts

The Urban Work Lofts and Storage, construction

3.3.6. Palmer Building

Hyatt Place SeaTac Business Plan

One of Pioneer Square’s historic landmarks.

3.3.7. The Olympic Reprographics Building

Purchased in August 2006 in partnership with

3.3.8. SODO Gateway

Purchased in partnership with American Life, Inc. in

3.3.9. Former Canal Boiler Building

Hyatt Place SeaTac Business Plan

An extensive remodeling program has transformed

3.3.10. Ohio Ave. Commercial Development

282,000 sq. ft. freestanding warehouse building on a

3.3.11. The Rainier Brewery Complex, Seattle

A 24-building complex totaling 220,000 sq. ft., this