Living Lab’s first economic model was for the Singapore Grand Prix in 2012. In 2025 we became a software platform: government-grade intelligence for the visitor economy
Hotel investment due diligence. Living Lab connects the market report, the route schedule, the comparable set, and the sustainability questionnaire that due diligence usually holds separately, and measures dependency rather than describing it. Reference data is published by UN Tourism.
Attributes what happened to the asset against what was forecast, at each hold review: occupancy, rate, and value, with the driver named. Whether the route that was withdrawn, the event that was lost, or the market that softened explains the gap. Signal137 becomes the evidence base the next buyer or lender can also test.
Tests the transaction before commitment: base case through downside through diversification, with the assumptions that move each outcome stated. Dependency mapped across routes, source markets, and the event calendar. Climate and transition risk scenario-tested across the hold, not the operating year. Demand137 sets the entry price on a stress-tested demand base.
| Product | Your question | You get | What it changes |
|---|---|---|---|
| Demand137 | Whether to commit capital at the proposed price | Demand vectorised by origin, route, timing, and price, with a downside case, not a single growth line | An entry price and hold thesis on a stress-tested demand base |
| Demand137 | How exposed is the asset to one route, one market, or one event? | Connectivity and dependency mapping across routes, source markets, and the calendar | Mitigation, phasing, or covenant required before commitment |
| Demand137 | Does the hold period price in climate and transition risk? | Scenario testing across the expected hold, not the current operating year | Price, structure, or exit timing adjusted before the risk is discovered by someone else |
| Demand137 | What is diversification worth against the downside it removes? | A second market and route modelled over the hold, net of the cost of building them | Resilience priced, not asserted |
| Demand137 | What happens if we walk away? | Base, downside, and supported scenarios with a stated counterfactual | The cost of not investing is visible alongside the cost of investing |
| Signal137 | Did the asset perform as underwritten, and if not, why? | Occupancy, rate, and value against the forecast, with the driver attributed | The hold review starts from evidence, not from a fresh assumption set |
| Signal137 | How much of the asset's value stays in the destination? | Retained value against leakage, by sector, around the asset | The ESG mandate tested on the same evidence as the return |
| Signal137 | When to hold, refinance, or exit | The same demand model re-run against current conditions | The decision timed against evidence the next buyer can also test |
| Both | Can this go straight into a committee paper or lender pack? | Every scenario states its assumptions, counterfactual, and uncertainty range | Interrogated by your risk function, a co-investor, or a lender, not presented as a conclusion |
| Both | Do you need our transaction data or fund systems? | No. Public and licensed market data plus the asset details and scenarios to be tested | Nothing here assumes standing access to fund or portfolio systems |
A hotel, a resort, or a mixed-use scheme fails underwriting when a single route, a single annual event, or a single source market turns out to be carrying more of the demand case than the committee realised. The dependency is the risk, and it can be measured before signature.
A race track, an arena, a stadium: each is built for a peak it reaches a few dozen times a year. The gap between peak and off-peak operational need is the commercial challenge behind every sports-anchored development, and the reason mixed use is the answer rather than the fashion.
Manchester United’s proposed stadium is a Ā£2bn, 100,000-seat ground by Foster + Partners, with a target opening of 2030-31. The club and the regeneration case cite Ā£7.3bn a year for the economy and 92,000 jobs. Those are the promoters’ projections. Here is what to test before believing them.
The owners of the Bulls and the Blackhawks are putting a reported US$7bn into 55 acres around the United Center: housing, a music hall, a hotel, retail, a park. The arena already hosts more than 200 events a year. The question a developer should ask is what the other 165 nights are worth.
We turn messy event and tourism data into decisions that help communities grow. Bring curiosity and rigour. We will hand you questions nobody has answered yet.
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