The Numbers.

The area today, and the impact we'd build.

The location

We didn't choose the North End by accident.

Most of Los Angeles drives. The Westside walks - and it walks here. Third Street Promenade sits at the centre of one of the densest, most affluent pedestrian catchments in Southern California. The fundamentals are already in place: the people, the spending power, the foot traffic. The gap is what happens after the shops close - and that's exactly the gap we're built to fill.

0
WalkableDaily errands need no car
0
Very BikeableFlat, connected, coastal

The catchment

Who's within reach.

By radius
1 Mile
3 Miles
5 Miles
Residents
0
0
0
Daytime population
0
0
0
Avg. household income
0
0
0
Bachelor's degree +
0
0
0

Sourced to ACS, ESRI and Caltrans data, by ring, centred on the North End of the Promenade - prime working-age, high-income, walk-first.

Spending power

The demand isn't theoretical.

0
Visits to the Promenade a year
0
Average household income within a mile
0
Hold a bachelor's degree or higher
0
Daytime population within a mile - about 3x the residents

Movement

The street is already busy.

Tens of thousands pass through every day - on foot, by bike, and by car. The challenge was never getting people to the Promenade. It's giving them a reason to stay once they're here.

0
cars / day
Wilshire Blvd
0
cars / day
Lincoln Blvd
0
cars / day
Santa Monica Blvd

The challenge was never getting people here. It's giving them somewhere to be.

The neighbourhood

Wealth on the doorstep.

Minutes from some of the wealthiest communities in America - the everyday catchment that dines, drinks, and spends here.

  • Pacific Palisades~10 min
  • Brentwood~12 min
  • Malibu~25 min
  • Bel-Air~18 min
  • Westwood / UCLA~15 min
  • Venice~12 min

Several of these zip codes rank among the highest median home values and household incomes in the United States.

The demand is already here.
The opportunity is to organise it.

This is why we're building a district, not a venue. The location does half the work. We do the rest - the concepts, the operators, the standards, the momentum.

The impact

What this does to the area.

The trade area is the setup. This is the payoff - what the district gives back once it is built out, with the concepts running and the empty units filled.

Nothing here is a fixed claim. It is a model. Set how many venues are open and what people spend, and every number moves with you.

Footfall & spend

Move the levers. Watch the block fill.

Venues open15
0a full district30
Avg spend per cover$40
$25a full day out$150
Avg covers per venue, busy Saturday250
150a busy room500

The weekly rhythm

Saturday is the peak. Drag any other day to set how busy it runs.

Mon
35%
Tue
35%
Wed
45%
Thu
75%
Fri
85%
Sat
100%
Sun
60%
4,500
Covers on a busy Saturday
19,600
Every week
1.02M
Every year
$41M
Visitor spend a year

A regional destination - on visitor itineraries and hotel-concierge lists.

Anticipated revenue

A year of visitor spend at 15 venues: $41M

010 venues2030

Critical mass is about ten quality venues - concepts worth travelling for, not just ten doors. Reach benchmarked against Santa Monica's 8M+ annual visitors; every figure is a planning estimate, not a promise.

Property value

What it does to the block itself.

Hospitality density is one of the fastest-acting levers for repricing real estate. Cross the ~10-venue critical-mass threshold and the land around the district reprices - hard. These figures track the venue count above.

+8-20%
Residential value within half a mile - the homes around it
+40-100%+
Total asset value for owners, over 24 to 48 monthsCritical mass - 10 to 15+ venues

Santa Monica sits on unusually favourable fundamentals - chain-retail rules lifted, an outdoor Entertainment Zone, a multi-million-dollar city package, and major events through 2028 - which supports the top of these ranges. Read the property-value research →

Jobs

The work it creates.

Real employment, honestly counted. Front-line hospitality stays fully human - it is the experience. The back office runs on software, so we carry a fraction of a traditional operator's central overhead. These scale with the venue count above.

570
Ongoing jobs supportedThe front-line roles, plus the supply-chain and induced jobs they support
345
Direct front-line roles - kitchen, bar, service, security, hosts
150 - 230
Musicians, DJs and artists on a rotating paid roster
270 - 330
Temporary construction and trade jobs during build-out

Front-line

Kept fully human

Bartenders, barbacks, servers, runners, bussers and hosts - plus kitchen brigades, baristas, floor managers, sommeliers, lane and wellness staff. Roughly 23 people a venue, unchanged from a traditional operator.

The centre

Lean by design

Scheduling, payroll, inventory, purchasing and central marketing run on software, not a back office - cutting corporate headcount 70-80% versus a traditional multi-unit operator. A small shared team, not a layer at every venue.

Creative roster

The culture engine

Musicians, DJs, bands, performers and artists - engaged per gig, not carried on payroll. Thousands of paid gig-nights a year across the district, real recurring work for the local creative economy.

Services and supply

The wider chain

Security, cleaning, maintenance and valet - plus produce, beverage, coffee, laundry, florists and delivery. Every venue feeds other local businesses, counted conservatively from wages, not revenue.

The demand is already here.
This is what organising it returns.

Every figure above is a planning range, built bottom-up from real covers and Santa Monica's own tax rates - not headline math. Refine the inputs and it all re-locks.

Keep exploring

Where do you want to go next?

Back to Third Street 3.0