Video Member Spotlight Vol 1 - Smarthouse Creative

We caught up with Brad, Amie, Ryan and Rachel of Smarthouse Creative for the first video edition of our recurring Members Spotlight blog feature.  Smarthouse is an agency specializing in strategy, publicity, and marketing for independent artists.

Check out some of the cool projects produced by Smarthouse's current clients:


You can learn more about Smarthouse Creative or get in touch with them below:

323.379.5595 //

Seattle Coffee Gear & tPC Team Up to Keep You Caffeinated

As many of you probably already know, coffee makes the world go 'round. And we definitely know that here at the Pioneer Collective which is why we have teamed up with our good friends at Seattle Coffee Gear to bring delicious espresso right to our members.

Approximately 150 million Americans drink coffee daily. And although, we love the famous Seattle coffee scene, sometimes there is just not enough time in the day or money in our wallets to stop and wait in line for that afternoon pick-me-up latte--which is where Seattle Coffee Gear comes in. 

Seattle Coffee Gear was started by a man named Victor on a mission to have an excellent cup of coffee all from the convenience of his own home. He took that mission and expanded it into a business with like minded people who are passionate about providing a quality product. The Seattle Coffee Gear team is friendly, knowledgeable, and passionate. They even have an in-house repair center on the off chance that your machine has an issue.  


One of my personal favorite aspects of Seattle Coffee Gear is their commitment to supporting Coffee Kids, a non-profit working towards enriching the lives of coffee-farming communities in Latin America, Africa, and Asia. Coffee Kids focuses on teaching young farmers entrepreneurial skills, providing them with seed capital, and mentoring them in order that they may have the tools they need to face the challenges of small production coffee farming. Coffee Kids has helped over 200,000 families since their start in 1988. Learn more about the work that Coffee Kids is doing here.

The Pioneer Collective is currently housing Seattle Coffee Gears' Rocket Espresso R58 Espresso MachineEureka Atom Espresso Grinder  so our members have constant access to a flow of caffeinated goodness. 


 The Rocket Espresso R58 Espresso Machine is currently available for purchase at Seattle Coffee Gear to meet all of your in home espresso needs!

The Rocket Espresso R58 Espresso Machine is currently available for purchase at Seattle Coffee Gear to meet all of your in home espresso needs!

 The Eureka Atom Espresso Grinder works to uniformly grind your beans all while being easily adjustable and quiet & is also available for purchase. 

The Eureka Atom Espresso Grinder works to uniformly grind your beans all while being easily adjustable and quiet & is also available for purchase. 

This model of espresso machine was hand made in Milan, Italy and comes equipped with a double boiler, electronic temperature controls, and adjustable feet so you can make it fit just right on your counter! Learn a little bit more about the Rocket Espresso R58 here

We've also found that the Eureka Atom Grinder works great for our space since it is ultra quiet thanks to a metal case dedicated to quieting the motor. It is perfect for being able to make a cappuccino to enjoy in the morning without waking up a sleeping partner or disturbing the neighbors. 

So whether you are looking for a place to enjoy a great cup of coffee and to get some work done or an at home brewing system for all of your caffeine needs, we here at the Pioneer Collective & Seattle Coffee Gear have you covered. To learn more about the machines and gear Seattle Coffee Gear carries, check out their Youtube channel! They have a ton of great content teaching you the ins and outs of at home brewing.


Stay Safe. Stay Caffeinated.

What's on tap at tPC this month


Elm Nine Swans

One of the things we love about our partnership with our neighbor Elm Coffee is that buying wholesale from Elm allows us to shop locally -- twice! Of course it lets us support a Pioneer Square neighbor. But Elm also ensures they understand their coffee from bean to cup. They travel and research extensively to make sure they know how their (our!) coffee is grown, harvested, and dried -- choosing environmentally friendly options from independent "local" growers every step of the way. 

TPC's house coffee is Elm's 9 Swans - a rotating varietal that changes with each harvest, but always hovers in the darkest-of-blondes category. Right now, 9 Swans is Mireya Trujillo. Mireya, her husband Jairo, and her cousin Yamison are all Colombian producers. Mireya’s coffee has deep grape/raisin, orange, and caramel flavors. Round and sweet, it is excellent both straight and with milk. 


Georgetown Bodizafa IPA

Georgetown brings quality and attention to detail to every beer they brew.  Whether it's their standards like Manny's Pale and Roger's Pilsner, or their unique, boundary pushing seasonals, I'm always pleased by anything that comes out of their brewery.  One of my favorite parts of the month is picking up our new keg and trying the new rotating beers in the tasting room.  This month we have one of their most popular beers on tap at tPC, the Bodizafa IPA

Here's a description directly from the source:


This IPA gets its light silky texture from rolled oats. The flavor and aroma both express mandarin and citrus all around. Over five pounds of hops per barrel makes this IPA truly Bodhilicious. Gold medal winner in the American Style IPA category at the Great American Beer Festival in 2016!


  • Malts - 2 Row Pale, Munich
  • Hops - Chinook, Citra, Mosaic, Columbus
  • Yeast - English Ale
  • OG - 1.059
  • TG - 1.008
  • ABV - 6.9%
  • IBU - 80
  • Best By - 90 days from packaging
  • Other - Oats

Coworking Simplified - Perfecting the tPC Member Experience

Since we opened the Pioneer Collective in 2015, we have attempted to learn from our customers, and refine our experience to meet demand.  Audrey did an amazing job of forecasting back when the space was just a plan based on gut instincts and market research, but even she was surprised by some of the revenue streams that emerged, and some of our ideas that flopped.

the Pioneer Collective Conference

Initially, we borrowed from the LEAN startup methodology, test, listen, measure, adjust, repeat.  Essentially, if enough people requested a feature, product offering, or amenity, we would add it to the menu*.  We ended up adding an HD television display to our conference room (though we still dream of one day having a gadget free think-room), free La Croix to the beverage fridge, and 5 & 10 day membership options.  This strategy served us well in the early days, because it allowed us to find an audience (and revenue) while we searched for our audience.

After serious reflection, analysis, and debate, we've decided it's time to adjust our strategy to optimize our services and better serve our customers.  Starting in 2018, we will be moonlighting our Punchcard, Community 5, Community 10 and Team Pool memberships.  It's always tough to shut down a product that customers value, but ultimately we believe it's the best decision, both for our viability as a small business, our coworking members, and our awesome team of staff and community leads.

Coworking Streamlined:  Our New Membership Options

Starting in 2018, we've combined the best features of all our membership tiers into two, easy to understand offerings:

Community Membership - $225 per month

  • 8-6 M-F unlimited access to communal spaces
  • 500/500 Mbps High-speed fiber internet (Wireless)
  • 100 B&W prints per month
  • Fax/copy/scan
  • 3 hours conference room rental per month
  • Weekday access to showers, gym, bike storage
  • Full access to lounge area and kitchen
  • Phone booths and free long distance calls
  • Complimentary gourmet coffee & tea, beer and wine
  • 2 guest passes per month
  • Member social events and networking opportunities

Resident Membership - $475 per month

  • 24 hour / 7 day per week space access
  • Dedicated desk, Herman Miller office chair, task lamp
  • Drawer set, storage locker
  • 500/500 Mbps hard-line Ethernet data port & WiFi
  • 150 color prints per month, 300 B&W
  • Fax/copy/scan
  • 5 hours conference room rental per month
  • 24/7 private showers, bike storage, gym
  • Full access to lounge area and kitchen
  • Phone booths and free long distance calls
  • Complimentary gourmet coffee & tea, beer and wine
  • 3 guest passes per month
  • Member social events and networking opportunities
  • 25% discounted event space rental
  • Discounted rates for 6-month or 12-month prepay

The Rationale Behind the Change

As a small business operator, you are at a consistent disadvantage to your larger competitors when it comes to customer intelligence, data and technology.  Even if it is technologically feasible to collect data from all of your customers, your sample sizes are small and it's expensive and labor intensive to put those insights into action.  

When we started building out custom management software, rather than trying to beat our competitors at their own game, we decided to question assumptions we had long held and challenge the conventional wisdom in the industry.  

Early on, many prospective tPC customers asked for a flexible communal membership that allowed them to access the space 5 or 10 days per month.  Our 24/7 communal membership was priced rather high at around $325, so it made sense to introduce cheaper options to capture this part-time demand.  It worked in the short term, but it ultimately introduced a layer of complexity that became hard to manage once the program scaled, namely, how to keep track of and quantify use-days (e.g. if a member stops in for a 20 minute meeting, does that count as a day?  Do unused days rollover? etc.)

We started by trying to replicate what most white-label coworking SaaS apps did: allow users to check in when they use the space.  There are a few ways of doing this, including but not limited to RFID, WiFi authentication, iPad checkin, manual check-in, but what we found was that no matter what we implemented, these users were the least loyal, and the most likely to churn.  We'd essentially positioned the use of the space as a commodity and encouraged our customers to value time based on hours in the space, rather than how productive they were while they were here.  We were setting ourselves up to spend money and hours to engineer a solution for a customer segment that barely produced a positive ROI.

Questioning assumptions

I thought back to my time as a customer of coworking spaces in 2011.  People would often ask me, "why on earth would you spend hundreds of dollars a month on a desk when you can work from your kitchen table for free?"  I would always respond with some version of the following: "I spent a year working from my apartment and coffee shops, and the incremental work I can get done (or revenue I can generate) in the focused time I spend at my workspace, is worth thousands of dollars a month.  The value in my case is unquestionable."  In other words, we can all divide our time into $10 per hour work, $100 per hour work and $10,000 per hour work (those key hours of deep work each month which are responsible for a disproportionate amount of productivity, whether that is closing on a new contract, knocking out a writing assignments or meeting a contact that opens up an entirely new line of business).  We wanted to tap into that $10,000 per hour time and shift the focus back to output and away from hours.  In order to do that, we decided to eliminate all part-time memberships.  We also committed to lowering the price of our communal memberships to a level where two or three hours of focused output would justify the entire monthly cost for 90% of our customers.  And those for whom the math didn't add up probably weren't ideal coworking users to begin with, and would be better off at the kitchen table until they had more consistent cash flow. 

Members on the new Community Access plan can continue to use the space as little or as much as they need throughout the month, but they don't have to waste time counting days, and after they produce that single piece of high value deep work, the rest is gravy.  

We are aware that there is the potential for unintended consequences and blowback when implementing change.  While most part-time members were low LTV and high churn, some of our most loyal early adopters, joined at this tier.  We've already had to deny requests from past members looking to re-up on the old plans.  It's always tough to turn away revenue, but we're committed to seeing this experiment through.  Naturally, we grandfathered in any existing memberships and will continue to support them as long at tPC exists.  Moving forward though, we think the two membership tiers are the best product offering we can possibly put forward, and we're confident that they represent the best value in the Seattle coworking market. 

Time will tell, but so far revenue and loyalty are both up, and our software engineer and front desk staff are loving the elegance of the two-tier system.  We'll provide further updates at year-end.



*Requests to which we've never acquiesced include members bringing their own furniture, storing items in communal areas, or picking music.  It may sound dogmatic and/or pretentious, but we strongly believe that the physical space we inhabit contributes significantly to our well-being and productivity.  If a hundred people store boxes and personal items around the space and the music randomly oscillates between Charlie Parker and Kenny Chesney, it becomes very difficult to maintain a peaceful and inspiring environment.

Thinking about opening a business in Seattle? Here are the taxes you'll owe. Part 1 of 2

Seattle provides a generally favorable atmosphere for entrepreneurs.  It boasts a vibrant economy that balances traditional industries, an international port, a thriving tech scene, aerospace, art, Fortune 500 companies and small businesses.  The city is home to multiple public and private universities and has a wealth of engineering and business talent.  All that being said, there are no shortage of taxes you'll face as a small business owner in Seattle.  While larger firms can often negotiate, lobby, threaten, cheat and hide their way out of paying taxes, you as a small business owner will be stuck paying 100% of what you owe.  Unfortunately, it's not always clear exactly what is required of you by law and in most cases, the government(s) won't send you an invoice or a reminder, so if you miss out on something, you'll end up owing late fees and back taxes. It's probably a good idea to hire a Seattle based tax accountant for official advice, but for starters, we've tried to come up with an exhaustive list of the taxes you will face while operating a business in Seattle and in the State of Washington.  

City of Seattle taxes

  • City of Seattle Business License - Official City definition: Each business engaging in business activities in Seattle must obtain and annually renew a City business license tax certificate unless the business activity is specifically exempted from licensing and taxes. Anyone engaging in business activities within Seattle is required to obtain a Seattle business license whether or not a place of business is maintained within city limits. A branch business license is required for each additional venue doing business. There are three ways to apply for a business license tax certificate: online, by mail or in person (42 nd floor of the Seattle Municipal Tower). In most cases, licenses cost $110 per year; small businesses with total revenues of less than $20,000 annually pay $55 per year. If you have more than one business location in Seattle, you must pay an additional $10 per year for each additional branch location. If you start your business in the second half of the year, after July 1, then your license tax certificate fee will be reduced by half. All licenses expire on Dec. 31. See more on how to get a license and who needs a license at 


  • Regulatory License - Official City definition:  Regulatory License The City of Seattle further regulates specific business activities, e.g., the taxi/for-hire and transportation network company industry, marijuana businesses, tow companies, adult entertainment, amusement devices, pawnshops, etc. (see Businesses regulated by Seattle). Unless the business activity is specifically exempted, these businesses require both a standard business license tax certificate and a regulatory endorsement on the license. The application process varies for the different business types requiring a regulatory endorsement. See more at . 


  • Business and Occupation (B&O) Tax - This is a rather controversial tax, as it is applied whether your business makes, money, or loses it hand over first.  We found this out the hard way our first year in business because although we had negative net income, we had a reasonable amount of revenue.  One would imagine the tax is structured this way to disincentivize excessive write-offs.   Official City definition:  Every person or entity doing business within the city limits is subject to the business license tax unless specifically exempted by the Seattle Municipal Code. The Seattle business license tax, sometimes called the business and occupation tax (B&O tax), is applied to the gross revenue that businesses earn. Businesses with an annual taxable gross revenue of $100,000 or more are required to pay the tax. You do not pay the tax if your annual taxable gross revenue is less than $100,000 or if you have no business activity for the year. You are still required, however, to submit a return reporting your gross revenue, even if zero, to the City of Seattle. The Seattle business license tax rate varies by business type (see Tax Rates and Classifications). When filing your taxes, you may be required to fill out certain forms or worksheets depending on your business activities and gross revenue amount (see Special Tax Situations). There are a number of other taxes the City collects for applicable businesses in Seattle, including commercial parking, firearms and ammunition, gambling, utilities and admission (see Other Seattle Taxes). Businesses are also subject to property and sales taxes, though the City does not collect these taxes. See more at tax. Deductions & Exemptions from the Business License Tax A deduction is revenue that you can legally subtract from your gross revenue amount. Although you must list the deduction amount on your return, you do not pay tax on that amount. Only deductions specifically defined in the Seattle Municipal Code are allowed (see the Deduction List). The costs of doing business cannot be deducted from your gross revenue amount. This includes: rent and utilities, insurance, material costs, employee wages, employee sales, cost of products purchased for resale. Exemptions are different than deductions. Certain organization and business types are not required to obtain a Seattle business license or pay the business license tax. Certain types of revenue are also exempt. You qualify for an exemption if your business or revenue type is defined as an exemption in the Seattle Municipal Code (see the Exemption List). You do not report exemptions on your tax return; you must report deduction amounts.


  • Business Improvement Area (BIA) Taxes - This one came as a surprise to us.  In our neighborhood, the BIA funds the Alliance for Pioneer Square, which leads some great initiatives around the neighborhood.  The problem was, no one was required to disclose this to us when we signed our lease, so we were hit by a surprise bill of over $1,000 right after we opened our doors (and were already hemorrhaging money).  This is billed annually based on square footage, so it hammers coworking spaces.  It was previously assessed based on gross receipts, but retailers protested and it was changed.  Official City definition:

    Business Improvement Areas (BIAs) are funding mechanisms for business district revitalization and management. Specifically, the mechanism is an assessment collected from businesses and/or properties within defined boundaries. The funds collected are used to provide services for the mutual benefit of the businesses and properties being assessed. BIAs include programs and services such as marketing, public area maintenance, security, parking, streetscape improvements and professional management. In Seattle, BIAs are enacted by the City Council, using the authority of state law (RCW 35.87A) and the City Charter. The legally required process for creating a BIA is fairly simple, but it is important to have the support of most of those who will pay the assessment in order for the process to move forward smoothly. This means a well-organized effort in the neighborhood that includes a focused dialogue with potentially affected ratepayers about the district’s needs and proposed services. Once there is general consensus on a work plan and budget for the district, the organizers work with City staff to prepare a formal proposal and petition of support for signature by prospective ratepayers. The group then presents these to the City Council, which will hold a public hearing before considering the proposed ordinance. BIAs can be renewed or terminated through a similar process. How long a BIA stays in place is up to the local organizers.  BIAs are governed by a Ratepayers Advisory Board, made up of those paying the assessment, which prepares an annual work program and submits it to the City. The City sends invoices to ratepayers, collects the assessments and reimburses the board according to the work program. BIA operations can be managed and implemented by a stand-alone BIA organization or through a contract with an existing organization. Services can be provided by BIA employees or through independent service providers.


    See more at improvement-areas



Part 2 will include information on:

  • King County taxes
  • Business personal property taxes
  • WA State taxes
  • Federal taxes







tPC member opens LEGO pop-up experience in Seattle

Phil Keller, a tPC member and founder of, has launched a pop-up LEGO retail shop in Seattle's Madison Valley neighborhood.  The shop will sell new and used sets, vintage collector sets, minifigs, and feature a large "pick-a-brick" bulk section.


The store is located on Madison, across from City People's Nursery at 2914 East Madison Street, Suite 103, Seattle, WA.

Keep any eye out for special holiday promotions and deals in the days leading up to Christmas.



Check out the beta launch of Phil's revolutionary app that helps LEGO fans make the most of their collections at

tPC Member Spotlight: Rachel and Alison of Emily McDowell

After a battle with cancer, Emily McDowell launched an empathy card that was irreverent, emotional and unlike anything on the market.  Her eponymous company leveraged the success of that card to build a successful and beloved brand.  The company has since expanded into greeting cards, gifts, totes, notebooks and more.

Alison Keefe and Rachel Powell work for the company in Seattle, and when they are in town, get work done at the Pioneer Collective.  We caught up with them for this month's member spotlight.

Fedoras Card_LR.jpg





First of all, what do each of you do day-to-day for the company?


[Alison] I am the production and supply chain manager for Emily McDowell Studio -- which means I wear a lot of hats from inventory management, to designing catalogs and marketing materials, to coordinating with all our domestic and overseas vendors. (For context, we're a team of 7, located in Seattle, Los Angeles, and Illinois, plus a baller warehouse crew in Las Vegas.)
[Rachel] I'm the wholesale account coordinator for EMS, which basically means I do all things customer service on the wholesale part of the business. My duties range from order entry, phone calls to and from customers with questions, coordinating large orders from our distributors, and managing a territory map to make sure that none of our stockists are too close to each other.


While reading about the history of the company, it seems like Emily McDowell's empathy greeting cards struck a cord and received an enormous amount of press attention and earned media right away.  That seems like any small business' dream, but I imagine it can also be hard to respond to from a production standpoint.  Was it difficult for the company to keep up with demand initially?

[Alison] The Empathy Card release was actually before both of our times with EMS, but I joined the company shortly after. It was truly an explosive moment for the brand. At the time, the team was still fulfilling orders from a studio in downtown LA (we hadn't yet expanded to our Vegas warehouse). It provided some logistical challenges, for sure, but fortunately we work with a great local LA printer and had a dedicated team of people to make it all happen. Also, I know everyone was really encouraged by the massive out-pouring of people who contacted Emily to express their gratitude for creating a line that was so lacking in the greeting card world.


Kept Going Keychain_LR.jpg

It also seems like a massive wave of press could lead to a sort of "sophomore slump", where it's difficult to match that initial fever of interest.  How did the company maintain a sustainable wave of demand?

[Alison] Emily's voice is what drives this brand. She has a real insight into how people think, feel, react. It's what makes the line so relatable. In our catalog, we have a line that says that "we find it creepily satisfying whenever a customer asks if we’ve been reading their diary, because it means we’re doing something right." People gravitate to things that make them feel understood. It's a reminder we're all in this together.  
[Rachel] I agree with Alison that Emily's voice (she's so clever!) is definitely the driving force of the brand. I'd also add that expanding into gift items after beginning with just greeting cards has kept customers excited about what's coming next! Part of any successful brand is knowing what people want - and being able to capture the same "feel" of the greeting cards in fun things like gift bags, pouches, and enamel pins, I think, has been a great move.


My aunt has spent her entire career in the greeting card industry.  I remember asking her about threats to the industry when CreateACard kiosks started popping up and again with websites like Paperless Post and eVite gained traction, yet it seems that tactile paper cards are still the medium of choice for expressing grief, empathy, thanks, congratulations etc.  Will there always be a place for that level of thoughtfulness and formality, or will we eventually submit to sending valentines written by a neural net?

[Alison] As a paper-lover myself, I am probably somewhat biased, but I think there will always be something special and more meaningful about a tactile object you send to someone. Our customers seem to agree! And the fact that there are so many amazing brick and mortar stores we work with all over the country -- and the globe! -- further proves there's tons of us paper freaks out there. 
[Rachel] I'm pretty biased towards paper goods also, but I do think that anything that takes more effort than typing on a computer/phone will always feel more meaningful to the receiver. Handmade items are having a resurgence because everything else is so available, and while we love that (thank you, Amazon!), there's nothing like opening an envelope and seeing someone's handwriting on a card, even if it's just their name. 


How much of Emily McDowell sales are online vs wholesale or brick and mortar resale?

[Alison] Interestingly, it varies from product category to product category. Our online retail site definitely drives a lot of revenue, but our wholesale brick and mortar sales are a real backbone of the business, and what helped launch it all to begin with. I'd say stores have a stronger drive for our dimensional products (tote bags, canvas pouches, magnets, pins, and so on), and online cards are definitely king.

Where do you see the industry in five years?  Ten years?  Eleven years?

[Alison] Both Rachel and I get to travel to trade shows where we meet tons of amazing entrepreneurs from across the country. I think with this number of hand-working, creative minds, the stationery and gift industry will only continue to grow, and of course adapt where it needs (iPhone covers, which we sadly do not produce, were all over the place the last few years). 
[Rachel] I'm always amazed by the creative people in our industry. Just when I wonder "what's coming next?" someone has a great idea! I'm still pretty new to this job (it'll be a year for me in November) so I'm not sure I can say I see where it's headed in 10 years, but I definitely plan to be along for the ride!




What are your favorite unknown hangout spots in Seattle / WA?

[Alison]  I'm a big fan of Georgetown, having made my first real 'home' in Seattle there. Full of great dives, art studios, funky wares. (Plus, free pool at Seattle Tavern on Sundays, but I'll fight you for a table...)
[Rachel] Well I wouldn't necessarily consider these "unknown" spots - but my 2 favorites(being a Ballard gal, through and through) are Sunset Hill Park and Golden Gardens Beach. One caveat though, is that both of these places are MUCH better in the fall/winter. I love bundling up and heading to either one to stare at the water, mountains, and boats, and sit on a bench and think about how we live in the most beautiful place ever.

The best meal in the city can be found at ________

[Alison] ...Ciudad (also in Georgetown). 
[Rachel] ...Picolino's (also in Ballard!). Their homemade pasta is to die for, and I love the neighborhood vibe. It never disappoints.

If you had a surprise four week vacation handed to you, you would _____?

[Alison] I would travel to southeast Asia. It's been on the list, just have to make the time!
[Rachel]   I'd do a tour of Scandinavia. I am so fascinated by those cultures and would love to learn more about them. Plus, I could probably get some great yarn for more knitting projects!


Living and working in Seattle is great because _____

[Alison] Living and working in Seattle is great because, as cliche as it sounds, the natural beauty is just so unparalleled. Commuting via LightRail is also a huge bonus, having moved here from Los Angeles via New York.
[Rachel] both feels like a small town with all the different neighborhoods, but also has things I couldn't find outside of a city (great restaurants, art museums, etc.).

Living and working in Seattle would be better if ________

[Alison]  Living and working in Seattle would be better if there were less tech-bros crowding me on the train (sorry). 
[Rachel]  ... I honestly can't think of anything. I really love it here!

I am currently reading_______

[Alison]  The Master and Margarita by Mikhail Bulgakov. 
[Rachel]  I am currently reading too many books about babies (our first is due in December), the most recent of which is "The Birth Partner" by Penny Simkin.


The most underrated show/movie of all time is ________

[Alison] The most underrated movie of all time is Jaws -- seriously, I'm crazy about Jaws. I watch it every 4th of July. 
[Rachel]  The most underrated show/movie of all time is "High Society" with Grace Kelly, Bing Crosby, Frank Sinatra, & Celeste Holm. I'm a sucker for old movies, especially musicals, and I've never understood why this one doesn't get the same response as others like "Singin' in the Rain." 

_____ is better than people think.

[Alison] Vegetarianism is better than people think (ahem, Ryan...)
[Rachel] Knitting is better than people think.

What coworking tools and software does the Pioneer Collective use? Part 1 of 2

Running a successful shared workspace involves the management of many discrete systems and processes.  Access control, member communication, membership management, billing, room-booking, and IT are all vital components of a thriving space.  If you're a coworking space owner, manager, you've probably spent some time thinking about shared workspace space management software.  The coworking forums on Google Groups and the coworking Wiki are full of people asking this question:  "What is the ideal software for running my space?" 

There are differing opinions, but they generally fall into three camps:

In the first camp, are operators who pay a recurring licensing fee for an all-in-one SaaS solution to manage all administrative processes. 

In the second camp, are space operators who build (or pay someone to build) a custom, proprietary all-in-one solution. 

Finally, in the third camp, are space operators who use a patchwork of stand-alone solutions specifically designed for each task. 


18 months into our journey at the Pioneer Collective, we began re-evaluating the need for management software, as membership increased and our team grew to two owners, one staff person, and multiple community leads.  Each approach has its merits, and the right strategy for a given organization is largely dictated by the complexity, size, and culture of the space.  Ultimately, we opted for a hybrid of the second and third approaches.  I'll explain our systems in detail in the second part of this post, but first, I'd like to highlight some of the all-in-one solutions we looked at, and why we ended up passing.


All-in-One Coworking Software Solutions


The Nadine Project - free / open-source


Nadine is an open source solution built by Jacob Sayles and team at Office Nomads in Seattle.  These guys are some of the OGs of the coworking movement, and they really know what they are doing.  You can bet that all of the features built into the software were included for a very good reason.   The software is free, but it's also open-source, meaning you'll need to deploy it and support it on your own for the most part.  At some point we'd like to deploy Nadine at tPC and try running the space with it, but when we were getting started, we decided it would be too difficult, as we didn't have any Python/Django developers on staff to help out, should we break something.  Jacob, Alex and team just pushed on a massive update to the platform that is designed to allow other spaces to adopt it.  We're excited to check it out!


HappyDesk $199 / month per location

We demo'd WUN's HappyDesk during the first few months after tPC opened.  Their product support was good and their pricing was acceptable, but we found the product completely overwhelming.  There were so many features that weren't relevant to our space at the time (e.g. selling conference room hours or print jobs to members and the public) that it was hard to cut through the noise and imagine using the product day-to-day.  From what I've heard, they've simplified the design in the 18 months since we tried it, but at the time, it was over-engineered for our needs.

Meshwork - 3% of all sales (in addition to regular payment processing charge)

Last month, we played around in a Meshwork demo account and came away thoroughly impressed.  The UI and color schemes are sleek and beautiful.  All of the features are intuitive, and it feels like thought was put into where everything is placed and why.  Meshwork includes basic space management features (membership and billing, member onboarding, CRM) and also a business intelligence and reporting component.  We were actually considering implementing the software on a trial basis until we got to the pricing discussion.  Unlike other SaaS providers, which charge monthly or annual license fees, Meshwork opted for a percentage of sales approach.  The company takes 2.5-3% of all revenue which goes through the system depending on volume.  This is in addition to any payment processing fees you already pay.  I totally understand why they structured their pricing this way.  It allows upstart coworking spaces to afford the license, and grow with the software.  It's also probably very fairly priced for what you get.  The argument could even be made that you could make up that 3% in incremental sales, by having a more organized space.  At the end of the day however, we just couldn't get used to adding another variable expense to our income statement.  With a monthly fee, even if it's steep, it is a fixed cost that allows you to achieve an economy of scale once you meet a threshold amount of revenue each month (I.e. you pay $399 per month whether you book $15,000 in revenue or $30,000).  On the other hand, the Meshwork pricing amounts to a 3% tax on revenue, shrinking profit margins now and for all revenue you bring in as long as you're on the system.   In other words, if we booked $15,000 in revenue, we would pay $450 that month for the service.  If we sold $30,000 in revenue, we'd pay $900.   This didn't make financial sense for us, even with the obvious benefits and impressive design of the software. 

Other popular coworking software solutions we haven't tried:

  • Nexudus
  • Cobot
  • Optix


Part 2 of 2  - In the next installment of this post, I'll detail what software tPC actually uses and why we decided to build a custom application for the management of our workspace.  The benefit of the piecemeal approach is that each solution is really good at doing exactly the task it was designed for.  The downside is that it makes training and process building a huge pain, as we have to show every new trainee each piece of software, manage logins etc.  We're working toward building a custom portal on top of these solutions that ties the workflows together more intuitively.  

Door Control - RFID readers + key deposits

Membership Management - Stripe + Proprietary App

CRM - Streak for GMail.  (awesome)

Internal Members Database - Memberfindme - we'll likely build this functionality into our custom app

To-do - Google tasks, Google Calendar, Trello for projects.  We're also working on a dynamic task list feature for our staff portal. 

Room booking - YaRooms


  • Staff to staff - Slack, email
  • Member to member  - Slack and Memberfindme
  • Staff to member - Slack (fun things), Mailchimp (important things e.g. holiday hours)

WiFi - Unifi UAPs

Seattle Small Business Spotlight #1 - Division Road


At the Pioneer Collective, we focus on providing an atmosphere where local entrepreneurs and small companies can grow their businesses, meet new people, and build skills.  We attempt to supplement that experience with this blog, covering topics that are relevant to our membership base and our supporters.  Since starting our business in 2015, we have come to realize that there is a lack of local media coverage of small businesses.  

If I wrote a press release today about an app that summoned idle Lyft drivers to your house to clean your dirty dishes on demand (Dysh...), I'd probably get a write up in The Seattle Times, Geekwire, and The Stranger.  No matter how outlandish the idea, consumer tech is sexy right now and the press eats it up.  The Times has dedicated writers for technology, Microsoft, Amazon, and Boeing, yet small businesses, with the exception of trendy restaurant openings, get little to no coverage in its pages.  

Articles about small businesses probably don't sell a lot of ads, but the scrappy little store is one of the only forces left between us and a Gary Shteyngart dystopia where Amazon is the fourth branch of government.  Fortunately, we don't have to monetize this blog, so until someone else steps up to fill the role, we will cover as many exciting mom & pop shops as we can through this recurring feature.

For the first installment, we interviewed our neighbor and proprietor of Division Road Menswear Boutique, Jason Pecarich.    He opened a retail location of Division Road on 1st Avenue South in Pioneer Square last year.  His goal was to "create a post-modern industrial haberdashery for a man who wants to shop without a stopwatch, hang out with his coffee, or just come by to speak the goods."  We caught up with Jason to learn more about the state of retail, the city, and what exactly the term heritage means.



What does heritage mean?

Good question. The term heritage is ambiguous to some, but fairly concrete to those of us who have a passion for products that fall under that category. In short, it refers to brands that are manufacturers first and those that make products to old world standards of quality. Some associate it with workwear, but while we at Division Road look for items that have workwear durability, we try and create and select items that are more refined classics and can be worn by a wider audience. First, we look for brands and manufacturers that have a legacy in producing a certain category of clothing for decades (at least 50 years): Dehen 1920 has been doing pretty much the same knitting and outwear pieces, Gitman and New England Shirt Co are classic Northeastern shirting manufacturers, and Private White has been doing Britain’s best outwear. In footwear, our youngest company is Viberg which was founded in 1931, and our oldest is Tricker’s that is coming up on two centuries of footwear production, and all of our brands in that category remain wholly family owned businesses hence the reference to legacy. Even the younger brands we bring in and work with are producing items with older techniques and to quality standards that are not common in manufacturing.


For those of us who don't know, how does a large chain brand go about making a pair of jeans vs one of your heritage brands?


Well this is a long explanation; I’ll try and shorten it so people don’t pass out from too much information. During the 1960’s and 70’s most manufacturing in the US was starting to be outsourced and offshored. One of those industries was garment and fabric production. Up to that point the US had the best denim manufacturers and denim textile production, which was largely the same since the late 40’s.


In the 70’s and 80’s the vintage levis market exploded in Europe and Japan specifically. The Japanese began purchasing shipping containers worth of worn denim and started buying the old shuttle looms from the shuttered mills of the US manufacturing complex. These looms are older, narrower and run slower. The biggest difference is quality: self-edge (now called selvedge) denim is run on looms that can handle thicker yarns and produce fabric at higher tension in narrower widths. Not only that but the Japanese took what we were doing with denim and perfected it with a technical and artisan approach, making some of their denim the best in the world, period.


Most denim in the major marketplace is made from commercial loom fabric that’s about three times the width of a vintage shuttle loom. The fabric made on these looms has a lower tension and a lot of material in the middle which has “dead-slack.” Jeans that are cut out of this material wear quicker and fall away from the body over repeated wearings and washings. That’s why most commercial denim looks best the first couple of wearings and washings while selvedge denim looks better with age and forms to the wearer better over time.


There are a lot more qualifiers to quality differentiation than just the material used such as yarn development, rope dyed indigo, chain-stitched production, re-enforcements, finishing material, and a ton of details that quality selvedge jeans companies use that are not employed in a jean made by major market brands.  That is not to say that any jean made with self-edge material is great. It’s probably better in comparison to mass market brands, but there is also a lot out there that promises quality when it’s not, especially in the entry self-edge market of $100-200 that sells the idea that you can get the same product as a $200-$300 jean, which is generally a fallacy.


 The shop.

The shop.

In your experience, does the buy once principle hold up financially over time?  Other than being happier because I have nicer stuff, will I also have more money in my pocket?


This depends on the individual, but in general, if you run the math it works out.  The best example for this principle is footwear. Say you buy 1-2 pairs of boots/shoes per year for work/dress/casual purposes and after a year or two they are garbage and look bad, so the buying cycle starts again. Conversely, you can buy a product that’s built more for lifetime wear, produced by manufacturers that offer re-soles and re-building, and never really wear them out. Say you pay $200 for a disposable shoe, that’s $200-400 per year, so we’ll split the difference and call it $300 a year.  A pair of Tricker’s will last for literally decades and cost $525 or so. Thus if you compare your disposable purchase of $300 per year to $530 once, in two years you have more money in your pocket. Approximately every two years you can send the shoes back to the factory for a full re-sole/build for $100 +/- depending on the sole you want, and in five years you could buy two pair and still be saving money. I will say there is a lot in the $300-$500 category in footwear that uses the term “lifetime” and offers the ability to be re-soled but is still junk within several years, so one has to find a resource and brand they can trust before running the math.


Furthermore, it’s the math of sustainability: the only real method of such is to buy goods that are made in developed nations with better environmental regulations and fairer worker rights, and buying those goods once versus disposable items that wear out and literally devolve to trash. Products that have a heart and soul to them like those that are crafted with purpose, quality, and intention have a way of making you feel better about both what you’re buying and how you look. Conversely, products created for conspicuous consumption have less yield hence they make people buy more in order to obtain that feeling of gratification, which in turn fuels an endless cycle of buying more at cheaper and cheaper price points with less longevity and less satisfaction to the consumer. That’s how they make money.


Contrary to prevailing trends, you've committed to operating a storefront in addition to your online business.  Has that decision paid off?


The physical flagship is a portrayal of the brand and creates that connection with our customers, which is an important facet to the Division Road approach. Having that representation match in our virtual store is important: when our online customer comes and visits the brick and mortar location, they have a different yet consistent experience and take that home with them. One of the reasons we wanted a destination shop was so that when we have customers come in we can give them the time and attention they deserve and that we feel is necessary with our products. Our customers come by to just hang out and talk the goods sometimes, which creates a community around this niche industry and those who appreciate these goods. It’s interesting because we have just as many visitors from around the country and foreign nations that have shopped with us or know about us who make a point to stop by when they’re in Seattle, as we have locals who know about us. Once more people in Seattle find out about what we’re doing that percentage may change, but we see our business as based in Seattle with a broad approach to impacting menswear in our sphere. Regardless, our shop makes an impression on customers and they keep coming back for further experiences, which is really what shopping should be about. That is a reward in its own right.


I've worried lately that Seattle as a whole has stopped valuing small businesses, especially when compared to cities like Portland.   It seems like a lot of people hate the abstract idea of chains taking over all retail, but don't actually care enough to seek out innovative businesses, especially if it's less convenient or costs more.  Do you think that's the case or am I just being cynical?


I think you are at once correct and somewhat cynical, but then again I’m a cynic so I might not be the best to offer perspective on this point. I think there is a lot of talk around local, but less action in supporting those businesses. That starts from the top with regard to how big corporations are valued, given market opportunities, tax breaks and concessions from the local government, and small businesses are punished. Local publications do very little to prioritize the dissemination of information to the local market about small and local businesses, and all of that affects the community.


Seattle also is not an overtly entrepreneurial environment and many residents are employed at larger companies so I think some people have a hard time understanding that, without small businesses being supported locally, they will cease to exist. I see that a lot of people in Seattle show full support for local corporations like Starbucks, Amazon, Nordstrom, etc., but not the local innovator who’s trying to do something out of the box. I’m not sure if that behavior is new or old, but there are both new and established locals that do support local businesses and they should be commended. I think they’re keen to explore the great opportunities to connect with the decision makers, see more of what they want, get personalized service, and keep the businesses they want around for the long-term.


I will say that locally and broadly we all need to be challenged on putting our money where our mouth is. If we want more sustainability, less environmental destruction, fairer labor practices, and future opportunities for our nation, then we need to stop buying future landfill items from developing nations like China. If we want more local businesses that care about their customers and employees and that realistically know where their goods are sourced down to the components, and if we want to support families and generations of people who actually produce and make things, then we need to support the individuals and businesses that are offering those products to the marketplace.


What were you doing before Division mentioned Vancouver?


In a prior career I had a design-build architectural firm, but as a merchant I’m an old hat in the industry and have worked at almost every level in retail and product development over the last decade. A big part of my career has been at the contract and consultant level with branding, design, buying, merchandising, and management for retailers. I used to describe my business as the anonymous Jack of all trades for retailers. My passion has always been in product and retail, and I maintain that one cannot live without the other: this may seem simplistic but it’s often forgotten by the industry. This has afforded me the opportunity to live all over the place including Vancouver for four years, working for a number of brands and retailers up there. All the while over the last seven years I was working on strategy and the business plan for Division Road, waiting for all of the necessary components to come together and to launch the business in the best possible way, and in the area in which I believed it to be well-suited, hence Seattle.


What brought you here and how has the neighborhood treated you so far?


I looked at and assessed every neighborhood and possible situation in Seattle. The search started and ended in Pioneer Square after everything else was ruled out, and as in all I do there was a lot behind the decision. The historic nature of the neighborhood spoke to our brand, but we also knew that it meant there would be development. The likelihood of that development to fundamentally change the fabric and character of the area, however, seems fairly implausible. Being on the front end of an area’s emergence rather than the back-end was important. We want to create an impression and have a positive impact on PS, rather than just get lost in the spin cycle of expansion. Being a destination and having ease of access for our customers was important, hence the reason we’re on a block with more parking than others, yet accessible to major transportation. Lastly, we wanted to be in a place where there are like-minded people and businesses that support each other. We definitely get that in PS, and there are few places in Seattle that have retailers working with each other’s business in mind to create a broad experience for customers. Retailers like Clementine’s, Velouria, E. Smith, and Ebbets all foster a sense of community by sending customers to each other’s locations and thinking about future opportunities, which I think will only grow in the future. The Pioneer Square Alliance has been extremely supportive, and seemingly unrelated businesses like the Collective have been very helpful in getting the word out and appreciating our position. Most importantly Pioneer Square is a pleasant and cool place to be. Sure, it has an edge to it, which being from an inner city on the East Coast I enjoy, but it’s calm, engaging, nicely paced, and purposeful down here. With all of the great eateries, bars, galleries, and shops there is no better place to spend a Saturday afternoon in Seattle all while soaking up the history and cool vibe down here.


I don't want to make any more decisions.  I'm a business owner and rarely need anything formal. Choose the bare essentials for me that will get me through Seattle's two seasons.

We’ve got you covered.

Ah, well, I think you are familiar with New England and one of my favorites is this Black Gingam, that you really can use and style with almost anything yet is unique:

or a Gitman Overdye Oxford, perfect all year long…

A good Reigning Champ Hoodie and Crewneck sweatshirt can give you endless layering options, perfect for Seattle almost all year around:

You can never go wrong with a nice Henley instead of a Tee or Button down, and the wings+horns Base Slub is perfect in every way:

The most important categories are Outerwear and Footwear to present being put together regardless of everything else, and whether your style is casual, formal, or whatever. Look at footwear as the foundation and outerwear as the punctuation mark.  When those are right, everything else doesn’t matter. Choose classic styles for something that will take you through most seasons like:

A modern Bomber from APC:

Or a classic (totally Waterproof, yet breathing) Harrington Jacket from Private White aka The Best:

And finally, yet most important a Pair of boots that will work with just a t-shirt in summer, or fully layered in more dress clothes in winter:



Blog archive

Awesome autumn! Fall classes at tPC.

Fall isn't just about pumpkin flavoring and football.  As the leaves change and the weather chills and the days grow short, it's time to head inside, have a drink and learn something.  We have two great classes for you in October and November.

Oysters and wine class with Taylor Shellfish

Thursday October 20th, 6:30pm

Enjoy a glass(es) of wine or bubbly as you learn to shuck and eat oysters from around the northwest.  Tom Stocks, tPC member and regional operations manager at Taylor Shellfish will be your animated guide as you learn about the tasty bivalve molluscs you're devouring.

Free with RSVP.  Feel free to bring the family (21+ for wine)


Name *



Introduction to digital photography

Sunday November 6th, 11:00am

Whether you'd like to start using that DSLR that's been sitting on the shelf since last Christmas, or just want to take better iPhone photos, professional photographer Lindsey Miller will teach you the basics you need to know.  

RSVP here.  $24 for general public.  tPC members get in free!



  • 10:45am Doors Open (holler at your new friends and say hello to your host)
  • 11:00am Lesson Begins (get your cameras out, it's fumbling w/ buttons time)
  • 12:15pm Practice Time (it's time to bowl baby ... with bumpers!)
  • 1:00pm Last Call / Q&A (squeeze every ounce of info out of the pro)
  • 1:15pm Doors Close (you don't have to go home, but you can't stay here)

About the teacher:  Lindsey has a Masters in Digital Photography.  She is based out of Seattle but shoots around the country.  In the past, she has taught semester courses at universities, private classes and workshops.


tPC Member Spotlight - Chris Brownridge of Discovry

Discovry is a growing startup based out of Seattle. The Discovry platform creates value between the world's premier performance advertisers and the influential creators. Founders Chris Brownridge and Andrew Allison are bringing user acquisition expertise to the influencer (think YoutTube celebrities) marketing space.  The aim to help performance advertisers extract value from their influencer advertising, while supporting the creator community with high value content.  You can see an example of their implementation below. 

In this example, the team helped artist Juan Andres de Corte create a sponsored video to drive downloads of the game Mobile Strike.


Discovry founders, Chris and Andrew met in San Francisco and recently relocated to Seattle. This month, we caught up with Chris to learn more about his background, how Discovry began, and how he is enjoying his time in Seattle.

How would you explain Discovry to your uncle who knows nothing about modern advertising?

My uncle works for Land Rover in the auto industry so I'd have to tie it to that. It's like Land Rover asking the F1 driver Lewis Hamilton to drive the new Range Rover and review it. 

You work with some pretty unique influencers.  Who are some of your favorites?

We see some weird and wonderful folks. It's amazing what draws an audience on YouTube. About the most perplexing to me is a gentleman who scratches off lotto scratchcards on camera - he has developed an extremely loyal audience and now people seem to look forward to the suspense of watching him win/lose each video! Personally, some of the coolest ones we have worked with are cooking & baking channels - I like cooking and it's incredible what these channels create in a short period of time.


What are your and Andrew’s backgrounds and how did you get into this industry?

We both worked together at a startup called Vungle in San Francisco - both of us started there when it was a tiny company under 10 people and by the time we left over 3 years later it had grown to around 190 people worldwide. At Vungle we were working with game developers helping them acquire new players through in-app advertising - now we are working with the same customers again but helping them acquire new players in a different way than before: through branded content on YouTube.

Late last year you were walking around with a VR headset and working long hours on another idea.  Did that morph into Discovry, or was it more of a blow-it-up-and-start-over than a pivot?

Well, the name morphed into DiscoVRy! That's about all that morphed though - I'd say it was a blow it up and start over type thing. I think VR is great and will be a massive industry but it was (and maybe still is) too early. There realistically won't be mass market adoption for a while and any business needs to be extremely well funded early on to ride the wave until the userbase gets to a point where you can make money from it. The idea for Discovry came about at Christmas last year when Andrew and I were having a few beers in London and it quickly turned into reality as we signed customers quicker than I think we imagined we could!



Where do you see the company in August of 2017?

12 months seems a long way away! We are only around 6 months in so far and it's been a real roller coaster. We are looking to hire our first team members right now and I'm hoping that by 12 months time we are a bigger team. Hopefully the business growth will continue to necessitate that. So far we have been hustling to put things together and managing the business in a ton of Excel sheets, by this time next year I'm hoping that we have built some technology to take us out of Excel sheets and allows us to scale much quicker.

You and your wife just purchased a house in the area.  How is home ownership going?

It is our first house purchase so we are embarking upon home ownership for the first time; it presents a whole set of different challenges to just renting! We were used to just calling the landlord when things went wrong or we needed a repair. Now we have to do it ourselves! Luckily there are a ton of YouTube influencers with 'How-To' channels that I've been learning some DIY from!

What are some of your favorite things to do around Seattle?

We try and get out and about as much as possible. We live in West Seattle so we have some great trails for running and biking down in Lincoln Park. We also love to kayak and both Alki and Lake Union are great for that. We're still (relatively) new to the area so are still figuring out what we like to do and what is around - we can definitely do a better job of getting out of the city on the Eastside to hike etc. And of course skiing when the season comes around! 

What’s one thing you miss most about England?

Friends and family definitely. It's hard being so far away from home and it's even tougher for us because my wife's family is away too so we do not have any family nearby. We don't have kids yet, but I think that it might become more difficult when we do and we don't have built in babysitter grandparents nearby! (I also miss the pub - there are no pubs in the USA like we have in England!)




How many times have you had to talk about Brexit in the past few months?

Haha - A LOT. In the few weeks after the vote I felt like I was asked by everybody what I thought about it. It actually surprised me how much people seemed to be interested in it. I won't say much else for fear of starting a political debate in the office, but I did vote to remain (and my parents voted to leave!)

You worked in the Bay Area previously.  Seattle’s obviously a much smaller startup scene, but are there any advantages to being based in the PNW?

I think there's a lot of advantages and that's why we are seeing so many Bay Area companies open up Seattle offices and Bay Area natives move up to the area. For starters, the obvious is the cost of living. It is significantly cheaper than the Bay Area for the employee; property is a better value (my wife and I were paying $3,500 rent per month for a 1 bedroom apartment in SF!), general everyday living costs are cheaper, and the tax rate is far more favorable to the individual with no state income tax. For an employer, this means that human resources can be cheaper than the Bay Area. There is a large talent pool in Seattle with some of the largest tech companies in the world headquartered here - and hopefully a lot of talent ready to jump into the startup world. I think there is more of a risk averseness in the PNW compared to the Bay Area but with some more local startup success stories I think we will see that change. In SF it feels like everyone has a friend that made a fortune from a startup blowing up; it's definitely less common in Seattle but as soon as those stories become more common I think we'll see a lot more people prepared to make the jump!

Getting to South Lake Union from Pioneer Square

Whether you're craving a $16 sandwich, needing a glimpse of Bezo's Balls, or meeting a friend in Amazonia, sometimes you can't avoid a trip to SLU.  If you're heading there from Pioneer Square, choose one of the below routes:



Metro Bus - Route 40 to Northgate Fremont (20 min / 5 calories burned)

I know, yuck!  But the bus is still the fastest way to get between most neighborhoods in Seattle.  To get to South Lake Union from Pioneer Square or the International District:

  • Walk to 4th Avenue South between Jackson and Main Street.  You'll want to wait on the northbound side of the bus island in the middle of 1st Avenue South, not on the east side of the street.
  • Wait for the northbound #40 bus.  It will say 40 Northgate Fremont on the marquee.  
  • Board the bus and swipe your card or pay cash $2.50.
  • Ride 7-8 stops north.  Depending on traffic, this will be a 15-20 minute trip
  • Disembark

Link Light Rail (25-30 min / 50 calories burned)

  • Walk to the International District/Chinatown station or the Pioneer Square Station.  
  • Board a northbound train
  • Disembark at Westlake Station
  • Walk north to Stewart, turn right
  • Turn left on Westlake

Uber (15 min / 0 calories burned)

  • Open phone
  • Open Uber App
  • Set pickup location and then book car, pool, hop, or x
  • Enter destination as Westlake Whole Foods, Amazon Building X or another SLU landmark
  • Chill

Walk (33 min / 200 calories burned)