The 3 co-founders of the WoW and have a combined 30 years in workforce ecosystem development and career education. Related experiences to the WoW include:

• Creating an in-person experience company with annual 30% ROI, 2,000% attendee waitlist, 2 international locations, and monthly offers for acquisition.

• Building one of the most widely adopted nonprofit workforce tech platforms in the U.S., with >50% young adults for new users and scaled to reach 4M workers.

• Developing career awareness technology funded by Google Gen AI accelerator, Gates Foundation, Department of Energy, Opportunity @ Work, JFF, Schultz Foundation, American Student Assistance, and more.

• Specializing workforce navigation experiences in high-demand industries to 40+ regions across the United States.

• All co-founders taught high school math or science in Title I public schools in New Orleans.

Please use the contact form to reach out.

WoW Hubs are meant to be real, physical anchors in the places that need them most: sites where people can experience in-person work, plug into opportunity, and connect directly with employers and each other. They serve as immersive hubs for storytelling, learning, and talent activation, giving cities a visible, high-energy focal point for their work ecosystem.

In our current assumptions, WoW Hubs show up only where the fundamentals make sense.

That means locations that pass three tests:

(1) there is an urgent local labor shortage,

(2) there are at least 1 million visitors in the serviceable available market, and

(3) construction and real estate costs are average or below average.

We are targeting places where mission need and unit economics line up so that every Hub can be impactful and financially sane.

The WoW is designed as a series of hubs and a flagship institution that combines immersive experiences, rigorous labor market research, and national programming to shift career exposure culture at scale. The measurable outcomes will be number of visitors reached, attribution to the WoW for follow-on training and education, number of corporate partnerships, number of educational partnerships, original research, and digital distribution, so that a single catalytic gift can influence millions of people over decades.

The WoW’s model is in validation. We expect it to blend philanthropic capital with earned revenue streams (employer sponsorships, admissions, memberships, events, licensing, partnerships) to reduce reliance on ongoing fundraising and protect the institution through cycles. For major funders, the goal is to front-load risk with early philanthropic capital, then use diversified revenue and an endowment-style fund to sustain operations, maintenance, and programming over the long term.

None of these hires or teammates are selected yet.

Our vision is: The WoW will be overseen by a high-caliber board that includes experienced museum leaders, financial stewards, and mission-aligned innovators, with clear fiduciary responsibilities and term limits. We expect that independent audits, transparent reporting, and formal succession planning will be built into the structure so that the institution maintains its standards and mission integrity beyond a single generation of leaders.

We are validating the company structure.

Currently, we envision: The WoW as a dual-entity model: a 501(c)(3) to own and develop mission-aligned capital assets and receive tax-deductible gifts, and a related LLC to manage commercial, real-estate, and operating activities. This enables donors to direct capital expenditures (such as land, buildings, and major installations) through the nonprofit while allowing the LLC to move quickly on programming, partnerships, and revenue-generating initiatives without jeopardizing the charitable status.

We are seeking seed funding to rigorously validate and refine our financial assumptions with leading museum design firms, planners, corporate sponsorship operators, and other operating partners, ensuring that the initial build and operating plan rests on institution-grade financial foundations.

We currently use a detailed, bottoms-up financial model (built on 1,000 square foot unit economics) that maps capital expenditures, operating costs, and diversified revenue streams (ticketing, memberships, events, sponsorships, and philanthropy) over a 2–10 year horizon. The model includes conservative, base, and upside scenarios. We intend to regularly update these pro-forma as new data emerges, so that we and major funders may have a clear line of sight into runway, breakeven dynamics, and long-term sustainability. All financial modeling presumes the following:

• 1-3 WoW Hubs built or expanded per year (e.g., Austin Healthcare, Phoenix Skilled Trades)

• A 5,000 square foot base size for a WoW hub

• Capex, opex, and admissions benchmarked to interactive science museums, world-class museum design firm costs, and research published on per-square-foot financial modeling within the last 5 years.

• 1 WoW Flagship, with construction beginning in Year 5.