"They are renting a lifestyle and an experience. "Urban dwellers are not just renting an apartment," says Sapone. In 2018 they plan to expand to Chicago, Washington D.C., Los Angeles, Atlanta and Miami. As part of the Related deal, the biggest test yet of the new model, Hello Alfred agreed to not sign on any none-Related buildings in Manhattan for at least two years. Only residents of partner buildings can sign-up.Ĭurrently Hello Alfred is available in buildings in New York, New Jersey, Boston and San Francisco. The company originally sold its on-demand services directly to consumers, charging less than many city-dwellers spend on takeout, before pivoting to a business-to-business model this year. Hello Alfred’s expansionthe five-year-old company has over 300 employees, has raised 52.5 million, and in the last year has seen a 250 percent revenue increasehas occurred against the backdrop.
Their solution, which combines real people with automation, has since 2014 earned them $23 million in venture capital funding and Sapone a spot on Forbes' 2016 30 Under 30 list. Like many entrepreneurs, Sapone and co-founder Jessica Beck started Hello Alfred to solve a problem in their own lives: their studies at Harvard Business School left little time for grocery shopping or tidying. For three-year old Hello Alfred the stakes are much higher. Meanwhile, startups like Ollie and WeWork's WeLive brand are marketing fully-furnished micro-apartments to young renters with promises of community and a helping hand on daily chores.įor Related, the partnership is a chance to test a new trend in housing and to gain an edge in attracting on-the-fence renters. In 2014, Marcela Sapone and Jessica Beck 's New York. Last month ultra-luxury resort brand Aman announced its New York property, scheduled to open in 2020, will include 20 private homes. The founders of Hello Alfred consider their on-demand concierge service a unicorn-but not because of a billion-dollar valuation. Just like retailers have become obsessed with providing experiences, residential building managers are increasingly focused on service.Īt the high end, hotel brands Four Seasons and the Ritz Carlton now have over 50 branded residences between them, offering owners hotel-like perks such as in-residence dining and housekeeping. The developer is not alone in trying to provide residents with more than a nice place to lay their heads. "The element of time is so precious." Jeffords estimates he saves an hour or two each week. "We wanted to complement with an additional level of service," says Schmidt. Across New York City well-heeled renters are lured with gyms, playrooms and inviting common rooms (spaces that often goes unused after move-in). Building managers have long "played the amenity game," says Related Vice President Chris Schmidt.
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