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01 / The Evolution of an Idea
What began as access to a certain kind of nightlife is growing into a cultural membership — opening doors to unexpected places, extraordinary experiences, and people you would never otherwise have met. The common thread is curiosity.
Part club, part cultural guide, part living publication.
02 / The Operating Team
A zero-based approach: agree on the capabilities, then decide what lives inside, who grows into what, and what we rent. We design the company around what CX needs to become — not around the people we happen to have today.
1
Find • Curate • Produce • Deliver
A continual pipeline of things people genuinely want access to. Aggressively leverage what the city already offers, then add the CX layer. The existential risk is becoming Eventbrite with a membership — curation is what makes that impossible.
Core internal capability. Taste and relationships are too central to outsource.
2
Content • Editorial • Social • Member stories
The experience cannot end when someone leaves an event. CX behaves like a living cultural publication about its own community — who the members are, what happened last night, what’s happening next.
Dedicated content capability inside; editors, filmmakers and production from an external creative network.
3
Acquire • Convert • Engage • Retain • Refer
A real membership engine, not simply awareness — acquisition, onboarding, CRM, retention, referral, pricing, member economics, measurement.
Content serves both brand and growth — the overlap is deliberate. Paid media starts with a strong outside agency.
4
Cléo • App • Discovery • Personalization
Technology should make CX more valuable, not make CX feel like a technology company. Cléo and the digital experience extend the personality of the brand.
CX owns vision and roadmap; an external product partner executes until scale justifies internal leadership.
5
Partnerships • Sponsorships • Integrations
Brand sponsorship, cultural partnerships, sponsored experiences, hospitality relationships — the judgment of which brands belong inside the ecosystem is strategic.
A CX capability, shared among leadership before a dedicated hire is justified.
6
Markets • Launch • Local community
A repeatable model for choosing markets, seeding community, finding local cultural connectors, and launching membership — centralized brand and systems, intensely local programming and relationships.
That balance becomes the blueprint for every new CX city.
7
Finance • People • Legal • Operations
The essential infrastructure behind everything — planning, accounting, payroll, compliance, contracts, reporting.
Resist building large departments early. Outsourced or fractional for quite a long time.
03 / Then We Design the Team
1
What capabilities do we already have — demonstrated strengths, not current titles?
2
Where can current people credibly grow?
3
What needs to live inside CX? Anywhere taste, culture or relationships create advantage.
4
What should we rent before we buy?
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Only then: what are the first actual hires?
If we were starting CX today, knowing what it can become — what would we build to give it the greatest chance of winning?
04 / How We Lead
Institutional knowledge and lived understanding of CX on one side; pattern recognition from building brands, teams and businesses on the other. On the biggest questions, those perspectives compound.
One plus one can actually become more than two.
05 / Expansion
Before recreating CX somewhere else, get New York humming — know why people join, why they stay, what generates word of mouth, and which parts of the model are truly repeatable. Scale something we understand, not our unanswered questions.
06 / What Makes a City CX-able
Your membership travels with you. Every additional CX city makes membership more valuable in every existing one.
07 / International, Earlier Than Expected
“CX New York + London + Paris” says something very different from “CX New York + Dallas + Atlanta.” A hypothesis — and emphatically a hypothesis:
FIRST
Build the prototype
Get the evolved model working — experiences, community, content, Cléo, membership, economics. Figure out which ingredients make CX feel like CX. Readiness gates, not an arbitrary date.
THEN
First serious expansion
The closest international analogue to New York — enormous, layered, creative, constantly producing things worth discovering. Learn whether the idea can travel.
THEN
The international network effect
Uniquely aligned with the romance, mystery and sense of discovery CX embodies. London proves we can build another city. Paris makes CX an international cultural network.
After that, we earn the right to choose — Los Angeles, Mexico City, Miami, Lisbon and others, evaluated with real data: where members travel, where demand emerges, where CX would make the city more magical.
08 / Before a Launch
Go where culture is already concentrated. Produce a run of experiences with local connectors, invite visiting members, capture the stories, learn who responds — a capital-efficient test of demand and cultural fit before any permanent operation.
CX Trip / Pop-up
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CX Seed Community
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CX City
The city-launch playbook — what seeds a market
09 / A Potential City-Partner Model
A highly connected local operator funds the launch and becomes City President; CX brings the playbook, brand, product and programming standards — with a launch fee plus ongoing revenue share. Faster expansion without carrying the full cost of every market. We still build our first expansion market ourselves.
CX is unusually dependent on taste. The dangerous thing to hand over isn’t the event production. It’s the judgment.
The future of connection