Urban developers have faced a grueling trade-off: sacrifice valuable leasable square footage to satisfy rigid parking mandates, or risk project viability by pursuing costly offsite leases. As the transition to electric vehicles accelerates, this tension has only intensified. Developers are now tasked with not only finding space for cars but integrating complex EV charging infrastructure into already cramped footprints. Stak Mobility is shifting the parking paradigm from horizontal to vertical. "We are transforming how diverse markets—from the historic streets of a city like Pittsburgh to the luxury corridors of places like Beverly Hills—approach urban density and sustainability," Stak Mobility CEO Diallo Powell said.. The Vertical Advantage: More Than Just Parking The core of Stak’s innovation is the EV Carousel system. By deploying vertical, automated parking, Stak allows developers to reclaim thousands of square feet of buildable land. This isn't just about convenience; it is about the fundamental economics of real estate. When parking is compressed, the "highest and best use" of the land is unlocked. Whether it is adding more residential units, expanding retail storefronts, or creating green space, the impact on a project's Net Present Value (NPV) is immediate and substantial. Proven Impact Across Diverse Use Cases Stak Mobility, a portfolio company of Brown and White Ventures, demonstrates versatility in its track record across asset classes: 1. Residential & Wellness: Preserving Community At Enso Village, a 275-unit senior wellness community in Healdsburg, California, a conventional parking layout would have consumed 30,000 square feet, displacing 24 residential units. Stak deployed a "Carbarn" that provided 108 EV-ready spaces in just 3,500 square feet. "Stak’s solution has made valet operations more efficient and dependable for our community," said Kelly Hall, the development's resident services manager. "Residents and employees experience quicker service with less congestion, and our staff can focus more on hospitality than managing vehicles or EV charging." Stak Mobility's system also delivered 26,500 square feet of reclaimed space for housing and amenities, all while maintaining the campus's architectural aesthetic. 2. Mixed-Use: Unlocking Financing In Pittsburgh’s historic Strip District, The Franklin faced a financing hurdle due to a lack of onsite parking. Stak converted four surface spaces into 30 vertical, EV-ready spots. "Parking is the most challenging design component in urban areas, and with Stak’s solution, we were able to successfully move the project forward," said Rob Mullin of Penrose Advisors, who utilizes Stak's carousel. This move didn't just satisfy lenders; it preserved 8,200 square feet of commercial space. The financial delta was stark: commercial space leases at $22/sf, while parking typically yields only $3/sf. Enhancing the Guest Experience For The Iris in Charleston, South Carolina, Stak integrated parking with the hotel’s booking system, Guesty. Guests reserve their spot with their room and are guided via the Stak app to their assigned carousel. By fitting 29 spaces into 1,100 square feet, the hotel preserved eight guest rooms and key storefronts, turning a logistical challenge into a frictionless, high-end amenity. "It has been a game changer," said Savannah Kiker, Guest Relations Manager at CHC Vacation Rentals, operater of The Iris. "Guests can seamlessly park and retrieve their cars without staff involvement, creating a premium, touchless experience that aligns perfectly with our brand." 4. Retail & Commercial Navigating Regulation In Gainesville, Florida, Trulieve needed more parking to attract an anchor tenant but faced strict city screening requirements. Stak delivered 26 spaces in the footprint of four, using a hurricane-proof perimeter framework. By partnering with the local Parks and Recreation Department to wrap the structure in community-created art, Stak turned a regulatory hurdle into a neighborhood landmark. Future-Proofing the Urban Grid The transition to EVs is no longer optional; it is a mandate. In Beverly Hills, CA, at 317 North Beverly, Stak is helping a developer meet a strict 40% EV charging requirement by integrating charging into every stall within a compact vertical system. This ensures the project is not only compliant today but scalable to 100% capacity as demand grows. The financial incentives are equally compelling. In the 2930 Smallman project in Pittsburgh, the shift from an underground garage to Stak’s vertical system resulted in an $812,000 increase in NPV and $711,000 in net tax benefits through EV credits and accelerated depreciation. Stak Mobility is proving that urban density and sustainable mobility are not mutually exclusive. By removing the "parking tax" on buildable land, Stak enables developers to build more housing, create more commercial opportunity, and accelerate the adoption of EVs—all without compromising the architectural integrity of our cities.

Ask GreenIRR CEO Celine King and she'll share that most carriers treat emissions data like a competitive secret. King believes carriers assume sharing fuel consumption or fleet efficiency with a shipper means handing over numbers a competitor could use against them. According to King, this business practice costs companies bids, as shippers now score carriers on verified emissions intensity. "Those who don't produce that number inside the RFP window lose to the ones who can," said King, who is adamant that the barrier is not the data, but a cluster of misconceptions about what gets shared, who sees it, and what it costs to participate. The largest of these is that emissions reporting is pure overhead with no return. King and GreenIRR are building their business around knowing- it is not. "Proving you run 7.5 miles per gallon instead of 6.2 is not a sustainability exercise, but," according to King, "a demonstration that your operation runs tight, which is the thing the shipper was buying all along." King says the grams per ton-mile a shipper scores is a fuel-efficiency number the carrier already pays for. She states the real cost problem is not generating the data because carriers already produce it through fuel cards, ELDs, and telematics. "The cost is reformatting it by hand for every shipper that asks. A single emissions questionnaire can take 40 hours. Multiply that by twelve customers and the work scales with the number of shippers, not the size of the fleet," King said. CDP’s data shows suppliers respond when the signal changes: disclosure climbs from 71% to 92% with consistent requests, and suppliers are 52% more likely to cut emissions when buyers attach incentives. A neutral third-party data layer fixes all three problems. The carrier reports once. The intermediary standardizes it and releases only verified metrics to each shipper for its own lanes. Raw operational detail never leaves the intermediary. Reporting cost drops from 40 hours per customer to a one-time setup. And each new shipper relationship costs nothing extra, because the data is already flowing. The carrier stops defending a number it does not want to share and starts managing one that wins it business. Data from CDP tells a clear story: suppliers do respond, but only when the signal changes. When requests are consistent, disclosure rates jump from 71% to 92%. Even more compelling? Suppliers are 52% more likely to actually cut emissions when buyers attach tangible incentives to the goal. But there is a friction point holding this progress back: the reporting burden. Currently, carriers are trapped in a cycle of redundant reporting, spending up to 40 hours per customer to defend numbers they aren't always comfortable sharing. It is a lose-lose scenario. The solution is a neutral, third-party data layer like GreenIRR. GreenIRR serves as an intermediary to standardize and verify metrics. This changes the math: The Carrier reports once. No more redundant spreadsheets. The Shipper gets verified metrics specific to their own lanes. The Data stays secure. Raw operational details never leave the intermediary. Kings confirms that the result is reporting costs plummet from 40 hours per customer to a one-time setup. Scaling becomes effortless because the data is already flowing. "When we remove the friction of reporting, the carrier stops defending a number and starts managing a metric that actually wins them business," King said.

Brown and White Ventures co-founder Jim Aroune and advisory board member Neil Bommele presented to St. Bonaventure University's Students In Money Management Investment Club for a third time on Monday, September 22nd. In two previous meetings with the organization at the Swan Business Center, Bommele and Aroune provided an introduction to the new venture capital fund as an educational experience. The latest - was all business. SIMM hosted Brown and White Ventures as an investment candidate. The fund became the student investment group's first prospect for capital commitment under a new sector it is opening. It is also the first time an organization affiliated with the university has considered investment in the nearly three-year-old fund. SIMM has provided students with hands-on experience in actively managing an investment portfolio of publicly traded companies since 2004. Seeded with a $20,000 investment from St. Bonaventure Class of '85 alum Chris Kinslow, SIMM's current portfolio value exceeds $850,000. But for the first time, SIMM will commit to a sector it calls alternative investments. Among the options it may consider: entering into a limited partnership in a venture capital fund. Forty students attended, reviewed the fund's presentation and asked questions for half an hour. SIMM's student leadership will determine whether the organization invests. SIMM also donates one-third of its gains to charitable, non-profit organizations. It retains one third in its Equity Fund and delivers one-third of its gains to the university's endowment. Its mission aligns with that of Brown and White Ventures, which brings university alumni together as investors, deliver maximum returns for limited partners and commit at least ten percent of its net profits to a charitable contribution to St. Bonaventure's School of Business.