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HBNB

Hotel101 Global Holdings Corp. Class A Ordinary Shares

HBNB

Hotel101 Global Holdings Corp. Class A Ordinary Shares • NASDAQ
$7.89 ▼ -2.61% (-0.21)
Market Cap $1.85 B
52w High $19.28
52w Low $1.55
Dividend Yield 0%
P/E -262.95
Volume 6.05K
Outstanding Shares 234.15M

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q4-2024 $15.043M ▲ $86.717M ▲ $85.3M ▲ $1.417M ▼
Q2-2024 $10.794M ▲ $62.809M ▲ $61.317M ▲ $1.492M ▼
Q4-2023 $2.536M $44.991M $41.151M $3.84M

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow

Five-Year Company Overview

Income Statement

Income Statement The income statement still looks very much like an early-stage story rather than a mature hotel group. Revenue is tiny and not yet meaningful, while expenses already push the company into a small loss. That’s consistent with a business focused on building a platform, launching projects, and setting up operations rather than one that is already monetizing a large room base. At this stage, profitability metrics do not yet tell you much about long‑term earning power; they mostly show that the company is still in investment and ramp‑up mode.

Balance Sheet

Balance Sheet The balance sheet is small and light, which fits an asset‑light, fast‑growth concept. The company has only a modest pool of assets and cash, and no debt on the books, which reduces financial strain but also means it has limited internal resources to fund aggressive expansion. Equity is thin, suggesting the company will likely depend on future capital raises, project pre‑sales, or partnerships to scale. In short, the financial foundation is lean and flexible, but not yet robust, and it will need to grow alongside the hotel pipeline.

Cash Flow

Cash Flow Cash is flowing out of the business rather than in, which is typical for a young platform building out its model. Operating cash flow is negative but appears to be moving in the right direction as activities scale up. There is little in the way of heavy capital spending so far, consistent with an asset‑light strategy and the use of unit pre‑sales to fund development. The key question over time will be whether incoming cash from hotel unit sales, management fees, and operations can reliably cover ongoing expansion and overhead, or whether the company must repeatedly tap external funding.

Competitive Edge

Competitive Edge Hotel101 is trying to carve out a niche between traditional hotel chains and pure real‑estate developers. Its standardized “one room type everywhere” approach is designed to keep costs low, operations simple, and the guest experience highly predictable—somewhat like a fast‑food chain for rooms. The dual focus on both guests and individual unit investors sets it apart: investors finance the build, and Hotel101 runs the hotel. If it scales, the brand could benefit from a network effect, where more properties attract more guests and more unit buyers. The flip side is that it competes against well‑capitalized global hotel brands and local developers, and it still needs to prove that its standardized condotel model can work smoothly across many countries and market cycles.

Innovation and R&D

Innovation and R&D The core innovation is the hybrid condotel model anchored on the standardized “HappyRoom.” This single-room design, repeated everywhere, aims to simplify construction, reduce operating complexity, and create a familiar product for travelers. On top of that, the company is building a proprietary technology platform that uses dynamic pricing and aims to enable app‑driven, IoT‑enhanced self‑check‑in. It is also innovating on the investment side by packaging each room as an accessible, hassle‑free hotel investment for individuals. The opportunity is to blend prop‑tech, hospitality, and fractional real estate investing into a unified platform. The risk is execution: technology, global rollout, regulatory differences, and maintaining consistent quality all have to come together for the model to deliver on its promise.

Summary

HBNB is less a traditional real‑estate company and more a hospitality‑plus‑prop‑tech experiment in its early stages. The current financials are tiny and loss‑making, reflecting a company still in build‑out mode rather than one driven by mature hotel operations. The balance sheet and cash flows are lean, with no debt but limited internal funding capacity, so scaling will likely rely heavily on continued unit sales, partnerships, and capital markets access. Strategically, the concept is bold: a fully standardized hotel product, technology‑enabled operations, and a democratized investment structure for individual unit owners. If it scales, the model could be highly efficient and globally replicable; if it stumbles, it will likely be because of slower‑than‑expected unit sales, construction and regulatory hurdles, or difficulty maintaining brand consistency across many countries. Overall, HBNB today is primarily a high‑concept, early‑stage platform with more of the story in its strategy than in its current financial track record, and its future will depend heavily on disciplined execution of an ambitious global rollout.

NEWS

November 29, 2025 · 12:34 AM UTC

Hotel101 Global Announces a Joint Venture with Definitive Binding Agreements Signed for the Development of Hotel101 in Milan, Italy

Read more