That comes after a $120 million raise Candid announced in July, bringing its total lifetime funding to $220 million since Doug Proctor and Nick Perry founded it in 2021.

Proctor, Candid’s chief operating officer, called Paradigm “an inspiring place to fix America’s health care revenue challenge.”

“The vibrant local businesses in RiNo – the coffee shops, and restaurants in easy walking distance create an energy, culture and vibe that matches the culture of connectedness and transparency that����ap so important to Candid,” Proctor said in a statement.

Candid, which says it has 250 health care organizations as customers, is upgrading from the 2,000 square feet it had in the Wells Fargo Center downtown. Before Uptown, Proctor and his team were at a smaller space in Cherry Creek.

In the past year, Candid has grown from 20 to 30 employees in Denver. The business also has offices in San Francisco and New York City and has 200 full-time staffers on payroll, Proctor said.

With the recent cash infusion, Candid will go on a hiring spree across all its departments, including engineering, product, design, sales and operations. Proctor anticipates headcount will double across the board in the next 12 to 18 months and sees his Denver team growing to around 60.

“Plenty of opportunities exist in the Bay Area and New York. But there’s a powerful tech scene here too, with smart folks who want to solve hard problems,” Proctor said. “Establishing an office here lets us build that in-person culture while tapping into the talent pool that exists between the coasts. That����ap a competitive edge over startups that only recruit out of Silicon Valley.”

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First National of Nebraska, parent company of FNBO, will acquire InBank parent company InBankshares in a deal expected to close by the end of the year, the companies announced Tuesday.

InBank shareholders are expected to receive $16.41 to $16.74 per share, or $200 million to $204 million total, although the final figures are dependent on several variables.

FNBO, which stands for First National Bank of Omaha, has locations in eight states, including 21 branches in northern Colorado.

“We believe this next chapter will create new opportunities for our customers and associates while carrying forward the values that have shaped InBank,” its CEO Ed Francis said in a statement.

Francis founded InBankshares in 2017, raised $70 million and spent $46 million the following year on New Mexico-based International Bank, which at the time had seven branches in that state with about $320 million in assets. Francis rebranded the combined entity as InBank in 2019.

Today, InBank has $1.4 billion in assets. Four of its branches are in New Mexico, including one in Raton, where International Bank got started in 1918. The remaining nine are in Colorado.

FNBO was the 11th-largest bank in Colorado by deposit share as of June 2025, according to Federal Deposit Insurance Corp. data. InBank, which is headquartered at 3615 Delgany St., was 25th.

InBank branches are expected to rebrand to FNBO in the second half of 2027.

“InBank is strategically and culturally aligned with FNBO and represents an important step in our thoughtful expansion,” FNBO Chairman and President Clark Lauritzen said in a statement.

FNBO is in expansion mode. The company is also buying Missouri’s Blue Ridge Bank, which has eight locations in the Kansas City area.

Colorado’s biggest bank deal of the year closed Jan. 5, when Pittsburgh, Pennsylvania-based PNC Bank acquired FirstBank.

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“The Colorado River is a really important river in the U.S. … It����ap very important to a number of states, and it����ap suffering right now,” he said.

Morris, chief technical officer for Rain Enhancement Technologies, told BusinessDen his company has leased a 4,050-square-foot warehouse space in Brighton.

Rain’s technology seeds clouds using electricity, not chemicals, to increase rainfall and snowpack. Its devices are currently operational in Weld County, Colorado, and Moab, Utah.

“Basically, we add an electrical charge to passing aerosols. The aerosols come up to the clouds. The clouds have water molecules and ice form around the charged aerosols, and then that����ap what creates more precipitation,” Morris said.

Those aerosols, he added, are “natural pollutants and contaminants that are in the air anyway,” from dust to tiny particles released from factories. Rain’s solar-powered devices release an electric charge from antennas to give the particles “a little bit of spice.”

“We can’t form a cloud from nothing,” Morris said. “All we’re doing is putting a little bit of a charge, a little bit of spice on the particles as they get carried up, so that there’s more attraction and there’s more activity in the cloud.”

Results so far have been promising. In Moab, Rain saw a 20% increase in snow-water equivalent in its first winter season last year, Morris said. In Weld County, the data is still preliminary, but signs are pointing to an increase in rainfall.

The company is hoping to start another project next month in northwest Colorado’s Yampa River Basin, backed by a grant from the Colorado Water Conservation Board.

In the future, Rain hopes to work with ski resorts and farmers to help them combat warm winters and dry summers. People and businesses can buy the device outright for $750,000 or lease it for as little as $100,000 annually. The company is engineering a portable cloud seeder that can be deployed on a trailer.

“We would love to have 10 to 20 people employed locally to help with that,” Morris said.

The company leased the warehouse space at 854 Baseline Place in Brighton in April, according to building owner Aviva Sonenreich.

“We just happen to have one of the cheapest rents in the area,” she said.

Sonenreich and her husband, Josh Sonenreich, of industrial investor/brokerage Warehouse Hotline, purchased the 16,200-square-foot building last year for $1.8 million before it went into foreclosure.

Brighton, with its easy access to the airport and interstates 25 and 76, has become a red-hot industrial market, she said.

“It����ap actually one of the most expensive markets in the Denver metro area. It����ap not more affordable than Denver at all.”

Morris, who is from Australia, where the system was originally designed and built, said he one of the reasons he chose Colorado was because of Denver International Airport.

“Denver airport����ap a big hub within the country, so lots of flights in and out, pretty much connect anywhere from Denver. So it����ap easy for our people,” he said.

Morris also seems to have grown fond of Brighton itself.

“You drive past on those freeways and see all the car dealerships and gas stations and industrial lots and go, ‘Oh, it����ap a very industrial area,’ which is fine for us. But then they’ve got – between all the railway lines – that really cute little town with lots of great places to eat and drink. And I’m like, score!”

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, operator of the Ikon Pass, has signed a 12-year lease for 65,000 square feet of space in the high-profile corner building at 101 W. Colfax Ave.

The agreement, made public Thursday, ends weeks of speculation about whether the ski giant would leave Colorado and where it might relocate within Denver if it stayed.

The company plans to spend the next year renovating the space with help of $11 million in state and city incentives, which include a mix of loans, grants and tax credits.

“Ultimately, after considering multiple options in and out of the state and the city, we decided that the Denver Post building specifically was where we wanted to be for the future of Alterra,” said Eric Resnick, chairman of Alterra and CEO of KSL Capital Partners, the private ski company’s owner.

Resnick said he didn’t fully appreciate the intensity of the efforts to revive Upper Downtown, and that KSL Capital wants to be part of those.

Seeing construction equipment at work in Civic Center Park, visible from the balconies of the Denver Post building, helped seal the deal.

A refreshed park is scheduled to reopen about the same time that Alterra moves into its new headquarters.

“This is not us hoping for that to happen in the future. It is seeing that reality coming to life and wanting to be part of it,” he said.

Alterra, which employs up to 25,000 workers at peak winter capacity, expects to eventually employ 400 at its new headquarters, up from 275 at its current space at Zeppelin Station in the RiNo neighborhood.

As the manager of the Denver-owned Winter Park Resort, Alterra, and before it Intrawest, has long had a close working relationship with the city.

That relationship will gain a new dimension as landlord-tenant, pending Denver City Council approval of the lease agreement at its next meeting on Sept. 14.

“We really wanted to have an anchor tenant that would help define the identity of Upper Downtown, and we really want to build that identity around this partner,” said Denver Mayor Mike Johnston.

What Alterra brings is an outdoor industry-focused magnet to Upper Downtown, he said. For a part of Denver that has seen more businesses flee than arrive since the pandemic, it represents a huge win.

The city’s larger vision, supported by the state, is to create a hub where other outdoor recreation businesses, from makers of snow gear to service providers, can set up a base camp and interact with each other.

“We approved $1 million in grants to recruit individual companies to the outdoor recreation hub that are part of this ecosystem,” said Gov. Jared Polis. “Alterra is very much the core anchor of that.”

Alterra won’t manage the hub, but city and state officials hope its presence will attract vendors and other outdoor recreation companies to the building and surrounding area.

Roughly half of the Denver Post building remains vacant, which represents about 150,000 square feet of available space.

After Alterra leases its share, another 85,000 square feet might be available for other outdoor recreation businesses, depending on the city’s own office space needs.

In 2020, the city thought it would need the building for new courtrooms and district attorney offices. In early 2024, it bought the building for $88.5 million, overcoming opposition from some members of City Council.

In June, Denver, in a $13.5 million settlement, took over the master lease from the owner of The Denver Post, which had defaulted on monthly lease payments of $650,000 in August.

Controlling the master lease opened a path for Denver to strike the current deal with Alterra.

Johnston said the demand for more judicial space didn’t pan out as projected. Plans to build new courts, which would have been an expensive undertaking in a city facing budget shortfalls, are off the table.

Plus, if more office space is ever needed, Upper Downtown has plenty of it available.

Of Denver’s 102 largest office towers, the median year of construction is 1980. Built in 2006, the Denver Post building is one of the newest available in that part of Downtown.

And it has something rare in Denver, something that might appeal to outdoor enthusiasts: Balconies that allow tenants to soak up the sunshine and fresh air.

Johnston described the Alterra headquarters and outdoor recreation hub as the eastern capstone on a string of projects that include the repurposing of the Independence Plaza as an education hub and the purchase and eventual revitalization of the Denver Pavilions, a large outdoor retail complex along 16th Street.

“As we’ve talked through each of those neighborhoods throughout 16th Street, this has really been the last one that was the most important for us to get right,” Johnston said.

And the benefits go beyond a single building. Alterra helped make skiing possible on Ruby Hill in southwest Denver; he sees the company and other outdoor recreation tenants turning Civic Center into a hub of wintertime activities.

A retention effort

During the summer, state and local economic development officials scrambled to put together an incentive package robust enough to keep Alterra from moving to Utah, the state’s chief rival in outdoor recreation.

Utah was the first state to create an Office of Outdoor Recreation in 2013, but Colorado was close behind in 2015 with its Outdoor Recreation Industry Office.

In 2017, Denver, with state help, lured the largest snow sports trade show away from Salt Lake City, only to lose it again in 2022.

But losing Alterra would have been a huge black eye for a state that prides itself on being a global hub for the ski industry.

Alterra is North America’s second-largest ski resort operator with 18 destination resorts available under the Ikon Pass, including Arapahoe Basin and the Steamboat Ski Resort.

Colorado is also home to Broomfield-based Vail Resorts, the world’s largest ski company with more than 40 resorts offered via the Epic Pass.

Yet, Alterra’s relocation incentives raise concerns about public interventions in the private market.

Apart from Cherry Creek and Douglas County, most of the region’s office market has a long way to go to recover pre-pandemic vacancy rates.

Upper Downtown may have gained a signature tenant, but Zeppelin Station and the RiNo neighborhood lost one.

“From a public-private sector standpoint, it is a very gray area,” said Bart Allen, a director at Benchmark Commercial Solutions in Denver.

Further complicating matters, Denver will benefit financially to the degree it can fill up a building it owns. It also has financial tools available that struggling private building owners lack in the current environment.

Resnick said the required improvements will take about a year to complete. The company will exercise its option to terminate its lease at Zeppelin Station, up for renewal in 2029, early.

Johnston emphasized that the DDA incentives were conditioned on Alterra moving into a building in Upper Downtown, not into a building the city owned.

The company researched four locations in the area, and it wasn’t a given that 101 W. Colfax would win out in the end.

The city also tried to structure a deal comparable to what a private landlord would have offered, but its financial limitations required going with a different structure.

Normally, landlords fund tenant improvements up front and recover the investment over time via a higher lease rate. But the city didn’t have the money to go that route.

“We didn’t have the capacity to write Alterra a check, so we agreed on a sort of loan forgiveness or a rent‑forgiveness structure to be able to cover some of those tenant improvements,” Johnston said.

A portion of the improvements will be funded through a $7 million loan at 2% interest that the Downtown Denver Development Authority agreed to provide Alterra in July.

That money will become available for other Downtown projects as it is paid back. But Alterra will spend out of pocket for some of the improvements. The city is making up for that by offering a lower lease rate.

Developer Asher Luzzatto, who picked up four distressed office towers at a steep discount and has been approved for a DDDA loan to help convert two of them, would have liked to have landed Alterra as a tenant.

But he is glad the company is coming to Upper Downtown and sees its decision as a rising tide that will lift all boats.

“We need the market to trust that Denver is open for business,” he said. “You can’t do this for every company, but you can do it for some companies that are really reflective of Denver‘s culture and community.”

Alterra fits the bill, he said.

But just like their human counterparts, sometimes they misbehave.

“We have been ticketed and pay them like any other driver,” Waymo spokesman Chris Bonelli said.

But that won’t be the case in Colorado.

“If there’s no driver, there currently isn’t a mechanism within state law for issuing a citation,” a Denver Police Department spokesperson said in an email.

A Denver police training bulletin sent out in early July, and obtained by BusinessDen, details how officers are supposed to handle the vehicles when no one is behind the wheel.

“Waymo vehicles are designed to safely pull over when they detect a police or emergency vehicle behind them with activated lights. Once stopped, the vehicle will remain stationary for the duration of the contact,” the memo reads. “After stopping, the vehicle will unlock its doors and lower its windows so a Waymo representative can communicate directly with the officer.”

Officers can also use QR codes on the driver/passenger windows or the dispatch button on the center console to reach a Waymo representative.

“Autonomous vehicles may experience technical issues that cause erratic or unresponsive behavior,” the memo reads, telling officers they should notify their supervisor and contact Waymo to disable the vehicle.

The memo also says that Waymo fires could release toxic vapors and officers are prohibited from attempting to extinguish them unless “essential for immediate life-saving rescue.”

Copies of the car’s registration, insurance and owner information are stored in the sun visors, according to the memo. In the event of a crash, officers are instructed to leave the driver information section of their report blank. There is a separate box to report a vehicle as being self-driving.

A search warrant is required to obtain data such as passenger history and interior camera footage, which the memo says is otherwise deleted after 24 hours.

Waymo has dozens of cars in Denver and will add more, according to Bonelli. The company has been testing its vehicles with drivers and then without passengers for months.

Waymo has been involved in one local crash, last week along Eighth Avenue near Denver Health. The vehicle was rear-ended and was not at fault, police told Westword.

“We report all qualifying collisions, regardless of fault, to NHTSA under its Standing General Order, which are publicly available. To lead the industry in transparency, we also publicly share our safety data and make it fully available and replicable for researchers,” Bonelli said.

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Local investor and developer Magnetic Capital on Monday purchased the 140,000-square-foot Aurora market hall and the 20 acres it sits on at 2501 N. Dallas St. for $40.9 million.

Flightline Ventures and Westfield Co., the 50/50 partnership that launched the marketplace in 2016, were the sellers in the deal.

“Stanley Marketplace, it really is a critical retail hub for this market. There’s nothing else like this, and if you want that level of authenticity, you have to go to Denver to get it,” said Chris Carroll, managing partner at Magnetic.

Magnetic doesn’t have any big, immediate changes planned.

“Our job isn’t to reinvent the marketplace, it����ap to protect it. We’re really focused on thoughtful investments in the building and the guest experience,” said Dan Huml, Magnetic’s other managing partner.

The main focus will be on connecting the marketplace with the recently improved Westerly Creek on the western edge of the Stanley’s property, Huml and Carroll said. The area received a $14 million facelift that rerouted the waterway to give way to more open space and walking paths.

Another priority will be getting the marketplace active at Denver International Airport. Stanley is expecting to take spaces in both the Jeppesen Terminal and Concourse A.

Axios reported in May that a JLL financing memo stated that Magnetic was interested in building a hotel and more apartments on the property.

“There’s a lot of noise around that. Some true, a lot not true,” Carroll said. “Our focus right now is to take over Stanley Marketplace and continue creating it as Westfield has done for the foreseeable future. … There is no focus on development today.”

Magnetic recently completed a Cherry Creek office building and opened an F1 Arcade in RiNo. It owns three apartment complexes in Denver. Carroll said the firm looks for opportunities all along the Front Range, and approached Westfield about making a deal for Stanley.

“We have a long-standing relationship with the Westfield guys, and we’ve been looking at the marketplace for many years, and it now felt like the time to press forward on the acquisition, given the 10-year anniversary of the marketplace,” Carroll said.

Westfield principal Jonathan Alpert sat for an interview with BusinessDen at 3:30 p.m. Monday, shortly after the deal closed. “I don’t know how I feel,” he first said.

“Inside of me, in my body, in my blood, is Stanley,” Alpert said. “And so not being an owner moving forward, it is sad, right? It is emotional. It����ap kind of like my baby is heading off to college.”

But in the long term, Alpert said, the deal will be good for Stanley.

“It����ap ready for a new vision. It����ap ready for new leadership. It����ap ready for new capital. … We now have a fresh investment out there with brand new debt, brand new equity, and a vision for opportunity,” he said.

Alpert said Westfield’s debt was coming due on the property. The tax increment financing it received from Aurora is beginning to dry up, with $7.45 million paid out of a maximum $13 million as of April. The incentive expires in 2040.

Stanley got its start in the 1950s as an aircraft ejection seat manufacturer. The plant closed in 2007, and a group of local Denver residents called Flightline Ventures stepped in a few years later with plans to create a marketplace out of the old factory.

Westfield bought into the project and created a 50/50 partnership with Flightline in 2015, and the marketplace opened the following year. The Denver developer built Mission Ballroom and is working toward breaking ground on apartment projects in LoDo and Cap Hill.

Westfield later built Stanley House, two 4-story apartment buildings to the south of the property, which it continues to own.

Today, the marketplace is 98% occupied and is home to 57 tenants, from a Pilates studio to restaurants to a dentist and the offices for Aurora’s tourist information center, Visit Aurora. Over half the tenants that opened with the Stanley in 2016 are still around, Alpert said.

“We have so many different drivers and so many different reasons to show up and experience Stanley,” Alpert said, “and I know that will continue in the future — and it only gets better.”

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The school, which is part of Denver Public Schools, is under contract to purchase Centennial Hall on the Mosaic Community Campus at 19th and Quebec in Park Hill for $11 million.

The 140-year-old building was previously home to private Episcopal academy St. Elizabeth’s School. The school closed at the end of this past school year, citing financial reasons. Before the academy, the building housed culinary school Johnson & Wales.

“Centennial itself and the campus, it feels like college, and I feel that that����ap something that a lot of our learners maybe don’t feel necessarily in different buildings that we have currently,” said Emily Griffith President Sarah Heath.

The bulk of the school’s classrooms are at 1860 Lincoln St., an Uptown office building that doubles as the Denver Public Schools headquarters. It has other locations in Ballpark, Lincoln Park and a smaller building on the 25-acre Mosaic Campus.

The building will be sold by the nonprofit Urban Land Conservancy, which purchased the entire campus from Johnson & Wales in 2021. It then resold portions to Denver Public Schools, which expanded the Denver School of the Arts, and the Denver Housing Authority, which worked to convert the former dormitories into new housing. But ULC retained Centennial Hall.

Aspen Hall, which Emily Griffith obtained in that transaction as part of Denver Public Schools, will close for renovations at the end of the year. Those classes will move to Centennial Hall for the time being.

Long-term, Centennial Hall and the Mosaic campus will become the main hub for Emily Griffith, Heath said. The school plans to vacate three of its four floors on Lincoln Street, leaving only the student-run businesses on the ground level.

The transition could provide a nice savings to Emily Griffith’s 7,000 students. DPS documents estimate that those traveling to its existing Uptown location spend $40 to $60 a week to park.

“Once RTD is done on Colfax, that����ap going to be a really great benefit for some of our learners to be able to physically get to us in a different way, too,” Heath said.

The Centennial Hall purchase is expected to close this fall, paid for out of Emily Griffith reserve funds.

Emily Griffith moved to Uptown in 2013 after spending its first century in downtown Denver at 13th and Welton, which is now a hotel.

It����ap not lost on Heath that there’s a connection between her school’s namesake and founder, an early 20th-century Denver teacher, and the campus it will soon inhabit, which was founded as the Colorado Women’s College.

“In conversation with ULC, Emily Griffith was their ideal selection from an educator perspective, just because of the legacy of Emily Griffith herself, … someone who pioneered education as a woman in a time where that wasn’t necessarily the norm,” Heath said.

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The Australian restaurant chain is opening its second Denver location this spring, founder and CEO Henry Roberts told BusinessDen. The spot is at 221 N. Milwaukee St. in Cherry Creek, on the ground floor of BMC Investments’ The Oasis apartment building.

It’ll join the Two Hands at 3985 Tennyson St. in Berkeley, which opened two years ago.

“I’ve known Matt (Joblon) and BMC for years. I actually toured with him just around the Cherry Creek neighborhood shortly after I signed a lease in Tennyson and we hadn’t opened yet,” he said. “There wasn’t much available, but I got the lay of the land and vibe in the neighborhood.

“And a couple years later this conversation came up again. I connected with Matt and he said, ‘We’ve got this great location.’ So I came down for a visit,” he continued. “It went fast. It wasn’t too much contemplating for us. It checks all the boxes.”

Two Hands in Cherry Creek will largely feature the same core menu as Tennyson, Roberts said. The spot does breakfast, lunch and dinner service and is known for its brunch. On Tennyson Street, Roberts said the Piri Piri Chicken, the peach scramble and a cold smoked salmon appetizer do particularly well.

The biggest difference will be the addition of an outside-facing coffee window, which Roberts said will complement the small courtyard within the project. It����ap only the second Two Hands that will have a window, alongside a store in Austin, Texas. That space was developed by BMC CEO Matt Joblon’s brother, Andrew, who introduced the two.

Roberts also said the inside will be a little more bougie than his other spots to fit the Cherry Creek vibe. There will be a fireplace in the 3,400-square-feet space, which will also have a 900-square-foot patio. Roberts signed a 10-year lease.

Joblon called the restaurant����ap food “outstanding” and said it will an affordable option in the neighborhood.

“There’s really not that many breakfast spots in Cherry Creek, especially with Syrup closed,” he said, referring to the eatery that was two blocks away.

The newest Two Hands is part of a grander vision for Roberts, who in 2014 opened his first café in New York City. Since then, the Sydney, Australia, native has grown to Texas, Tennessee and Colorado, along with adding more locations in New York City. He said Two Hands aims to have at least three stores in each market it enters.

He didn’t share where he’s looking for a third local location and said he hasn’t signed a lease.

“We’re a founder-led organization. We don’t have any big money behind us telling us what to do, so it����ap very personal where we want to go,” he said. “It����ap just where we want to spend time as a company and team and where our connections are.”

Roberts said the Tennyson store is the fastest growing among his eight-spot portfolio. Last year, it did $2 million in revenue and this year it����ap tracking to do $4 million, he said. As a group, he projects $25 million in sales for 2026 and hopes to be at $30 million by the end of 2027.

Profitability is also up in Denver, jumping to 20% margins after the first year was closer to 10%, when the restaurant was profitable from Day 1. He said Denver’s high minimum wage has been the biggest challenge to overcome, but after two years operating in the environment, he feels like he has a good scheduling system down.

“We’re hoping to maintain those margins and bring those same learnings to Cherry Creek,” he said. “I wouldn’t have started to look if we hadn’t figured that out.”

BusinessDen staffer Thomas Gounley contributed reporting.

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“The biggest issue with me growing up was I didn’t have any friends who were into sim racing,” the 27-year-old told BusinessDen. “So I got into it very slowly.”

He hopes to kick that process into higher gear for newcomers, while also bringing in veterans, at Peak Sim Racing, his upcoming project at 1236 S. Broadway in Denver.

When the spot opens in the coming months, Sevilla will bring 12 racing simulators to the former home of Burns Family Artisan Ales, which closed in May last year after eight years in business.

Motorheads can experience “every type of racing imaginable” at Peak Sim Racing, Sevilla said. The spot will also allow customers to upload their own car into the machines to cruise in everything from a Ford Mustang to a Toyota Camry around the track.

Sevilla said Peak Sim will offer a more authentic racing experience than other simulator businesses, such as F1 Arcade in RiNo.

“This is as close as you can get to being inside a real race car without the money or the risk,” Sevilla said.

Sevilla brought a sim to Pikes Peak in June for the Pikes Peak International Hill Climb. (Courtesy Peak Sim)
Each simulator is custom-made, and Peak Sim will have 10 standard machines alongside two premium ones. The former each cost around $20,000 to build out, while the premium ones run upward of $30,000. Patrons drive the cars in a first-person screen setup sitting down using a steering wheel.

Generally, sims sell anywhere from $5,000 to $100,000, Sevilla said. He built one for himself five years ago, having caught the racing bug from the 2019 Netflix docuseries “Formula 1: Drive to Survive.”

“Most companies don’t make every component you need to build a full simulator, so for the past 10 years the only option is to build it yourself,” he said. “It����ap similar to custom-built PCs, but now, especially after COVID when it exploded a bit, more companies are offering turnkey options where they do all that and ship it.”

It’ll cost $30 per 30 minutes to use a simulator, with the per-minute amount decreasing the more time is bought up-front. Peak Sim will also use adaptive pricing, so it’ll be cheaper on quieter weekdays versus busier weekends for people walking in.

Sevilla will also offer memberships for regulars, though he hasn’t ironed out the format and pricing just yet. He does plan on holding weekly “driving academies,” he said, where people can learn and compete in sim races. The 3,200 square feet will also be available to rent for private events like birthday parties and corporate team building.

Peak Sim will have finger foods like wings, pretzel bites and fries alongside beer, soda, chips and candy. Sevilla also plans to host watch parties for races.

“We are targeting not only people who are completely unaware what sim racing is, but additionally we want people who are avid fans,” he said. “Mainly those 9-to-5 people who can’t afford to have a sim in their house and are looking for a community center to meet and talk with other racing fans.”

Shortly after Sevilla got hooked on racing during the pandemic, he started working at a similar sim center near his home in California. After that job, Sevilla, who moved to Colorado just a month ago, worked at a dealership doing marketing.

With Peak Sim, which is named after the annual Pikes Peak International Hill Climb, he’s managing operations and branding. His parents, who are originally from Mexico but moved to Denver a couple years ago, are also his business partners in the project. His mother is an interpreter and is handling the administrative work, and his father works in dairy product exporting and is on the financial and executive sides of the business, Sevilla said.

The trio signed a five-year lease for the space and expect to spend $100,000 to convert the brewery.

“When people come in, we’ll ask them their experience level and help them find something that fits,” Sevilla said. “We won’t stick a newcomer in an F1 car because that����ap the most difficult thing you can drive. We’d probably start you on a lower horsepower.”

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The e-commerce and tech giant purchased a vacant parcel at 825 N. Lisbon St. in Aurora for $23.6 million last week for the construction of a new distribution center, public records show.

The deal works out to $7.70 per square foot.

Amazon spokeswoman Nissa LaPoint declined to share why the company bought the site. But Aurora development records show the firm is planning to build a 1.2 million-square-foot distribution center.

The project is anticipated to have 1,200 employees upon completion, according to the documents.

The seller was NorthPoint Development, a Kansas City, Missouri, industrial real estate firm. It acquired the site as part of its larger Stafford Logistics Center project in early 2022 for $10.3 million.

Amazon leases a building in that development, a 1.1 million-square-foot warehouse to the northeast.

The company’s latest facility to open in Aurora is located at 6300 Powhaton Road, according to LaPoint, the Amazon spokeswoman. The 625,000-square-foot building came online in June and is the first “cross dock” site in Colorado. Rather than having inventory sitting on shelves for weeks in traditional distribution centers, these facilities can process goods in mere days.

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