Tosalet Health Club SL
El Tosalet Health and Sports Club
Private Members Club · Lifestyle Residence · Spa & Wellness
Jávea
Jávea
Dashboard
Our Vision
Capital Call — Phase 1
€10.475M
Total mobilized — loans + membership pre-sales
€9.35M
JB Community
€4.75M
Confirmed (OK)
46
Participants
€1.125M
Membership Pre-sales
Confirmation Progress
50.8%
Confirmed €4.75M
Pending €4.60M
Phase 1 — Participative Loan
Participative Loans at 12% annual return · 24-month term · Minimum ticket €100,000.
By Tier
€9.35M
Total Tickets
Tickets G (10)
€6.35M
Tickets (30)
€3.00M
Pre-sales (45)
€1.125M
Conversion Funnel
Tickets G Confirmed
5 of 10
€3.35M confirmed
€3.00M pending
Tickets Confirmed
14 of 30
€1.40M confirmed
€1.60M pending
Pre-sale vs Target (100)
45 of 100
€1.125M confirmed
Investor Outreach Tracker
Project Overview
€21.4M
Total Investment
Acquisition €5.5M + Development €15.8M (EY Validated)
32,700
Square Meters
5,881 m² buildable · 4 Parcels
4,976 m²
Built Area
3,073 m² renovation + 1,903 m² new build
56
Lifestyle & Health Rooms and Tosalet Lodges
20 rooms + 36 tosalet lodges
12%
Target Return in 24 months max
Investor guaranteed interest in 24 month max
€7.37M
Appraisal (Tasación)
Auction valuation vs €5.4M option price
€2.1M
EBITDA Year 1—2028-2029
35% margin · Hotel + Club combined (EY)
360
Break-Even
Members needed
2028
Opening Target
18-month build from Oct 2026
Financing Stack
Sources of Capital
€21.4M EY Validated
Acquisition €5.54M
Hard Costs €11.5M (2,231 €/m²)
Soft + Contingency + FF&E €4.32M
Cost Breakdown (EY Parthenon Validated)
Acquisition + Costs€5.54M
Refurbishment (1,700 €/m²)€5.22M
New Construction (2,100 €/m²)€4.00M
Site Works€2.28M
Soft Costs (12%)€1.32M
Contingency (12%)€1.50M
FF&E + Fitout€1.50M
Total Investment€21.4M
3,070 €/m² · EY Parthenon Capex Analysis p.57
Revenue Model Y5 Stabilized (EY)
Hotel Operations€5.58M
Club Membership€2.60M
F&B Club€2.73M
Wellness + Other€1.54M
Total Revenue Y5€12.4M
EBITDA Y5€3.5M (28%)
Subject to inflationary contingencies from Middle East conflict impact on construction costs, energy prices, and global supply chains.
Execution Timeline
Completed
Nov 2025
Purchase option signed
Public deed, Notary Pascual de Miguel
Jan 30, 2026
Reparcelation submitted to ECUV
4 parcels, max 1,500m2 buildable each
Feb 18, 2026
EY Parthenon engaged
€65K — DD + business plan + tax/legal
Mar 5, 2026
ECUV positive reparcelation report
Ready for Ayuntamiento submission
Mar 6, 2026
Investment SLs registered
Tosalet Platform SL + JB Invest Tosalet SL
Ahead
Late Mar 2026
ECUV Hotel submission — Parcels 1, 2, 3 & 4
Four individual hotel projects presented to ECUV
Apr 2026
Executive project starts with Nacho Carbonell
Execution project — detailed construction docs
May 1, 2026
OPTION DEADLINE
Full payment due. Burofax + 7 days notice.
May 2026
ECUV response — Hotel Parcels 1, 2, 3 & 4
Favorable report expected → unlocks construction license
Oct 2026
Construction starts
If all approvals favorable from May 2026
May 2028
Opening
Club + spa + hotel + wellness — 19-month build
Option Deadline
until May 1, 2026
Risk Matrix
High Priority
Capital confirmation gap (€4.6M pending)
50.8% confirmed. Top 3 uncommitted = €2M. Activate conversion campaign.
Option deadline May 1, 2026
Full payment of €5.4M + IVA required. Burofax with 7 days notice.
PEM increase: €9M to €11.5M
Site conditioning (€2.3M) offers optimization. Parking scope TBD.
Federico IBI debt resolution
Original €208K reduced to €188K by Tesorería del Ayuntamiento. EY reviewing optimal structure.
Monitored
Pre-sale momentum loss
40 of 100 target. Community energy must be converted now.
Club maturation: 2–3 years
Per Soho House/MCG benchmarks. Investor expectations aligned.
ECU / License delays
ECUV positive report received. Municipal architect favorable. Dual scenario protects.
Competitive new entrants
No comparable in Costa Blanca Norte. 32,700m2 asset unreplicable.
History — Since 1967
Club de La Guardia — The Origins
Inaugurated on June 2, 1967 as Club de Campo de La Guardia, the complex was covered by the official NO-DO newsreel (RTVE) and the regional newspaper Las Provincias. Doña Julia Giménez presided over the ceremony before local authorities and residents of Jávea. The club featured a swimming pool, tennis courts, restaurant, social hall and chapel — a social landmark on the Costa Blanca for decades.
Vintage postcard — Club de La Guardia, Jávea
Inauguration 1967 — NO-DO / RTVE
Original main chalet courtyard
Doña Julia Giménez, inauguration
Julia Jiménez Muro
Most Relevant Business Woman of Spain in the 1960s
Founder of the Tosalet — a visionary who created one of the Costa Blanca's most iconic social landmarks in 1967.
Investment Summary (EY Validated)
Click to enlarge ⤢
Capex Structure — €21.4M
Acquisition €5.54M
Hard Costs €11.5M
Soft + Contingency + FF&E €4.32M
Cost Breakdown — €21.4M
Acquisition + Costs€5.54M
Refurbishment€5.22M
New Construction€4.00M
Site Works€2.28M
Soft Costs + Contingency + FF&E€4.32M
Subject to market contingencies (Middle East conflict, supply chain impact)
Project — Ignacio Carbonell Canti Arquitectos
February 2026 · C/ Algarrobo 15, Urb. Tosalet, 03730 Jávea · Scale 1:500
5
Plots
56
Accommodation Units
32,507
m² Total Area
5,881
m² Buildable Area
| Plot | Area | Buildable | Programa |
|---|---|---|---|
| Plot 1 | 9,883 m² | 1,976 m² | 14 units, common areas, chapel |
| Plot 2 | 6,881 m² | 1,372 m² | 18 units, wellness & spa, gym |
| Plot 3 | 8,574 m² | 1,500 m² | 12 units + restaurant, bar, multipurpose hall |
| Plot 4 | 5,167 m² | 1,033 m² | 12 units, common areas |
| Plot 5 | 2,001 m² | — | Ceded to City Council |
Explore
Gallery — Current State
Photography by Gabriel Clauteaux
The Tosalet Crew
Tosalet Health Club SL
Equity Distribution
100%
Equity
Jessica Bataille40%
Jean Clauteaux40%
Ferdinand Bestebreurtje10%
F&F Partners10%
Jessica Bataille
Founder & CEO, JBG
Creative Director
40% Equity
Creative Director
40% Equity
Jean Clauteaux
COO/GM, JBG
40% Equity
40% Equity
Ferdinand Bestebreurtje
Founding Member
10% Equity
10% Equity
F&F Partners
10% Equity
Monica Olivares
CFO Strategic Projects
Jessica Bataille Group
Jessica Bataille Group
Sara Gigante
Project Manager &
Business Operations Associate
Business Operations Associate
Membership Certificate
Founding Member Certificate — Click to enlarge
Post-Visit Debrief
Plenary Session · 11 March 2026 · Félix Villaverde & Alberto De Miguel
General Reading
“They validated us at the most basic, most conservative level of the model. On a secure step, from which we can grow as much as we want.”
— Jessica
The day functioned as a ritual of external validation — not merely due diligence. The most valuable outcome: clarity about what Tosalet does not want to be, as much as confirmation of what it is.
✔ Key Validations
01
Business Plan Confirmed at Conservative Floor
The EY report validates the project's baseline. The ceiling remains open — JBG's responsibility to prove it.
“They validated us at the most basic, most conservative level of the model. On a secure step, from which we can grow as much as we want.” — Jessica
02
No Comparable = Positional Advantage
No direct benchmark because the concept does not exist as such. That is a moat, not a weakness.
“The fact that no comparable was found — I see that as positive. It is hard to make a general comparison.” — Jean
03
David Lloyd as Investment Highlight
A less ambitious project with the same investment we are projecting. Powerful capital efficiency argument.
“The David Lloyd comparison: a less ambitious project with the same investment we are projecting.” — Jean
04
Year 4 Valuation — Structured & External
A communication asset for fundraising. Anchors the exit and return narrative with third-party credibility.
“It is interesting to already have a structured, external Year 4 valuation.” — Jean
💡 New Vectors Opened
Tosalet Lodge Model / Fractional Use
Revenue Architecture
Co-ownership model with integrated returns. Higher ticket: 8 weeks/year for 10 years. Alternative to pure membership — more attractive for investor-user profiles.
— Ferdinand / Jessica
International Distribution Partner
Client Acquisition
EY flagged friction attracting international audiences without anchor in Jávea. Solution: distribution alliance. Reference: Marriott / Design Hotels model.
— Sara
Design Hotels Positioning
Brand Strategy
Independent owner + curated collection (Design Hotels) + loyalty network (Bonvoy). Replicable structure without losing identity. Rako d'Artà as precedent.
⚠ Tensions Identified
Accommodation vs. Experience
EY speaks the language of accommodation. Tosalet speaks the language of experience. The report compares hotels because that's what exists in the data. The team must build its own frame of reference.
“I am not looking for accommodation, I am looking for an experience. There is nothing like that — absolutely nothing.” — Jessica
Jávea Accessibility — Reframe Needed
What the team experiences as proximity, the market may read as limited accessibility. The “difficulty of arriving” must become an argument for exclusivity — like Formentera.
“When Formentera was hard to reach, people went to stay for days — not for the day.” — Jessica
🎯 Phrases for the Storytelling
🔴 Next Steps
Integrate tosalet lodge / fractional-use model into financial model
Ferdinand has active interest
Identify international distribution partner
Profile: ultra-premium client network — UK, Benelux, Middle East
Build Tosalet's own frame of reference
Not hotel benchmarks — a new language (content, video, narrative)
Deploy visit video as investor activation
Distribute to ecosystem as momentum signal
Reframe accessibility as exclusivity
Convert into exclusivity attribute, not logistical objection
Synthesis from the EY post-visit debrief · Tosalet Team · 11 March 2026
📄 Documents
★
Strategic Note (ES)
PDF · 14 secciones · Fase 1 · Español
Complete Phase 1 strategic dossier in Spanish: executive summary, asset, vision, EY market validation, financial model, capital call, tosalet lodge model, operator strategy, timeline, risks, team, and next steps.
€28,52M Inversión
14 Secciones
EY Validated
DOWNLOAD PDF ↗
★
Strategic Note (EN)
PDF · 14 sections · Phase 1 · English
Complete Phase 1 strategic dossier in English: executive summary, asset, vision, EY market validation, financial model, capital call, tosalet lodge model, operator strategy, timeline, risks, team, and next steps.
€21.4M Investment
14 Sections
EY Validated
DOWNLOAD PDF ↗
▼
Plenary Synthesis
PDF · 6 pages
Complete synthesis of the EY Parthenon plenary session covering market validation, valuation framework, competitive positioning, and commercial strategy.
+24% CAGR Wellness
€40-42M Year 4
~25% Levered IRR
€350K-500K Tickets
DOWNLOAD PDF ↗
▼
Engagement Agreement
PDF · Project Fenix Tosalet
EY Parthenon engagement agreement for Project Fenix Tosalet — scope of work, methodology, deliverables, and general terms & conditions.
Due Diligence
Market Study
Valuation
18.02.2026
DOWNLOAD PDF ↗
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