Read the following passage and questions, then choose the right answer from options, the answer should be one of A, B, C, D.

<passage>:
Coworking began because startups and freelancers, typically in tech and the creative industries, needed somewhere to work. But as more organisations outsource more of their operations – or as large corporates seek to reach those startups – the range of activities represented among coworkers has expanded to comprehend almost everything. KPMG’s tech startup advice arm is based at Interchange in Camden. Merck, Microsoft, American Express and GE all lease desks at WeWork, in addition to running their own offices. The annual Global Coworking Survey, produced by Deskmag, anticipates that 10,000 new coworking spaces will open worldwide in 2016. In Europe, the estimated number of spaces (though it's hard to keep track) has risen from 3,400 in 2013 to around 7,800 in 2016. According to Cushman &amp Adam Neumann and Miguel McKelvey founded WeWork in 2010 in New York to capitalise on this corporate downsizing phenomenon: leasing large spaces, often previous corporate offices, subdividing them, then selling them at a profit. WeWork typically rents its buildings (although it owns its latest London site in Paddington) then subleases the space – with, according to Fast Company, average gross margins of 60 per cent. The model has proved so successful that WeWork now has 103 locations in 29 cities worldwide. The company will open five new coworking spaces in London this year, bringing the total to 11, with Paddington large enough for 2,100 'members'. The company recently authorised the sale of up to $780m in new stock, giving it a $16bn valuation and making it, on paper, the sixth most valuable private startup in the world. The Freelancers' Union in the US claims that 30 per cent of the US working population is now freelance, and predicts a rise to 50 per cent by 2035. One in eight London workers are self-employed. But the unstoppable rise and rise of coworking isn't simply about corporate downsizing and the growth of the startup and the gig economy, significant though these are. What distinguishes contemporary coworking spaces is the nature of their cultural claims. A study by Harvard Business Review found that coworkers believe their work has more meaning. The authors suggested that working alongside people doing different things reinforces workers' identity and distinctiveness that coworkers feel they have more control over their lives (many spaces are open 24/7) that they have a stronger sense of community and that there is still a social mission inherent in the idea of coworking, as outlined in the Coworking manifesto, and reinforced by the annual Global Coworking UnConference or GCUC (pronounced 'juicy'). WeWork's website urges you to "Create your life's work". "Do what you love" is one of WeWork's slogans, emblazoned on the front of a notebook they give me when I visit. Another is "Thank God it's Monday". Neumann describes his generation (he is 36) as the 'we generation' which, he explains, "cares about the world, actually wants to do cool things, and loves working." The coworking space – even on a vast, industrial scale as at WeWork – is a club. And the whole point of clubs is that you want to belong to them. To someone raised in the era of the corporate office, used to the subversive feeling of being behind enemy lines, this may seem an odd way to think about the workplace. To anyone for whom The Office of Ricky Gervais and Stephen Merchant was painfully recognisable, with its grey partitions and random people thrown together to do pretty pointless things and get on each other's nerves, it might seem risible. But clearly lots of people want this. A paradoxical effect of the internet has been to make us desire more social connection in the real world. From coffee shops to festivals to gyms, examples are everywhere of people keen to come together and share experiences. There are new buildings rising all around WeWork Moorgate, in the City of London WeWork Moorgate is the second largest coworking space in the UK after WeWork Paddington, accommodating 3,000 people over eight floors. A permanent desk will cost you £425 a month, rising to £675 depending on its location in the building. A one-person office will set you back £725 to £825 a month, a four-person £2,600 to £3,100. The largest office here is for 40 people in Paddington, one company has 230 desks. The interior ticks all the coworking style boxes: raw concrete Given that coworking, which after all grew out of hacker culture, is supposed to embody an attitude of resistance to conventional authority, WeWork is curiously corporate, certainly in its approach to communication. I am asked not to quote the community manager who shows me around. There isn't anyone who can speak on the record (or off it, for that matter) in the building. My queries have to be submitted in writing then edited down because there are too many of them. The answers come back, finally, appended: "All attributable to Eugen Miropolski, Managing Director, Europe". Eugen Miropolski, Managing Director, Europe, says that WeWork is "much more than an office space provider. Members are given the space, community and services they need to create their life's work". Going around the building, what you mainly notice is that the spaces allotted to people's life's work are rather tiny and cramped. Effectively off corridors, they seem rather conventional behind their glass partitions: a desk, a chair, a lamp, a drawer. Many coworkers sit with their backs to their colleagues, staring at blank walls, with barely enough space for a third person to pass between them. You need a keycard to get anywhere inside the building. WeWork's enthusiasts, though, emphasise the connections they make with others, either physically or through an app that links members to 50,000 others worldwide. Miropolski claims "more than 70 per cent of our members collaborate with each other". This empire of office space has been derided as 'McCoworking' but another way of looking at it might simply be that it's a sign of natural segmentation as the market matures. Many workspace providers set up because they wanted some office space themselves they have no desire to be other than local, small-scale and collaborative. But others are starting to take on a role as akind of corporate parent. Canada's Coworking Ontario provides health insurance. WeWork is also reported to be looking at providing discounts on healthcare, payroll and shipping, replicating services that a corporate employer might once have provided. Meanwhile, at the other end of the scale, coffee shop-workspace hybrid Timberyard is dematerialising the desk, providing mobile workers who need to sit down and check their emails with the most ad hoc of workspaces. Most of Timberyard's users don't pay for space, the usual coworking business model, but they do pay for the tea and coffee ("award-winning", co-founder Darren Elliott is keen to point out) and for the artisan-produced, wellness-focused food (super seeds with almond butter on toast, beetroot, avocado and hummus on toast, hibiscus cake). Unlike most coffee shops, Timberyard's branches in Seven Dials and Soho are designed to encourage customers to stay and work: there is fast Wi-Fi with plentiful power sockets, careful regulation of temperature, lots of natural light and attentive design. Many of the chairs have been rescued from skips and reupholstered the tables are striped like Jim Lambie staircases Images from top: WeWork Moorgate Second Home WeWork Timberyard WeWork This article was originally published on TheLong+Short. Read the original article.

<question>:
What is the largest co-working model company mentioned in the article?

<options>:
A Apps for Good
B Bulb
C The Freelancers Union
D WeWork

<answer>:

D