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

<passage>:
In March 2015, it was time for Hayden Wood and Amit Gudka to move out of the kitchen. The pair had raised investment for their startup, Bulb, a renewable energy supplier, and they were looking for an office. A coworking space was the obvious choice: somewhere that would allow them to take on more desks as needed. (When I meet them a little over a year later, they were eight strong and hiring around one more each month.) "We looked at a few different spaces," says Wood, who had previously spent 10 years in management consultancy for Monitor Group (now Monitor Deloitte) and Bain &amp Company. "Second Home had been open a few months and we took the tour. We were nervous: were we going to get in?" It is odd, perhaps, to think of the renting of office space as a socially testing business, entailing pre-interview nerves. But acceptance into Second Home, for some, signifies hipness. Juliette Morgan, partner at Cushman &amp Wakefield, a property consultancy, who works out of Second Home, says: "I used to joke that there was a cool alarm that went off when people came to look round – but then they let us in." Morgan's case may have been helped by her previous role as head of property for Tech City, the government initiative promoted by David Cameron's advisor Rohan Silva, who also happens to be the co-founder of Second Home. Wood admits that he and Gudka, who previously traded energy at Barclays for eight years, did know some people at Second Home already. "When we looked on the website, some of the faces were familiar. And we hoped our business idea was quite good." "It's an aesthetic that tells an investor you're being frugal with their money," says Morgan, "but it's also playful and energetic and that works for your brand. For us, it tells the tech companies we want to work with that we understand them. Coworking spaces say something about you, that you're a Second Home business or a Central Working business." Being a Second Home business gives you access to others that have also made the grade. "We had a strong business plan, but there were other things we didn't have,"says Wood. "Someone at Second Home recommended our branding agency, Ragged Edge. Congregation Partners, who are here, have helped with recruiting and we met Blue State Digital [a digital strategy agency that worked on Obama's election campaign, whose London office is based at Second Home] in the bar one Friday night and they offered us a workshop about how to market and launch. It's an extremely generous collaborative culture." and ASAP54, an app that scans online fashion and locates where to buy it. Silva and Aldenton curate events that help them to network and that offer a kind of intellectual support and ballast – so Amit Gudka, a fan of the South African theoretical physicist Neil Turok was able to hear him speak at Second Home and afterwards have dinner with him and Silva. At a purely economic level, it's easy to see why. As large corporates downsize their core operations, they no longer need vast offices. Iris Lapinski watched the process in action when her educational non-profit startup, Apps for Good, squatted in Royal Bank of Scotland’s offices in the City in late 2008. "RBS was going through huge waves of redundancies. On our floor, it was three of us and 150 empty desks," she says, "and then new people would come in and they'd get fired too. Eventually they'd fired so many people they closed down the building." Aware that "tech companies were doing something funkier", she moved Apps for Good into the Trampery, the first coworking space in Shoreditch. 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. 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 There are new buildings rising all around WeWork Moorgate, in the City of London an insistent noise of drilling, a clang of girders, a rumble of concrete mixers. This is some of the most expensive real estate in the world. Crossrail's engineers are tunnelling beneath giant new buildings advertise themselves on construction hoardings everywhere at street level: there is a provisional air, as though the city can't quite catch up with its own wealth. The interior ticks all the coworking style boxes: raw concrete nor, unlike at its Devonshire Square, any skateboards on the walls). In the toilet, cups for mouthwash urge you to 'stay fresh', which I am sure is meant jocularly but which arouses in me the same sort of mulish resentment I used to feel when I worked in advertising in my twenties and slogans in reception ordered me to "reach for the stars". (What makes you think I wouldn't, mate?). 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. So what of those questions about style and scalability? As far as the former is concerned, coworking spaces do all look a little bit alike – but design has a long history of innovators and followers. Inevitably, everyone borrows the more directional visual cues, even to the point of pastiche. But they are not, in fact, all alike. They are surprising in their degree of difference. There are industrial-scale operators that lack the warmth and personal touches of the smaller providers (no one at WeWork is ever going to come out of the kitchen as you arrive, knowing your name and whom you're here to visit, which is what happens at the Trampery)

<question>:
Why were the creators of Bulb nervous about interviewing?

<options>:
A They were not sure they would be able to hire more people
B They were not sure they would be accepted into a co-working space
C They were not sure that they would be hired for the consultancy position
D They were not sure they would secure the investments

<answer>:

B