Early To Rise….
One of the great things about being an entrepreneur is that you get to choose when you come to work, what you do and when you leave. Especially in Silicon Valley, tales abound of people working wacky hours, pulling all-nighters and doing just about anything other than a nine-to-five day.
When I visit offices, I’m frequently the first one there. It’s not uncommon for me to hand the newspaper to the staff member as he or she walks in to unlock the door. Here’s the funny thing: I’m not a morning person. Really. When I was a college student, I had a knack for still being asleep for my 4 pm classes.
So, what happened? What happened was that I became a broker and I learned that, while I was free to choose my own hours, my clients and prospects were going to dictate the choices that I made.
One of the great things about commercial real estate is that our jobs generally track the business day. Clients are either business people or individual investors that have earned the luxury of not having to think about their buildings outside of typical business hours. Furthermore, many of them are more likely to answer their phones and have time to talk in the morning.
You’d think that this means that if your clients are ready to rock and roll at 8:30 am, you should be too.
But that’s too late.
Think about it. When you get into the office, you need to take off your overcoat (assuming you live where they have winter), boot up your computer, get coffee, touch base with co-workers, check your email and do all of those other things that are a natural part of starting your day. Usually, it’s at least a half-hour until you’re able to do anything productive.
And, in that half-hour, your competitors – many of whom ARE up and running early – have already gotten ahead of you.
The solution? Ben Franklin nailed it… “Early to bed and early to rise makes a [person] healthy, wealthy and wise.”
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Never in the recent history of the American economy has it taken so long to recover the jobs lost over the course of a downturn. That milestone was reached in 2014, more than 6 years after the Great Recession first took hold. Employers added more than 3 million jobs over the year, finally recouping losses from the crisis-era cull in the strongest showing for job creation since the dot-com boom.
momentum in the sector’s otherwise prodding recovery. Over the next year, many of those investors will see their patience rewarded. A stronger consumer and a healthy uptick in lease signings, a dearth of new supply, and a growing appreciation for shoppers’ changing tastes are poised to lift occupancy rates and rents for well-located, well-tenanted, and well-managed properties. Risks remain, most clearly from shoppers’ substitution into online commerce for an ever-widening range of quickly delivered products. In managing those risks, the shift to destination “shop and play” retail models — and the emergence of new models including urban outlet centers — are taking on new urgency as competition for consumer dollars intensifies.
of their prospects in the job market, is also on the upswing.
early 2015.
While the impact of e-commerce on retailers has varied dramatically across product types, there is no segment of the market that is fully immune to the fundamental changes in the way Americans shop. Properties that are perceived as more resilient to substitution out of brick-and-mortar, including the most urban locations and grocery- and pharmacy-anchored properties, commanded a larger price premium and lower cap rates in 2014. That divergence in retail property values may narrow in 2015 as a better job market and rising discretionary spending lift some weaker segments of the market.
One of the mistakes I often see both new and seasoned investors make is to not properly define their investment parameters before getting started. This is important because it sets the course for the strategy and allows you to execute the plan more efficiently; and ultimately be more successful, because you have a baseline to which you can compare your investment portfolio.
Once you have defined investment parameters, the next step is to educate yourself. You need to study your respective market, in the particular product type niche or niches you have chosen. Research sale comparables and what properties are on the market for sale. This is where teaming with a trusted real estate advisor, like those at a Sperry Van Ness office, can greatly enhance the success of implementing your strategy. Picking a great commercial real estate advisor who specializes in the niche product type is critical to being able to quickly get up to speed and accomplish your goals (see our other post “
Every commercial real estate deal needs to have an exit strategy. It’s important to think about this exit strategy early on; in fact, before the purchase is even made. Granted there will be times when the exit strategy will change, due to rising or falling market conditions, or supply and demand, and you will have to adjust your exit strategy. The main point here is that an exit strategy needs to contemplated in the beginning, not the end of a commercial real estate transaction. If you buy an office building at an 8% cap rate that is 70% occupied and your plan is to spruce it up, apply aggressive leasing tactics with a CRE advisor, and increase the revenues, only to find out later that the market for those types of investments are trading at 8.75% cap rates, due to the smaller tertiary market the property is in and the smaller, shorter term leases, then your exit strategy is flawed because the market will not pay you for the work you have done. Of course, this is a simplified example. The point is, have a defined strategy to exit the investment at the proper time, and always be willing and able to review your exit strategy and make adjustments. In the words of a favorite Kenny Rogers song, sometimes “you got to know when to hold ‘em and know when to fold ‘em, know when to walk away, know when to run!” Hope is NOT an exit strategy.
About Carlton Dean – Carlton has nearly 20 years of experience in the commercial real estate industry, with a special focus in the retail and multifamily sectors. Carlton is based in Tallahassee, Florida, but serves clients throughout the entire Southeastern US. 
In addition to boasting some of the top tourist destinations in the United States, Central Florida has cultivated a thriving technology cluster in a 23-county region spanning the breadth of the state. Joint programs by regional universities and community colleges cover a wide range of technology fields, from microelectronics to biotechnology, modeling and robotics, aerospace, wireless technology and digital media. The growing workforce of highly skilled, young professionals is attracting tech employers and fostering startups, adding a significant and expanding source of well-paid residents to help drive retail sales. Tampa and Orlando share a similar overall retail vacancy rate of about 9.5 percent, but Tampa’s malls have outperformed with a vacancy rate below 4 percent and average mall rents of $25 or more per square foot. In Orlando, mall vacancy is 200 basis points higher and average rent is closer to $15. Tampa’s weak spot since the recession has been excess vacancy at strip and neighborhood centers, but falling rents in those subsets showed signs of flattening in late 2013. Orlando in particular has benefited from resurgent tourism that will increase as the economic recovery takes a firmer hold in U.S. markets this year. Investor confidence in Central Florida’s outlook has driven strong demand for net-leased retail since 2011, and would-be buyers are now showing greater interest in multi-tenant properties with below-market rents that offer good upside potential.
SVN Auction Services, a provider of date-specific sales and special asset solutions, has launched its popular and highly anticipated 
This year’s SVN Q4 event includes a wide variety of quality office, industrial, retail, land, hotels, multifamily, and NNN properties, including a historic hotel in Hot Springs, Arkansas, a fruit packing facility in Orange Cove, California, a former FedEx headquarters campus in Memphis, Tennessee, and a church and school in Oklahoma City, Oklahoma. Assets feature a $500,000 minimum value, up to a value range of $14,000,000.
Let’s start this with a two question quiz:
Social media matters in commercial real estate in much the same way email and telephones matter. It’s a form of communication. Whether you use it or not, doesn’t stop others from doing so, which means you might be left out of some of the conversation. This may matter more or less, depending on where you are in your career.
Nearly 2 percent annual population growth and a diverse employment base are propelling San Antonio’s economy at a healthy clip, but the market lags the performance and rising profile of the other major Texas metros of Houston, Dallas/Fort Worth and Austin. San Antonio’s longstanding strength in the military and aerospace sectors, coupled with close proximity to Austin’s high tech cluster, has fostered an important cyber security sub sector. Located less than an hour’s drive south of Austin, the Alamo City has also captured a large piece of the Eagle Ford Shale energy boom emanating from South Texas, while its business-friendly climate, thriving tourism and manufacturing jobs attract new residents and fuel home sales. Office tenants were still giving back space in 2012 but absorption turned positive here in 2013. Delivery of several new office projects slowed rent growth and pushed the office vacancy rate into the middle teens last year without softening conditions enough to hamper rental rate growth. More construction is likely to begin in 2014. For investors who missed the opportunity to acquire office assets in Houston, Dallas or Austin at the bottom of the market cycle, San Antonio offers acquisition and development opportunities in a market that is in the early stages of appreciation.
Q: What inspired you to create the 5050 By 2020 movement?
