Spotlight On: Scott Zuckerman, Principal, Domus Construction

By: Yolanda Rivas

2 min read November 2019 — Philadelphia-area general contractor Domus was established in 1976. The company has now become a $100-million construction firm with expertise in managing housing, restaurants, retail/commercial and academic construction projects. Domus Construction Principal Scott Zuckerman spoke with Invest: about the company’s diversity of place, construction trends and more. 

What are some highlights for Domus Construction in the past year?

 

One of our most recent projects is the Dwell at 2nd Street, which is expected to be completed by December 2019. The project will include 198 apartments with a variety of amenities including onsite parking, a swimming pool and a dog park. One hundred and twenty of the units will be modular, which is a concept that seems to be getting more of a push in Philadelphia because of increasing construction costs. 

 

What key trends have you observed in the sector?

Modular construction and smaller, efficiency-style apartments are trends we’ll continue to see in Philly. Domus introduced live streaming construction in 2019, beginning with our Dwell at 2nd Street project. It’s a good marketing tool because 120 units out of 198 are modular and a lot of people are very interested in seeing the process of installing them in real time. The modular process is also friendly to the environment since it provides more ways to control waste.

 

What actions are you taking to ensure diversity in the workplace?

Domus has a strong and long history of diversity. We actively participate in community outreach and advertising to increase minority participation for all our projects regardless if it’s a requirement. Minorities comprise between 30 and 40 percent of the workforce on our jobs.

 

What is your outlook for 2020?

The outlook for Philadelphia’s construction sector seems very positive. We’re booked up until the end of 2020. There are new hotels that are rising around the city of Philadelphia, which seems to be a big trend. Most professionals and companies in the sector seem to be busy, which is a great indicator.

 

To learn more about our interviewee, visit:

Domus Construction: http://www.domusinc.net/

Spotlight On: Jeff Burns, Founder & CEO,  Affiliated Development

Spotlight On: Jeff Burns, Founder & CEO, Affiliated Development

By: Max Crampton-Thomas

4 min read November 2019 — To be a successful developer in today’s real estate climate, a company must not only be professional but also in tune with regional and global trends as well as stewards for fulfilling a community’s needs. Affiliated Development focuses on building mixed-use multifamily developments in underserved areas of the market. Invest: spoke with CEO and Co-Founder Jeff Burns who provided his insights on the company’s approach to Opportunity Zones and their potential in Broward County, as well as highlighting the regions that have the most demand for multifamily development.

 

What are the most interesting highlights for Affiliated Development over the last year?

 

We have been working on projects in Broward County and we have also made some fairly aggressive moves into Palm Beach County. In Broward, we just topped out the construction of our 142-unit mixed-use apartment building in Downtown Fort Lauderdale, named The Six13. We are going to start leasing efforts for The Six13 in spring 2020, and delivering apartments on June 1. We are also in the beginning stages of additional projects in three other Broward cities, including another in Fort Lauderdale.  In Palm Beach County, we got underway on a 230-unit apartment project on Dixie Highway in Lake Worth Beach called The Mid. We are also moving on other opportunities in Lake Worth Beach. In May, we closed on the purchase of a 20-parcel assemblage in Downtown West Palm Beach, a couple of blocks from the Virgin Trains station to construct a 289-unit mixed-income workforce housing project called The Grand. My partner and I are very proud of what our Affiliated team has accomplished this year. We are workaholics and have had a busy year, but are focused on keeping the momentum going into 2020.

 

How have you leveraged the new Opportunity Zones in the state and what is their potential in Broward?

 

In April (prior to the IRS posting its regulations) we closed our The Six13 project with Qualified Opportunity Zone (QOZ) funding. We are one of the first companies to implement QOZ financing for a project of this kind in the state of Florida. These zones are definitely getting a lot of thrust, but there are more people talking about it than implementing it. The QOZs are definitely going to have an impact, but it is becoming more challenging to find sites that make sense due to unrealistic landowners and sellers.  There might be a reality check setting in with landowners who found themselves in a QOZ and have priced their land ridiculously high. It could have the adverse effect of preventing projects from happening in some areas because of false expectations.

 

Our philosophy is to remain disciplined. If we strip away the QOZ benefit, is this still a deal we’d do? If the answer is yes, we’ll take an aggressive position. Some people are doing deals that they would not otherwise pencil-out (without the QOZ rules). The program was intended to incentivize investment into these areas, not make a bad deal good. 

 

Which areas of the region have the most demand for multifamily developments? 

 

Fortunately for us, all of South Florida is booming. More and more people are moving here from the Northeast and other high-tax states because our business climate is favorable and our quality of life is second to none. Certain markets have experienced a tremendous amount of urban growth during this latest cycle, such as the Flagler Village submarket in Downtown Fort Lauderdale. We are getting a lot of people who are moving to Fort Lauderdale from Miami to avoid the chaos, but who still want the benefits of a big city lifestyle.

 

We made a major investment in Lake Worth Beach, which is a perfect example of a place in close proximity to the largest employment center in Palm Beach County (West Palm Beach), which is about 10 to 15 minutes up the road. Lake Worth Beach historically has not seen much development or investment, but it is starting to happen because not everybody wants to live in a major downtown metropolis (and pay the rents these markets demand). In some places, it is getting a little bit too crowded and some people are moving into tertiary markets that are near where they work but that maintain their character and are less hectic.

 

How important is it to be able to offer affordable and workforce housing to the region?

 

It’s critical. Our region is one of the most cost-burdened places in the entire country when comparing the cost of living to income. It’s necessary to offer a high quality of life for our current residents, many of whom support our area’s largest industry, tourism. It’s necessary for economic development and to attract and maintain major employers and high-quality talent.

 

Many companies are moving here from the Northeast, looking to locate their offices into these urban areas. I think the days of large office parks in the suburbs are becoming fewer and fewer because companies understand that to attract top-tier employee talent they need to offer an atmosphere that caters to the young workforce who graduate from school and prefer urban living. Younger professionals don’t want cars; they want to be close to where the activities are. I believe that to be able to attract a high-quality workforce, urban living is key. But in areas like Fort Lauderdale, every landowner knows what they are sitting on, and it is very challenging to find any reasonably priced land where you can build anything that is not going to be very expensive.

 

We focus very heavily on being close to employment centers. In Palm Beach and Broward County, the average workforce renter commutes 30 minutes in each direction each day for work. People get in their cars and do that because they can’t afford to live near their workplaces. Meanwhile, as some of these cities keep growing, people are starting to complain about traffic. If these cities can offer housing that the workforce can afford, we’ll see a lot more people walking around, utilizing public transportation and a lot less traffic congestion. I also see great opportunities in cities like Lake Worth Beach and Boynton Beach (Palm Beach County), Pompano Beach, Hollywood and Hallandale (in Broward) that are a few minutes away and are becoming really nice options. 

 

What are the prospects for the real estate business in the area looking into 2020?

 

We are obviously at the top of the cycle. I think most developers realize that. Thus, we will be measured in our approach and watch market indicators very closely. As 2020 is an election year, we will no doubt see some volatility. Affiliated is going to continue to stick to our core competency, which includes attainably priced luxury rental housing. There is so much need for that here that we could build thousands of units over the next couple of years and only scratch the surface.  

 

For more on our interviewee visit:

 

http://affiliateddevelopment.com/

Spotlight On: Liz Babson, Director, Charlotte Department of Transportation

Spotlight On: Liz Babson, Director, Charlotte Department of Transportation

By: Felipe Rivas

2 min read November 2019 — As Charlotte continues to grow, the Department of Transportation is looking at ways to improve and innovate its transportation system. The department has been keen on leveraging capital investment with private development to build a safe transportation network for drivers, cyclists and pedestrians. Safety is a top priority for the department heading into 2020, said Liz Babson, director of the Department of Transportation, in an interview with Invest: Charlotte.    

How has Charlotte’s transportation system kept up with economic growth in the past decade?

 

“Charlotte, like other major cities, is experiencing economic growth and is seeing the effects of that in its transportation system. We have seen congestion increase throughout the community. The city must look at multiple ways to solve and manage its transportation system. We put a lot of investment in transit and other transportation improvements and continue to manage  congestion. In the last decade, we have seen a shift in the way we look at transportation investment throughout the city, not just on the transit side but making sure we are connecting our networks, such as our walkways and bikeways, and giving people a choice when they travel throughout the city. We are making a major shift from traditional roadway projects and single occupancy vehicles.”  

 

What is the state of the transportation system in Charlotte?

 

“In the last few years, the state legislature was changed to reprioritize transportation investment throughout North Carolina. As a result, there is a tremendous amount of investment at the state level that is coming to Charlotte. Some $3.2 billion in state transportation investment is earmarked for this city. Those are projects that will improve the freeway systems throughout North Carolina. As your capacity increases in those facilities, it gives people more travel options to use Charlotte’s surface streets for local, short trips. We then have more capacity at the surface street level to improve the transportation system for cyclists and pedestrians.”  

 

How is the Department of Transportation working with the private sector to speed up projects in Charlotte?

 

“We work to find ways to align our capital investment to where we know new development or redevelopment is happening. The Camp North End project north of Uptown and the River District are good examples where we anticipated the type of development and redevelopment we want to see happen and set aside capital investment dollars to partner up with investors and developers. It allows us to see projects developed quicker. The challenge is finding equitable and balanced ways to do that. We have always tried to be strategic with our partnerships; sometimes the private side is faster and more efficient.”    

 

How is the Department of Transportation working with the community as Charlotte continues to grow?

 

“We are developing our 2040 Comprehensive Plan. We are engaging the community, elected officials and private partners in a way that we have not done before to look at how we want to grow as a community and how we will do that. We are engaging the community as we have those conversations, so they can understand the challenges and how we can work together as we head into the future. We are having those tough conversations in a meaningful way. This is an important undertaking for the city. It will be transformational for the city from an organizational structure and how we do our work and engage the community.” 

 

How is the Department of Transportation using technology to improve transit operations?

 

“We have close to 850 traffic signals and close to 350 miles of fibers that communicate with 90% of those signals. From one central location, we can change signal timing for the entire city. That fiber infrastructure also manages our traffic camera system, which is comprised of around 450 cameras located throughout the city. It’s a shared system. We work very closely with the police and fire departments. Together we can make on the spot decisions that improve emergency response times and help get the roads cleared faster when there are bigger problems. We have the infrastructure in place to test and implement new smart traffic technologies. We are looking at the possibility of leveraging the connected traffic system with people’s smartphones to share information from the traffic signal operations with pedestrians who want to know when the bus is coming or commuters who want to know when the traffic lights will change. Those are the kinds of things we are starting to look at.”  

 

What are the Department of Transportation’s priorities heading into 2020?

 

“We are working to do road projects that are transformational, as well as small, safety improvements to expand our safe and efficient transportation system for our cyclists and pedestrians. We are a Vision Zero city and are working toward no deaths or serious injuries on our streets by 2030. The goal allows us to take a data-driven approach when it comes to capital investments. We are continuously looking for opportunities to leverage private development with capital investment to build a safe transportation network. There is a real intentional focus to improve the safety of our cyclists and pedestrians.”  

 

To learn more about our interviewee, visit: https://charlottenc.gov/Transportation/

Spotlight On: Matt Crum, Executive Vice President, FrankCrum

Spotlight On: Matt Crum, Executive Vice President, FrankCrum

By: Max Crampton-Thomas

2 min read November 2019 — Achieving longevity in any marketplace is difficult. That level of difficulty increases significantly when an area is growing and competition is introduced on a frequent basis. The solution to continuing to remain a leader is the flexibility to evolve with a customer’s needs, as well as having the ability to quickly switch gears in terms of focus for the business. Matt Crum, the executive vice president for Clearwater-based FrankCrum, understands these concepts, an understanding that has contributed to 38 years of success for his family’s business. 

 

 To what do you attribute the company’s longevity in this market? 

 

Change is inevitable in any business and I believe part of the reason we have been successful over the years is our acceptance and embrace of change. The company started as a staffing firm in 1981, opened what is the professional employer organization (PEO) a few years later, and we now have an insurance carrier, insurance agency and a managing general agency all under the FrankCrum flag. We understand that to remain relevant, we must continue to evolve with our customer’s needs. Something that has remained the same since we’ve been in business is our value system. Our three brand pillars are integrity, prosperity and affinity and those ideals are extended to all of the stakeholders in our business.

What benefits have been afforded to FrankCrum remaining a privately held business all these years? 

Tampa Bay, and specifically Clearwater, is more of a regional business hub as compared to some of the other, large markets in the Southeast. While there is a national company presence in the region, there are not a lot of big companies headquartered here. Being a privately held business allows us the autonomy to make decisions on a different time horizon than publicly traded or private equity-owned businesses. We can make an evaluation without having to consider what our shareholders are going to say or how the quarterly results are going to be affected. It lends itself to longer term thinking, clearly focusing on what is important and executing.

How has the location of Clearwater been beneficial to the success of FrankCrum? 

Being in the Clearwater/Tampa Bay region has been a huge benefit to our business. It is a fantastic market as the cost of living is pretty low, there is easy access to the No. 1 beach in the country, there are major market sports teams and the region really has everything that any other major market in the country has. The friendly tax environment for individuals and companies makes it easier to compete on a national level, especially when we are competing against the companies based in more expensive, higher tax environments. This location also helps in recruiting people who live in those environments. The idea of paying less in taxes and living in a great area is attractive to them. 

What lessons did you learn from the last financial crisis and how do they apply now? 

As a professional employer organization (PEO), we offer payroll processing, HR services and consulting, tax and benefits administration, and workers’ compensation and risk management to our customers.  Prior to the financial crisis, we were more specialized, focusing on specific industry segments. This was good while it lasted but hit us pretty hard during the recession. It forced us to look closely at our processes and our service offering. We realized we needed to invest pretty heavily in technology and personnel to expand our potential customer base and prepare for growth as the economy turned around. It turned out to be a successful strategy because we’ve experienced very solid growth over the last eight to nine years.  Our business benefits from the strength in the labor market and rising wages. As competition increases for talent, businesses need to improve their benefit offering so they often turn to a PEO. As they grow, especially into other states, we help them stay in compliance with state and local laws. 

 

To learn more about our interviewee, visit: 

https://www.frankcrum.com/

 

Big Reveal: A New Look for Charlotte’s Main Library

Big Reveal: A New Look for Charlotte’s Main Library

By: Felipe Rivas

2 min read November 2019In the information age, knowledge is power. As Charlotte continues to attract top-level companies and talent across multiple industries to the region, Mecklenburg County wants to provide Charlotteans a sleek, modern, and highly technological space to study, learn, and absorb information. The Charlotte Mecklenburg Library unveiled the design plans for its new $135 million, 115,000-square-foot Main Library in Uptown Charlotte. The design features five levels and one lower level, two outdoor terraces, immersive theaters, conference rooms, and a revamped Robinson-Spangler Carolina Room. The plans were revealed two days after voters rejected an arts- and education-related sales tax increase.

The new Main Library will be made possible via a public-private partnership. According to the Charlotte Mecklenburg Library, the county has committed $65 million to the project. The library’s foundation will raise the remaining $70 million through a new campaign, called CommonSpark. Reportedly, the Knight Foundation pledged a $10 million donation to the new library on Thursday. Demolition is slated for 2021, with an expected completion date of 2024.

The plans for the new Main Library come after Mecklenburg County voters rejected a 0.25% sales tax increase that would have funded art, education, parks and more for Charlotte. If passed, the sales tax would have increased from its current 7.25% to 7.5%. Sales tax advocates, which included the Charlotte Regional Business Alliance, estimated the tax would raise around $50 million a year for arts and education-related initiatives. 

Though voters rejected the sales tax, the new library is part of the vision for Uptown Charlotte as the area continues to develop. “The new main library will be an architecturally-distinctive, state-of-the-art, technologically-advanced knowledge center and public commons, where everyone in our community can access the resources of a 21st-century library,” said Charlotte Mecklenburg Library CEO Lee Keesler in a press release. “The new Main Library helps further our mission to improve lives and build a stronger community by strengthening public engagement, supporting economic opportunity and connecting community resources.”

The Charlotte Mecklenburg Library system is comprised of 20 libraries and it serves more than 1 million residents, according to its website. The Main Library design plans account for a job training center, counseling services space, along with the core technology and maker space offerings, including a technology center, computer lab, digital visualization lab, and recording studios. Two outdoor terraces will overlook Tryon Street and Uptown Charlotte, giving visitors a front-and-center look at the transformation of the area.  

For more information visit:

https://cmlibrary.org

Spotlight On: Frank Dame, EVP & COO , Clearwater Marine Aquarium

Spotlight On: Frank Dame, EVP & COO , Clearwater Marine Aquarium

By: Max Crampton-Thomas

2 min read November 2019 — The city of Clearwater has a lot of enticing offerings within its borders, ranging from the No. 1 beach in the United States to a multitude of arts and cultural options. One of the most widely recognizable features of the city is the Clearwater Marine Aquarium. As a staple of marine conservation and education as well as the filming location for both Dolphin Tale feature length films, the aquarium has adapted its business model to remain strong after all these years. Invest: spoke with Executive Vice President and COO for the aquarium Frank Dame, about adapting its business practices to stay competitive, the renovations being made to the aquarium, the challenges from last year’s red tide and maintaining Clearwater’s No. 1 beach status. 

 

 How have you adapted your business to stay competitive?

Before the movie Dolphin Tale came out, we implemented a new philosophy and strategy. Although we are a nonprofit, we decided we would run the aquarium like a for-profit company and develop a business model that could fund the operations of Clearwater Marine Aquarium with minimal donations. We would then use donations to expand the business and for our various initiatives. We set this business model in place, and then expanded the gift shop, improved the guest experience and enhanced our food service. This started to drive revenue, and between 2006 and 2010, we grew attendance from 75,000 a year to about 220,000 just before the movie was released. The year after the movie was released in 2012, our attendance went from 220,000 to over 740,000. 

What can be expected for Clearwater Marine Aquarium’s new facilities? 

We are under construction. This is an $80-million project that is being supported by the city, county and the state. We were awarded $26 million from Visit St. Petersburg/Clearwater, while the city of Clearwater gave us $5 million, plus the land where we are located. The state of Florida also donated another $3 million in a grant, and we have an ongoing capital campaign to raise another $15 million. Overall, we have had a tremendous amount of support from the community. When we open the doors to our new facility, sometime next year, we are going to have almost four times the guest space we have now. We are also building five new dolphin pools. Currently, between all our facilities we have about 985,000 gallons of water, and these five new dolphin pools will add another million and a half gallons. We are really ramping up our ability to rescue more animals and provide a better living environment for our dolphins, as well as drastically improve the guest experience.

How much of an adverse effect did last year’s red tide have on the region? 

A year or so ago when the red tide came through the region, it had an extremely adverse effect on the local economy. We should commend Pinellas County because they tried to get in front of this issue by hiring boats to collect the dead fish and debris offshore before it ever hit the beaches. Our city was out there at 4:30 in the morning raking the beaches to make sure that tourism was not too badly impacted by it. While we were impacted somewhat, it could have been a lot worse. That red tide probably resulted from the runoff from storm water and other waste that goes into our waterways. This is damaging not only to the water environment itself, but to the tourism sector and the local economy, so human impact should always be something that we are conscious of. 

How can Clearwater Beach maintain its title as No. 1 beach in the nation? 

We need to focus on maintaining our recognition as the No. 1 beach in the nation, and we can’t accomplish this by just promoting ourselves as No. 1. The mission now is to make us the No. 1 beach because we are ocean friendly. We can do this by eliminating trash and doing things like stopping the use of single-use plastics. At the aquarium, we have gotten rid of all plastic bottles. Our water bottles now are all biodegradable and our spoons are all made of bamboo as opposed to plastic. We are trying to be an example of an environmentally responsible organization, and teaching people the right way to live in a model of environmental sustainability. 

 

To learn more about our interviewee, visit: 

https://www.seewinter.com/

 

James Fox, President, Maddox Group

James Fox, President, Maddox Group

By Max Crampton-Thomas

 

2 min read October 2019 — To be successful in the construction industry, a company needs to be flexible and cognizant about the sector’s constant state of change. A construction company also needs to be wary that even with new technologies in the market, at the end of the day, there is no way to control unforeseen issues and challenges. James Fox, president of Maddox Group in Boca Raton, discussed these ideas with Invest: as well as how his company is ensuring it remains as recession proof as possible in preparation for an eventual economic dip. 

With which business sectors are your services most in demand?

 

The sector where we’re seeing the most demand is, first and foremost, corporate interiors. Second would be medical offices, then industrial and finally retail. The demand for medical offices seems pretty self-explanatory: retired people relocate to Florida and enjoy the weather, which ultimately increases the need for more medical services. In regards to the demand for more corporate offices, the trend seems to be going toward Palm Beach County due to the simple fact that, in comparison to Miami, there’s more land and more opportunity here now.

 

How have you seen the demand for office types change? 

 

Traditionally a typical build-out would consist of new ceilings, new flooring, new lighting and specified work stations. Today’s young entrepreneur is building offices that aren’t really offices; rather, they are 360-degree workspaces where there isn’t an emphasis on a desk or workspace belonging to any one individual.

 

How has new technology changed the construction industry? 

 

In our industry there are always new technologies popping up to make construction quicker, but at the end of the day it’s still construction. The fact is that you’re building things, and issues are going to arise that are out of anyone’s control. What we do is tell our clients that this is our schedule and barring any unforeseen challenges you’ll be able to move in by this date. But like I said, things happen, and technology can’t always help avoid them.

 

How do you best protect your business in the case of another economic slowdown? 

 

Everybody wants to talk about when things are going to come back to reality in the construction market. People can theorize but no one actually knows. My thought process is to stay recession proof. Doing interior build-outs has been the key to this. When the economy dips, businesses don’t have the capital to relocate and build a new office; instead, they will take the space they are working out of and change the interior. Instead of going out into the market and claiming we do 20 different things, we focus our efforts on interiors and it works for us.

 

To learn more about our interviewee, visit:

https://maddoxgc.com/

Spotlight On: Courtney Orr, Ybor Development Manager, Ybor City Development Corporation

Spotlight On: Courtney Orr, Ybor Development Manager, Ybor City Development Corporation

Writer: Max Crampton-Thomas

2 min read October 2019 — Founded in the late 1800s, Ybor City is not only a staple in the Tampa Bay region but in the entire state of Florida. While it is not geographically large, Tampa Bay’s National Historic Landmark District has quite a large economic impact on the region. Invest: Tampa Bay recently spoke with Courtney Orr, the Ybor development manager for Ybor City Development Corporation, who discussed the impact of changing demographics on the district, respecting Ybor City’s history in light of ongoing development and the vital role young professionals play in the future of Ybor. 

 

How have the changing demographics of the region impacted Ybor City? 

The dynamics of Ybor City are shifting as we see an increase in the residential population, office users and one-of-a-kind restaurants and retailers. What’s most notable though is the influx of residents wanting to call Tampa’s National Historic Landmark home. Ybor has long been known strictly as an entertainment district and that mindset is changing with the current progressive shift underway. 

How are you working to improve Ybor City for the future while still respecting its history? 

Safeguarding Ybor’s historic features and history, especially the cigar industry from which Ybor City was built, is fundamental to the neighborhood’s success. The city of Tampa’s Barrio Latino Commission provides oversight to historic preservation by reviewing all development projects to ensure Ybor’s charm stays intact. We participate by offering a commercial facade grant to inspire historic preservation. This grant, along with other separate ones we offer, has made a tremendous difference throughout the historic neighborhood. Altogether, it helps breed additional private investment that enhances the district and ultimately will forever maintain Ybor’s charm.

Fortunately, Ybor draws very unique restaurant concepts here. Copper Shaker is one example of a successful restaurant opening its second location on 7th Avenue by the end of the year. New establishments like it preserve Ybor’s distinct vibe and with all the new residential development online, retailers are sure to follow.

What role do young professionals play in the development of Ybor City? 

Young professionals play a big role in the overall Ybor scene. They love the area’s walkability and many are willing to forgo their cars. They tend to favor smaller living quarters, if it guarantees them a certain quality of life in a stimulating neighborhood. As more young professionals move in so will office users to gain access to that creative talent, not to mention to enjoy all that Ybor has to offer too.

 

To learn more about our interviewee, visit: 

https://yborcityonline.com/

 

Spotlight On: Gary Gagnon, President & CEO, Gagnon Development

Spotlight On: Gary Gagnon, President & CEO, Gagnon Development

Writer: Yolanda Rivas

2 min read October 2019 — Gary Gagnon’s family has been involved in the real estate industry since the 1930s. Gagnon decided to follow in his family’s footsteps by creating Gagnon Development, LLC and  Gagnon Real Estate Investments, LLC. He also specializes in commercial income producing property in Central Florida. In an interview with Invest:, Gagnon described the benefits and strength of Orlando’s real estate sector. 

 

How would you describe the strength of Orlando’s real estate sector today?

Orlando’s real estate sector is stronger than most, since it is somewhat in a protective bubble because of being mostly tourism-driven, though we are actively trying to attract more tech-related businesses. Our unique location and economy protects us whenever there is a slowdown or recession. With low interest rates and prices increasing for commercial and residential real estate, fear is beginning to spread and people are starting to question if it is time to sell. Luckily, if the whole country takes a hit, I think Orlando is somewhat protected and should not be as harmed as much as the rest of the country would be.

 

Lenders are starting to get over their fears and they are starting to have a hunger to loan but are still being cautious and require larger down-payments or cross collateralization. Development is booming and we are seeing a high amount of capital in A-class products. However, the growth of new office space in Orlando has been historically stagnant and there is not enough large office space available. Orlando has several new office projects in the works, which should help satisfy the demand for new office space. Many of our international clients are choosing to build new office space instead of renting since it is less expensive than leasing at current rates. Orlando also provides an opportunity for investors to generate high cash flow with less investment dollars when compared to other cities such as Miami and New York. 

Which markets are seeing the most demand in Orlando?

Apartments continue to see great demand. E-commerce and big chain retailers transitioning to or expanding their online sales footprint have created an increased demand for large industrial space. We usually do build-to-suit projects specifically for a client’s needs, but we recently worked on a speculative flex space project with a client. That project consisted of smaller spaces with an office and showroom in the front and warehouse in the back. Along with the client, we were able to sell five of eight units before completing construction. A trend we are seeing in industrial is the smaller the square footage you build, the faster you lease or sell it. There is a demand for flex space and we are looking to expand in that area. Warehouses are in high demand, too. Many larger investors are looking for warehouses that have rail access. Office building is just now hitting its stride. Public storage is keeping up with supply and demand but we don’t see above average growth in that sector. Overall commercial real estate in Orlando is in very high demand and there is more demand than there is supply.

 

To learn more about our interviewee, visit:

Gagnon Development LLC: http://www.gagnondevelopment.com/