SERVICES
Most retail portfolios don't need a full-time asset management executive. They need the experience, insight, and decision making one brings, for the hours the portfolio actually requires.
FIT
You own enough retail real estate to need senior oversight, but not enough to justify a full-time executive.
Your property manager handles day-to-day operations well, but nobody above them is checking the work.
The portfolio has grown more complex than ownership wants to manage directly.
You need experienced leadership around a specific transition, underperformance issue, or capital project.
HOW ENGAGEMENTS WORK
FIXED FEE, DEFINED SCOPE, SINGLE ASSET
A focused review of how a property is actually operating, typically completed in two to three weeks. The assessment covers four areas: revenue integrity, recovery performance, lease exposure and rollover risk, and management performance and accountability. It produces a written report with specific findings for each area reviewed.
If a fractional retainer follows within 60 days, the assessment fee applies toward the first month.
Best for owners who want a clear, evidence-based read on a property before committing to anything ongoing.
Start a ConversationTYPICALLY ONE TO THREE DAYS PER WEEK
Ongoing senior oversight scoped to the portfolio, covering the five areas below. Cadence is set with the ownership group directly: some portfolios need weekly involvement, others a lighter monthly rhythm with availability in between.
Best for owners with multiple retail assets and no senior asset management function in-house.
Start a ConversationA SPECIFIC PROBLEM, TRANSITION, OR INITIATIVE
Focused, fixed-scope involvement when an ongoing relationship isn't necessary: a management transition, a specific underperformance issue, or preparation ahead of a refinance or sale. Engagements are scoped in writing before work begins.
Best for a defined problem with a clear start and end point.
Start a ConversationSCOPE
These five areas account for most of what surfaces in a portfolio review. Most engagements begin narrower, focused on one specific issue rather than the full scope below. If what you're facing isn't listed here, raise it anyway.
Documenting how the portfolio actually runs so the operation doesn't depend on one person's memory. This covers the processes ownership assumes are documented: leasing workflows, vendor management, capital approval paths, and the handoff steps that matter during a hire, a departure, or a sale. An undocumented operation gets discounted by lenders and buyers at exactly the moment its value needs to be defended.
Consistent ownership-level reporting that makes properties comparable to each other and shows the portfolio as a whole, not as a stack of unrelated assets each reported on its own terms. The goal is a reporting structure ownership can actually use to rank performance and make capital decisions on evidence.
Evaluating the property management function from the ownership side, whether in-house or third-party. This includes establishing performance benchmarks the property manager is actually held to, and resolving operational issues as they surface, aged receivables or a workflow that was never formalized.
Budget assumptions, variance, and recovery performance, with particular attention to the mechanics retail leases turn on: CAM caps and exclusions review, co-tenancy-driven pro-rata shifts, and the gap between what a lease allows an owner to recover and what actually gets collected. Property management systems often do not report on the shortfall or recovery review on the lease level, which can lead to years of missed recovery revenue.
Ownership-side participation when capital projects need senior attention, keeping scope, budget, and timeline aligned with what ownership actually approved, and providing an experienced second set of eyes on decisions that don't come up often enough for an owner to have a strong internal benchmark for them.
Send over the situation and we'll identify the right starting point.