Showing posts with label commercial lease. Show all posts
Showing posts with label commercial lease. Show all posts

Thursday, April 30, 2020

Leases In The Time Of COVID-19



COVID-19 has had a giant impact on our way of life, though at his point that doesn’t need to really be said. But with every day that brings us a new normal that we have to adjust to, it also brings new repercussions. That is also true for the commercial real estate sector, particularly commercial real estate investors and users.

As more and more businesses begin to shut their doors to work from home, or because of government mandates, questions have begun to arise for both owners of commercial spaces and their tenants. The biggest question of all, “do tenants have a right to stop paying rent due to the coronavirus?” This is a complicated question, one that, depending on how long the pandemic lasts, might be answered by the state, if not federal, government.

The answer to the question is, in most cases, no. Whether a tenant has a right to stop paying rent due to “force majeure” or any other number of clauses is ultimately based upon the specific language and terms laid out in each specific lease agreement. This, though, does not take into consideration if a floor or entire building is closed down by either the property manager or owner. Before mandating a floor or building closure, landlords and property managers should carefully review all possible impacts that decision could have.

While the legalese of each specific lease will ultimately determine whether a tenant is required to pay rent, landlords and tenants should still review their leases to ensure they understand their rights in these unprecedented times. 

At the end of the day though, due to the stress that many tenants, especially those in retail and hospitality, will be feeling at this time, the government may see it fit to step in and take extraordinary measures to ensure that businesses and people survive the financial impacts of the pandemic. For multifamily owners and tenants there have already been discussions within government of suspending rent payments, and some states, including New Hampshire, have already suspended evictions. This is also inclusive of commercial evictions as well.

The most important thing for tenants and owners to do right now is open up communication channels to discuss issues both tenant and landlord face, and come up with creative solutions that benefit both parties. For example, relaxing enforcement of continuous operation covenants, or, if a tenant comes to a landlord needing rent relief, entering into short-term arrangements that provide partial base rent abatement.

While challenges do indeed lay ahead, they can be overcome. By understanding that we are all feeling financial and personal stress right now, and finding ways to work with each other, we can come to a common ground that is fair to both parties. Taking this approach in life, and in real estate, will make dealing with the effects of COVID-19 at least a little easier to handle.


Thursday, April 16, 2020

Maintaining The Health Of Your Investment Property During COVID-19


The COVID-19 Virus has made a giant impact on the health of people around the world. We encourage everyone to be vigilant and follow the guidelines in place to protect oneself. Not to minimize the health effect, these articles will be about COVID-19’s impact on real estate, which is our expertise. The stock and bond market is widely transparent on a minute by minute basis and we hope to provide a transparency into the real estate market.



COVID-19 has thrown us all into unprecedented times. We’re all getting used to a new normal, and that is also true for commercial real estate investors and users. With the highly contagious nature of COVID-19, and its ability to live on different surfaces for multiple hours, and sometimes days, the cleaning of work spaces and common areas has never been more important to maintain the health of building tenants and guests.

But, responding to this pandemic starts with awareness. Owners and property managers should consider educating their tenants on steps that they can take to limit the chances of others getting sick. Spreading information through emails, mailers, and posted notes can be done to ensure that tenants are aware of what the disease is, how to prevent it, and how landlords and property managers are monitoring the situation and keeping tenants informed of updates, and especially what precautions are being taken.

Awareness is only part of the battle, though. Landlords and property managers should be proactive about disease control measures. The frequency of regularly scheduled cleaning could be increased, with a primary focus on making sure that regularly touched surfaces, such as door handles, counters, devices, etc. are cleaned as frequently as possible. Consider stocking up on disinfectants and supplies, and hand sanitizer and disinfecting wipes could be made available in all common areas.

According to some experts, though, the first line of defense against COVID-19 is improving a building’s air quality. Improving air quality is not only the best way to improve a building’s health, but also give it its biggest ROI. Owners or facility managers could consider running the fans, upgrading the filters, and keeping the filters clean. Also, by letting in fresh air in large quantities, owners and property managers can help dilute airborne contaminants, reducing the risk of infection.

If improving air circulation is not an option, then investments could be made on improving air circulation. By upgrading filters to what’s known as an MERV rating of 13 or higher (which is what hospitals use) filtration systems will be able to catch more than 80 percent of viral particles. Higher humidity ranges, between 40 and 60 percent, are also optimal for lessening a virus’ ability to spread, but tenants’ comfort level should be kept in mind when exercising this option.

In the event that a guest visiting the building has been diagnosed with COVID-19, owners do have an obligation to notify all other tenants and occupants of the building that a person who has entered the building has tested positive for the virus, and what steps are being taken to ensure tenants’ health and well-being. All common areas should be, if possible, closed off for a deep clean and disinfection. Depending on the terms of the lease the tenant signed, owners and property managers may or may not be responsible for the deep clean of the tenant’s space, and that includes any extra precautionary cleaning as well.

Owners, property managers, and even tenants, can no longer sit idly by and hope that COVID-19 doesn’t affect them. It is all of our responsibility to help flatten the curve, and that begins with being proactive about the health of a building. The sooner we flatten the curve, the sooner we can get back to normal.

Wednesday, June 08, 2016

NAI Norwood Group Welcomes Jeff Lessard

BEDFORD NH - NAI Norwood Group is pleased to announce Jeff Lessard has recently joined the firm as a commercial real estate Advisor in the Bedford office. Jeff is a 2015 graduate of Saint Anslem College, graduating with honors as a member of the Dean’s list. While at Saint Anslem, Jeff was actively involved in numerous school activities, in addition to his active participation with local community & charitable organizations. Jeff initiated and spearheaded the efforts of Relay for Life, multiple St. Jude fundraisers and marketing foundations, as well as holiday food baskets for those in need.

As Jeff was interviewing with several other prominent commercial real estate firms, it became evident to Jeff that in order to succeed in this highly competitive business, as with high level athletics, the importance of surrounding himself with great teachers, mentors and coaches. “Going around to the other firms in the area, I recognized the importance of aligning myself with those that possess the same level of desire, passion and tenacity that I will bring to the firm. I met with a lot of great individuals, but to be honest, the level of dedication to training and one-on-one coaching is exactly what anyone new to this business needs to be successful over the long term. The Norwood family name is synonymous with New Hampshire commercial real estate. I am truly looking forward to great things with the Advisors and leadership at NAI Norwood Group. Something else that really impressed me is the level of comfort and family culture that is carried out by everyone at the firm,” said Lessard.

Jeff recognizes that since he is just starting what will be a long successful career in the commercial real estate industry, he needs to learn as much detail as he can about the differences between each sector of the industry in order for him to best serve his clients and fully understand and appreciate the nuances of each property type. Jeff looks forward to experiencing the depth and breadth of the Advisors experience he can always access at NAI Norwood Group, and the feeling is mutual. Said Karl Norwood, Founder and Principal of the firm bearing his name, “We are extremely proud to have Jeff join our Team. Along with two other recent additions to our Advisory Team, Jeff brings a level of enthusiasm and desire to learn that is refreshing and contagious by all! I’m confident our relationship together will be mutually gratifying and I am excited to follow the trajectory of Jeff’s personal and professional growth with our company.”

Jeff is actively involved in local and statewide business groups, chambers of commerce and other networking initiatives. He is extremely well versed at placing customer and client needs ahead of all else, having deep experience with customer service and exceeding expectations at his previous work related experiences.    

Jeff grew up locally and will initially focus his real estate activities in southern and central New Hampshire, bringing local business and community insight and tenacity to each assignment.

Thursday, September 10, 2015

CoStar Presents NAI Norwood Group with 2014 Power Broker Award

Bedford NH – In August 2015, CoStar presented NAI Norwood Group with the 2014 Power Broker Award in the category of Top Leasing Firm in the Greater Boston Area. This award recognizes companies that achieve high levels of leasing transaction volume in 2014, in which a company acted as the agent or broker on any office, retail, flex and industrial property lease transaction.

CoStar's commercial real estate database is the largest and most comprehensive database of commercial real estate information in the country. They create opportunity through a combination of reliable tools, resources, and deep understanding on over 4.5 million commercial real estate properties in today’s market.

NAI Norwood Group is an affiliate of NAI Global, the world’s leading managed network of independently owned commercial real estate brokerage firms.  Through this network of 355 offices in 55 countries, NAI Norwood Group is able to leverage their 45+ years of dedicated local experience around the world. With our extensive background and strong local contacts, we are able to assist individual corporations in negotiating leases, sales, business brokerage, investments, relocation, site selection and development. For more information please visit www.nainorwoodgroup.com. Or contact one of our offices: 116 South River Road, Bedford, NH 03110, (603) 668-7000 or 28 Deer Street Suite 301, Portsmouth, NH 03801 (603) 431-3001.

Thursday, July 23, 2015

Matthew Bacon Joins NAI Norwood Group

Bedford NH – NAI Norwood Group is pleased to welcome Matthew Bacon to the Bedford team. Matthew’s primary focus is investment property sales and commercial leasing in southern and central New Hampshire. Matt comes to NAI Norwood Group with a residential and multifamily investment real estate background. He is looking forward to making the switch to full time commercial real estate.

Matthew graduated Cum Laude with Honor’s Scholar distinction, elected to Psi Chi from Eastern Nazarene College in 2006.  He is enrolled in the MBA program at Southern New Hampshire University, and is a member of The National Society of Leadership and Success.  Matthew also serves on the NH Association of Realtors Public Policy Committee as well as the Communications Committee.


Outside of the business world, Matthew serves on the Board of Trustees for Fellowship Housing Opportunities, Inc in Concord, NH.  He is a past Big Brother, and 2010-11 member of the Easter Seals Veterans Count Club.  He is also active in several area networking groups, and is a former member of the Concord Young Professionals Network Social Committee.  Matthew also attends Manchester Young Professionals and Job Creators Network events regularly.

We are looking forward to working with Matthew as he continues his career by providing the services needed for his clients to succeed.

NAI Norwood Group is an affiliate of NAI Global, the world’s leading managed network of independently owned commercial real estate brokerage firms.  Through this network of 355 offices in 55 countries, NAI Norwood Group is able to leverage their 45+ years of dedicated local experience around the world. With our extensive background and strong local contacts, we are able to assist individual corporations in negotiating leases, sales, business brokerage, investments, relocation, site selection and development. For more information please visit www.nainorwoodgroup.com. Or contact one of our offices: 116 South River Road, Bedford, NH 03110, (603) 668-7000 or 28 Deer Street Suite 301, Portsmouth, NH 03801 (603) 431-3001.

Monday, April 27, 2015

Assets - by Greg Whalen and Bill Wagner

Market Trends

“The sum of the parts...may be greater than the whole”

Rising real-estate values provide a cyclical opportunity for repositioning assets and generating cash. According to the WSJ, March 25, 2015 edition, Sears Holdings Corp just announced that it would split off as many as 300 of their best locations into a separate company by June to raise money.  Hudson’s Bay Co., the Canadian parent company of Saks Fifth Avenue and Lord & Taylor, announced last month a joint venture with U.S. mall operator Simon Property Group to sell and lease back 42 of their department stores with plans to split off the venture into a real estate investment trust (REIT). And Darden Restaurants, the world’s largest full service restaurant company, with brands such as Olive Garden, Long Horn Restaurant and Capital Grille, is exploring options for monetizing its real estate portfolio.

Do those same metrics hold true for the small, individual operator/investor as well? Absolutely.  It’s all about cleaning up the balance sheet. Whether you are a single or multiple property owner, with one or several locations, owner occupied or landlord, keeping an eye on the bottom line is crucial.  Think in terms of a property “check-up”. How healthy are my real estate assets? How often should the portfolio be examined/monitored? The short answer is constantly. Absenteeism on the property front does not make the pocketbook grow fonder. On the other hand, too much tweaking, tinkering and meddling will get you into trouble every time, a clear sign one is chasing the market. An annual in-depth performance review should be mandatory, coupled with an analysis to determine options for unleashing value and cash.

Rather than disposing of a real asset in its entirety, think in terms of its parts. Consider the example of a property comprised of land and a single building with multiple tenants. Options abound: sell the building only and retain the land in the form of a ground lease, sell the ground lease and retain the building, or convert the property to a condominium (include the site as part of the value for each unit or once again, retain the land in the form of a ground lease to the condo association and sell the bricks and mortar only). Liquidating an asset in parts will not always be the best solution, but it deserves equal consideration before making a final decision.

Check with Bill and Greg to help you navigate through these unchartered waters.     

Services

Off-Market Opportunities

The Portsmouth commercial market is replete with property owned for many years by the same family or entity. Whether as an owner or an active investor, often times you may be approached to see if you would be interested in selling your property or purchasing a new one. 

What to do and how best to respond? As this month’s Market Trends article suggests, you need to analyze your situation to see if you would consider selling or buying property, but only if the transaction meets the goals you and your family have established. These circumstances often require off market representation, which means the Whalen Wagner Team will use its expertise and client base to help develop a strategy which will enable you to achieve your goals, within the parameters you establish, by matching buyers and sellers with similar needs.

As a seller, you will want to address the following:

¨ What is the up-side potential of my property?
¨ How does the market perceive my property?
¨ Are there investors looking for my type of property
¨ How do investors evaluate the worth of my property?
¨ What can I do to increase its value?

As an investor you will want to explore the following:

¨ What types of properties meet my objectives?
¨ Are there properties in Portsmouth which meet that criteria?
¨ What is the best way to contact a prospective seller?
¨ Who can I rely upon to represent me in the marketplace?
¨ Are there opportunities in both the private and public sector?

As local service providers with a long track record of success, the Whalen Wagner Team will guide you through the process of making more informed decisions that will minimize cost and maximize value. With the Whalen Wagner Team you get an ally and aide-de-camp for sound advice and real estate stewardship.

Call us today for a creative perspective on how to advance your business plan and real estate objectives.

Greg Whalen
o: 603.637.2019 | c: 603.674.7800

Bill Wagner
o: 603.637.2014 | c: 603.494.7967

28 Deer Street Suite 301 | Portsmouth, NH 03801 | 603.431.3001
nainorwoodgroup.com | info@nainorwoodgroup.com


Thursday, October 24, 2013

Charles Goss of NAI Norwood Group Leased 22,700 SF in Newington

Newington NH – NAI Norwood Group is pleased to announce the leasing of 22,700 SF at 436 Shattuck Way in Newington. Chuck Goss represented the landlord in each of these transactions.  Ted Mooney, of EF Mooney LLC (the Landlord) said: "Four months ago I was 60% vacant, I called Chuck, who had helped me in the past, and now I am fully leased and very grateful for his efforts. Enough said."
                                        
Over the last three months Goss coordinated three separate leases to fill the vacancies at 436 Shattuck Way. Port City Events needed a home for their recent purchase of Sperry Tents Inc. and leased 15,000 SF of warehouse space.  Stoneface Brewery is the NH Seacoast's newest mirco brewery and will soon be making their special blend on the eastern side of the newly expanded Sullivan Bridge in 5,500 SF. NEO Energy has leased, the recently vacated, 2,200 SF unit in the building to test their cutting edge biomass to energy process.

NAI Norwood Group is an affiliate of NAI Global, the world’s leading managed network of independently owned commercial real estate brokerage firms.  Through this network of 355 offices in 55 countries, NAI Norwood Group is able to leverage their 45+ years of dedicated local experience around the world. With our extensive background and strong local contacts, we are able to assist individual corporations in negotiating leases, sales, business brokerage, investments, relocation, site selection and development. For more information please visit www.nainorwoodgroup.com. Or contact one of our offices: 116 South River Road, Bedford, NH 03110, (603) 668-7000 or 28 Deer Street Suite 301, Portsmouth, NH 03801 (603) 431-3001.

Wednesday, September 11, 2013

NAI Norwood Group Helps Flip City Find New Space

Merrimack, NH – NAI Norwood Group is pleased to announce the lease transaction that facilitated the expansion of Flip City. Aron Brown of NAI Norwood Group represented Flip City Gym in leasing 9000 SF at 746 Daniel Webster Hwy in Merrimack NH. Matt Toolin of Fini Real Estate represented the landlord in the negotiations. Flip City is expanding to a second location. A five year agreement was signed.

"The Flip City, LLC. is home to The Touch of LUCK Foundation™ . The non-profit corporation is built around a health & fitness based initiative to be proactive in the fight against preventable disease. 'One child at a time, we can change the world'!"

NAI Norwood Group is an affiliate of NAI Global, the world’s leading managed network of independently owned commercial real estate brokerage firms.  Through this network of 355 offices in 55 countries, NAI Norwood Group is able to leverage their 40+ years of dedicated local experience around the world. With our extensive background and strong local contacts, we are able to assist individual corporations in negotiating leases, sales, business brokerage, investments, relocation, site selection and development. For more information please visit www.nainorwoodgroup.com. Or contact one of our offices: 116 South River Road, Bedford, NH 03110, (603)668-7000 or 100 Market Street Suite 200, Portsmouth, NH 03801 (603) 431-3001.

Wednesday, January 30, 2013

How to Determine the Cost of Office Space

Let us assume for a moment that you own and operate a “typical” New Hampshire business. You have 10 employees and are searching for new office space but over the next five years you think there will be another 10 employees. You have projected the salaries of those new employees into your model moving forward. You have accounted for salaries, benefits and even for training and potential changeover. But what is the true cost of those employees as it relates to the facilities and what is that going to be over time?

We normally do not link our physical office space to cost per employee however it is just a short step to do so. Let us assume for a moment that it costs you $20 per square foot to occupy office space in New Hampshire. That includes your utilities, taxes, base rent etc. I choose this number because it is fairly representative of an average rent that most people pay, and more importantly… it makes the math easy. So if you are paying $20 per square foot to occupy your space, how much space do you need for your 10 employees and the 10 additional people to grow? You may say that a cubicle is 8 feet by 8 feet or 64sf total, or you may say that that private office is 10 feet by 12 feet or 120sf total.  Therefore one employee sitting in the private office costs you 120sf times $20psf or $2400 per year.

This however would not be realistic to the market. Each office needs hallways for access; conference rooms for meetings; kitchens for eating; receptions for clients; bathrooms for…. you get the idea.  If you are planning for additional growth you cannot simply use 64 or 120 square feet to budget.  So what number do we use? Let’s ask the federal government.  Seriously. According to a 2012 article the General Services Administration in conjunction with OGP Office of Real Property Management concluded that the average federal employee needs 218sf.


Say what you will about the feds, but this figure proves to be fairly close. A 2010 article by Roger Vincent of the Los Angeles Times discussed a number slightly north of 200sf per person, which has been declining over the years. In the 1970s, Vincent reports, employers had budgeted 500sf per person. Technology and work place styles have caused that number to be cut in half. The trend continues; think about your doctor’s or lawyer’s office, or where you work currently. Think about how trends have changed over the years and space as compressed.  If you are this hypothetical CEO looking for 20 employees, think about how many employees will have permit desks versus hoteling on a short term basis? What other efficiencies can you gain over time?

So according to the Times forty years ago office space cost 500sf times $20psf or $10,000 per employee and today that same space is 200sf times $20 or $4,000 per employee per year.  Should you consider that $4,000 or lower number when projecting out? Will the trend continue? Some experts have predicted the number to go as low as 50sf per employee by the end of this decade.  If you are signing a ten year lease can we project out that you are going to need the same foot print but double or triple the employee density?

In the end however the truth is somewhere in the middle. Yes technology and work style has compressed our need for office space, but let’s take into consideration a local investment bank in Boston reportedly shrinking its 1,000,000+ sf of office space into just over half that amount and not losing an employee.  In the end the macro trends and the size of this employer allow them to increase the density. In a company that large you can make assumptions about travel or time off.  They can host servers off site. They can cut back on the number of conference spaces or other gathering areas. However in the end if you are a small 10-20 person shop there are still things you must have. Perhaps you must have a conference or kitchen area or sever. Certainly you would not want to cut back on the hypothetical CEOs office. All of these things are not as scalable.

In the end, unless your business model calls for something else, plan on the following the government’s lead and hedge on the side of caution, 250+ per person is a good range. While 50sf may sound great from a budgeting perspective it may not be the best for recruiting as some jail cells are larger than that.

Friday, June 08, 2012

Press Release 21 Congress St. Portsmouth

Portsmouth, NH – Andy Fleisher of NAI Norwood Group Portsmouth announces that Thirsty Moose Taproom & Pizzeria, LLC has leased the property at 21 Congress Street, Portsmouth, NH. Andy Fleisher of NAI Norwood Group represented the landlord, Wenberry Associates, LLC and Chris McInnis, Paul McInnis, Inc. represented the tenant.

The Thirsty Moose moved in May 1, 2012 and will be opening soon. Owners Joe Kelley and Carrie Stepien have given the place a face lift complete with a new bar and a replica of the Memorial Bridge inside. They will have an amazing 100 beers on draft to accompany an American Bar & Grille Menu featuring meats made in house from scratch and gourmet pizza. Joe Kelly and Carrie Stepien also own and operate Joe’s New York Pizza and Fat Belly’s in Portsmouth.

Property consists of 7,000± square feet of restaurant and kitchen space and a 2,000± square foot lower level space that is built-out for a bar, with area for music and/or dancing.

NAI Norwood Group is an affiliate of NAI Global, the world’s leading managed network of independently owned commercial real estate brokerage firms. Through this network of 355 offices in 55 countries, NAI Norwood Group is able to leverage their strong local experience around the world. With our extensive background and strong local contacts, we are able to assist individual corporations in negotiating leases, sales, business brokerage, investments, relocation, site selection and development. For more information please visit
http://www.nainorwoodgroup.com/. Or contact one of our offices: 116 South River Road, Bedford, NH 03110, (603)668-7000 or 100 Market Street Suite 200, Portsmouth, NH 03801 (603) 431-3001.

Monday, June 04, 2012

Andy Fleisher Leases 12,000SF




PRESS RELEASE Contact: Kelly Henson 431.3001

Portsmouth, NH – Andy Fleisher of NAI Norwood Group Portsmouth announces that EmersonMade, LLC has leased a portion of the property at 933 US Route One Bypass, Portsmouth, NH. Andy Fleisher of NAI Norwood Group represented Sarnia Properties and assisted EmersonMade, LLC. The 12,000 SF mixed use building will be used as warehouse and distribution for the high end women’s clothing manufacturer.


EmersonMade, LLC, also known as Emerson Fry, is described as “a company that believes in celebrating the uniqueness of the individual, the joy of being alive and all the smallness that makes up the Big Beautiful.” The company moved into the space on May 25, 2012.


The nearly 60,000 SF building on 3.51 acres used to be Portsmouth Paper Company and still has 32,000 SF available for lease. The building has been upgraded to accommodate a variety of tenants. To inquire about purchasing this investment property contact Andy Fleisher at (603)637-2001.


NAI Norwood Group is an affiliate of NAI Global, the world’s leading managed network of independently owned commercial real estate brokerage firms. Through this network of 355 offices in 55 countries, NAI Norwood Group is able to leverage their strong local experience around the world. With our extensive background and strong local contacts, we are able to assist individual corporations in negotiating leases, sales, business brokerage, investments, relocation, site selection and development. For more information please visit http://www.nainorwoodgroup.com/. Or contact one of our offices: 116 South River Road, Bedford, NH 03110, (603)668-7000 or 100 Market Street Suite 200, Portsmouth, NH 03801 (603) 431-3001.

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Monday, April 23, 2012

How to Tenant Your Building in Today’s Dynamic

by Chris Norwood, cnorwood@nainorwoodgroup.com
Spring is here. The clocks have been set forward and the flowers are blooming. The Red Sox are dusting off from last season and the B’s and C’s are planning for the post season. As we look forward to some late season action, we got to thinking: How is tenanting your building much like a late season or post season sporting game?

At the end of the 2004 season, Terrell Owens at the prime of his career with the then NFC Champion Philadelphia Eagles was set to play the New England Patriots in the Superbowl. We all know that the Pats went on to win that game, but on the losing side of the ball, Owens played one of the more dramatic roles in a Superbowl loss. Owns snagged nine receptions for one hundred and twenty two yards in a loss, on a broken fibula. Win or lose it was the last game of the seasons so he went out there with a broken leg and played.

Game six of the American League Championship Series against the New York Yankees in 2004. In a must win scenario, Curt Shilling takes the mound for the Red Sox with his injured ankle. It was “do or die” and in those situations anyone is available. Any player, injury or not, rest or not is available to pitch or be in the field, because “there is no tomorrow”.

As bleak as “there is no tomorrow” may sound, it has its applications in real estate as well. When positioning your property to the market and to prospective tenants what are your realistic terms to get the property leased. Would you take a short term lease? What about the credit of the tenant you are seeking? Would you consider a gross lease? What about pricing? What role does your lender play? Often times properties are marketed like it is an early season baseball game. We will field our team and see what happens, if our pitcher gives up a few hits, we will leave him in and see if he can work out of it.

We feel that today’s market is much closer to a post season game. You want to leave some players warm in the dugout or in the bullpen, but make sure you put your best team on the field. Consider lowering the price, or furnishing the space. Not all lease negotiations are about the rental rate.If you would consider improving the space, why wait, do it now to attract the tenant or have a conceptual or a rendering done. It makes sense to have these discussions before the property is put to market and before the marketing has been created.
Most real estate plays out that a landlord will put property out there for lease and a tenant comes along and puts in an offer. The landlord, feeling he has some negotiating room puts in a counter offer, figuring that there is one more bite at the apple. But the apple never comes back, the tenant relocated to another building. Negotiations in today’s economy are one or two innings, not nine like they used to be.
Most importantly in today’s market, once a tenant is found and has some interest in the space, give Shilling the ball. Put your best foot forward, bloody sock and all, and give your best offer to the tenant. The Sox had a game seven that year and went on to win the World Series for the first time in generations. A landlord may not have the luxury of a game seven.

Friday, March 16, 2012

Just What Am I Surrendering In a Surrender Clause?

by Chris Norwood, cnorwood@nainorwoodgroup.com
If you have a lease, either as a tenant or as a landlord, there is no telling how many pages it could be. Some of you may have three page leases, others thirty or more pages. It is safe to assume that if you have a three page lease, the likelihood of a surrender clause being inside is slim. But no matter how many pages, review your lease to find out if you have this clause, it could make all of the difference when the lease is done.

Surrender does not mean that you are laying down your arms and raising the white flag. In this case we are discussing what the condition of the leased premise will be when the tenant vacates the space. The clause will dictate what should stay or should leave with the tenant and what the consequences are if the tenant does not perform based on that outline.

There are no standards when it comes to what to expect when a lease is up. It is fair to say that reasonable wear and tear (carpet stains, wall marks) is acceptable to landlords, however this is not always the case. The largest thing to investigate from both a landlord and a tenant’s perspective is what if there has been construction. What happens then?

CASE STUDY:

Sally’s Seashells sells seashells in the seacoast. In her original 5 year lease Sally leased 1000sf in a small strip plaza. In her third year space was going so well that she leased an additional 1000sf. She knocked out a firewall that joined the two units and build out some new offices. In addition she installed, at her cost, a new loading dock so she could get larger seashells delivered. Now five years is up and she is leaving… What now?

In a simple context, most items that are affixed to ground will stay with the landlord. This would include new offices and a loading dock. But what if the loading dock at an electronic leveler, that was movable? What about the demising firewall, should Sally install a new one to put it back how it was? What if 2000sf units are now more leasable than 1000sf units?

A seemingly black and white lease clause becomes somewhat variable based upon market conditions and the desires of both parties. The recommendations, though simple, are very effective. 1) Before entering a lease, take pictures and itemize what is there. 2) if either side performs construction or amends the lease, itemize everything and discuss your intentions. 3) when tenants are known to be leaving start the conversation early, you may find that both sides share more common ground.

There are no guarantees and leasing is no exception. As such there are no “standards” when it comes to lease language, you must consult your own lease and your own counsel if necessary.  However, our team is always available should you have any questions on this clause or any other’s in your lease, we will be happy to point in the right direction.

Wednesday, February 22, 2012

Nothing But “Net”, and Other Lease Types

If you are out in the market looking for space you may notice there is a huge gap in rental prices. We agree, the market today is very volatile and landlords have all sorts of different prices that they are willing to accept. However the biggest question you should ask yourself is if you lease “what else are you going to pay for”?

Each month when you as a tenant write a check to the landlord that may only cover a portion of the rental obligation. Depending on the type of lease you may have to write more checks. The spectrum of leases looks like this:

Full Service
Gross
Modified Gross (or Modified Net)
Triple Net

As you move from the top of the list to the bottom you will find the tenant comes out of pocket for more of the expenses. At the bottom there is the triple net lease; in this lease the tenant has to pay a base rent and additional rent for all expenses associated with the space (taxes, plowing, building insurance etc). In a modified gross scenario both parties agree that the expenses should be divide somehow. Perhaps the landlord pays for the taxes and insurance, but the tenant pays for the utilities. When we move up to a gross rent, the landlord is now paying for most all of the expenses and the tenant is writing one check only to the landlord. However, the tenant may still have to pay for the increases of these expenses over time. A full service lease is a gross lease on steroids (my apologies to major league baseball). Full service denotes a single payment to a landlord from the tenant, but the landlord is adding in some items that may not be typical such as interior cleaning or data.  But these are all hypothetical at it is important to review your lease to see what is or is not included.

In the end most people look at these leases and think that one is more or less expensive that the other. The reality is that the lease type has little bearing on the overall expense. If two buildings were exactly the same across the street from one another, except one was triple net and the other was marketed as full gross, our experience would tell us that in the end the total payments made by the tenant to the landlord would be about the same. The big difference is in the risk on the expenses. On a triple net lease, the tenant has the most exposure to the increases in taxes and other common fees. Depending on how your gross lease is written, you may have all or only partial exposure to these risks.

There are no guarantees and leasing is no exception. As such there are no “standards” when it comes to lease language, you must consult your own lease and your own counsel if necessary.  However, our team is always available should you have any questions on this clause or any other’s in your lease, we will be happy to point in the right direction.