• Best advice for those trying to find their way in commercial real estate or brick and mortar, as well as, the best strategies for effective networking.
• The difference between good and great retailers.
• What is happening with big box? Major headlines and what do they mean.

Chris Ressa joined DLC Management Corp. in 2007. As Senior Vice President of Leasing, Mr. Ressa oversees leasing operations. During his tenure at DLC, his leadership has led to the successful repositioning of assets. His most notable leasing transactions have included TJX, Ross Dress for Less, Burlington Coat Factory, Dick’s Sporting Goods, The Kroger Company, Best Buy, Toys “R” Us, and Planet Fitness. Mr. Ressa received a BA in Economics from Rutgers University in 2005. He received his CLS (Certified Leasing Specialist) in 2010 and, in December 2012, became a member of the ICSC CLS Committee. His career started at The Sherwin-Williams Company as a Real Estate Manager handling the real estate for district/regional offices. Where he handled existing store renewals and new stores. He also worked for Ashkenazy Acquisitions as a Regional Leasing Manager where he was responsible for all leases in a portfolio of approximately 3.5 million square feet.

• 0:00 – How Chris’ wrestling coach lead him to a position at Sherman Williams
• 1:16 - Tech at your disposal “The intersection of Tech and Mortar was just scratching the surface.”
• 4:12 - Advice Chris would give his younger self.
• 5:23 - How did he know that real estate was a passion of his?
• 7:09 – The greatest tool in the industry
• 10:32 – Tips and best strategies for networking
• 14:43 – Importance of speaking in terms that people will understand
• 17:43 – Chris’ advice to new brokers
• 20:31 – The difference between good and great retailers
• 22:42 - What fundamentals is tech having the biggest impact on today?
• 25:50 - Susceptible to embrace technology?
• 26:52 - Examples of tech changes in real estate
• 29:26 - What does Chris see happening with big box?
• 29:36 - Rapid Fire Questions

• How Gregg’s retail background lead him to where he is today, The Shopping Center Group
• Why businesses should look at technology, mapping and general infrastructure when building the bridge between technologies and brokers
• Headed into The Shopping Center Group with an open mind Gregg starts tackling the job bringing in a new mapping platform
• Why is mobile and movement data so important in today’s day and age?

For twelve years Gregg Katz had worked hand-in-hand with an award-winning GIS & Analytics company, The Shopping Center Group. As the Director of Innovation and Technology there, he has developed a forward way of thinking. This allows him to create an infrastructure for data, analytics, GIS, mobile technology, marketing/branding, and research by leveraging information and tools. This ultimately aligns the company’s tactical plans for future growth with the needs of the company’s employees and consumers. Not only does Gregg manage his own team of 35 employees but he also does Tenant Representation and Consulting. He consults with national, regional and local companies – AT&T Mobility, The Children’s Place and Whole Foods. Utilizing his market expertise and relationships he helps locate, negotiate, and purchase the perfect location for his clients.

• 0:57 – How Gregg ended up at The Shopping Center Group
• 7:35 – Out of Hand Burrito Stand Location Deciding
• 10:15 – Emergence of new technologies
• 12:34 – Compare and contrast Orlando back in the day to here in 2018
• 16:01 – College Help: Broker Advice
• 18:18 – Broker Help: Broker Advice Continued
• 21:01 – First Initiatives 24:12 – House Renovation
• 25:29 – Advice to yourself six years ago
• 29:09 – Mobile and Movement Data
• 32:52 – Rapid Fire

• What sets apart a good franchisor from a great one?
• Jim’s reaction to those who respond to the question “Why are you doing it that way?” with “Because that is the way we have always done it”.
• The results of a company being resistant to technology.

Jim Balis leads CapitalSpring’s Strategic Operations Group, supporting due diligence, portfolio management, and industry knowledge building initiatives. He has several decades of management and turnaround experience in restaurant industry. Prior to joining Capital Spring, Jim was Founder and President of RMG a boutique advisory and turnaround firm serving the restaurant sector. He has directed numerous turnarounds and has acted as interim CEO or Chief Restructuring Officer for 15 restaurant companies. He began his food service career in high school, during which he held multiple management positions for local restaurants in New York. Jim holds a BA from Duke University.

• 1:13 – Jim’s story around founding the Restaurant Management Group
• 4:15 – Areas in need of improvement that are common among organizations
• 6:56 – Questions Jim initially asked when he began working with a business
• 7:55 – Why the traditional way of doing something isn’t always the RIGHT way of doing it
• 9:33 – Things that Jim pays attention to when visiting a restaurant that most people would not.
• 10:52 – The degree of attention to detail that speak to the level of leadership and culture of a company.
• 11:52 – Jim’s opinion on internal promotes versus external hires.
• 13:48 – Suggestions for finding new team members that will bring talent to a company and also fit the desired culture.
• 14:26 – The importance in developing your team members.
• 16:15 – What sets apart good franchisors and great franchisors?
• 18:43 – How technology changed the relationships between Franchisees and Franchisors.
• 20:41 – The transition from manual to automated work within restaurant management.
• 22:14 – Whether people were hesitant to embrace technology in the early days and how the reactions have changed.
• 25:45 – Rapid fire questions

• The evolution of predictive modeling, from drawing maps to machine learning, from the perspective of an industry expert.
• Data democratization.
• Why mobile data is the new "true trade area."

Larry Salinas has participated in the evolution of market research for the retail industry. From hiring internal Cartographers to leveraging the earliest of computers. Larry splits his time between New Jersey & Portland Maine. Larry developed the market research philosophy and team for a $7 Bn multi divisional company, as well as for Toys R Us. He is a rare combination of experience with a grasp of latest technology. Larry has worked with iconic brands such as Whole Foods, Toys R Us, and more.

• 1:00 – Larry describes the early stages of sales forecasting with Super Markets General
• 1:58 – How computers changed the forecasting process
• 3:18 – Larry’s manual process of analyzing a trade area with a stop watch and a map
• 4:38 – The introduction of the analog method
• 6:28 – Gravity modeling and how the industry changed because of it
• 7:53 – Limitations of an analog model
• 8:29 – Challenges with gravity modeling
• 8:59 – The gradual shift to regression modeling
• 10:23 – What Larry describes as multi-function modeling
• 12:09 – Larry discusses his experience in market research at Super Market General
• 14:11 – The timeline of transitioning between analog, gravity, and regression models
• 14:40 – The growth of Whole Foods
• 17:09 – The uses of segmentation data
• 18:05 – Larry’s search for the next leap in data
• 19:51 – Larry’s view on mobile data and how it will change market research
• 22:59 – The difference between an experienced and inexperienced analyst
• 26:20 – Rapid Fire Questions

• Lessons Lee learned from starting the first commercial real estate dept in Pinellas county FL to the early days of site selection.
• Commonalities of successful products particularly in the commercial real estate space, the drastic speed of technological evolution, and the reception of the industry.
• The story of one of the most successful people in land of development, Herb Brown. As well as, his habits and behaviors that contributed to his success.

Founder, Chairman of the Board and CEO of the Arnold Companies consortium of private companies including: Colliers International - Florida Markets, L.A. Financial and Clearwater Bay Associates. Collectively these companies provide commercial and investment brokerage, property management, valuation, development, and capital market services.

Lee’s forty years of real estate experience have centered around his specialization in large, one-of-a-kind marketing assignments with an emphasis on problem properties. Lee’s development and investment activities have been conducted under various partnerships and corporations. Development projects have ranged from a 2,300 acre Development of Regional Impact (DRI) in New Tampa to five star mobile home parks, office buildings, shopping centers, self-storage facilities, free standing retail developments, multi-family projects, and industrial/office parks.

• 1:07 – Lee Arnold’s experience with aviation
• 2:00 – How Lee Arnold transitioned from being a pilot to a businessman
• 3:15 – The creation of Lee Arnold Associates
• 4:52 – Real Base and its functions
• 6:23 – Why were people hesitant to adapt to technology in the past and why has that changed?
• 9:05 – What was the tech must have for Lee Arnold?
• 12:50 – What Lee Arnold learned from Herb Brown about conflict
• 14:12 – Lee Arnold discusses Herb Brown’s risky decision that lead to great success
• 16:20 – The real estate industry’s speed of adapting to technology change
• 20:47 – Rapid fire questions
• 24:40 – Lee Arnold reacts to Boston Dynamics’ new robots