Advice I’m Giving These Days

Much of my time is spent counseling family owned and operated manufacturing and logistics providers. My role is one of a trusted advisor. Ironic in this approach - is I’m not paid like other advisors - CPAs and attorneys. Their services are billed by the hour. Commercial real estate professionals are paid to transact. No deal, no paycheck. Many have asked why I have approached the business this way for nearly four decades. To me it’s simple. If I focus on the payday rather than the advice - I become a commodity. If a premium is placed upon my counsel a relationship is formed. I become less transactional and more oriented toward the long term. Fortunately, some companies I encounter need to immediately lease or buy a location or find an occupant for a vacant one. But many times I’ll spend years grooming before my brokerage services are employed. So what advice am I giving these days. Please indulge me as I share a few examples.
 
Carefully watch the market - pricing finding support and resistance. As discussed previously, since the halcyon days of 2021 and early 2022 where space was being gobbled like a pizza on grad night - the leasing and selling pace has slowed. There’s no better example than what’s occurring in Class A industrial offerings. In 2021, any new construction brought to market was pre-leased prior to completion. Once the walls were tilted, the activity commenced. Once the roof was on, the lease was signed. Now we have several concrete boxes awaiting a resident. Many more will follow this year. Interesting is the activity in “less than class A inventory”. Aging buildings suffering from substandard warehouse fire protection, compromised loading, or ceiling heights which don’t allow for maximum stacking are finding favor because they’re 25% cheaper than their Class A cousins. Advice: The fish are there - you just have to go a little deeper. Read. Lower asking rates.
 
How to deal with MASSIVE rent increases. Tenants are choking on the massive rent increases landlords are proposing and which have occurred over the past three years. This may sound contrary to the previous paragraph. You may be thinking “hmmm. I thought he said rents are coming down”. Both are true. Here’s how. Let’s say you leased a 100,000 square foot facility in 2018. The prevailing rates during that time were around $1.00-$1.25 per square foot. For easy math, that’s $100,000 per month in rent. Most leases have annual rent escalators built in. In 2018 we were writing deals with 2.5%-3% annual bumps. So. That $100,000 you paid initially, became $112,550 or $1.12 per square foot for the fifth year of your lease. The last flurry of deals happened at over $2.00 per square foot or $200,000 per month - a whopping 77% increase! If you’re facing renewal time - you encounter those crazy new rates. But now inventory is sitting. No one is dealing at those $2.00 rates. They’re compromising by leasing a location with fewer amenities - because they can. In 2021 they weren’t available. Now they are. Advice: So don’t jump at that first offer your owner makes. Understand things will further soften until all this new stock is filled.
 
If you sell the engine, you’re left with the vehicle. For those operators we counsel who made a decision to own - vs rent - the location from which their company operates - a different challenge emerges. We see countless examples of the real estate value eclipsing the worth of the enterprise. The most extreme case we’ve witnessed was ten fold. Yes. The address that houses the operation is worth ten times more than the business. Wow! Orbiting in conjunction we find the operation has its rent subsidized. A real conundrum exists here. Part of the benefit of owning the building from which your business operates is you can charge any rental rate you want - within reason. The lease payments are deducted by the business as an ordinary business expense and the owner of the building receives monthly payments. These lease payments are a ding on profit. If the rents are subsidized - not at full market value - an unreal picture of the business’s profitability is painted. Should these rents be “marked to market”, the value of the enterprise declines because the multiple of the EBIDA returns a smaller amount. By the same token, if the business is not paying full market rental value, then the value of the real estate is understated. So what’s a mother to do? Advice: Ratchet up that rent.! If the company can’t afford it, maybe it’s time to seek cheaper quarters.
 
Excess space is challenging today. If you find yourself with space you don’t need, you have four alternatives to rid yourself of the excess. You can approach the owner of your building and ask him to let you out of your lease, you could propose a buyout of the remaining obligation of your lease, you could find a sub tenant who will take over your lease, or - and we never recommend this alternative - you could simply stop paying rent and cause your lease to go into default. Because many of the leases written over the past two years are over market today - alternative one is a non-starter. Most find the amount needed to buy out their remaining obligation is too hefty. Unless you’re an unfair dealer, four is out. So subleasing is left. Advice: Your goal should be to minimize the amount of time you continue to pay rent. In other words, find a replacement as soon as you can. Understand you are limited in what you can offer to the market in the way of tenant improvements and a term exceeding that of your of your lease. The best way to make a sublease space attractive to a perspective occupant is to trim the rate by 25 to 30% and hit the market with shock and awe.
 
Allen C. Buchanan, SIOR, is a principal with Lee & Associates Commercial Real Estate Services in Orange. He can be reached at abuchanan@lee-associates.com or 714.564.7104. His website is allencbuchanan.blogspot.com.