{"id":8613,"date":"2014-01-28T05:00:38","date_gmt":"2014-01-28T13:00:38","guid":{"rendered":"http:\/\/www.yardi.com\/blog\/?p=8613"},"modified":"2021-02-03T15:52:55","modified_gmt":"2021-02-03T23:52:55","slug":"stuart-tanz","status":"publish","type":"post","link":"https:\/\/www.yardi.com\/blog\/stuart-tanz\/","title":{"rendered":"Stuart Tanz"},"content":{"rendered":"

Stuart Tanz has a proven track record of producing impressive results for public investo\"Stuartrs in shopping center real estate. In 1997, as CEO, Tanz led Pan Pacific Retail Properties<\/p>\n

in its initial public offering.\u00a0 In just under a decade\u2019s time, Tanz and team grew the company from approximately $447 million in shopping centers, at its IPO, to over $4 billion in 2006 when the company was sold, generating a total return for IPO investors of over 600%.<\/p>\n

At his current company, Yardi client Retail Opportunity Investments Corp. (NASDAQ: ROIC), CEO Tanz and his team are well on their way again to producing impressive results.\u00a0 Starting from scratch in 2009, focusing on grocery and drugstore-anchored shopping centers in coveted West Coast markets, ROIC has already amassed a portfolio of shopping centers totaling $1.4 billion today.\u00a0 Looking ahead, Tanz and team hope to double the size of the company over the next three years.<\/p>\n

In a recent interview with CPE<\/a>, Tanz shared his insights on the landscape for retail shopping centers, his operating philosophy, and more.<\/p>\n

CPE: What brought you out of retirement?<\/strong><\/p>\n

Tanz: After the success we had at building Pan Pacific into the largest shopping center REIT on the West Coast, I was approached by the board of ROIC about transforming the company into a shopping center REIT.\u00a0 At the time, ROIC did not own any real estate, but they did have roughly $400 million in cash to invest.\u00a0 Needless to say, I was excited about the opportunity to build another successful REIT.\u00a0 When we started at ROIC in 2009, th<\/p>\n

\"Canyon
Canyon Crossing Shopping Center, Puyallup, Wash.<\/figcaption><\/figure>\n

ere were a large number of undercapitalized shopping center owners in our core markets, as a result of the recession, with very few bonafide buyers in the marketplace.\u00a0 We saw this as an incredible opportunity, unlike any we have ever seen in our 25 years in the business, and we worked very hard to capitalize on this.\u00a0 Since, 2009 we have been steadily amassing an irreplaceable portfolio of shopping centers.\u00a0 Today we own 53 shopping centers totaling over 5.4 million square feet.\u00a0 And we\u2019re just getting started.<\/p>\n

CPE: Where on the West Coast have you invested?<\/strong><\/p>\n

Tanz: Importantly, our strategy is to build a geographically diverse and balanced portfolio focused in demographically strong markets.\u00a0 Accordingly, we focus in four key regions:\u00a0 1) Northern California, primarily in the San Francisco Bay Area and Sacramento; 2) Southern California in Los Angeles, Orange County and San Diego; 3) Seattle, Washington; and 4) Portland, Oregon.<\/p>\n

CPE: What do you notice when you go to a shopping center as a consumer \u2013 not a property that ROIC has invested in?<\/strong><\/p>\n

Tanz:\u00a0 In the neighborhood shopping center sector, we believe what matters most to the consumer is convenience.\u00a0 When looking at shopping centers that we are considering acquiring, that\u2019s our primary focus – convenience.\u00a0 I think that is one of the keys to our success in terms of what we bring to the consumer with our shopping centers — convenience for basic retail necessities that are always in demand, regardless of the economic cycle.\u00a0 Our centers are frequented by our core customer base two to three times a week on average.\u00a0 Why? Because of our convenient locations and because of the daily-necessity retailers that we bring to our properties as key tenants.\u00a0 And this very consistent, repeated consumer traffic at our properties, in-turn helps to drive our ability to generate very stable, reliable income and dividends for our shareholders.<\/p>\n

CPE: Consumers don\u2019t need to buy groceries or pharmacy products by visiting a physical store now, if they don\u2019t want to. Why does investing in this type of retail still work?<\/strong><\/p>\n

Tanz: If your shopping centers are well-located, as our portfolio is, at major, heavily-traveled intersections, in the heart of densely-populated communities, and feature well-known retailers providing basic goods and services, consumers will opt to go down the street, purchase what they need immediately, as opposed to exclusively shopping on-line. Conveniently located shopping centers, with the right tenant mix, are the cornerstone of our continued success.<\/p>\n

CPE: What are some best practice priorities for ROIC\u2019s shopping centers?<\/strong><\/p>\n

Tanz:\u00a0 Always maintaining a balanced and diversified portfolio – not just geographically, but also with our tenant base.\u00a0 Given that the retailing industry is constantly evolving, maintaining a well-balanced, diverse tenant base is a top priority for us.<\/p>\n

CPE: How do you handle property management?<\/strong><\/p>\n

Tanz: Unlike many of our competitors that utilize 3rd-party property managers and leasing agents, all of our management and leasing personnel are employees of ROIC. We focus on carefully building the right chemistry and culture with our staff.\u00a0 Most of our team today has worked together for the past 15 years, dating back to our days at Pan Pacific.\u00a0 Having the right team and culture has been instrumental in our ability to keep our properties well leased and running at peak performance.<\/p>\n

CPE: What draws your investors to ROIC?<\/strong><\/p>\n

Tanz: I think there are four key attributes to ROIC that help set us apart with investors: 1) our management team, which has been together dating back to Pan Pacific – so, as a team we have a well-established, proven track record with investors; 2) the balance sheet of the company \u2013 we have one of the strongest balance sheets in the REIT industry; 3) the quality of our portfolio; and 4) our market focus –\u00a0 being the West Coast, which is considered by many to be among the most fundamentally-sound in the country, in terms of demographic profile, rent growth and barriers-to-entry.<\/p>\n

CPE: You serve on the board of the Southern California Lusk Center for Real Estate. What\u2019s your focus there?<\/strong><\/p>\n

Tanz: I\u2019m a graduate of USC, and remain very close to the school. The Lusk Center for Real Estate is one of the top real estate schools in the country.\u00a0 Along with striving to provide the board with support and insights, based on my 25 years in the business, I particularly enjoy and value mentoring the students as they come through the undergraduate and MBA programs.<\/p>\n

CPE: What other causes or philanthropies are important to you?<\/strong><\/p>\n

Tanz: Outside of the real estate industry, I am heavily involved in the Tanz Neuroscience Center at the University of Toronto, which my family established some 20 years ago.\u00a0 TNC has become one of the leading research centers in neurodegenerative diseases, including Alzheimer\u2019s and Parkinson\u2019s diseases.\u00a0 Closer to home, in the San Diego area, I\u2019m also involved in and support the Sanford-Burnham Medical Research Institute, which is another vitally important, leading research institution.<\/p>\n

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