Op-Ed, Commercial Real Estate, Bay Area
greg fogg
TenantSee Weekly: What Do You See?

When you look at an office building, what do you see?  Maybe you see the architecture.  Maybe it’s the neighborhood, the restaurants, and amenities.  Perhaps, you see the views from within the building.  This is what most people see.  They’re all important.  But it’s what you don’t see that matters most.

TenantSee Weekly: What Do You See?
Op-Ed, Commercial Real Estate, Bay Area
greg fogg
TenantSee Weekly: Knowing Your When

We see a lot of confusion in the market around when to begin negotiations.  It’s not an insignificant consideration.  In fact, when you begin can make a huge difference in the outcome.  It’s understandable that tenants would not know when to start.  Brokers are not always keen to start at the right time, since compensation is derived by transacting and the closer the tenant is to lease expiration, the faster it will need to transact (and the fewer options it will have).  Good for the broker, bad for the tenant.  This creates a misalignment of interests that discourages thoughtful consultation on the front end – the more time a broker spends on a project, the lower the compensation. 

TenantSee Weekly: Knowing Your When
Op-Ed, Commercial Real Estate, Bay Area
greg fogg
TenantSee Weeky: A Big Decline in Rents, Four ...

Throughout 2020, the prevailing sentiment among investors in the San Francisco office market was one of relative optimism.  After all, despite the fact tenants were prohibited from occupying their buildings, they continued to collect full rent.  The buildings were full, with vacancy hovering around 4%.  Sure, companies weren’t happy about paying for space they couldn’t use, but business was good.  In many cases the tech sector (which makes up most of San Francisco’s office occupancy) was booming due to an even greater reliance on and usage of tech caused by pandemic driven changes in how people were living.  Throughout the course of 2020 there was no reason for San Francisco investors to panic, as few (if any) office occupiers were showing signs of developing long-term hybrid or remote-first strategies.  Most were simply focused on solving for ongoing operations as a temporary reaction to the pandemic.  Yet early indicators did point to a future in which companies would be shedding office space, as some expiring leases were not replaced.  This, coupled with the addition of new supply, caused a big increase in vacancy to nearly 12% by year end.  Despite this large uptick, the brunt of the sluggish demand dynamic was being felt in the sublease markets, where rental economics more accurately reflected the true state of the market.  Despite a total closing of the office market in 2020, average asking rents ended the year off just 6% from the pre-pandemic high.

TenantSee Weeky: A Big Decline in Rents, Four Years in the Making
Bay Area, Commercial Real Estate, Op-Ed
greg fogg
TenantSee Weekly: Modern Workplace Planning: ...

In the years leading up to the pandemic, most medium and small companies defined their office space need based on headcount (current and projected), space programming, and industry/sector norms.  The exercise was mostly formulaic.  The primary differences in the offices of a small, regional law firm compared to those of an AM Law 100 firm would be scale, the cost of finishes, and the quality of the building and views.  It was planning for the same outcome, just at different levels on the cost spectrum.  Companies having a larger portfolio of offices would typically create a “workplace strategy” that included guidelines around programming (e.g., space layout, office size, critical adjacencies, growth factor, finishes, FF&E, etc.).  These guidelines could then be used to inform the real estate process across geography.

TenantSee Weekly: Modern Workplace Planning: Solving for Experience Part I: The Purpose
Bay Area, Commercial Real Estate, Op-Ed
greg fogg
TenantSee Weekly: This, or That?

Negotiations are always about (or should always be about) this or that.  There’s always something else, maybe that something else is nothing (as in sometimes the best thing to do is nothing at all).  Decisions made without proper consideration of all relevant alternative scenarios are decisions made poorly.  As important, in the context of office lease negotiations, the best negotiated outcomes are directly correlated to the extent to which we understand the alternatives of the landlord counterparty.  This is a bit counter intuitive, allow us to explain. 

TenantSee Weekly: This, or That?

Bay Area

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TenantSee Weekly: Taxis and the Offices

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TenantSee Weekly: Taxis and the Offices

Technology replaces that which it improves. 
 
Not long ago, the streets of San Francisco were full of taxis.  Simply by raising your arm, you could hail a taxi in minutes.  Then, Uber and Lyft created their apps.  Their intention was always to disrupt an industry that hadn’t changed in decades.  Initially, many taxi drivers transitioned to become Uber and Lyft drivers, likely anticipating the technology would shift, not replace their work.  But that’s not how this is turning out.  Autonomous vehicles will replace human-driven, human transport solutions in major cities where taxi drivers once thrived.

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TenantSee Weekly: Disbributed (but only a little)

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TenantSee Weekly: Disbributed (but only a little)

Surveys indicate most workers favor a distributed workplace in which they can work from anywhere, any time.  When it comes to work, individuals focus (mostly) on their own specific benefits, as opposed to thinking about how the ways in which their work gets done affects the broader organization.  This makes sense, as one of the key benefits of our economic system is how it permits the individual to get ahead, to maximize its value.  Employees realize value in a variety of ways, including compensation and other variables.  Flexibility in where and when people work is high on the list of non-compensation related variables.

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TenantSee Weekly: Sell Your Occupancy by Leveraging Options

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TenantSee Weekly: Sell Your Occupancy by Leveraging Options

Negotiating a great office leasing outcome requires engagement with multiple prospective landlords over multiple rounds of negotiation.  It’s not just about having options; it’s about using them to create leverage.

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TenantSee Weekly: Planning for the Future, not the Moment

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TenantSee Weekly: Planning for the Future, not the Moment

Urban planning can go horribly wrong.  It often fails the test of time.  1950s America brought a surge in suburban development and car transportation.  It also led to one of the single worst American urban design decisions (my opinion), the development of the Embarcadero Freeway, originally intended to connect the San Francisco Bay Bridge to the Golden Gate Bridge by extending along the northeastern edge of the city as it hugs the bay -- effectively blocking the views along one of the most scenic corridors in any US city. 

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TenantSee Weekly: Impossible Math

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TenantSee Weekly: Impossible Math

Imagine you invested in an office building in San Francisco in 2015.  At the time, the building was 95% occupied.  You paid $750/sf for the building and secured a loan on 50% of the value at the rate of 3.5%.  50% of the building’s tenant leases rolled in 2023/2024, a fact you underwrote as opportunity, opportunity to increase net operating income by achieving higher rents.  Then the pandemic hit.

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TenantSee Weekly: Encumbrances

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TenantSee Weekly: Encumbrances

An encumbrance is a burden or impediment.  Office leases often contain rights which are exclusive to a specific tenant and which place constraints on the landlord’s ability to lease space to other, 3rd party tenants.  These rights are referred to as encumbrances.  When tenants consider leasing space in a building, one of the first things they should qualify is the extent to which the landlord’s ability to lease the subject space is subject to any encumbrances.  If so, the specific terms of these encumbrances must be understood before proceeding.

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TenantSee Weekly: I Was Told We'd Be Discussing the Office...

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TenantSee Weekly: I Was Told We'd Be Discussing the Office...

AI has summarized capitalism for me as follows:

“…an economic system where private individuals and corporations own and control the means of production, such as property, businesses, and industries. In capitalism, the core principles are profit motive, private property, and market competition. The government's role is limited to taxation and standard regulatory laws, and individuals are given the freedom to operate their businesses and manage their income as they choose.” 

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TenantSee Weekly: Connecting Your Advisor’s Fee to Value Creation

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TenantSee Weekly: Connecting Your Advisor’s Fee to Value Creation

In cities like San Francisco, tenant broker fees have increased significantly since the pandemic.  These fees are typically fronted by the landlord and recouped over the term of the lease through the rent paid by the tenant.  You may be wondering why landlords would offer more fee when rental economics are on the decline.  It’s because landlords think of the fee as an incentive to brokers to bring deals to their building.  As soon as one landlord increases the fee, others marketing comparable buildings follow suit because they want to ensure their building gets equal consideration (and they think brokers select which buildings to show the client based on fee – they (mostly) don’t).  When the markets are tight, as they were in the decade preceding the pandemic, landlords hold fees flat.  They don’t need to pay more to attract demand – the simple fact they have available supply is sufficient. 

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TenantSee Weekly: Friday

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TenantSee Weekly: Friday

Walking the near empty streets of downtown San Francisco on this beautiful August Friday, inspired us to ask our friend ChatGPT to craft a poem about the economic impact of workless Fridays.  Enjoy!

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TenantSee Weekly: It's What's Inside That Counts

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TenantSee Weekly: It's What's Inside That Counts

If you’re like me, growing up your mother told you no less than twice a day “…it’s what’s inside that counts” or “…don’t judge a book by its cover”.  I’m grateful for that advice, as it helps me be more mindful of bias, more open minded.  Did you know the same is true for office buildings?  That it’s not just about how the building looks, or where it’s located.  The nuanced details of the ownership, debt, and occupancy also matter…a lot.

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TenantSee Weekly: How Your Landlord's Tax Reduction May Cost You

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TenantSee Weekly: How Your Landlord's Tax Reduction May Cost You

Over the past several years, the market value of San Francisco office buildings has dropped by more than 30%.  Indeed, in some cases, asset values have declined much more, as evidenced by valuations associated with vacancy-challenged asset sales over the past couple of years.  Importantly, a large percentage of the San Francisco office market either traded or was financed in the years prior to the pandemic, when valuations were high and debt was cheap.  These activities created increased tax revenue for the city.

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TenantSee Weekly: What Comes Next For Office

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TenantSee Weekly: What Comes Next For Office

We’ve noticed an interesting shift in how companies are thinking about their offices.  For some time now, many companies have resolved to employ a hybrid approach to workplace, having employees work in office for a designated number of days each week.  In many cases, this solution was chosen more for how it seemingly struck a compromise between employers who wanted employees in the office and employees who sought freedom to choose.  To date, companies have been relatively lax in enforcing their workplace plan.  What’s changed?   Leadership is now becoming increasingly frustrated at spending on underutilized real estate.  Companies track space usage, and they don’t like what they’re seeing.  The occupancy reality is often way below what it would otherwise be if employees were following the hybrid work policy.  The company leasing 10,000 sf to accommodate an average of 10 workers each day is (painfully) aware of the wasted spend. 

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TenantSee Weekly: Work

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TenantSee Weekly: Work

Over the past several years the concept of work has undergone more change than at any point in recent history.  While there’s many narratives, one common discussion centers on changing where and when we work to make work less harmful to our health.  This is exemplified by remote work. 
 
Work can certainly be harmful.  Yet few among us can avoid harm.  Indeed, harm often comes to us in ways we cannot and do not anticipate.  Sometimes what seems good turns out to be bad.  The very world in which we live is full of harmful realities.  I’m not convinced the absence of work brings less harm.  Nor am I convinced the changes we’re seeing now around how and where we work are as good for us as we hope they will be.  I think we’re generally failing to account for a variety of negative consequences that are slowly becoming more apparent.

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TenantSee Weekly: Reinvention

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TenantSee Weekly: Reinvention

Physical places, buildings, towns, cities, and even entire countries are always changing.  Sometimes the change is progressive and less noticeable, sometimes it's more extreme and jarring.  Near where I grew up is the town of White River Junction, Vermont.  When I was a child, the town was mired in hard times.  But it wasn’t always this way.

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TenantSee Weekly: Active Listening, the Skilled Negotiator's Secret Weapon

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TenantSee Weekly: Active Listening, the Skilled Negotiator's Secret Weapon

Office lease negotiations are complex, involving numerous parties (the principals and their advisors), and covering a wide range of issues, from economic to legal.  The most effective negotiators are those who possess both a deep understanding of the markets, and the ability to actively listen while negotiating. 

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TenantSee Weekly: The Ingredients Matter

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TenantSee Weekly: The Ingredients Matter

Strategy is to occupier real estate what a recipe is to a great meal.  A recipe is more than the sum of its parts.  It’s about how each ingredient is prepared, how and when it’s added to the mix.  As with any recipe in which there are primary ingredients, vital to its success, similarly, every great strategy requires 3 main parts:

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TenantSee Weekly: From Blend and Extend to End and Extend

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TenantSee Weekly: From Blend and Extend to End and Extend

The so called “blend and extend” deal structure has a number of applications, among them a scenario in which a landlord might account for a downward adjustment to a tenant’s rent by amortizing the value of the adjustment with interest into a new term.  Say, for example, a tenant has 3 years remaining on a lease and the market value for the space has dropped from $75/sf to $60/sf.  The landlord would adjust the rate to market ($60/sf) and spread the $15/sf differential over the new term.  If the interest rate were 8%, and the term 7-years, this would add $2.80/sf to the rent. 

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TenantSee Weekly: Knowing Your When

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TenantSee Weekly: Knowing Your When

We see a lot of confusion in the market around when to begin negotiations.  It’s not an insignificant consideration.  In fact, when you begin can make a huge difference in the outcome.  It’s understandable that tenants would not know when to start.  Brokers are not always keen to start at the right time, since compensation is derived by transacting and the closer the tenant is to lease expiration, the faster it will need to transact (and the fewer options it will have).  Good for the broker, bad for the tenant.  This creates a misalignment of interests that discourages thoughtful consultation on the front end – the more time a broker spends on a project, the lower the compensation. 

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TenantSee Weekly: Sweet Spot

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TenantSee Weekly: Sweet Spot

How do you know when you’ve fully accessed market leverage in negotiating a lease extension?  It’s when you find the sweet spot, a place in which the economics of the potential relocation lease match the lowest value the existing landlord is willing to offer.  This is not a simple exercise of identifying the asking rents for alternative sites and asking the landlord to match.  No, instead, it’s a byproduct of a carefully orchestrated negotiation that involves 2 main elements: 

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TenantSee Weeky: A Big Decline in Rents, Four Years in the Making

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TenantSee Weeky: A Big Decline in Rents, Four Years in the Making

Throughout 2020, the prevailing sentiment among investors in the San Francisco office market was one of relative optimism.  After all, despite the fact tenants were prohibited from occupying their buildings, they continued to collect full rent.  The buildings were full, with vacancy hovering around 4%.  Sure, companies weren’t happy about paying for space they couldn’t use, but business was good.  In many cases the tech sector (which makes up most of San Francisco’s office occupancy) was booming due to an even greater reliance on and usage of tech caused by pandemic driven changes in how people were living.  Throughout the course of 2020 there was no reason for San Francisco investors to panic, as few (if any) office occupiers were showing signs of developing long-term hybrid or remote-first strategies.  Most were simply focused on solving for ongoing operations as a temporary reaction to the pandemic.  Yet early indicators did point to a future in which companies would be shedding office space, as some expiring leases were not replaced.  This, coupled with the addition of new supply, caused a big increase in vacancy to nearly 12% by year end.  Despite this large uptick, the brunt of the sluggish demand dynamic was being felt in the sublease markets, where rental economics more accurately reflected the true state of the market.  Despite a total closing of the office market in 2020, average asking rents ended the year off just 6% from the pre-pandemic high.