COMMERCIAL REAL ESTATE 2013AWARDS - SDBJ.com · Sherman Oaks 15250 Ventura Blvd. #100 Sherman Oaks, CA 91403 818.986.9800 Phone 818.783.9260 Fax Calabasas 26050 Mureau Rd., #101 Calabasas,

March 4, 2013 • An Advertising Supplement to the San Fernando Valley Business Journal

COMMERCIALREAL ESTATEAWARDS

2013

ON Tuesday, Feb. 26, the San Fernando Valley Business Journal hosted the 2013 Commercial Real EstateAwards. The event was held at the Hilton Universal City and was attended by more than 175 of the SanFernando Valley’s elite real estate professionals. The awards recognized the biggest, best and most notable

commercial real estate projects and transactions of the past 18 months. The Business Journal honored the develop-ers, general contractors and architects of 7 outstanding developments in the Valley. Additionally, the BusinessJournal paid tribute to the region’s top commercial brokers and unveiled the most impressive dealings of the year.The event was sponsored by CBRE.

Bessolo, Haworth & Vogel LLP

Los Angeles Mission College

Parker Brown Inc.

Sierra Pacific Constructors

Stevenson Real Estate Services

PRESENTING SPONSOR: GOLD SPONSORS:

21_43_commercial_re_03_04_13.qxp 2/27/2013 7:32 PM Page 21

22 AN ADVERTISING SUPPLEMENT TO THE SAN FERNANDO VALLEY BUSINESS JOURNAL MARCH 4, 2013

COMMERCIAL REAL ESTATE AWARDS 2013

C ampbell Hall is an independent, coeducationalK–12 day school. The triangular-shaped cam-pus sits between the Ventura Freeway and the

Tujunga Wash, a Los Angeles River tributary. On a sitenot much larger than the building’s footprint, theCampbell Hall team built a 33,400-square-foot Artsand Education Center (AEC) above a 2-story, 73,100-square-foot partly-subterranean parking garage. TheAEC will enhance the school with customized class-rooms for diverse arts; flexible classroom space torelieve overcrowding; and a new faculty resource cen-ter. The parking garage and a new traffic signal willimprove traffic circulation on campus and neighbor-ing streets. The AEC is LEED Gold certified. This proj-ect meets the following three key design intents: 1)AEC contributes to sustaining its larger urban andcommunity context through use of green technolo-gies; 2) The design is compact and provides increaseddensity; and 3) It models how the built environmentcan promote both learning and sustainability.

Campbell Hall Artsand Education Center4533 Laurel Canyon Blvd.North Hollywood

Size: 75,000 sq. ft.Developer: Campbell Hall EpiscopalGeneral Contractor: MATT ConstructionArchitect: Gensler

Best Redevelopment Project


MARCH 4, 2013 AN ADVERTISING SUPPLEMENT TO THE SAN FERNANDO VALLEY BUSINESS JOURNAL 23

SIMPLYTHEBEST.

CBRE IS PROUD TO CONGRATULATE THOSE NOMINATED FOR THE SAN FERNANDO VALLEY BUSINESS JOURNAL’S 2013 COMMERCIAL REAL ESTATE AWARDS

#1 IN REAL ESTATE SERVICES WORLDWIDEcbre.com

Natalie BazarevitschSenior Managing DirectorGreater Los Angeles/Orange County RegionT +1 818 502 [email protected]

21_43_commercial_re_03_04_13.qxp 2/27/2013 11:53 AM Page 23



Center for Math and Science12890 Harding St.Sylmar

Size: 98,694 sq. ft.Developer: Los Angeles Mission CollegeGeneral Contractor: Charles Pankow Builders Ltd.Architect: Quatro Design GroupConstruction Manager: Gateway Science & Engineering Inc.

Best Sustainable Project

T he Center for Math and Science accommodates classrooms and lab-oratories serving the math and science departments, which havebeen relocated to a new home at the LAMC East Campus. This new

facility accommodates 12 state of the art labs, 18 classrooms, departmentoffices, an auditorium, conference rooms and student support facilities.The new facility includes a variety of environment-friendly elements, con-structions practices and materials that contributed achievement of LEEDPlatinum. These include onsite renewable energy from I97kw of Solar

Photovoltaic (PV) panels which also shading the building, producingenough energy to power 40 homes; a PV canopy shades the landscapedcourtyard, with seating and a cooling water feature; and the use of naturallighting throughout the facility. The facility also uses high efficiency lightfixtures, waterless urinals and low-flow toilets, a high reflective white“Cool Roof” and an exterior fibercement panel rainscreen system, amongother green features. Plus, building materials used were made from recy-cled content and renewable resources.






Because of the Conrad N. Hilton Foundation’s projected growth,its Board of Directors decided to build a permanent home on a66.6-acre site in Agoura Hills. A four-phase building project was

conceived in the master plan. The vision was to create a cutting-edge,environment-sensitive, energy-efficient campus, with the lowest possibleimpact on the surrounding geography and habitat. The first building onthe campus was completed in October of last year. The office buildingincludes offices, a reception area, meeting rooms, and a conveniencekitchen with casual seating, and was designed to set a regional precedentfor environmental stewardship. As the product of sustainability-drivendesign process, the building is a minimalist, architectural ensemble, anda warm and comfortable environment. The building has a sense of tex-tural richness, and the architecture also expresses the integrated systemsthat work passively to make the building function as an uplifting, sus-tainable place to work.

Conrad N. Hilton Foundation Headquarters30440 Agoura Rd.Agoura Hills

Size: 22,240 sq. ft.Developer: Conrad N. Hilton FoundationGeneral Contractor: MATT ConstructionArchitect: ZGF Architects LLP

Best Office Project



2012 TOP PRODUCERS

Sherman Oaks15250 Ventura Blvd. #100Sherman Oaks, CA 91403818.986.9800 Phone818.783.9260 Fax

Calabasas26050 Mureau Rd., #101Calabasas, CA 91302818.223.4388 Phone818.591.1450 Fax

Ventura County1000 Town Center Dr., #310Oxnard, CA 93036805.626.1200 Phone805.413.7000 Fax

Antelope Valley38460 5th Street West #GPalmdale, CA 93551661.341.3300 Phone661.341.3200 Fax

Lee & Associates-LA North/VenturaCongratulates Our

“Lee & Associates - LA North/Venturacongratulates its skilled and dedicated

professionals on their outstanding performancein 2012. Congratulations on a job well done!”

Corporate ID # 01191898

WARREN BERZACKPRINCIPAL

MULTIFAMILY

SCOTT ROMICKPRINCIPAL

OFFICE

MARK LEONARDPRINCIPAL

OFFICE

STEPHEN GEIGERPRINCIPAL

MULTIFAMILY

JOHN BATTLE, SIORPRINCIPAL

INVESTMENTS

TOP BROKERJIM FISHERPRINCIPAL

MULTIFAMILY

GARY WAGMEISTERPRINCIPAL

OFFICE TENANT REP

MIKE SMITHPRINCIPAL

MULTIFAMILY

JAY RUBINPRINCIPAL

OFFICE

BRETT WARNERPRINCIPAL

INDUSTRIAL

MIKE TINGUSPRESIDENT

TOP ASSOCIATEJACK SCHLAIFER

INDUSTRIAL




T he Culinary Arts Institute houses three LAMC program compo-nents: Culinary Arts Program/campus dining facilities, theBookstore, and general classrooms and faculty offices. This project

provides a state-of-the-art facility for the teaching of culinary arts alongwith a fully operational kitchen to serve the dining needs of the campuscommunity as well as college events. The bookstore/merchandizing facilitygreatly expands the retail operations for the campus community. Althoughthere is a common lobby space, each component is accessed and operated

independently. The project distributes the program functions over threelevels as a reaction to its compact site. This physical characteristic is usedas an opportunity to not only improving operational efficiencies but alsopreserving open space. The height impact of the third level is minimizedby taking advantage of a natural change of grade across the site whichallows the creation of a semi-enclosed basement level containing modularteaching/demonstration kitchens for the culinary arts program, storagerooms and a delivery receiving area.

Culinary Arts Institute13356 Harding St.Sylmar

Size: 74,320 sq. ft.Developer: Los Angeles Mission CollegeGeneral Contractor: Sinanian Development Inc.Architect: Quatro Design GroupConstruction Manager: Gateway Science & Engineering Inc.

Best Hospitality Project






This new $8 million educational facility at Moorpark College serves, alongwith students, professors and administrators, some unusual clients: lla-mas, elephants, two New Guinea Singing Dogs, giant parrots, a red-shoul-

dered hawk and one well-behaved Bengal tiger. It is the first permanent homefor the Exotic Animal Training and Management Program (EATM), also knownas “America’s Teaching Zoo,” one of only two hands-on programs in the U.S.that teaches students to train and manage wildlife. The two-story zoomorphicEATM building, which steps down a challenging steep hillside on the Campusand affords expansive views of the Simi Valley, includes classrooms, a veterinari-an laboratory, a 150-seat auditorium, faculty offices, meeting spaces and boxoffice. The steel-frame building’s prominent feature is two large tilted roofs sug-gesting a bird taking flight, their generous “wingspan” overhangs providingshade in the hot, dry climate. Sturdy, low-cost and low-maintenance materialshave been utilized including metal fascia, burnished concrete block, resin-impregnated wood panels and generous expanses of glass.

Exotic Animal Training andManagement Facility7075 Campus Rd.Moorpark

Size: 12,500 sq. ft.Developer: Moorpark CollegeGeneral Contractor: Heery International Inc.Architect: Ehrlich Architects

Best Public Project



www.lamission.edu • 818.364.760013356 Eldridge Avenue • Sylmar, CA 91342

Culinary Arts Institute

Center for Math & Science

Congratulations to the LAMC family!Monte E. Perez, PhD

President




When Panavision was tasked with relocatingits world headquarters and distribution cen-ter from the Woodland Hills campus it had

occupied for the past 18 years, it wound up leasing avacant building only one block away. Yet this movewas anything but simple. Moshiri Associates wastasked with assessing and reimagining a space to housePanavision’s remarkably complex and multi-layeredbusiness structure. As one of the motion picture indus-try’s leading producers and suppliers of cameras andlenses, Panavision required a headquarters that couldcontains office space, research and development labs,manufacturing and testing facilities, shipping andreceiving facilities, as well as a full movie theater, com-mercial kitchen and cafeteria, coffee bar and cafe, andretail store. In less than a year, the team transformed145,000 square feet of ordinary warehouse into a thriv-ing environment able not only to house all ofPanavision’s unique needs and functions, but to betterfoster collaboration, creativity and vitality.

Panavision6101 Variel Ave.Woodland Hills

Size: 145,000 sq. ft.Construction Manager:

EEI Project ManagementGeneral Contractor:

Sierra Pacific ConstructorsArchitect: Moshiri Associates

Best Industrial Project



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[email protected]




When Sierra Pacific Constructors' (SPC's) search beganfor a new, larger headquarters, SPC made green designand construction a priority. The firm wanted to set an

example to its industry that SPC "walks the talk" in the sustain-able building world. In recent years, SPC has been involved inseveral LEED certified and green building projects and had cometo embrace the positive impact occupying a green building hason the environment, employees, customers and industry. SPCselected a commercial building that was built in 1988. The build-ing required extensive renovation. This allowed SPC to achieveits dream of occupying sustainable, efficient, healthy and beauti-ful offices. Some of the more visible features that make theoffices a comfortable and healthy work environment include acombination an extensive use of interior glazing, open floor plandesign, skylights, and daylight harvesting, which create a well litspace with 100% access to exterior views that support enhancedemployee satisfaction and production.

Sierra Pacific Constructors22212 Ventura Blvd.Woodland Hills

Developer & General Contractor: Sierra Pacific ConstructorsArchitect: Shubin + Donaldson

Best Tenant Improvement Project



No one can whistle a symphony. It takes a whole orchestra to play it. ~H.E. Luccock

CONGRATULATIONS MISSION COLLEGE!

Sustainability Project of the YearLAMC - Center for Math & Science

Hospitality Project of the YearLAMC - Culinary Arts Institute

www.spcinc.com

22212 Ventura Boulevard

Woodland Hills, CA 91364

Offi ce: 747.888.5000

PANAVISION - INDUSTRIAL PROJECT OF THE YEAR

SIERRA PACIFIC CONSTRUCTORS - TENANT IMPROVEMENT PROJECT OF THE YEAR

CONGRATULATIONS

TO ALL THE

WINNERS OF THE

SFVBJ 2013

COMMERCIAL

REAL ESTATE

AWARDS

PANAVISION

SIERRA PACIFIC CONSTRUCTORS

SIERRA PACIFIC CONSTRUCTORS

SPC_Ad2013_FullPage.indd 8 2/21/2013 5:01:51 PM




Brokers of the Year

How would you describe yourself in three words?

Optimistic, experienced and dedicated.

What is your outlook on the market for the

next 12 months?

We will see continued improvement inmarket fundamentals such as increasinguser activity and declining vacancy rates,upward pressure on rents and increasingdemand for new products.

How has the level of service our clients

expect changes over the years?

Client expectations continue to grow andwe work very hard to exceed them. Theyexpect more information and expert inter-pretation, faster responses, a strong techno-logical platform and a broader -basedunderstanding of all aspects of our business.

How has the level of competition changed the

way you do business?

It has always been a highly competitivebusiness. We are continually striving toimprove our service which often forces thecompetition to change as well.

What is the biggest mistake that you feel that

most Real Estate Brokers make?

The biggest mistake is when they don’t lis-ten closely to their clients’ needs.

What is the most exciting and least exciting

part of the job?

Most exciting: solving problems for a client.Least exciting: deleting worthless e-mails.

What has been your biggest professional

breakthrough in your career?

Embracing the team concept has been mybiggest breakthrough in my career.

Complete the sentence: In my spare time, I …

Spend it giving back, staying healthy andseeing the world.


Dedicated, determined and disciplined.


next 12 months?

Optimistic. Our demand level from occu-piers is strong, supply is low, capital is plen-tiful, and several of our primary industryclusters are growing.



Clients demand more and deserve a higherlevel of service, better information and clearcommunication. Accordingly, we are con-stantly talking to our clients about activity,market conditions and forecasting.



While we strive to improve every day, sodoes our competition. We push each otherto get better and provide a higher level ofservice to our clients.



The successful brokers don’t make manymistakes. They work hard and work smart.For those that are lazy, poor communicatorsor don’t follow up, they aren’t in the busi-ness for very long.


part of the job?

Most exciting is getting ink on a complexdeal. Least exciting is all the paperworkthat goes along with every deal.



Getting hired by Coldwell BankerCommercial in 1985 and getting into theirtraining program.


Between being Chairman of the Board of ahospital, coaching baseball and raising a 15year old son, I don’t have spare time. If I did,I’d probably spend it on a beach in Costa Rica.

• LARGEST NUMBER OF LEASE TRANSACTIONS• TOTAL ANNUAL LEASE RESULTS BY DEAL VALUE• LARGEST NUMBER OF SALES TRANSACTIONS

VITAL STATISTICSNumber of Leases: 136 | Total Annual Lease Value: $88,012,606Number of Sales: 36 | Total Sales Value: $94,746,238

DOUGSONDEREGGERExecutive

Vice President

CBRE

CRAIG PETERSExecutive

Vice President

CBRE


Honest, loyal and persistent.


next 12 months?

I am cautiously optimistic.



As clients have become more sophisticatedand more information is available via theinternet, it has become progressively moredifficult to prove our value as brokers. Thus,we must constantly re-invent ourselves asthe bar is raised.



The level of competition continuallyimproves and I am constantly raising mypersonal bar.



Not truly listening to their clients is theirbiggest mistake.


part of the job?

The most exciting part is problem solving.The least exciting part is driving throughLos Angeles traffic.



My biggest breakthrough in the industrywas aligning myself with the top companyin the industry when I began my career incommercial real estate.


Spend it with my family.

BENNETT ROBINSONExecutive

Vice President

CBRE



STEVENSON REAL ESTATE SERVICESWOULD LIKE TO CONGRATULATE

ITS BROKERS AND AGENTS

STEVENSON REAL ESTATE SERVICES1111 North Brand Boulevard, Suite 200 Glendale, California 91202

818.956.7001 DRE #: 00983560

ROBERT W. STEVENSON, CCIM

TINA BABAYAN STEPHEN M. BAKER, CCIM JIM GARRISON GINO GAUDIO KRIS HONS

PATRICK LONG MIKE MANISCALCHI, SIOR TONY MANISCALCHI, SIOR

RANDY STEVENSON TED TOMPKINS ANTE TRINIDAD, MRED ALEX VASQUEZ

MARK MILLER HEROSMINASIAN, CCIM

Marcus & Millichap HonorsThe Real Estate Leadership Awards Honorees for the San Fernando Valley Business Journal

Congratulations to our nominees

Ronald Z. HarrisLargest Single Sale

Top Producer Multifamily Specialist

Gregory S. HarrisLargest Single Sale

Top Producer Multifamily Specialist

Brandon MichaelsTop Producer

Multi-Tenant/Retail

Lior RegenstreifTop Producer

Single-Tenant/Retail

Martin D. AgnewTop Producer

Office

Danny AbergelTop Producer

Finance

Sharone SabarFinance

Jeff LouksMultifamily Specialist

Earle HymanMultifamily Specialist

Rick E. RaymundoMultifamily Specialist

Clyde IsaacsonMultifamily Specialist

Matt ZieglerMultifamily Specialist

Reza GhobadiMultifamily Specialist

Lonnie McDermottMultifamily/Land Specialist

Offices Nationwide www.MarcusMillichap.com

Adam ChristoffersonFirst Vice President/Regional Manager

(818) [email protected]

Enrique WongRegional Manager(213) 943-1800

[email protected]




Brokers of the Year


Passionate, thankful and driven.


next 12 months?

I see activity and values remaining steadyfor the most part, but in this bifurcatedmarket there will be transactions 15% overmarket and 15% below market.



This day and age at the very least we mustalways be available and well prepared.



Everyone had to up their game during therecession. Knowing that my competitors areout there drives me to make that extra call.



Not making enough calls.


part of the job?

Most exciting: digging up an opportunitywith a cold call. Least exciting: the day-to-day grind … although it builds mentaltoughness in time.



Digging up the buyer of a 210,000 sq. ft.property in 2010, my rookie year.


Spend time with my wife and baby girl,play sports, and watch my Michigan StateSpartans!


Determined, energetic and diverse.


next 12 months?

Continued steady activity as companiesnavigate the fragile economy (i.e., taxes,fuel, Fed).



Speed, in every way: information, analysis,delivery, etc. Plus, we must be available allthe time.



Technology has played a role, but there isno substitute for hard work and generalsalesmanship.



Believing a good year is indicative of thenext and you can never stop doing whatmade you successful.


part of the job?

Most exciting: thrill of finding THE newopportunity to help a client. Least exciting:the uncertainty we live with.



The creation of a team that enjoys workingwith one another.

Complete the sentence: In my spare time, I…

So many choices: hockey, skiing, biking,shooting, racing.

TOTAL ANNUAL LEASE RESULTS BY SQUARE FOOTAGE:843,084 Sq. Ft.

VITAL STATISTICS: 38 Transactions

JEFF ABRAHAMSenior Associate

Colliers International

JOHN R. DeGRINISSenior Executive

Vice President



Ambitious, honest and analytical.


next 12 months?

Steadily improving, with a lot of opportunity.



Colliers has made “service excellence” itsmantra because at the end of the day, that’swhat every client is looking for. The levelof service clients expect today from us is fargreater that what it was just 5 years ago.



We are utilizing the resources of our compa-ny and other specialists more often. There’smore collaboration within our company`today.



Probably not asking enough questions.


part of the job?

Most exciting is when you come up with asolution for a client that they didn’t expectyou to come up with. Least exciting is theuncertainty of this business, which can beexciting as well.



I wouldn’t point to one deal or onemoment, but putting together several sig-nificant transactions early in my career gaveme the confidence and experience early on.


Am with my growing family or doing some-thing sports related.

PATRICK DuROSSAssociate

Vice President



How would you describe

yourself in three words?

Optimistic, honest andvisionary.

What is your outlook on

the market for the next 12

months?

I expect the next 12months to be challengingfor our markets and forCalifornia. Our govern-ment officials haven’tdone much to incentivizecompanies to stay here.Our ranking among thefavored places to do busi-

ness has fallen and we’re putting a higher taxburden on our middle class. But I am cau-tiously optimistic because we still have agreat climate and access to a talented laborpool, an entrepreneurial drive that allows usto reinvent old businesses and create newones, and the economy is improving.

How has the level of service our clients expect

changed over the years?

Real estate hasn’t changed much but thechanges in technology have impacted our

business. Everything is faster and our clientswant everything in real time now. Of course,we can also accommodate them now. Otherthan that, clients still want to feel they’re get-ting good representation and good value.


way you do business

In a lot of ways, we have less competition.Consolidations and mergers at some of themajor brokerage firms have shifted their focusto business districts and major corporate clientsand driven a need to sell a whole menu ofservices. As an independent company, we areunder no pressure to sell a package of servicesto amortize our operating costs. We can workwith clients of all sizes and needs, whether it’sa single requirement or a portfolio.



Some brokers are one deal wonders. Theywork for months to consummate a transac-tion and then they think they can wait fourand a half years before they call the tenantagain. This is a relationship business, and Ikeep in close touch with all my clients regu-larly. Their real estate decisions are a keycomponent of their business, and as their real

estate broker, I need to be there for them.


part of the job?

What’s most energizing is to be able to take acompany out of a garage and see it grow intoa major business. Real estate is part of thefuel that helps a business grow, and that’s avery fulfilling aspect of the job. What’s dis-heartening is to work with a client and con-summate a great transaction and they don’tappreciate it.

What has been your biggest professional break-

through in your career?

Being appointed to the Calabasas PlanningCommission in 1994 really opened my eyesto the difficulties and complexities of devel-opment. I served on the PlanningCommission for eight years, and I co-authored the city’s general plan. That reallygave me an education that I never wouldhave had from brokerage alone.


I’ve got three kids, Garrett, 16; Katlyn, 14,and Timmy 10, and my fiancé Jaime has twokids, Evan, 11, and Ava, 7, so our blendedfamily takes most of my spare time.


Congratulations Team!

300 N Lake Avenue Suite 320 Pasadena, CA 91101T 626 696 1600 • F 626 696 [email protected]

Gateway Science & Engineering Awarded San Fernando Valley Business Journal

2013 Commercial Real Estate Awards

Best Hospitality Project


The Culinary Arts Institute

Best Sustainability Project


Center for Math and Science


Brokers of the YearTOTAL ANNUAL SALES RESULTS BY SQUARE FOOTAGE: 838,556VITAL STATISTICS: Total Sales Value: $31,507,376

MIKE TINGUSPresidentLee & Associates- L.A. North/Ventura




Brokers of the Year


Hardworking, dedicated and honest.


next 12 months?

I foresee stable activity with values gradual-ly rising. The lack of inventory will affectpricing and demand.



Clients expect more than the traditionalbroker identifying or disposing of property.They expect tailored advice and solutions tofit their needs and plans.



It has helped me to learn how to betterunderstand client’s needs and that estab-lishing that trust and building that relation-ship is key.



Placing the brokers needs and desires beforethe client’s.


part of the job?

The most exciting: new relationships andworking with so many different types ofcompanies. Least exciting: dealing with LosAngeles traffic and gas prices.



Realizing that this business is a way of lifeand not just a job. It can be fun with greatchallenges and great rewards.


Enjoy spending time with my one-year-oldson, playing golf, and taking weekendexcursions to Palm Desert.


Trustworthy, dedicated and informed.


next 12 months?

I have a positive outlook for the 2013.



Our clients expect more and at a fasterpace. We have to constantly adapt andmeet their expectations.



We successfully complete more transactionsby having good relationships with our com-petition. We understand that these relation-ships are worth more than burning bridgesover one deal.



Relying on technology alone is the biggestmistake that brokers make.


part of the job?

Most exciting: finding successful solutions.Least exciting: post-deal paperwork.



Learning to ask better questions has beenmy breakthrough.


Dream about having spare time.

TOTAL ANNUAL SALES RESULTS BY DEAL VALUE: $160,077,524

VITAL STATISTICS: 33 Transactions

MATT DIERCKMANFirst Vice President

CBRE

GREGORY GERACISenior Vice President

CBRE


Committed, hardworking and easy-going.


next 12 months?

The market has stabilized and we expect aspike in lease and sale values.



Clients expect more sophistication andhave needs for increased reporting anddata.



It is very competitive and you need to stayfocused and professional at all times.



I feel the biggest mistake is not followingup with clients enough.


part of the job?

The most exciting part is when we havealmost closed a successful transaction. Theleast exciting part is getting through theenormous amount of detail and emails thattend to pile up.



My biggest professional breakthrough wasfinding my ability keep a steady approachwhile not getting too high or too low.


Spend time with family and friends.

DAVID HARDING Senior Vice President

CBRE




Brokers of the Year


Hark-working, intense and honest.


next 12 months?

Extremely positive.



It has increased dramatically.



The quality of the competition hasincreased significantly.



Poor quality and inaccurate marketingmaterials.


part of the job?

The most exciting part of the job is winningnew business. The least exciting part of thejob is dealing with unmotivated sellers.



Hiring a rock star team that has proven tobe extremely instrumental in winning newbusiness.


Love to travel, compete in spring triathlons,and spend time with my family.


Only three words?


next 12 months?

Positive. Very low vacancy and availabilityrates. Buildings that have languished on themarket for a while are finally moving. Activityis up, prices have leveled off and lease rateshave begin to creep up in some instances.



Clients have an expectation for an immedi-ate response. It is a balancing act to temperthe need to cater to this with the responsi-bility to be accurate and precise.



It has pushed us to constantly strategize,reinvent and improve – which ultimatelybenefits the client.



To not be more careful with their money.


part of the job?

Most: uncovering new leads. Least: paper-work.



Getting a college summer internship atCBRE in lieu of taking a part-time job mak-ing sausages at a family friend’s deli. Forwhat it’s worth though, my knackwurst issecond to none and my andouille isabsolutely worth writing home about.


Enjoy reading about and weighing in onthe debate between realists, nominalists andexistentialists over metaphysics.

TOTAL ANNUALSALES RESULTSBY DEAL VALUEcontinued

LARGEST SINGLE SALE BY DEAL VALUE:$73,905,000

TYPE: Multi-Family

RONALD HARRISExecutiveVice PresidentInvestmentsMarcus & Millichap

BILLY WALKVice PresidentCBRE


Entrepreneurial, enthusiastic and pragmatic.


next 12 months?

Barring some “black swan” event and pro-vided interest rates hold, we should haveanother year of moderate income growth inapartments for 2013.



Every year we look to improve our clientservice. For us this means better qualitywork product, a more streamlined listingand transaction management process, andmore access to opportunities.



Absolutely! We compete with the best inthe business. Everyone works hard to gainan edge which ultimately forces us all to getbetter.



It seems like we all could be better commu-nicators. That might seem ironic given thatbrokers do a lot of talking for a living, butwe are definitely putting an even strongeremphasis on the follow up and writtencommunication.


part of the job?

The most exciting is finding great opportu-nities for our clients to buy.



Dropbox and Evernote!


Love to hang with my family. Beach, moun-tains, or at home. They are a fun and hilari-ous lot!

GREGORY HARRIS ExecutiveVice PresidentInvestmentsMarcus & Millichap




Brokers of the Year


Honest, thoughtful and reliable.


next 12 months?

I foresee slow, but steady improvement inthe next 12 months.



My clients expect quick responses that areaccurate and relevant. Business continues tohappen faster and faster every day.



I don’t feel that the level of competition hassignificantly changed over the years; ourindustry has always been filled with verycapable brokers. What has changed is theway we all work. Markets may be improv-ing, flat, or declining but the good brokersare able to provide the appropriate advice totheir clients no matter the situation.



Acting before thinking is the biggest mis-take that brokers make.


part of the job?

The most exciting part is completing a trans-action and the least exciting part is worryingabout when you will complete the next one.



While this comment probably dates myself,my biggest breakthrough has been takingadvantage of technology, especially remote-ly. I can’t imagine going back to a worldwithout the internet and email accounts,where I’d have to return to my office to getmail and miscellaneous messages. Having avirtual office has changed everything, bothfor the better and the worse, as it is nowvery difficult to disengage from work.


Spend it on vacation with my family andcoaching or attending my two boys’ sport-ing events.


Genuine, fun, and hard-working.


next 12 months?

I am cautiously optimistic for 2013.



With technology and social media, theexpectation of service has increased andclients want information quickly and in realtime.



I am constantly looking for creative newways to adapt and improve our level ofservice.



The biggest mistake that brokers make isnot following through with what they saythey will do.


part of the job?

Most exciting: winning new business. Leastexciting: administrative items related torunning my team.



Hiring Troy Pollet into the business andbuilding a team together has been mybiggest professional breakthrough.


Spend it as a parent. I also enjoy golfingand skiing.

LARGEST SINGLE LEASE BY DEAL VALUE: $25,529,852

TYPE: Office

DAVID SOLOMONSenior

Vice President

CBRE

MATTHEW HEYNSenior

Vice President

CBRE


Honest, enterprising and passionate.


next 12 months?

Steadily improving; the office market hasrebounded nicely in the LA North market,but still has some hurdles to overcome.



With our clients’ business constantly evolv-ing, we have been put in a position to con-stantly adapt and improve in order to deliv-er quality service tailored to each client.



There’s always quality competition. It’s impor-tant to stay innovative and think differently.



Becoming complacent is the biggest mistakethat one can make.


part of the job?

Most exciting: winning new business. Leastexciting: administrative work.



I’m still waiting for my career break-through.


Spend time with my family.

TROY POLLETSenior Associate

CBRE




At the Event

More than 175 of the San Fernando Valley’s elite real estate professionals networked at the event, held at the Hilton Universal City.

Honorees accept their awards.


Documents

COMMERCIAL REAL ESTATE 2013AWARDS - SDBJ.com · Sherman Oaks 15250 Ventura Blvd. #100 Sherman Oaks, CA 91403 818.986.9800 Phone 818.783.9260 Fax Calabasas 26050 Mureau Rd., #101 Calabasas,