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From YouTube: Council Work Session 08 01 2016
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A
Are
you
ready
guys
well
good
afternoon,
ladies
and
gentlemen,
and
welcome
to
the
Monday
August
1st
2016?
This
is
the
city
council
work
session
and
I
want
to
welcome
all
of
you
here
and
Matt
we're
we're
gonna.
Have
you
up
there
in
a
second
at
this
particular
time,
I'm
going
to
call
the
meeting
to
order?
So
here
we
go.
Are
you
guys
ready?
This
is
our
last
and
final
presentation
of
a
of
an
opportunity
to
promote
Watertown
Matt.
B
There
we
go.
Can
you
all
hear
me
fine,
perfect?
Well,
thank
you
all
so
much
for
having
me
here
today,
Matthew
Pietra
and
the
chief
development
officer
at
retail
strategies
I'm
very
excited
to
present
what
we
do
for
municipalities
to
you.
I
know,
I
spoke,
I
guess
was
June
1st,
which
not
gonna
act
like
you
remember
everything
that
I
said.
Certainly
you've
had
a
couple.
B
Other
firms
come
in
here,
so
I'm
gonna
try
not
to
rehash
too
much,
but
really
just
want
to
open
up
and
make
this
a
dialogue
of
a
back
and
forth
of
the
opportunities
that
I
see
in
your
market,
and
you
know
what
you
all
want
to
see
happen
from
a
retail
development
perspective.
So
obviously,
first
thank
you
for
the
opportunity
to
be
here.
B
So
what
I
did
was
I
took
the
privilege
of
looking
up
your
sales
tax
with
the
what
you
retain
from
the
municipal
level
and
what
I
found
online
was
2%,
which
I'm
pretty
sure
is
correct.
You
never
know
when
it's
online,
but
this
is
a
retail
recruitment
ladder
at
2%
based
upon
a
rough
average
of
retail.
So
if
you
look
at
the
top
line
here,
you
know
a
Walmart
or
a
target
projects
to
do
about
40
million
dollars
in
sales,
at
300
jobs
to
the
community
and
to
the
city
of
Watertown.
B
That
would
be
about
$800,000
in
sales,
tax
revenue
that's
collected
and
kept
on
the
local
level,
and
then,
if
you
go
down
to
the
bottom,
even
a
most
Southwest
Grill,
which
I
know
there's
one
down
in
Sioux
Falls,
that's
the
most
started
in
Atlanta
Georgia,
in
the
backyard
of
where
I'm
from
in
Birmingham
Alabama
and
even
that's
going
to
project
to
do
about
a
million
dollars
in
sales
and
15
jobs
and
add
about
$20,000
to
these
cities.
Local
option
sales
tax
collections.
So
you
know
that's
a
huge
reason
for
the
community
to
invest
in
retail.
B
Not
only
that,
but
to
continue
to
be
the
major
trade
hub
to
really
about
125,
to
150
thousand
people
that
use
Watertown
to
buy
their
major
their
goods
and
services.
One
of
the
key
things
that's
happened
is
that
Millennials
have
become
the
largest
consumer,
demographic
meaning
Millennials
want
their
goods
and
services
immediate,
and
they
want
to
want
to
control
their
time.
So
you
think
about
restaurants
that
are
expanding
right
now.
It's
not
true
red
lobster
and
Outback
that
it's
expanding
its
Chipotle,
its
Jimmy
John's.
B
B
You
know
about
five
or
six
items
that
you
would
use
to
have
to
have
separately,
but
you
can
now
do
all
on
your
smart
phone
so
because
of
all
this,
retailers
are
having
to
be
more
exact,
with
what
they're
doing
they're
becoming
more
data-driven
and
that's
where
we
come
in
so
retail
strategies.
We
currently
employ
30
individuals,
there's
two
that
we
have
hired
in
the
past
week.
One
has
been
a
broker
for
seven
years,
the
other
which
has
worked
in
useful
government
for
five
years.
That
has
come
in
and
added
to
our
team.
B
But
our
background
is
in
commercial
real
estate.
You
know
we
have
been
site
selectors,
we
have
been
tenant
reps,
we
have
been
developers,
so
we
know
the
obstacles.
We
know
retailers
across
the
country
we
have
a
hundred
and
eighty
plus
years
collectively
of
experience
within
our
company
and
collectively
the
members
of
our
team
have
helped
locate
retailers
in
44
states
and
that's
not
retail
strategies
that's
before
they
entered
into
our
company
that
we
were
able
to
accomplish
those
things.
B
So
when
you
partner
with
us,
you're,
not
partnering
with
data
guys
you're
partnering
with
people
that
are
very
tight-knit
within
the
retail
real
estate
industry
and
can
get
your
materials
in
front
of
the
people
that
need
to
see
it.
So
the
goals
of
our
partnership
are
pretty
simple.
We
want
to
increase
the
sales
tax
revenues.
B
We
want
to
attract
the
desire
businesses
that
are
not
going
to
cannibalize
the
current
businesses
that
are
in
the
community,
but
they're
going
to
maximize
the
opportunities
in
the
market
to
improve
the
quote
overall
quality
of
life
and
then
to
obviously
create
jobs
within
the
community.
But
again
it's
a
retail
strategy.
This
is
not
about
what
we're
going
to
give
you.
B
You
guys,
have
seen
two
other
presentations
from
firms
that
provide
great
research
and
they
provide
a
great
product,
but
at
the
end
of
the
day,
research
you
can
go
online
and
license
all
the
information
that
we
do.
It'll
cost
you
a
pretty
penny,
but
you
could
do
it
if
you
wanted
to
so
it's
not
about
the
deliverables.
It's
about
the
service,
it's
about
locking
arms
with
the
community
and
becoming
your
partner.
That's
what
we
want
to
do.
We
want
to
become
invested
in
this
community
so
that
we
can
tell
your
story.
B
The
mayor
and
I
have
been
hanging
out
for
the
past
three
and
a
half
hours
going
around
the
community
and
has
spoken
with
individuals,
and
you
know
what
you
have
is
an
incredible
story.
You
know
walking
into
the
university
walking
into
Dugan's
and
talking
to
Jim
about
his
sales
and
what's
going
on
and
hearing,
you
know
what
what
he
thinks
the
market
needs
and
what
the
market
doesn't
need
going
to
Charlie's,
which
I
looked
up.
It's
an
incredible
facility.
B
The
theater
upstairs
is
gorgeous,
but
I
looked
online
at
Yelp,
because
I
got
to
eat
tonight
and
so
I
looked
online
at
Yelp
to
see
what
was
going
on
and
what
the
hotspots
were
and
Charlie's
had
a
five-star
rating
and
I
read
the
comments.
Somebody
waited
40-plus
minutes
and
gave
it
a
five-star
rating.
B
Is
that
another
restaurants
going
to
come
in
which
I
believe
it's
the
sushi
restaurants
going
across
the
street
that,
if
somebody's
waiting,
they
say
well,
let's
go
check
out
that
restaurant
instead
of
waiting
here,
so
it's
all
going
to
feed
off
one
of
one
another
and
create
a
critical
mass
that
is
going
to
be
good
for
for
the
community.
So
our
process
starts
with
Market
Analysis,
taking
the
deepest
dive
in
a
research.
That's
available,
bringing
our
team
of
retail
real
estate
professionals
to
the
market
to
analyze
the
market
in
the
eyes
of
a
retailer.
B
What
is
a
retailer
see
when
they
come
to
Watertown?
What
is
it
a
developer,
see
and
then,
obviously
taking
into
a
community
input?
What
do
we
need
to
stay
away
from
recruiting
to
the
market?
Even
though
it's
a
fit?
We
don't
want
to
put
somebody
out
of
business.
That's
been
in
business
for
105
plus
years
within
the
community,
and
then
we
take
those
three
inputs.
We
create
a
strategy
and
then
we
put
a
team
around
the
community
to
go
out
and
execute
that
strategy.
B
On
your
behalf
and
what's
going
to
happen,
is
your
results,
whether
that's
good
news
or
bad
news,
you're
going
to
get
results,
meaning
you're
going
to
hear
from
a
retailer
that
wants
to
be
in
the
market
and
we're
gonna
hear
from
retailers
that
don't
want
to
be
in
the
market?
But
if
they
don't
want
to
be
in
the
market,
we're
gonna
know
why
and
we
can
either
adjust
what
we're
doing
to
try
to
fit
meet
their
needs
or
we
can
say
hey.
B
But
again,
what
we
hope
to
have
is
the
successes
within
the
community,
so
the
market
analysis
I'm
going
to
skip
through
this
we've
already
been
over
this,
but
so
what
I
did
was
I
took
a
mobile
data
study
for
your
community,
so
mobile
data
study,
the
home
location,
is
where
the
phone
sits
idle
during
the
evening.
The
work
location
is
where
the
home
is,
where
the
phone
sits
idle.
During
the.
C
B
That's
how
the
locations
are
analyzed,
it's
not
by
a
zip
area
codes
it's
through
GPS
within
the
phone
and
it's
accurate
within
20
feet.
It
is
scrambled
so
that
you
can't
identify
exactly
where
the
Houmas
tucán
to
protect
the
consumer
privacy,
but,
as
you
can
see
on
here,
nothing
yet
how
these
blocks.
So
these
blocks
are
pretty
accurate
when
you're
talking
about
defining
a
trade
area.
So
the
darker
the
block,
the
more
people
from
that
certain
block
that
have
located
that
have
shopped
within
this
was
the
target
from
January
1
2016
to
this
Saturday.
B
So
when
you
draw
that
outline
that
this
is
really
what
you
get,
which
I
think
is
pretty
accurate.
Certainly
this
is
a
broad
trade
area,
but
these
are
the
consumers
who
have
come
to
the
target,
and
this
is
not
drawing
the
entirety
of
it.
There
certainly
was
a
couple
of
dots
in
Minneapolis,
which
I
think
is
more
than
likely
there
having
a
family
here,
there's
some
reason
for
them
to
come
here
at
the
shop
at
that
target,
because
I
know
there's
a
target
in
Minneapolis.
B
So
this
is
what
I
saw
and
what
the
results
of
that
is
about
180,000
population.
So,
to
me,
that's
probably
your
secondary
trade
area.
That's
not
the
primary
trade
area,
but
you
certainly
are
drawing
from
these
airy
areas
projected
to
grow
point
nine
percent,
so
2021
is
projected
to
be
about
180
1000
median
age
of
38,
which
is
good
again.
B
That
38
is
going
to
be
right
on
that
millennial,
demographic,
which
is
what
can
the
retailers
are
looking
for,
and
then
the
household
income
of
about
50,000,
for
that
much
space
is
a
very
good
household
income
level.
So
it's
a
great
story
to
tell
already
with
just
the
basic
demographics,
so
the
psychographic
analysis.
Again,
it's
demographic
shorthand.
It's
telling
you
a
lot
about
the
consumer
in
a
very
concise
manner
and
your
top
psychographic
analysis
was
old,
a
newcomer.
So
these
are
it
jumped
out
to
me
because
it's
metropolitan
city
dwellers.
B
So
when
you
look
at
Watertown
on
the
map,
you're,
not
thinking
metropolitan,
but
when
you
come
here-
and
you
see
the
co
tendency
in
the
market,
you
do
think
that
this
is
a
bigger
market
than
what
it
looks
like
on
a
map.
So
this
was
a
very
eye-opening
thing
to
me
and
when
you
see
this
map
of
where
else
these
consumers
are
located
across
the
country,
it's
good
to
see
it
go
coast
to
coast.
B
A
lot
of
the
tapestry
segmentations
are
very
regional
and
what
retailers
want
to
do
is
they
want
to
find
the
same
thing
and
Atlanta
Georgia
as
they
find
in
Watertown,
because
that
makes
it
easier
for
them
to
enter
the
market
they're
more
familiar
with
that
type
of
consumer.
So
it's
very
good
that
your
highest
psychographic
segmentation
was
one
that
is
a
national,
a
gap
analysis.
This
was
done
for
the
entirety
of
that
trade
area.
B
So
these
these
numbers
are
not
incredibly
accurate,
and
this
is
not
something
that
I
put
on
your
desk
and
put
my
my
stamp
on.
But
just
to
give
you
some
perspective
of.
What's
going
on
within
a
few
of
these
categories,
furniture
stores,
grocery
clothing,
sporting
goods,
department
stores,
restaurants,
you
know
some
of
the
opportunities
that
are
within
the
community.
B
B
Gonna
come
feed
off
of
that
traffic
for
it,
but
on
the
flip
side
a
grocery
store,
you
can't
go,
buy
more
apples
just
because
another
grocer
opens
up
you're
not
going
to
go,
buy
more
groceries,
there's
only
a
limited
number
that
you're
going
to
spend
there
and
you're,
probably
not
going
to
go
too
terribly
far
to
get
apples
or
oranges.
Things
of
that
nature.
B
So
what
I
like
to
refer
more
to
is
a
pure
analysis
and
again
this
is
me
doing
it
for
about
three
hours,
not
incredibly
scientific,
but
when
you
look
at
Watertown
versus
the
pier
average
again,
you
can
see
here:
residential
population
daytime
population,
household
income,
market
supply
and
GLA
we're
looking
at
pretty
much
identical
communities
to
Watertown
and
I
looked
at
three
communities
in
particular.
So
this
is
a
little
difficult
to
read.
Watertown
is
in
the
blue,
and
then
you
have
P
R
1,
P,
2
and
P
R
3.
B
So
when
you
look
at
these
graphs,
these
are
the
number
of
retailers
from
those
categories
and
how
you
stack
up.
So,
as
you
can
see,
arts
and
entertainment,
there
isn't
any
in
Watertown,
but
one
of
your
peer
communities
has
two
stores,
and
one
of
them
has
one
clothing
and
accessories
you're
lagging
behind
your
peer
communities,
same
thing
with
Department
smoothly,
not
so
much
that's
pretty
much
equivalent
taking
it
further.
B
It
looks
like
you're
over
developed
not
over
develops,
but
you
have
a
more
full-service
restaurants
than
your
peers,
which
is
again
as
we
discuss
is
a
very
good
thing,
grocery
and
supermarket.
This
is
saying
that
you
could
probably
support
one
more
continuing
on
again
quick
service
restaurants.
Here
you
have
a
little
essentially
relatively
the
same
as
your
peers,
but
again
this
is
something
that
you
can.
You
can
build
on.
So
it's
just
taking
you
a
step
by
step
of
what
we
look
at
this,
for
is
to
say.
B
Okay,
we
have
the
same
number
of
sports
and
recreation
stores
that
our
peers
do,
but
do
they
have
somebody
that
we
don't
have,
or
if
we
go
back
to
full-service
restaurants,
okay,
we
might
have
five
and
our
peers.
Have
you
know
two
three
and
two?
But
what
are
those
two?
What
are
those
three?
What
are
those
two
and
find
those
brands
yeah?
The.
B
E
B
So
after
we
define
the
opportunities
from
a
data
perspective,
data
can
support
a
whole
lot,
but
if
we
don't
have
the
piece
of
real
estate
that
works,
they
can't
come.
We
can
have
data
that
says
hey.
We
need
a
new
grocery
store,
there's
a
gap,
there's
a
gap
in
it.
Peer
communities
have
four
grocery
stores.
We
only
have
two,
but
if
there's
not
a
piece
of
real
estate
where
the
economics
word
or
it's
on
the
work
or
it's
on
the
wrong
side
of
the
road,
then
a
retailer
can't
locate.
B
So
real
estate
is
your
product,
and
when
you
look
for
real
estate
online
in
Watertown,
you
don't
find
any
from
a
retail
perspective.
You
have
to
go
into
Google
Earth
or
into
Google
Maps
and
drill
down
to
identify
those
opportunities.
So
as
far
as
making
it,
the
information
available
it
really
not.
The
w
DC
has
done
a
good
job
with
putting
some
properties
online.
But
those
are
industrial,
focused
properties,
because
that's
what
they're
going
after
so
making
your
product
available
is
going
to
be
incredibly
important
as
you
guys
move
forward.
B
So
our
goal
when
we
come
to
the
market
is
to
look
at
it
from
the
eyes
of
a
retailer
from
the
eyes
of
a
developer,
to
identify
the
opportunities
in
the
community.
Where
are
they
what
side
of
the
road?
What
are
the
tenants
that
are
going
to
be
looking
for
that
piece
of
dirt
around
those
co-tenants
etc
and
then
packaging
that
material
and
getting
it
to
them?
So,
right
now
in
Watertown,
you
have
a
great
base
of
local,
regional
and
national
retailers.
B
Next
to
the
Hobby
Lobby
are
the
future
Hobby
Lobby
with
the
mixed-use
development
in
that
space?
Certainly
that's
prime
real
estate,
and
you
know
conceptually
the
city
would
like
to
see
I'm
sure
you
know
at
t.j.maxx
or
some
you
know,
clothing,
retailers
as
well
as
some
Kohl's
or
some
more
restaurants.
I'm
sure
you
know
the
the
property
owners.
B
What
they're
influenced
by
is
getting
a
deal
done.
You
know
it
doesn't
really
matter
to
them
who's
coming
as
long
as
they
can
get
their
rents
as
long
as
they
can
get
what
they
want
for
their
land.
So
you
know
if
we
have
the
privilege
of
being
your
partner,
our
job
would
be
to
lock
arms
with
you
and
then
to
get
with
that
property
owner
and
feed
them
leads
from
retailers
and
restaurants.
B
That
you'd
like
to
see
in
your
community
and
work
hand
in
hand
with
them
to
maximize
the
opportunities
for
you,
because
this
type
of
land
is
they're,
not
making
more
land
in
Watertown
right.
So
we
have
to
maximize
what
we
have.
Obviously
you
have
some
redevelopment
across
from
the
Dairy
Queen.
That's
an
opportunity.
Redevelopment
takes
a
little
longer.
I.
Would
assume
that
your
current
faced
its
land
it's
available
for
development
would
develop
first
before
anything
would
be
redeveloped,
but
certainly
as
opportunities
come.
That
could
be.
B
That
could
change
and
obviously
have
the
land
next
to
the
Walmart
doesn't
have
great
visibility
from
ninth
Avenue,
but
it's
in
every
community
that
we
work
in
or
90%
of
them.
When
you
have
a
Walmart,
you
have
a
shadow
center
next
to
them.
A
lot
of
the
tenants
that
you
typically
see
in
the
shadow
center
are
already
in
Watertown,
but
I
still
think
it's
a
great
site
for
something
haven't
really
dug
in
enough
to
know
exactly
what
those
opportunities
would
be.
Then
you
look
at
the
mall,
obviously
opening
in
1977
with
space
available.
B
You
know
from
what
the
mayor
said.
You
guys
have
a
good
relationship
with
Lexington
and
certainly
there's
challenges
with
any
indoor
mall,
but
it
seems
to
be
doing
okay
right
now,
I
mean
it's.
It's
still
open,
there's
still
tenants
in
there,
which
is
more
than
you
can
say
for
most
indoor
malls
throughout
the
country,
but
certainly
that's
an
opportunity
that
you
have
to
consider
when
you're
looking
at
the
retail
within
the
community,
there's
an
Atlanta
community,
so
talking
about
vision
and
retail
strategy.
So
our
our
two
principals
Robert
Charlie
Meade
Silsbee.
B
This
is
in
Mountain
Brook
Alabama,
so
this
is
from
Google
Maps
and
this
is
from
2010.
So
this
is
an
area
behind
a
1950s
era
shopping
center,
and
they
said
you
know
what
Mountain
Brook
has
great
demographics
they're
losing
a
lot
of
sales
to
communities
next
to
them.
We
needed
to
do
a
project
here,
so
over
the
course
of
five
years.
They
worked
on
this
project.
They
said:
hey,
look!
This
is
a
great
mixed-use
development.
B
We
need
a
hotel,
we
need
some
restaurants,
we
need
some
clothing
in
apparel
and
over
five
years
they
were
able
to
work
with
the
city,
and
this
is
what
it
looks
like
today.
It's
actually
2016
now
and
all
of
this
has
been
built
out
and
that's
a
picture
of
it.
The
conceptual
drawing
I
couldn't
find,
but
I
was
out
of
town
last
week.
I
was
gonna,
take
a
picture
of
it
and
bring
it
with
me,
but
you
know
that's
the
vision
that
we
have
and
that's
the
track
record.
B
We
have
of
getting
projects
done,
so
it's
taking
vision,
but
it's
putting
action
to
it
to
make
the
project
come
out
of
the
ground,
that's
the
differentiator!
So
in
Watertown
you
really
do
have
a
thriving
downtown
right
now
compared
to
most
downtown's
that
I
go
to
you
have
little
vacancies.
You
have
active
entrepreneurs,
everybody
that
I
ran
into
from
Mike
to
Jim.
You
know
they
had
the
same
message,
which
is
incredibly
important.
B
So
when
you
talk
about
thriving
downtown's,
there's
a
couple
of
key
things
that
you
typically
see
in
a
lot
of
them,
you
guys
have
already
started
doing
one
that
you
haven't
is
the
two-way
streets
which
you
can
still
live
on
one-way
streets.
That's
not
a
make
or
break
from
what
the
mayor's
told
me.
That's
a
debate
within
the
community,
but
from
everything
that
I've
read
and
everything
that
we've
seen
two-way
streets
help
consumers
more
with
pedestrian
traffic,
as
well
as
just
vehicle
traffic.
B
Getting
back
and
forth
having
an
entertainment
district,
the
mayor's
told
me
that
you
guys
closed
off
the
street
I
think
on
a
third
on
Thursdays,
which
is
fantastic,
a
bike
share
program.
Essentially
they
have
little
hubs
where
you
know.
If
I'm
a
restaurant
here
I
can
purchase
a
hub
to
put
in
front
of
my
restaurant
and
I
can
go
rent
a
bike
with
a
fob
key
and
drive
it
around
Watertown
and
there's
typically
multiple
hubs
where
you
can
drop
it
off,
so
I
could
start
at
Charlies
and
I
could
end.
B
You
know
at
the
rec
center
if
I
wanted
to
in
theory.
The
other
thing
is
to
make
it
kid
and
family
friendly,
so
not
just
to
focus
on
one
demographic,
but
to
focus
on
all
demographics,
attract
them
to
downtown,
and
the
other
thing
is
to
direct
them
to
downtown.
So
if
I
get
off
twenty
nine
and
I'm
on
9th
Avenue
direct
me
to
downtown
just
tell
me
that
there's
something
to
go
do
certainly
there
are
tools
that
are
apps
like
Yelp
and
others.
B
That
can
tell
me
that
there's
a
really
good
restaurant
in
downtown
but
signage
things
of
that
nature
helps
to
put
traffic
down
there.
Parking
is
power.
You
guys
have
already
done
taking
steps
there,
but
having
ample
parking
is
critical
for
the
downtown
extending
day
into
night
is
also
critical,
keeping
all
the
stores
open.
Past
five
o'clock
is
very
critical
and
then
managing
for
change.
So
looking
into
the
future
and
saying
okay,
if
this
happens,
what
are
we
going
to
have
and
go
ahead
and
building
that
infrastructure
and
looking
to
the
future?
B
The
last
thing
that
we
take
into
account
during
that
discovery
phase
is
community
input.
You
know
we
want
to
know
what
you
guys
want.
We
want
to
know
what
we
need
to
stay
away
from,
etc.
We
want
to
become
invested
in
your
vision
and
put
your
vision
as
part
of
our
strategy
to
go
out
and
execute
any
questions
about.
I
know,
I
just
covered
a
lot,
all
right,
I'll
keep
plugging
away,
so
the
strategy
is
actual
strategies
that
we
can
use
to
attract
the
targeted
businesses
to
the
community.
B
This
retail
strategy
is
about
a
70
to
100,
page
PowerPoint
presentation
and
it
covers
everything
I
just
went
over.
It
covers
the
highlights
of
all
of
the
research
all
of
the
real
estate
and
then
the
community
input.
This
is
an
example
of
the
most
talked
about
slides
throughout
the
presentation,
which
are
what
are
the
prospects
for
the
community?
B
So
not
only
do
we
tell
you
what
the
prospects
are,
but
we
tell
you
exactly
what's
going
on
within
that
sector
of
retail,
so
that
you
can
be
more
educated
when
you
have
citizens
come
up
and
ask
you
hey,
why
are
we
going
after
fast
casual
restaurants?
Well,
because
they're
going
to
account
for
40%
of
the
growth
of
retail
over
the
next
two
or
three
years?
So
again,
this
process
takes
about
90
days
from
start
to
finish,
and
that's,
depending
on
the
conference
schedule
things
of
that
nature.
B
You
know
it's
better
for
us
to
prepare
for
ICSC
Chicago,
which
I
believe
is
October,
8th
and
9th
than
to
spend
time.
You
know
preparing
a
presentation
for
you.
What
we
tell
all
of
our
clients
has
let
us
prepare
for
that
conference
and
then
give
you
the
presentation
afterwards,
which
is
more
beneficial
to
you.
So
the
pro
active
recruitment,
again,
everything
I've,
just
told
you
I'm
sure,
you've
heard
before
again.
Finding
the
research
is
pretty
easy.
B
If,
if
somebody
comes
into
your
market
and
drives
past
that
Hobby
Lobby
site
and
doesn't
say
that
that
makes
use
or
that
piece
of
land
next
to
Hobby,
Lobby
isn't
a
great
piece
of
property.
They
they
probably
don't
know
what
they're
doing
at
all.
The
difference
between
us
and
every
other
competitor
in
our
market
is,
is
the
team
that
we
put
around
you.
It's
the
retail
real
estate
experience,
it's
the
deep
rolodex
of
connections
and
it's
a
long-term
partnership
that
we
hope
to
offer
to
you.
B
Clay
craft
is
a
licensed
real
estate
professionals
he's
in
his
course
at
retail
strategies
is
located
dozens
of
retailers
across
the
country
and
he
has
developed
a
national
network
of
industry
relationships,
Joe
coach,
our
ski
he.
He
tells
me
it's
30-plus
years.
He
won't
give
me
the
exact
date
or
exact
number
of
years,
but
he's
located
350
groceries
in
his
30-year
career
he's
worked
as
the
primary
site
selector
for
Costco
in
the
southeastern
United
States.
B
His
claim
to
fame
is
that
a
Costco
that
he
developed
in
the
southeast
was
the
cheapest
Costco
that
they've
ever
developed
as
far
as
price
into
the
land
out.
What
it
costs
to
develop.
He's
worked
with
Shopko
hometown
save
a
lot
etcetera
he
has
in.
He
knows
everybody
in
this
industry:
Robert
Charlie,
Meads
Silsbee,
who
are
two
owners,
they've
developed,
leased
and
managed
millions
of
square
feet
of
retail
space.
They
are
principals
of
a
brokerage
house
in
Birmingham
Alabama
and
that
brokerage
house
did
501
transactions
last
year.
B
B
Each
year,
Wade
Robinette,
it's
15-year
real
estate,
veteran
I'm
kind
of
getting
redundant
here,
but
he's
been
a
site
selector.
It's
developed
shopping
centers
from
the
ground
up.
Ford
Fitz
has
been
our
research
guru
for
the
past
three
years
and
it's
transitioned
into
a
role
as
a
retail
developer
or
a
development
coordinator,
and
he
has
a
extensive
knowledge
of
how
to
put
these
research
packets
together
for
these
retailers,
because
if
the
retail
level
you
have
a
tenant,
reprobate
geo
have
a
director
of
of
research.
B
Typically,
so
there's
a
two
different
types
of
people
that
have
to
be
given
information
in
different
ways,
and
then
we
have
a
marketing
team
with
25
plus
years
of
experience
together
and
have
collaborated
on
a
150
plus
projects.
So,
where
I
met
the
mayor
earlier
this
year
in
Las
Vegas,
this
is
a
picture
of
our
booth.
We
had
375
meetings
with
retail
real
estate
professionals
at
this
conference.
That's
not
including
the
meeting
I
had
with
the
mayor.
These
are
strictly
meetings
we
had
on
behalf
of
our
clients.
B
If
the
mayor
wanted
to
go
each
year
for
30
years,
that
would
that's
how
long
it
would
take
to
duplicate
what
we
did
in
two
and
a
half
days
just
because
of
the
size
of
our
firm
and
what
we're
do
doing
on
behalf
of
our
clients,
but
coming
up
are
critical
opportunities
for
Watertown
ICSC,
Texas,
October,
6th
and
7th
Chicago,
19th
and
20th,
and
then
New
York,
which
New
York
is
the
national
show.
Recon
is
the
worldwide
show
in
New
York?
B
Is
the
national
show,
so
those
are
opportunities
we
can
get
in
front
of
retailers
on
your
behalf
to
tell
them
about
what's
going
on
in
Watertown,
because
as
I
told
the
mayor
when
I
got
here,
you
know
it
feels
different
when
you're
on
the
ground.
It
feels
like
you're,
somewhere
you're,
not
just
in
another
town.
You
know
you're
in
Watertown
and
that's
the
story
that
needs
to
be
told.
We
create
a
marketing
guide
on
your
behalf
that
will
help
sell
the
community.
B
So,
after
all
that
what
we
hope
is
the
results
in
the
growth
and
the
strategy
is
going
to
be
continuously
updated.
We
don't
hand
you
a
final
deliverable
because
things
are
going
to
change
your
markets
going
to
change.
The
mall
is
going
to
change
the
land
next
to
Hobby.
Lobby
is
going
to
be
developed
into
something
and
that's
going
to
need
going
to
make
us
have
to
adjust
our
strategy
because
your
gaps
are
going
to
change.
What
you
can
attract
is
going
to
grow.
In
addition,
retail
expansion
in
the
trends.
B
What's
going
on
in
retail,
that's
going
to
change
you
know.
A
year
ago,
Sports
Authority
would
have
been
a
great,
could
have
been
a
great
candidate
to
come
to
Watertown
now
they're
bankrupt,
and
they
aren't
doing
any
more
stores.
So
you
know
as
retailers
close
as
retailers
open
as
retailers
announced
expansions
and
smaller
footprint
stores.
We
have
to
include
that
into
what
we
are
doing
and
to
how
we're
approaching
the
market
on
your
behalf.
B
In
addition,
we
become
your
research
concierge
so
that
Jim
Dugan
wants
me
to
run
a
mobile
data
study
from
his
store
I'll.
Do
it
for
him
and
probably
hand
it
to
him
that
day,
if
Mike
at
Harry's
wants
me
to
do,
you
know
a
5-minute
drive
time
from
from
his
restaurant
I'll.
Do
it
to
do
it
for
them
and
hand
it
to
them?
Probably
in
the
same
day,
you
know
we
become
that
arm
of
your
community.
B
They
can
provide
that
information
at
a
moment's
notice,
so
I'm
gonna,
take
you
through
I
went
over
this
last
time.
It's
how
we
were
recruited,
Dick's,
Sporting,
Goods
to
Moline
Illinois.
So
again,
the
same
process
that
we're
gonna
take
care
of
market
analysis.
Strategy
for
active
recruitment
numbers
results
in
growth.
You
know
we
saw
there
was
a
gap
for
Sporting
Goods.
B
The
real
estate
criteria
for
Dick's
Sporting
Goods,
it
had
it
in
Moline
and
the
psychographic
show
that
Dix
was
Dick's.
Consumers
were
in
the
market,
so
we
then
began
the
pro
active
recruitment
connecting
with
the
mall
manager,
providing
custom
research
and
analytics
and
the
leveraging
our
contacts
at
Dick's,
and
we
helped
push
that
deal
across
the
finish
line.
B
You
know
land
and
space
and
multiple
communities,
but
because
Moline
has
partnered
with
retail
strategies,
they
can
be
seen
they
stand
out
above
others,
because
they're
getting
marketed
better
Brahe
is
our
client
in
Moline
gave
us
a
credit
for
closing
the
deal
you
know.
Dix
was
interested
in
modeling
before
we
got
there.
I'm
not
gonna,
say
that
we,
you
know
we're
the
reason
Dix
located
in
Moline,
but
what
we
did
was
we
created
an
environment
for
that
deal
to
happen,
which
was
not
there
before
and
helped
push
that
ball
across
the
finish
line.
B
So
key
takeaways,
you
know,
research
is
critical,
but
Real
Estate's
always
going
to
win.
You
know.
Research
can
support
it,
but
it
has
to
support
the
real
estate.
It
doesn't
work
the
other
way.
Retail
recruitment
is
a
challenge,
its
economic
development,
but
it
is
a
commercial
real
estate
function.
You
align
yourself
with
retail
real
estate
professionals
that
can
help
you
navigate
the
deal
process.
Retail
recruitment
is
a
marathon
I
wish.
I
could
tell
you
that
we
were
going
to
have
you
know
something
in
the
market
in
the
next
six
months.
B
We
can
help
push
something
that's
right
there
over
the
line,
but
as
far
as
relocating
a
new
retailer,
it's
an
18
to
36
month
process
with
the
new
retail
that
you
guys
have
have
seen
recently
I'm
sure,
you're,
aware
of
that
time
frame.
You
know
right
now.
70%
of
retailers
are
going
to
expand
this
year.
So
it's
a
great
time
to
get
in
the
game.
You
know
when
a
retailer
is
expanding.
They'll
do
a
new
store
in
your
market
would
want
a
retailer
and
there's
a
economic.
B
You
know
downturn
they're
not
going
to
do
any
new
stores,
but
if
they
have
a
store
in
Watertown,
they
can
find
a
way
to
make
that
store.
Successful.
Buy
you
know,
move
around
they're
there,
their
goods
and
price
points,
etc.
So
it's
a
great
time
to
be
a
recruiting
retail,
but
you
know,
in
closing
you
know
we
we
went
to
the
readlyn
Art
Center
and
the
mayor
drove
me
around
the
rink
and
the
knew
where
the
ranks
are
gonna
be
building
the
ball
fields.
B
We
spoke
with
a
you
know:
Nancy
turbek
and
the
law
firm
and
how
they
renovate
that
whole
post-office-
and
you
know
Watertown-
has
an
incredible
story,
and
there
is
a
lot
of
potential
here
and
we'd
love
to
be
your
partner
to
take
that
story
out
and
get
it
in
front
of
people.
Investors,
retailers
and
restaurants
should
be
considering
the
market
with
that
I'll.
Thank
you
again
for
your
time
and
answer
any
questions
that
you
have
for
me.
B
F
B
Have
a
hundred
and
fifteen
communities
under
contract?
Currently
we
have
30
members
to
our
team.
I.
Think
that's
about
four
to
one
client,
a
staff
ratio.
You
know,
we've
we've
been
in
business
for
four-and-a-half
five
years
now
and
we
have
30
individuals.
Our
competitors
have
been
in
business
for
12
plus
years
and
you
know
don't
have
the
manpower
that
we
do.
We
believe
in
providing
a
hands-on
service.
We
understand
that
you
know
what
we're
doing
it
takes
people
getting
that
in
front
of
retail.
It
takes
connections,
it
takes
contacts.
B
You
know
anybody
can
send
out
a
mass
email.
The
mayor
has
is
a
member
of
ICS
see
he
can
look
up
any
retailer
in
the
country
in
their
database
and
find
their
email
address,
but
it
doesn't
give
him
the
personal
relationship
that
allows
him
the
time
to
explain
what
the
opportunity
is
in
the
market.
Just.
C
F
C
B
Sir,
it
was
Beth
Miller
and
I'll
go
back
to
that
slide.
That
has
our
whole
team.
It
would
be
Bethany
ler.
She
would
be
assigned
to
the
community
as
well
as
clay
craft
and
forth
it's
and
and
the
executive
team.
At
any
one
time,
I
mean
you'll
have
15,
plus
people.
We
having
a
hand
in
this
partnership
on
a
regular
base.
Could.
B
Question
33%
or
under
20,000
another
40%,
or
between
20,000
and
60,000,
and
then
the
remainder
17%
is
above
is
above
60,000
in
population.
So
Watertown
is
right
in
the
in
the
sweet
zone
of
what
we
look
at
and
the
reason.
Why
is
because
you
know
when
you
look
at
Watertown
I
think
I
said
this
earlier.
B
If
you
go
on
loot
net
or
any
of
these
retail
real
estate
sites,
the
product
that
Watertown
has
isn't
available
online,
so
essentially
you're,
it's
not
that
you're
being
overlooked,
but
if
I'm
a
developer
or
a
retailer
or
a
broker
I,
don't
get
paid
more
money
by
going
and
finding
something
off
the
beaten
path,
something
that's
not
visible
to
me.
I
get
paid.
You
know
my
fee
by
locating
a
retailer,
so
it
the
easier.
It
is
for
me
to
locate
in
a
certain
place.
B
That's
where
I'm
going
to
go,
because
that's
what
I'm
incentivized
to
do,
but
essentially
a
market
like
Watertown.
You
know
if
you're
properly
marketed
I
think
that
you're
gonna
see
a
lot
of
growth
because
of
the
things
that
begin
there
there's
a
lot
of
potential
and
a
lot
of
good
pieces
of
property
that
are
available.
B
C
B
A
five
year
old,
firm,
we've
grown
out
of
Birmingham,
so
we've
grown
in
a
very
structured
manner.
We've
added
five
people
to
our
team
this
year
and
those
people
again
have
a
retail
real
estate
or
municipal
background.
We
don't
hire
people
out
of
college
that
come
in
and
don't
know
what
they're
doing.
Certainly,
there
is
a
learning
process
in
any
position,
but
this
is
our
first
real
reach
into
South
Dakota,
and
we
think
this
is
the
right
community
to
do
it
with
because
of
what
the
opportunities
are
in.
This
community
can.
C
B
All
in
addition,
that
you
know
Jax
beach,
Florida,
which
is
just
south
of
Jacksonville
Beach,
it's
going
to
have
a
very
large
trade
area
as
well.
We've
been
we
were
able
to
recruit
another
broken
egg,
which
is
a
fast
casual
breakfast
and
lunch
concept,
as
well
as
a
Whole
Foods
located
in
the
market
that
we
targeted,
Lake,
City,
Florida,
we've
helped
recruit,
Jimmy,
John's
and
others
there
much
like
you
there.
You
know
located
on
an
interstate
at
a
Maine
in
Maine.
You
know
they
probably
trade.
B
D
B
D
B
G
B
It's
early
and
as
soon
as
I
say
something
it
could
get
in
the
paper
that
oh
so-and-so
is
coming
to
town.
That's
always
exactly
that's
always
fun.
So
you
know
across
from
target
I
mean
t.j.maxx
Kohl's,
sometimes
an
organic
type
grow
sure
those
are
three
that
came
up
immediately.
I
didn't
see
Aldi
it
they
may
be
here,
though,
that's
one
that
that
typically
would
be
in
a
market
like
this,
so
those
are
just
some
of
the
national
brands.
Chipotle
was
one
that
I
didn't
see.
B
A
Think
one
of
the
things
Matt
that
has
intrigued
me
about
your
company
is
that
it's
more
of
a
partnership
with
the
city.
It's
you're,
bringing
these
companies
I
mean
you're
out
your
marketing,
Watertown
and
and
you're
working
closely
with
Watertown.
It
isn't
like
you
just
sent
us
out
a
letter
and
say
well,
you
should
contact
Joe
at
at
Trader,
Joe's
and
or
something
to
that
effect.
You're
not
doing
that
you're!
Actually
working
with
these
companies
setting
up
the
appointments
we
could
have
the
meeting
in
Las,
Vegas
or
or
New
York
or
wherever
it
might
be.
B
B
This
is
a
partnership
and
we
hope
that
you
know
our
year
two
year
three
year
agreement
is
a
20
year
agreement,
but
we
understand
that
we
have
to
provide
value
for
you
guys
to
renew
our
contract
for
the
second
year
and
then
in
that
second
year
we
better
provide
more
value.
So
that's
what
we're
here
to
do
and
hope
to
have
the
privilege
to
do
so
and.
A
B
You
want
I'm
on
a
call.
Tomorrow
morning
they
asked
one
of
my
new
clients.
Oviedo
Florida,
sent
us
an
email
and
said:
hey
we're
going.
Florida
ICS
sees
in
three
weeks
from
today
it's
the
largest
conference
for
cities
in
Florida,
and
they
had
an
opportunity
and
said
hey.
Can
we
hop
on
a
call
tomorrow
and
we
said
absolutely
what
time
works
for
you
and
I'll
be?
Obviously
we
got
to
coordinate
schedules,
but
9:00
a.m.
ended
up
working,
8:00
a.m.
B
or
central
time,
so
that'll
be
a
good
wake-up
call,
but
it's
whenever
you
need
them
as
far
as
being
in
the
market,
because
I
don't
want
to
provide
you
a
pricing
structure
that
that
work.
That
says
we're
going
to
be
here
four
times
in
the
first
year
and
go
ahead
and
input
that
price
into
our
pricing
structure.
There
are
three
trips
one
per
year
that
are
set
out
in
the
agreement,
any
other
trips
that
you'd
like
for
us
to
make
or
just
paid
for
by
the
city,
reimbursement
for
travel,
expenses
etc.
A
Thought
it
was
interesting
today
when
we
were
driving
around
and
we
and
we
were
looking
at
different
areas,
and
you
know
we
went
up
through
the
community
center
and
off
to
the
east
there
on
that,
and
you
just
you
know,
I
could
I
could
see
wheel
spinning
it
was
something
you
know.
I
could
see
a
vision
of
something
going
over
here
or
or
something
on
this
particular
side
or
a
village
going
on
just
something
to
that
effect,
and
it
was.
It
was
exciting
to
to
take
that
spin.
Absolutely.
B
And
it
was
great
I
mean
what
you
guys
have
going
on
from
a
quality
of
life
perspective
with
the
new
community
center
with
I.
Think
it's
the
new
elementary
school
I
mean
that's
incredible
and,
and
you
know,
retailers
their
primary
job.
What
they
want
to
do
is
make
money,
but
those
things
do
matter.
I
mean
you
know
having
that
quality
of
life
is
incredibly
important
and
I.
Think
it's
going
to
help.
B
You
attract
citizens,
as
you
continue
to
move
forward
because
millenials,
what
they
say,
they're
going
to
do
and
I
told
Craig
earlier,
because
he
was
talking
about
how
he's
primary
job
focused
and
I
said.
Well,
you
know,
Millennials,
don't
really
move
for
a
job
anymore.
They
move
where
there's
quality
of
life.
B
So
when
you
combine
Craig's
efforts
and
what
he's
doing
with
the
WDC
is
doing
with
the
retail
that
you
have
not
only
the
national
retailers
that
you're
attracting
like
Hobby
Lobby,
but
you
know
the
brewery
and
and
and
Harry's
and
common
ground
and
Charlie's-
and
you
put
all
those
things
together-
you're
going
to
be
a
very
attractive
place
to
live
for
the
foreseeable
future,
and
you
continue
to
build
on
that.
Watertown
is
going
to
continue
to
grow
and
become
an
even
better
community
and
just
adds
the
amenities
that
you
already
have
so.
B
F
B
Real
estate
somebody,
yes,
sir,
a
real
estate
transaction
could
take
anywhere
from
18
to
36
months.
A
retailer
I'm
gonna
use
an
example
of
Dunkin
Donuts
can
move
a
lot
quicker
than
a
Target
can
just
because
of
the
size
of
of.
What's
going
on
with
the
opportunities
that
you
have
with
that
land.
You
know
next
to
the
Hobby
Lobby
I
would
assume
that
36
months
would
be
a
good
time
frame
for
something
to
come
out
of
the
ground
there.
B
You
have
other
infill
opportunities
throughout
the
community.
You
know,
I
do
think
that
we'll
see
success
sooner,
but
I
can't
guarantee
that
if
I
could
guarantee
you
that
I
I
wouldn't
be
sitting
here,
we
just
be
up
here
developing
all
the
land,
but
you
know
our
job
is
to
identify
tenants
that
are
interested
in
the
market
that
are
going
to
add
quality
of
life
and
not
cannibalize.
The
current
businesses
that
you
have
here
but
maximize
the
opportunity
by
continuing
to
have
the
trade
area
that
you
have
I
mean.
B
Certainly,
you
have
brookings
to
the
south
that
if
they
recruited,
you
know
X
retailer
that
you
had
that
you
were
drawing
people
from
south
to
come
up
here
and
shop.
If
they've
cut
them
off
there,
then
that
diminishes
your
trade
area.
So
we
want
to
continue
to
keep
that
trade
area
as
large
as
it
is,
if
not
even
larger,
by
attracting
more
quality
tenants
to
the
community.
One.
A
Of
the
things
that
you
had
mentioned,
while
we
were
over
at
the
gas
and
we're
looking
in
the
theater-
and
you
said
something
about
how
you
would
like
to
see,
a
group
of
developers
come
in
that
you
would
bring
in
climb
into
Watertown
on
a
DI
and
y'all
caught
that
right
fly
them
into
Watertown
on
a
DI
and
just
take
them
for
a
tour
of
Watertown.
So
so
they
understand
what's
here
and
and
what
we
have
to
offer
and
you've
done
that
in
other
other
communities.
Well,.
B
I
use
an
example
of
not
where
we
did
it,
but
a
developer
that
actually
Beth
Miller.
Who
would
be
the
the
primary
point
of
contact
for
you
all
a
company
she
used
to
work
with
Bayer,
which
is
a
development
firm
and
it
develops
major
shopping
centers
throughout
the
country,
they're
opening
one
in
Louisville
Kentucky
and
they
flew
in
a
lot
of
the
retailers
that
were
looking
at
the
site
and
took
them
on
a
whiskey
tour
and
all
the
you
know
things
about
Louisville.
B
So
as
I
was
saying
there
we
go
so
as
I
was
saying
to
the
mayor,
I
said
you
know
you
have
such
a
good
story
to
tell
and
if
somebody's
going
to
come
all
this
way,
it'd
be
good
to
have
something
in
place
where
you
say:
hey,
you're,
coming
into
town
to
look
at
the
site.
If
you
don't
want
to
meet
with
us,
still
go
check
out
Charley's
or
go
check
out.
B
You
know
up
uptown
or
downtown
I'm,
not
sure
which
one
we're
calling
Oh
downtown
so
go
check
out
these
places
and
and
show
them
Watertown.
Because
again,
what
told
the
mayor
when
you
walk
into
Charley's
and
when
you
you
walk
into
you,
know
Harry's
and
I
wish
we
could
have
walked
into
the
brewery.
You
feel
like
you,
don't
feel
like
you're
in
Watertown.
You
feel
like
you're
in
a
place.
You
feel
you
know,
having
that
sense
of
place
and
I
think
that
that
can
help
sell
the
community
and
position
you
ahead
of
others.
I'd.
E
Like
to
just
again
piggyback
off
all
the
discussion,
I
think
bringing
people
into
town
to
just
kind
of
walk
around
and
get
a
feel
for
the
community
or
drive
around.
But
taking
you
know,
Charlie's,
maybe
as
a
starting
point,
I
think
if
we
were
able
to
provide
the
visitors
that
are
coming
from
the
development
or
whatever,
with
sort
of
perhaps
a
business
building
inventory,
you
know
what's
empty.
What
do
we
have?
How
big
is
it?
E
How
many
stories
is
there
places
for
people
to
live
above
it
things
like
that
if
we
were
able
to
put
together
a
business
or
excuse
me,
a
building
inventory
like
that.
Would
that
be
something
that
you
know
here
go
take
a
look
and
we
may
even
be
able
to
coordinate
with
some
of
the
building
owners
to
get
them
to
be
able
to
give
a
tour
I
mean.
So
is
that
something
that
would
sounds
like
you
know?
That's.
B
That's
a
fantastic
point
and
one
that
I
should
have
made
earlier
when
we
do
our
real
estate
analysis,
we
identify
these
properties
and
then
once
we
identify
the
property,
we
begin
calling
on
those
property
owners
to
either
or
if
it
has
a
sign.
We
call
in
a
broker
who
is
listing
the
property
to
see
what
the
square
footage
is.
What
are
they
asking
for
rents?
Is
it
triple
net?
Get
all
the
deal
terms,
because
that's
what
a
retailer
is
going
to
need?
B
If
you
don't
have
that
information
available,
you're,
just
creating
another
step,
and
you
don't
need
to
create
another
step.
So
it's
a
great
point.
When
somebody
comes
to
the
community.
They're
gonna
know
what
size
of
facility
they
want
within
give
or
take
a
thousand
square
feet
at
most,
so
having
that's,
how
we're
going
to
get
them
to
the
community.
To
be
quite
honest,
no
one's
going
to
come
to
Watertown
just
to
drive
around
and
try
to
find
a
space.
B
D
Kind
of
all
up
to
that
I
see
the
badges
on
your
screen
and
the
companies
you'll
work
with,
and
it's
an
impressive
list
and
there's
some
of
those
that
we
would
like
to
have
here.
Contrast
that
those
downtown.
What
can
you
do
downtown
because
it's
a
different
animal?
You
know
traffic
counts.
You
know
not
next
to
the
Hobby
Lobby,
all
those
kinds
of
things
because
I
mean
we'd
like
to
see
some
things
happen,
downtown.
B
Certainly,
and
that's
it's
a
great
question
and
your
first
comment-
the
logos
that
were
underneath
our
pictures-
those
are
retailers
and
brokerage
houses
that
we
worked
for
before
coming
to
retail
strategies.
Those
are
not
ones
that
we
work
with
intimately
retail
strategies
works,
100%
with
municipalities
and
public
entities
across
the
country.
B
B
9Th
Avenue
is
how
you're
going
to
get
them
off
the
interstate
having
the
the
big-box
retailer
or
the
name-brand
retailer
that
they
can't
get
in
their
own
community
and
then,
if
you
can
funnel
them
into
the
downtown
as
far
as
national
regional
opportunities
in
downtown,
there
certainly
are
some.
What
happens,
though,
is
a
lot
of
times.
The
economics
of
building
a
new
facility
is
cheaper
than
retrofitting
a
current
space
in
the
downtown.
B
There
are
some
retailers
that
are
more
apt
to
do
that,
like
a
sandwich
shop,
where
there's
not
a
whole
lot
that
you
need
to
do,
but
again
in
Augusta
Georgia
we've
been
able
to
help
and
create
Dunkin
Donuts
and
which,
which
again
that
doesn't
cost
much
for
them
to
retrofit.
So
those
opportunities
are
going
to
be
more
limited.
Certainly
we're
going
to
go
after
them
on
your
behalf,
but
again
it's
just
being
realistic
with
you.
Instead
of
just
blowing
smoke
again.
A
Tell
you
something:
I
was
gonna:
ask
if
anybody
in
the
audience
has
any
a
quick
question,
we're
kind
of
running
close
on
time
here.
Anybody
out
there
got
a
question:
they
want
to
ask
Matt
while
he's
always
here.
It's
he's
wide
open,
no
hearing,
none
that
public
parts
closed.
No,
you
guys
got
any
more
questions.
Otherwise,
I've.
F
Got
one
more
mayor,
Matt
you've
been
in
existence
about
five
year,
you
said
roughly,
but
you've
got
people
that
have
a
lot
of
a
lot
of
experience.
There
must
be
I
mean.
Are
you
doing
something
different
to
attract
the
the
team
that
you
have
from
other
areas
in
the
industry?
I
mean?
Are
you
doing
something
unique
out
there
or
because
I
am
impressed
with
the
experience
that
your
that
your
team
members
have
it's
the
culture.
B
B
We
think
we've
had
a
full
service
clients
about
135,
so
115
are
still
under
contract
with
us
today
and
even
the
ones
that
have
left
us,
for
whatever
reasons
they're
still
going
to
tell
you
that
we
did
exactly
what
we
said
we
were
going
to
do
and
that
we
were
representing
their
community
in
the
first-class
way.
You
know.
Certainly
you
know.
E
B
Don't
ever
want
to
lose
a
client,
that's
something
we
don't
take
lightly.
We
do
exit
interviews
with
every
every
client
to
make
sure
that
we're
always
improving,
but
luckily
we
don't
have
to
do
too
many
exit
interviews,
because
we
do
exactly
what
we
say
we're
going
to
do.
However,
you
know
our
contracts
are
year-to-year
if
it
was
up
to
us,
they'd
be
30
years
long
and
there's
no
way
either
us
could
get
out
of
it
because
we'd
be
great
partners
to
one
another.
But
you
know
the
reality
is
there's
economic
changes.
H
Yeah
one
Steve,
which
might
have
been
asked
when
we
had
escaped,
but
you
said
water
towns,
the
only
one
in
South,
Dakota
and
I-
know.
We've
asked
this
of
some
of
the
other
ones
is.
We
would
feel
uncomfortable
if
you
were
representing
somebody
else
close
by
because
then
it
gets
to
be
a
little
bit.
Who
are
you?
Gonna
choose
deal.
B
So
we
would
obviously
exclude
certain
communities
that
brookings
I'm
sure
it
would
be
one
that
you'd
wanted
to
exclude
and
no,
it
should
not
sure
of
others,
but
we
would
either
spell
those
out
in
the
contract
or
put
a
radius
ring.
Typically,
we
just
spell
them
out,
because
it's
just
easier
that
way
it
makes
you
guys
feel
more
comfortable
and
we.
A
A
E
B
You
I
appreciate
that
no
I
told
the
mayor,
you
know
what,
when
he,
when
he
asked
me
if
I
could
Skype
I
said
well
sure
I
can
Skype,
but
but
then
you
know,
I
wanted
to
be
here.
I
wanted
to
put
my
feet
on
the
ground.
I
wanted
to
see
the
community,
because
if
you
guys
are
gonna
give
us
the
opportunity
to
sell
you
I
want
to
make
sure
that
I
can
come
back
and
tell
Beth
and
to
tell
clay
and
others.
B
You
know
what's
going
on
here
and
you
know,
as
I
told
the
mayor,
we
love
going
to
places
where
we
can
come
in
and
do
our
boots-on-the-ground
analysis,
but
also
spend
the
night
and
have
a
good
time
and
it
it
definitely
looks
like
we
can
do
that
in
Watertown.
So
we're
excited
about
the
opportunity
to
hopefully
be
your
partner,
but
I
gave
all
of
you
guys
my
card.
So
if
you
have
any
questions
that
you
didn't
get
to
ask
or
think
about
tomorrow
morning,
give
me
a
call
I'm
always
available
just.
D
D
A
A
A
Okay,
you
know
I,
don't
have
a
lot.
I
wrote
something
down
here.
If
we
have
time
I'm,
not
sure
if
we
really
do
have
the
kind
of
time
that
is
needed
for
something
like
this,
but
I
thought
I
would
just
update
you
a
little
bit
on
on
the
Watertown
mall
on.
What's
going
on
with
the
parking
line
and
such
in
fact,
Matt
and
I
we
drove
through
today
we
have
sent
the.
H
A
City
guys
out
there,
you
know
kind
of
patched
some
of
the
major
major
holes
on
that
road,
but
I
just
wanted
update
you
and
let
you
know
that
I
believe
we
are
currently
getting
the
all
the
stakeholders
together
again
to
see
where
we're
at
on
bringing
that
road
into
the
city.
If
there's
any
appetite
at
all
on
that
and
see
if
the
stakeholders
have
an
appetite
to
put
dollars
into
that,
I
know
that
one
of
the
things
that
Shane
and
I
have
discussed.
A
If
that
will
be
brought
up
in
the
medians
as
if
we
were
to
ever
do
anything,
we
would
expect
them
all
to
repair
that
parking
lot
before
we'd
ever
work
on
a
road
of
any
kind.
So
I
just
wanted
to
bring
you
up
to
date
on
that
that
we
are
going
to
visit
with
those
folks
and
we've
had
conversations
with
them.
Another
quick
thing
before
we
before
we
adjourn
here.
This
is
a
kind
of
a
weird
month.
A
When
you
look
at
our
council
meetings,
we
have
the
1st
and
the
15th,
and
then
we
have
3
weeks
with
nothing.
We
do
have
some
some
budget
talks
in
in
the
20s
of
this
month,
but
I
would
like
if
it's
ok
with
you
guys,
because
there
are
some
things
that
I
think
were
important
and
to
wait.
Three
weeks
is
too
long
on
the
29th
of
August.
I
would
like
to
have
a
another
work
session.