The Real Deal New York

  • Top Ten Stories of 2003

    October 09, 2007

    By

    What really mattered in New York real estate in 2003? Here’s our list of the year’s top 10 most important and compelling news stories:

    1. Downtown Rebuilding

    Since a year ago, we’ve seen the opening of a new PATH station, designs for a memorial, the first steel beams for tenant floors at the new 7 World Trade Center and a five-month struggle between two star architects to come up with the design for the iconic Freedom Tower unveiled last month. The tight deadlines for construction laid down by Gov. Pataki in April will insure quick progress in the year ahead.

    2. Low Interest Rates

    Buyers flocked to residential real estate in New York last year, fueled by interest rates that dropped to 40-year lows in June. With 30-year mortgages at around 5.8 percent, demand continues to be hot, though inventory has been on the decline for the past six months.

    3. Office Market in Doldrums

    The sluggish economic recovery held down demand for office space in the New York area in 2003. Much of the lack of demand was a result of weak hiring. Leasing activity was 25 percent behind last year in Downtown in November, and availability was at the highest level in Midtown since 1994. Midtown South fared better, though, and economic picture appeared to be brightening as the year drew to a close.

    4. CB Richard Ellis Acquires Insignia

    CB Richard Ellis became the world’s biggest commercial real estate company when it bought Insignia Financial Group for $431 million in February. The merger catapulted CBRE into the No. 1 position in New York. Since the merger, a few top brokers, including Woody Heller and Richard Baxter and Ron Cohen have departed for rivals.

    5. Prudential LI Realty buys Douglas Elliman

    Dottie Herman, head of the largest real estate company in Long Island, acquired the 92-year-old Douglas Elliman for $71.75 million from Insignia Financial Group in March. The combined company totaled 50 offices and more than 2,000 agents from New York to Montauk. Since taking over, Herman has expanded the number of brokers in Manhattan by 25 percent and has $150 million earmarked for expansion.

    6. Macklowe buys G.M. building

    Developer Harry Macklowe hit the high point of his career when he beat out two dozen other bidders and bought the General Motors building for $1.4 billion in August, the top price ever paid in the U.S. for an office building. Overall, investment sales were white hot in 2003, largely due to low interest rates.

    7. Bank branches and big-box stores in NYC

    Banks flocked to New York from other parts of the country to open bank branches in 2003. Competitors like Washington Mutual, North Fork Bancorp, Commerce Bank and Wachovia entered the fray in an attempt to cash in on the lucrative market. National big-box stores coming to Manhattan was another new trend, with Home Depot signing a lease for 110,000 square feet on West 23rd Street in Chelsea. Target is reportedly looking nearby.

    8. REBNY’s 72-Hour Rule

    The move by the Real Estate Board of New York in January requiring its members to share listings with all other members within 72 hours represented a significant shift towards opening the Manhattan residential marketplace. Company heads hailed the move as a “huge stride forward” and a “quantum leap” in terms of progress.

    9. Time Warner Center opens

    The $2 billion project – currently the largest in the country, and the biggest construction effort in New York since the World Trade Center – opened its doors when the Mandarin Oriental Hotel checked in its first guests in November. The 2.8 million square-foot building will also house Time Warner’s headquarters, Jazz at Lincoln Center and luxury apartments. The retail component opens in February.

    10. $45 million apartment sold

    The most expensive apartment sale in New York City history took place in July when a British financier agreed to pay $45 million for a 12,600 square foot apartment at the Time Warner Center. The purchase included an 8,400 square foot unit on the entire 76th floor and 4,200 square foot half-penthouse on the floor above. Robby Browne of Corcoran represented the buyer.

  • The Real Deal asked industry leaders in New York residential real estate what they are excited or concerned about in 2004. From touting hot neighborhoods like Hudson Square to concern over rising interest rates, here’s what they had to say:

    Daren Hornig

    President & CEO

    Dwelling Quest

    What’s Hot? Differentiation and customer service – not necessarily going with the biggest and going with the best. People are sick of the chest pounding.

    What’s Not Hot? Mass marketing and blowing advertising budgets. Saying ‘we’re making so much money we’re going to blow it on our ego.’ Taking out full-page ads in The New York Times with a picture of a nice Humvee-taxi cab. If someone is looking for a one bedroom in the East 30s, they are not going to care about what services you offer in the Hamptons.

    What are you excited about in the coming year? With technology in residential real estate, you almost laugh at what is not being done. There is money and opportunity and companies are not leveraging it.

    What are you worried about in the coming year? Interest rates worry me. Unemployment worries me. Terrorism worries me. Anything I’m not in control of worries me.

    .

    Dottie Herman

    President & CEO

    Douglas Elliman

    What are you excited about in the coming year? The economy is starting to pick up. People are feeling better. I think it’s going to be a strong real estate year.

    What are you worried about in the coming year? My only concern is finding more space for my company.

    .

    Andrew Heiberger

    President & Chairman

    Citi Habitats

    What’s Hot? Definitely Chelsea. It’s on fire. And the Lower East Side.

    What’s Not Hot? For rentals, the Jersey waterfront and Northern Manhattan, including Harlem. The area above 100th Street was very heavily talked about, and was a direct beneficiary of the Manhattan overflow. When the rental market in Manhattan lightened up, it almost had a vacuum effect.

    What are you excited about in the coming year? I expect the rental market to come back roaring back. Well, maybe not roaring, but it will growl back. Top corporations and banks – all indications are that they are hiring. Bonuses this year are not incredible, but they are a sign of stability.

    What are you worried about in the coming year? I think interest rates will stay down because it’s an election year. But if interest rates were to rise prior to the Presidential election, that would have a dramatic halting effect on sales. There is 15 percent additional cost caused by a 1 percent increase in interest rates.

    .

    Robby Browne

    Senior Vice President

    The Corcoran Group

    What’s Hot? Combining apartments. I can’t tell you how many

    people have called me recently who want to try to buy their neighbor’s apartment.

    What are you excited about in the coming year? New condominium developments in rediscovered New York neighborhoods.

    .

    Christopher Mathieson

    Co-Owner & Managing Partner

    J.C. Deniro & Associates

    What’s Hot? Everybody wants a condo now. On the Far West Side, Tribeca, West Village and in Chelsea. People don’t want to deal with co-op boards anymore. It’s so dated to be restricted on those levels.

    What’s Not Hot? New Jersey. Jacuzzi tubs. Cookie-cutter apartments. High common charges.

    What are you excited about in the coming year? Wireless technology is getting bigger. Air filtration systems [to deal with mold issues] are getting big, as they should be.

    What are you worried about in the coming year? I’m worried about surpassing my personal goal of over $100 million in sales in 2004.

    .

    Elizabeth Stribling

    President

    Stribling & Associates

    What’s Hot? Murray Hill is absolutely changing. It’s getting to be younger professionals and families down there, too. There is a restaurant scene coming in. You can find some of the best values per square foot there.

    What are you excited about in the coming year? Personally, I’m very optimistic – it’s the Year of the Monkey in 2004, and Stribling was founded in the Year of the Monkey in 1980. I was also born in the Year of the Monkey, and I was told for a Monkey person in a Monkey year, the heavens will open up.

    What are you worried about in the coming year? There is such a lack of property. We’re all looking for more listings.

    .

    Pam Liebman

    CEO

    The Corcoran Group

    What’s Hot? Hudson Square is emerging as the next really hot neighborhood. Lots of projects are happening down there.

    What are you excited about in the coming year? We are looking at a record setting year in 2004. Bonuses will cause a lot more buyers to enter into the market. As there is more talk about interest rates expected to go up, people will buy even harder.

    What are you worried about in the coming year? Lack of inventory.

    .

    Jeff Wolk

    Co-Founder & Co-Principal

    Fenwick-Keats

    What’s Hot? As a result of more sophisticated buyers, there will be greater emphasis on accreditation and continuing education for New York City agents, as is the case with the rest of the country. Also, there is also a distinct rise in the purchase of townhouses for single families – their original use.

    What’s Not Hot? Overpriced listings. Sophisticated sellers have greater access to, and are more inclined to know about, comparable properties, thanks in part to the Internet.

    What are you worried about in the coming year? The potential institutionalization of the real estate industry. The more large companies merge and gobble up smaller ones, the less personalized and consumer-centric the services offered.

  • The Real Deal asked industry leaders in New York commercial real estate what they are excited and concerned about for 2004. From investment sales remaining hot to bank branches taking over, here s what they had to say:

    Jeff Roseman

    Executive Vice President

    Newmark New Spectrum Retail

    What’s hot? Greenwich Village is super hot, now that Crate & Barrel and Pottery Barn have proved that home furnishings can co-exist in this fashion hotbed. The meatpacking district has the hottest nightlife around.

    What’s not hot? National chains who analyze and then double analyze and then go to committees and then second committees and drag out deals for months upon months, wasting everyone’s time and money, and then finally pass on a site because some genius in the Midwest thinks that the Soho store will hurt their Upper East Side location.

    What are you excited about in the coming year? I am excited about new chains coming into the city and showing us their way of doing things, like Home Depot, Chipotle and Jamba Juice.

    What are you worried about in the coming year? I worry about the bottleneck with many of the city agencies, whether its landmarks, zoning or building permits in enabling out of town retailers to continue to come into the city and thrive.

    .

    Robert A. Knakal

    Chairman

    Massey Knakal

    What’s hot? In building sales we anticipate a tremendous flight of capital from Manhattan to the outer boroughs in 2004. In the second half of 2003 we have already seen a dramatic increase in the number of transactions in Brooklyn, Queens and the Bronx, and many of the buyers of these properties have traditionally been Manhattan buyers.

    What are you excited about in the coming year? Given the strength of the multi-family sector during the past few years and the relative weakness of the office market, we anticipate multi-family trends continuing to be strong throughout 2004.

    What are you worried about in the coming year? Perhaps the greatest impact on the building sales market in 2004 will be the impact of the new lead paint legislation which has been passed. This new legislation is particularly onerous to property owners and may have significant financial implications on multi-family properties.

    .

    Ken Krasnow

    Senior Managing Director

    Cushman & Wakefield

    What’s hot? The investment sales market. Demand for high quality, well-leased properties, with little to no near-term rollover, will stay hot. We don’t anticipate significant changes in interest rates, and this should keep the best buildings fetching high prices throughout 2004.

    What are you excited about in the coming year? Leasing has picked up this year compared to 2002, and we anticipate that trend will accelerate in 2004. The economy has shown positive signs of recovery, the stock market is getting back on track and new IPOs are increasing weekly.

    .

    Peter Riguardi

    President

    Jones Lang Lasalle

    What’s hot? We’re finally starting to see a flow of real tenants into the marketplace. World Financial Center in lower Manhattan continues to be the most active segment of the leasing activity in New York.

    What are you excited about in the coming year? Most of the financial service firms that are the foundation of the New York City leasing market are planning on adding jobs in the New York area.

    What are you worried about in the coming year? Worrying doesn’t get you anywhere. I’m not worried about anything.

    .

    Faith Hope Consolo

    Vice Chairman

    Garrick-Aug Worldwide Ltd.

    What’s hot? Glamour, that’s what. After months of deprivation and being depressed, as the economy bounces back, there is the desire to have a little fun, to enjoy living, to indulge in the luxuries of life. Shopping and shoppers are back. Luxury merchandise is consistently showing the largest increase in sales. We’ve got some money again and it’s okay to spend it.

    What’s not hot? Fast food. Fast fashion, however is hot: H & M, Zara, Mexx. To wear fast fashion, it is preferable to look healthy, sleek, and glowing – the antithesis of the fast-food fatty.

    What are you worried about in the coming year? Banks. Now, I personally love banks. In the last few years, the luxury (my favorite word) of having a real bank again instead of being an ATM orphan has been great. But an overwhelming amount of banks will crowd out everything else. There must be a better mix: banks, impulse shopping, residential, and service-oriented businesses. The available space can’t be taken over by just one industry.

    .

    Bill Shanahan

    Executive Vice President-Partner

    (New York Tri-State Region)

    CB Richard Ellis

    What’s hot? In 2003 there was little that wasn’t hot in Manhattan investment real estate. Residential buildings, especially Downtown, drew a lot of attention from investors, as did retail properties which were bolstered by increases in leasing along key shopping corridors. As evidenced by record-setting sale prices for trophy properties like the GM building, Class A properties were sizzling.

    What are you excited about in the coming year? Many investors being priced out of Class A sales or limited by the short supply are now looking into Class B buildings as an alternative investment opportunity. We expect this trend to heat up as we move through the year. Similarly, development sites, both residential and commercial, are piquing interest in the investment community. Corporate users and developers are looking at construction as an appealing option again.

    What are you worried about in the coming year? Many pundits believe interest rates will be on the rise after the election in November.

    .

    Kevin Danehy

    Senior Vice President

    CB Richard Ellis

    What’s hot? We expect the biggest news for 2004 to be the beginning of a market recovery. We do not expect a sharp bounce, but rather a reversal of the trends we’ve seen over the last three years. Space availability rates should peak around year-end at 13 percent to 14 percent in Midtown, and 15 percent to 17 percent Downtown.

    What are you worried about in the coming year? Anemic job growth will flatten the pace of the recovery so that positive absorption begins in 2004 and coasts into 2005. Long-term, among New York City’s biggest challenges is to broaden the employment base beyond its current concentration on financial services and media-related jobs.

  • When the design for the Freedom Tower was unveiled last month at a ceremony downtown, it was Larry Silverstein, along with the mayor, the governor and the building’s two star architects who pulled a rope to reveal a nine-foot model of the 1,776-foot tower that will rise at Ground Zero.

    The model showed some elements of Daniel Libeskind’s plan, but more closely resembled the work of David Childs, the architect employed by Silverstein.

    While it was a moment of cooperation, it also appeared to be a victory for the private developer who has found himself thrust into the center of the world’s most important public rebuilding process. What has it been like to be in that role?

    “It’s been a challenge of ten lifetimes,” said Silverstein, 72. “The scale of this project. The sheer magnitude of it. The impact that this has had on the psyche not just of New Yorkers, or citizens of the United States, but of the world.”

    A thin, groomed man who exudes energy in a bouncy, yet well-measured manner, Silverstein is described by many as perennially optimistic as well as relentlessly shrewd.

    “His optimism is part of his DNA,” said Lisa Silverstein, the developer’s daughter and a vice president in the company. “He thinks it’s unproductive to be a pessimist. But he’s also a realist.”

    Given the politics surrounding the project, she said her father had to put those qualities to use in a way he hasn’t had to before. “The most difficult thing for all of us is dealing with the three-dimensional political chess game non-stop. But I see the light at the end of the tunnel.”

    Silverstein is also known for taking risks. He has routinely set his sights on ever-higher goals throughout a career that began 50 years ago at his father’s small real estate leasing shop. Buying a new building every six months eventually resulted in a 10 million square foot portfolio by the 1980s, followed by his first major construction project, at 7 World Trade Center. Then, the ultimate prize: emerging as an underdog to win the World Trade Center lease with a $3.2 billion bid, six weeks before the planes hit. He completed the transaction, the largest real estate deal in history, from a hospital bed after being hit by a car on the Upper East Side, suffering from a broken pelvis.

    “Larry is well known as a significant gambler,” said Steven Spinola, president of The Real Estate Board of New York, an organization that Silverstein helped transform into a lobbying group during his tenure as chairman there. “He’s willing to roll the dice, and he’s usually been right. He’s also as ‘New York smart’ as anyone can be.”

    Mary Ann Tighe of CB Richard Ellis has called Silverstein “an extraordinary combination of optimism and total shrewdness.”

    Of course, nothing could have prepared the developer for the destruction wrought by Sept. 11 and his role in the rebuilding effort.

    “Being thrust into this role is something I could never have anticipated,” he said. “Nevertheless, I suddenly find myself here. It’s a combination of things, it’s a challenge and simultaneously a privilege.

    “The acts that brought down the towers were an attack on our way of life and our value structures, and in the last analysis we have an obligation to ourselves and our successors to rebuild,” he said. “The buildings have to reflect an act of defiance and will.”

    Currently, Silverstein’s days start early, with a workout, and usually last until 7 p.m. Starting Thursday, or, if it is especially busy, Friday, he’ll leave for his usual weekend aboard his yacht with his wife, Klara (more on that later). But even if he is away from Silverstein Properties offices at Fifth Avenue and 43rd Street, work surrounding the massive effort to rebuild Ground Zero is never far away.

    “It’s very intense,” said Silverstein. “Nights, Saturdays and Sundays – we’re on the telephone all the time. It’s not quite 24/7, it’s more like 21/7 or 20/7,” he said. “I also wake up around 3 o’clock in the morning and think about it.”

    On a Thursday several weeks ago. Silverstein walked into his boardroom after a particularly hectic conference call on the project. Slightly discombobulated by the call, he quickly gathered himself together and launched into pleasantries with a reporter before talking about what appeared to be his main concern (and the reason for the interview): insurance.

    Silverstein is still waging a legal battle against his insurers, claiming that he is entitled to a double payment totaling nearly $7 billion for the destruction of the trade center. The insurers say he should get $3.5 billion, and so far have paid $1.9 billion in claims. Silverstein is arguing that because the two planes hit the towers in separate incidents, he is entitled to a double payout.

    “I do believe that a jury will look at the facts and comprehend that when you have two separate planes, hitting two separate towers, at two different time frames, bringing each tower down independently of the other, that constitutes two events,” he said.

    Would Liberty Bonds be available for the project if the insurance battle was lost, the reporter asked?

    “To the extent we needed it, it could be available,” said Silverstein. “But for the people of the city and the state of New York, whose battle this is, this is the only money that is available, the money from the insurance company, for the purposes of rebuilding.”

    Already, enough money is in the bank to build the Freedom Tower, which is expected to cost $1 billion, though the total cost to build out the entire Trade Center, which will include five buildings totaling 10 million square feet, will be more than $6 billion, Silverstein said.

    While much of the focus has been on the office component, Silverstein agreed with concerns from city government and other quarters that developing downtown into a 24/7 neighborhood was “enormously important.”

    “Battery Park still has land available for 3,000 units of housing,” Silverstein said. “There is not a doubt in my mind those sites are going to be acquired and developed. There are also plenty of other sites that can be developed for residential purposes.”

    The area’s transformation into a round-the-clock neighborhood will also be accomplished through retail and cultural venues.

    “We’ll have the performing arts center there,” Silverstein said. “As far as retail, there will be boutiques, big boxes, little boxes, every nature and description of retail operation.”

    An underground people mover, which will run from the new Broadway-Fulton stop to Battery Park City, will include destination retail down there such as never existed before.

    Meanwhile, Silverstein’s 7 World Trade Center, also destroyed as a result of Sept. 11, saw the first steel beams for tenant floors of the building hoisted last month. For the past 13 months, construction teams have worked on the first 10 floors, which will be used for a Con Ed substation that provides electrical service to lower Manhattan. The building’s offices start on the 11th floor.

    The 52-story, 1.7 million-square-foot office building, scheduled to open by the end of 2005, does not have an anchor tenant. Silverstein said the marketing of the building will be launched in the third quarter of this year. “Right now, its still too early,” he said.

    Silverstein first learned of the attacks when an associate, Geoffrey Wharton, called him on a cell phone from the lobby of the Trade Center building, and Silverstein watched on television as the two towers collapsed. Four of his employees were killed, and Lisa Silverstein has said the deaths took a toll physically and mentally on her father.

    But, in a display of his shrewdness, Silverstein was already delving into complex legal strategies by the next morning. According to Steven Brill’s new book, After: How America Confronted the September 12 Era, Silverstein told several people who had called in offering sympathy the day after the attacks that he was going to prove that the two planes crashing into the towers had been two separate instances and that would entitle him to double the money for rebuilding. He also called the his architect, Childs, and told him to start sketching out plans for “a whole new place.”

    Silverstein would soon pledge to rebuild “given good health” and with cooperation from the local and federal government. While the project will likely stretch until 2015, Spinola said the developer’s age is a moot point. “In the real estate industry in New York, being in your early 70s, it’s not uncommon to be planning for the next decade or so,” he said.

    In addition to daughter Lisa, who is in her 30s, Silverstein also has a son, Roger, who works for the organization dealing with downtown leasing of commercial office space. Silverstein hired John “Janno” Lieber this past April as director of development for the Ground Zero site. Lieber, a former senior vice president of Lawrence Ruben Co., managed the $800 million development of the Port Authority Bus Terminal.

    Outside of work, Silverstein’s passion is his yacht, which he still refers to as his “boat”, said Lisa Silverstein. Nearly every weekend, Silverstein will go to wherever his yacht is located, whether “New York, the Cape, Canada or the Islands,” said Lisa.

    The yacht, whose name Lisa didn’t want to give out of privacy concerns, was built by the developer 13 years ago, “but is so state-of-the-art, people think it was just built,” she said. The vessel functions as Silverstein’s “floating couch.”

    “It’s also his psychiatrist. It’s where he can get away from everything,” she said.

    Silverstein has owned a succession of yachts over the past several decades, starting with “Last Penny” more than 20 years ago, and they have grown as the size of his buildings have grown. They also serve as a great place for family to get together. “I basically grew up on a boat,” said Lisa. “Now I bring my kids on board. Every few years the boats get a little bigger. He says he needs a bigger boat because there are more of us.”

  • Top Agents Under 30

    October 09, 2007

    By

    Emily Cho-Roache of Brown Harris Stevens got her start in the months following Sept. 11, when she and her partner, Greg Roache, decided to put in long days and nights targeting buyers when many in the industry weren’t. The result was 27 sales in 2002, and a REBNY Rookie of the Year award. Cho-Roache is one of a dozen agents profiled in this month’s Top Agents Under 30.

    “Nobody starts out planning to go into real estate,” is a common refrain one often hears. Traditionally, residential real estate has been a profession that most launch into as a second or third career, one or two or three decades after entering the workforce. It’s not a young person’s game.

    But that may be changing. A new breed of younger agents are increasingly coming into the profession, a trend that has been fueled by the downturn in other sectors of the economy and the impressive amount of money that can be made in real estate.

    Given the trend, The Real Deal decided to assemble a list of some of the hottest agents under 30. We approached 25 of the city’s most prominent firms, both large and small, asking for their most accomplished or top-producing agent still in their 20s (for the largest firms we asked for two names), and then whittled down the list some more.

    The results speak for themselves. From Manhattan-born-and-bred family business scions to new agents who came to New York from small towns to make it big, they run the gamut. Some have worked on Wall Street. Some hail from the art world. What they all seem to possess is an impressive degree of maturity, drive and smarts, which no doubt has helped them to elevate their careers at a relatively early stage.

    Rachel Kaplan

    Company: The Corcoran Group

    Deals: 12 contracts in six months as an agent

    Age: 23

    “I’m five feet tall, and look like I’m 15,” admits Rachel Kaplan, who started as an agent at Corcoran a month after graduating from George Washington University in May. Though she looks even younger than her age, and is the least senior agent in Corcoran’s Carnegie Hill office by a decade and a half, Kaplan is off to a stellar start in real estate, with 12 signed contracts in her first six months on the job, including half a dozen closed deals. The native New Yorker, who graduated from The Hewitt School and worked at Corcoran as an assistant during college, mostly caters to young homebuyers. She cited Barbara Corcoran’s book during her job interview when concerns were raised about her size and age. “I told them ‘you have to take a disadvantage, and turn it into an advantage.’”

    Emily Cho-Roache/Greg Roache

    Company: Brown Harris Stevens

    Deals: 17 sales in 2003; 27 sales in 2002

    Age: Emily 26 and Greg 29

    In the months following Sept. 11, Emily Cho-Roache and her partner, Greg Roache, decided to put in long days and nights at Brown Harris Stevens targeting buyers when much of the industry was at a standstill. The result was 27 sales in 2002, and a REBNY Rookie of the Year award for Cho-Roache. The New York native, who was born in Korea, initially got started in the industry in 2000 as an assistant, but soon went on to form a partnership with Greg. The alliance worked out in more ways than one, and the couple got married in April, with Cho-Roache now expecting. “We’ll have to reorganize our plans a bit,” she said. Marriage hasn’t diminished their deal-making skills, however – the couple did 17 deals in 2003, for a higher dollar amount than the year before. “We were even on the phone with a seller during our rehearsal dinner,” Cho-Roache said. In the partnership, Cho-Roache said she is the more organized one. Greg, 29, formerly the top-producing agent at Madison International Real Estate before joining Brown Harris Stevens, is “the more imaginative, creative and aggressive one.”

    Sarah Steinberg

    Company: Warburg Realty

    Deals: $9.5 million in last six months

    Age: 24

    Sarah Steinberg is the daughter of two of Warburg’s top brokers, Richard Steinberg and Renee Bross, but has also shown she has what it takes to be superstar herself since beginning as an agent three years ago. Over the past six months, working both independently and with her father, who is the company’s top producer, she has obtained $9.5 million in signed contracts and closed deals, and presently has a whopping $26.6 million in exclusives. Steinberg graduated from the Nightingale-Bamford School on the Upper East Side and from Cornell University, and said because of her upbringing she learned early on “the twists and turns of a deal – it’s not a surprise to me.” Nonetheless, starting so young, “people were welcoming, but skeptical” of her, she said. “But I got the trust and was able to prove myself.” Since she started, she said, “there are so many other young brokers entering the business.”

    Ivana Tagliamonte

    Company: Halstead

    Deals: $8.2 million in 2003; 24 sales and 4 rentals

    Age: 28

    Nominated for REBNY Rookie of the Year in 2003, Ivana Tagliamonte has been getting deals done at a rapid pace since starting as an agent in New York a year and a half ago. The former environmental consultant and marketing director for a D.C. real estate company averaged two deals a month in 2003. Around 25 percent of her business is relocation work, a natural fit for someone who spent her childhood in Italy before moving extensively around the East Coast as an adolescent. Tagliamonte is “broker for the building” at The Foundry at 310 and 312 East 23rd Street, where she lives.

    Robin Schneiderman

    Company: Citi Habitats

    Deals: Top listing agent; 50-plus rentals in 2003

    Age: 24

    The downturn in the economy and his subsequent departure from Goldman Sachs was one of the best things to have happened to Robin Schneiderman. The Citi Habitats broker, who graduated from Syracuse University, came into real estate when the trader training program he was in didn’t lead to a job. Schneiderman’s best friend, Andrew Barrocas, brought him on board at Citi Habitats, where he is now a top rental broker, receiving the company’s ‘platinum award’ this year for doing more than 50 deals. Schneiderman is also the number one or two listing agent in the company, earning enough commission for getting new developments into the system that it more than pays for rent. “It’s one of the things I’m most proud of,” he said. “I’m a good networker and I ask a lot of questions.” Most of his business is done downtown, and his typical client comes from Wall Street.

    Sabrina Kleier Morgenstern/Robert Morgenstern

    Company: Gumley Haft Kleier

    Deals: 20 sales and rentals in 2003

    Age: Sabrina 27 and Robert 28

    Sabrina Kleier Morgenstern started her career as the youngest producer at NBC’s Access Hollywood, where she covered New York events in a segment she produced called “Hot Spots.” After enough celebrity interviews and movie premiers, she decided to enter the family business (owned by her parents Michele and Ian Kleier), because she saw “my mother had a fabulous career and a life,” though the still does the occasional television segment. Since starting in real estate in 2002, Morgenstern has parlayed her contacts at Access Hollywood into listings – Charlie Matthau, son of Walter, who she once interviewed, recently hired her to put his deceased parents’ apartment at Trump World Tower on the market, now priced at $3.799 million. She is currently working with three other celebrity clients. Morgenstern also learned about real estate – and celebrities – from her mother, a power broker whose clients have included John Travolta, Warren Beatty and Billy Joel. “My mother would wheel us around in a carriage while looking for a place with John Travolta, and negotiate deals during dinner,” she said. “You just absorb the information.” After graduating from Horace Mann and cum laude from the University of Pennsylvania, Morgenstern also has access to “a network of people buying the most expensive apartments in the city, including my friends, who are starting to buy places.” Expanding the business even further, Morgenstern’s husband, Robert, came aboard in April and sold a $2.5 million townhouse in his first three months on the job.

    Michelle Jacobson

    Company: Coldwell Banker Hunt Kennedy

    Deals: $4 million in first six months

    Age: 27

    Michelle Jacobson decided to pursue a career in real estate relatively recently, when she was moving back from Miami Beach to New York and had an experience with an inept broker – who also happened to be her friend. “She didn’t do a good job and I lost a lot of money,” she said. “I knew I could do a better job.” Jacobson has racked up more than $4 million in sales in her first six months on the job, including a deal for a four-bedroom Tribeca loft in November. Jacobson also has a background in art history and interior design, having managed Meridian Fine Art, a gallery on the Upper East Side, and attending the Art Institute.

    Timothy Melzer

    Company: Douglas Elliman

    Deals: $14 million in last 4 months;

    five $1 million deals in May

    Age: 26

    Recently named REBNY Rookie of the Year in 2003, Timothy Melzer is off to an astounding start in real estate. He has tallied a total of 41 deals over last two years, and in the last four months alone has racked up $14 million in sales. Last May, Melzer did five $1 million-plus deals in one month, and was named “Broker of the Month” by Douglas Elliman. Melzer’s background is far away from the world of New York real estate. Growing up on a large wheat ranch in Oregon, where he graduated high school in a class of 37 people, Melzer then received a degree from the University of Washington in Seattle before moving to New York. Working as a waiter at River Caf , he was trying to “figure out what to do with himself” when a he came across a contact in real estate, a profession he had always thought about as a career. Starting right before Sept. 11 at Elliman, he didn’t get a deal done for four months – then business took off. His main focus is Tribeca lofts, and he occupies a niche selling properties between $1 and $2 million, he said. Melzer said his clients cover all ages and types – “straight couples, gay couples, single men, single women” – and said clients gravitate to him because he’s likeable, and provides good customer service. He said most clients aren’t put off by his age – those that are, he doesn’t work with – and said the playing field is equal “as long as you have an extensive knowledge of the neighborhood and market.” One notable recent deal, which hasn’t closed yet, involved representing a New Jersey doctor who bought the penthouse at Morton Square for $1.9 million. Melzer said he is also known as one of the top listing agents at Douglas Elliman, finding out about new developments and getting them into the company’s system.

    Alison Seanor

    Company: Fenwick-Keats

    Age: 28

    A Harvard graduate who worked as a Nasdaq trader at Merrill Lynch for five years, Alison Seanor left her job to travel the world for a year after Sept. 11. When she returned to New York, a chance encounter with Fenwick-Keats co-owner Jeff Wolk in a building elevator lead to a career in real estate. After starting six months ago, Seanor is off to a solid start, with eight deals, and she’s approaching $2 million in sales and rentals.

    Andrew Barrocas

    Company: Citi Habitats

    Deals: Youngest office manager

    Age: 24

    Citi Habitats’ youngest office manager, Andrew Barrocas, runs the company’s 100 John Street storefront downtown, and has tripled business there since taking over a year ago. He started by clearing house – only two of the 15 original agents remain – and then expanded the office to make room for 35 agents. Overall, his agents – most are around his age – did more than 1,000 rentals last year. Beyond rentals, Barrocas has helped close some large sales, including a deal in progress representing the buyer of an $8 million townhouse downtown. He credits his success to his father, who runs a handful of businesses in the garment center. “As a kid, we weren’t taught sports or anything else like that. We just talked about business.” His brother Jason, 28, who is also an office manager for the company in Midtown, brought Andrew on board after he graduated from Arizona State University. Andrew did 130 rentals in his first year as an agent, before becoming a manager. He is also responsible for bringing Robin Schneiderman, a childhood friend from New City in Rockland County and now a top agent at Citi Habitats, into the company.

    Ryan Fix

    Company: Douglas Elliman

    Deals: $13 million in 2003

    Age: 28

    Ryan Fix’s approach as an agent involves a heavy dose of technology. Once involved in developing the real estate division at citysearch.com, where he assisted some of the city’s top firms with their marketing strategies, Fix knows with today’s younger buyers, “you’ve to get information for them in the way they want it. I send a lot of emails, do a lot of follow up calls.” He’s also able to effectively convert buyers browsing properties on the Internet – “people will keep browsing until there is a broker smart enough to commit them” – and it’s paid off well. At the end of 2003, Fix was in contract for more than $13 million, and had more than $8 million in closed sales. Before being recruited by Douglas Elliman from citysearch.com, Fix had worked as a rental broker and on the trading floor at Merrill Lynch and for Citibank. Most of his clients, he said, are “young people who have hit it big,” like an energy trader at Goldman Sachs in her early 30s who is “rocking and rolling” in her career and currently looking for a place, or the JP Morgan analyst who he took on a walkthrough of a $1.6 million loft at Bullmoose Condominium at 42 East 20th Street recently. Fix hopes to branch out into development eventually, and is also in the process of starting a non-profit organization for children in need.

    Josh Rubin

    Company: The Corcoran Group

    Deals: 20 sales and rentals in 2003

    Age: 28

    Although he’s only 28, Josh Rubin has got a lot of experience in real estate. He entered the business seven years ago, after working in retail finance as a stockbroker for Smith Barney and Bear Stearns and attending the Tyler School of Art in Philadelphia, where he grew up. Joining Corcoran three years ago after working in rentals, most of the deals he does now (about 90 percent sales and 10 percent rentals) are downtown, and a lot in Chelsea. “Business just sort of snowballed there,” he said. ‘It’s not by design.” Recent deals include a 5-room, 1,600 square foot loft at 32 Morton Street. Rubin’s eventual goal is to be a developer. “That’s my end game,” he said.

  • Midtown and Midtown South relied exclusively on small and mid-sized deals to stay steady in November, while Downtown languished with its lowest monthly leasing total since March.

    With no deals except renewals larger than 100,000 sf in Midtown and Midtown South, the two markets nonetheless produced 1.09 million and 500,000 sf of new leasing transactions, respectively, according to a report by CB Richard Ellis. Downtown, however, continued to languish, producing just 226,000 sf of leasing in November.

    Overall, Midtown South availability decreased by 0.2 percent, while there was a 0.1 percent increase in available space in Midtown and a .4 percent increase in Downtown.

    A report by Colliers ABR concluded that the office market struggled in November following a relatively positive October, partly as result of additional sublease space hitting the market. Overall vacancy in Manhattan class A space rose from 11.1 to 11.3 percent, the report said. Downtown vacancy jumped from 12.4 percent to 13.7 percent, with Midtown and Midtown South producing mixed results.

    Midtown

    Despite the lack of large new deals, Midtown’s 1.09 million sf of leasing in November was not far behind its five-year average of 1.18 million sf. But return of space meant that availability was at 13.6 percent, the highest level since 1994.

    The month’s largest new lease was the U.S. General Services Administration’s 77,000 sf commitment at 140 East 45th St. Large renewals continued to run strong, with New York Presbyterian Hospital renewing its 211,000 sf at 333 East 38th St. and CBS renewing for 184,000 sf at 555 West 57th St. For the first 11 months of 2003, leasing activity in Midtown totaled 10.1 million sf – 12 percent ahead of last year’s pace to date, and already surpassing the entire total for 2002.

    The strong leasing activity was not enough to offset the return of space to the market, however, and resulted in 181,000 sf of negative net absorption in November in Midtown. At the end of November, availability had increased by 5.51 million sf since the beginning of the year.

    The Colliers ABR report had a slightly different take from the CBRE report, finding the Midtown class A vacancy rate improving from 11.1 percent in October to 10.8 percent in November. Part of the reason for the improvement was a major block of space that was pulled from availability in the Grand Central submarket, among other factors, the report said.

    The Colliers report also found that Midtown rents showed significant improvement in November, climbing to $52.32 from $50.79 the month before. The CBRE report found the average Midtown rent increased $.32 per square foot since June, and that new leases were negotiated at 88 percent of asking rents in November, up from 86 percent the month before.

    Downtown

    Downtown’s 226,000 sf of leasing in November was the year’s third-lowest monthly total, and the market saw 331,000 sf of negative net absorption during the month. The availability rate was 15.6 percent, according to the CBRE report.

    With the exception of Beth Israel Medical Center’s direct lease of 86,000 sf at 160 Water St., all deals in November were smaller than 20,000 sf. Leasing activity for the first 11 months of 2003 totaled 4.02 million sf, 24 percent behind last year’s 11-month pace.

    Compounding Downtown’s woes in November was the continued return of space to the market, Newly available blocks included 115,000 sf at 55 Water St., 173,000 sf at 32 Old Slip and 93,000 sf at 90 Church St. Year-to-date negative absorption was better than last year, however- 957,000 sf at the end of November versus 1.96 million sf a year earlier. Availability remained highest in buildings built after 1980 and Primary Pre-War properties – 20.8 percent in both categories.

    The Colliers ABR report saw a similar lack of good news on the area in November, with the 13.7 percent class A vacancy rate the highest since the 15.3 percent recorded in March.

    The Colliers report said that class A average asking rents in Downtown closed November down 2.5 percent from the month before, at $35.35 per sf. New leases were negotiated at 81 percent of asking rents, an improvement from 78 percent the month before, according to the CBRE report

    Midtown South

    Midtown South fared the best of the three markets in November, showing signs of an impending turnaround with a 10 percent increase in new leasing compared to the month before and 151,000 square feet of positive absorption, according to the CBRE report. The availability rate of 12.8 percent was the lowest of Manhattan’s three office markets.

    Midtown South’s 500,000 sf of leasing activity in November was up from October’s already brisk 454,000 sf. Other than two leases for 61,000 sf- one by Mount Sinai NYU Health at 1 Park Ave., and the other a sublease by FOJP Service Corporation at 63 Madison Ave. – all new leases in November were of units smaller than 25,000 square feet. As of November, Midtown South leasing was running 27 percent ahead of the pace the year before.

    Helped by the positive net absorption in November, net absorption year-to-date was a positive 246,000 sf. This represented a dramatic improvement from 2002, when Midtown South endured 2.10 million square feet of negative absorption through November, according to the CBRE report.

    The Colliers ABR report had a different take on the area, seeing an increase in the class A office vacancy rate to 7 percent, from 6.3 percent the month before. The cause was an additional 94,000 sf of sublease space placed on the market by Primedia and Arnold Worldwide at 110 Fifth Ave., the report said.

    Average asking rents slid to $29.37 per square foot, compared to $32.43 the month before, the Colliers report said. The CBRE report said asking average rents in Midtown South had risen 7 percent in Midtown South in the past 12 months, and that new leases were negotiated at 84 percent of asking rents in Midtown South in November, up from 83 percent the month before.

    Despite the absence of deals over 100,000 square feet in November, there had been a high number of deals in that category over the course of the year. By October, Manhattan had seen 15 100,000 plus sf leases in 2003-a figure that equaled the total for all of 2002, according to Cushman & Wakefield.

  • When Whole Foods first came to Manhattan in early 2001, the company wanted to test the waters with first a 30,000 square foot store in Chelsea.

    Nearly three year later, that store is doing a million dollars in sales a week, and the world’s largest natural and organic food retailer is in the process of opening up three even bigger locations here, including at the Time Warner Center next month.

    With dollars spent in the natural and specialty foods category expected to jump from $35 billion a year today to $52 billion by 2007, it’s not just Austin-based Whole Foods that’s trying to catch in on the trend towards better eating. In Manhattan, fast-food and snack chains that offer healthy alternatives like Jamba Juice are moving in, nutritional health product stores like The Vitamin Shoppe are expanding, and gourmet food stores are increasing their reach.

    “People are going an extra step to take care of themselves,” said Robert Kinsey, senior director for restaurant and specialty food at Robert K. Futterman & Associates. “People feel like they can spend another 10 percent.”

    This past July, Kinsey represented the owners of the Time Warner Center in completing a 20-year lease with Whole Foods for 57,956 sf in the lower-level first concourse of the building at Columbus Circle. Whole Foods also plans to open a 50,000 sf store at 4 Union Square South, and a 46,000 sf store at 220 3rd Street in Park Slope by spring 2005.

    Kinsey said Whole Foods was “very deliberate about coming into New York. They did a lot of homework. And their first store proved that they had done the right thing.” Kinsey said organic retailing is easier these days because there is a more established supply chain and because farmers “are taking hold of it in a major way.”

    Whole Foods strategy, Kinsey said, is to look for markets where there is a high level of education, and not necessarily spots where there is the highest income. “They did a huge rollout in Washington D.C.,” said Kinsey, “which is the number one market in college degrees.”

    Chase Welles of Northwest Atlantic Partners Inc., which represents Whole Foods in Manhattan and northern N.J., said that the Columbus Circle location and Union Square location were chosen because they are central hub areas, easily accessible to “the shopper who wants that special food and will travel a little further.”

    An added bonus for both of the new Manhattan locations is that they seem to fit in well with other “healthy lifestyle” features nearby- in Union Square, the Whole Foods will be right across the street from the Union Square Greenmarket. At the Time Warner Center, the Whole Foods will be in close proximity to an Equinox gym. “I won’t say that made the decision in either case, but it was certainly noticed by all,” said Welles. The typical size of a Whole Foods is 40,000 to 50,000 sf, much bigger than the average supermarket of 8,000 to 10,000 sf, he said.

    As to why Whole Foods is expanding in Manhattan now, Welles said it was simply a natural progression, based on the fact that “most of the major players in the country are now Whole Foods stores” and that “there wasn’t anything in New York.”

    “Plus,” he added, “there is a tendency for people to buy the best in New York. You can buy fruits and vegetables there you didn’t even know existed.” The company’s promotional material says it strives to offer “the least processed, most flavorful and [most] naturally preserved foods.”

    Whole Foods is likely to face increased competition for upscale foodie dollars from Balducci’s, after a deal that was announced last month. The famed Greenwich Village gourmet store that moved uptown now plans to expand to 12 new locations in the metropolitan area.

    Mark Ordan, who spent five years building natural foods retailer Fresh Fields before selling it to Whole Foods, is heading the project. Ordan teamed up with Bear Stearns to make the $50 million acquisition of Balducci’s parent company, Sutton Place Group.

    Joe Dobrow, vice president of marketing for Sutton, said the company hasn’t worked out any of the new locations in Manhattan yet. He said Balducci’s would continue to carry high-end gourmet items, but that more “everyday items” would be added to help make it “more a neighborhood shopping destination, and not just for special occasions.”

    The healthy eating trend doesn’t stop at supermarkets. Several fast-food and snack chains now moving to or expanding in Manhattan are offering alternatives to the normal fare, including Jamba Juice and Better Burger.

    “As people read how important diet is to their lifestyle, there has been a trend towards better eating habits,” said Jason Pruger, a managing director at Newmark New Spectrum. Even at established fast-food chains like McDonald’s and Wendy’s, he said, “salads have become a huge part of business in the last five years.”

    Pruger said Jamba Juice, which offers juices and smoothies and already has stores in 24 other states, “will be coming here soon.” Another chain, Better Burger, serves burgers and hot dogs made from beef and poultry that is hormone- and antibiotic-free, and sells sides like baked ‘fries’ made with organic potatoes. The company opened its first location in Murray Hill in 2001 and has since expanded to a second location in Chelsea at Eighth Avenue and 19th Street.

    Vitamin stores in Manhattan also have been undergoing expansion or are poised to do so. According to one study, U.S. consumers spent $17 billion on vitamins and nutritional supplements in 2002. That’s more than double the $8 billion spent five years before.

    The Vitamin Shoppe, which has 20 stores in Manhattan, recently added two more locations. Pruger of Newmark represented the company in a lease for a 1,230 sf site at 300 West 23rd St. in Chelsea, which he called “an ideal location” for the store. Another recent deal was completed for a 3,700 sf site at 385 Fifth Ave., a larger branch which will include an informational lending library. In December, Vitamin Shoppe Industries was sold to a private equity group at Bear Stearns for about $310 million.

    Another large chain, GNC, which has dozens of stores in Manhattan and says it is the largest global retailer of nutritional supplements, was also recently purchased by Apollo Management, LP. Pruger said the acquisition means the store will likely undergo an expansion.

  • Office buildings once stirred great controversy in Harlem. In 1969, Gov. Nelson Rockefeller’s proposal to build a state office building on 125th Street was greeted with deep opposition. Protesters occupied the building’s proposed site, renamed it “Reclamation Site #1″ and distributed flyers saying the building “is like a dagger pointed at the heart of the community,” according to Monique Taylor’s 2002 book, “Harlem Between Heaven and Hell.”

    Feelings about Harlem office buildings are much different these days. A major office and a hotel tower is proposed for 125th Street and another mixed-use project with office space is now opening. Older spaces, such as the Mink Building on Amsterdam Avenue and the Corn Exchange Bank Building, are being renovated and marketed as offices. Prices per square foot are often higher than downtown.

    “There is a definite need and definite interest in more office space up here,” said Vincent Morgan, director of marking and information for the Upper Manhattan Empowerment Zone. “Unfortunately, on 125th (Street), there is not a huge amount of space to actually build it.”

    Harlem’s commercial office market is small compared to the rest of Manhattan, particularly for Class A space. There is approximately 3.5 million square feet of commercial office space in Harlem, defined as Manhattan above 110th Street, according to Cushman & Wakefield. On 125th Street, one developer said there isn’t much Class A space at all.

    Still, commercial office space is expanding in Harlem in the 125th Street corridor. There are plans for a $190-million, 29-story tower on 125th Street and Park Avenue, called Harlem Park, with a Marriott Courtyard Hotel and about 285,000 square feet of Class A office space. Down the street, at 125th and Lenox Avenue, the new Harlem Center includes 150,000 square feet of office space, with two state agencies already set as tenants.

    Smaller spaces are also being converted to offices. Across from the hotel site, a collapsed shell that was once home to the Corn Exchange Bank is being converted into a mixed-use site for the Harlem Culinary Institute and 12,600 square feet of commercial office space. Cushman & Wakefield is the agent for the 19th century Mink Building, formerly a brewery and fur storage, which is leasing 88,000 square feet of loft-style office and retail space. A new condominium complex in West Harlem, Strivers Gardens, will add 37,000 square feet of office and retail space.

    Despite the expansion, demand remains much higher than supply of Harlem office space, said Suzanne Sunshine, a director at Cushman & Wakefield with experience in the Harlem market. Sunshine said rents in Harlem offices are often in the high $20s to low $30s per square foot, while the City Hall area might have deals for closer to $10 per square foot. Stories are common of potential tenants who wanted Harlem space but moved downtown because it was cheaper.

    Nonprofits are often attracted to Harlem to be close to their clients or to find space more suited to their needs. Government agencies have also traditionally filled office buildings in Harlem. Now, in a new step, the Harlem Park developer wants to get Fortune 1,000 companies to the neighborhood.

    “Why hasn’t anyone looked at corporate America for Harlem?” asked Michael Caridi, managing director of the development group for Harlem Park, 1800 Park Avenue LLC. “It’s a critically untapped market for Harlem.”

    Located adjacent to the Metro-North Railroad station and within a block of the Lexington Avenue subway, Caridi said he’s got an ideal location for commuters. Government subsidies are also helping to attract companies uptown. Harlem Park, for example, gets a 25-year property tax abatement along with a 45-percent reduction in utility costs. That translates into a $3,000 per employee per year savings for about a decade, Caridi said. “It’s an unbelievable package for a company to relocate here.”

    There have been discussions with former President Clinton’s staff, among others, about moving to Harlem Park. “This building we are building would be a lot more presidential, in my opinion,” Caridi said. Clinton is now about two blocks away at 55 W. 125th Street. “They are considering it,” Caridi said of Clinton’s staff. “Nothing is etched in stone.”

    Still, office development in Harlem faces hurdles, including overcoming concerns about safety from potential tenants. “When I talk to a company that is thinking about moving uptown, that is the first thing I hear,” said Sunshine. Offices are usually located on 125th Street, she said, because potential tenants see it as the most secure location. Attitudes are changing, but Sunshine said assuaging companies’ safety concerns about Harlem will be a challenge.

    Expansion space is also limited on 125th Street. Harlem Park was fortunate, Caridi said, that there was an open space close to transportation. Morgan, of the empowerment zone, said Harlem still needs a critical mass of office space so developers don’t shy away from 125th Street. Continued demand will help encourage them.

    There also must be community support for new offices.

    “We are still in the early stages of development in this community,” Morgan said. “There are certain factors that we have to consider, that is – the community, and what they want. We don’t want to build things just to build them.”

  • Fueled by the increasing outsourcing of jobs by U.S. companies, a second wave of commercial real estate companies is looking to set up shop in India.

    The largest U.S. real estate companies, including CB Richard Ellis, Cushman & Wakefield, Jones Lang LaSalle and Colliers have all had a presence on the Indian subcontinent for several years to help U.S corporations set up call centers and other operations in what is now a white-hot trend. According to a 2003 forecast by Forrester Research, the acceleration in outsourcing will result in 3.3 million American jobs moving offshore by 2015, with 70 percent of those jobs moving to India.

    Capitalizing on the merger between CB Richard Ellis and Insignia/ESG last year, one second-tier company, CRESA Partners, recently started operations in India, hiring an Insignia team of around a dozen that wasn’t absorbed when the two companies combined.

    Another firm, Dallas-based Mohr Partners Inc. started up operations this summer through a partnership with Indian company Arora & Associates.

    “We recognized a need for a strong India presence based on the significant number of American companies that are outsourcing,” says William Goade, Founding Chairman of CRESA Partners, which undertook the new operation as part of a partnership with its international affiliate, ATIS Real. “India offers many opportunities for our clients who are outsourcing functions such as call centers, software development and accounting.”

    Ashok Kumar, the former head of Insignia’s India operations, was hired to head up CRESA’s main office in Mumbai. He said the company will soon expand to Bangalore and Delhi, and in the next three months grow to 25 employees.

    Kumar said the company will differentiate itself from the competition by being the only U.S. tenant-rep firm in India, focusing exclusively on tenants, rather than landlords. Other tenant-rep firms, like Staubach and Studley, haven’t moved in yet, but “most of them are thinking about India now,” said Kumar.

    Anurag Munshi, an associate director of research for Jones Lang LaSalle India, agreed that a second wave of U.S. commercial real estate companies could be on its way. The first wave came in the mid-1990s, in response to liberal trade and globalization policies undertaken by the central government. CB Richard Ellis started up an office in 1994, followed by Cushman & Wakefield and Jones Lang LaSalle in 1998.

    Munshi said JLL, which has four full-service offices and around 130 employees, was looking to expand with two new project offices in Hyderabad and Pune. CB Richard Ellis says it has the largest presence of any company in India, with offices in six cities and 400 employees. Competition aside, in a country with a population of 1.1 billion, growing at 7 percent of GDP- “a lot of people and a lot of space,” says Kumar of CRESA – there is “probably enough room for all the players.”

    Currently, there are about 125,000 people employed in India by foreign companies outsourcing operations there, drawing from a vast labor pool of 2.2 million new graduates a year. The total employment figure could reach 600,000 by 2007, according to one study. Most of the outsourcing market – around 65 to 70 percent – consists of U.S. companies, followed by around 20 percent from Europe (mostly Britain, France and Germany) and 10 percent from Asia.

    While call centers are a big part of outsourcing operations, “it’s not all call centers,” said Kumar. He said research and development, manufacturing, biotechnology, software development and business process outsourcing are all emerging trends.

    Anshuman Magazine, managing director of CB Richard Ellis South Asia, said in an email that most of the work being outsourced currently is from banks, financial institutions and insurance companies.

    Some of the areas that might grow in the future are “HR processing, healthcare, information delivery, automotives, pharmaceuticals, airlines, and travel and hospitality.”

    As far as the types of real estate services offered, Magazine sees providers getting involved at an earlier stage of the game when companies are planning their outsourcing operations. Facility management is also increasingly important, especially for the large Business Process Outsourcing (BPO) firms, said Munshi.

    U.S. companies are also looking to woo Indian companies, as clients. Magazine writes that although CBRE has a “healthy mix of Indian and multinational clients, many of them have not reached the maturity level to take professional assistance in the real estate area.” The trend could be changing as Indian companies become “more global in their outlook,” he added.

    Other hurdles remain, however. Some observers note there are major infrastructure issues. An outdated transportation system and a road network in need of repair make it difficult to move goods around, driving up costs. And the power supply cannot keep up with demand, with most factories setting up their own generating system. Additionally, by most estimates, 90 percent of land titles in India are unclear, driving up the cost of real estate. Business permits can also be hard to come by, according to news accounts.

    Employee attrition at call centers is another issue. One study pegged the current average rate of attrition at 30 to 35 percent. Employees who answer calls from U.S. customers assume pseudonyms and have to learn foreign accents, and work at night to cater to U.S. time zones.

    But Magazine notes that turnover rates “are still relatively lower than in the U.S.” He sees human resource initiatives – such as offering scholarships for part-time MBAs, job rotation, and incentive-based bonus structures as helping to alleviate the problem. Companies are also realizing that tapping India’s huge manpower resources should not be restricted to big cities only, and as a result small towns and “Grade B” cities have become popular destinations for recruiting. Salaries for call center employees are inexpensive, with employees earning roughly $2,300 to $3,200 annually – versus ten times that in the U.S.

    Finally, there is the political issue of exporting U.S. jobs to India. According to Magazine, “that is something we have come across, and it is an issue that has to be handled with sensitivity. I think the economics of outsourcing are very strong and the temptation to resist it on emotional grounds is only temporary.”

    “Having said that, companies are aware that offshoring jobs can create political issues for them and are thus extremely cautious in their approach and expect the highest level of confidentially from service providers like us at the planning stages of such a move,” he wrote.

  • A proposal to extend Liberty Bonds past 2004 could be realized by the first half of this year. But the issue of allocating more of that money to residential development in Lower Manhattan might be a slightly tougher sell.

    A request made last October to the authorities in Washington by Governor George Pataki and Mayor Michael Bloomberg seeking to extend the program for five more years is receiving serious consideration and will probably be granted, predicts the Real Estate Board of New York, one of the strongest backers of the proposal.

    “It should happen hopefully in the first half of 2004,” said Steven Spinola, president of REBNY.

    The $8 billion program, introduced in July 2002 with the authorization of Congress, is set to expire in December 2004 and allocates $1.6 billion to residential development and $6.4 billion to commercial development. But the current proposal from the New York officials seeks to extend the program to about 2009 and to authorize local authorities to decide how to slice the pie themselves.

    Since there has been more demand for residential than commercial development since Sept. 11, REBNY is proposing increasing the allocation for residential development from $1.6 billion to $3 billion. “We believe the city and state should have flexibility to decide that a few more residential projects might be better,” said Spinola.

    But that proposal is drawing criticism from a powerful corner – Senator Charles Schumer, who recently said he doesn’t think Liberty Bonds should be used for residential projects downtown.

    At a recent forum held by Crain’s, Schumer said new apartment buildings and conversions could be financed privately and Liberty Bonds should be devoted to commercial projects citywide that would create jobs.

    Schumer said he “feels strongly that the Liberty Bonds should be used primarily to create jobs by encouraging the construction of new offices and new businesses.”

    He also said the city needed to be more creative and innovative in seeking different industries, citing the development of biotech facilities in Cambridge, Mass., as an example.

    Schumer also added that there are already many other residential areas of the city – like Harlem, Williamsburg, Astoria and Ft. Greene – that were undergoing a “renaissance” while job growth in the city has not kept pace.

    Schumer’s position stands in opposition to REBNY’s. In response, Spinola was quoted saying, “we will convey to the senator that we believe there needs to be flexibility for the city and state to make the call” about how to spend Liberty Bonds.

    Earlier, Spinola also mentioned concerns about possible opposition to the extension proposal from other parts of the country whose representatives might prefer other uses for the money. “I don’t see much opposition yet, but you never know in Congress,” he said. But Spinola said he remains confident of the success of the extension “because this is not a new allocation but an extension of timeframe to utilize the money.”

    Those who differ with Schumer might say that with a 15.6 percent vacancy rate downtown (according to recent figures from CB Richard Ellis), there is not enough demand to build new office space, even taking into account a recent plan by Goldman Sachs to build a 1.5 million sf tower in Lower Manhattan, directly across from Ground Zero.

    But residential demand has been high. Tracy Paurowski, a spokesperson for the New York Housing Development Corporation (HDC), one of the agencies that administers the residential portion of the program, said that so far “demand is greater than availability” for residential development funds. Of the $800 million being administered by her corporation (the other $800 million is distributed by the Housing Financing Agency), Paurowski said that the HDC has so far issued bonds for about $377.6 million on three projects at 2 Gold St., 90 Washington St. and 63 Wall St. Many applications remain in the pipeline.

    Michele deMilly, a spokesperson for commercial property developer Forest City Ratner Companies, had a similar take. “I’ve not heard of many commercial projects using Liberty Bonds because the commercial market is still sluggish and projects are taking longer to put together,” she said, contrasting the “considerable slowdown in commercial development” to the “broader market for housing in New York.” She said her company is initiating a number of residential projects that might benefit from Liberty Bonds financing.

    In terms of residential development, Paurowski noted that the larger share of the bonds issued by her office have gone to developers converting vacant office space to residential development rather than to those doing new construction or renovation of existing buildings. Under the program guidelines her office uses, all residential projects seeking bond financing must be multifamily rentals located in the Liberty Zone below Canal Street between the two rivers. Condominiums and coops are excluded.

    Whether or not the residential portion of the funds is adjusted, though, there seems to be broad support for extending the program past 2004. Spinola raises the point that it will likely take a decade or two to fully rebuild Lower Manhattan. Importantly, the last project on the 16- acre WTC site won’t start prior to 2009 and will likely go on until 2015, according to developer Larry Silverstein’s estimates.

    Besides becoming the predominant financial vehicle for companies to invest in Lower Manhattan, Spinola also mentioned the many construction jobs created by the 3,000 housing units going up in Lower Manhattan, as well as the 7 World Trade Center building and the Bank of New York building in Brooklyn.

    For all the unanimity about the program’s value, some reservations have also been expressed about the wisdom of allocating some of the money, a $2 billion slice, for projects outside Lower Manhattan. Some of this money has already gone or may soon go to deMilly’s organization, Forest City Ratner Companies, notably for the Bank of New York office building in downtown Brooklyn and The New York Times building in midtown Manhattan. Douglas Durst has also snagged funding, for the Bank of America building in midtown.

    While there was some contention over funding those buildings, a more recent project that has received Liberty Bond funding has generated much more controversy.

    SCS Energy recently received initial approval for $400 million in Liberty Bonds for its planned 1,000-megawatt power plant in Astoria, contingent on the company raising the remaining $450 million needed for the project.

    The decision to fund the project was called a “misuse” of funds and “Liberty Bond pork barrel” by several Democratic lawmakers, one of which said they planned to file suit over the decision.

  • Since Dottie Herman and Howard Lorber bought Douglas Elliman in March, they have been driving hard to expand their latest purchase. The number of agents under their watch has grown from 800 to 1,000. The company has nearly doubled its office space at its 575 Madison Ave. headquarters under a new lease, and Herman is looking at adding room on the West Side. Several top brokers from other Manhattan companies have jumped ship to be a part of Elliman’s hot team.

    So perhaps it’s not a surprise that the heads of other Manhattan firms are complaining. They say Herman’s tactics in growing the company are unsustainable for her and her hires, and point to alleged inflated one-year commission splits that drop back down after a year. The head of at least one rival company has complained to The Real Estate Board of New York about the company’s recruiting tactics. Do they have a point?

    “I think they’re all speculating,” said Herman. “I heard I gave people $250,000 as a signing bonus to come over.”

    Herman said she is not taking a big loss by bringing in agents, as other company heads allege. “You’re losing tons of money by doing that,” she said. “I won’t do that. It has got to be good with me, too.”

    Andrew Heiberger, president and chairman of Citi Habitats, said Elliman’s strategy is to offer high splits that last for a year and then resume back to the split level the broker would normally get. He gave the example of Elliman reportedly offering a 70 to 75 percent split on $150,000 in commissions. At the same time, he said, the company is increasing costs like advertising. “There is so much pressure on the expense side of the firm. It’s not sustainable,” he said. He acknowledged, however, that he didn’t know the specifics of Herman’s strategy or details about her financial backing. “If she figured out a way to do this, my hat is off to her,” he said.

    While not referring to Elliman by name, Pam Liebman, CEO of the Corcoran Group, said “any company that tries to lure brokers with high splits for one year – a smart broker isn’t going to go for that.” Making a switch to another company – which entails advertising to let clients know your new affiliation, and other expenditures of time and money – for a year isn’t worth the effort, she said. “A smart broker will look at the numbers,” she said.

    Herman dismissed the notion that she is trying to grow the company with short-term incentives. “I’m certainly competitive. But you don’t buy loyalty. I’ve been doing this for a while, and all that happens with short-term incentives is people look around and go somewhere else.”

    Neil Binder, the principal of Bellmarc, said the higher splits meant agents were getting “no advertising support,” despite Heiberger’s contention that Elliman as a whole was spending more on marketing.

    “What’s the split worth if you are not getting support?” he asked. With 1,000 agents, he said he would expect to see more advertising in The New York Times from the firm, for instance. “I wouldn’t want to get 1/1,000 of that advertising budget,” he said.

    But Herman said that is not the situation, adding that she “works out extra marketing dollars” in some cases. She also mentioned that Elliman has a program that pays for the cost of assistants, which isn’t offered at her Long Island company, Prudential Douglas Elliman.

    In recent months, Herman has lured several top brokers from other firms, including former Corcoran Group vice presidents Jacky Teplitzky and Marlene Steiner and ex-Sumitomo Real Estate Sales Managing Director Sachiko Goodman. She hired successful broker Edo Raday from Bellmarc in November as well.

    Teplitzky cited the fact that Herman brings a “completely new perspective” to Manhattan as one of the reasons for moving to Elliman. “She has a more global vision,” Teplitzky said. Teplitzky was also impressed with Elliman’s marketing and advertising campaigns, which “changed overnight” following Herman’s arrival, she said.

    Overall, Herman said there is a trend among top agents not to go into business on their own right now, and instead develop a team inside a larger company – a smaller “business within a business.” Herman sees this trend as an opportunity to bring in other top agents.

    “Ten or fifteen years ago, some agents would have opened up their own offices,” she said. “But it cost so much money to be in business, including millions to develop the brand. This way, it’s all on the owners.”

    Recruiting has also become a bone of contention between Elliman and some of the other firms. Heiberger said Herman was “irresponsibly calling everyone else’s brokers and interviewing them.” He said he had made a complaint to REBNY about the practices.

    Steven Spinola, president of REBNY, said that “some people were complaining about certain offers made,” but as far as he knows, “nobody is dong anything illegal.” He didn’t name Elliman specifically.

    “It’s not uncommon for people to move from one firm to another,” he said, “and for firms to be aggressive in recruitment.”

    For her part, Herman said she hasn’t had to call around to recruit. “I have never pursued calling anybody. I haven’t had to. There’s been lots of good buzz about the company.”

    Liebman said she would be very surprised if that was the case. “I’d be shocked if she were not approaching our brokers,” she said.

    According to Herman, Elliman has expanded from 800 to 1,000 brokers since she took over. A lease signed last month for more than 60,000 square feet of space at 575 Madison Ave. is an expansion from the 35,000 square feet Elliman currently occupies.

    Under its new 15-year lease, the company, which is currently on the second and fourth floors, will have contiguous space on floors three through five.

    Herman said the additional room will allow the sales force to increase by as much as 50 percent. She said the company is also looking into expanding its space on the West Side.

    However, Binder said he thinks such an aggressive growth strategy may backfire.

    “Why did that firm sell? Because it was making so much money?” asked Binder rhetorically. “The money backing the buying of the firm, said ‘make me a profit’, and that’s a promise they’ve got to fulfill. So they need a strategy for greater revenue or lesser expense,” he said. Assuming they are choosing aiming for greater revenue, which seems clear, Binder said, “they run the risk of cannibalizing themselves. The wealth is spread so wide over so many people.”

    Apart from Douglas Elliman’s current approach to splits, the industry in general has seen an upward movement of commission splits over the last several years, say both Herman and Liebman.

    Herman said that 10 or 15 years ago, all agents got 50 percent. “Over the last seven or eight years, there has been a significant rise in splits,” she said. “I don’t think it can go much higher.”

    The highest split she said she had heard of was 90 percent, at RE/MAX, where the agents pay for their desks. Other than that, the highest she had come across was 80 to 75 percent, and “in rare instances and usually not forever.”

    Liebman said the highest level of split has gone up over the past five years. “Brokers make a lot more money for the company, so they achieve a higher split. But the companies are not going to give away the store.”

  • Low Inventory in Market Continues

    October 09, 2007

    By

    Lack of inventory remained a key concern for Manhattan residential real estate in December, amid what many agents said was a holiday season that was busier than usual for sales.

    Coming off a third quarter that saw a 13.8 percent drop inventory and data that showed listing inventory had been on a six-month decline, anecdotal evidence from agents and company heads in mid-December indicated the inventory situation had not necessarily been improving.

    “There is such a lack of property,” said Elizabeth Stribling, president of Stribling & Associates, when asked about her concerns for 2004. “We’re all looking for more listings.”

    Andrew Heiberger, president and chairman of Citi Habitats, said he also saw “no inventory” in the sales market but a preponderance of buyers.

    As a result of the low inventory, agents had less prospective apartments to show buyers. Buyers also tended to converge on properties.

    “There’s been more people looking at the same properties,” said Jacky Teplitzky, an executive vice president at Douglas Elliman.

    Heiberger said new developments seemed to be drawing a significant number of buyers almost automatically.

    “There are a lot of buyers in the market who have seen the five to 10 new condo projects, and if they don’t like them, they are sitting on the fence,” he said. When a new development is ready to start selling units, “you get 20 to 40 percent sold in the first month. There is almost a reserve of people you can count on to buy that amount. After that, it depends on the particular price, location and amenities involved.”

    While inventory was low, agents said activity was still more brisk than the usually slow period stretching from Thanksgiving to Christmas and through the first two weeks of January.

    “I had an apartment that had not moved for six months – and now I have two parties involved and we have an offer on the table,” said Teplitzky, who said she had sent out two contracts over Thanksgiving. “It’s been busy.”

    “We have seen a lot of bids at asking price and overbids,” Stribling said in mid-December. “There seems to be general confidence in the market.” Teplitzky said apartments were getting within 5 percent of the asking price “if they are priced right.”

    One reason buyers have been entering the market is low interest rates, and the prospect that they might rise soon, agents said.

    “As there is more talk about interest rates going up, people are buying even harder,” said Pam Liebman, CEO of the Corcoran Group.

    Expectations about bonuses -which some predicted would be the highest in the last three years – could also have been a factor in December activity, even though bonuses are not paid out until February, and usually don’t have an effect until spring.

    “If people were on the fence, the expectation of a larger bonus might help them decide,” said Teplitzky.

    Heiberger characterized the expectation for bonuses as “not incredibly significant this year, but a sign of stability.”

    As far as expectations for the coming year, Heiberger said it will be “kind of a wait and see in terms of what happens in sales. It will be a good year. But I don’t think it will be better than 2003.”

    Stribling said all indications point to “a robust beginning of the year. I think we can clearly predict the first half,” she said.

    In the rental market, Heiberger said increased hiring could indicate a turnaround in 2004, adding that Citi Habitats recently got four $10,000-per- month clients from a huge bank, “the first time that has happened in two years,” he said.

    Teplitzky said she was surprised that more people weren’t renting given the soft market for rentals.

    “What is amazing to me is that you think if the rental market is soft, people would not be buying because they can get a great deal for rentals,” she said. “But people are still buying.”

  • Manhattan residential real estate firms are invading the Hamptons, with several recent acquisitions following Corcoran’s purchase of Cook Pony Farm in October.

    Brown Harris Stevens is negotiating to buy fellow Christie’s affiliate Dunemere Associates, a boutique Hamptons firm, while Prudential Douglas Elliman bought Celic Realty, a 25-year-old North Fork firm, early last month. A third deal is reportedly in the works.

    While other Manhattan firms already have a presence in the Hamptons, either directly, like Sotheby’s, or through affiliates, like Halstead, the stakes seem to have been raised when Corcoran bought Cook Pony. Corcoran’s move, itself a response to Prudential Douglas Elliman’s presence in the market, gave it the top East End firm in total sales transactions for 2002, with 10 offices and 160 agents.

    Owners of some independent East End brokerages acknowledged they were not happy about the recent deals and the prospect of a battle between Elliman, Corcoran and others on their turf.

    “I’m curious about how much they paid to invade another person’s territory,” sniped Tina S. Fredericks, who owns a firm bearing her name, of the Corcoran deal. “They are clearly attempting to come in and buy the know how of local brokers.” Fredericks, who has been in business for the last four decades in the area, said some of the local firms were grouping together to run ads against the Manhattan-based firms.

    Stuart Epstein, owner of Devlin-McNiff Real Estate, another independent firm, said the Corcoran deal would “stiffen up the competition” in the area, even if “no one was getting heart palpitations yet.” He said Prudential, which has had offices on the East End since 1996, “understandably likes to throw their weight around. They tout how big they are. They have a sledgehammer approach.”

    However, Ginger Bittner Andrews, owner of First Hampton Realty, maintained the acquisitions were “mostly a name change.”

    While Epstein and several others had heard rumors of a Brown Harris Stevens acquisition, a spokesperson for BHS said the company had “no comment” on a deal to buy 10-year-old Dunemere. Brown Harris Stevens would get 70 full-time agents working in five offices, mostly on the South Fork, if the deal happens.

    Meanwhile, Prudential’s purchase of Celic Realty, a 40-agent firm, consolidated its position on the East End, giving it an added 20 percent market share on the North Fork. The 25-year-old Celic was expected to do $105 million in sales in 2003.

    Finally, another possible acquisition in the works may involve Prestigous Properties, according to an unnamed executive. Prestigous is based in Westhampton Beach and specializes in high-end homes, land and rental properties.

    Going forward, Epstein said other Manhattan companies may look to the Hamptons. But he opined that it was unlikely that Corcoran and Elliman would continue to expand through acquisitions there, since they both already have offices throughout all sections of the East End. “There is nothing more to buy,” he said.

    But Pam Liebman, CEO of Corcoran, and Dottie Herman, President and CEO of Elliman, disagreed.

    “I wouldn’t rule anything out in terms of buying more firms,” said Liebman, who said decisions wouldn’t necessarily be made according to geographical considerations.

    Herman said her company planned additional acquisitions in the Hamptons, the rest of Long Island and New York City. However, she also said that there are fewer and fewer companies to buy in the Hamptons. “There’s lots of little companies,” she said. “There’s not that many left to buy.”

    Fredericks estimated that there are some 250 brokers on the East End, but only a small handful of agencies have more than one or two agents. As a result, it seem likely there will always be room for independents, as is the case in other markets like Manhattan, Andrews of First Hampton Realty said.

    “This market out here is very personal,” she said. “Independent companies can offer so much more of a hands-on approach. Sales agents don’t have to deal with big corporations, either.”

    But there are many challenges inherent in being a small independent, Herman said. “It’s not a high margin business to begin with,” she said. “And if you’re the main producer, it’s hard to take time to build a business. You don’t have time to develop people.”

    Both New York City companies plan to change real estate practices in the Hamptons. While Herman has made changes to East End real estate since starting out there in 1996, Liebman said she plans to modernize the quiet, word-of-mouth business that is real estate in the Hamptons, at least in the area of technology.

    “We’re going to make a good investment in technology, and try to make life easier for agents,” she said. ‘They’re behind Manhattan. They’re probably where we were a couple of years ago.”

  • The beginning uptick of the economy has meant a resurgence in employees transferred to New York in the past several months and a rise in demand for relocation services.

    With business increasing, relocation experts say they are seeing a number of new trends emerging, including shorter-term assignments and an increase in return move allowances as companies balance bottom lines with keeping employees happy.

    The Internet has also played a role in changing relocation, as transferees have become more able to educate themselves in advance of a move, though such research hasn’t eliminated the need for “high-touch” personal service, agents say. Especially in Manhattan, with its steep prices, co-ops, lack of a listing system and other factors, local and personal service is key.

    James Conigliaro, the Director of Corporate Services at DJ Knight, said there has been a pickup in relocation activity recently after a two-year lull, thanks to the improving economy.

    “There was a slowdown of up to 30 percent,” he said. “But most corporations are reporting a pickup in the last 45 to 60 days.”

    Tory Baker Masters, co-owner of Intrepid New Yorker, a relocation specialist, agreed. She set the upturn a little farther back, starting this summer. “We’ve seen it pick up a great deal,” she said.

    Much of the increase has been due to “consolidation, mergers and acquisitions, and changing business strategies,” according Carmelita Brown, vice president of Prudential Consulting and Relocation Services. She said she expects the trend to continue in 2004 as companies hire more employees both internationally and domestically.

    These days, corporations are not necessarily spending less, but they are being careful in how they allocate money, relocation agents say. Some items, like return move allowances – where the company will pay for the return move home, even if the employee is not returning to a job with the company – might even add cost, but makes for a more satisfied and productive employee.

    “Corporations are being very selective, versus 10 to 15 years ago, in what they will pay for and they are making sure their money is spent wisely,” said Dawn Contiatori, vice president of business development and relocation at Douglas Elliman.

    “The goal is to make sure the employee settles in as quickly as possible so they can concentrate on their position or role. They are not throwing money around, they are spending money where it needs to be spent.”

    Companies are also beginning to provide shorter-term assignments, between one and two years, which may involve an employee leaving his or her family behind and traveling home on weekends.

    “This is an emerging trend that benefits both the employee and management,” said Brown. “Most employees on shorter-term assignments prefer to commute home on the weekends. The company is more willing to let the family come visit the employee as part of the contracted visits they will pay for, as this keeps the employee happy and costs basically the same.”

    Another concern of employees, partly fueled by job outsourcing to other countries, is the possibility of the company eliminating their position after they have moved, agents say. As a result, some company policies now have instituted return move, or “round trip,” allowances.

    A recent survey, the Prudential Relocation Trend Inventory 2003, said such round trip packages have traditionally been more common for international assignments, but are now being seen for more domestic transferees.

    “The round trip program is beginning to resemble the traditional international assignment where an expatriate went on assignment for a few years then returned home,” the report says. “As companies deal with this new trend, they may look to the international programs and implement services so the transferee can return to the same home when they are done.”

    There have also been changes in how employees are reimbursed for moving.

    Generally, companies can provide either flexible amounts of money for house hunting, expenses and travel, or a fixed lump sum where all expenses are covered in one payment, regardless of the amount the employee spends. The advantage of a fixed payment for a corporation is that it can budget wisely and always know what its cost will be. The Prudential survey identified lump sums as an “emerging trend.”

    Finally, relocation professionals said complete settling-in services – everything from utility hookups to how to get car insurance – are being provided.

    Contiatori of Douglas Elliman said her company has always offered full settling-in services for foreign assignees coming to the United States, but now companies are using these services for senior level executives or recruits in the United States. She points out that in a domestic relocation there can also be culture shock and there are certain instances where a corporation will request settling-in services to make sure an important employee has all the help they need.

    “They are using us for everything from helping go to the right schools, how to shop, open a bank account, buy a car, get car insurance or get credit cards,” she said. “We are willing to do what needs to be done, because if the family doesn’t settle in successfully it may not be a successful assignment. It’s important for the family to be as comfortable as the employee.”

    Masters, of Intrepid New Yorker, said around 60 percent of her company’s services are geared towards foreign nationals and 40 percent are domestic. The company offers “to do whatever it takes service,” from real estate agent selection to school interviews, selecting a nanny agency or helping set up insurance.

    Generally, transferees often rent before buying, because they are not sure where they want to live.

    “Fifty percent of all relocating employees like the opportunity to rent for a while so they can explore the different neighborhoods. In six months to a year they often find the right neighborhood and then we help them,” said Contiatori.

    Masters agrees with that figure. “If they are transferring for a three-to-five-year assignment they are probably not buying,” she said. “Some companies discourage buying because if they get transferred again and can’t sell, the company doesn’t want to get saddled with the property.”

    However, with the recent low interest rates, Masters said she is seeing more people buying. “Typical renters are deciding to buy, and now there are more first home buyers than ever before,” she said.

    Finally, the Internet is also an increasing resource for those being transferred. According to the Prudential study, “the Internet has empowered transferees to gather information. However, the information may not always be accurate or appropriate. This up-front and broad education can make the job of the service providers a bit more difficult.”

    But the study goes on to point out that “there is nothing like the high-touch service of a real person helping you through a tough life event like relocation. But cost pressures, advances in technology and a more tech-savvy transferee may one day drive the business to a completely self-service, online model. Or will it?”

  • Richard McDonough got by with a little help from his friend to secure his first deal as an agent in December.

    The new Douglas Elliman agent, who left behind a nearly two-decade career at Bloomberg LP to try his hand in real estate, scored his first major coup in his third full month on the job, finding a classic six on Sutton Place for a friend who flip-flopped for months between the Upper East and Upper West sides.

    Commission on the $935,000 sale was vindication for the 42-year-old father of two, who changed careers only after convincing his wife they could forgo his paycheck until he made his first deal.

    “My wife is happy now that I’m a contributing member of the household,” he joked.

    The Real Deal is continuing to tell the story of McDonough and another new agent, Leslie O’Shea of Stribling & Associates, as they get their start in real estate in this third monthly installment.

    The series, which tracks agents until they get their first signed contract, last month bid farewell to Margaret Maile, a new Corcoran agent who completed a flurry of deals in her second month on the job.

    McDonough’s first signed contract for a sale took place in early December, when the Sutton Place apartment his buyer had unsuccessfully bid on before became available again after two other deals for the apartment fell through.

    After McDonough’s single male friend lost out on in the first bidding war, the two started looking on the Upper West Side, where the friend successfully bid on another apartment before deciding he didn’t want it.

    “It turned out he had to have a home office, and this one didn’t have an office,” said McDonough. “So we started looking again, this time once again on the East Side.”

    At that time, they found out the two previous buyers for the Sutton Place apartment had been nixed by the financial constraints the board put on the applications, and closed the deal.

    McDonough said working with a friend on his first deal was taxing at times, if ultimately successful.

    “A lot of people say they don’t like to work with a friend in this type of situation,” he said. ‘It was a little straining. You have to make sure you keep it business.”

    Prior to his first sale, McDonough cut his teeth on three rental deals he completed. His first deal was for a one-bedroom at West 72nd Street between Central Park West and Columbus that required three open houses and 15 showings to prospective buyers.

    Another rental deal involved looking for a place for a couple with a baby and a 110-pound dog. After a long search, McDonough found a place on Riverside Drive in the 100s that didn’t have a problem with such an enormous animal.

    “As we went farther north, we found it less restrictive,” he said. “One of the agents said maybe they could sneak the dog in the door of another building. But it’s the size of a small horse.”

    McDonough, who at the outset had set the goal of getting one or two exclusives in his first six months, was also waiting to hear back on a listing for an apartment on West End Ave. and 97th Street, which would be his first exclusive. But with several deals under his belt, he said he was happy with his career so far.

    “I think I’m doing pretty well,” he said. “Being an agent totally fits my vision of what i’d like to be doing.”

    Leslie O’Shea, who started at Stribling in mid-September, was leading around a pack of a dozen buyers in December and honing in on her first deal.

    O’Shea also formed a partnership with a more senior agent at the company after a pair of prospective $2 million deals landed on her lap while doing desk duty.

    O’Shea’s buyers ranged from the head of well-known art museum in Los Angeles, whom she knows, to referrals she had gotten from other agents at the company.

    The new agent was working most closely with a doctor and his wife from Connecticut who were looking for a pied-a-terre in the city, and have been staying in a hotel in Manhattan nearly every weekend to look for a place. The lack of listings was making finding an apartment difficult, O’Shea said. The couple knew what they wanted – a two-bedroom in a prewar condo on high floor, with a corner bedroom, low maintenance and in mint condition.

    “There are a lot of specific things they are looking for,” said O’Shea. “Normally it would be fine, but with inventory so low, its more difficult.”

    O’Shea did, in fact, locate an apartment on East 84th Street with a terrace that faces the Metropolitan Museum of Art that was going for under $1 million and almost met the couple’s criteria, however. “But they were put out by the fact that units could be owned by corporations,” she said. “I tried to explain it wasn’t a crash pad for J.P. Morgan.”

    O’Shea also has struck up a partnership with Jeffrey Stockwell, a senior vice president at Stribling, to make a pitch on a big deal that came her way while doing desk duty. A women who works as a lawyer wanted to sell her $2 million loft in Tribeca and buy a $2 million place uptown. O’Shea is also working with Stockwell to pitch two other listings, including one in the Upper East Side building where she lives. Another exclusive that O’Shea was trying to get from a friend who was mulling over a job transfer to her native country, was nixed when the potential seller decided to stay put because she was offered an accelerated partnership deal.

    Overall, O’Shea said she is benefiting from an expanding network of clients and the alliances she is forming in the industry.

    “I’m definitely getting two or three times removed from my social contacts,” she said. “I’m finding customers come from places you wouldn’t expect.”

  • North Chelsea, Chelsea Heights – even Chelsea Hills.

    While none of the new names has caught on for the section of Cheslea north of 23rd Street, the area itself definitely has.

    Expanding northward to at least 34th Street, and from Sixth Avenue to the Hudson River, there has been incredible development in Chelsea’s northern section in recent years, as parking lots, commercial loft buildings and low-rise garages have given way to chic new residential developments.

    “The neighborhood is moving further north and west each year,” said Gil Neary, who founded DG Neary Realty in 1987 and remembers the days when London Terrace, the block-sized building at 23rd Street between Ninth and 10th Avenues, was the neighborhood’s northern and western outpost. “You’d have to blindfold people to get them to look at an apartment there,” he said.

    “Now the northern part of neighborhood is drawing people who like [central] Chelsea and want to live near it,” said Neary.

    Overall, the area north of 23rd Street consists of three distinct parts an entire new neighborhood of rental buildings that has sprouted up along Sixth Avenue, a commercial loft district to the west, and, on the far West Side, an area populated by low-rise garages and warehouses that will likely undergo a dramatic transformation, partly as a result of the city moving forward with its plans for Hudson Yards.

    Along Sixth Avenue, more than five rental towers have been built between 24th and 31st Street since 1995. The latest, the Aston, was scheduled to be completed by the end of 2003 and is being leased up now. It will add 269 units between 27th and 28th Streets.

    Overall, there are more than 2,000 rental units that have been added to the area, including the Capitol at Chelsea, Vanguard, Chelsea Tower and 777 Avenue of the Americas. Neary said there are still a few vacant lots and room for a few new buildings, though no other new projects are immediately planned for the area.

    “It’s a whole new neighborhood that has been created over there,” said Neary. “The town where I have my summerhouse, for instance, only has one-third the number of units.”

    Douglas Wagner, president of Benjamin James real estate agency, said the Sixth Avenue rental corridor, or “tower district,” is largely populated by “professionals in the early phase of their career, but not fresh out of school.”

    In general, he said, the new buildings are getting between $47 and $50 a square foot in rents. Finishes are very high, with features like oversized windows, workout spaces and party rooms.

    Despite the slow rental market in Manhattan, Wagner maintains that there is not a glut of rentals in the area. The Capitol, for instance, which has 387 apartments at West 26th Street, is approaching the two-year anniversary of its opening and many people who signed a two-year lease agreement are coming up for their first renewal, he said. Wagner said the units have “come and gone quickly,” and that “lots of people are staying in place.”

    But Bonnie Seidler, who works out of Fenwick-Keats downtown office, disagreed. “Rentals have been depressed for a couple of years, and its been depressed along Sixth Avenue. How many people can you possibly bring in?” she asked. Seidler estimated that effective rents normally around $4,500 are down to around $3,000 or so, as a result of incentives like several months of free rent.

    The nature of retail along the rental corridor has surprised some, and will be further impacted by a big-box Home Depot moving into 110,000 square feet of space at 28-40 West 23rd Street, between Broadway and Sixth Avenue.

    Several other national chains have opened up, and Wagner said it was “shocking” to see the Olive Garden and Best Buy open up shop at The Caroline, another rental building, on Sixth Avenue and 23rd Street.

    “I’m surprised to see that in such a sophisticated neighborhood,” he said. “We joke about free pasta refills with a one-year lease.”

    Seidler agrees that Sixth Avenue hasn’t seen much of an influx of high-end stores, but said , “I think there will be more high-end later.” She also said the area’s sidestreets “are more interesting and trendy.” Seidler predicted that Home Depot moving in will “wreck havoc for the area, because it will bring in so much car traffic.”

    In terms of cachet, Neary also mentioned that there is some “subtle snobbery” that goes on about who lives in Chelsea and who doesn’t that applies to the rental corridor. “People who live in this area will tell you they live in Chelsea,” he said. “But people who live in the center of Chelsea might not say that.

    West of Sixth Avenue extending to Ninth Avenue in the northern part of Chelsea, one encounters a shift, as the rental buildings give way to existing loft construction. The buildings are increasingly being converted from commercial to residential, said Neary, who added that it is “pretty easy” to convert most of the spaces. Seidler said the average apartment might run 1,500 square feet, with 11 to 12 foot ceilings. She said that a 3,000 square foot loft in need of total renovation might cost just under $1 million in the area, though one would have to spend $500,000 on renovation work. A comparable unit in central Chelsea might run $3 million, she said.

    Wagner said one of the more interesting sections of the area is just south of Herald Square, between 28th and 31st Streets. “I call it the ‘wholesale district.’”

    “It’s earring stores, people selling caps, and it almost reminds you of a market in another country on some days.” In September, sales got underway at the Cass Gilbert Building at 130 West 30th Street, between Sixth and Seventh Avenues. The 20-story commercial structure was converted to 45 apartments, with two to four bedroom lofts starting at $875,000. After only six weeks, 85 percent of the units had reportedly sold. Wagner said the area also happens to be drawing a lot of TV people who use the large apartments as live/work spaces. Overall, Wagner said rents are significantly less than the new rental buildings along Sixth Avenue, in the range of $38 to $42 a square foot.

    Further changes to the area may be coming as the Flower Market Association of New York City, which has been in the West 28th Street neighborhood since the 1890s, mulls a move to another part of the city. While there has been periodic talk among the approximately 50 wholesale and retail florists of moving to other boroughs or other neighborhoods, this time it could be more than talk. Wagner, for one, said he “hopes the flower district remains.”

    Meanwhile, west of Ninth Avenue, massive changes are likely to take place in the northern portion of Chelsea up to 34th Street, or even up to 42nd Street, which some consider the neighborhood’s northern boundary.

    “Right now, it’s mostly garage buildings and low-rise warehouse buildings west of Ninth,” said Neary. “You’ll probably see a lot of developments over there. Hudson Yards is going to lead to big changes.”

    One indication of the new direction the neighborhood is heading in is Hudson Crossing, a 15-story, 259-unit apartment building at Ninth Avenue and 37th Street, which is already fully leased up. Interesting retail, like Hero-Boy and the Cupcake Caf , is also moving in on Ninth Avenue, Neary said.

    Olympics or no Olympics, the city has obviously decided that the whole area is going to be redeveloped,” William Dickey of the Dermot Company, which developed Hudson Crossing, recently told The New York Times. The city’s plans for the area include a stadium, expanded Javits Center and 40 million square feet of residential and commercial space over the next several decades between 28th and 42nd Streets.

    Seidler said west of Ninth Avenue, between 30th and 40th, is where people are now going to find good deals. A 3,000 square foot space might cost $500,000 to $750,000. “That’s where the bargain seekers are going,” she said. Wagner said rents in the area might run about $35 a square foot.

    While these new neighborhoods often seem far afield from the central part of Chelsea, which runs from 14th to 23rd Streets, efforts to come up with new names seem to have stalled.

    Neary said ‘Chelsea Hills’ was used for a while, though “only jokingly.” Chelsea Heights was another attempt.

    “We also got away with ‘North Chelsea’ for a while,” said Seidler. “But now people are just calling it ‘Chelsea.’”