International Retail Magazine: Joseph Coradino, CEO of PREIT | Second Quarter 2023 | April*May*June

INTERNATIONALRETAIL

PhotoCredit: PhiladelphiaBusinessJournal.

Table of Contents

Letter from our publisher, Linda Johansen-James

Welcome Letter from editor Shannon Quilty

ONE Question

IRG asks brands what Sustainability means to them

Chris Igwe Returns

The Global Voice of Retail is back with his insights on Social Media for Retail

Concierge Security: You Had Me At “Hello.” Co-founder of Unitus Security Rob Cordero, shares the secret to bringing Mall Security to a new level

An Epic Team Up

Audra Lamoon, Ian Scott and Linda Johansen-James join together to launch REMA

3 Steps to Launching Your Personal Brand

IRGs creative director Brad Szollose shares his secrets to creating a personal brand that drives ROI

The Mall of The Future

CEO Joseph Coradino turned around PREIT… now he’s reshaping The Mall into something bigger

Power of Pop-Up

Retail Real Estate Specialist Greg Parsons shares his thoughts on trends in Pop-Up Retail

Pivot

Our very own Shannon Quilty shares her once in a lifetime opportunity…in Iraq!

Joseph Coradino

COVER STORY

Chris Igwe

Brad Szollose

Rob Cordero

Letter from the Publisher

As the Founder and CEO of International Retail Group (IRG), I am also delighted to have the opportunity to act as the Publisher of International Retail Magazine, where we work hard to provide real, front-line articles written by acclaimed retail industry leaders. Each quarterly publication gives readers useful tactics and strategies to implement in the ever-changing retail sector.

Our industry-driven magazine showcases interviews with celebrity brands, internationally known retail thought leaders, retail real estate professionals, and brand managers who are making a significant impact in today’s retail market. At IRG Magazine, we’re committed to providing practical insights and ideas from authority figures in the retail industry in each and every issue.

International Retail Group is a boutique international consultancy firm that places direct-to-consumer and digitally native brands in front of consumers. At IRG, we take great pride in bringing new concepts to market and helping entrepreneurs achieve their retail dreams. We’re also excited about the opportunity to share our experiences and insights with our IRG Magazine readers.

IRG has placed well-known brands such as Barbell Apparel, Blue Moon Hemp, Proactiv, Revlon, Hess Toy Truck, and more into brick-and-mortar retail locations, expanding accessibility and increasing profit margins.

We also work to test and expand new product concepts from various entrepreneurs, including my good friend and mentor, Daymond John of the hit ABC TV series, “Shark Tank.”

Subscribe now at no cost to receive the current and future issues of IRG Magazine brought to you by the International Retail Group. If you'd like to comment, be featured, or are interested in advertising with us, please contact marketing@irg-retail.com. For more information on International Retail Group, please visit irg-retail.com

Linda Johansen-James Publisher, International Retail Magazine

Welcome

Hello and welcome to the fifth edition of IRG Magazine! Inside you’ll find interesting and thoughtprovoking interviews and articles we hope will engage and inspire.

Publisher Linda Johansen-James and I were thrilled to speak with Joe Coradino, CEO of PREIT. Going into bankruptcy is never a fun thing but being able to emerge in record time with a plan to innovate and move forward is something to be proud of. Joe talks about his past, his vision for the future and how PREIT is transforming to meet the challenges of today and tomorrow.

One of the key components of that vision is the move toward sustainability. Increasingly, the consumer is concerned about sustainability and looking to shop their values. Knowing how their favorite brands align with those values is key. In this edition of IRG Magazine’s One Question we asked retailers what sustainability means to them and how they communicate that to their customers.

Getting that message across can be part of your personal brand which is where Brad Szollose, IRG Magazine’s Creative Director and author of Liquid Leadership (and many other books), comes in. Brad spells out three points to help you build your personal brand and how to communicate so you get noticed.

I had a wonderful time talking with Rob Cordero of Unitus Security. Rob and his partners, Scott Hundley, and Justin Hall are bringing the spirit of hospitality to the shopping center security world through an approach they call “Concierge Security.” This approach combined with their extensive experience and CAD+, their unique technological platform, distinguishes them from the pack and definitely elevates the shopping center experience.

We are excited to welcome Greg Parsons to the IRG Magazine family! Greg is truly passionate about retail and pop-ups in particular. In his Power of Pop-Up column, Greg will keep us up to date on the latest trends and goings-on in this exciting space.

In the final segment of our interview with Chris Igwe, Global Voice of Retail, we talk about social media and how to engage and with whom. We have been proud to include Chris’s insights over the past three issues of IRG Magazine and will be considering just how to keep him coming back to share more!

We also have the pleasure of learning more about a new to market Real Estate Marketing & Engagement tool. IRG Magazine’s own Linda Johansen-James has teamed up with hospitality expert Audra Lamoon and retail specialist Ian Scott to launch REMA, an exciting new way to unlock insights, gain valuable customer data, and create better customer & employee experiences.

Finally, I’ll tell a bit of my own story on my recent PIVOT from Los Angeles, California to Sulaymaniyah, Iraq where I’m repositioning a shopping center and soaking up the local culture!

We hope you enjoy the magazine!

As always, get in touch with me or Linda Johansen-James to find out how to participate in future editions of IRG Magazine or email us at marketing@irg-retail.com

Shannon Quilty Editor, IRG Magazine

Linda and Shannon taking a break from MAPIC in Monaco.

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FormerViceChairmanofGeneralMotors (Retired)

2022Winner BestBusiness Memoir

2022Winner Business Motivational

Sustainability:

ONE Question

Sustainability is a big focus in the real estate and retail industry and it’s become more important to the consumer as well.

What is your business doing to further your sustainability goals and how are you communicating that to the customer?

My background as a communicator and founder of a B2B magazine, URBAN’ETIK in 2009, a publication dedicated to sustainable development, made me aware of the issues our world was going to face.

Thus, when I developed my leather goods brand in 2019, sustainable development was already in my DNA. It is with great conviction that I wanted to develop a product committed to sustainable fashion.

My 3 objectives when I created my company were to be eco-responsible on: the raw material, transport and the recovery of our waste.

After 18 months of R&D, our brand was able to distinguish itself by creating its own raw material: an environmentally friendly coated canvas. It meets the Oeko-Tex and Reach standards. Our coated canvas is PVC-free, solvent-free and phthalate-free.

Also, our manufacturing process is zero waste. The inherent waste in the manufacture of the coated canvas is treated and recycled by specialized and approved companies.

Finally, all operations requiring unique know-how for the production of our coated canvas are carried out by workshops in France in a short circuit.

Making sustainability a priority is our communication principle. Demonstrating to consumers that it is possible to produce responsibly is our commitment.

In an industry responsible for almost 10% of global carbon emissions, HOLM has two purposes: To prevent fashion waste and to delight our customers.

The good news is we know how to delight customers. We've developed the science behind finding clothes every'body' will look great wearing. Worthwhile doing, because in the U.K. 30-60% of the average wardrobe (men as well as women) is filled with clothes we don't wear. That's a lot of waste.

HOLM recently launched My Secret Stylist. For U.K. consumers initially, with the US market firmly in their sights next. Starting with womenswear with menswear to follow, it's a digitized version of a personal stylist. A system built by an expert you can trust to help you find clothes you look (and feel) great wearing. Just way more affordable and accessible for everyone (because of the automation and 24/7 access online) and specifically designed to create a 'closet of clothes you wear'.

As their founder (and also the brains behind the system) Cristina Holm puts it, "there's nothing more personal than your knicker drawer. Therefore, through gaining and never breaking this trust with our customers, we have a strong platform from which to help them make even better choices. Key to this, we will always do so with our customer's permission".

Since the single biggest factor in determining a garment's environmental impact is the number of times it’s worn this is where our two 'purpose' stars align, creating a genuine benefit for consumers. It just so happens the planet is also a major beneficiary.

Steve Johnson HOLM My Secret Stylist

For Karine Augis, sustainability is not a trend, or even a lifestyle, it's life!

Since the single biggest factor in determining a garment's environmental impact is the number of times it’s worn, this is where our two 'purpose' stars align.

Creating a genuine benefit for consumers is what we do. It just so happens the planet is also a major beneficiary.

Everlane is perhaps one of the most popular sustainable fashion brands, and for good reason. The brand’s commitment to transparency allows consumers to research the ins and outs and find that 97% of Everlane’s apparel materials containing polyester and nylon are now made from certified recycled fibe r100% of its virgin plastic shipping bags are now made from either 100% recycled plastic or FSCcertified paper and its jeans are made in a LEED-certified factory that recycles 98% of its water.

Ikea has been a long-standing sustainability leader among retailers. It has been among the most dedicated of companies when it comes to the environment, investing consistently in initiatives from developing environmentally friendly resources to mounting solar panels installation on the roofs of its facilities.

Sustainability has been a principle adopted by Ikea and a factor that has kept it relevant as new generations of furnishings shoppers have come on the scene.

While we see an upward trend across younger generations integrating sustainability habits into everyday life — Gen Z, Millennials, Gen X — overall 75% of shoppers engage in sustainable practices,” she said. “We are excited to see that our customers are aligned with us and our goals of being people and planet positive.

HE’S BACK!!!

The Global Voice of Retail, Chris Igwe

Chris returns once again in our final segment of this three part series.

Let’s talk about Social Media.

In this issue of IRG Magazine, we wrap up our conversation with Chris Igwe – Global Voice of Retail, with a focus on using social media to build brand.

For those who don’t know him, Linda JohansonJames, Shannon Quilty and Anita Blackford, are thrilled to introduce you to the multi-talented and esteemed Mr. Chris Igwe of Chris Igwe International, an advisory for retailers and brands, and host of the podcast Global Voice of Retail – CEO’s Talk to Chris Igwe.

For Part 1 of our interview, click here: https://irg-retail.com/ir-magazine-latest-edition/

For Part 2 of our interview, click here: https://online.flippingbook.com/view/468713240/

LJJ (Linda Johansen-James): Retailers are engaging with all generations on social media, from Facebook to Instagram, Snapchat, TikTok and LinkedIn. You know, I find it very curious, if I post on LinkedIn something with me in the field at a store, I get 2500 to 3000 people looking at that post, which is fascinating to me. I mean, that’s a lot of people, right?

However, if I post something about what's happening in retail, like an article or something, I get maybe a thousand.

CI (Chris Igwe): People respond to visuals. That for me - a photo is a photo is a photo. It’s interesting and exciting but what is the underlying message you want to communicate in your post? That’s the key.

There are various other people in the industry who I see just want the visual - they don't care about the story. Like you, I believe there's balance between the story that you tell or an article that you've written that shows some thought leadership.

What you say is interesting. For example, on the podcast on average, I get about the same number of likes and views on LinkedIn on a general basis, as I do with my posts in general. I think, on the one hand, people are kind enough

to encourage me and are openly supportive, if you like. However, there are those who are more visual and are only interested in the store or image being presented, especially new store openings.

LJJ: Or something new and exciting…

CI: But there are not that many who do that. It's an interesting transition that social media is having around engagement.There's one guy in particular, Ian Scott, in the UK, who I follow, and he follows me. He's very thorough in his posts.

He does a whole critique on a visit that he's made. I like what he does. He posts very, very regularly as well. I love him doing that, but that's not me because I don’t operate specifically in the store environment. I don’t aim to copy but to learn and to share what I believe to be part of my own brand.

Chris Igwe scouting for trends at The Westfield Mall, Les 4 Temps in Paris.

I wrote a post earlier about Wally’s, a Santa Monica restaurant I visited. I didn't put everything in the post because I don't want to be a kind of critic as such.What it did spark was off-line interest from people who asked me directly about it. I found that interesting.

LJJ: When I started IRG, I understood I needed help driving social media from a business perspective. Luckily, I’m a quick learner. I know someone who has a lot of followers and I tag them in my posts to get greater exposure.

SQ (Shannon Quilty): I often wonder do some people get annoyed because you’re tagging them or otherwise attaching their name to something?

CI: I don't think it's an issue if you know them. I mean if you tag Barack Obama or whoever you fancy then that's a different thing.You don't get the same impact because there's kind of disrespect, as it were. Does that person really know Barack Obama or whoever? So, you can kind of deviate the conversation onto something else as opposed to keeping them on track.

A guy I know in Portugal working at Sonae Sierra - He posted something in Portuguese and then did it in English and tagged me. He said you might want to read this. I said it is smart that he put my name on it. He replied with a smiley emoji, saying that you just have to tag the right people. It flew off the charts for him.

SQ: It’s been suggested to tag whole organizations. For example, use @CBRE to expose your post to everyone following that company. What do you think of that?

CI: It depends on the objective. Do you want them to move into the product or service you’re offering or to follow what you’re doing?

That’s where it gets a bit nebulous. There’s not a lot of immediate engagement that comes up even through Direct Messages. It does, however, give you increased visibility. My focus is more on the visibility and engagement I create, but business does come from the posts themselves, and not on which companies you tag. If I do a market or store visit, and tag great global retail brands like @H&M or @Adidas, my views are off the charts. Not necessarily in terms of new connections, but certainly followers.

Many thanks again to Chris for sharing his thoughts with IRG Magazine. We hope our readers have found the insights valuable!

Concierge Security

An Interview with Rob Cordero, Co-Founder of Unitus Security.

You Had Me “Hello.”

Shopping Center Security is one of the most important pieces of the shopping center management puzzle, perhaps more so today than ever.

As shopping center managers, we struggle with how to keep our visitors and retailers safe from harm without our security services feeling oppressive or unwelcoming. To the rescue comes Unitus Security with "Concierge Security.”

Unitus Security's Co-Founder and President, Rob Cordero is a veteran of the United States Marine Corps and a respected leader in the security industry. He served in the Marines during Operation Desert Shield/Storm and was recognized for his honorable service. After his service, Rob went on to pursue a career in law enforcement before founding Unitus Security in Atlanta, GA.

A highly experienced security professional and leader, Rob has a long history of protecting people and property, both in the military and

He is well-versed in physical and personal security and highly knowledgeable in operational security, emergency response, and risk management.

Rob is a passionate advocate for security and safety and has dedicated much of his life to protecting people and property. He is a highly sought-after speaker and guest lecturer on the topics of security, safety, and hospitality. His commitment to the security industry is unwavering. He is dedicated to making people smile.

I first met Rob while co-teaching leadership sessions for North American Properties (NAP) in Atlanta, Georgia in 2022. I had already heard a lot about him so was interested to meet the man who coined the phrase “Concierge Security”. Having worked on numerous properties where the security service functioned as a type of military or police presence, I was keen to learn more about Unitus’ approach, how he came to it and how it impacts the properties and people he serves. I was also interested to understand how a former Marine and law enforcement professional came to understand the nuances required of security services in shopping center and hospitality environments.

When we did meet, I was impressed by his dedication to purpose and learning, openness and charm. He does indeed make people smile.

Shannon Quilty (SQ): Hey Rob – Let’s jump right in. How did Unitus come together?

Rob Cordero (RC): Co-Founder Scott Hundley and I were working together on a project in Atlanta. Scott was in charge of Operations and Engineering on the project while I was responsible for Security. Risk management is a key component to successful property management, and both of our roles were essential in this regard.

and our relationship grew during this time. The daily tasks of managing the mixed-used property required us to be creative and take initiative. We quickly learned to appreciate each other's work ethic as we took on each challenge that arose while working in partnership.

Scott and I saw a gap in the market for high-end, Concierge Security services that cater to the unique needs of each client. We believed that traditional security approaches were too rigid and failed to account for the personal preferences and needs of clients. Thus, Unitus was created to offer a concierge-style approach to security that would not only protect clients but also enhance their ROI.

SQ: Was “Concierge Security” a part of Unitus from the beginning? How did it become your guiding principle?

RC: Concierge Security has been a part of our vision from Day One. After working on several grand openings, re-grand openings and new developments of mixed-used properties, the elements of success began to reveal themselves.

redevelopment was a cohesive team coming together as not just security, but also valet, housekeeping or engineers as equal partners to support the clients brand. That revelation became the inspiration for Unitus Security.

Our guiding principle of Concierge Security is centered on creating a high-level experience for each guest. This means taking the time to understand their unique needs and preferences and tailoring our services to meet them. It also involves going above and beyond traditional security measures like patrolling and screening - elevating these daily interactions into guest engagements and opportunities to increase brand loyalty.

Through our focus on Concierge Security, we have been able to build strong relationships with our clients, who trust us to keep them safe and secure in all aspects of their time on property. This has been key to our success, and we remain committed to providing the highest level of personalized security services to our clients.

The Unitus Team:

Left to right: Scott Hundley, co-founder and COO, Justin Hall, partner and Director of Operations, and Rob Cordero, founder and President.

SQ: How does Concierge Security translate on the ground?

RC: Elevating the role of security to a concierge level of hospitality can be a unique selling point for a property, differentiating it from competitors and attracting guests who value a high level of service and attention to detail. By providing a higher level of service and attention to guest needs, security personnel will become an integral part of the guest experience, enhancing satisfaction, and promoting loyalty.

A concierge-style approach to security involves building strong relationships with guests and being highly attuned to their needs. This can help identify potential security risks and prevent incidents before they occur, providing a safer and more secure environment for all guests. By providing a personalized and attentive level of service, guests are more likely to have a positive experience while on property.

SQ: How receptive are officers to the concept?

RC: Security officers are more likely to stay with a company that focuses on providing the highest level of Concierge Security because this approach values their skills and expertise and creates a positive work environment that prioritizes employee satisfaction and retention. Security officers who work for Unitus Security feel like they are making a meaningful impact in their role. Rather than just being seen as enforcers, they are valued as ambassadors who play a vital role in ensuring guests' safety and overall experience.

Traditional security approaches often focus on a hard stance when dealing with the public, which can create a confrontational and tense work environment.

In contrast, a concierge-style approach emphasizes building relationships and providing excellent guest service. This

creates a positive work environment that is more conducive to job satisfaction and employee retention.

SQ: How does Concierge Security positively impact the client’s bottom line? Can it be quantified?

RC: Concierge Security will positively impact a client's revenue by enhancing their reputation and guest experience. By providing a high level of Concierge Security, clients can create a safe and secure environment for their guests, leading to increased satisfaction and loyalty. Guests are more likely to return to a property that they perceive as safe and secure, leading to increased revenue over time. Additionally, by having a concierge on site, clients can offer an added level of personalized service to their guests, which can further enhance their experience and increase their likelihood of returning.

SQ: As a shopping center manager, I am always looking for security service providers who “get it” the way Unitus does. Do you have any plans outside of the Atlanta market?

RC: Unitus Security has always prioritized the security market in Atlanta, GA. However, due to the lack of satisfaction and quality of service provided by other security companies in areas outside of Atlanta, many of our clients with properties in different regions have requested our training program to be implemented in their other properties. As a result, we have expanded our training team to meet the strong demand for this program from our national partners.

SQ: That’s great news! I love that you’re helping other security companies embrace the Concierge Security ethos and look forward to it’s becoming a key component in the industry as a whole.

Audra Lamoon

Ian Scott

Linda Johansen-James

Once upon a time, there were three individuals with very different backgrounds, although all linked to retail & experience.

The first, Audra, was a hospitality expert from the UK. She had a deep understanding of the customer and employee experience, and how to create engaging experiences in physical spaces. With offices in London, Dubai and Atlanta, she used her skills to capture the DNA of her clients and customers, by crafting unique hospitality programs for them and their 3rd party partners. With a laser focus she was able to help launch new mixed-use schemes or turnaround distressed assets through the power of hospitality.

Powerful Voices in The Retail Industry Team Up!!!

With over 25 years in the industry, she specializes in new products launches, in-store experiential design, executive and frontline sales training, real estate services and onsite store management and staffing. Linda created a unique hands-on training program that resulted in front-line sales of over $1.8 billion and 2 million loyal customers worldwide.

Each of these three had their own strengths and specialties, but they all shared a common passion for retail and hospitality. They saw the potential to work together, to develop something new and innovative; something that could help retailers, brands, and developers better understand their customers and employees, and create an iconic customer experience.

Wherever there are people, property and service, Audra is sure to be there!

The second, Ian, was a retail consultant from the UK. He had a wealth of knowledge and experience in the retail industry, having worked with many of the leading retailers and brands, advising on store environments, presenting on retail trends and innovations as well as hosting Retail Safaris for brands in major cities.

He is an expert on the physical store, championing it's importance and relevance in the retail landscape.

The third, Linda, was a retail and pop-up guru from the US. A legend in the industry, she has a track record of delivering sales and strong bottom-line performance in retail activations.

With their unique skills and experience combined, the three formed REMA: Retail Engagement and Marketing Analysis. REMA helps developers, brands, and retailers unlock insights, gain valuable customer data, and create better customer and employee experiences.

And so the story goes, these three individuals, with their unique skillsets, were able to come together to create something truly special; something that not only raises awareness but brings even more success to their clients.

The end…or rather; the beginning!

For more information, contact us at info@remareport.com

Get Seen. Get Noticed. Drive Business.

3 Steps to Launching Your Personal Brand

Imagine entering a room and people rush towards you to introduce themselves. They aren’t just there to congratulate you on your latest television appearance, they yearn to do business with you. Now imagine Forbes Magazine, Fast Company or Business Insider call you to get your take on the hottest trends in your business sector.

Plain and simple, business today is driven by your personal brand image.

Think your personal brand doesn’t matter? Forbes magazine discovered that 44% of a company’s market value is attributable to the CEOs reputation! In other words, a little bit of popularity can drive business.

Here’s my story:

In March of 1995, my little company K2 Design, Inc. was successful, but money was tight. We had just hired 7 employees and were crammed into incongruous spaces at the former St. Denis Hotel at 799 Broadway, NYC.

Although we had attracted high-level clients like Bell Atlantic, MCI, American Express, and even AOL, we were struggling to make payroll.

International Retail Magazine’s Creative Director, Brad Szollose, shares 40+ years

of Professional Experience in the Personal Branding Space.

Call it serendipity, kismet, whatever you want, but my personal intuition drove me to put together an investor relations kit, complete with professionally done executive portraits.

Two weeks later we received a phone call from Advertising Age magazine. They were looking for website development companies like ours, and rumor had it, we were at the top of the list in NYC. They asked for samples of our work, which I sent, but I also included our new executive group photo.

From the moment that article appeared in Advertising Age, our phone rang off the hook.

My company grew 425% for 5 straight years, increasing revenue from $500,000 a year to $9.3 million and an IPO on NASDAQ, raising over $7 million in private and public monies. We won awards and accolades for our work on IBM Deep Blue versus Garry Kasparov Chess Challenge, Audi, AOL, Sumitomo, JP Morgan Chase CD ROM hybrid, and many, many more…

This extraordinary hyper-growth was directly connected to our media appearances in Forbes, Crain’s Business Week, Inc Magazine, and Brand Week - which attracted clients - and consistent mentions of K2 in The Wall Street Journal, Barron's and The New York Times financial pages piqued investor interest.

I learned a valuable lesson from my experience at K2; if you don’t step into the spotlight, you’re leaving big revenue on the table.

It’s time to stop playing small and start creating a personal brand image that drives revenue . Here’s 3-Steps that I use with my own clients to get you started

is right in front of you; lollipop cakes, cookies, brownies, and breakfast sandwiches are all at eye level. All aligned with coffee.

What’s my point? YOU have to treat yourself like a brand and that starts with being brutally honest about what you represent and what you sell.

Start asking questions about your strengths. Are you a serious person or do you have a sense of humor? What is your business background? Do you dress well? Do you have favorite colors? Are you a heart-based person - artistic type, or are you a left-brain person whose language is numbers?

Next, be brutally honest about your weaknesses. Am I able to get to the point on camera or do I ramble? Does public speaking scare me? If my company is not doing well, can I still articulate the vision for getting back on track, or will I get flustered?

These questions will start to build your conscious awareness of who you are and what you need to work on.

Then you get to tie all of that information together and see how you are showing up when you represent your company.

2: Craft Your Origin Story

Years ago I was competing for a lucrative speaking contract. After months of negotiating, I thought I had it. The meeting planner called me up and stated “It’s between you and 5 other speakers.”

I had sent everything to their decisionmaking committee; articles from major publications, my sizzle reel video and a killer speaker one sheet…even a signed copy of my first book, Liquid Leadership.

Without thinking, I blurted out “well, have them watch my TEDxTalk.”

The phone went silent for five-seconds… “You did a TEDTalk?!”

From that moment on, I seemed to have moved to the front of the line. Within a few days I was informed that I had been chosen to be their keynote speaker at a 4-day conference.

My origin story is woven into everything I do. From growing up in a small town in Pennsylvania, to building the first digital agency to go public on NASDAQ, to becoming an award-winning business author.

My origin story and the lessons learned, has closed more deals than I can count. And your origin story will close deals too.

3: Create Compelling Content

Master Plumber Roger Wakefield almost went bankrupt. While attending a marketing seminar, he accidentally wandered into a breakout session entitled; “ How to Use YouTube Marketing to Grow Your Business.”

When he returned to Dallas, Texas, Roger immediately applied what he had learned starting with live broadcasts on YouTube. Each broadcast explained the ins and outs of a particular plumbing job. Since Roger was one of the few Green Plumbers in Dallas, Texas, his channel blew up, and so did his business.

Within weeks of launching his channel, Roger had 35,000 subscribers. By the time I interviewed him on my podcast Awakened Nation, he had 135,000 subscribers. Today Roger Wakefield has over 530,000 YouTube subscribers, 561,000 TikTok followers, 118,000 Facebook followers, 1,100 videos, and over 82,000,000 views on YouTube and counting.

Why does this matter? Roger’s business was tied directly to his growing popularity. Before that, no one knew he existed.

Believe it or not, most of Roger’s followers are fellow plumbers and handymen. Why you may ask? Well, Roger gives practical, step-by-step instructions on plumbing, but specifically green plumbing using not-so-harsh chemicals and 30+ years of, as Roger puts it “getting up to your waste in poop.”

Roger has now increased his business by a thousand percent (and growing), with multiple employees and several new vehicles. In addition to all this, he recently started an apprenticeship program.

It takes time to dominate your category, but with the right platform, and compelling content, you can increase your business a thousandfold. Consistently make it part of your marketing efforts!

I hope this simple step-by-step guide has helped. Fame for fame’s sake is a waste of time. Let’s drive business. Stop being the best kept secret in your industry. Step into the spotlight my friends. You’ll be glad you did.

Roger Wakefield with Hoda Kotb On NBC’s The Today Show

Joseph Coradino On The Mall of The Future

Many of us in the retail and shopping center industry have been following the transformation of PREIT since Joe Coradino became CEO in 2012. It has been a wild decade in the industry and for the Company, filled with a great many challenges and tough decisions.

Led by Chief Executive Officer, Joseph Coradino, the company has repositioned its portfolio and is taking a more sustainable approach to growth by developing and investing in the communities in which they operate.

Joe took the time to speak with IRG Magazine about how he started in the shopping center business and where he believes it’s headed.

Shannon Quilty (SQ): It’s great to meet you, Joe! Thank you for taking the time to speak with us today. Let’s start at the beginning. Your education was geared to urban planning and here you are leading PREIT. Tell us about that journey.

Joseph Coradino (JC): I began my education really looking at the financial world. I was an accounting major for a good deal of my time at Temple University. Then I took a class in city planning and got bitten by the bug, if you will. I initially thought I was going to go to law school, but when I finished undergraduate school, I decided to go for a master's in city planning.

I went out to the University of Arizona which was a tremendous change from Philadelphia! One of my professors was Morris Briggs who at one time was the president of Federated Department Stores, you know, Bloomingdales, Abraham & Straus, Masons, on and on. He really introduced me to the concept of being a shopping center developer. I never even knew that was a real job!

From there he introduced me to a gentleman named Roy Drachman - a shopping center developer and the third chairperson of International Council of Shopping Centers. Roy really began to teach me the business. When I finished my education at University of Arizona, he got me my first job with the original developer of King of Prussia Mall, Morris Kravitz. For context, The Morris Kravitz Company became the MA Kravitz Company, became Kravco, became Kravco Simon became Simon. At Roy Drachman’s suggestion, I called Mr. Kravitz and said, “Mr. Kravitz, I'd like to schedule an interview." He replied in his raspy voice, “Interview? Roy's word is good enough. You start work on January 2nd” and that's how my career began.

on shopping malls for about four years, and then transitioned to building high-rise office for about fifteen years. Finally I came back into the mall business and the rest is history. In 2012, I became the third CEO of Pennsylvania Real Estate Investment Trust.

SQ: I think it’s interesting that you took fifteen years to work in the office sector and then returned to shopping centers. In many ways it's a different skillset.

JC: It actually served me well. I originally left the retail business because I was young and impetuous, and I thought the deals were too small - a 2,000-foot store here, a 5,000-foot store there. I could do a half a million square foot office lease. I could build a building, which I did. If you compare the industries, the biggest difference is the mall business is very much a relationship business. It's the same retailers over and over.

In the office building business, it's kind of a one and done. Do a ten-year lease with a company and you are onto the next company.

York ICSC and did all your deals while you were there. Now, local, regional tenants and alternative uses all are part of the mix. It isn't so much a pure relationship business now. I think it has served me well as the business has transitioned from pure mall rats, if you will, to a whole blend of retailers, right? Local retail, open air tenants, restaurants, entertainment, healthcare, residential, all of that. From my perspective, I was more ready, willing, and able to do that than if I had always been in retail development.

SQ: I have done a little bit of industrial and office too. One of the biggest differences from retail is the emotion and psychology involved in crafting a shopping center. You don't really have to consider those things when you're doing an office or industrial development. Would you say that's true?

JC: Yes, to an extent. I delivered a presentation a few years ago where I said all the real estate sectors are merging with one another.

If you think about the office building business and you go to World Financial Center or Hudson Yards, retail has become a very important component of office. If you look at a mall, you will see office has become part of retail. We’re even adding apartments and hotels to malls, too. You’re seeing this merging occurring in the business.

I had breakfast with the CEO of an office REIT this morning and we discussed this very topic. Now when you build an office building, you have to think about the dining and entertainment as part of the mix - fitness and co-working, hotels and on and on and on. All of that has become part of particularly urban office and to a certain extent, some suburban office. We are seeing the office building business start to borrow from the retail business and the retail business start to borrow from office.

I think that creativity is transcending. I used to joke with my friends that in the office-building business, you sign a lease, go back to your office, put your feet up and wait for the rent checks to roll in. Our business is much more of an operating business where when you sign a lease, it’s the start rather than the end.

SQ: Absolutely. That's a great way to put it. If somebody goes dark in your office building, it is not typically going to impact the other tenants.

JC: And you have no responsibility or involvement in delivering customers to those office tenants.

When I say the job starts with the signing of the lease, if we don't drive traffic in a mall we develop, the tenant comes to us asking for a rent reduction. In an office building, if a tenant doesn't do business, it's their problem, not mine. I don't drive business for you, I just give you a place for your offices.

There are many differences one cannot ignore, but you will see some movement towards the center. I happen to think, for instance, most major cities like New York or Los Angeles are really bringing dining, entertainment, and retail into an office environment. When you go to cities like Philadelphia and Atlanta and Boston, not so much. There is an opportunity to add value to office through retail and add value to retail through office.

We recently did a deal where we bought back a Sears store in Moorestown, New Jersey. We flipped it to Cooper University Healthcare, who is turning it into a165,000 square foot medical office facility. So, we're moving from pure retail to medical. The interesting thing about that is the mall right now gets about 1.1 million visitors annually. Cooper Health Systems will bring in 1.5 million patients a year which doesn’t account for when you get driven by whomever to see your doctor, right? So, we get more customers from a medical facility in a mall than we will from the retailers.

SQ: Now that retailers and developers are being more open-minded about what can be part of a shopping center, you can be a lot more creative in leasing.

PREIT is now doing exactly what you're talking about; building work, live, play, and stay communities. We have seen it done in some other places, though not quite to the extent that you are doing it - Santana Row and Caruso's project, Americana at Brand, where they included a residential component.

JC: Great examples. Not to give props to a competitor but Federal did an excellent job there. It started to speak to the ability to add residential, office, dining, and entertainment. As I recall, most of Santana Row, other than the residential, is in office, dining, and entertainment.

Linda Johansen-James (LJJ): I read you are doing the same at Springfield Town Center, right?

JC: Yes, this is a great example. We added a ton of restaurants at Springfield Town Center. Combined, they do close to a hundred million in sales. We also have a Lego Discovery Center under constructionthe first one in the DC market.

We have a Dave & Busters and we're building about 400 apartments and 200 hotel rooms. It's a vast common area, about 700,000 square feet, and it has always been a struggle to keep that occupied. By bringing Lego and restaurants this year we'll hit 96% occupancy for the first time in that property’s history. Again, it's not because we've gone to find traditional mall retailers. It is not a question of searching farther or harder. They just don’t exist like they once did.

It's even true in smaller markets. We have Capital City Mall in Harrisburg, Pennsylvania. At one time there were three malls in the Harrisburg market. Now, one is closed and the other is under demolition. We've got the only Macy's in a 50-mile radius, the only Dave & Busters, and the only group of retailers that you would traditionally find in a mall. We've seen sales in that property increase by $100 a foot since 2019.

I call it last mall standing. The market was over-malled. It’s a sort of natural selection that is occurring. Retailers are realizing they don’t really need to be in every mall in any given market.

They have online shopping, Buy Online/PickUp in Store, Curbside Pick-Up, etc. What is happening is the weaker malls are considering what else can be done with the property. They cease to become a traditional mall. It's a 0winner-take-all environment right now.

SQ: Definitely. That is part of your sustainability ethos with PREIT, isn't it? Building communities around the shopping center that already exists rather than adding the shopping center after the fact.

JC: Yes. When you think about it, mixed-use is smart growth. You're reducing those trips to the property. You are reducing the carbon footprint. You are doing the kinds of things that from a sustainability perspective are much better for the environment. A few of our properties, Cherry Hill, Moorestown, Dartmouth, have solar panels covering acres and acres of roofs. Not only are we using less electricity, but we are also adding electricity to the grid when we're down. Again, it's an opportunity. On new projects, we're doing white roofs and, in some cases, green roofs.

Retail was the last group that really gave a hoot about sustainability. We were trying to put food on the table, right? Maslow's hierarchy of needs – We’ll work on sustainability after we get a house, we get food and so on and so forth. Today, however, it has really come into the forefront of development in retail. In fact, right now we’re exploring putting a display at our entrances to show the customer how much electricity we're saving, how much we’re giving back to the grid, because the customer cares about that. They used to care about price and value, level of merchandise, brand names, etc. Now people are becoming sensitized to things like climate change, and we think it's important for us to begin to communicate what we are doing to the customer.

SQ: Right. Not only do you care, but we also care and we're actively doing something about it.

LJJ: I love that. I read an article a few weeks ago about the clothing industry and how much carbon they're emitting in the manufacturing process and how they're trying to get away from fast fashion because it’s filling up landfills. In the past, it was important to buy something for $5 at a fast fashion retailer

and throw it away. Now they are saying, the landfills are emitting all this carbon detrimental to the environment. I love that you're thinking about showing how you're really trying to make a difference in the communities where you're located. Sustainability, as you know, is one of the top retail challenges. How do we really affect what is happening in our communities is a central question. You are already starting to do that, and I am thrilled! My generation did not understand sustainability and really didn’t think about it at the time. I'm sorry to say it but it wasn't really a focus for me, thought it should have been. Now, my clients are asking what developers are doing to help with all the waste from renovations/tenant upgrades etc. It's nice to hear that it is top of mind for PREIT.

JC: I agree. I can remember many years ago, I would be shaving, and have the water running constantly. My little daughter would tell me to turn the water off. What? Why am I going to do that? Well, you're not using it. Turn the water off. Our generation was not sensitized. But our kids are quite the opposite.

LJJ: I am telling you, my grandchildren are always reminding me we're running out of water here in Las Vegas, so we all must do our part to conserve water.

SQ: Is PREIT doing anything onsite to help retailers meet their sustainability goals?

JC: One of the things we have been doing is sustainable demolition. For example, during the development of Fashion District, which is a 400+ million-dollar project, we sourceseparated all the demolition debris and brought it to places where it could be reused.

It was a sustainable demolition as opposed to tearing it apart and just dumping it in a landfill. We took it to where they could reuse the steel, the wood, etc. That's something I think we all could do, because there's so much, even in home renovations. It costs a little more, but we found it worthwhile.

LJJ: Would that be something developers could do in their briefings with retailers when they come in to do their renovation and construction on their spaces? Show them how to be sustainable as they're tearing down and rebuilding? I'm curious as to how you see that. I have three clients now that are opening seven spaces in the United States, but eventually globally. I would love to be able to brief them on how to do their renovations in a sustainable way.

JC: We would be happy to share details on what we’ve done.

LJJ: Thank you. Congratulations. That's a big piece.

JC: Right? That's the biggest thing we do. We are constantly tearing down, rebuilding, tearing down. In our business, you make a major capital investment every seven years or so. Additionally, tenants are rolling over all the time - we're rolling over about fifty percent of our tenants a year. All of that really contributes to being able to reuse those materials.

Urban projects are an entirely different discussion. Philadelphia has less than fifty percent of its workforce back in the office. New York has less. If you look around the country, the cities that have the highest percentage returning to the office, getting closer to seventy and eighty percent are the smaller cities. We've still got a lot of work to do in terms of getting the workforce back. For example, the transportation station under Fashion District used to deliver twenty-two million commuters (about the population of New York) a year in and out of that station. That number today is probably seven million. We have seen that kind of drop off. Part of it is people who don’t want to go back to work in the office. Part of it is people who do go back to work may prefer to drive.

SQ: To jump to another subject, PREIT has programs designed to help minority entrepreneurs get a step up. Can you tell me a little bit about that and what it means to business?

JC: I think we've been at the forefront of supporting black and brown owned businesses. For instance, the number of our minority owned businesses increased seventeen percent last year. We have nineteen malls with one hundred-forty black and brown owned businesses, which is a substantial number.

There is obviously a business benefit from diversity. I used to joke with people that malls are so homogenized that if I blindfolded you and took you to Des Moines, Iowa and dropped you in a mall, you would think you were in your neighborhood mall. Same tenants, similar architecture. To a certain extent, it really serves to differentiate the property and brings in a mix of retailers that allow customers to say, oh geez, I want to come to this mall, not that one because this mall has X, Y and Z and the other one does not. So, we believe the move to diversity is obviously beneficial from pure diversity, but it is also beneficial in terms of the shopping experience you deliver to the customer.

We have really tried to go the extra yard. We had a food court tenant at Willow Grove who, for whatever reason, got himself in trouble financially. He became homeless and had to close the store. We provided the capital to allow him to reopen the store, help him pay his rent and get back on his feet. He is now operating the business again. He has a phenomenal fried chicken operation, and it took going that extra yard to make it happen. We're talking about a couple thousand bucks, right? The result is we have this great interesting unique food use in the property right now that we wouldn't have had but for that.

LJJ: It would be great if more developers would take what happens to their tenants personally, Joe, which is what you just told us. You and your team took it personally and you helped this man by giving him a couple thousand dollars. What is that in the grand scheme of things? Nothing. I just think it's an exceptional story, it gives me goosebumps.

JC: There but for the grace of God go I.

LJJ: Exactly. I try and live by that as well. I think it’s a back east saying because my parents used to say it as well.

JC: I grew up in a 17-foot-wide row house with three bedrooms and one bath. My older brother got to brush his teeth in the sink. I got to brush my teeth in the tub. I appreciate what I have every moment.

So, when I think about somebody like that who just needs a break, just needs an opportunity, I want to do what I can. So there for the grace of God, go I. Yeah.

LJJ: That really tells the story of a CEO who leads by example and cares about the people in his shopping center. That's a big story in my book so thank you for sharing and thank you for leading by example.

SQ: Let's talk about the turnaround of PREIT. From the restructuring to emerging in record time. Typically, that is going to be challenging anyway. But now you throw in all the other things going on - COVID, etc.

JC: We thought we had one hundred percent of our bank signing off on an amend and extend of our credit facility.

At the 12th hour, one of the banks sold five percent of the debt at a discount to a hedge fund, and that five percent forced us into a filing. We had ninety-five percent of our banks agreeing to an extension. Unfortunately, the agreement required one hundred percent alignment, and we did not have it. We did what is called a pre-packaged filing. We made a deal with that five percent debt holder, and we're

MaxineClark FounderandFormerCEO Build-A-BearWorkshop StLouis,USA

The Power of The Pop-Up

This is my first piece in what will be a regular column for International Retail. I have an intense passion for real estate and retail and have been able to put together a 25-year career blending the two.

When Linda asked me to share insights on pop-up stores, retail experiments and ephemeral activations, I was humbled, thrilled and anxious about the opportunity. The exciting arena of temporary retail continues to grow as brands and entrepreneurs invent new methods to connect with consumers across the globe.

Pop-up retail has become a powerful tool for retailers, legacy brands, and entrepreneurs in recent years. These events offer a unique and dynamic platform to reach consumers and build

brand awareness. Whether it’s a temporary store, pop-up event or limited time activation, ephemeral retailing has proven to be a flexible and effective way for businesses to experiment with new products, evaluate new markets and engage consumers in exciting and unexpected ways.

One of the key advantages of retail experimentation is the ability to create a sense of urgency and excitement around a brand or product. The limited time nature of temporary stores encourages consumers to act fast to engage with the brand, leading to increased traffic and sales.The sense of urgency also creates a buzz and excitement around the brands, as consumers share their experiences with family, friends, and their social media community.

Another benefit of pop-up retailing is the ability to test new products, markets, and strategies without making a long-term commitment. This allows businesses to get real-time feedback from shoppers and make data-driven decisions, while minimizing financial risk. These short-term options can also be an incredible platform to build brand awareness in new and untapped markets.

Pop-up retail also offers a distinctive opportunity to create memorable and immersive customer shopping experiences. Brands use these activations to showcase their products in a creative and engaging way while also creating memorable, interactive, and engaging experiences. These encounters fortify the connection between the brand and the customer, leading to increased loyalty and repeat business.

Overall, the power of the pop-up lies in its ability to offer a dynamic and flexible platform for businesses to experiment, build brand awareness and create consumer memories. With the correct strategy and execution, pop-up retail can drive growth and engagement in today’s rapidly evolving environment.

Nike and NBA Superstar Ja Morant created a pop-up shop completely constructed of ice and snow called “Mt.12 Skii” during the NBA’s All-Star Weekend in Salt Lake City in February. The event was developed to bolster excitement for the release of the Point Guard’s first signature shoe later this year. Everything from Morant jerseys, shoes, apparel, basketballs, posters, and equipment were available for sale. Each purchase was delivered to shoppers down an ice chute from the back of the store.

Louis Vuitton and world-renowned artist, Yayoi Kusama celebrated their decade long partnership with one of the most powerful retail activations in recent memory. The Japanese contemporary artist released a fashion collaboration through a global pop-up store campaign. Each event housed a lifelike sculpture of Kusama donning a yellow and black polka-dot top with signature candy apple red hair. The iconic polka-dot accessories were available in-store for a short-time as well as online.

These are two recent examples that signify the power and engagement a pop-up shop can have for its audiences. Pop-ups are no longer just seasonal stores and experiences that capitalize on holiday spending behaviors. They have become an integral approach to grow business strategically. In future editions we will explore in detail what makes a great pop-up experience, why a particular event was so powerful and how to secure one for your brand or property.

Photo Credit: Shannon Quilty

Shannon blowing off steam.

Shannon Quilty Pivots

Not all pivots are made to accommodate difficult circumstances. Some are undertaken when an unexpected opportunity comes along - when the stars align and you find yourself looking at a life changing opportunity that seems to have come out of the blue. That is what happened to me just before the end of 2022 when I was offered the opportunity to reposition a shopping center in Sulaymaniyah - the second largest city in Iraqi Kurdistan.

I have been fortunate enough to work, live and visit some amazing places but even for me, the notion of living and working in Iraq gave me pause. I was aware of the region from my time working with JLL in Istanbul. JLL advised on the development, leasing and subsequent management of Family Mall in Erbil, the capital of Kurdistan. These were the golden days in the region, after the fall of Saddam. Investment and development

were at a high point and optimism was abundant. I’d always wanted to make the trip but never had the chance.

Then, of course, came the scourge of ISIS in Iraq and though they never made it further than Kirkuk, about 50 miles from Erbil, they came close enough to bring development to a halt. As the region was healing from that madness, along came COVID 19, the impact of which was felt just as widely and deeply as you would expect in a developing economy.

Though I was enjoying my work with Linda Johansen-James and International Retail Group (and will continue to act as Editor of IRG Magazine), I have a soft spot for emerging markets making the opportunity far too enticing to reject out of hand. After having done my research on the city of Sulaymaniyah, the current state of affairs in Iraq, and consulting with family, friends and business associates, I made the leap.

I’m learning so much about the country, the culture and enjoying every minute - even the difficult ones. The people are exceedingly kind and welcoming. I feel exceptionally fortunate to have this opportunity to make a difference in this beautiful country.

Family Mall Sulaymaniyah is one of the most beautiful malls I’ve seen. It was clearly a labor of love for the developers - a gift to the city. There are many challenges but even more opportunities. Lucky enough to have owners that care and a property team eager to learn, I am excited for what we can do together.

Dedication Ceremony with Shannon Quilty front and center.