REDnews October 2025 Issue

NATIONAL ENVIRONMENTAL SERVICES

Houston, Texas • Redlands, California

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www.nationalenv.com • www.gabrielenv.com

THE TEXAS COMMERCIAL REAL ESTATE NEWS SOURCE

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Jeff Johnson jeff.johnson@rejournals.com

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Mark Menzies menzies@rejournals.com

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Renovation on the rise: Texas developers favor adaptive reuse over ground-up projects

Renovation is no longer the understudy in Texas commercial real estate. With rising costs sidelining new construction and lenders turning off the spigot for speculative projects, developers and owners are seizing opportunities in existing buildings.

From Seabrook to San Antonio: EDCs power Texas growth From waterfront plazas in Seabrook to high-tech campuses rising in Austin, economic development corporations are reshaping Texas one community at a time. Their projects may look different — a revitalized historic district here, a global headquarters relocation there — but together they tell the story of how Texas is building its future.

6 16

Innovating multifamily in Texas: How CIVE and Franklin Street see opportunity in multifamily In Houston’s Galleria area, one of the state’s most competitive submarkets, a high-end Class A multifamily project is taking shape on an unusually tight site.

CRE Marketplace

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22 24 26

Scoop/People on the Move

Survey: Most employees tend to approve of hybrid work. But it must be done right for true compliance A new study says that employees have for the most part accepted back-to-the-office policies, especially hybrid schedules.

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2025 Texas Economic Development Guide Special Section.

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Renovation on the rise: Texas developers favor adaptive reuse over ground-up projects

BY BRANDI SMITH

Renovation is no longer the understudy in Texas commercial real estate. With rising costs sidelining new construction and lenders turning off the spigot for speculative projects, developers and owners are seizing opportunities in existing buildings. Vacant offices, shuttered retailers and second-generation restaurant spaces are being reimagined as modern, income-producing assets at a fraction of the cost of starting fresh.

“Owners are targeting spaces that allow for added value improvements at a lower cost than new construction,” said Joshua Weisman, CEO of

Construction Concepts. “This includes updating interiors, retrofitting buildings for modern use, or repurposing vacated commercial and retail spaces. With closures and businesses exiting certain markets, there are increasing opportunities to acquire properties and renovate rather than start from scratch.”

That demand reflects structural changes rippling across sectors. Nationally, office deliveries in 2025 are expected to hit a 13-year low at roughly 13 million square feet, according to CBRE’s 2025 U.S. Real Estate Market Outlook

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Midyear Review. CoStar reports that more office space will be demolished or converted this year than built, a trend that underscores the obsolescence of older inventory. In Texas, major metros including Houston, Dallas and Austin still boast sizable pipelines, but much of that development is concentrated in premium Class A space. Lower-quality offices are struggling, opening the door for repositioning plays that can bring older properties up to modern standards.

“The drivers are clear: renovating existing structures typically costs less than new construction, banks are limiting lending for ground-up projects and vacancies and closures are creating attractive buying opportunities for second-generation properties,” Weisman said. “Renovation projects also reduce risk by allowing owners to invest in proven locations rather than navigating the uncertainties of entirely new developments.”

Retail, restaurant and office properties are leading the charge for Construction Concepts. Weisman points to these sectors as the strongest drivers of renovation demand, with retailers and restaurants racing to refresh locations and office landlords making targeted upgrades to stay competitive.

“Vacated retail locations are being repositioned for new tenants, while office spaces are upgraded to meet evolving workplace standards,” Weisman said. “Across these sectors, the ability to leverage existing infrastructure makes renovation a more practical and cost-effective approach in today’s market.”

The examples bear him out. Target is investing $4.2 million in a remodel of its 40,000-square-foot store in Temple, Texas, while San Antonio is on pace to deliver more than 600,000 square feet of new and expanded retail

by the end of 2025, all while maintaining occupancy rates above 95 percent. These market dynamics show how strong tenants are reshaping their space strategies by upgrading rather than relocating.

Office markets tell a different story. In Houston, Chevron recently sold a 500,000-squarefoot downtown office tower at a steep discount, highlighting the distress in older office stock. Such transactions are creating opportunities for adaptive reuse, whether through residential conversions, creative workspace layouts or modernization efforts designed to capture new tenants.

Cost considerations loom large in these decisions. Construction costs and labor shortages remain elevated across Texas, but renovation projects often sidestep the most painful expenses.

“Renovations are often more feasible because they generally require less raw material and fewer labor hours than ground-up development,” Weisman said. “In today’s high-cost environment, renovating existing properties allows

Joshua Weisman

owners to maintain control over expenses while still achieving functional, modern spaces.”

Permitting fees and soft costs add pressure as well, particularly in metro areas like Dallas, where higher regulatory expenses can erode already thin margins.

Beyond cost, financing pressures are tilting the scales toward adaptive reuse. Banks and institutional lenders remain hesitant to back speculative new construction, especially in sectors facing vacancy headwinds. Renovation, by contrast, offers a path to generate returns in proven locations with reduced exposure.

That sentiment resonates with investors. Lenders are increasingly focused on projects with stable tenancy, lower leverage and faster lease-up timelines. Renovation often meets those criteria by leveraging existing structures in markets with strong fundamentals.

Looking ahead, the balance appears unlikely to shift quickly. While industrial development in Texas remains robust, other asset classes are in a transitional phase. PwC’s Emerging Trends in Real Estate report notes that capital is gravitating toward efficiency, sustainability and tenant-focused

amenities — qualities that can often be delivered more quickly through renovation than new construction. The National Association of Realtors adds that multifamily absorption has climbed 46 percent year-over-year, signaling that residential retrofits and mixed-use repositioning could also gain momentum.

For owners and developers, the practical choice is clear. Renovation offers both cost savings and a competitive edge in markets where tenants are demanding modern, flexible and sustainable space without the uncertainty of waiting for new supply.

“The drivers are clear: renovating existing structures typically costs less than new construction, banks are limiting lending for ground-up projects and vacancies and closures are creating attractive buying opportunities for second-generation properties,” Weisman said.

Texas developers are responding accordingly. Renovation is no longer a stopgap measure or a fallback when ground-up projects stall; it is becoming a central strategy for value creation. With construction costs high, lenders cautious and demand shifting toward well-located assets, adaptive reuse is shaping the next wave of commercial real estate across the state.

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With a reputation for excellence built on exceptional outcomes and client satisfaction, this team is the go-to advisor for investors seeking expert guidance in the Gulf Coast market. Their expertise and dedication ensure that clients achieve their objectives and stay ahead of the competition. Whether you’re looking to acquire, dispose, or optimize your retail investment portfolio, the CBRE team is the partner you can trust to deliver results.

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LIGHTHOUSE

From Seabrook to San Antonio: EDCs power Texas growth

BY BRANDI SMITH

Local projects, regional engines and statewide strategies define the next era of development.

From waterfront plazas in Seabrook to high-tech campuses rising in Austin, economic development corporations are reshaping Texas one community at a time. Their projects may look different — a revitalized historic district here, a global headquarters relocation there — but together they tell the story of how Texas is building its future.

In Seabrook, the focus is as much about preserving character as it is about fueling growth. The Seabrook Economic Development Corporation has balanced its role as growth engine with the city’s identity as a coastal community. Projects like Seabrook Plaza One, a $129 million mixed-use development overlooking Clear Lake, illustrate the scale of investment EDCs can catalyze. While current development is being revised by owners, this site and scale of project remains a star project in the Bay Area.

“The mission of the Seabrook Economic Development Corporation is focused on strategically expanding the city’s economic growth while maintaining its character as a waterfront community,” said Rick Guerrero, director of SEDC.

That mission has translated into a series of commercial and infrastructure efforts. The Edge at Seabrook Town Center will bring more than 300 luxury apartments and 19,000 square feet of retail, while improvements to Old Seabrook and The Point District are designed to enhance walkability and strengthen ties to Galveston Bay.

“Seabrook Plaza One is a $129 million mixed-use development on Clear Lake, created through a partnership between the City of Seabrook and the SEDC,” Guerrero said. “The project will feature a hotel, conference center, and a variety of restaurants and retail spaces, all with scenic waterfront views.” Guerrero noted that revitalization efforts aren’t just about new construction but also about resilience and recovery.

McAllen Convention Center Complex. Photo Courtesy of Mccallen.

“With the right future developer, someone will have one of the best views of Galveston Bay,” he said of The Point District, where infrastructure was rebuilt after Hurricane Ike.

Northwest of Houston, Tomball has used its EDC to transform a suburban community into a regional competitor. The Tomball Business & Technology

Park, a 100-acre, master-planned development launched in 2011, reached full buildout in 2025. It now hosts 18 businesses, more than 900 jobs and represents more than $106 million in private investment.

“The Tomball Economic Development Corporation’s mission is to enhance the quality of life in Tomball by attracting, retaining, and expanding

McAllen Convention Center swan boats. Photo Courtesy of Mccallen. Photo Courtesy of Mccallen.

businesses that strengthen the local economy,” said Kelly Violette, executive director of the Tomball EDC.

Tomball is also channeling resources into its downtown core. The redevelopment of the former First Baptist Church site into Tomball Legacy Square aims to establish a cultural anchor, blending arts, performance and community gathering spaces into the heart of the city.

In McAllen, economic development is defined by its role as a binational hub. The city’s proximity to Mexico places it at the center of international trade, logistics and retail activity, and its EDC works to amplify that advantage.

“Our mission is to strengthen McAllen’s position as a dynamic center for international trade, retail, and investment,” said Rebecca Olaguibel, Retail and Business Development Director for the City of McAllen. “We work to

attract and support businesses, foster workforce development and enhance cross-border commerce.”

That mission has translated into initiatives ranging from retail recruitment to international trade missions.

“In recent years, we have led strategic retail recruitment initiatives, international trade missions, and public-private partnerships that have strengthened McAllen’s standing as a binational hub,” Olaguibel said.

The Edge-Seabrook Town Centre. Photo Courtesy of Seabrook.

Rick Guerrero Kelly Violette

Rebecca Olaguibel

“Projects such as the expansion of our retail and hospitality sectors, international investment promotion with partners in Mexico and infrastructure improvements have reinforced McAllen’s competitiveness while creating new jobs and expanding opportunities for local entrepreneurs.”

Olaguibel added that the organization measures its success through outcomes such as job creation, sales tax revenue and private investment.

“Equally important is the ability to sustain long-term growth by diversifying our economic base, strengthening international partnerships and ensuring McAllen continues to be an attractive, businessfriendly destination,” Olaguibel said.

One example of that long-term impact is McAllen’s collaborations with Mexican business organizations, which have bolstered binational trade and elevated the city’s reputation as a premier retail and logistics hub.

“These collaborations have supported binational trade, fostered regional competitiveness, and elevated McAllen’s reputation as a premier retail and logistics hub,” Olaguibel said. “The result is sustained growth in sales tax

November 6, 2025

Austin SouthPark Hotel (4140 Governors Row, Austin, Texas 78744) 8:30am to 11:30am 8:00am Registration, Networking, & Breakfast

revenue, expanded retail offerings, and stronger economic resilience that benefits both our community and the broader region.”

Together, these examples highlight the critical role local EDCs play in improving infrastructure, strengthening tax bases and nurturing resilience.

If smaller EDCs represent the grassroots of economic development, North Texas and Central Texas showcase the statewide reach. The Dallas-Fort Worth metroplex remains a magnet for corporate relocations with a pipeline that includes Fortune 500 headquarters, industrial expansions and largescale logistics projects tied to AllianceTexas and the region’s two major airports.

Austin’s brand as a tech hub continues to pull global investment. Apple’s North Austin campus and Tesla’s Gigafactory headline a wave of innovationdriven growth that extends into semiconductors, with Samsung’s new facilities adding another layer of industrial depth. Yet this momentum comes with pressure on housing, infrastructure and affordability — challenges that echo across the region.

San Antonio, meanwhile, is diversifying its economy beyond its historic anchors of military and healthcare. Cybersecurity, biosciences and advanced manufacturing are driving a fresh wave of investment. Major downtown projects along the River Walk and new collaborations with universities are designed to anchor this growth while reinforcing the city’s identity as both a cultural and economic center. These metro areas demonstrate how EDCs, regional alliances and publicprivate partnerships work in tandem to keep Texas competitive on a global stage.

Across markets of all sizes, several themes stand out. Workforce development is central, whether through partnerships with Lone Star College in Tomball, binational training pipelines in McAllen or flagship universities in Austin and San Antonio. Infrastructure remains a second pillar with EDCs frequently underwriting roadway improvements, utility relocations and district upgrades to make sites development-ready.

Mixed-use redevelopment is another unifying trend. In Seabrook, that means reclaiming an old wastewater treatment plant as parkland. In Tomball, it’s repurposing a church site into a cultural hub. In Austin, it’s urban infill projects that merge creative and corporate ecosystems. Each example reflects how EDCs are rethinking land use as a driver of both quality of life and economic competitiveness.

Resilience also plays a role. Seabrook’s work to rebuild Waterfront Drive after Hurricane Ike while adding branding and aesthetic enhancements illustrates how disaster recovery can become an opportunity for long-term reinvention.

“The board has also prioritized supporting local restaurants through challenges such as major storms and highway construction,” Guerrero shared. “Longtime favorites like Mario’s and Merlion, along with newer additions such as Tookie’s Seafood and the upcoming Margarita Jones TexMex, reflect the success of these efforts to keep Seabrook’s dining scene vibrant.”

Even as successes stack up, challenges remain. Rising land and construction costs are putting pressure on projects across the state. Balancing growth with community character is a recurring theme, especially in smaller cities

Tomball Business & Technology Park Photo courtesy of Tomball

Tomball special.”

like Tomball and Seabrook. Housing affordability is acute in Austin and increasingly visible in DFW.

Competition is another factor. Texas has long positioned itself as a businessfriendly state, but as other markets replicate incentive programs and tout lower costs, maintaining an edge will require creativity and sustained investment from EDCs.

Economic development in Texas is not just about landing the next corporate headquarters or industrial park. It’s about weaving together local identity, statewide strategy, and global competitiveness.

From luxury apartments on the bay to megafactories in Central Texas, the work of EDCs underscores how local actions connect to a statewide narrative. The organizations may differ in scale, but their impact is shared: shaping a Texas that continues to grow, adapt and compete on multiple fronts. “We’re

December 9, 2025

“Economic development in Tomball is about more than business recruitment — it’s about building a thriving community,” Violette said. “We’re proud of Tomball’s unique identity and work closely with local government, educators and the business community to balance growth with preserving the character that makes Tomball special.”

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Innovating multifamily in Texas: How

CIVE and Franklin Street see opportunity in multifamily

BY BRANDI SMITH

In Houston’s Galleria area, one of the state’s most competitive submarkets, a high-end Class A multifamily project is taking shape on an unusually tight site. For most developers, the constraints would be discouraging. For CIVE, the challenge has become a proving ground for its integrated AEC services.

“This is a very centrally located site with easy access to 610 and the Southwest Freeway,” said Aamir Chandio, Marketing Director at CIVE. “We

are having to get creative with building layout in design and sequencing from a construction stand-point in order to maximize the leasable number of units for the owner.”

That willingness to tackle complex developments is central to CIVE’s approach. The company is also planning a student housing project in downtown Austin to meet growing demand and expanding into North Texas

Global Houston. Photo courtesy of CIVE

“In Dallas-Fort Worth, that means areas like Frisco/Prosper,

Allen/McKinney, Las Colinas and Richardson/Plano are the submarkets benefiting from job growth, in-migration, and a strong renter base.”

with a Class A community in Farmers Branch along I-35E. These projects highlight how developers are adjusting to submarket-specific needs while maintaining a statewide presence.

On the investment side, Franklin Street is watching the same dynamics unfold from a different angle.

“We’re advising on projects across Texas in markets where demand is firming and supply is beginning to moderate,” said Chibuzor Nnaji, managing

director of Dallas multifamily investment sales for Franklin Street. “In Dallas-Fort Worth, that means areas like Frisco/Prosper, Allen/McKinney, Las Colinas and Richardson/Plano are the submarkets benefiting from job growth, in-migration, and a strong renter base.”

According to Nnaji, in several DFW submarkets, recent absorption has begun to catch up to deliveries and the construction pipeline has been trending down for nearly three years. Those fundamentals, he said, are why investors are willing to put money to work again.

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Developers and investors agree that tenant preferences are reshaping projects. For CIVE, that means designing apartments and amenities that match the evolving lifestyles of renters.

“Typically, a higher fraction of a single bedroom apartment is popular among both tenants and the owners, with some areas preferring two bedrooms,” Chandio said. “Across the board, we see owners demanding a higher fraction of one bedroom units. Our designs are very much led by the market and what developers require, where we have room to recommend finishes in varied budget ranges.”

Nnaji added that unit mix is heavily submarket-driven. Urban areas and job centers lean on one- and two-bedroom formats, while suburban markets with strong schools benefit from more two- and three-bedroom units. Amenities also play a critical role, but investors are urging practicality over flash.

“We’re seeing better traction with practical, high-usage features, coworking lounges, package rooms, shaded outdoor courtyards, and active spaces like pickleball, that drive retention and community feel,” Nnaji said. “Pools and gyms still have a place, but they’re no longer the only way to show competitive positioning.”

While tenant demand is steady, securing capital is far more difficult. Developers are facing delays as investors and lenders stay cautious.

“Financing has been a challenge for most of our ongoing projects, with

several projects awaiting funding,” Chandio said. “With interest rates expected to come down, there will still be some wait time until the effect can trickle down to these projects, but investors and owners are leaning more towards being liquid for now.”

Franklin Street has seen similar hesitation, particularly in submarkets that absorbed heavy supply. Concessions in some areas gave lenders pause.

“However, the trend line is positive,” Nnaji said, noting that investors are coming back into the fold. “In select DFW submarkets, recent absorption has begun to catch up to deliveries and occupancies have stabilized or improved,

Aamir Chandio

Chibuzor Nnaji

and the number of units under construction has steadily declined to ~46,000 metro-wide as of mid-2025, continuing a multi-year downtrend — though pockets still face lease-up pressure and concessions.”

Both companies are watching a clear reordering of investor preferences.

“We’re seeing investors leaning more towards finding deals on existing already established projects, rather than building ground-up – possibly due to likelihood of finding better financing deals as lending institutions are more risk averse now than they were two years ago,” Chandio said.

For Franklin Street, the shift has been more nuanced. Dallas multifamily sales volume climbed to roughly $3 billion in the second quarter, up from about $2 billion in the first.

“Investors are re-engaging, but with a sharper focus,” Nnaji said. “The most active segment has been newer-vintage assets (2010 and later), which traded at an average of ~$243k per unit and attracted the bulk of institutional capital.”

At the same time, there is still strong appetite for older product when the value-add story is compelling.

“These properties continue to trade when there’s a clear path to repositioning and rent growth,” Nnaji said. “The difference today is that newer assets are drawing more attention from equity because they offer predictable cash flow and fewer immediate capex surprises.”

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“Those who act now are best positioned to deliver into the next growth cycle.”

As capital grows more selective, CIVE is leaning on technology to stand apart. The firm uses 3D, 4D and 5D BIM and VDC tools in full swing and is developing a patent-pending tool that has the potential to reduce construction time by up to 30 percent.

“We would like to see more developers trying this out to truly see the value,” Chandio said.

That efficiency, he argued, can help make projects feasible even when financing terms are challenging. For owners, it means faster stabilization; for tenants, quicker access to new supply.

Both the developer and investment perspectives point to cautious optimism. For CIVE, success in Houston and Dallas will depend on market-driven design and construction efficiency. For Franklin Street, the metrics are clear: shrinking pipelines, strengthening occupancies and rent growth projected to resume into 2026-27.

“We’re near an inflection,” Nnaji said. “After two years of flat rent growth and heavy supply, the wave is beginning to subside in select submarkets. If current absorption and the pipeline slowdown persist, we expect vacancy to gradually tighten into year-end, with rent growth re-accelerating more broadly in 2026–27. In our view, that means the best time to plan and start projects is right now.”

He added: “We see Texas, and DFW specifically, setting up to be one of the strongest multifamily markets in the country over the next two to three years. With absorption catching up, pipelines shrinking, and capital shifting back in, this is the time to position for long-term growth.”

Together, CIVE and Franklin Street illustrate how multifamily in Texas is evolving. Developers are rethinking design and delivery, while capital is recalibrating around fundamentals. Both sides agree: those who act now are best positioned to deliver into the next growth cycle.

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CRE MARKETPLACE

ARCHITECTS/DESIGN-BUILD FIRMS

KDS de stijl interiors, LLC

2006 E Cesar Chavez St. Austin, TX 78702

P: 512.457.1332

Website: kdsaustin.com

Key Contacts: Jill Laverentz, Owner, jill@kdsaustin.com; Clark Kampfe, Principal, clark@kdsaustin.com

Services Provided: Programming & Client Process Analysis – Due Diligence & Building Analysis – Schematic Design – Test Fit & Pricing Notes – Project Scheduling Goals – Consultant Team Formation – Cost Analysis & Value Engineering – Design Development – Construction Documentation – Racking, Commodity, & Equipment Coordination – Permit Processing – Project Management – Construction Administration – Project Budgeting & Cost Tracking – As-Built Documents

Company Profile: KDS is a full-service commercial design firm with 30+ years of experience including 25,000,000+ SF of Industrial/Flex and 3,000,000+ SF of Office Projects. We are committed to responsiveness and to providing well designed and implemented solutions. Our extensive knowledge base and adept management of critical milestones creates consistently successful projects.

Notable/Recent Projects: American Canning – Austin, TX – 101,000 SF –Manufacturing & Distribution

FlightSafety International – TX & OK – 186,000 SF Combined – Manufacturing GT Distributors – Pflugerville, TX – 58,000 SF – Retail, Office, Fabrication, Storage & Distribution

LGE DESIGN BUILD

280 E. Levee Street Dallas, TX 75207

P: 469.498.0998

Website: lgedesignbuild.com

Key Contact: Ray Catlin, Regional Vice President, rcatlin@lgedesignbuild.com

Service Provided: LGE Design Build provides comprehensive design and construction services, including architecture, engineering, and interior design. LGE specializes in commercial, industrial, retail, healthcare, and tenant improvement projects. Utilizing a client-centric, design-build model, LGE ensures streamlined processes, reduced costs, and sustainable building practices for customized, high-quality results.

Company Profile: LGE, with dual headquarters in Phoenix and Dallas, provides full-service architecture, design, engineering, budget control, permits, and construction. Renowned for integrity and craftsmanship, LGE has completed over 1,200 projects across industries like industrial, office, hospitality, medical, and more, delivering award-winning designs. Notable/Recent Projects: LGE Dallas Headquarters, Mesquite 635, Fort West Commerce Center, Houston Point 290, Cypress Creek Distribution Center, McKinney Trade Center II, Sunridge Industrial Park, Park West Phase III, Bottled Blonde / Backyard Fort Worth.

BROKERAGE FIRMS

CMI BROKERAGE

820 Gessner, Suite 1525

Houston, TX 77024

P: 713.961.4666

Website: cmirealestate.com

Key Contacts: Trent Vacek, tvacek@cmirealestate.com; James Sinclair, jsinclair@cmirealestate.com

Services Provided: Central Management, Inc. is a full-service commercial real estate firm providing Brokerage Services; Property, Facility, Construction and Asset Management Services; Landlord and Tenant Representation; Land Sales; Receivership and Real Estate Recovery. Services are available for Industrial, Land, Multifamily, MOB, Office and Retail. Licensed in Oklahoma and Texas.

Company Profile: Central Management, Inc. (CMI) was founded by Houston real estate professional Vic Vacek in 1978. Our team understands the intricacies of the markets that offer investors an edge both from a leasing and an asset management perspective. Certified AMO® 1984, IREM, CPM, CCIM, NAR, HAR, NALP, ICSC, and TREC. Notable Transactions/Clients: Armada Big Springs Ptnrs, Barbour Invts., Baytown ISD, Core Real Estate, Hoffpauir Estate, JLC Properties, KBR, Prudential, Rawson Blum & Leon, Subway, Texas Hearing Institute, Triple Crown Invts., US Oncology, Vigavi Realty, Walgreens.

ROOFING COMPANIES

HIGHUP ROOFING

6620 Isabelle Dr. Austin, TX 78752

P: 512.566.9989

Website: highuproofingllc.com

Key Contact: Nasir Hussain, Owner, highuproofing94@gmail.com

CONSTRUCTION COMPANIES/GENERAL CONTRACTORS

ALSTON CONSTRUCTION COMPANY

HOU: 1300 W. Sam Houston Pkwy S

Suite 225, Houston, TX 77042

DAL: 10440 North Central Expressway

Suite 720, Dallas, TX 75231

Website: alstonco.com

Key Contact: HOU: Nick Dwyer, Director of Business Development, ndwyer@alstonco.com

DAL: Brittany Schneider, Director of Business Development, bschneider@alstonco.com

Services Provided: Alston offers a diverse background of design-build experience, general contracting and construction management of industrial, commercial, healthcare, retail, and municipal projects.

Company Profile: Alston Construction’s success begins and ends with our approach to planning, scheduling, and choosing the right team. We have been adhering to an open and collaborative approach since our founding more than 35 years ago.

Notable/Recent Projects: Innovation Ridge Logistics Park, a 1.1 million SF 3 building industrial business park in Forney; 610 Business District, a 388,795 SF industrial park located in Houston; 1.2 million SF logistics facility located in Conroe.

SUMMIT DESIGN + BUILD, LLC

98 San Jacinto Blvd, 4th Floor

Austin, TX 78701

P: 512.872.6698

Website: summitdb.com

Key Contacts: Adam Miller, President, amiller@summitdb.com; Doug Hayes, Project Executive, dhayes@summitdb.com; Amber Autumn, Business Development, aautumn@summitdb.com

Services Provided: Summit Design + Build, LLC is a provider of full service general contracting, construction management and design/ build construction services for the commercial, industrial, multifamily residential, office/tenant interiors, hospitality and institutional markets.

Company Profile: Located in downtown Austin and with offices in Tampa, FL, Chicago, IL and North Carolina, Summit Design + Build has been involved in the design and construction of over 400 buildings and spaces totaling more than 10 million square feet over the firm’s 18 year history.

Notable/Recently Completed Projects: Montage – 2323 S. Lamar (Multifamily), Congress Lofts at St. Elmo (Multifamily), UpCampus Student Housing Tallahassee (Multifamily), WeWork (Office TI), Eli’s Cheesecake (Industrial), Lockheed Martin (Industrial), Stadium Lofts North Carolina (Multifamily).

HEALTHCARE MOB

PUREFYT COMMUNITY CARE

14205 N MoPac Expy, Suite 570 PMB #565290

Austin, TX 78728

P: 512.775.3704

Website: purefytcc.com

Key Contact: Ge'O-Vanna Smith, Owner, mobileivtherapyaustin@gmail.com

Services Provided: Mobile Medical Services; emergency medical services; medical service company; emergency medical services; family health medical services; behavioral health services; behavioral mental health; behavioral healthcare services; behavior health services; behavior health service; advanced behavioral health services; mobile iv therapy; mobile iv therapy near me; mobile iv therapy austin; community medical services.

Services Provided: Flat Roof Coating, Roof Repair, Roof Installation, Roof Maintenance, Torch Down Roofing, Commercial Roofing, Residential Roofing.

Post-July 4th Exchanges Present More Options

BY GREG LEHRMANN, ATTORNEY

Big Picture

Section 1031 exchanges help real estate investors defer taxes by reinvesting property sale proceeds into new property. Exchanges occurring in the second half of the calendar year often span two tax periods. This phenomenon provides more decision points for investors than do exchanges that start in the first half of the year. Strategies to maximize savings during both years include installment sale tax reporting.

Why it matters

Section 1031 regulations specify that, “The exchange period begins on the date the taxpayer transfers the relinquished property and ends at midnight on the earlier of the 180th day thereafter or the tax return filing deadline, including extensions for the taxable year in which the transfer of the relinquished property occurs.” An exchange also ends on the 46th day after the relinquished property is closed if no replacement properties are identified prior thereto. As such, an exchange that begins on July 5 -- meaning the relinquished property closes on that date or later in the same year -- will

YOUR PROJECT. FINANCED BETTER.

“straddle” two tax years if the full 180-day exchange period manifests. For an exchange that ends in the same year in which it started, there is no taxyear straddling. Straddling comes into play only if the qualified intermediary continues to hold funds into the year after that in which the relinquished property was sold.

This same straddle can also result for exchanges that close on the relinquished property sale on or after November 17th. In most cases, the exchanger cannot get the funds back prior to the expiration of the 45-day identification period, pushing the earliest funds return date to January 1st or later in the following year. Similarly, a straddle can occur if there are additional properties identified but not acquired and there are leftover funds in the exchange account.

If an exchange results in unused funds remaining at the expiration of the exchange, such funds are returned to the taxpayer, and all applicable taxes are paid on those funds. In the event an exchange spans two tax years, the taxpayer can choose the year in which to recognize the gain from the relinquished property sale. For example, if the exchange was started in 2025 and results in a return of funds in 2026, the taxpayer can recognize the gain in either of those two years. It is noteworthy, however, that any gain attributable to debt relief will still have to be recognized during the year of the sale. Default reporting provides that the gain from the sale is recognized in the year the exchange funds are received, rather than the year the exchange was started. In this event, the exchanger is able to defer the taxes until their 2025 tax filing deadline by applying the IRS Installment Sale rules under Section 453. This option provides flexibility, allowing taxpayers to manage tax obligations more effectively and take advantage of tax deferral shortterm, even when the exchange results in the taxpayer’s receipt of funds.

Caveat A: The tax return filing deadline for exchanges initiated between October 17 and December 31 of each year (meaning the date the relinquished property closes), will arrive before Day 180. If the exchange has not been completed before April 15, in order to obtain the full 180-day period the exchanger must submit Form 4868, which grants an additional six months to file an income tax return. If the exchanger does not request an extension, or if the taxpayer files its tax return for the year in which the exchange started, the exchange is deemed to be over. An exchanger who wants to “shut down” a 1031 in order to access their funds before the expiration of 180 days may file their tax return during the 180-day holding period. In other words, restrictions on withdrawal of funds imposed by subsection (g)(6) of Section 1031 may be avoided by filing a tax return.

Caveat B: Installment sale treatment generally requires bona fide intent to complete an exchanges. This means that the exchanger had reason to believe, based on the facts and circumstances at the beginning of the exchange, that a like-kind replacement property would be acquired during the exchange period.

Takeaway

1031 exchanges that span two tax years require careful planning to ensure the taxpayer can benefit from the tax code, including installment sales under Section 453. Installment sales offer a valuable benefit for deferring taxes should an exchange fail or significant exchange proceeds remain unused. Taxpayers should consult their advisors to make informed choices and better manage tax implications associated with the sale of real estate investments.

About Us

Greg Lehrmann is the founding member of Excel 1031 Exchange with 42 years of experience in commercial and residential real estate. For the past three decades he has dedicated his career to 1031 exchange work and has handled tens of thousands of exchanges throughout the country.

Mr. Lehrmann is a distinguished attorney double board certified in commercial and residential real estate law by the Texas Board of Legal Specialization. Only 2% of attorneys in Texas meet this

exacting standard. He has a B.B.A with honors in accounting from The University of Texas and a J.D. from The University of Texas School of Law.

Mr. Lehrmann and his wife, Texas Supreme Court Senior Justice Debra Lehrmann, have two sons, Gregory & Jonathan, practicing attorneys, and three beautiful grandchildren.

Greg Lehrmann

SCOOP/PEOPLE ON THE MOVE

WindMass Credit appoints Lance Wright as Chief Production Officer

WindMass Credit, the structured finance division of WindMass Capital, announced today that Lance Wright has joined the firm as Chief Production Officer. In this role, Mr. Wright will lead loan origination and production efforts as WindMass Credit focuses on providing fiveyear, fixed-rate, senior mortgage debt with participation across multifamily real estate. WindMass Credit is focused on Sunbelt and Central United States markets with loans sizing between $5mm and $35mm.

Mr. Wright brings over 30 years of real estate lending experience and a long track record of production success. He joins WindMass Credit from Greystone, where he served as a Managing Director, originating multifamily and commercial loans nationwide. Prior to Greystone, Mr. Wright was Managing Director at Lightstone Capital Group, where he led origination efforts across the Central and Southeast Regions.

Earlier in his career, Mr. Wright opened the Dallas office for ACORE Capital in 2015, overseeing origination and underwriting across the Central Region. During his five years there, he closed over $4 billion of debt volume. Prior to ACORE, Mr. Wright spent 18 years at GE Capital Real Estate (formerly Heller Financial) in multiple roles, including Regional Director, where he was consistently one of the top producers nationwide and closed more than $10 billion of debt volume.

“Lance’s depth of experience, reputation as a top producer, and ability to maintain long-term client relationships make him a tremendous addition to WindMass Credit,” said William Mitchell Voss, CEO of WindMass Capital. “As we build a scalable lending platform focused on fixed-rate senior mortgage debt with profit participation, Lance’s leadership will be instrumental in growing our production capabilities.”

Mr. Wright is a native Texan and earned a bachelor’s degree from Southern Methodist University and an MBA from the University of Texas at Arlington. In 2008, he was recognized as one of the “20 Rising Stars in Real Estate” by Institutional Investor News.

“I am thrilled to join WindMass Credit at this exciting stage of growth,” said Mr. Wright. “The firm’s strategy of combining five-year fixed-rate senior debt with participation is highly compelling, and I look forward to working with our clients to provide innovative, aligned financing solutions.”

Michael Martine promoted to President at Martine Properties Inc.

Martine Properties, Inc. is pleased to announce the promotion of Mike Martine to President.

Mike has been with Martine Properties for 26 years, playing a key role in the company’s success in commercial property management, leasing, and sales. In his new role, Mike will continue to focus on providing exceptional service while leading efforts to expand the company’s presence across Central Texas.

Koti Vadlamudi hired at Primoris Services Corporation

Primoris Services Corporation has appointed Koti Vadlamudi President and Chief Executive Officer effective November 10, 2025.

Mr. Vadlamudi joins Primoris from a thirtyyear career at Jacobs, where he most recently served as Executive Vice President of Operations. There, he oversaw projects and led operations across multiple business units throughout the U.S. and internationally, spanning the data center, energy, life sciences, semiconductor, environmental, and government sectors.

“It’s a privilege to take on this position at such a dynamic and reputable company. Primoris has a strong foundation, exceptional talent, and a clear path for accelerated growth as we continue to deliver essential infrastructure across North America,” said Mr. Vadlamudi. “I’m energized by the opportunities to provide outstanding results for our clients and value for our shareholders – guiding us into a future defined by progress, performance, and lasting impact.”

James Sanders hired at Moody Bank

James recently joined Moody Bank as Vice President and Commercial Banking Officer at the Energy Corridor Banking Center on North Eldridge Parkway. With over 15 years in commercial banking and lending, his experience includes positions at major national and regional financial institutions. In addition to working with Chief Lending Officer Brent Cockerham, what attracted

James to Moody Bank was the extensive range of banking products and options that Moody Bank offers its commercial customers. His banking philosophy is rooted in building strong and lasting customer relationships by being proactive in their growth and development. Availability, reliability, and service beyond the loan are key for his customers’ success. James is a native Houstonian and has a B.S. in Finance from the University of Alabama.

Chase Powell promoted to Regional Safety Director – Mission Critical at Rogers-O’Brien Construction

Rogers-O’Brien Construction (RO) is proud to announce the promotion of Chase Powell to Regional Safety Director – Mission Critical. With 14 years of experience, Chase has led safety programs, training, and mentorship across RO projects. He brings people-first leadership to complex projects such as data centers and large-scale infrastructure, ensuring everyone goes home safe each day. Congratulations, Chase!

Alyssa F. Staats promoted to Vice President of Business Development at Cornerstone Mechanical Services, LLC

With over a decade of experience in the AEC industry, Alyssa F. Staats, MBA, now drives Cornerstone Mechanical Services’ strategic sales and marketing as the vice president of business development.

Alyssa also serves as the president of the Board for the SMPS North Texas Chapter. She was named the 2024 SMPS North Texas Chapter Marketer of the Year and the 2024 Regional Hispanic Contractor Association’s LUNA Award Winner for Outstanding Administrative Professional of the Year.

Newmark adds head of fund administration business

Newmark Group, Inc. hired Neal Armstrong as head of its new Fund Administration business. Armstrong will report to Ania Jastrzebska, Senior Managing Director and Global Managed Services Lead.

With more than two decades of experience in fund accounting and real estate fund services, Armstrong brings deep operational and technical expertise to Newmark as the firm continues expanding its Investor Solutions capabilities. In the new role, he will lead the build-out of Newmark’s Fund Administration business.

Prior to joining Newmark, Armstrong served as Global Head of Real Estate Fund Services at the Bank of New York, where he played a central role in more than tripling assets under administration. He also previously held leadership roles at Deutsche Asset & Wealth Management and began his career in assurance at KPMG.

Carl Pham hired at Texas Gulf Bank, N.A.

Pham joins Texas Gulf Bank as Executive Vice President – Commercial Lender in our River Oaks location. With 25 years of banking experience in commercial lending, his expertise is in owneroccupied real estate and C&I lending in medical, industrial, and professional services. He will focus on expanding our commercial client base, offering business loans, deposit products and flexible financial solutions to growing businesses in our Houston markets. MEMBER FDIC/Loans Subject to Credit Approval

leads a platform focused exclusively on healthcare client representation, ensuring medical users receive conflictfree advocacy that supports patient access, physician recruitment, compliance, and long-term operational goals. His clients have included CommonSpirit Health, Tenet Health, Harris Health System, Texas Oncology, Quest Diagnostics, Texas ENT Specialists, and OBGYN Medical Center Associates. Nelson holds a Master’s in Real Estate Development and a Bachelor’s in Landscape Architecture, both from Texas A&M University.

JLL’s Value and Risk Advisory division names executive director in Austin office

JLL’s Value and Risk Advisory platform announced today that Casey Burns has joined the firm as an Executive Director based in Austin, Texas.

Burns will focus on industrial property valuations primarily in the Texas and Southwest region. He will report to Jim O’Leary, Executive Managing Director and Head of JLL Value & Risk Advisory’s Industrial Property Sector.

Burns joins JLL with more than 15 years of real estate appraisal and consulting experience, including appraisals, consultations, market studies, rent analyses, feasibility studies and acquisition advisory of institutional-grade real estate domestically and internationally. He spent the last 12 years at CBRE, most recently as a Senior Vice President in their appraisal division. Prior to that, he was with KPMG’s Economic and Valuation Services group. Burns holds a B.S. from the University of Pittsburgh and a master’s degree from Georgetown University.

Marci Hoxworth hired at Civilitude

His approach reflects both business expertise and a commitment to community. Beyond real estate, Bielamowicz has served the State of Texas in key leadership roles, including as chair of the Texas State Board of Examiners of Psychologists and later as chair of the Behavioral Health Executive Council as a gubernatorial appointee. Respected for integrity, results, and service, he exemplifies how professional excellence and civic leadership strengthen the Dallas–Fort Worth community.

Nash Frisbie Joins Cushman & Wakefield as a Director in Austin

Cushman & Wakefield announced today that Nash Frisbie has joined the firm as a Director.

Frisbie brings more than a decade of Austin commercial real estate experience to the firm and will play an integral role with expanding Cushman & Wakefield’s industrial agency leasing team in the region. Over the course of his career, he has primarily focused on agency leasing and tenant advisory for a variety of institutional and private clients.

“Cushman & Wakefield’s platform and reputation in Austin offer a foundation on which we are extremely excited to build,” Frisbie said. “As Austin continues to maintain its place as a dynamic industrial market in the U.S., we look forward to continuing to expand relationships with clients and users across the area.”

Nelson Udstuen hired at Oxford Partners

Oxford Partners has launched a dedicated Healthcare Division with the appointment of Nelson Udstuen as Division President. Udstuen brings over 20 years of experience in healthcare real estate, having completed more than 1,000 tenant and buyer transactions for hospital systems, physician groups, and specialty providers. He joins Oxford after serving as SVP at CBRE, where he advised some of the nation’s most prominent healthcare organizations. At Oxford, Nelson

Marci Hoxworth has joined Civilitude Engineers & Planners as Principal, Director of Partnerships & Growth. With 12 years of experience in real estate branding and corporate growth strategy, she leads the firm’s integrated growth strategy, guiding everything from marketing and business development to client experience and civic partnerships—helping Civilitude expand its reach while deepening its impact in the Austin community.

John Bielamowicz, recognized at Biel Partners

John Bielamowicz, founder of Biel Partners, has built a career shaping North Texas real estate through land partnership deals, brokerage, tenant representation, and developing others. Known for guiding clients through complex markets, he combines insight, creativity, and collaboration to uncover opportunities.

“Nash’s experience, coupled with his ability to earn clients’ trust and deliver results, makes him an outstanding addition to our industrial agency leasing team,” said Celeste Fowden, Director of Brokerage for Cushman & Wakefield in Austin and San Antonio. “We’re strategically growing our team with professionals who complement our culture of collaboration, inclusiveness, and exceptional client service, and Nash is a perfect fit.”

Frisbie joins Cushman & Wakefield from Transwestern, where was a Vice President. He began his commercial real estate career at The Weitzman Group in Austin where he served retail agency and tenant representation clients. He is a graduate of the University of Texas and a licensed Real Estate Salesperson in Texas, as well as a member of the Real Estate Council of Austin.

Cushman & Wakefield (NYSE: CWK) is a leading global commercial real estate services firm for property owners and occupiers with approximately 52,000 employees in nearly 400 offices and 60 countries. In 2024, the firm reported revenue of $9.4 billion across its core service lines of Services, Leasing, Capital markets, and Valuation and other. Built around the belief that Better never settles, the firm receives numerous industry and business accolades for its award-winning culture. For additional information, visit www.cushmanwakefield.com.

Survey: Most employees tend to approve of hybrid work. But it must be done right for true compliance

BY DAN RAFTER

A new study says that employees have for the most part accepted back-tothe-office policies, especially hybrid schedules. That doesn't mean, though, that all employees are complying when their companies mandate that they return to the office, whether that mandate is one to two days a week or four to five.

That's one of the main takeaways from JLL's Workforce Preference Barometer 2025, a report studying the state of the global workforce.

Another key finding? Most employees told JLL that they are more interested in maintaining a solid work-life balance than they are in a higher salary. This means flexibility: Workers want the flexibility to work remotely when it makes sense and to work non-traditional hours if it results in benefits such as a shorter commute to work.

Others who are caring for children or elderly parents want a schedule that allows them to tackle these caregiving duties even if they arise during normal working hours, as long as they can complete their duties during nontraditional working hours.

Researchers compiling this year's JLL's Workforce Preference Barometer surveyed 8,700 office workers in 31 countries. These respondents worked at companies that each employed more than 1,000 staffers in sectors including finance, technology, manufacturing and public services.

JLL’s survey found that 65% of respondents listed work-life balance as their top priority, ahead of salary. This is evidence of how important it is for companies to provide their workers with a work schedule that does give them the chance to spend time with their families or enjoy downtime away from the office.

Photo credit: Jacob Wackherhausen.

“We have been publishing this barometer for several years, and the statistic that stood out to me this time was the importance that employees place on flexibility and work-life balance,” said Peter Miscovich, executive managing director, global future of work director for JLL. “What we are seeing is that with the accelerated pace of change, accelerated rate of tech adoption, the post-pandemic stressors in the marketplace and uncertainty about the economy, is that people are really looking for greater time flexibility and work-life integration if not full balance.”

Miscovich said that survey respondents said that they want a greater level of autonomy when it comes to their work schedule. They want time to disconnect from their work.

“There is still that always-on workplace mentality that is prevalent today,” Miscovich said. “The high levels of stress and the burnout of multiple cohorts is pervasive. That finding in the barometer supports what we are seeing in the marketplace today. People are feeling stress. We will see if this changes, but it does seem to be part of our new normal.”

Some employers, though, are taking steps to improve the work-life balance of their workers.

Miscovich said that it is important for companies to consider the needs of different workers and to ask them what they need from their work schedules.

As Miscovich says, the most successful hybrid work schedules consider input from employees on when they need and don’t need to be in the office.

A manager, for instance, might need to be in the office four days a week while a programmer might only need to be on-site one day a week. Maybe both types of employees need to be in the office when on-site meetings or brainstorming sessions are scheduled.

Other employees might be taking care of both young children and elderly parents. These workers might need to take time off during the day, something that employers can allow if these workers can complete their tasks during non-traditional hours.

Other employees might face long commute times if they must work a traditional 9-to-5 schedule. Companies might allow these workers to come into the office earlier and level earlier or get to their desks later in the day and work past 5 p.m.

“Employers should look at the individual cohorts within an organization and ask them what they need in terms of autonomy,” Miscovich said. “If the output is there and the company’s objectives are being met, providing this flexibility can be a win-win for everyone. We companies can execute this, that is where we see the greatest success.”

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Accepting the hybrid model

The study reported that 66% of global office workers say that their company sets clear expectations for the number of days that they are expected to work on-site. The survey found, too, that 72% of respondents viewed these back-to-office policies positively.

Of those employees with this positive view, 50% said that being in the office at least on a hybrid basis supports better teamwork. A total of 43% of these respondents said that they prefer working in the office to working remotely and 35% said they view hybrid policies as being fairer to all employees.

Miscovich said that those in favor of hybrid policies said that they appreciate the chance to be both visible in an organization and the opportunity to work off-site.

“People are looking for workplace variety and balance,” Miscovich said. “Working seven days a week nonstop is not healthy. If you create the conditions that allow enough flexibility for workers, those are the work arrangements that earn the most positive acceptance.”

As Miscovich says, workers want a positive experience when they go to the office. They want to be able to use a conference room if they need one. They want the technology that makes it easier for them to complete their work. They want the opportunity to grab a quick cup of coffee if they need a break from work.

“They are looking for a higher-quality experience in the office,” Miscovich said. “If companies can provide that, it’s a nice win-win-win opportunity.”

The challenges

But what about those workers who don't view their companies' back-tooffice policies favorably? JLL said that 40% of them said that they believe they will be less productive on the job if they are not able to choose their preferred work setting.

Those employees who don't have a positive view of their companies' hybrid policies told JLL that they are less concerned about having to return to the office than they are about a lack of company support that would otherwise make in-office work a comfortable and worthwhile experience.

The JLL survey found that 55% of respondents who had have negative views on hybrid policies are concerned about their quality of life. A total of 42% said they had feelings of being stuck in their job and 41% said that they felt let down by their companies' return-to-office plans.

Not all workers follow their companies' hybrid plans, of course. JLL found that compliance ranges from 74% in the United States to 85% in Europe, with compliance rates above 90% in Italy and France.

Consider companies that mandate that employees work one to two days in the office every week. JLL found that 68% of respondents at such companies did work the required one to two days. A total of 19% routinely worked three to four days in the office and 7% regularly worked all five weekdays in the office. However, 5% of respondents continued to work fully remote despite their companies' back-to-office mandates.

For companies that mandated employees to work three to four days a week in the office, JLL found that 70% of survey respondents did follow that mandate. A total of 12% worked full-time in the office. But JLL found that 17% routinely worked only one to two days in the office while 1% remained fully remote.

And for respondents whose employers have mandated that they work full-time in the office? According to the study, 82% of these respondents said that they followed this mandate. A total of 10% of respondents said that they routinely worked three to four days in the office, 5% said that they routinely worked one to two days in the office and 2% said that they remained fully remote.

In its study, JLL said that companies can take steps to increase in-office compliance from workers. Companies should personalize the work experience, recognizing that older employees with more experience might not need to come into the office as frequently as their younger peers. Some employees, depending on the work that they do, can perform more of their tasks remotely.

JLL said that companies should reserve much of employees' in-office time for tasks such as meetings, brainstorming sessions and other work that can only be done on-site.

Also important? Taking a more holistic approach to creating an inviting workspace. This means not only providing an office space with amenities such as onsite fitness centers, healthy food options and quiet spaces for creative work, but also providing employees with the option to work nontraditional hours, take time off to care for children or elderly parents or even take a mental break if they face possible burnout.

Employees with a positive view of their work schedules tend to work in environments in which the business’ needs are balanced with employee wellbeing.

A total of 50% of employees who are in favor of their companies’ hybrid policies say that being in the office at least part time supports better teamwork. A total of 71% of survey respondents who viewed their companies’ hybrid policies favorably said that their companies are a great place to work.

Miscovich said that companies that want to persuade their employees to come into the office a greater number of days need to provide an office space that is enticing.

“If employers want to be competitive in attracting great talent, and they want that talent to come into the office three days a week, they need a great workplace environment,” Miscovich said. “Employees are looking for that high-quality building, that high-quality workplace design. They want a building with sustainable practices and energy management. This trend will continue.”

Peter Miscovich (Photo courtesy of JLL.)

El Campo, Texas

El Campo, with a population just under 13,000, is located halfway between Houston and Victoria on US Highway 59/Interstate 69. What really sets us apart from other cities is “El Campo is close enough, away”. We have a rural community where residents can find whatever they need at home, but have access to all the big city offerings in less than an hour’s drive. El Campo’s wonderful welcoming, neighborly quality of life is one of our best assets, and the local support for community businesses is unmatched.

As we all know, Site Selectors are tasked with finding communities with the quality of life that can assist the new companies when recruiting employees. El Campo Memorial Hospital (ECMH) has been serving our community for over 68 years. ECMH has plans to build a new hospital. This $60,000,000 project has been approved for a $48,000,000 USDA Rural Development loan. ECMH gives El Campo an edge over other communities who don’t have a local hospital. The partnership between Wharton County public schools, Wharton County Junior College and ECMH provide outstanding education and training for our children, enabling them to earn a livable wage while remaining in their hometown. ECMH is an excellent partner in this effort, offering positions for required rotations and on-the-job training for the

health care students. Our new state-of-the-art hospital facilities will also draw physicians in specialty fields to our community thru partnerships with additional educational institutions.

El Campo has a nearly 100 units of multi-family housing just completing construction, and the property is full. This multi-family housing, in addition to over 2 dozen additional single-family homes, allows us to recruit workforce from around the region. Our record-breaking and continuous Sales Tax growth shows new and expanding businesses they can also be healthy in El Campo. The CDC’s internationally award-winning “Shop Local!” advertising, in partnership with KULP radio and the El Campo Leader-News, has shown a measurable increase in sales for our local businesses over the last 9 years. Healthy existing businesses draw interest from developers looking for new locations. Our local businesses are our best cheerleaders!

El Campo boasts a planned 200+-acre rail served warehouse park. Engineering for infrastructure is underway currently to bring City water and waste water to the property south of I-69, adjacent to the CPKC Railway. The merger between Kansas City Southern Railroad and Canadian Pacific

has put El Campo on the map for freight movement between southern Mexico, throughout the United States, and coast-to-coast in Canada. El Campo is logistically positioned on US Highway 59/Interstate 69, with thousands of developable acres with frontage and rail access that is shovel-ready, and located in a designated Opportunity Zone with several different tax-saving programs available to businesses locating there.

The entire 1,094 square miles of Wharton County is designated as a Foreign Trade Zone through our partnership with the Port of Houston. Wharton County is also the 12th county member of the Greater Houston Partnership, and prides itself as one of the few remaining “attainment areas” in the region. Three census tracts in El Campo have been designated Opportunity Zones, and are also eligible for New Market Tax Credit investments. All of the US Highway 59/Interstate 69 corridor through El Campo is included in these three census tracts.

The City of El Campo proudly advertises plan review within 2 weeks. This is an often unheard-of benefit to developers, who say 12-24 months is more the norm. The City has a Chapter 380 Agreement policy in place for either Sales, Ad Valorum or Hotel/Motel Taxes to incentivize businesses. The City Development Corporation has Job Creation Incentives, Site Improvement Grants and Infrastructure Assistance Grants. Workforce recruitment and training are also available thru the CDC, Wharton County Junior College and the Texas Workforce Commission. There are many additional incentives available to businesses thru our partnerships with other agencies within the State of Texas, United States Department of

Agriculture, and Small Business Administration. Through our partnership with Retail Strategies, we are recruiting national franchise retailers to El Campo to complement our existing businesses.

Wharton County is a leader in both agricultural production and renewable energy for the State of Texas. El Campo is pro-business and looks forward to managed, sustainable and quality growth in our community. With access to a workforce of over 1,000,000 within a 45-minute drive, and retail trade area of over 18,000, we are well positioned to welcome your business to our community.

For Cities over 100,000 in Population Texas State Comptroller, 2024

See why being minutes from millions of consumers, first-class amenities, and strong incentive programs make it easy to invest in the city that invests in youMcAllen, Texas.

Building a Stronger Fifth Ward Through Purpose and Progress

The Fifth Ward Community Redevelopment Corporation (Fifth Ward CRC) stands as a catalyst for transformation in one of Houston’s most historic and culturally rich neighborhoods. Rooted in a legacy of resilience, the organization is committed to revitalizing the Fifth Ward through an integrated approach centered on five pillars of community service: Real Estate Development, Homeownership Promotion and Preservation, Arts and Culture Development, Economic Development, and Community Building and Engagement.

Real Estate Development

Fifth Ward CRC leads with vision creating affordable, sustainable housing and mixed-use developments that breathe new life into the community. Our projects are designed to balance modern growth with historic preservation, transforming underutilized properties into thriving spaces for families, businesses, and cultural expression. A major milestone in this effort is the opening of St. Elizabeth Place, a new affordable housing community that provides quality living options for residents while preserving the neighborhood’s character and history. By strategically developing residential and commercial spaces, we ensure that progress benefits both current residents and future generations.

Homeownership Promotion and Preservation

Homeownership Promotion and PreservationWe believe that homeownership anchors communities. Fifth Ward CRC provides resources and guidance that help residents achieve and maintain homeownership ensuring long-term stability and generational wealth. From financial literacy programs to housing counseling and preservation efforts, our initiatives protect the character of the Fifth Ward while empowering residents to remain rooted in the neighborhood they call home.

Arts and Culture Development

The Fifth Ward’s soul is its culture. Through art exhibitions, performances, festivals, and cultural preservation projects, Fifth Ward CRC celebrates the creativity and history that make this community unique. By integrating art and culture into redevelopment, we strengthen community pride and attract new audiences, positioning the Fifth Ward as both a cultural destination and a model of inclusive growth.

Economic Development

Economic empowerment is at the heart of Fifth Ward CRC’s mission. We drive job creation, attract new businesses, and foster local entrepreneurship that fuels lasting prosperity. With its proximity to downtown Houston and major transit corridors, the Fifth Ward offers unmatched opportunities for investment and innovation. Our initiatives stimulate small business growth, strengthen the local economy, and build pathways to financial independence for residents.

Community Building and Engagement

At every stage of development, Fifth Ward CRC ensures that the voices of residents are not only heard but elevated. We champion collaboration between neighbors, businesses, and stakeholders to shape projects that reflect the community’s needs and aspirations. This participatory approach creates a sense of ownership, unity, and shared purpose fostering a resilient and engaged community prepared to thrive.

Why the Fifth Ward

For investors, developers, and partners, the Fifth Ward represents more than an opportunity it’s a movement. The neighborhood’s renaissance is guided by a commitment to inclusive progress, cultural integrity, and economic vitality. By investing in the Fifth Ward, you join a collective effort to build a community that honors its past while creating a bold and sustainable future.

Join the Fifth Ward CRC in advancing a legacy of growth, empowerment, and transformation where every investment builds not just structures, but stronger lives and lasting impact.

Fifth Ward Community Redeveloment Corporation

4300 Lyons Ave #300 Houston, TX 77020, USA

Call: (713) 674-0175

Email: info@fifthwardcrc.org www.fifthwardcrc.org

Marble Falls continues to shine as one of texas’ premier destinations

Marble Falls has long been known for its breathtaking scenery, vibrant local culture, and business-friendly atmosphere. Now, supported by stable growth, rising visitation, and expanding economic opportunities, the community is solidifying its position as one of Texas’ most desirable destinations for residents, visitors, and investors alike.

Located in the heart of the Texas Hill Country, the town of just over 9,500 residents offers a unique combination of small-town charm and modern amenities. Its strategic proximity—just 60 minutes from Austin and 75 minutes from San Antonio—continues to attract businesses and individuals seeking balance, accessibility, and quality of life. As the regional shopping and service hub for more than 121,000 people, Marble Falls has become an economic anchor for the Highland Lakes region.

A Growing Community with Momentum

Recent data underscores Marble Falls’ sustained upward trajectory. In 2024, the area welcomed 963,300 visitors, who stayed an average of 157 minutes per visit and returned an impressive 8.29 times per year. This steady stream of repeat visitors demonstrates the community’s enduring appeal and vibrant local economy.

Migration patterns tell a similar story. Burnet County now ranks #1 in statewide migration, followed closely by Llano County at #2, with Marble Falls gaining 4,900 new residents over the past four years—many relocating from Williamson and Travis Counties. This growth has fueled not only housing demand but also business creation and workforce expansion.

Over the past year alone, 29 new businesses have opened their doors in Marble Falls, with 9 existing businesses expanding to meet growing demand.

Strategic Investment in Growth and Development

Behind Marble Falls’ success is a deliberate, long-term strategy of community investment led by the Marble Falls Economic Development Corporation (EDC). Through a suite of grant programs and targeted partnerships, the EDC has consistently strengthened the foundation for local prosperity— supporting everything from small business improvements and workforce training to community enhancement projects.

Since 2013, these programs have collectively directed millions of dollars into the local economy, helping businesses grow, creating new jobs, and improving quality of life. Whether assisting a local entrepreneur with a façade update, funding skills training for trades and technical careers, or partnering on projects that enhance public spaces and community assets, the EDC’s approach ensures that investment stays rooted in Marble Falls.

This steady, intentional reinvestment has built trust among business owners and residents alike, creating a ripple effect of growth that continues to attract new development while preserving the community’s character.

Downtown Revitalization and Major Projects

Downtown Marble Falls continues to capture the essence of community progress. With its walkable streets, professional offices, independent shops, and lakefront parks, the area blends Hill Country character with entrepreneurial energy.

The most transformative project now underway is the Ophelia Hotel & Conference Center, part of Hilton’s Tapestry Collection. This $45 million public-private partnership will feature 127 guestrooms, approximately 10,000 square feet of meeting space, and distinctive food and beverage offerings—all just steps from Lake Marble Falls and the heart of Main Street. Construction officially began in May 2025, with a projected opening in October 2026.

Looking Ahead

The future of Marble Falls remains bright. The community’s focus on park area development, business expansion, and the Business & Technology Park expansion continues to attract interest from companies in light manufacturing, healthcare, and professional services. Active sales contracts and ongoing construction at the Park signal strong demand for businessready sites.

At the same time, Marble Falls remains dedicated to preserving its natural beauty and small-town values. A $25 million Downtown Parks Improvement Plan, launched in 2019, continues to enhance the city’s lakefront spaces— ensuring residents and visitors alike enjoy unparalleled access to outdoor recreation and community events.

An Invitation to Grow with Us

Marble Falls is more than a picturesque Hill Country destination— it’s a thriving, forward-looking community where opportunity meets authenticity. For businesses seeking a place to start, expand, or relocate, the city offers a welcoming environment, modern infrastructure, and a deeply engaged local network.

If the idea of joining a growing community that values both progress and character resonates with you, consider Marble Falls. Whether you envision a new facility in the Business & Technology Park or a restoration project in the heart of downtown, opportunity awaits.

For more information about investing in Marble Falls, contact Christian Fletcher, Executive Director of the Marble Falls Economic Development Corporation, at 830-798-7079 or cfletcher@marblefallseconomy.com.

PAVING THE WAY FOR PROGRESS: INVESTING IN PFLUGERVILLE'S FUTURE

Pflugerville, Texas, is rapidly evolving into a dynamic economic powerhouse. With a highly educated workforce and a median household income well above the national average, the city offers immense opportunities for real estate professionals, developers, and investors. The Pflugerville Community Development Corporation (PCDC) is leading this transformation, creating a pro-business environment that welcomes strategic growth.

A Vision for Key Developments

Our vision for a revitalized downtown is centered on the Downtown East project, a plan to redevelop the area around FM 685 and East Pecan Street This initiative will expand the existing core with a new City Hall, a community plaza, and M.O.N.A.R.C.H., a multi-generational recreation center

Construction of City Hall is expected to be completed in late 2026. This area is an ideal location for new restaurants, retail, and suburban office space.

Beyond the downtown area, we're seeking innovative ideas for Project Nexus, a 53-acre site poised to become a regional destination. The PCDC will hire an Owner’s Representative by the end of Q4 of 2025 to guide this project, which we envision will offer unique commercial concepts that enhance the quality of life for our citizens and the greater Central Texas region. Our vision for the 53 acres includes retail, restaurants, a hotel with convention space, corporate headquarters, suburban-style offices, and coworking spaces. We also welcome new housing types to meet the needs of our growing population

future development with a one-million-squarefoot lot available for construction. This is a perfect opportunity for businesses looking to capitalize on existing high traffic.

For large-scale, mixed-use projects, the land along Toll Road 130 is an unparalleled canvas. Its proximity to both Austin's International and Executive airports makes it ideal for a diverse range of ventures

Your Partner in Success

The PCDC is dedicated to assisting developers by offering comprehensive support, including but not limited to grants, incentives, and a list of available properties. Our City’s Mayor and Council have proactively secured funding to expand and upgrade our water and wastewater systems, ensuring we can support future growth. Jerry W. Jones Jr., Executive Director of the PCDC, extends a direct invitation:

"We are excited about Pflugerville's future and the opportunities ahead The PCDC is ready to partner with any developer who wants to bring quality-of-life projects that will strengthen our sales tax base and benefit our community for years to come."

Jerry W. Jones Jr. Executive Director of the PCDC

Tomball stays steadfast in preserving small-town charm amid commercial, residential growth

Nestled only 28 miles from downtown Houston, Tomball’s roots date back to the early 1900s. In 1907, it became known as a railroad hub, and in 1933 - a prosperous oil town. The city’s namesake, Thomas Ball, is credited with routing rail operations through town. More than a century after dynamic train operations helped put the city on the map, Tomball continues to guide companies of all sizes on the right track.

Families feel at home in Tomball

Tomball, a southeast Texas gem that has evolved from train depot to delightful destination, is located in Harris County - the third most populous county in the United States. Since 2010, Tomball has experienced a 39 percent increase in population – adding more than 2,500 residents in the last five years alone.

Families target Tomball because it features the second-lowest property tax rate in the region and offers resident satisfaction through exceptional opportunities – all supported by a unique community spirit, strong business community and transcendent educational coalition. The award-winning Tomball Independent School District, serving more than 23,000 students across 25 campuses, is the highest-rated large district in the state of Texas and has received the highest possible rating (“A”) from the Texas Education Agency for six consecutive years. Additionally, all three Tomball ISD high

schools earned the coveted “Best High Schools in the US” ranking by U.S. News & World Report for the 2024-2025 academic year and are ranked among the top 10 percent out of nearly 24,000 public high schools in the United States. At the post-secondary level, Lone Star College-Tomball, the third of seven Lone Star Colleges that comprise Texas’s largest community college system, serves thousands of students via three local sites.

Tomball is taking the initiative to lay a foundation for long-term prosperity, both above ground and below ground, as it experiences residential and commercial growth. Guided by the City’s Comprehensive Plan and targeted economic development initiatives, the city is placing an emphasis on planning and thoughtful investment as it carries out its vision of ensuring Tomball remains the community of choice by maintaining its hometown feel and preserving the city’s rich history.

Eye on infrastructure with a community focus

Tomball’s growth strategy emphasizes infrastructure investments that enhance both quality of life and essential services. With targeted infrastructure improvements as key components of this strategy, community partners have worked in concert to invest in projects that strengthen the city’s future. These improvements boost walkability in Tomball’s downtown area by enhancing public alleyways in Old Town

through signage, lighting and landscaping. Funds are also being allocated to expand Tomball’s South Wastewater Treatment Plant, showcasing the city’s focus on local infrastructure and public services to support a growing community.

Recently, the city partnered with the Tomball Economic Development Corporation (TEDC), Tomball Regional Health Foundation, HCA Houston Healthcare Tomball and other community entities to fund and complete extensive improvements to the playground, pool, splashpad, walking trails and parking lot at Jerry Matheson Park, a beloved gathering place for families. A separate collaboration between the City of Tomball, TEDC and Tomball Legacy Fund cultivated the construction of Louie’s Together Playground – an inclusive playground for children of all abilities inspired by Tomball resident Louie Munson and his family.

“We listened to our citizens and helped bring jobs to Tomball,” Mayor and Tomball native Lori Klein Quinn shared. “Now, the people that have come here want to educate their children here and build their families here, so parks and sidewalks and features like that are important to them.”

In the heart of downtown, Tomball’s commitment to honoring its history while shaping its future is reflected in the planned transformation of the former 4.6-acre First Baptist Church campus into a new space for gatherings and cultural experiences. Guided by public input and community feedback, the Tomball Legacy Square project will transform the historic property into a dynamic, multi-functional arts and cultural destination featuring a stateof-the-art audio/visual performing arts center.

Tomball’s deep-rooted community connection is highlighted through popular attractions such as the historic railroad depot and museum, the German Heritage Festival and Deck the Depot. In an effort to foster an even stronger community identity, the city executed six successful 2nd Saturday events in 2024, hosted three Kids Club events and developed a Depot Model Train Club. Building off the success of those initiatives, the city has extended many community-oriented programs into 2025.

“We’re proud to bring people here and we offer them something exceptional to come home to,” Kelly Violette, Executive Director of the TEDC noted. “For us, the quality of life and recreational aspect – especially as inclusive as our projects are – appeals to a wide audience.”

From mom-and-pop specialty stores and charming boutiques to major retail destinations, Tomball truly offers it all. A recent addition, Costco pinpointed the corner of Highway 249 and Holderrieth Road in Tomball for its 40th location in Texas. The multibillion-dollar global retailer opened the doors to its 152,000 square foot Tomball store in 2024 and is estimated to deliver $651 million in sales during its first six years of operation.

Less than two miles from Costco, The Grand at 249 is a 65-acre mixed-use retail development now serving customers. Down the street in Interchange 249, a planned three-million-square-foot industrial/retail complex, Macy’s opened a 900,000-square-foot fulfillment center. With 105 employees, the facility has become a distribution powerhouse, supplying Macy’s stores across Texas, Louisiana, Oklahoma, Arkansas and parts of Alabama.

Thanks to ideal location, Tomball is in a great spot Harris County’s area spans enough square miles to fit the cities of Austin, Boston, Chicago, Dallas, New York City and Seattle inside its borders. With

its population of more than 5 million, if Harris County were a state – it would rank 25th in largest U.S. population.

By virtue of millions of people in the Houston area, businesses based in Tomball reap the benefit of a massive audience of customers and job seekers. And while the city once relied upon trains as the primary mode of transportation for both passengers and freight, Tomball now offers convenient travel access to key points in and around Houston via major, intermodal transportation options.

George Bush Intercontinental Airport (IAH), less than a half hour drive from Tomball, serves as a key advantage for local businesses. IAH helps bring the world to Tomball with 25 airlines flying nonstop to five continents. State Highway 249 (The Tomball Parkway) and the currently expanding State Highway 99 (The Grand Parkway) run directly through Tomball while Interstate 45 and Beltway 8 are each merely minutes from the city. These highways provide easy access to downtown Houston and all markets from Dallas to Galveston while Port Houston, the busiest port in the United States and one of the most vital industrial and logistics hubs in the world, is situated only 40 miles from Tomball. With nearly eight million people in the greater Houston area, Tomball is in a prime spot to reach a massive audience of customers and job seekers.

Tomball delivers diverse, empowered workforce

While the greater Houston region offers a massive economic footprint, a jobready workforce is available to Tomball employers right in their backyard. Since 2011, community partners have worked diligently to create more than 5,000 local jobs by delivering nearly $500 million in capital investment from businesses. While experiencing growth, multiple city partners have collaborated to remain centered on training and educating workers for indemand occupations.

The TEDC spearheads a highly acclaimed Summer Youth Employment Program. Offered to students aged 16-20 (up to 22 years old for individuals with disabilities) who attend Tomball high schools or colleges, youth receive paid summer employment in local industries like healthcare, manufacturing, marketing, media, real estate and education. After a successful pilot year with eight businesses in 2024, the initiative expanded to 20 participating companies in 2025 and was recognized with the 2025 Workforce Excellence Award from the Texas Economic Development Council.

Additionally, through a partnership with the TEDC, Lone Star CollegeTomball and HCA Houston Healthcare Tomball, the Tomball Independent School District targeted the healthcare industry for the inaugural Early College High School for Pathways (P-TECH) initiative. The P-TECH program was recognized with a Texas Economic Development Council Workforce Excellence Award after its inaugural year for providing students immediate access to healthcare jobs upon graduation. Recently, the Tomball Regional Health Foundation broke ground on its new Administrative and Learning Center. Positioned in the heart of the Tomball Medical Center, the complex located on five-and-a-half wooded acres will be utilized for programs to support the Foundation’s mission of improving healthcare in the region.

The City of Tomball, a former railroad stop, continues to showcase locomotive-like strength and potential as it powers people and businesses towards prosperity.

Located in south Texas, Harlingen is where business expansion begins

When it comes to expanding a business, choosing the right location can make all the difference. The ideal community accelerates growth, cuts costs, and creates long-term value. In South Texas, Harlingen offers exactly that. It’s a rare combination of strategic infrastructure, business-friendly policies, and an available workforce built for modern industry.

A Strategic Location with Built-In Advantages

Positioned at the crossroads of major trade routes, Harlingen offers immediate access to two interstate highways, a deep-water port, international rail, and an airport with U.S. Customs services. This multimodal connectivity allows businesses to move goods quickly, reliably, and cost-effectively.

Just miles from the U.S.–Mexico border, Harlingen also provides a gateway to global trade. Companies here benefit from the advantages of international logistics while maintaining the simplicity and cost savings of a U.S. location.

Whether serving domestic markets or expanding into Latin America, Harlingen delivers the access that businesses need.

For industries like aerospace, advanced manufacturing, or logistics, Harlingen’s location is more than ideal. It’s strategic.

Lower Costs, Higher Margins

Affordability is a key reason companies are choosing Harlingen over crowded metros. Businesses benefit from lower operational costs, affordable real estate, and utility rates that keep budgets in check. Competitive incentive programs offered through the Harlingen Economic Development Corporation (HEDC) further support growth, expansion, and long-term investment.

Harlingen’s cost-of-living advantages extend to employees as well. Lower housing costs and shorter commutes mean that wages go further. This creates a satisfied workforce and greater economic stability.

A Workforce That’s Ready to Work

In Harlingen, talent is more than available. It’s prepared. The community is home to technical colleges, workforce development initiatives, and training programs aligned with employer needs. That means companies can find employees who are job-ready from day one.

But Harlingen’s real advantage is retention. With affordable housing, strong schools, and a high quality of life, the region helps companies keep talent long term. It’s a place where people want to live and build their careers. That’s a powerful asset for any employer.

A City Committed to Your Success

At the center of Harlingen’s pro-business environment is the Harlingen EDC.

This is a team that works alongside companies every step of the way. From permitting and site selection to workforce support and incentive navigation, the EDC makes the process efficient, straightforward, and aligned with each company’s timeline.

Opportunity Moves Fast. So Should You.

The most promising locations don’t stay under the radar for long. Harlingen is growing rapidly and welcoming new businesses that are ready to seize its strategic advantages.

To learn more about how Harlingen can support your next move, visit harlingenedc.com or call 956.216.5081.

HARLINGEN DELIVERS SUCCESS YOUR WAY