AMERICAN
BUILDERS
QUARTERLY
YOUR PEERS.
TODAY’S PROJECTS.
THROUGH EVERY PHASE.
2015-2016 MEDIA KIT
Mission
American Builders Quarterly
strives to be the voice of the
US building industry.
By talking to construction, design, and
development executives who are shaping
the industry, we advocate for innovation
and improved business operations.
By showcasing a full scope of current
projects through multiple phases, we
offer a comprehensive view of modern
building trends and practices.
IN EVERY ISSUE
VISION
A look at the creative ideas of today’s
most imaginative building professionals
BUILD
When plans become reality, these
companies are at the forefront
NICHE
A spotlight on the skilled labor
that makes each project unique
FINISHES
Highlighting the designers and details that
add the “wow” factor to a structure
VIEW FROM THE TOP
Interviews with leading executives
in today’s construction industry
REVISION
What’s old can become new again, thanks
to the innovations of these experts
The National September 11 Memorial
& Museum, Davis Brody Bond
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Readership
The thousands who flip through the pages of
American Builders Quarterly come from all sectors
of the building and development industries, and
they occupy a variety of positions up and down
the corporate ladder.
They are CEOs, CFOs, presidents, facilities
managers, engineers, architects, interior designers,
contractors, subcontractors, general counsel,
and more.
They want to know what’s going on across the rest
of the industry and who to call on for work. That’s
why they choose American Builders Quarterly.
17.2%
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1.2%
3.1%
15.9%
12.9%
13.9%
General Contractors
Specialty Contractors
Developers
Facilities/Property Managers
Corporate Executives
Engineers
Architects/Interior Designers
General/Miscellaneous
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Our Network
Those featured in the pages of American
Builders Quarterly run the gamut from
leaders of small- and midsize specialty
contractors to C-suite executives in
charge of facilities and construction for
large, renowned corporations.
REVISION
REVISION
Darren Osti, Dreamworks’ vice president of real estate, facilities, and shared
services, stands in front of the Glendale,
CA, campus’s tranquil lagoon space,
where employees can conduct outdoor
meetings, have lunch, or simply relax
and replenish their creative reserves.
Darren Osti, Dreamworks
Reinventing
the Wheel
Darren Osti has rethought the
way DreamWorks employees work
around a central hub, and his work
has helped the company reach
new heights
TEXT BY MARY KENNEY
PHOTOGRAPHY BY DREAMWORKS ANIMATION
THE ROUND FOUNTAIN GLOWS BRIGHT
BLUE AT NIGHT. It’s the hub of a wheel
of oc h re buildings w it h a dist inct
Mediterranean style. Nearby is a commissary,
a game room, the DreamWorks store, a
Starbucks, and an outdoor barbecue. When
DreamWorks employees leave their offices to
gather around the fountain, it comes alive.
“When you go out to lunch, it’s a like a
huge park,” says Darren Osti, vice president
of real estate, facilities, and shared services.
“People collaborate, play ping-pong, sit outside, and work with each other.”
When Osti came to DreamWorks in 2008,
he observed an energy in the employees that
was obvious in their work, but that energy
didn’t flow through their buildings or power
their collaborative teams. He wanted to find
a way to harness their passion for filmmaking in their physical environment.
FEATURED CLIENTS INCLUDE ...
Dane Parker, Dell
166
Jay Park, Facebook
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JAN | FEB | MAR 2015
VIEW FROM THE TOP
VIEW FROM THE TOP
ASSETS
706
David Weiss, DDR Corp.
416
MARKETS
174
Nina Desrocher, AECOM
105
DEBT-TO-MARKET
CAPITALIZATION
Mike Kruklinski, Siemens
87%
45%
Darren Osti, Dreamworks
AVERAGE DEBT
MATURITY
4.5 years
Jonathan Francom, Adobe
2.7 years
NET OPERATING
INCOME
90%
Armen Vartanian, LinkedIn
70%
Tim White, Meritage Homes
AVERAGE RENT
PER SQ. FT.
$14
Chris Campton, HTI Polymer
$12
128
David Weiss joined DDR in 1999
and was instrumental in helping
the company realign its priorities
in the wake of the 2008 recession.
improve and overhaul its balance sheet. And,
lastly, simplify its story and communicate its
identity to the marketplace.
One of DDR’s competitive advantages has
always been its deep expertise in retail, and
many on the company’s leadership team come
from a retail background. “We know this space
like no one else, and we’ve spent years building
great relationships with tenants,” says Weiss,
whose wife owns two retail locations.
Leaders at DDR decided not to build or acquire smaller strip centers or neighborhood
centers. They wanted instead to build a strategy around “power centers” by investing in
prime properties in large, supply-constrained
markets where high-credit, quality retailers dominate market share. “We concluded
that we were not going to be everything to
everyone,” Weiss says. “Instead, we focused
on where we thought markets were moving
the fastest and recalibrated our efforts to
what consumers wanted.” DDR thus became
laser-focused on the country’s top 50 metropolitan statistical areas (MSAs).
With that decision firmly made, in
2010, DDR began aggressively selling nonprime assets in its portfolio that no longer
conformed to its power-center thesis. The
AREA POPULATION
SCALE= FLEXIBILITY
LAND AREA
BUILDING AREA
1750K
>350K
>1,742.4K
1500K
<200K
MERCHANT TYPE
Hardlines
Softlines
Entertainment
Mass Merchants
Home
1250K
1000K
David Weiss, DDR
871.2K
750K
500K
435.6K
250K
>350K
~125K
Service
Food
$0
POWER
CENTER
NEIGHBORHOOD
CENTER
DDR has 15 properties in Puerto Rico,
which has “a much different risk profile”
than other regions of the United States.
Among its assets there is the Plaza del Sol.
americanbuildersquarterly.com
JAN | FEB | MAR 2015
JAN | FEB | MAR 2015
129
VIEW FROM THE TOP
Dana Polonsky (pictured here in Giordano’s
flagship store in Chicago’s Gold Coast
neighborhood) is a born-and-bred Chicagoan
who considers herself lucky to have a job
that allows her to not only live in the area but
also travel all over the country. “You can’t
get a feel for a [potential franchise location]
by looking it up on Google Earth,” she says.
“You have to be there, see what kind of
traffic it gets, see who shops there, and
understand what the area is like.”
EXPANDING
A CHICAGO
PIZZA ICON
Carole Randolph Jurkash, DTZ
Keith Wolkoff, Paric Corporation
Dana Polonsky, Giordano’s
“I’m from Chicago
and wanted to be part
of this iconic brand.”
Dana Polonsky
Senior Director of Real Estate
and Development
Rhett Workman, American Airlines
Photo: Sheila Barabad
Geri Presti, Forest City Enterprises
Thomas Gannon, American Express
POWER CENTERS
GROCERY-ANCHORED NEIGHBORHOOD CENTERS
David Weiss
Executive VP & General Counsel
VIEW FROM THE TOP
John Lucas, Juniper Networks
Michael Monaldo, John Muir Health
As opposed to smaller strip centers or neighborhood centers, power centers
are prime properties in large, supply-constrained markets where high-credit,
quality retailers dominate market share.
Amy Dee, Netflix
Ralph Crabtree, Baker Hughes
David Williams, Davis Brody Bond
“We concluded that
we were not going
to be everything to
everyone. Instead,
we focused on
where we thought
markets were
moving the fastest
and recalibrated
our efforts to what
consumers wanted.”
POWER TO THE POWER CENTERS
company then moved quickly to reinvest
proceeds into prime shopping centers.
The results began to show in 2012 and
2013: at the start of the process, DDR
had 706 assets, and by the end of 2013,
that number had fallen to 416. Additionally, the total number of markets
that the company owned properties in
dropped from 174 to 105 as it refocused
its portfolio on core markets and the
fastest-growing MSAs.
Eventually, average base rent across
DDR’s portfolio began to increase, as did
leased rates, and the company turned the
corner and started acquiring properties
again. This time, however, it used a disciplined capital-allocation approach and
only acquired properties that fit within
its new, narrower strategic plan. To find
ideal properties well suited to its streamlined acquisition strategy, DDR leveraged
existing relationships to find off-market
deals. “We don’t only look at assets on
day one but instead look to where we
can add value based on what our retail
partners are looking for,” Weiss says.
This new approach has also resulted in
several redevelopment projects that will
create additional value in the assets DDR
already owns.
With the portfolio transformation
under way, president and CFO David
Oakes began helping the company tackle
issues on its balance sheet. DDR reduced
its leverage and took other steps to lower its debt-to-market capitalization ratio
from 87 to 45 percent. And, it extended
its average debt maturity profile from 2.7
to 4.5 years.
AREA IN SQUARE FEET
2010 vs. 2013:
HOW DDR HAS CHANGED
John Vazquez, Verizon
Curt Wilhelm, Electronic Arts
167
Jay Park, Facebook
Ryan Hill, Walgreens
Neil Jurgens, Under Armour
JAN | FEB | MAR 2015
108
JAN | FEB | MAR 2015
Say the name “Giordano’s” to Chicagoans, and you’ll immediately see their
eyes light up and their mouths begin to water. The restaurant chain is one of
the most recognizable in the pizza-proud city, its rich, savory pies feeding
neighborhoods and suburbs throughout the entire metro area. It’s no wonder,
then, that the company wants to extend its iconic brand (and the delicious pizza
that goes with it) by firing up new ovens across greater swaths of the Midwest.
To help get itself there, Giordano’s has chosen native Chicagoan Dana
Polonsky to be its senior director of real estate and development. Polonsky
brings a wealth of experience with her, having also aided in the expansions
of Five Guys, Noodles & Co., and Caribou Coffee. by Annie Monjar
americanbuildersquarterly.com
JAN | FEB | MAR 2015
109
Dane Parker, Dell
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Benjamin Moore Paint Company
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Cushman & Wakefield
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DLA Piper
Goodyear Tire & Rubber Company
Jones Lang Lasalle
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VIEW FROM THE TOP
JOHN SATTELMAYER’S CAREER MILESTONES
1987
Graduates with a BS in food and
lodging systems management
from Southern Illinois University–
Carbondale
1991
After working as a chef for several
years, Sattelmayer joins Marriott
International and eventually becomes
its director of facilities management,
spearheading the company’s move
into facilities management at colleges,
in office buildings, in hospitals, and in
senior-housing developments
2011
Horizon Bay merges with Brookdale
Senior Living, and Sattelmayer
stays on for a little more than
a year as the senior director of
corporate development, working on
repostioning the company's assets
2001
Moves to Horizon Bay Management
for a turn as the firm’s senior vice
president of facilities management;
he helps the company start a program
called Eco Friends to encourage
2012
Becomes the chief
facilities director for the
Laser Spine Institute
recycling, energy management, and
sustainability awareness
Y
ou might not think a
culinar y internship
at Walt Disney World
would lead to a career
in facilities oversight
for a company specializing in senior living.
But, John Sattelmayer has
found it to be a
logical progression. “You
don’t go to college
to be a facilities director,”
he says. “You learn
by doing a variety of different
jobs and being
very hands-on.” Indeed, Sattelmayer’s
career
has taken him from the kitchen
to the hospitality industry to the world
of senior housing,
and now that he’s the senior
vice president
of facilities management
for Enlivant, he’s
relying on his rich experience
to inform his
decisions.
ARCHITECTURE
AND DESIGN-BUILD
Arco Builders
DWP Architects
Gensler
GreenbergFarrow
Haskell
Ikon.5 Architects
Moz Designs
Perkins+Will
YWS Design & Construction
VIEW FROM THE TOP
1996
Graduates with a masters
in project management
from the Keller Graduate
Schoolsenior-housing
developments
Sattelmayer got his undergraduate
degree
in food and lodging systems
management
from Southern Illinois University–Carbon
dale. His stint as a chef led
to him learning
how to run a food-service
operation—which
eventually led to work for
Marriott as a facilities manager. Sattelmayer
ran the company’s
food-service operations on
college campuses.
“We reinvented campus food
service,” he says.
“College cafeterias are completely
different
from the way they were
20 years ago. Now
you have things like pizza
stations and pasta
stations.”
Marriott expanded into hospital
cafeterias, then into other areas
of hospitals such as
maintenance when such functions
began being outsourced. Then, the
company branched
into senior housing and applied
its concepts of
attentive customer service
to senior residences. “I could see a future there,”
Sattelmayer
says. “So, I went back to school
at night and
got a master’s degree in project
management.
Marriott was a great training
ground.”
Sattelmayer took his expertise
in senior
housing to a company called
Horizon Bay, and
while there, he put together
a program called
120
JULY | AUG | SEPT 2015
2013
Joins HCP, a Fortune 500
REIT, as its director of
capital asset management
2014
Moves to Enlivant to become its
senior vice president of facilities
management and oversees
maintenance, housekeeping,
procurement, and food service for
the company’s communities
“You don’t go to college to
be a
facilities director. You learn
by
doing a variety of different
jobs
and being very hands-on.”
John Sattelmayer
SVP of Facilities Management
Eco Friends. It encouraged
recycling, energy
management, and sustainability
awareness,
and Horizon Bay became
the first company
in the senior-housing sector
to get an Energy
Star award from the EPA.
W hen Horizon Bay was
bought out,
though, Sattelmayer decided
to go work for a
company specializing in surgery
centers. His
job was to oversee facility
operations, code
compliance, project management,
and construction, and the work pushed
him to learn
new skills and gain more
expertise. “You’ve
got to broaden your horizons
to be in facilities
management,” he says.
His next career move took
him to a Fortune 500 real estate investment
trust, where
he decided his real love was
senior housing.
So, then he made the move
to Enlivant. “What
drew me to the company was
that they were
creating small, quaint, intimate
communities
where people actually know
their neighbors,”
Sattelmayer says. “Some companies
have huge
facilities where the seniors
are kind of warehoused. We’re not like that.”
Sattelmayer and his team
keep Enlivant’s
approach from becoming
stale by trying
new things whenever possible.
“While you
do have to follow some procedures
in senior
housing to provide a safe
environment and
nutritious food, you don’t
have to standardize everything,” he says. “We
experiment with
different things—foods and
activities, for example—to see how the seniors
respond. Not
everything works, but we
figure you’re never
too old to try something new.”
Sattelmayer’s responsibilities
at Enlivant
include overseeing maintenance,
housekeeping, procurement, and food
service for the
company’s communities across
the country.
“We get a lot of feedback from
the residents,
the executive directors, our
marketing people,” he says. “We’re constantly
soliciting input. During staff meetings,
we share solutions
to problems and learn from
each other. If one
person describes a solution
that worked, others often realize that the same
solution could
work for them, too.”
In carrying out his procurement
duties,
Sattelmayer treats his vendors
as partners.
“By doing that, I get better
vendor relationships and better pricing,
which is better for
our seniors,” he says. As an
example, he cites
the work his vendors did after
a bad fire damaged Enlivant’s facility in
Canby, Indiana.
“Belfor, our restoration company,
did a great
job cleaning up the site, Branch
Construction
did the renovations, Indiana
Carpet One Floor
& Home handled the flooring,
and Direct Supply did the interior design,”
he says. “They
made it very special for the
returning residents. From start to finish,
our partner vendors had the facility ready
for the residents to
return to in just three months!”
Sattelmayer attributes much
of Enlivant’s
success to its employees. Staff
members who
demonstrate the company’s
core values—
compassion, excellence, humility,
fun, and
integrity—receive “missions,”
“visions,” and
“values” cards that thank
and encourage
them to continue their good
work. “We’ve
done a great job of hiring the
right people for
the right positions and giving
them the tools
they need to manage their
responsibilities,”
Sattelmayer says. “None of
this excellent work
could be accomplished without
the dedicated
team members who work
directly with our
residents.”
As part of his job, Sattelmayer
travels to
the company’s many facilities
around the
country, and he stresses
the importance of
face-to-face communication
with residents
and says it’s a reward to see
their smiles. On
a recent trip to one facility,
he came across a
group of seniors who were
still awake and engaging in a new tradition at
an unusual hour.
“They had formed their
own little singing
group that gets together every
night,” Sattelmayer says. “Seeing that made
me happy.”
americanbuildersquarter ly.com
JULY | AUG | SEPT 2015
121
ASSOCIATIONS/ORGANIZATIONS
Nat’l Asssoc. of Women in Construction
Ohio Capital Corporation for Housing
BUILDING MATERIALS
& FINISHES
American Floor Coatings
Contract Office Group
Daltile
Dirtt
Disdero Lumber Co.
ABC Supply
Amico
BMI Products
DOKA USA
Dryvit Systems
First American Tile
General Electric
Glen-Gery Corporation
HD Supply Waterworks Ltd.
James Hardie Building
Johns Manville
Lily Jack
Mohawk Group
Owens Corning
Pacific Building Systems
Pella Windows and Doors
ProBuild
Rheem Manufacturing
RJF (Metro Wall)
Shaw Industries
Sherwin Williams
Steelcase
Surya
Thyssen Krupp
Umicore Building Products
ENGINEERING
GENERAL CONTRACTORS
AKF Group
BEI Structural Engineers
Cupertino Electric
DSI Engineering
IEA
Jacobs Engineering
Clark Construction Company
Construction Enterprises, Inc.
DPR Construction
Gardiner & Theobald
Hunt Construction Group
James E. Fitzgerald
JE Dunn Construction
Lend Lease
McKenny’s, Inc.
Novo Construction
Plaza Construction
Span Construction & Engineering
Structure Tone
Swinerton Builders
Turner Construction
XL Construction
FINANCIAL
Citi Community Capital
Bank of America Merill Lynch
First National Bank of Commerce
HFF
Lasalle Group
PNC Bank
Sun National Bank
TCF Commercial Banking
Wells Fargo
REAL ESTATE
CBRE
Colliers International
DTZ
Newmark Grubb Knight Frank
Paramount Group
LEGAL
Asmar, Schor & McKenna
Jones Walker
Kirkland & Ellis
Landrum & Brown
Latham & Watkins
Ogletree Deakins
Watt Tieder Hoffar & Fitzgerald
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ABQ may, in its discretion, so label such copy.
D. Orders for advertising containing restrictions or
specifying positions, facings, editorial adjacencies or
other requirements may be accepted and inserted, but
such restrictions or specifications are at ABQ’s sole
discretion.
E. In no event shall ABQ’s liability with respect to any
order exceed the total amount paid to ABQ for such
order, including any liability resulting from the errors
or omissions of ABQ. In no event shall ABQ be liable for
special, incidental, consequential or punitive damages.
americanbuildersquarterly.com
F. The following items apply to furnished inserts: (1)
an accurate facsimile or electronic version of any
furnished insert must be submitted to ABQ for review
on or prior to the dates established by ABQ for the
applicable publication; (2) ABQ is not responsible for
errors or omissions in, or the production quality of,
furnished inserts; and (3) Advertiser and/or Agency
shall be responsible for any additional costs or
expenses incurred by ABQ arising out of Advertiser’s
and/or Agency’s failure to deliver furnished inserts
pursuant to ABQ’s specifications or time requirements.
G. Advertiser and/or Agency shall remain liable for the
full advertising rate in each of the following instances:
(1) ABQ is unable to publish an advertisement as
a result of Advertiser’s and/or Agency’s failure to
comply with ABQ’s specifications or time requirements
(in which case, ABQ shall not be required to run any
generic or other advertisement); (2) the failure of
Advertiser and/or Agency to cancel the applicable
order in accordance with the cancellation requirements
contained herein (in which case, ABQ shall not be
required to run any generic or other advertisement);
and (3) the cancellation or termination of the applicable
feature story.
H. All matters with respect to any advertising order
will be governed by the laws of the State of Illinois
applicable to contracts to be performed entirely
therein. Any action brought by Advertiser or Agency
against ABQ must be brought in the state or federal
courts in Chicago, Illinois; the parties hereby consent to
the jurisdiction of such courts.
I. Advertiser and its Agency, if there be one, each
represent that any advertising (including product
samples) submitted to ABQ complies with all applicable
laws and regulations and does not vaiolate the rights of,
and is not harmful to, any person, corporation or other
entity. As part of the consideration to induce ABQ to
publish such advertisement, Advertiser and its Agency,
if there be one, each agrees jointly and severally to
indemnify and save harmless ABQ, and its employees,
owners and representatives, against all liability,
loss, damage, and expense of any nature, including
attorneys’ fees and court costs, arising out of any
actual or potential claims for libel, invasion of privacy,
copyright or trademark infringement and/or any other
actual or potential claims or suits that may arise out
of the copying, printing, publishing, distribution or
transmission of such advertisement.
J. In the event an order is placed by an Agency on behalf
of Advertiser, such Agency warrants and represents
that it has full right and authority to place such order
on behalf of Advertiser and that all legal obligations
arising out of the placement of the advertisement will
be binding on both Advertiser and Agency.
K. Advertiser and its Agency, if there be one, agree
to be jointly and severally liable for the payment of
all amounts charged by ABQ for each advertisement.
Advertiser authorizes ABQ, at its election, to tender
any invoice to Agency, and such tender shall constitute
due notice to Advertiser of the invoice and such manner
of billing shall in no way impair or limit the joint and
several liability of Advertiser and Agency. Payment by
Advertiser to Agency shall not discharge Advertiser’s
liability to ABQ. The rights of ABQ shall in no way be
affected by any dispute or claim between Advertiser
and Agency.
L. Advertiser or Agency may not use any advertising
space either directly or indirectly for any business,
organization, enterprise, product, or service other than
that for which the advertising space is provided by ABQ,
nor may Advertiser or Agency authorize any others to
use any advertising space in such manner.
M. An advertising order may be cancelled by Advertiser
or Agency providing written notice of such cancellation
to ABQ no later than the 3rd day after the contract date,
which shall be the earlier of the date of the applicable
advertising contract or the date the applicable insertion
order is received by ABQ. In the event of any order
cancellation, Advertiser and Agency shall remain
liable for the full advertising rate (except as otherwise
provided herein) and shall reimburse ABQ for the cost
of any work performed or materials purchased on
behalf of Advertiser, including the cost of services,
paper and/or printing.
N. Advertiser and/or Agency agrees to reimburse ABQ
for its attorneys’ fees and costs in collecting any unpaid
amounts for any advertisement order.
O. Advertiser and Agency agree that any
advertisements published may, at ABQ’s sole option,
be included in all forms of media, whether now in
existence or hereafter developed, in which the article,
feature, issue or other writing (regardless of the
form of such media) containing the advertisement
is published, reproduced, distributed, displayed,
performed, or transmitted, in whole or in part;
provided, however, ABQ shall not be required to include
(1) any advertisement originally published in one form
of media in any other form of media regardless of
any additional publication, reproduction, distribution,
display, performance or transmission of the original
article, feature, title, issue or other writing containing
or otherwise related to such advertisement, or (2)
any advertisement originally published with or in
connection with any article, feature, issue or other
writing in any additional publication, reproduction,
distribution, display, performance or transmission
of such article, feature, issue or other writing. The
copyright in any advertisement created by ABQ is
owned by ABQ, and may not be otherwise used by
Advertiser or third parties without ABQ’s prior written
consent.
P. Except for rates agreed to in writing by Advertiser
and ABQ, advertising rates and units of space for each
order shall be at the standard rates set forth in the
media kit on the date the applicable insertion order is
received by ABQ.
Q. Any Agency commissions are the sole obligation and
liability of the applicable Advertiser.
R. Terms of sale: Payment is due by the earlier of
(1) the listed due date in the applicable advertising
contract for the particular advertisement and (2)
45 days from the date of the applicable advertising
contract. Notwithstanding anything to the contrary
contained herein or the applicable advertising contract,
in the event full payment is not received by ABQ on or
prior to the due date as provided in this subsection,
the advertising rates for the applicable contract and
advertisements shall increase to the standard rates
set forth in the then current media kit and full payment
of such amount shall be immediately due and owing;
provided, however, in the event the advertising rates for
the applicable advertising contract and advertisements
are already based on the standard rates set forth in the
then current media kit, interest will be charged on the
outstanding balance at 2.0% per month.
S. ABQ has not made any representations to Advertiser
or Agency that are not contained herein. No addition or
alteration to these terms and conditions shall be valid
or enforceable unless expressly agreed to in writing
by ABQ. Unless expressly agreed to in writing by ABQ,
no other terms or conditions in contracts, orders, copy,
instruction, or other documents furnished by or on
behalf of Advertiser or Agency (regardless of when
received by ABQ) will be binding on ABQ.
For more information, contact Titus Dawson P: 312.256.8462 E: [email protected]