We lease retail space like managers, not like brokers. With market access that goes beyond the usual — and a persistence that walks every tenant through to signing.
A retail space is only let once the lease is on the table — everything before that is movement. Market analysis, tenant selection, negotiation, feedback loops with owner and authorities, the final detail in handover. Lose pace at any of those stages and you lose the tenant.
That is why specialists work in our leasing team — not generalists. People with above-average market knowledge, personal relationships with expansive tenants, and a feel for which brand belongs at which location. And which does not.
What we let, we let with a plan. Tenant mix, mall flow, food court, specialty space, pop-ups — every space has its function in the larger picture. And every signature must serve the overarching goal: a property that works because its tenants fit together.
For us, leasing does not end with the signature. It ends when the lease is still a good lease ten years later.
Our leasing managers know the expansion plans of relevant brands before they are announced at industry conferences. The difference between a good and an outstanding leasing result almost always lies in the personal connection — not in the database.
We do not negotiate boilerplate contracts. We negotiate leases that fit location, sector and tenant strategy — with indexation, option rights, sector protection and performance clauses that are fair today and still work in five years.
Food and specialty concepts follow their own rules. Different floor plans, different investments, different risks. We know these rules and translate them into leases that work for both sides — even when concepts shift again after three years.
Which brand reinforces which? Where do footfall bridges form, where do competing offers cancel each other out? We do not think of tenant mix as a list, but as a composition — and optimize it continuously, because retail shifts every month.
When a tenant wobbles, silence is the most expensive option. We enter negotiations early — about rent adjustment, space swaps, early termination — and create solutions before a problem turns into a vacancy.
We measure what counts: occupancy cost ratio. If it rises above the sector corridor, that is an early warning signal. We act before the tenant has to — and thereby secure rent payments that would otherwise become negotiating chips.
Sometimes the problem is not the tenant market but the floor plan. We redevelop space layouts, suggest mergers or splits, review mall entrances and circulation. Leasing does not begin with the lease — it begins with the plan.
"You don't recognize a good leasing on the day of signing. You recognize it on the day of renewal."
Each location has its own leasing team. Nobody leases a space in Markkleeberg without intimate knowledge of Markkleeberg. That is more demanding. But better.
Lease negotiations rarely fail on base rent. They fail on detail, on silence, on unresolved loose ends. We stay on it until it is settled — even if that means a phone call at 9 p.m.
We do not lease to the fastest tenant, but to the right one. A tenant that does not fit the mix does not enter the property — even if they would sign tomorrow.
