Renovating a shopping center can increase value, improve visibility, and boost tenant sales – but if you’re not careful, it can also disrupt the very businesses that pay your rent. When I started a major renovation on one of my centers, one of the first things I focused on was who would actually be running the job day-to-day. Not just the general contractor – but the superintendent on site every day. This person will interact with your tenants constantly, so customer service matters just as much as construction experience. Remember: you’re renovating an operating business environment. Your tenants are open, serving customers, and trying to make money. The last thing they need is chaos. Here are a few Rockstar strategies I use during renovations: Renovations are also a great opportunity to renegotiate lease terms. If you’re helping tenants upgrade signage or improving the property, you may be able to trade for things like removing outdated options or improving lease terms. Rockstar Tip: A renovation should increase value for both you and your tenants. Plan every step around one goal: improve the property without hurting tenant business.

If you have vacant space heading into the holidays and you know it won’t lease before January, don’t let it sit empty. Use that time to test seasonal pop-ups. I’ve done this many times in my centers. The idea is simple: offer a retailer a short-term opportunity – typically November through December (sometimes longer) to test the market. I’ll often offer the space free for a few months, as long as the tenant covers utilities, provides a security deposit, and takes the space as-is. They bring their merchandise and staff, and we both see what happens. The best candidates for holiday pop-ups are destination retailers with merchandise: toy stores, sneaker shops, sports apparel, tennis gear, hobby stores, or seasonal concepts. These businesses can generate strong holiday sales and benefit from a temporary location with built-in traffic. Pop-ups aren’t just about filling empty space – they’re about testing future tenants. Two of my long-term tenants actually started as pop-ups. One expanded multiple times and now occupies thousands of square feet in my center. Even if the pop-up doesn’t become a permanent tenant, you still win. The space is activated, new customers are introduced to the center, and your property feels vibrant

If you own a shopping center but don’t live in that city, you still need to be deeply involved in the local community. Leasing isn’t just about brokers and listing platforms – it’s about relationships. When you own one, two, or even a handful of centers, I strongly recommend visiting them regularly. Ideally, monthly. Walk the property, drive the surrounding market, and make sure you’re visible in the community. If you truly can’t do that yourself, assign someone who can – your leasing agent, property manager, or a trusted local representative. One of the best things you can do is join the local Chamber of Commerce and get to know the economic development director in that city. These relationships can generate leads and help solve problems. I’ve had deals come directly from chamber meetings, and I’ve had permitting issues resolved quickly simply because I knew the right person to call. When you attend chamber events, don’t just say you have vacancies. Be specific. Instead of saying, “I have space available,” say, “I have a former hair salon space that would be perfect for a barber,” or “I’m looking for a small insurance or real estate office.” Specific requests stick in

One of the biggest mistakes landlords make is assuming a franchise tenant is automatically a strong tenant. If it’s a franchisee opening their first location, they’re essentially a startup—and you should treat them exactly like a mom-and-pop. That means doing full due diligence before agreeing to any deal. First, I require a credit check on both spouses (check your state laws, but in many states a guarantee may not hold if both spouses aren’t included). I also request a personal financial statement, bank statements, and a breakdown of startup costs. If someone tells me they have $30,000 in cash but their bank statement shows $6,000, that’s a red flag—and I’m going to ask questions. Next, I look at cash versus debt. If a tenant has minimal savings and significant credit card debt, that’s a warning sign. Starting a business is expensive, and I want to know they have the financial runway to survive the early months. If it’s a startup, I also ask for a simple one-page business plan showing projected revenue and expenses—rent, utilities, payroll, insurance, marketing. I want to see that they’ve thought through the economics of their business. And if they’re asking for tenant improvement money, I