Virginia Commercial Building Or Space Lease: Fill & Download for Free

Depending on the building (watch out for environmental hazards) and depending on the location, that could be a fabulous re-purposing initiative. The most efficient thing would be to hire an architectural firm that has done similar repurposing assignments and also has expertise with zoning, the health department requirements for equipment, sanitation, air handling, fire suppression, etc and will know the general contractors who also have experience with such. You might want to add a commercial kitchen designer to your team because efficient work flow is every bit as important as proper equipment for the task.There are 4 kinds of commercial kitchens: 1 for a boutique food manufacturer for its own use ; 2 for a central kitchen for a restaurant chain; 3 a test and recipe development kitchen for a food manufacturer, an advertising agency with a food client, a food photographer, a food publication or food section of a general publication or a food purveyor such as a produce company; and 4 a commercial kitchen (actually multiple kitchens in one location) that is rented by the hour or day to food truck operators, very small boutique food manufacturers, caterers, churches with very small kitchens, etc. For an example of #4, check out Food Thyme in Richmond, Virginia.If you are a boutique food manufacturer or a food truck operator, I suggest you ask for a design where another(s) can lease space/time to offset your operational costs and help to pay for the building.Finally, if you are going to purchase or refinance the building, and you are going to operate the kitchen for your own food-related business, SBA approved lenders like to make loans on such a business, subject to you having some sort of related management experience in a related business. You can lease out 40% of the space to tenants.Good luck!

The simple reality is that access is the most abused commodity known to the process of commerce. When I was 21 I met a hairdresser that had recently lost the lease over his salon at an extremely coveted location at 57th Street & 7th Ave on the 2nd floor. he was about 32; and had been in the space for over 5 years. A roughly 41 y/o customer of his that was the former land acquisitions vice president for Arlen Realty Group, shared a ridiculously large office at 888 Seventh Ave & 58th Street (on the 43rd floor)—-with his dad; and a personal secretary (at the time).The father & son’s prior firm (Arlen) had built 888 7th Ave. So in the tradition of true moguls and captains of industry they treated themselves official opulent office space professional accommodations. A special bank of private elevators was required to get above the 40th Floor—-where Arlen bigshots were cloistered. Each floor of 888 7th is between 40,000 sf to 30,000 sf of usable space. Close to 95% of the 43rd floor’s surface was comprised of Venice style stone; accentuated by high ceilinged moonlit effect lighting for the 200 foot walk from the elevator to the receptionist station under a 30 ft by 15 ft fancy tapestry rug.Their setup was right out of a movie. They’d just “lost” $ 2B of public investors money as the nation’s largest real estate investment trust which specialized in property development. The hairdresser had got me the job interview with the son who, along with his serious industrial powerhouse dad were downsizing—-to more affordable office space. I estimated that their floor’s rent was worth around $ 1M a year, for the 3 of it’s occupants. Obviously the purpose for such an impressive office arrangement was to encourage larger transaction seekers & affluent clients to feel that they were among peers.They’d leased that floor & the one underneath it for around $ 2.50 per square foot for an aprox. 20 year term. The actual fair market value of the space was around $ 40 psf to $ 50 psf. So basically they’d buried several million dollars of hidden value in the cheap lease to themselves—-as the builders of the well located property. During that particular window of time their lease was worth as much as the equity in the whole building [due to the way that their then massive bankruptcy re-organization plan was structured].I was brought in as a fancy intern to work on their post $ 2B portfolio bankruptcy. I had no idea that I was so well prepared, or remotely capable to address such lofty financial matters—-given my own extravagant abuses of all the types of access that I’d been born into. I’d known hundreds of big executives across dozens of industrial segments and sectors. It most cases I had no clue that I was interacting with anyone of their commercial, or professional prowess.Often people change positions and enterprises change their roles in the industrial paradigm resulting in awkward scoring (or ranking of who’s where in the barometer of importance). Prior to the internet operation of fuck you walls required more tact. The head of Arlen for instance was managing partner of the 1.2M sf downtown office building complex that became my primary office (known world wide as 17 Battery Place). I worked on re-financing that property for $ 75M; and re-casting it’s debt a couple of times in an amazing short interval.It’s managing owner periodically visited our offices and made a point never to speak to me. We road the elevator together a few times and it was in my opinion protocol that he not acknowledge me. I didn’t feel that it was professionally convenient for me to be personable toward him—-under the circumstance (either). From my vantage point the guy’d just orchestrated the disappearance of $ 2B. He was in the process of being fined $ 105M for robbing a bank in Virginia that he’d gotten control over. Part of his eventual plea agreement was that he consented never to own, or manage bank assets again.I knew him to be an attorney that’d never practiced law—-partly because his father’d given him an apartment building upon his graduating from law school. My internship put me in direct routine communications with over 30 of the Forbes Fortune 400 annual wealthiest people in the U.S.. Arlen’s re-organization assignment gave me 4 offices throughout Manhattan’s commercial districts, while I was in college.So in my opinion big executives were generally far more approachable than your question hints at. I frequently had all kinds of trouble speaking to every level of professional, or personal contact(s) for that matter. Today an 80+ ex-business partner which I’ve enjoyed almost 40 years of unfrettered access to refuses to answer my phone calls. He’s been a mega shot throughout our window of acquaintanceship. But the guy’s gay; and I’m not. His idea of bridging the difference included unifying our families’ through me marrying one of his ugly daughters.As I look back on that premise at my present age of 60 and taking all of the financial & health considerations into account I’m very confident that it would’ve been in my best interest to marry all 3 of his ugly daughters. He gave each of his ugly daughters homes that today are worth about $ 1M. Quite a number of people that i have difficulty reaching call him on a scheduled basis. He and a prior business partner of his loaned that constituency over $ 12B in mostly 3rd mortgages (over an aprox. 13 year interval).A significant part of my routine work involves re-structuring debt portfolios of my ex-partner’s involvements. In terms of accessing senior executives it’s prudent to bare some startling practical factors in mind. Typically when an industry undergoes change the values of many associated components dramatically change. So the person, or cluster of individuals that you believe are adequately positioned to enact your agenda may in fact be shopping their own resumes around to get of a sinking ship that looks like its as strong as the rock of Gibraltar to the untrained eye.For clarity purposes a bigshot in my jargon has influence over a minimum of 12 to 100 other bigshots. A mega shot clearly exerts actual physical and financial control over 1,000+ prominent bigshots. I joked with my former business partner 15 years ago, when he gave his 3 daughters their homes the properties were worth $ 300K each.He mentioned that it was a good point for me consider marrying his eldest daughter—-if I wanted to make a sound investment (while we were sharing a lunch to save money). I commented that he was unquestionably correct; and in fact that it’d occured to me that a prudent means of acquiring the much coveted $ 1M of real estate with no down payment would entail my marrying all three of daughters. He laughed & offered that he was packaging a few extra incentives along with the eldest daughter—-to sweeten the deal. She died in prison, without his even mentioning it to me—-to give you a glimpse of the logistics at issue.He quasi-adopted a 43 y/o female politician to replace that eldest daughter. She was made one of the most powerful black women in the world—-as an aspect of his mega shot/kingmaker accelerated personal development program. She happened to be cute (and stacked); with some rather eloquent speaking skills. In fact she was realistically far easier to’ve gotten elected to the U.S. presidency than Obama. They parted ways in highly publicized fashion when she learned that he was actually gay; and not amenable to her concept of his serving as her financial backer. She thought they were somewhat romantically aligned; and with her being nearly half his age she assumed that there was always a sex card to play [to get over those rough patches when you’re moving up the political and corporate ladders].One of the means of access I used when I was on Wall Street in commercial real estate was saved envelopes from important senders. I re-sent my own communications in those high priority envelopes to people that i felt were intentionally snubbing my various efforts to move matters forward. I did that so often that really fancy consulting partnership invitation was offered to me by one of my college instructors. He said that he gave the recent former chief civil engineer of NJ my name—-to see if I was appropriate for the kind of consulting work that the 2 of them were envisioning getting into. My former instructor was a very accomplished zoning lawyer (and WW II bigtime hero—-a la saving of the free world and democracy, as we enjoy it).He told me that the civil engineer inquired amongst his NYC contacts about me and was told use of the recycled envelopes to get to a trustee for a major charitable portfolio. Ironically, that candidate transaction was for a terrible office space tenant aptly called Wildcat Services—-that wanted to consolidate the daily servicing of over 500 ex-convicts and former drug addicts, along with hard to employ women in 40,000 square feet of a really unique warehouse building on the west side of Manhattan. That transaction’s shopping was done under the aegis of Wildcat’s senior office manager. I spent 2 years looking for space to consolidate their 5 branch offices which focused on training of their clients for jobs in the construction trades.Technically no landlord was thrilled to have that type of tenancy in their portfolios. Yet they were already in the buildings of 5 different landlords—-some of whom have even donated the space (to get that program to the $ 5M a year in fiscal budget level). It had a rather impressive board of directors and a brilliant/eventually wealthy micro-biologist as it’s chairwoman. She married a poet that died and left her $ 14M—-which speaks back to my earlier point (lol).The trustee for the real estate portfolio was never willing to allow me to lease Wildcat the space in his building. But he gave me such an award winning professional reference that my former instructor & the civil engineer made me their senior partner in our consulting practice. I was 22. They were in their 60’s and had had particularly distinguished careers. Obama’s early activities as president co-hosted a ceremony organized by the people of France to give my professor and the few remaining surviving U.S. military that’d fought in WW II awards of valor.My professor got the highest of those commendations because he’d also written an extraordinarily compelling book on his experiences clandestinely entering Normandy a full year prior to D-Day (with 100,000 naval persons) to put all of the necessary logistics in place for the success of the 2M person subsequent mass assault. Had I known what a bigshot and highly official world hero he was I would’ve been far more practical with the many types of access that he provided me.The president of the American Express charge card division was 7 blocks from my office. My boss insisted that i not do any commercial business with American Express due to their being his largest tenant and client (world wide). Ken Chenault was a lawyer that’d only gotten to American Express as the charge card’s division ceo a couple of years before I came to Wall Street. I was allowed to train on American Express’s lease negotiations. So I was completely oblivious to even the possibility that a black ceo existed in their culture.I was in almost weekly meetings with teams of American Express negotiators and representative. I was the only black in the room. I didn’t dawn on me that these people were a few levels below Ken—who’d gotten the assignment from Sandy Weil to be the fall guy for Sandy’s plan to close down the money loosing charge card operations—-with the perfect scapegoat. Ken outsmarted Sandy’s plan by partnering American Express with what would eventually comprise over 72 retail & manufacturing brands (that would render the card too valuable to the merchant communities for Sandy to shutter the product to hide the hundreds of millions of dollars that he’d stolen from the overall large group of financial companies which are somewhat referred to as the Shearson companies).As big as all those high flyers were American Express was behind on it’s rent and utilities globally at that point. They engineered a complex scheme to induce Paul and David Riechman to consolidate huge portions of American Express in about $ 8B of proposed newly constructed buildings at Canary Wharf 20 miles outside of London; and the World Financial Center across the street from the World Trade Center. This was taking place while I’d been trying to regularly get pricing information on various space throughout the Reichman’s Olympia & York portfolio around Manhattan. Paul & David were asserting that they were worth $ 60B; and essentially if I had to ask the price of their office space the clients that I intended to bring them couldn’t afford to be in their portfolio.They were right. The problem, however, was that Paul & David also couldn’t afford to be owners of their portfolio. When they finally got audited it was learned that their combined net worth was aprox. negative $ 10B. Alot of their financial pickle was tied to American Express being broke too; and unable to move into Canary Wharf on the schedule that O & Y’d promised it’s countless financiers. The World Financial Center experienced a variation of that same scenario on a milder level. AmExp took about half as much of WFC complex for it’s own offices and purchased equity in the complex—-to soften the embarrassment for the countless parties involved.I wasn’t surprised to learn of O & Y’s debacle because my original Arlen post bankruptcy asset re-structuring required me to review holdings of E J Korvettes, Regal Mens Shoes & Bulova watch company—-all of whom i’d worked for just prior to accepting the Arlen collapse fostered gig. At 21 i was moreorless off-loading the assets of my immediate prior employers’ NYC presence. When i started my 4 week employment with E J Korvettes department store chain they physically paid me a week’s salary to watch a company staff orientation movie extolling their size and affluence, along with the vastness of their parent (Arlen).Regal Mens’ Shoes’ management even pretended to be surprised when i turned down management opportunities in their company. All of those same executives were aware that Brown Shoe Group had already bought control of Regal when i was invited to pursue career security on that sinking ship. I didn’t give Bulova the time to present a feasible lie about why I should view them as a stable income source to me. I left them to join Regal who hired me to work at a store 7 blocks from my college. The Regal job paid me twice as much to boot.Knowing who you really know can be a more prudent means of optimizing your access to senior executives. In less than 18 months of my leaving Korvettes for Bulova and leaving Bulova for Regal; i was reviewing listings of their locations that were being offered to other users (because the firms had ceased operations in NYC).

The answer lies in the decision to provide Native Americans land for them to occupy (reservations) and terms of the various treaties signed by tribes and the US government. Ever since the court case Cherokee Nation v. Georgia(1831), the courts have cited the moral obligation of the federal government for responsibility and trust to the tribes. The most important obligation is to act as a fiduciary.A lot of tribal land was distributed to the members under various laws, mostly in the late 19th century and early 20th. The activities of trust money is handled by the Office of the Special Trustee for American Indians. The office manages all beneficiaries’ financial assets from any source that is legal to use. “Money comes into the trust through a variety of sources including commercial, industrial, recreational and agricultural leases. Money is also collected for rights-of-way uses, grazing and range permits, land sales and some court judgment or settlement awards for tribes and individuals.” Frequently Asked Questions (FAQs) from IIM BeneficiariesI worked in the Office of the Assistant Secretary for Indian Affairs for the CIO for more than four years. I did not work specifically in the operations of the trust, but I did learn quickly how seriously the fiduciary and other legal responsibilities are taken by the people who work there and in the Bureau of Indian Affairs.The Bureau functions in many ways like a state government: it builds roads, bridges, dams, schools, has police, airfields and so forth. There are almost 200 schools on 64 reservations in 23 states. The Indian Health Service moved to Health and Human Services some years back provides many health services on reservations that otherwise would not exist since so many Indians live a long distance from clinics and hospitals. You can drive across the Navajo or Wind River reservations for miles and see a lot of space that has cattle or sheep but not many people. Towns are small - a few hundred people - maybe 2000 in a big town. The Wind River reservation is almost the size of Connecticut and has 27,000 residents. The largest reservation is the Navajo with 273,000 people and is bigger than West Virginia.At another level, BIA is rather like the United Nations since many tribes have treaties with the US government that recognize the tribes are sovereign nations.I learned something interesting almost every day I worked in the agency.