Gateway Global Group
Business & Real Estate Development
Property Management
Our Goals, Initiatives and Objectives
NOTICE: THE FOLLOWING PROJECTS AND INFORMATION ARE THE SOLE IDEA'S OF THE GATEWAY GLOBAL MASTERMIND GROUP. THE INFORMATION ON THIS PAGE AND THROUGHOUT THIS WEBSITE ARE PRIVATE AND CONFIDENTIAL INFORMATION NOT TO BE SHARED WITH ANYONE WITHOUT THE WRITTEN CONSENT OF ALL OF THE MEMBERS OF THE MASTERMIND GROUP. ANY ATTEMPT TO REVEAL THIS INFORMATION WILL BE CONSIDERED A BREACH OF TRUST. PLEASE DO NOT SHARE THIS INFORMATION WITH ANYONE UNTIL SUCH TIME WRITTEN PERMISSION IS GRANTED BY A REPRESENTATIVE OF THE GATEWAY GLOBAL MASTERMIND GROUP.
GATEWAY GLOBAL GROUPS PROPERTY MANAGEMENT GOALS, INITIATIVES AND OBJECTIVES
This is our plan of success in our Business Retail, Office, Industrial and Multifamily Markets.
OFFICE
#1: Managing Property
We practice aligning the interests of financially responsible institutional ownership with a fee-driven management team to cover the most critical points where we are guaranteed to succed. By understanding the real goals of institutional real estate ownership by focusing on specific investment objectives – we deliver the right operational efficiencies and enhance our asset's value.
#2: We Treat All of Our Properties With The Same Level Of Attention
We deliver best-in-class services to our projects regardless of property type, quality of property or location. Sometimes we use slightly different tactics we employ in day to day management of our Class A commercial office buildings, retail centers and multifamily properties, ultimately providing a uniform, high level of service that puts customer satisfaction as the No. 1 priority to deliver the best in services we have to offer.
#3: We Don’t Skimp On Manpower
We realize there’s no way around it: property management is a labor-intensive business. We use and practice an organized, full-service team approach to cover various regimens like property management, financial management, construction and project management, marketing and real estate law. We assure all of these functions work together to make sure we achieve exemplary property management service levels across the board.
#4: We Believe in Being a Hands-On Manager
Having the right staff is just one part of the equation of our company. Manpower means nothing if it isn’t being channeled in the right places and the assignment constantly reviewed to see where things could be done better and to greater effect for success. We believe in a full-service team of highly qualified professionals at each property, as well as proactive oversight and involvement at the corporate level. We believe this will ensure hands-on property management to the best of our ability.
#5: We Intend to Be Green, Whenever and However We Can!
Probably the biggest change to come to our property management planning in the past 50 years is the emphasis on sustainability and environmental responsibility. This is for good reason. Done right, energy efficiency can be a core driver of both short- and long-term cost reductions for our projects, keeping our properties viable into the future in a highly competitive market. However, “greening” can also be a minefield in which we can get trapped into pursuing expensive programs that don’t deliver economic results relative to our property investment. Having the right property managers in place, with the right understanding ,education, training and approach, will result in a sustainability plan that systematically achieves results in a building project or across a portfolio we have investments in for our company.
MULTIFAMILY
#1: Consult Replay Footage
In football, instant replay is used to show a point in the game that was important or unclear when first watched live. As we evolve our multifamily management operations, we intend to do the same with our leasing team by using video shops. From a coaching standpoint, video shops are much more effective than written shops. With written shops, our associates can “check all of the boxes” that may be required to score well; however, when watching a video recording of that same interaction, it shows exactly how the leasing staff member completed their objectives. It is easy to see whether our associates demonstrated warmth, enthusiasm and intelligence, or was simply “going through the motions.” Video shops can also reveal distracting mannerisms that associates might not be aware of, such as fiddling with keys while speaking or flipping their hair. So part of our goals and objectives will be to practice this philosophy.
#2: We Will Feed Our Associates A Steady Training “Diet”
Part of our foundation for training to be effective, is to be consistently delivering in our training in small, manageable increments. We want to provide our associates with a constant streaming of new skills, tools and ideas for success — but we must do so without overwhelming our them. Our Property managers will achieve this by breaking training classes into tolerable increments and developing curriculum that fosters individual learning paths for everyone at their own level.
#3: We Will Use Strategic Play-Calling To Keep Our Associates Focused
To reach our associates, we realize we must compete with a wealth of distractions. As a result, our training will concentrate and designed to cut through the static. Our learning programs will focus on engaging and energizing our associates through creative, yet strategic means.
#4: We Will Practice to Inspire Some Friendly Competition
Our foundation will include Sales motivators and contests. We believe this is an excellent way to target specific areas of our operations and achieve measurable results. Included in this mix will be incentives and friendly competition with our sister properties to inspire teams to achieve beyond the status quo.
#5: We Will Start With A Great Draft Pick
Our Training will develop and refine our associates’ skills, but we will start off by recruiting the best talent around. One of our ultimate goals is to build a foundation of associates who bring their unique genius and personality to their community and position. Our pre-hire assessments and structural behavioral interviewing we feel will be extremely helpful in ensuring our property managers accurately identify, evaluate and hire top talent into their organization and ranks.
BUSINESS & RETAIL
#1: Knowing Our Projects Mindset
We realize that each projects mindset is different, and so are the goals and objectives for each asset. We have done intensive research and development to know each projects timeline. Part of our planning is our ability and willingness to invest in our projects and make improvements when necessary for their success.
#2: We Do The Swot for Our Projects
When becoming involved with our projects, we know it is critical to know where our asset sits from a situational analysis standpoint. A SWOT (strength, weakness, opportunity, threats) analysis defines that position so that our property managers can then build on those strengths, minimize the weaknesses, capitalize on the opportunities and prepare for minimal and substantial threats.
#3: Dwelling In The Past
Our Asset managers will know the history of their asset before they create a roadmap for its future. Reviewing operating statements, budgets and other key property documents will be studied to determine what has occurred in our property’s past. We wil consider occupancy, sales history, common area maintenance costs and recapture percentages as part of that foundation. We will then meet with our vendors to evaluate ways to minimize costs and maximize efficiencies. Finally, meeting individually with merchants to gain their perspective and become a part of our business plans will be crucial for our success.
#4: Planning for the Future
Armed With In-Depth Property Knowledge, our Asset And Property Managers will create a business plan with property-specific leasing strategies and a management plan that maximizes NOI. Included will be a leasing program for current vacancies and for tenants with leases expiring in the next two years. Creating and following a tenant mix analysis ensures space is filled with merchants that will be accretive to the overall success of our projects center. Emphasizing constant communication and relationship building with vendors will enhance our efficiencies and lower our NNN costs, which will ultimately increase rent. Also, setting aside funds for a marketing plan, even a small marketing budget can and will enhance traffic at our shopping centers and therefore, increase our tenant sales. Community-oriented performances, direct mail pieces and onsite graphics are affordable initiatives that can also make a noticeable, positive change. We intend to practice all of these methods for our success.
#5: Measuring Our Success
The most important part of our plan lies in monitoring results. Therefore, as we plan, we have built in goals and objectives so we could track very closely to make sure our collective ship is going in the right direction. In our experience, goal tracking should occur no less than once per week during project development and takeover. Thereafter, bi-monthly or monthly meetings or conference calls will be practiced to track our success.
GOD BLESS AMERICA!
JW Davis
Chief Executive Officer (CEO)
Office: 727.657.3339
Cell: 727.218.9584
Martin R. Metzger
Chief Financial Officer - CFO
Office: 727.657.3339
Cell: 618.406.8115
Email: GatewayGlobal2020@gmail.com
