We are now into double digits on the number of food crawls we’ve done over the years, though as many of you know these trips have become about so much more than just eating and drinking. And Miami was no exception.
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Traveling and exploring is important to our work at Graffito. All of us thrive on it; and I know each person on the Graffito team has missed it dearly these past few years.
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My major takeaway of 2021 is that the sense of urgency — the faster is better approach — that is embedded in much of our work is a major problem; and often a massive miss. It spurs project outcomes that are less thoughtful, calculated, and creative. Further, urgency in professional settings, especially at real estate firms, may result in processes that leave critical stakeholders behind, fuel flawed internal decision making, and perpetuate certain aspects of institutional racism in the staffing, permitting, underwriting, design, and marketing of projects.
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As we enter fall and look towards 2022, the Graffito team will be approaching all of what we do with the same intensity, commitment to learning, flexibility, and willingness to pivot as we did in 2020 when the pandemic first hit and these updates began.
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Lots I could write this morning about this study, our work with Wexford, Philadelphia, and what it was like to be out in the world again (this is my first work trip out of Boston since Feb 2020). But instead I’m going to write about the to-go cocktail I was given by the team at Cheu in Fishtown last night.
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2020 was a hard and intense year for us at Graffito, but at the same time it was a year filled with a lot relationship strengthening and a reset of our strategic goals.
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We have embraced the reality that there is no singular solution or approach we can successfully deploy to rebuild our retail leasing, real estate advisory, and marketing practices.
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I’ve been nerding-out this morning looking at Chipotle’s Q3 sales numbers, which came out last week. A couple major takeaways: 1) Q3 digital sales tripled year over year and 2) Digital sales currently account for 50% of Chipotle’s sales.
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These three projects have been years in the making for us. And despite the fact that closing are far outpacing openings these days, there are openings; and some great ones at that.
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Here in Boston and throughout much of the country, we have an oversupply of retail space. We therefore need to completely readjust our thinking about ground floor leasing and programming.
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