Retail Retold

Açai You Later, Status Quo: Building a Brand That's Actually Authentic

A disciplined approach to product, experience, and real estate is fueling a fast-growing food and beverage conceptPalmetto Superfoods didn’t grow by chasing trends. It grew by challenging them.Hessam Shirmohammadi, co-founder and COO, built the brand around a simple idea: if the product is real and the experience is intentional, customers don’t just visit, they come back daily. What started in San Francisco in 2019 is now a fast-scaling concept with 18+ locations, expanding across California and into Texas, with a clear path toward national growth.The differentiator isn’t just açaí. It’s how Palmetto thinks about retail.Instead of treating real estate as a necessity, they treat it as a strategic lever. Location isn’t just about traffic, it’s about community alignment. College markets, fitness-driven consumers, and dense residential pockets consistently outperform because they reinforce habitual use.At the same time, Palmetto is leaning into a model that most brands avoid: no two stores look the same. While others scale through uniformity, they scale through experience, keeping operations consistent but making each space feel unique. It’s harder to execute, but it builds stronger brand connection.There’s also a bigger play unfolding.Palmetto isn’t positioning itself as just a food and beverage operator. With CPG products in development and a long-term goal of going public, the brand is building toward a lifestyle platform that extends beyond four walls.For retail real estate owners and operators, the takeaway is clear: food and beverage isn’t just filling space anymore, it’s becoming the draw. And the concepts winning today are the ones creating repeat behavior, not one-time visits.This isn’t about smoothies. It’s about building a brand that people integrate into their daily lives.What You’ll HearWhy food and beverage is becoming the new anchor in retailHow repeat behavior drives real growthWhy location strategy is about community, not just trafficHow college markets consistently outperformWhy second-generation space accelerates expansionWhy experience matters more than efficiencyHow strong brands build daily habits, not one-time visitsWhere AI actually improves operationsChapters00:02 – Introduction and backgroundHessam shares his upbringing, early career, and path into entrepreneurship.04:31 – What is Palmetto SuperfoodsBreaking down the concept, product differentiation, and early growth.05:26 – Scaling the brandFrom one location to 18+, including expansion into new markets.06:35 – Long-term visionPlans for national growth, CPG, and building a lifestyle brand.08:05 – Unit economics and real estate strategyHow store size, location, and performance vary across markets.09:30 – Origin storyHow a Brazilian café and authentic açaí sparked the concept.13:05 – Day-to-day as COOWhat leadership looks like in a fast-scaling brand.15:02 – Using AI and systemsHow technology is improving efficiency and decision-making.16:34 – choosing Sacramento (UV)Why college markets and demand signals drove site selection.21:37 – Site selection strategyWhy second-generation spaces are a key growth lever.23:14 – Differentiation in retailWhy every store is intentionally designed to feel different.26:16 – Nostalgia and retailA conversation on extinct retailers and emotional connection to brands.

Building the Next Generation of a Family Business

A different background, and a different lens on retail real estateCareers aren’t linear. And the best ones usually evolve.Anya Wolf didn’t start in retail real estate. Her background was in art, including studio work, art history, and hands-on experience in galleries and education. She was fully immersed in a creative path and exploring what that future could look like.But over time, she gained clarity.The path forward in the art world is long and highly specialized. Then a loss within her family brought everything into focus. It created urgency and a new perspective on the business side of things. That combination led her to make a decision: step into DLC and understand the investments and platform she had grown up around.What followed wasn’t a fast track.She started in a traditional due diligence role. Managing files, answering questions, and supporting transactions. A typical entry point, but one that gave her real exposure to how deals actually get done and how properties are evaluated.That foundation mattered.It built a practical understanding of the business, especially around tenant behavior. One of the biggest takeaways is that retail decisions aren’t driven by what consumers want, they’re driven by economics. Rents, incentives, and demographics dictate outcomes, even when demand exists elsewhere.Now, her focus is evolving again.After building a strong internal foundation, she’s shifting outward, developing relationships, expanding her network, and bringing new perspectives back into the organization.Retail remains strong, but interest rate volatility and broader uncertainty are creating friction. Historically, that’s where opportunity shows up.And for the next generation inside a family business, that matters.Because this isn’t just about maintaining what was built. It’s about understanding it, evolving it, and ultimately creating your own lane within it.What You’ll HearWhy nontraditional career paths can lead to stronger long-term growthHow starting in due diligence builds a real understanding of the businessWhy retail decisions are driven by economics, not consumer demandHow tenants actually evaluate locations and choose marketsWhy asking questions accelerates growth faster than pretending you knowHow to build your own identity inside a family businessWhere the next generation creates value inside an existing platformChapters00:02 – Introduction to Anya WolfBackground, role at DLC, and how she got here01:14 – From art to real estateStarting in art and realizing the limitations of that path03:24 – The turning pointFamily dynamics and the decision to enter the business09:34 – First role at DLCWhat due diligence actually looks like day-to-day10:48 – Learning the business from scratchHow real estate really works behind the scenes14:50 – Accelerating growth early onThe power of asking questions and not pretending18:36 – Shifting from internal to external growthWhy building a network is the next phase20:19 – State of the retail marketStrength, disruption, and interest rate pressure25:16 – Building your own identityNavigating a family business and carving your own lane29:28 – Rapid fireSkills, retail nostalgia, and real-life habits

16 Host Cities and a Major Retail Opportunity

What if the biggest World Cup winners aren’t the teams?The next major tailwind for retail real estate isn’t coming from policy, rates, or supply it’s coming from global demand.The World Cup is set to drive one of the largest concentrated waves of consumer activity the U.S. has seen in years. But this isn’t just about packed stadiums. It’s about what happens around them and long after.We’re looking at more than a million visitors, many of whom wouldn’t have come to the U.S. otherwise. That means new dollars flowing into restaurants, retail corridors, hotels, and local businesses across 16 host markets. And unlike typical tourism cycles, this demand is compressed, intense, and highly visible.Chris Ressa and Karly Iacono break down what this really means for cities, operators, and investors.But the real opportunity isn’t just the short-term spike.Major global events historically reshape markets. Cities invest in infrastructure, improve accessibility, and elevate their global profile. That exposure doesn’t disappear when the games end it attracts future tourism, business investment, and population growth. We’ve seen it with the Olympics. There’s no reason to believe this plays out differently.There’s also a behavioral shift happening at the local level. Consumers are finding new places, trying new operators, and forming new habits. A great experience during a high-energy moment can turn into long-term customer loyalty.Not every benefit will be evenly distributed. Some markets will see concentrated gains, others more diffuse impact depending on geography, walkability, and where people stay versus where they play.But zoom out and the signal is clear:More people. More spending. More reasons to engage with physical retail.For operators and investors paying attention, this isn’t just a moment it’s a setup.What You’ll HearWhy the World Cup is a major driver of retail spendingHow international tourism fuels local retail marketsWhere the impact goes beyond stadiums and game dayWhy infrastructure investment creates long-term valueHow global events reshape cities over timeWhy consumer behavior shifts matter for operatorsHow impact varies across different host citiesWhere spending actually lands within each marketWhat determines short-term vs. long-term gainsWhy this is a meaningful tailwind for retail real estateChapters00:04 — setting the stageOpening the conversation and framing the scale of the opportunity01:27 — why this event is differentComparing global events and the magnitude of the World Cup02:51 — the tourism surgeBreaking down international visitors and incremental demand03:49 — spending beyond the stadiumHow consumer behavior expands retail impact05:12 — where the real opportunity isMoving beyond food and merch into broader retail effects06:34 — infrastructure and long-term valueWhy cities invest—and why it matters after the event09:16 — the economic numbersBillions in projected output and what that signals10:17 — from one-time visit to repeat customerHow events create long-term retail loyalty12:59 — which markets benefit most?Debating winners across the 16 host cities18:57 — what could go wrong?Pressure-testing assumptions and downside scenarios20:17 — where does the money actually land?Understanding geographic dispersion of spending23:46 — final takeawayWhy the overall impact is overwhelmingly positive

Reputation, Risk, and Reality in Today’s Hiring Market

Are you solving the problem, or just applying?How people get hired and what companies actually value is shifting fast.Cary Beale, one of the most active recruiters in retail real estate at Poline Search Partners, sees the disconnect every day. Companies want people in the office. Candidates want flexibility. Everyone says they want the “best talent,” but the definition of that talent isn’t aligned.That tension is reshaping hiring outcomes across the industry.This conversation goes beyond surface-level career advice and gets into what actually moves the needle when decisions are being made. Reputation still compounds, and early habits follow you longer than people think. Job hopping still raises red flags, not just about loyalty, but about decision-making. And communication remains one of the most underrated differentiators in a crowded candidate pool.There’s also a clear message on what doesn’t work: generic answers, safe positioning, and trying to be who you think a company wants. That approach blends in, and blending in is the fastest way to get overlooked.Instead, the candidates who stand out are the ones who understand the real problem behind the role and position themselves as the solution. They do the extra work. They show initiative before they’re asked. And they create moments that are memorable, not just “better,” but different.AI is starting to enter the conversation, but it hasn’t replaced the fundamentals. Hiring is still human. Judgment still matters. And the gap between average and exceptional candidates is still wide.If you’re hiring, this sharpens how to evaluate talent. If you’re interviewing, it’s a reminder that small decisions, how you show up, how you communicate, how you differentiate, have outsized impact.Because in a competitive market, being qualified isn’t enough. Being remembered is.What You’ll HearWhy the office vs. remote divide is slowing hiringHow reputation and job movement shape long-term outcomesWhy communication and clarity make or break candidatesHow to position yourself as the solution, not just an applicantWhat actually separates candidates who get offersWhere AI is starting to impact hiringChapters00:01 — Cary Beale’s path from operator to recruiterFrom owning a restaurant to leading recruiting in retail real estate.03:07 — Shifting from deals to talent placementHow industry experience translates into recruiting success.04:08 — Inside the recruiting businessWhat roles are in demand and how many placements actually happen.04:48 — The remote vs. office disconnectWhy companies and candidates are fundamentally misaligned.06:26 — Why early careers need the officeThe long-term disadvantage of skipping in-person experience.08:50 — AI and hiring: real impact or hype?Where AI is entering the conversation — and where it isn’t.10:34 — Tip #1: reputation compoundsWhy early career behavior follows you longer than expected.11:43 — Job hopping and decision-making riskWhat frequent moves signal to employers.14:02 — Tip #2: communicate clearlyWhy most candidates fail to define what they actually do.18:47 — Tip #3: be authenticWhy trying to fit the mold can cost you the job.20:55 — Tip #4: solve the problemHow to position yourself as the answer companies need.22:28 — Tip #5: be differentWhy standing out matters more than being slightly better.

Retail Retold Replay: Golf Factory is a hole-in-one at Randhurst

Can a niche hobby become a viable retail concept?The golf industry quietly experienced one of the biggest participation surges in decades during the pandemic. Millions of people picked up clubs for the first time, and the ripple effects are still reshaping the business of golf, from course operations to the rise of indoor golf concepts.This Retail Retold Replay revisits Chris Ressa’s conversation with Brian Hilko, owner of Golf Factory in Mount Prospect, Illinois, and a tenant at DLC’s Randhurst Village.After two decades as a PGA professional running golf courses, managing operations, and teaching the game, Hilko recognized something most operators overlooked: traditional golf experiences were often transactional and uninspiring. The game people loved deserved better.So he built something different.Golf Factory blends serious golf technology with an approachable, family-friendly environment. Powered by TrackMan simulators used by professional golfers, the concept allows players of all skill levels to practice, compete, and play year round without the intimidation factor many associate with traditional golf settings.Hilko shares the entrepreneurial journey behind launching the business, from identifying the opportunity during the COVID golf boom to building the space with an SBA loan, a partner, and a lot of hands-on work that saved nearly $1 million in construction costs.The conversation also highlights an emerging category within retail real estate: experiential concepts that draw consistent traffic and complement surrounding tenants rather than compete with them. Indoor golf has become a compelling example, delivering entertainment, community engagement, and repeat visits.Looking back now adds helpful perspective. The themes discussed, experiential retail, niche operators, and passion driven entrepreneurship, remain highly relevant as landlords and operators continue to search for concepts that drive traffic and create community.For retail real estate professionals, operators, and entrepreneurs, this replay offers a sharp look at how a passion for the game became a viable retail business.What You’ll HearWhy the pandemic accelerated golf participation - and how millions of new players changed the business of the sport.The problem with traditional golf experiences - and why Hilko believed the industry often underserves players.Indoor golf’s growing role in the sport - combining professional-grade technology with accessibility for casual players.How TrackMan technology is transforming training and entertainment - bringing tour-level analytics to everyday golfers.The entrepreneurial leap from PGA professional to business owner - and recognizing when the opportunity was right.How Hilko financed the business - combining an SBA loan, a partner, and a detailed business plan built from real operational data.Saving nearly $1 million on buildout costs - by rolling up sleeves and completing major portions of the construction personally.Why location strategy mattered - choosing a retail development with strong surrounding traffic and no direct competition.How experiential tenants complement retail centers - driving visitation that benefits surrounding restaurants and shops.Chapters00:06 — Brian Hilko’s background in golfA PGA professional explains how two decades in golf operations led to entrepreneurship.01:26 — Why golf surged during the pandemicChris and Brian discuss the massive participation wave and why the game resonates with new players.02:31 — The appeal of indoor golfHow technology and convenience make the sport accessible for busy people and families.04:14 — Recognizing a business opportunityHilko explains the moment he decided to launch his own golf concept.06:22 — Building a better golf experienceWhy Golf Factory was designed to remove the intimidation factor of traditional golf.08:06 — Financing and launching the businessHow a network, SBA financing, and careful planning made the concept possible.10:25 — Technology that powers the experienceTrackMan simulators bring professional-grade data and gameplay to indoor golf.13:03 — The economics of the buildoutHow the team kept the total buildout under $1 million through hands-on construction.14:36 — Revenue projections and early performanceHilko discusses expectations for growth and seasonality in the business.15:43 — Finding the right retail locationWhy Randhurst Village offered the right combination of demand, traffic, and opport