Phil Carlson Email & Phone Number

Spring Hill Mall

Spring Hill Mall is a regional shopping center located in West Dundee, Illinois and Carpentersville, Illinois. Anchor stores include Kohl's, Macy's, Sears and Cinemark Theaters. It is owned and operated by Brookfield Properties Retail, one of the largest global investors in retail real estate. The center has been undergoing active redevelopment since 2015, highlighted by the demolition of a vacant department store and its replacement with a 37k sf Cinemark Theater, plans to add three sit down… Show more Spring Hill Mall is a regional shopping center located in West Dundee, Illinois and Carpentersville, Illinois. Anchor stores include Kohl's, Macy's, Sears and Cinemark Theaters. It is owned and operated by Brookfield Properties Retail, one of the largest global investors in retail real estate. The center has been undergoing active redevelopment since 2015, highlighted by the demolition of a vacant department store and its replacement with a 37k sf Cinemark Theater, plans to add three sit down restaurants, and key new retailers including H&M, rue21, and a relocated/expanded Victoria's Secret PINK store. Longer term, planning is underway in collaboration with the two townships to add mixed use components to the site, which could include residential, office, health-related, and public uses. Show less

The Shops At North Bridge, Chicago

The Shops at North Bridge is a 670k sf urban, upscale vertical mall and mixed-use property comprised of 6 city blocks in a Joint Venture. The asset includes 75 retail, restaurant and office tenants, the #1 volume store in the Nordstrom portfolio, and two income-producing parking garages. This position afforded deep experience with a densely populated, tourism-oriented urban property, frequent engagement with a meticulous partner, close coordination with adjacent non-owned hotels and other… Show more The Shops at North Bridge is a 670k sf urban, upscale vertical mall and mixed-use property comprised of 6 city blocks in a Joint Venture. The asset includes 75 retail, restaurant and office tenants, the #1 volume store in the Nordstrom portfolio, and two income-producing parking garages. This position afforded deep experience with a densely populated, tourism-oriented urban property, frequent engagement with a meticulous partner, close coordination with adjacent non-owned hotels and other retail to address shared needs/obligations, detailed involvement with the City of Chicago, and substantial infrastructure challenges in a complex retail environment. Key outcomes:• Led a car rental company lease renewal through difficult circumstances and produced 20% first-year rent and charges income growth.• Facilitated Team collaboration to transform a multi-year food court vacancy into an occupied, income producing space through addition of the innovative Fooda concept in 2015. This attracted additional new tenants and grew the customer base. • Negotiated with a non-owned Hotel owner, and coordinated with our Legal team, the project GC and subcontractors to complete a challenging $1.4M shared-use generator project required by the City. The generator serves the adjacent hotel and the center’s vertical mall.• Collaborated with Leasing and local counsel to expand an 80k sf office tenant and renew a 40k sf office tenant.• Created a cost reduction program to improve margins in a climate of sluggish income production; on track to save $450k on $4.5M 2017 O&M budget.• From 2013 - 2015, named member of the Macerich Top Leadership Team for each of the program’s 3 years. Comprised of the top 15 to 20 performers in the field, the group was tasked with various special projects on behalf of the Chief Strategic Officer.• Cited by Property Management SVP in 2015 performance review: “Your reputation and track record of accomplishments is exemplary.” Show less

Greater Los Angeles Area

Following a company consolidation due to the national recession in 2009, I transferred to SoCal to a senior property manager position. Over time I managed up to four assets, culminating with management of The Oaks, the premier center for the company in that area.• In 2009 I assumed management of Pacific View, a regional enclosed center in Ventura, and La Cumbre Plaza, an open-air lifestyle property in Santa Barbara. Stabilized two teams in transition and achieved over 8% sales growth… Show more Following a company consolidation due to the national recession in 2009, I transferred to SoCal to a senior property manager position. Over time I managed up to four assets, culminating with management of The Oaks, the premier center for the company in that area.• In 2009 I assumed management of Pacific View, a regional enclosed center in Ventura, and La Cumbre Plaza, an open-air lifestyle property in Santa Barbara. Stabilized two teams in transition and achieved over 8% sales growth in 2010 in the lifestyle center. • In 2011, I took a leadership role with the introduction of Vanguardia at Pacific View. Vanguardia was a ground-breaking Hispanic Marketing and outreach program for six CA and AZ Macerich centers in Hispanic-dominant locations. I oversaw a center remodel and an extensive array of marketing and community outreach events. Center sales rose by nearly 18% the first year. Management of La Cumbre was transferred to facilitate Vanguardia progress.• In 2012 I assumed the management of Panorama Mall in Los Angeles. Panorama and Pacific View were the only two regional properties utilizing the Vanguardia program in the area. Collaborated closely with the Marketing Manager to grow sales through significant additions of community events and Hispanic-themed festivals. • In 2012-14 I provided formal mentoring to 5 property managers in SoCal and in Phoenix. Three retain their positions with the company today. • In June 2014 I assumed the PM position at The Oaks in Thousand Oaks. This also involved taking on La Cumbre Plaza in Santa Barbara. For three months I retained management of Pacific View in Ventura, and I continued with Panorama through YE. That fall I was responsible for creating 2015 budgets for three assets and oversaw budget preparation for the fourth center. Show less

Midwest And East Coast Areas

In 2005 I was named Property Management Vice President for the $2.3B acquisition of the Wilmorite east coast portfolio, which added eight properties to four existing Macerich centers. • I relocated to VA to lead full integration of the new PM’s and their teams into Macerich, guiding their adoption of all company policies and operating procedures. Three sites comprised the premier quality group, with one, Tyson’s Corner Center, taking its place as the Macerich portfolio flagship.… Show more In 2005 I was named Property Management Vice President for the $2.3B acquisition of the Wilmorite east coast portfolio, which added eight properties to four existing Macerich centers. • I relocated to VA to lead full integration of the new PM’s and their teams into Macerich, guiding their adoption of all company policies and operating procedures. Three sites comprised the premier quality group, with one, Tyson’s Corner Center, taking its place as the Macerich portfolio flagship. • 2005 - 2008 Hired four new property managers in that period. All remain in their positions today. Two were named with me on the Top 20 Leadership Team lists from 2013 - 2015. • In 2009 Macerich consolidated due to the national recession, and many senior and middle management positions, as well as significant numbers of field level roles, were eliminated. The East region was consolidated under the Asset Management dept. I accepted an opportunity to relocate to a Senior Property Manager position in CA. Show less

Midwest

In 1997 I was named one of the five original Property Management VP’s to lead new regional divisions within the company. The Central property group grew over time from seven to a total of 15 centers, including six in a JV with Simon Property Group. The region included assets in CO, MT, UT, SD, and IA. Primary sites included FlatIron Crossing, Boulder Crossroads and The Citadel in CO, South Towne Center in UT, and The Empire in SD. • In 2001 worked as a member of a corporate… Show more In 1997 I was named one of the five original Property Management VP’s to lead new regional divisions within the company. The Central property group grew over time from seven to a total of 15 centers, including six in a JV with Simon Property Group. The region included assets in CO, MT, UT, SD, and IA. Primary sites included FlatIron Crossing, Boulder Crossroads and The Citadel in CO, South Towne Center in UT, and The Empire in SD. • In 2001 worked as a member of a corporate tactical team initiative to align and implement an Oracle-based platform to improve efficiency with workflow processes and better manage operating data.• In 2002 collaborated with a senior management strategic team to analyze portfolio Security department structure to improve service metrics and officer retention while lowering costs. Implemented a new department model that was in place for eight years, until outsourcing in 2010.• In 2003 lead negotiations for the first national vertical transportation service contracts, using three national service providers.• 2002 - 2004 taught in ICSC’S John T. Riordan School for Retail Real Estate Professionals at Michigan State University and in Tempe and Scottsdale AZ. Show less

Crossroads Mall, Boulder, Co

Hired as Property Management Associate following seven years retail jewelry management and three years High School teacher experience. Six months later promoted to Property Manager. Crossroads Mall was an 820,000 sf enclosed regional mall anchored by Montgomery Ward, The Denver, Foley's and Mervyn's.