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The Walter Gynn Corporation is privileged to have represented many of the leading real estate companies in North America. We wish to recognize several who have made our journey possible.
| Ackerman & Company Alandco Alcoa Properties Altman Companies Amurcon Arvida Balcor Bonita Bay Group BVG, Incorporated Cabot Cabot & Forbes Cadillac Fairview Citicorp Realty Collier Enterprises Coscan Crosland Cushman & Wakefield Disney Development Co. Echelon International Ecogroup Euro American Advisors Fairfield Communities Faison Flagler Development Fletcher Properties FL. Residential Comm. Ford Motor Land Forest City Enterprises Fox & Carskadon Gerald Hines Interests Highwoods Properties |
Homart Development Integrated Resources JMB Realty Kaufman & Broad Homes Kenneth Levanthal & Co. Lincoln Property Company Metro Development Oakbrook Properties Olympia & York Oxford Development Park West Homes Post Properties Prentice Properties Schroeder Manatee Ranch Sea Pines Plantation Security Capital Corp. Simon Property Company Starwood Vistana Resorts St. Joe Company Tampa Palms Taylor Woodrow Tishman Speyer Properties The Rouse Company Towermark Town Properties Walt Disney Imagineering WCI Communities, Inc. Urban Investment & Dvlp Vantage Companies VMS Realty Partners |
Since 1986 we have performed as advisors to senior real estate industry leaders on matters that pertain to the enhancement of our clients’ business. Our core competency is our in-depth knowledge of business operations, strategy, and organization development which incorporates a keen understanding of the human dynamic. This encompasses significant experience in determining winning traits, characteristics, motivation and habits that are essential for building a successful and synergistic organization.
We have further distinguished ourselves by our comprehensive understanding of the real estate development process, from land acquisition, land planning and development, to product development, finance, marketing, sales and operations.
This combined experience and expertise enables us to create market driven solutions for complex business challenges by introducing our clients to people, organizations, new projects, and business process that supports growth, sustains success, and reduces risk.
Walt Gynn and Jose Cuarta have been business and personal friends since 1987. Their partnership is built on trust and confidence in each other and on a mutual commitment to establish client value through every engagement performed.
The partners offer a unique blend of technical, business, marketing, sales, and operations experience that has been acquired through hands on corporate leadership positions in addition to twenty plus years consulting to national and international clients. Management advisory engagements are exclusive to the real estate industry. Scope includes; corporate and project strategy, land acquisition and disposition, land development, due diligence, market analysis, product development, joint venture formation, creating marketing, sales, and operations programs, operations review, executive assessment, needs analysis, team building, organization development, and succession planning.
Mr. Gynn possesses sound perspective on residential, resort, multifamily, commercial, hospitality, and mixed use projects, as well as the challenges created by changing market dynamics and economic shifts.
The foundation of Mr. Gynns’ experience was initially acquired while working for a strategy and organization development consulting practice in Pittsburgh, PA. that targeted Fortune 500 clients. After accepting a position with one of his real estate clients, Mr. Gynn relocated to Charlotte, N.C. where he grew into the role as Vice President and Chief Operating Officer. Equity was syndicated through private placement, and the organization performed as developer, general contractor, and asset manager for each property. In total 1,700 apartments and 850 condominium residences were successfully developed while a homebuilding division was created in partnership with a prominent national housing leader.
Mr. Gynn also served as a member of the senior staff for a Tampa based developer of luxury condominium and town home projects in waterfront locations with 5-Star amenities and resort services. Responsible as Vice President over Sales and Business Development his scope supported $800+ million in new development located throughout Florida, North Idaho, and the Bahamas.
Mr. Gynn is a graduate of the University of Pittsburgh Business School. Several of his accomplishments are recognized in Who’s Who in the east and the International Who’s Who of Entrepreneurs.
Mr. Cuarta, with 30 years experience in land acquisition and development, brings a unique balance of technical and administrative skills to the real estate industry.
The fundamental principle of Mr. Cuartas' experience began with his civil engineering background in land development. His formative years in design and construction allowed for clear understanding of the rudiments of real estate development. This afforded him the opportunity to rise to VP and General Manager of a Fortune 50 company in their housing subsidiary. While in this position, Mr. Cuarta managed a real estate portfolio of mixed use projects in four counties within the Tampa Bay Metro area. He furthered his experience by accepting the position of VP of Development for an Active Adult Community in Hilton Head, S.C. for a renowned retirement community developer.
His land acquisition experience was heightened when he became Land Acquisition Director for an international home builder/developer. His acquisitions covered the state of Florida in 5 major markets consisting of 27 counties.
Mr. Cuarta is a graduate of Western Kentucky University School of Engineering in Environmental Engineering. He is also a registered professional engineer and environmental contractor.
The following engagements represent a sampling of the diversity in scope and scale of work performed for clients since our inception.
Benchmarking – An international entertainment leader with a substantial real estate development component was embarking on the development of a Master Planned Community. Since this was a new undertaking, senior management sought confirmation with their strategic direction regarding many aspects of the development plan including, product mix, amenities, marketing & sales process, project team development and phasing, forming community development districts, and HOA/POA management. We identified several existing comparable developments, throughout the country, but not in the same market as the subject property due a potential conflict of interest. Full disclosure was offered for our motivation to benchmark in exchange for us sharing the results of our analysis with each member community that participated in the experience exchange. Today this community exists as a success model that many others now study and use as a benchmark for their planned development.
Corporate Strategy/Needs Analysis – A Chicago based homebuilding client had aspirations to expand into multiple markets. Initial markets identified were Charlotte, Denver, and Colorado Springs based upon growth and travel efficiency from headquarters. We conducted an assessment of senior level resources measuring increased work load vs. existing capacity. A GAP analysis identified areas of overload and inefficiency that required relief through recruiting outside resources. A further recommendation was made to establish an in-house land acquisition and development capability as well as a title company. The land component was created through recruiting whereas the title company was established through acquisition. Today the organization is ranked in the Top 50 homebuilding companies and is multi regional in scope.
Feasibility & Business Plan Development – A development team placed 4,000 acres under contract with the intent to develop a unique $750 million 5-Star resort utilizing a special purpose theme as the attraction. We were hired to collaborate on the development concept and to challenge and/or support existing assumptions as they pertain to site plan, product development, pricing, marketing and sales. From the onset we challenged per unit price which was influenced by uncharacteristic per acre density in association with the uniqueness of the resort theme. Extensive benchmarking and buyer profile feedback sessions elevated the concern which was only amplified during the development of the business plan. A recommendation was made to redesign the product, reduce the price per unit, and to multi-theme the attraction to support increase density and social interaction. As a result, the developer withheld from closing on the property and is now in the process of rethinking the development concept and the location that will best support the venue.
Joint Venture – A substantial public utility created a land division that unfortunately overpaid for the majority of their land portfolio. This was having an adverse effect upon facilitating viable new development in the market. Upon reviewing the annual business plan with the land company president we were invited to offer a recommendation that would enhance the business plan going forward. A likely scenario appeared to be infusing outside patient capital into the land portfolio. We identified a major land fund that was largely supported by the California State Teachers pension fund. Although the money source and the developer demonstrated mutual interest in pursuing a venture specific development obstacles that associated with the DRI mounted a challenge. This led us to assembling a team of consultants to address those challenges. Within 15 months of introducing the developer to the investor the transaction closed which marked the first year in which the land company demonstrated a profit.
Land acquisition – Assigned to search for real estate opportunities in the state of Florida for a national home builder/developer required programming the five major markets and identifying which consumer groups were under served. This process included the development of a business plan which addressed various products for each of the markets from large scale mixed use communities such as Development of Regional Impact (DRI) to high density infill's on the coast. One particular find was an existing DRI on the west coast which was heavily sought after by most of the national builders. The successful acquisition occurred through understanding the sellers’ motivation for long term cash flow. Subsequently, the winning proposal consisted of a complex arrangement of the sellers participation in every product developed on the project. The seller realized greater gain through the appreciation of the value added and the buyer was able to meet the investment criteria by minimizing the capital outlay, purchase the property on a takedown schedule and at a reduced base price.
Land Development - A west coast developer/builder of retirement community’s expanded into the east coast market with a 5,600 acre project in South Carolina. The project fell behind schedule and over budget within the first eighteen months. The decision to bring in new leadership in the land development division was made and as such, brought about the following actions. A review of the project design, construction practice, organizational structure and development team was initiated. The findings determined that the design required revamping by changing the design team and developing a comprehensive master drainage plan. Industry standards for subdivision construction were implemented and independent monitoring was enhanced. The development team was restructured into three major departments: Administration/Finance, Design/Permitting and Construction/Quality Assurance. New team members were brought in to head each department as consultants were added for quality assurance and forward planning. Further analysis determined earthwork was a major cause of overruns. Subsequently, an on-site mining operation was established under the construction department. This operation stabilized the soils deficit by a recycling process of marginal material, delivered structural material on a timely and cost effective manner thereby reducing the earth work cost. The new team advanced the project by working with the local jurisdictional agencies to establish current standards for utility placement, road construction, permitting procedures and assurance testing. The new development team not only brought the project back on schedule but maintained a running inventory of completed lots and reduced cost by 28%.
Land Planning - The expansion plans of a fortune 50 companies land development subsidiary located in the Tampa Bay area focused on an adjoining county. An area in the southern part of that county was identified as a growth corridor starting near the University of South Florida. The area contained large tracts of reasonably priced land but lacked infrastructure and planning. A comprehensive area wide plan was formulated based on three parcels of land within proximity of each other. The plan's direction was to represent the combined strength of the three projects to leverage the negotiating position to maximize local government's participation with infrastructure and entitlement considerations. The land planning was carefully undertaken to ensure the projects did not enter the realm of a Development of Regional Impact (DRI) through aggregation. Further, a proposal to redirect county funding for a proposed 1 mile road extension to a nearby location delivered a 3.5 mile four lane collector road at no extra cost to the county and connected the three parcels. This also allowed for a utility (water & sewer) corridor allowing the county to serve a number of existing and proposed projects. The ability to access existing residents and proposed developments made it financially feasible for the county's utility department to expand in to the area. The comprehensive land plan for the three parcels promoted an informal partnering with the county, identified constraints, developed a long term infrastructure program, and provided product mix which would not cannibalize the other projects.
Market Analysis/Sales Strategy – An out-of-state developer entered the Florida market during the peak of the real estate cycle. One of their projects launched sales after the down turn began and only generated three contracts in twelve months. We reviewed the product design, pricing, phasing, on site signage, efficiency of the sales center, degree of sales programming, qualification and effectiveness of the sales staff, qualification and effectiveness of the marketing team, and conducted an analysis regarding price, sq. ft., amenities, and sales contracts on every project within a five mile radius of the subject property. A detailed report was submitted to the client with specific recommendations geared to marketing and sales team enhancement, local and outreach sales programs augmented by a sales lease back/rental program utilizing foreign investors. Result; 22 sales contracts within four months of reprogramming the sales process.
Organization Development/Succession Planning – An international real estate investment and operating company with a significant presence in the U.S. had experienced a change in domestic leadership. The founder and President sought our input for assessing who he identified as the likely successor and to conduct a full operations review and analysis so the organization was better positioned to go forward. We met with every key member of the organization who was responsible for finding work, doing work, and keeping score. We diagramed the process flow recognizing each team member as being a customer or supplier to another team member regarding some aspect of the business process. We analyzed the capability, capacity and commitment of each team member in conjunction with their scope of work. We identified operational stress points that were creating inefficiencies and errors. Our report offered recommendations regarding communication, promotion, reporting relationships, reallocation of work, and the need to attract new resources that were absent within the organization. Today this is a cohesive work environment with increased production, efficiency and effectiveness.
Management Assessment & Selection – We have created solutions for 500+ complex management and executive selection engagements. Assignments completed have been throughout North America, Europe and the Caribbean. We have resolved challenges among all senior level disciplines including Board Members, CEO’s, COO’s, Executive Vice Presidents, CFO’s, Sr. Vice Presidents, and Directors for all real estate development sectors, and many real estate service areas.
Please contact The Walter Gynn Corporation with any questions or to request more information.
813.282.7480
813.282.7330 fax
The Walter Gynn Corporation
3001 North Rocky Point Drive, E
Suite 200
Tampa, FL 33607
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Mr. Curta, with 30 years experience in land acquisition and development, brings a unique balance of technical and administrative skills to the real estate industry.
The fundamental principle of Mr. Cuarta's experience began with his civil engineering background in land development. His formative years in design and construction provide a clear understanding of the rudiments of real estate development. This served as a solid foundation from which his career path elevated to VP and General Manager of a Fortune 50 company in their housing subsidiary. While in this position, Mr. Cuarta managed a real estate portfolio of mixed use projects in four counties within the Tampa Bay Metro area. His experience expanded when he accepted the position of VP of Development for an Active Adult Community in Hilton Head, S.C. for a renowned retirement community developer.
The land acquisition experience of Mr. Cuarta accelerated when he became Land Acquisition Director for an international home builder/developer. His acquisitions covered the state of Florida in 5 major markets consisting of 27 counties.
Mr. Cuarta is a graduate of Western Kentucky University School of Engineering in Environmental Engineering. He is also a registered professional engineer and environmental contractor.
Mr. Gynn is a graduate of the University of Pittsburgh Business School. Several of his accomplishments are recognized in Who’s Who in the East and the International Who’s Who of Entrepreneurs.
