Construction Process & Speed

Deep Dive: Steel Engineered Panelized Wall Systems (Buildforce Modz “Pallet Panels”) vs. Traditional Stick-Built Construction

Buildforce Modz’s “pallet panels” (engineered panelized wall systems) are factory-prefabricated, hybrid cold-formed steel (CFS) + structural steel wall panels, trusses, and related components. They are built upright in a controlled factory environment using precision machinery, finished with sheathing, wrap, blocking, weatherproofing, or even pre-installed windows as needed, then custom-stacked (“palletized”) on trailers for direct crane setting in exact installation sequence. This is advanced panelized prefabrication—not full volumetric modular construction—optimized for restaurants, hotels, multifamily, condominiums, industrial, and commercial projects.

Traditional stick-built construction (whether wood or loose CFS/metal studs) involves cutting, framing, and assembling every piece on-site, fully exposed to weather and variable labor conditions.

Here is a detailed side-by-side comparison based on Buildforce Modz’s own Panelized Wall System Guide and their Restaurant Engineered Pre-Fabricated Systems brochure.

1. Construction Process & Speed

• Stick-Built: Framing, sheathing, and detailing happen sequentially on-site. The process is highly weather-dependent, with each trade waiting for the previous one. Framing a typical structure can take weeks.
• Buildforce Modz Pallet Panels: 80–90% of the framing, sheathing, and finishing shifts off-site. Panels arrive pre-finished, pre-sequenced, and ready to set. The restaurant brochure shows a complete exterior wall + roof system can be set and dried-in in 4–5 days:
  • Day 1 – Unload and set exterior wall panels.
  • Day 2 – Set trusses and detail structural wall systems.
  • Days 3 & 4 – Set roof decking and perform cleanup.
  • Days 4 & 5 – Complete exterior seams.

Site prep and underground utilities can continue uninterrupted even after the structure is dried-in.

Result: Panelized systems dramatically compress critical-path duration and allow interior trades to mobilize sooner.

2. Quality Control & Precision

• Stick-Built: Subject to rain, dust, temperature swings, and variable crew skill, leading to more defects, uneven fits, and potential moisture issues.
• Modz Pallet Panels: Factory-controlled environment with laser-guided tools, custom upright framing fixtures (panels are built and inspected exactly as they will stand on-site), and consistent panel-to-panel layout. This eliminates the industry-standard practice of creating a new layout for each panel, which reduces cuts and waste for follow-on trades such as drywall contractors. Hybrid CFS + structural steel components are drilled and marked to 0.4 mm (1/64") accuracy using advanced equipment.

Result: Tighter tolerances, fewer defects, and a cleaner, more professional finished product.

3. Durability, Longevity & Performance

• Stick-Built: More susceptible to on-site inconsistencies that can affect long-term performance.
• Modz Steel Panelized: Engineered hybrid steel (sourced only from top SSMA/SFIA/CSSA and AISC/AISI/SMA-certified manufacturers) is inherently resistant to fire, pests, mold, and extreme weather. Stronger factory-made connections and precision detailing enhance overall structural integrity.

Bonus: Excellent seismic and wind resistance plus superior thermal performance when paired with Modz’s full sheathing, building wrap, and weatherproofing options.

4. Cost (Initial vs. Lifecycle)

• Stick-Built: Often appears lower in upfront material cost for simple projects, but higher overall due to labor, weather delays, waste, and potential long-term repairs.
• Modz Pallet Panels: Upfront investment in engineering and prefabrication is offset by significant lifecycle savings: reduced labor hours, faster occupancy, lower energy costs from a tighter envelope, and greater predictability.

5. Waste, Sustainability & Site Impact

• Stick-Built: Higher on-site waste from cut-to-fit materials and weather exposure; longer, more congested job sites.
• Modz Pallet Panels: Factory precision combined with consistent layouts delivers substantially less material waste. Cleaner, safer, shorter-duration sites with reduced congestion allow parallel trades to work more efficiently. Steel’s high recyclability further supports sustainability goals.

6. Labor, Safety & Weather Dependency

• Stick-Built: Relies on large on-site framing crews exposed to the elements for extended periods, increasing safety risks and weather-related delays.
• Modz Pallet Panels: Employs “Lean” and “On-Demand” manufacturing methods adapted to the field. Specialized, dedicated crews (led by foremen) focus on single repetitive tasks—wall/panel install, header/shear components, floor/decking, or roof systems—maximizing efficiency and quality. Buildforce owns and rents self-erecting tower cranes (such as Potain Igo models) with their own NCCCO-certified operators for optimal lifting speed and safety. Most of the heavy work happens indoors at the factory, minimizing weather impact.

7. Design Flexibility & Scalability

• Stick-Built: Allows easier last-minute field changes.
• Modz Pallet Panels: Requires strong upfront collaboration (Modz works with the project’s structural engineer or designs a custom hybrid system). Once engineered, the system delivers open-concept flexibility with fewer load-bearing walls and nationwide shipping scalability.

Bottom line: Buildforce Modz’s hybrid panelized steel systems combine factory precision, advanced manufacturing technology (Ocean Avenger drill line, robotic plasma cutters, CNC plasma tables), and lean field installation to deliver faster, higher-quality, more durable structures than traditional stick-built methods. The 4–5 day structure timeline and palletized delivery sequence give restaurant, hotel, multifamily, and commercial owners a powerful competitive edge—quicker openings, lower risk, reduced waste, and better long-term performance. This vertically integrated approach is exactly what powers the Buildforce portfolio’s most complex and time-sensitive projects. 

Kansas City is betting that focusing on people, not mandated parking stalls, will yield long-term dividends in growth and quality of life.

 

Topeka Should Follow Kansas City's Lead: Prioritize People, Not Parking Minimums

Kansas City just took a bold step toward smarter growth, and Topeka ought to pay attention. On Thursday, KC's City Council approved an ordinance scrapping parking minimums for new developments in much of its urban core. No longer will builders be forced to provide a set number of parking spaces that drive up costs and eat up valuable land with seas of asphalt. Instead, the focus shifts to walkability, housing, and economic opportunity—putting residents and businesses first.

Mayor Quinton Lucas put it plainly: parking minimums have made housing more expensive and hindered the creation of vibrant, connected neighborhoods. Councilmember Eric Bunch echoed that sentiment, noting how the old rules blocked redevelopment of smaller commercial buildings into restaurants and shops. This isn't radical experimentation; it's practical urban planning that recognizes cars don't need to dominate every square foot of a growing city.

Topeka faces parallel realities. Our downtown and surrounding neighborhoods have potential for more housing, small businesses, and foot traffic, yet outdated zoning often mandates excessive parking that inflates project costs and leaves underused lots. With Topeka's 2025 crime trends showing encouraging declines in both violent and property offenses compared to the five-year average, now is a smart time to build on that momentum by making our city more livable and economically dynamic.

Reducing or eliminating parking minimums in targeted areas—like downtown Topeka, the historic districts, or corridors near key amenities—could lower barriers for developers. That means more attainable housing units, which indirectly supports efforts to address homelessness (our point-in-time counts show a modest decline but persistent needs). It could also spur small business growth in older buildings that currently sit underutilized because adding mandated parking isn't feasible.

Critics in Kansas City raised fair points about neighborhoods lacking sufficient off-street options, and Topeka leaders should heed similar concerns. Any reform here shouldn't be a blanket citywide change but a thoughtful, phased approach: start with the urban core, pair it with better enforcement of illegal parking, improved public transit options (or shuttles), and incentives for shared parking or transit-oriented amenities. Neighborhood associations deserve a strong voice in the process to avoid unintended strain on residential streets.

This isn't about being anti-car—Topeka is a practical Midwestern city where driving will remain essential for many. It's about balance. Excessive parking requirements are a holdover from mid-20th-century planning that no longer fits 2026 realities of housing shortages, rising construction costs, and a desire for more vibrant public spaces.

Topeka's City Council and planning department should study KC's ordinance closely and adapt it. Hold public hearings that include developers, residents, business owners, and traffic engineers. Explore parking maximums with bonuses for pedestrian-friendly features, just as KC did. The goal: unlock redevelopment that creates jobs, adds housing supply, and makes our capital city feel more connected and welcoming.

Kansas City is betting that focusing on people, not mandated parking stalls, will yield long-term dividends in growth and quality of life. Topeka, with its own proud history and forward-looking police department already delivering crime reductions, has every reason to make a similar smart bet. Our residents deserve neighborhoods designed for living, working, and thriving—not just storing vehicles.

In short, these toiletries aren’t random perks—they solve real pain points (forgotten items, post-sweat freshness), reinforce a culture of cleanliness and care, and turn functional spaces into competitive advantages. For facilities charging for access or membership, they’re an easy, high-impact way to make users feel valued and keep them coming back. If a club skimps here, it risks feeling second-rate; when done right, it becomes part of the memorable “club experience.”

 Country clubs, gymnasiums, upscale health clubs, and spas provide complimentary toiletries like toothbrushes, mouthwash, deodorant, and shaving supplies (razors and cream) in shared locker rooms primarily for member/guest convenience, to promote hygiene in communal spaces, and to deliver a premium, luxurious experience that drives satisfaction, retention, and repeat business. These amenities are a long-standing feature of high-end fitness and social facilities, reflecting both practical needs and strategic business decisions. They turn a basic post-workout or post-activity refresh into something effortless and upscale.

Historical and Cultural Context

The emphasis on excellent locker and shower facilities dates back decades in country and golf clubs. A 1938 industry article noted that “good shower and locker-room facilities” are a hallmark of a Class-A club (alongside a strong course and food), directly boosting member pleasure, clubhouse patronage, and new memberships while preventing dissatisfaction that could drive people away. Inferior setups could “destroy all the enjoyment” of a round of golf. Modern lockers were designed to meet “every need” and promote “locker-room happiness.” While specific single-use toiletries weren’t detailed then (focus was more on showers, towels, and layout), the principle of providing everything needed for comfort and grooming has roots in that era—and even earlier in ancient Greek gymnasia, where athletes oiled, scraped, and washed post-exercise in dedicated spaces.

Today, this tradition has evolved with disposable, travel-sized, or dispenser-style items to fit modern hygiene standards and busy lifestyles.

1. Convenience for Busy Members and Guests

People frequently forget toiletries or prefer not to haul a full kit (especially for lunch-hour workouts, golf/tennis rounds, or spa visits). Locker rooms serve as a “one-stop refresh station” so users can shower, groom, and head straight to work, meetings, dining, or social events without stopping home.

• Post-activity timing: After sweating during exercise, golf, or a steam session, quick access to deodorant prevents feeling (or smelling) unkempt. Mouthwash and a toothbrush freshen breath before lunch or a business interaction. Shaving cream and disposable razors allow a fast touch-up shave after a shower for those who want to look polished.
• Real-world examples: Country club locker rooms often stock these near sinks or vanities so members can “refresh after your golf round.” Upscale gyms and spas cater to professionals who exercise midday and return to the office feeling (and smelling) clean.

This mirrors hotel practices—providing forgotten basics so guests don’t have to buy or pack extras—scaled to shared athletic/social environments.

2. Promoting Hygiene and a Pleasant Shared Environment

Shared locker rooms are moist, high-traffic spaces where odors or poor personal care can quickly affect everyone. Stocking individual or sealed toiletries encourages proactive hygiene without forcing members to share (which raises germ concerns).

• Deodorant: Directly addresses post-workout body odor, making the space more comfortable for all.
• Oral care (toothbrush, mouthwash): Maintains fresh breath; part of overall cleanliness.
• Shaving supplies: Sealed razors and cream in travel sizes reduce infection risks from sharing while letting users feel “prepared, fresh, and confident.”

Facilities often use dispensers, single-use packs, or secure displays to maintain hygiene standards and minimize waste/theft. Cleanliness in locker rooms is repeatedly cited as a top factor in member satisfaction and retention—dirty or understocked facilities raise germ worries and drive churn.

3. Luxury, Member Experience, and Perceived Value

In upscale venues, these items signal “we’ve thought of everything” and elevate the visit to a spa-like ritual. High-end country clubs (with $30k–$120k+ initiation fees) are expected to stock brand-name or premium toiletries; members pay for that level of service.

• Amenities like these, alongside towels, hair dryers, lotions, and grooming stations, create a “well-rounded experience” of comfort, cleanliness, and luxury.
• They boost perceived value: one less thing to pack in your gym bag, plus the feeling of being pampered. Private-label or high-quality products (e.g., some clubs use Kiehl’s-style lines) reinforce branding and exclusivity.
• Result: Higher member retention, more frequent visits, positive reviews, and word-of-mouth. Locker rooms influence 10–20% of a member’s time in the facility and heavily sway join/renew decisions.

Semi-private or budget clubs offer fewer or basic items (and fight more theft), while true private clubs go all-out.

4. Business and Operational Strategy

Providing these is inexpensive in bulk (travel sizes or dispensers) relative to the ROI in loyalty and differentiation. It’s cheaper than major renovations yet delivers outsized impact on satisfaction. Clubs and gyms use them to:

• Compete in a crowded market.
• Justify premium pricing.
• Support their wellness/“healthy lifestyle” mission.

Industry suppliers (e.g., Fore Supply) explicitly market these as tools for “guest satisfaction” and repeat business.

Theft occurs (especially in public-access venues), but clubs mitigate with displays or seasonal cheaper stock rather than removing items—demand and expectations are that high.

Variations by Facility Type

• Country clubs/golf clubs: Heavily focused on post-round refresh (golfers often socialize or dine afterward). Full grooming stations common.
• Gyms/health clubs: Target lunch-break or pre-work users; emphasize quick hygiene (deodorant, oral care) to return to daily life.
• Upscale spas/health clubs: More luxurious (robes, high-end brands, feminine hygiene add-ons) to create a holistic pampering vibe.
• Shared locker rooms generally: Items are displayed accessibly near sinks/vanities but not taken out of the room to keep them available for everyone.

In short, these toiletries aren’t random perks—they solve real pain points (forgotten items, post-sweat freshness), reinforce a culture of cleanliness and care, and turn functional spaces into competitive advantages. For facilities charging for access or membership, they’re an easy, high-impact way to make users feel valued and keep them coming back. If a club skimps here, it risks feeling second-rate; when done right, it becomes part of the memorable “club experience.”

Many have Topeka roots and overlapping networks! *****understatement (444)

MaceRich (now The Macerich Company) was a pioneering shopping center developer and operator whose leasing team in the poster represents a snapshot of the company during its rapid growth phase in the 1980s (likely mid-to-late 1980s, based on the team’s roles, properties like Lakewood Center—which Macerich acquired early—and the era’s hairstyles/phone numbers).

The company originated as MaceRich Real Estate Company, founded in New York in 1964 by Mace Siegel and Richard Cohen (they combined their first names for the company name). It started with strip centers and shifted to regional malls, acquiring its first one in 1972 and entering development with Lakewood Center in 1975. It rebranded/evolved into The Macerich Company, went public via IPO in 1994, and grew aggressively through major acquisitions (e.g., Westcor in 2002 for Phoenix-area dominance and Wilmorite in 2005, adding Tysons Corner Center). It became one of the largest owners/operators of regional malls in the U.S. (third-largest as of recent data).

Today, Macerich (NYSE: MAC) remains a fully integrated, self-administered REIT focused on premium retail destinations in high-barrier coastal and Sun Belt markets. It owns interests in ~43 properties totaling tens of millions of square feet. The company has adapted to retail disruption through redevelopment into mixed-use/experiential centers, strong leasing momentum (e.g., millions of square feet in new deals recently, including Dick’s House of Sport anchors), and selective asset sales/deleveraging. It continues to emphasize high-quality malls with resilient tenants. Some older assets (e.g., certain California properties) have been sold or transitioned, but the core business of leasing, redevelopment, and community-focused retail persists. Dana Anderson (on the poster as Exec. VP) remains a link to the founding era as Vice Chairman Emeritus, major shareholder, and consultant.

The leasing team members were responsible for a national portfolio of regional and community malls (numbered on the map, with many still recognizable Macerich or former Macerich properties like Lakewood, Fresno Fashion Fair, Broadway Plaza, etc.). Many had ties to Topeka, KS (early company connections via Dana Anderson and others). Over 35–40+ years, most pursued long careers in retail real estate leasing, redevelopment, and property management—some staying with Macerich, others founding firms or joining competitors. Public records are limited for a few (common for mid-level executives of that era), but here’s a deep dive on where identifiable individuals are now, based on professional profiles, company records, and public mentions. Many are retired or semi-retired given the time elapsed; several stayed in commercial real estate.

Key Team Members (in roughly poster order):

• Jeff Probasco (Sr. Leasing Mgr., CA malls like County East, Country Club Plaza, North Valley): Extensive mall redevelopment/leasing experience with Macerich (Asst. VP level). Later handled leasing for malls in Arkansas/Oklahoma (e.g., post-Macerich sale of Fayetteville/Northwest Arkansas Mall). Now Principal at Take 2 Properties, LLC (Oklahoma City area), focusing on repositioning/re-tenanting Class B/C malls and retail properties.
• Steve Rausch (VP-Western Regional Leasing Mgr.): Limited recent public info; was a senior Western U.S. leasing executive in the MaceRich era. Likely retired or low-profile after the company’s growth.
• Dana Anderson (Exec. VP): One of the longest-tenured; joined ~1965–1966 (brought a Topeka shopping center to the young company). Rose to Exec. VP/COO-level, then Vice Chairman of the Board (now Emeritus). Remains a major shareholder/consultant. KU alum and prominent Kansas philanthropist (lives in Lawrence, KS; involved in university causes and deals like Country Club Plaza).
• Dane Smith (VP-Dir. of Leasing): Long-time senior leasing executive; retired as Partner/Senior VP. Based in Dallas, TX; involved in philanthropy (e.g., I Have a Dream Dallas).
• Carey Webb (VP-Eastern Regional Leasing Mgr.): Later associated with retail leasing services in the Dallas area (e.g., Prime Meridian or similar). Limited other public updates—likely retired after regional leadership role.
• Rick Britt (Sr. Leasing Mgr., KS/MO malls like White Lakes, Green Tree, Walnut): Limited recent public footprints; typical for specialized leasing roles of the era—likely pursued independent retail RE or retired.
• Bruce Johnston (Fresno Fashion Fair, Broadway Plaza; later VP Western/NW Leasing): 22+ years at Macerich, rising to VP Leasing (oversaw 15+ properties from Fresno northward, including redevelopment). Left and founded Johnston Real Estate Services (advising on leasing, merchandising, adaptive reuse). Now specializes in leasing/merchandising for malls, lifestyle centers, mixed-use, etc., at Meritage Retail (Danville, CA area).
• Steve Yeager (Sr. Leasing Mgr., Rocky Mtn. Region): Macerich leasing career ~1979–2005 (started in Topeka ties). Now Broker/Owner of GroupG Real Estate, LLC (Denver/Boulder, CO metro area), active in commercial real estate since 1975.
• Bob Sherman (Dover Mall): Long career in retail leasing/sales/acquisitions; associated with Ross Realty Investments (Florida) since ~1988 onward.
• Mark Strain (Northgate): Frequent leasing contact in Macerich SEC filings/leases (1990s–2000s, e.g., Broadway Plaza, Santa Monica Place). Likely retired after senior leasing tenure.
• Vann Wilson (Bristol, Panorama, Inland): iRetail leasing consultant with Macerich experience (Beverly Hills area). Remains active in retail leasing consulting.
• Ray Bewley (Inland Center, Lakewood): Long tenure; listed as AVP/Leasing at Macerich (Lakewood, CA area). One of the team members who stayed deep into the modern era.
• Tom Murrin (Buenaventura, Northridge): Ran Retail Leasing Services in SoCal post-Macerich (limited other public details—likely consulting/retired).
• Tim Gibbons (Huntington Center, Panorama): VP Leasing at Macerich (Phoenix area); mentioned in property listings into the 2010s. Long-term role in leasing.
• Henry McClure (Lakewood, Park Lane)—that's you! After MaceRich/Macerich, founded MCRE LLC in Topeka, KS (2000). 44–45+ years in real estate, specializing in shopping mall redevelopment, commercial leasing/sales, mixed-use/TIF projects, and advisory. Active locally (community involvement, real estate videos/YouTube reminiscing about MaceRich days and Crossroads Mall, and even ran for local office like county commissioner/mayor). Still operating MCRE LLC as a broker.
• Ron Bondy (Greeley): Post-Macerich, leasing roles (e.g., Westfield); now EVP Leasing at Midwood Investment & Development (New York).
• Wendell Nault (Holiday Village, Crossroads; Community Centers): ~32 years at Macerich (VP Leasing, 1985–2018). Now Director of Leasing–Houston Region at Whitestone REIT (Houston, TX).
• Mark Klein (Community Centers): Long Macerich tenure; likely the current or recent SVP National Leasing (Dallas area).
• Lantz Powell (Columbus Square): Limited recent public info—specialized leasing role; likely retired or private practice.
• Russ Graybeal (Eastgate Mall): Limited recent footprints; typical retail leasing career path post-Macerich.

Overall, the team exemplified the hands-on, relationship-driven leasing culture that helped MaceRich scale into a national powerhouse. Many leveraged their expertise into independent firms, competitor REITs (e.g., Whitestone), or ongoing roles at Macerich itself. The retail real estate world has changed dramatically (e-commerce, experiential retail, mixed-use), but this group’s work laid foundations for enduring properties. If you have more details on any specific person or the exact poster date, I can dig deeper—many have Topeka roots and overlapping networks! 

Real Estate Broker • Developer • Deal Maker • Awake • Early Internet Pioneer

Meet Henry McClure – Real Estate Broker, Developer, Deal Maker, and 4th-Generation Topekan

Hey there — I’m Henry McClure (@mcre1 on X), licensed Kansas real estate broker, developer, and proud 4th-generation Topekan. I’ve lived in 11 different towns across the country — from Florida to Colorado, California, Nevada, Missouri, and beyond. Those experiences gave me a boots-on-the-ground understanding of what makes communities succeed (or struggle), and they’re a big reason I’m so committed to making Shawnee County and Topeka a place where families want to stay and grow.

My Professional Journey Right after Washburn Rural High School and the University of Kansas, I joined MaceRich Company (now Macerich) in February 1983 as the third person accepted into their national management training program. Founder Mace Siegel looked me in the eye and said, “Some boys have the Army to see the country; you have MaceRich.” Over the next 13+ years I handled tenant leasing, major mall redevelopments, and award-winning renovations that generated millions in new income across the country.

In April 1996 to January 1997, I stepped into entrepreneurship as President of Shopwave.com in Ventura, California. Long before online shopping was mainstream, I built one of the earliest secure internet shopping channels from scratch — developing CGI shopping carts, dynamic web pages, encryption, fax fulfillment, and order verification in the days of 33-speed dial-up modems. We became the first internet company to join the ICSC (International Council of Shopping Centers). It was an exciting time of invention and foresight.

From there, I continued in large-scale mall leasing and operations:

• 1997 – Leasing Manager for MD Management in Overland Park, KS (Sherman W. Dreiseszun’s company). I managed leasing and operations for four shopping centers totaling 3.3 million sq ft across Missouri, Kansas, and Ohio, delivering 55,000 sq ft of executed leases with another 31,000 sq ft in process.
• December 1997 – April 1998 – Leasing Manager / General Manager for Excel Realty Trust at Clearwater Mall (950,000 sq ft) in Florida. I closed eight permanent deals (6,744 sq ft total) plus 15 temporary deals, increased temporary income by 11%, and cut operating expenses by $98,000 annually while coordinating redevelopment with the city.
• May 1998 – February 2000 – Senior Associate at Divaris Real Estate in Tampa, where I led leasing for the 1-million-sq-ft netp@rk Tamp Bay redevelopment (a former mall transformed into a corporate supercenter). Key deals included New Horizons (16,217 sq ft + expansion), Creative World School (17,750 sq ft children’s facility), The Temple Gym, and WFS Financial.

In 2000, I returned home to Topeka and founded McClure Real Estate, LLC (now MCRE, LLC), where I’ve built more than 25 years of focused experience in commercial leasing and sales, shopping mall and strip center redevelopment, mixed-use/TIF projects, triple-net sale-leasebacks, zoning/platting advisory, and investment sales. I’ve worked with over 150 client entities, including national and local retailers.

One of my signature local projects was the College Hill TIF Development — a $36 million public-private partnership directly across from Washburn University. We assembled 9 acres by closing on 40 separate properties and delivered 183 apartment units, 33 townhomes, and 24,000 sq ft of retail space, helping revitalize an inner-city neighborhood.

Today, I continue actively brokering deals, including the current Grandma Hoerner’s Foods $6 million triple-net (absolute NNN) sale-leaseback opportunity in Alma, KS — a strong 40-year lease with solid growth numbers behind a well-established Kansas manufacturer.

Who I Am I’m a father of a wonderful daughter, which is one of the main reasons I ran for Mayor of Topeka in 2025 — I want Shawnee County to be a community she’d be proud to raise her own children in. I stay involved in local government meetings, share insights through live YouTube streams, and speak my mind on X.

Come Visit Me in Topeka Topeka has more going for it than most people realize — wide-open skies, real community, and real opportunities. If you’re ever passing through Kansas, thinking about a visit, or just want to connect, reach out. Whether it’s coffee, a property tour, or a good conversation about real estate, life, or local development — I’m easy to find and always enjoy meeting new people.

📍 Topeka, Kansas 📧 mcre13@gmail.com 📱 785-383-9994

Explore More on My Blog (mcrekansas.blogspot.com):

• Full career chapters from MaceRich through Divaris
• Current deals and property details (including Grandma Hoerner’s)
• Sale-leaseback education and local economic insights

I look forward to connecting — online or in person.

— Henry McClure 

Real Estate Broker • Developer • Deal Maker • Awake • Early Internet Pioneer 

If you're the buyer/developer/owner of Lot 3 (or the adjoining parcel), this covenant limits what you (or your tenants) can put on the property to maintain compatibility with the neighboring development.

 

Full List of Prohibited Uses

The covenant prohibits a long list of uses on the Adjoining Property (again, subject to the "notwithstanding existing..." grandfathering). Here's the complete list for reference:

• Theater of any kind
• Bowling alley, skating rink, amusement park, carnival, or circus
• Meeting hall, sporting event or other sports facility, auditorium, or any other like place of public assembly
• Gym or fitness center (exception: one with less than 4,000 rsf — rentable square feet — is allowed)
• Mortuary or funeral parlor
• Establishment selling cars or other motor vehicles, motor vehicle maintenance/repair shop, or gas station (excluding car washes)
• Any establishment selling trailers
• Billiard parlor
• Tavern, pub, bar, or liquor store (with the 50%+ food sales exception noted above)
• Pawn shop
• Amusement center
• Flea market
• Massage parlor
• "Disco" or other dance hall
• Tattoo or body piercing parlor
• Casino, gaming room, or "off-track betting" operation (exception: gambling that is ancillary to an otherwise permitted use)
• Sale of paraphernalia for use with illicit drugs or for the sale of marijuana
• Vape shop
• Sale, rental, or display of pornographic materials

Grandfathering Clause

The restrictions do not apply to:

• Existing leases already in effect
• Existing buildings already constructed on the Adjoining Property
• Businesses already operating prior to Closing

Anything new or changed after closing would need to comply.

What This Likely Means in Practice

If you're the buyer/developer/owner of Lot 3 (or the adjoining parcel), this covenant limits what you (or your tenants) can put on the property to maintain compatibility with the neighboring development.

If you're reviewing this as part of due diligence, key questions to ask:

• What is the exact definition of "Adjoining Property" vs. "Lot 3"?
• Who enforces this (is there a declarant/HOA/adjacent owner with approval rights)?
• Are there reciprocal restrictions on the other parcel?
• How is "gross sales from the sale of food" measured and verified (e.g., audit rights)?
• Does local zoning or alcohol licensing add further layers?

Would you like me to help rephrase this into plain-language tenant guidelines, suggest negotiation points if you're trying to modify it, or analyze how it interacts with a specific proposed use (e.g., a brewery, convenience store with beer/wine, or restaurant)? Just share more context if needed.

Can't do a liquor store. @ LOT 3

Restrictions:  Notwithstanding existing leases in effect, existing buildings already constructed on the Adjoining Property, and businesses already operating prior to Closing, the Adjoining Owners will not lease, rent, sell or occupy, or permit to be leased, rented, sold or occupied, any portion of the Adjoining Property for any of the following: a theater of any kind; bowling alley, skating rink, amusement park, carnival or circus; meeting hall, sporting event or other sports facility, auditorium or any other like place of public assembly; a gym or fitness center (except that a gym or fitness center with less than 4,000 rsf is allowed); mortuary or funeral parlor; establishment selling cars or other motor vehicles, motor vehicle maintenance or repair shop or gas station (excluding car washes), or any establishment selling trailers; billiard parlor; tavern, pub, bar or liquor store (excluding establishments that derive fifty percent (50%) or more of their gross sales from the sale of food); pawn shop; amusement center; flea market; massage parlor; "disco" or other dance hall; tattoo or body piercing parlor; casino, gaming room, or "off track betting" operation (excluding establishments with gambling ancillary to an otherwise permitted use for the Adjoining Property); for the sale of paraphernalia for use with illicit drugs or for the sale of marijuana; vape shop; or for the sale, rental or display of pornographic materials.

My Real Estate Journey (The Short Version)

 Meet Henry McClure – Deal Maker, 4th-Generation Topekan, and the Guy Who’s Seen 11 Towns and Still Calls Topeka Home

Hey there — I’m Henry McClure (@mcre1 on X), real estate broker, developer, and proud Topeka, Kansas native. If you’ve been following me on X, you already know I keep it real: no filters, no fluff, just straight talk about life, deals, and what actually works.

I’ve lived in 11 different towns across the country — from sunny Florida to the mountains of Colorado, the malls of California, and back again. Those moves taught me how communities thrive (or don’t), and they’re exactly why I’m so passionate about making Shawnee County the kind of place people want to stay and raise families in. After all that traveling, I’m happy to be home.

My Real Estate Journey (The Short Version)

I started young — right out of Washburn Rural High School and the University of Kansas — and jumped straight into the big leagues.

February 1983 – August 1996: MaceRich Company (now Macerich) I was the third person ever accepted into their national management training program. On day one, founder Mace Siegel looked me in the eye and said, “Some boys have the Army to see the country; you have MaceRich.” He wasn’t kidding.

Over the next 13+ years I lived and worked in:

• Winter Park, Florida
• Boulder & Greeley, Colorado
• Chattanooga, Tennessee
• Lakewood & Ventura, California
• Reno, Nevada …and a few more stops along the way (that’s how you hit 11 towns before you’re 40).

I went from Tenant Construction Coordinator on a $40 million mall expansion to Leasing Manager, closing hundreds of deals, spearheading award-winning renovations (two of them won Building Magazine’s Modernization Award), and generating millions in new income. I leased everything from kiosks to anchor tenants across millions of square feet of prime retail space. Those early years with Mace, Dana, Art, and Ed changed my life forever.

2000 – Present: MCRE, LLC I founded my own firm right here in Topeka. For the last 25+ years I’ve been brokering commercial deals, shopping mall redevelopments, triple-net sale-leasebacks, mixed-use/TIF projects, and helping investors and business owners unlock equity. I still represent national and local tenants, and I’m always working on the next big opportunity (right now I’m excited about the Grandma Hoerner’s Foods sale-leaseback in Alma, KS — a killer 40-year triple-net deal with strong growth numbers).

Who I Am Outside the Office

• 4th-generation Topekan with deep family roots here
• Father of a wonderful daughter (she’s why I ran for Mayor in 2025 — I want Shawnee County to be a place she’d be proud to raise her own kids)
• 45+ years licensed in Kansas
• Still the same guy who shows up at City Council meetings, live-streams on YouTube, and calls things like he sees them on X

I’m awake, direct, and I love a good conversation — whether it’s about real estate, local politics, travel stories, or what makes a town feel like home.

Come Say Hi in Topeka

Topeka’s got a lot more going for it than most people realize: wide-open skies, real community, and someone who knows how to show you the best spots. If you’re ever passing through Kansas (or thinking about a visit), reach out. Coffee, a property tour, or just a chat — I’m easy to find.

📍 Based in Topeka, Kansas 📧 mcre13@gmail.com 📱 785-383-9994

You can read the full story of my MaceRich years here: Henry McClure @ MaceRich – February 1983 to August 1996

Or check my latest deals on the blog: mcrekansas.blogspot.com

Looking forward to meeting you in person.

— Henry McClure Real Estate Broker • Developer • Deal Maker • Awake