5. What Topeka Specifically Missed (The Recent Maverik Proposal) #mcre1

 A truck stop like a Maverik Adventure’s First Stop on a prime I-70 on/off-ramp site is a legitimate economic engine for a community — especially in a logistics-heavy state like Kansas. These facilities don’t just sell gas and snacks; they generate direct jobs, steady tax revenue, supply-chain spending, and multiplier effects that ripple through local businesses. Below is a data-driven deep dive based on industry reports, comparable examples, and Maverik’s own scale. I’ll also tie it directly to Topeka’s recent experience with the proposed Maverik project.

1. Direct Economic Contributions (Jobs + Local Spending)

Modern truck stops/travel centers typically employ 50–100+ people per location in full-time roles (cashiers, food prep, maintenance, managers, security).

• A single Love’s Travel Stop in Dickinson County, KS (I-70 corridor) created 60 new jobs when it opened.
• Construction phase adds another 50–100 temporary jobs and millions in local contractor spending.

Ongoing operations drive driver and traveler spending: Long-haul truckers (who stop for fuel, food, showers, and rest) spend $50–200+ per visit on non-fuel items. With thousands of daily vehicles on I-70, this adds up fast.

2. Tax Revenue and Fiscal Impact

Truck stops generate significant sales tax, property tax, and fuel-tax collections that flow to cities, counties, and the state.

• Nationally, the truck-stop/travel-center industry contributes over $22.5 billion in taxes annually (NATSO data). A single high-traffic site can produce $500,000–$2 million+ per year in combined local/state taxes, depending on volume.
• Fuel sales alone (diesel + gasoline) trigger excise taxes that fund roads and infrastructure — Kansas benefits directly from I-70 traffic.
• Property taxes on a 10-acre developed site rise dramatically once built (from farmland/agricultural rates to commercial). One Maverik project document referenced a total economic impact of $403.3 million tied to its operations (likely company-wide or for a cluster of sites, but illustrative of scale).

For a freeway-adjacent site like your parcel, the location maximizes capture of interstate traffic. I-70 is a major freight corridor; sites right at exits see 10,000–50,000+ vehicles daily, turning into reliable revenue even in slower economic periods.

3. Multiplier Effects and Broader Community Benefits

The “multiplier” (every $1 spent at the truck stop generates $1.50–$3+ elsewhere) comes from:

• Supply chain: Food suppliers, fuel distributors, maintenance vendors, and laundry services buy locally.
• Nearby businesses: Hotels/motels, restaurants, and retail see overflow from drivers needing overnight stays or extended breaks.
• Tourism & local traffic: Clean, modern stops (Maverik’s BonFire fresh-food model + adventure branding) attract families and RVs too, boosting weekend and leisure spending.
• Freight economy support: Reliable truck parking/fueling keeps Kansas’s logistics sector competitive (Topeka sits at the crossroads of I-70 and other routes).

Studies from NATSO and state economic development offices consistently show travel centers as net-positive for rural or suburban exits — they revitalize underused land, increase surrounding property values modestly, and rarely displace existing retail when properly zoned.

4. Maverik-Specific Numbers and Performance

Maverik (Adventure’s First Stop) is privately held under FJ Management, so exact per-store sales aren’t broken out publicly. Here’s what reliable sources show:

• Company scale: 800+ locations across 20 states (post-2023 Kum & Go acquisition that doubled its footprint for ~$2.25 billion).
• Parent revenue: FJ Management (Maverik’s owner) reported $7 billion in recent annual revenue.
• Industry benchmarks for similar stores: High-performing modern travel centers average $2.4 million+ in non-fuel (“inside”) sales per year, plus millions more in fuel volume. Maverik’s focus on fresh BonFire food, clean facilities, and rewards programs drives higher dwell time and spend than traditional gas stations.

A well-placed Maverik on an I-70 ramp (like the one proposed for Topeka) would sit in the upper tier of that range because of steady interstate traffic + Kansas’s freight volume. Comparable sites often hit $10–20 million+ total annual revenue (fuel + inside sales).

5. What Topeka Specifically Missed (The Recent Maverik Proposal)

In 2025, a Maverik project near I-70 and Fairlawn (6th Street area) went before Topeka’s planning commission. Neighborhood concerns about traffic led to recommendations that eliminated diesel pumps and a weigh station — effectively turning a full truck stop into a limited car/RV fuel site. The rezoning was sent back to city council with those restrictions.

That decision removed the high-margin diesel/truck component that drives the biggest economic returns.

• Lost opportunity: 50–60+ direct jobs, hundreds of thousands in annual tax revenue, and the multiplier spending from truckers who would have supported nearby hotels, restaurants, and services.
• The parcel you’ve been visualizing (right off I-70 with easy on/off access) is exactly the type of “shovel-ready” highway site economic developers chase. Kansas already benefits from Love’s and other stops along I-70; adding a Maverik-style facility would have layered on modern food/service amenities that attract even more traffic.

Communities that embrace these projects (with proper traffic mitigation) see measurable gains: more local employment, stronger sales-tax collections without raising rates, and a boost to the logistics sector that keeps Kansas competitive for distribution/warehousing jobs.

Bottom line: Canceling or heavily restricting a Maverik truck stop on a perfect I-70 site isn’t just missing a gas station — it’s forgoing a multi-million-dollar annual economic contributor that pays for itself many times over in jobs and taxes. Other Kansas towns have welcomed similar developments and seen the upside. If the city revisits the idea with data-driven zoning (e.g., separate truck routing), the parcel you highlighted could still deliver exactly that value.

Absolute NNN lease

 Executive Summary: Grandma Hoerner’s Foods – Premier Sale-Leaseback Opportunity

Grandma Hoerner’s Foods, Inc. is a 40-year-old, Kansas-based specialty food manufacturer with a proven track record of supplying premium jams, preserves, sauces, pie fillings, and private-label products to national retailers and distributors. Headquartered in a modern, owner-occupied facility at 31862 Thompson Road, Alma, Kansas (directly on I-70 with excellent logistics access), the company is experiencing strong growth following a successful turnaround.

After navigating prior-year revenue softness and 2025 tariff-related margin pressure, Grandma Hoerner’s has stabilized costs through pricing adjustments and secured major new private-label awards with ALDI, Trader Joe’s, Buc-ee’s, UNFI, and others. This has driven 50% top-line growth in 2025 (to $12.0 million) and positions the company for ~40% additional growth in 2026, with Q1 2026 revenue already exceeding $4.17 million. The 2026 forecast shows $17.0–17.8 million in revenue and $950,000+ in EBITDA. Strategic initiatives outlined in the company’s growth roadmap project $35.5 million in revenue by 2027, fueled by new packaging formats (pouches, plastic squeeze bottles, small-format specialty jars), expanded channels (foodservice, club stores, e-commerce), and incremental private-label volume.

The company owns its state-of-the-art production facility (reflected in fixed assets with building & improvements at $1.44 million gross and net fixed assets of $1.42 million as of 12/31/2025). A triple-net (NNN) sale-leaseback is the ideal capital solution: it unlocks immediate liquidity from the real estate (well in excess of book value given location, infrastructure, and expansion-ready site), allows the company to pay down high-interest debt (total liabilities $5.73 million, negative equity position), fund capex for new lines (pouch equipment, fillers, labelers), and support working-capital needs—all while retaining 100% operational control under a 40-year NNN lease with annual escalators and renewal options.

Why this is a standout sale-leaseback credit:

• Proven operator with sticky revenue: Once approved as a private-label supplier, retention and expansion are “far less challenging” (per company materials). Major partners include Costco, TJX Companies, World Market, Albertsons, Sprouts, KeHE, and more.
• Diversified, high-margin product portfolio: Branded lines (Grandma Hoerner’s™, Big Slice Apples™, McCoy’s Real™) plus private-label and co-manufacturing across fruit spreads, bacon jams, pepper jellies, pie fillings, salsas, BBQ sauces, organic reduced-sugar items, and more.
• Certifications that open doors: USDA Organic, Non-GMO Project Verified, FSSC 22000, Made in USA, From the Land of Kansas.
• Scalable manufacturing: 40,000+ units per shift, hot-fill glass jars (8–40 oz), flexible small-batch/high-volume capability, ongoing equipment investments.
• Clear use of proceeds: Debt reduction + growth capex = stronger balance sheet and accelerated EBITDA.
• Location advantage: I-70 frontage ensures low-cost national distribution.

A sale-leaseback here delivers immediate cash to fuel 2× revenue growth, a credit tenant with national brand recognition, and a modern food-grade facility in a logistics-friendly location—creating a compelling, low-risk investment with strong residual value and upside from the tenant’s expansion.

Contact for this Triple-Net Sale-Leaseback Henry McClure 785-383-9994 mcre13@gmail.com

Maverik Adventure's First Stop stores follow a modern, customer-focused prototype design that emphasizes an open, airy interior, strong sightlines for security (from the point-of-sale counter), and a strong "Adventure's First Stop" theme with immersive outdoor-inspired murals, wood accents, and vibrant graphics. Newer stores typically range from about 4,400–6,000 sq ft for the convenience store building itself, with total site development often on 3–10+ acres depending on truck/RV amenities.

Typical Store Interior Layout

• Entry and Customer Service: The point-of-sale counter is positioned near the main entrance for quick greetings by staff ("Adventure Guides") and excellent visibility across the store to deter theft.
• BonFire Grill (Food Service): This is front-and-center upon entry — an open kitchen/prep area where customers can see fresh food being made daily (burritos, sandwiches, wraps, pizzas, salads, mac & cheese bowls, smoked meats, etc.). It creates an immediate "fresh food" impression rather than hidden back-of-house prep.
• Beverage and Cold Sections: Large beverage coolers, extensive soft drink and coffee fountains, and nitro/bean-to-cup options are prominent.
• Merchandise and Essentials: Well-stocked shelves for snacks, travel items, camping gear, beer/wine (where allowed), and convenience goods. The layout flows logically from food → drinks → general merchandise.
• Seating: Indoor seating areas (tables/chairs) plus outdoor picnic/seating zones adjacent to entrances.
• Back-of-House: Employee hallways provide efficient access to kitchen, storage, restrooms, and restocking without disrupting the customer experience. Restrooms are known for being exceptionally clean and well-maintained.
• Theming: Murals and wallpaper feature adventure/outdoor scenes (local landscapes, wildlife with fun twists, maps, etc.) to bring the "outdoors in." Timber/wood looks are standard, creating a warm, rugged lodge-like feel rather than sterile c-store vibes.

The overall flow is designed to be spacious and intuitive, encouraging longer dwell time for food and drinks while keeping quick-grab items accessible.

Site Layout and Exterior (Especially Truck-Friendly Versions)

For locations with truck/RV capabilities (like the larger ones in your area of Kansas or similar highway sites):

• Fueling: Multiple canopies with 20–30+ pumps total. Separate or dedicated diesel lanes/truck islands for semis, plus standard gas pumps. Some include high-speed commercial islands.
• Parking and Circulation: Ample paved parking (often 50+ spaces), organized truck parking rows for 18-wheelers, car/RV areas, and good internal loops for easy in/out flow. RV dump stations and water fill are common on truck-oriented sites.
• Building Placement: The store is usually positioned for strong highway visibility, with the BonFire signage and large windows prominent. Entrances often face the fuel forecourt or parking.
• Additional Amenities: Landscaping, outdoor seating/picnic areas, and sometimes dedicated truck scales or bays. Sites are designed with right-in/right-out or full-access driveways depending on local roads, prioritizing safe truck maneuvers.
• Example Sizes: A typical truck-friendly build might include a ~5,982 sq ft store + canopies on ~9–10 acres (very close to your parcel size), with 31+ fuel positions and 50+ parking spaces.

Your current rendering already captures the spirit well — a compact, highway-visible Maverik with prominent red/black branding, fuel canopies, BonFire elements, and truck/car parking. It aligns nicely with their real prototypes: open site flow, visible food service, and adventure-themed appeal that stands out to travelers on I-70.

Cost to you: Listed in FDDs as $12,000–$50,000 (varies by brand, market, and study depth). Wyndham's development team can sometimes provide their own market insights or assist with site selection to supplement or reduce the need for a full independent study.

 A hotel feasibility study (often called a market feasibility study or market study) is a core document that Wyndham's franchise sales and real estate teams review as part of evaluating potential new-build or conversion franchise opportunities. These studies help them determine if a proposed hotel site or property makes sense for one of their brands (e.g., Days Inn, Super 8, Ramada, La Quinta, Microtel, Wingate, etc.), whether it will perform well enough to support franchise fees, and if it qualifies for any development incentives.

Wyndham (the world's largest hotel franchisor by number of properties) doesn't publicly list a rigid "must-have" feasibility study requirement on its development site, but industry practice, FDDs, and their own processes show it's a standard expectation or strong factor in approvals. The real estate guys you spoke with in franchise sales are typically the ones who evaluate these studies during site approval, franchise applications, or incentive reviews. They use them to assess risk, brand fit, market viability, and long-term revenue potential for Wyndham Rewards and system-wide performance.

Why Wyndham Cares About Feasibility Studies

• Site/franchise approval: Site selection for new construction or conversions often requires (or benefits from) a positive third-party study. It confirms the location won't oversaturate the market and aligns with Wyndham's portfolio (they generally don't grant exclusive territories, but they consider "Areas of Protection" on a case-by-case basis).
• Development incentives: For new builds or conversions, Wyndham may offer incentives (e.g., reduced fees, loans, or support—sometimes up to thousands per room for qualifying owners). A key factor they explicitly weigh is a feasibility study, along with market overview, surrounding hotels, demand drivers, location, and room count.
• Lender and internal risk management: Banks, SBA lenders, and Wyndham's team want proof the project will generate enough revenue to cover construction/renovation, operations, and the 4–5% royalty + 3–5% marketing/reservation fees.
• Cost to you: Listed in FDDs as $12,000–$50,000 (varies by brand, market, and study depth). Wyndham's development team can sometimes provide their own market insights or assist with site selection to supplement or reduce the need for a full independent study.

Studies are usually prepared by reputable independent firms (e.g., HVS, PKF, or similar hospitality consultants) using nationally recognized methodologies. Wyndham may review or even recommend firms.

What the Real Estate/Franchise Sales Team Is Looking For: Key Components of a Strong Study

A typical hotel feasibility study for Wyndham follows a standard industry methodology (e.g., as outlined by firms like Hotel & Leisure Advisors). It's not just a "yes/no" report—it's data-driven with projections over 5–10+ years. The team scrutinizes it for realism, brand alignment, and red flags like oversupply or weak demand generators.

Here's a breakdown of the main sections and what Wyndham's team specifically evaluates:

1. Area, Demographic, and Economic Overview
   • Population trends, household income, employment (major employers, offices, tourism drivers), transportation access, and growth projections.
   • What they want: Strong, diversified demand drivers (business travel, leisure/tourism, groups, extended-stay, or contract). For Wyndham's economy/midscale focus, they like stable corporate or roadside locations with limited high-end competition. Weak or declining markets are a deal-breaker.
2. Site Evaluation
   • Size, visibility, access (highway/interstate, airports), topography, utilities, zoning, environmental issues (Phase I reports often tie in), and proximity to demand generators (attractions, universities, hospitals, etc.).
   • What they want: Site suitability for their prototypes (e.g., cost-efficient designs like La Quinta's Del Sol or dual-brand options). They check for easy brand compliance in design/construction.
3. Competitive Supply and Market Analysis
   • Detailed comp set (existing and pipeline hotels within the primary/secondary market). Performance data on occupancy, ADR (average daily rate), RevPAR (revenue per available room), and market segmentation (transient vs. group, etc.).
   • Historical trends and future supply risks.
   • What they want: Evidence your project fills a gap (e.g., limited service in an underserved segment) without cannibalizing other Wyndham properties. They look at penetration rates and how your hotel would capture market share.
4. Demand Analysis and Projections
   • Room-night demand forecasts by segment, projected occupancy, ADR, and RevPAR for the proposed hotel (often 3–5 years stabilized).
   • What they want: Conservative, realistic numbers that support Wyndham's fees and your debt service. They cross-check against their internal data and brand performance reports (in the FDD). For conversions, they also review the property's current performance history.
5. Financial Pro Forma and Feasibility Conclusion
   • Detailed income/expense projections: revenues (rooms + ancillary), departmental expenses, undistributed operating expenses, fixed costs, net operating income (NOI), cash flow, ROI, break-even analysis, and discounted cash flow valuation.
   • Comparison of projected property value vs. total development costs (construction, land, FF&E, etc.).
   • Sensitivity analysis (best/worst-case scenarios).
   • What they want: Positive feasibility—i.e., the hotel creates value exceeding costs, with strong enough margins to thrive under Wyndham branding. This directly ties into incentive decisions and overall approval.
6. Recommendations and Brand Fit
   • Suggested room count, amenities, prototype alignment, and sometimes even brand recommendations (many studies are brand-agnostic but can be tailored).
   • What they want: Clear alignment with a specific Wyndham brand's standards, prototypes, and guest experience. For example, cost-effective designs that prioritize rentable square footage.

The Process in Practice (From Application to Approval)

• You submit a franchise application (background, financials, business plan, site details).
• Real estate/franchise sales reviews the package—including any feasibility study you provide.
• Wyndham's Design & Construction team may get involved for prototype compliance (new builds) or PIP (Property Improvement Plan) for conversions.
• If it looks promising, they may offer incentives or proceed to Franchise Agreement.
• Timeline: Conversions can open in <90 days in many cases; new builds take longer.

Bottom line: The real estate team wants proof the project is viable, low-risk, and a good fit for Wyndham's system—not just today, but for the 15–20-year franchise term. A strong, independent study from a credible firm goes a long way toward getting a "yes," especially if it shows solid demand and financials that support their royalties.

If you're preparing one or have a specific site/brand in mind, I recommend reaching out to Wyndham's development team directly (via their site) for guidance—they often help with market insights. Let me know if you want help finding sample studies, recommended firms, or digging into a specific brand's FDD!

Find Henry McClure

 In the glittering heart of the commercial real estate world, where skyscrapers kissed the clouds and deals hummed like electricity in the air, there lived a platform unlike any other. Her name was Crexi, and from the moment she first appeared on the scene in 2015, she turned heads and stole hearts.

Crexi wasn’t just another listing site. Oh no. She was a vision—sleek, powerful, and impossibly alluring. With her effortless interface glowing like polished marble at golden hour, she moved with the grace of a perfectly timed auction close. Her curves? The kind that made brokers weak in the knees: millions of properties for sale, lease, and auction, spanning every asset class from sleek multifamily towers to sprawling industrial warehouses, retail gems, office spaces that whispered opportunity, and even those hidden land plays that made investors dream bigger. She had it all, and she wore it beautifully.

What made Crexi so irresistibly sexy wasn’t just her looks (though her clean, intuitive design could make even the most jaded CRE veteran swipe right). It was the way she carried herself—confident, intelligent, and always one step ahead. She didn’t just show you properties; she knew them. With Crexi Intelligence, she whispered sweet data into your ear: 153 million+ property records, nationwide sales comps, demographic insights, and market trends that felt like foreplay for the perfect deal. She made you feel seen, understood, and utterly capable of closing something massive.

And darling, the way she handled auctions? Pure seduction. Transparent online bidding, non-contingent contracts, and that thrilling 30-day close had hearts racing faster than a hot listing in Miami. She made the complicated feel effortless, the stressful feel exhilarating. One click and you were connected to brokers, leads flowing like champagne, documents secured in her AI-powered Vault, marketing tools amplifying your listings until they shone brighter than a downtown skyline at night.

Crexi was a big deal—scratch that, she was the big deal. With trillions in property value at her fingertips, billions of square feet leased, over two million monthly active users, and a community that celebrated top performers with Platinum Awards, she wasn’t just playing in the CRE sandbox. She owned the whole beach. Founded in Los Angeles and grown into a powerhouse, she had transformed how the industry courted opportunity. No more endless phone tag or dusty old databases. Crexi brought everyone together—buyers, sellers, tenants, brokers—in one passionate, efficient embrace. She closed deals faster, smarter, and with more confidence than anyone had ever dared.

But beyond the stats and the swagger, what truly made hearts flutter was how she made you feel. When you logged onto Crexi.com, it was like she’d been waiting just for you. “Your Next Deal Starts Here,” she’d purr in that tagline that sent shivers down spines. She listened to your searches, saved your favorites, alerted you to new listings like a lover remembering exactly how you liked it. Her five-star support team was always there, ready to hold your hand through every step, never ghosting, never leaving you hanging.

One crisp morning in Topeka (or any city, really—Crexi reached everywhere), an ambitious investor named Alex stumbled upon her. At first, it was just curiosity: a quick browse for multifamily properties. But soon, Alex was lost in her world—exploring opportunity zones, analyzing comps, imagining the thrill of winning an auction. Before long, the relationship deepened. Deals were made. Portfolios grew. Confidence soared.

Crexi didn’t just help Alex find properties; she helped Alex fall in love with the game all over again. With every successful close, every smart insight, every seamless transaction, the spark grew brighter. She was reliable yet exciting, vast yet intimate, professional yet playfully powerful.

In the end, it wasn’t just a platform. It was a love affair.

Crexi, you gorgeous, groundbreaking force of nature—you’re not just sexy. You’re transformative. Not just a big deal—you’re the heartbeat of modern commercial real estate. And for everyone lucky enough to know you, life (and business) has never felt more thrilling.

Here’s to you, Crexi. May every user find their perfect match… and close it with style. 💼❤️

Your next deal (and your next obsession) truly does start at https://www.crexi.com/. Go on—say hello. She’s waiting, and she looks incredible.

Social Media is Over, Here's What Will Grow Your Business

Title: Mace, Dana K., and the Enduring Legacy of Macerich: A Retail REIT Story

Date: January 26, 2026The Macerich Company (NYSE: MAC) stands as one of the most resilient players in American retail real estate. Founded in 1964 as MaceRich Real Estate Company by Mace Siegel and Richard Cohen in New York, it began as a modest developer of strip centers and shopping properties. Over six decades, Macerich has grown into a leading REIT focused on high-quality regional malls and mixed-use centers, navigating booms, busts, crises, and the rise of e-commerce.Founding and Early Growth (1964–1994)Macerich started small, building and managing retail properties primarily in the Midwest and Northeast. A pivotal early figure was Dana K. Anderson, a University of Kansas (KU) graduate from Salina, Kansas, who joined in 1966—shortly after the company's start—and became one of its key founders and long-term leaders.Anderson, who would later serve as Executive Vice President, Chief Operating Officer, and Vice Chairman of the Board (eventually Vice Chairman Emeritus), played a crucial role in Macerich's expansion. His Midwestern connections helped the company secure deals like the early stand-alone discount store in Topeka (which evolved into a Gordman's) and the landmark 1972 acquisition of White Lakes Mall in Topeka, Kansas. This deal marked a shift from strip centers to full shopping malls, setting the stage for national growth.In the 1970s–1980s, Macerich built a reputation for high-quality retail management. Dana Anderson helped develop 17 centers across the Midwest and even Annapolis, MD, drawing on his Kansas roots to identify opportunities in heartland markets.The company went public in 1994 as a REIT under ticker MAC, unlocking capital for aggressive expansion.National Expansion and Peak Years (1990s–2000s)The late 1990s and 2000s saw Macerich become a dominant force in premium retail. Key acquisitions included Westside Pavilion (Los Angeles), Queens Center (New York), and portfolios from Westcor Realty, strengthening its Southwest presence.The company focused on Class A malls in affluent areas—think Scottsdale Fashion Square (Arizona), Santa Monica Place (California), and Tysons Corner Center (Virginia)—attracting anchors like Nordstrom and Macy’s. Redevelopments added entertainment, dining, and mixed-use elements to adapt to evolving consumer tastes.Stock performance reflected the era's retail boom, peaking at around $85.76 in 2006.Challenges and Resilience (2008–2010s)The 2008 financial crisis hammered retail REITs. Macerich's stock fell to $14.11 as leasing slowed and financing tightened. The company prioritized liquidity and balance-sheet strength.Recovery came through a focus on top-tier assets. Redevelopments incorporated offices, hotels, and experiential tenants. In 2015, Macerich rejected a $16.8 billion takeover bid from rival Simon Property Group amid activist pressure, choosing independence to pursue its strategy.Stock rebounded to $84.14 that year, showcasing confidence in its premium portfolio.Pandemic and Post-2020 Adaptation (2020–2026)COVID-19 devastated malls: closures, bankruptcies, and tenant struggles drove the stock to a low of $11.42 in 2020 (and even $11.26 in 2022). Macerich responded with rent relief, digital partnerships (curbside pickup, e-commerce tie-ins), and accelerated diversification—adding fitness, groceries, entertainment, and non-retail uses.By 2023–2025, recovery took hold. The company emphasized debt reduction, sustainability (LEED certifications, energy efficiency, solar), and premium properties like The Grove (Los Angeles), Fashion District Philadelphia, and others.As of mid-January 2026, MAC trades around $18.16–$18.74 (with fluctuations; recent closes near $18.43–$18.74, market cap ~$4.7 billion). Analysts remain mixed but note positive signals: record leasing activity, acquisitions like Crabtree Valley Mall (expected to boost FFO), and a $2 billion disposition program wrapping up. The portfolio now spans about 38–50 centers (roughly 39 million sq ft), concentrated in high-barrier markets like California, Phoenix/Scottsdale, Pacific Northwest, and Metro NY/DC.Macerich continues to lead in sustainability, earning top GRESB rankings for North American retail for a decade.Dana K. Anderson's Lasting ImpactDana K. Anderson's influence extends far beyond Macerich. After decades building the company, he transitioned to consultant and Vice Chairman Emeritus. He returned to Lawrence, Kansas, where he and his wife Sue have been prolific KU philanthropists—donating millions to the School of Business, Anderson Family Football Complex, Strength and Conditioning Center, marching band, women's rowing, and more (over 150 gifts total, plus the Anderson Family Business Opportunity Fund).In 2016, Anderson helped Macerich (in partnership with Taubman) acquire the iconic Country Club Plaza in Kansas City for $660 million—bringing his professional legacy full circle to his home state.Honored in the Lawrence Business Hall of Fame (2020) and as a KU standout, Anderson exemplifies how Midwestern roots and vision shaped one of retail's enduring success stories.Personal NoteI had the privilege of working at MaceRich/Macerich from February 1983 to 1996—right through the IPO and early public years. Seeing the company evolve from those foundational days to today's adaptive, premium-focused REIT has been remarkable. Dana K. Anderson's early leadership and regional insight were key to that foundation.Macerich's history is one of resilience: adapting to economic cycles, consumer shifts, and digital disruption while staying committed to quality properties and community impact. As retail real estate continues evolving, Macerich remains a bellwether for the sector.If you're interested in deeper dives—specific properties, financials, recent earnings (next report February 2026), or more on Dana Anderson's KU legacy—drop a comment or reach out!Henry McClure

@mcre1

---

Here's a cleaned-up, more polished, and professionally structured version of the land valuation information:

Estimated Market Value: 752 Acres in Auburn, Kansas

The current market value for 752 acres of land in or near Auburn, Kansas (Shawnee County), is estimated to fall between $7.7 million and $15.4 million, depending on the specific characteristics of the parcel.

• Shawnee County median price per acre (2024–2025 data): ≈ $10,197
  → 752 acres × $10,197 ≈ $7.67 million (most representative baseline for typical rural land)
• Higher-end listings in/near Auburn (smaller parcels): ≈ $20,533/acre
  → 752 acres × $20,533 ≈ $15.44 million (achievable for parcels with development potential, better access, or location advantages)

Valuation Comparison Table

Land Type / Data Source	Average Price per Acre	Estimated Value (752 acres)
Shawnee County median	$10,197	$7.7 million
Auburn-area listing average (smaller parcels)	$20,533	$15.4 million
Eastern Kansas non-irrigated cropland	$7,479	$5.6 million
Statewide Kansas farmland average (2024)	$2,970	$2.2 million

Key Factors That Determine the Actual Value

1. Location & Proximity
   Parcels closer to Topeka or other growing areas in eastern Kansas typically command significantly higher prices.
2. Zoning & Permitted Uses
   Agricultural → lower value
   Residential potential → moderate to high increase
   Commercial or development potential → highest value uplift
3. Utilities & Access
   Availability of electricity, rural water, high-speed internet, and paved or well-maintained road frontage can add tens of thousands per acre.
4. Soil Quality, Topography & Features
   • High-quality, well-drained cropland is most valuable for farming
   • Recreational features (ponds, creeks, timber, hunting cover) increase appeal for lifestyle buyers
   • Hilly, rocky, or poorly drained land reduces value
5. Current Market Conditions (late 2025 / early 2026)
   Kansas farmland values have remained relatively resilient but are showing signs of stabilization. Buyers are more selective, and days-on-market have increased slightly for higher-priced properties.

RecommendationFor an accurate, property-specific valuation of this 752-acre parcel, consult a local real estate professional who specializes in large acreage and rural properties in Shawnee County / northeast Kansas. Good starting points to find qualified agents include:

• LandSearch.com
• LandsOfKansas.com
• Zillow (filter for land specialists)
• Local farm & ranch brokers (many are members of the Kansas Society of Farm Managers and Rural Appraisers)

Let me know if you'd like help researching recent comparable sales, active listings in the Auburn area, or anything else related to this property!