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

Enduring Legacy and Kansas Ties

 Mace Siegel, Dana K. Anderson, and the MaceRich Company (later Macerich) have a fascinating origin story deeply tied to Topeka, Kansas, even though the company itself was founded in New York City. What began as a small strip-center developer in the mid-1960s exploded into one of the nation’s largest owners and operators of regional shopping malls through smart partnerships, a pivotal local deal, and aggressive growth via acquisitions and redevelopment. The Topeka connection—via a chance 1965 encounter and the 1972 acquisition of White Lakes Mall—was the spark that helped transform the company from a regional builder into a national REIT powerhouse.

The Founders and Early Days (1964–1965)

Mace Siegel (a real estate veteran who started in the business in 1952 after working for a brokerage focused on post-WWII shopping centers) partnered with his friend Richard Cohen, an experienced builder and developer. In October 1964, they combined their first names to create MaceRich Real Estate Company in New York City. Their initial focus was building strip shopping centers anchored by big discount stores (many with Arlan’s Department Stores as the anchor tenant). They developed about 18 of these early on, starting with one in Ames, Iowa. This model proved successful but was vulnerable when anchor chains like Arlan’s struggled.

The Topeka Connection: Dana K. Anderson Joins the Picture (1965–1966)

Here’s where Topeka enters the story in a big way. In 1965, Siegel and Cohen (along with Leonard Cohen) traveled to Topeka scouting properties for new shopping centers. Dana K. Anderson—a local Kansas real estate professional, KU School of Business alumnus from the Lawrence/Topeka area—was driving by and noticed them. He literally knocked on their car window to offer help (directions, local insights, or assistance with properties). Unbeknownst to him at the time, these were the founders of MaceRich.

Anderson brokered a deal for them on a stand-alone discount store in Topeka (which still operates today, most recently as Gordman’s). Impressed, he joined the company full-time in 1966. Anderson went on to have a 50+ year career with the firm, eventually becoming executive vice president, chief operating officer, and Vice Chairman Emeritus of the Board. His Kansas roots and hustle were instrumental in the company’s early Midwest expansion—he helped build 17 centers in the region and Annapolis, MD.

The Turning Point: White Lakes Mall and the Shift to Regional Malls (1972)

The real “blossom” moment came in September 1972 with MaceRich’s acquisition of White Lakes Mall in Topeka—the company’s first full regional shopping mall. (White Lakes had opened in 1964 as Topeka’s original enclosed mall.) Lacking the capital on their own, they formed a joint venture with Provident Life & Accident and Assurance Company to finance it. This deal was a game-changer: it marked the company’s pivot from building small strip centers to acquiring, owning, and redeveloping larger regional malls. It proved the model for future growth and established their reputation as the “Mall Doctor” for turning around underperforming properties.

Explosive Growth into a National REIT (1970s–Present)

From that Topeka foundation, the company expanded rapidly:

• Mid-1970s onward: They moved into Southern California (e.g., redeveloping the outdated Lakewood Center in 1975 into a thriving regional mall) and became experts at enclosing, expanding, and modernizing older malls. Headquarters eventually relocated to Santa Monica, CA.
• 1994: Went public as a REIT (real estate investment trust) on the NYSE under the ticker MAC on its 30th anniversary. This gave them access to massive capital for acquisitions without needing constant joint-venture partners. At IPO, they owned 15 properties (~10 million sq ft).
• Key later acquisitions that scaled them nationally: Westcor (2002, adding major Arizona and Colorado properties for $1.475 billion); Wilmorite Properties (2005, adding 11 centers including Tysons Corner for $2.333 billion); and many others. By the early 2000s they controlled dozens of regional malls (over 50 million+ sq ft at peaks).
• 2006: Officially rebranded from MaceRich to Macerich.

Today, Macerich remains a major publicly traded REIT (third-largest owner/operator of shopping centers in the U.S. at various points), focused on high-quality regional malls in strong markets, with ongoing redevelopment into experiential destinations. It owns interests in dozens of properties totaling tens of millions of square feet.

Enduring Legacy and Kansas Ties

The Topeka start—rooted in that 1965 car-window knock and the 1972 White Lakes deal—literally launched the modern Macerich empire. Anderson’s long tenure and local philanthropy (he’s a major KU supporter and has ties back to Lawrence/Topeka) kept the Kansas connection alive. Siegel remained a principal until later in life (he passed in 2011). The company’s story is a classic example of how a chance local opportunity in a Midwestern city like Topeka could fuel nationwide success in the retail real estate boom.

Your linked blog post (“Mace, Dana K., and the Enduring Legacy of Macerich: A Retail REIT Story”) seems to dive into exactly this narrative—celebrating the human element and Kansas roots behind the big REIT. If there are specific details from it you want me to expand on or cross-reference, just share! This Topeka-origin tale is a great piece of local business history.

Building & Structure Details

 ✅ Property Listing Statistics

Grandma Hoerner’s Foods Facility 31862 Thompson Road, Alma, KS 66401 Parcel ID: 099-079-30-0-00-00-004.00-0

Prime I-70 Highway-Service Industrial Property Total Land: 18.64 Acres Developed Commercial / Manufacturing Site

Land & Site Highlights

• Total Gross Acres: 18.64
• Market / Commercial Acres: 7.02
• Agricultural / Native Grass Acres: 11.51 (separate use valuation)
• Zoning: CP-3 – Planned Highway Service (allows commercial, manufacturing, and retail activity directly along Interstate-70)
• Location: Direct proximity to I-70 with semi-improved road access
• Topography: Rolling terrain, above street grade
• Parking: Off-street, on-site, adequate quantity
• Utilities: Rural water + lagoon septic system
• Ownership: Private fee-simple
• Site Classification: Developed site with buildings – primarily goods storage, handling, and light manufacturing

Building & Structure Details

Total Approximate Building Area: ~38,682 sq ft (across five integrated sections)

Main Structures (all metal-on-wood-frame construction):

• Storage Warehouse (Built 1997): 33,450 sq ft
  • Includes walk-in cooler (150 units) and walk-in freezer (150 units)
  • 18 ft height, single-story
• Mixed Retail / Office (Built 1997): 2,496 sq ft
  • Warmed & cooled air, mezzanine office space
• Light Manufacturing / Industrial (Built 1997): 2,496 sq ft
  • Warmed & cooled air
• Light Manufacturing Addition (Built 2008): 104 sq ft
• Storage Warehouse Addition (Built 2019): 136 sq ft

Key Site Improvements:

• Concrete paving with base (installed 1997 & 2000 – heavy-duty)
• Raised slab porch (2012) – 837 ft²
• Prefabricated storage shed (2012) – 82' × 91'
• Space heaters and canopy structures throughout

Property Use: Light industrial / miscellaneous manufacturing with significant storage, handling, and production capacity. Currently used for hot-fill food processing (jams, preserves, sauces, pie fillings).

Appraised Value (Wabaunsee County – Tax Year 2026):

• Commercial & Industrial: $481,020 ($97,850 land + $383,170 improvements)

This is a rare combination of size, location, and specialized food-grade infrastructure on Interstate-70 in Kansas — ideal for continued manufacturing, expansion, or owner-user occupancy.

In short, a sale-leaseback is often the cleanest way to turn your building equity into growth capital while making your life simpler, your costs more predictable, and your tax picture potentially more favorable over the long run.

 Here’s a clear list of the key advantages of doing a sale-leaseback when you own both the building and the business operating inside it (you sell the property to an investor and lease it back so your business stays put with no move). This strategy is popular for small-to-mid-sized businesses because it turns illiquid real estate equity into cash while letting you keep operating exactly where you are.

I’ll focus especially on the points you asked about—making things simpler and easier on yourself, potentially lower (or more manageable) lease payments, and capital-gains/tax implications—while including the bigger-picture benefits.

1. Immediate cash / liquidity without disrupting your business

• You get 100% of the property’s current fair-market value in cash (often far more than a bank would lend you at 60–80% loan-to-value on a mortgage).
• Use the proceeds for anything: expand the business, buy equipment, pay down debt, hire staff, or invest elsewhere for higher returns.
• Your business stays in the exact same location—no moving costs, no lost customers, no downtime.

2. Simpler and easier day-to-day operations (big win for “make it simpler on yourself”)

• You shed the headaches of property ownership: major repairs, roof/HVAC replacements, insurance claims, property-tax appeals, finding contractors, etc. Even in a typical triple-net (NNN) lease where you still pay most operating expenses, the new landlord now owns the asset and bears the ultimate long-term ownership risks and responsibilities.
• No more tying up your (or your staff’s) time on real-estate management—you can focus 100% on running and growing the business.
• Predictable budgeting: lease payments are usually fixed (or have modest, known escalations), versus the unpredictable spikes from ownership (sudden big repairs, fluctuating insurance/taxes). This makes cash-flow planning much easier.

3. Potentially lower or more manageable “effective” occupancy cost / lease payments

• Lease payments can often be structured lower than your current mortgage/debt service, especially if the buyer is an investor who benefits from depreciation and can offer “below-market” initial rents or favorable terms. Some deals even subsidize the early years because the buyer gets their own tax advantages.
• Full rent deduction: you deduct 100% of the lease payments as a straight business expense. When you owned the building you could only deduct mortgage interest + depreciation (not principal). For older buildings this often means bigger annual tax deductions.
• No debt covenants or refinancing risk: traditional loans usually have 5–10 year terms and restrictive rules; a sale-leaseback can lock in 10–20+ year terms with renewal options, giving you long-term stability without bank oversight.

4. Capital-gains and overall tax advantages (the “maybe less capital gains” angle)

• You do trigger capital-gains tax on the sale (sale price minus your adjusted basis), including depreciation recapture taxed as ordinary income. That is the main upfront tax hit.
• However, many owners end up with a net tax benefit over time because:
  • The larger, immediate rent deductions often exceed the old interest + depreciation deductions, lowering your taxable income year after year.
  • You can time the transaction to use net-operating losses, credits, or other offsets to reduce or eliminate the capital-gains bill in the year of sale.
  • Structuring options exist to soften the blow: installment-sale treatment (spread the gain over years), pairing with a 1031 exchange (if you simultaneously buy another investment property), or Qualified Opportunity Zone investments to defer gains. These aren’t automatic, but they are commonly used in sale-leasebacks.
• Bottom line: while the sale itself realizes the gain, the ongoing full deductibility of rent + removal of ownership costs frequently makes the overall tax picture better than continuing to own (especially for fully depreciated or low-basis buildings).

5. Balance-sheet and financing perks (makes future borrowing or selling the business easier)

• The property and associated debt come off your books → cleaner financial statements, better debt-to-equity ratios, and stronger appearance to banks or buyers.
• You improve creditworthiness and free up borrowing capacity for the business itself.

Quick reality check / things to watch

• You give up future appreciation and residual value of the building (though long-term renewal options can mitigate this).
• Lease terms are negotiable—strong credit and a desirable location help you get better rents, longer terms, and expansion rights.
• Always run the exact numbers with a tax advisor and commercial real-estate attorney (Kansas-specific state taxes and any local rules apply on top of federal). A good broker who specializes in sale-leasebacks can shop multiple investors to get the best price and lease terms.

In short, a sale-leaseback is often the cleanest way to turn your building equity into growth capital while making your life simpler, your costs more predictable, and your tax picture potentially more favorable over the long run. If you share rough numbers on your building value, basis, current mortgage, or what you want to do with the cash, I can help you think through whether it pencils out specifically for your situation.

Sale Lease Back - Confidential – For Qualified Investors Only

GRANDMA HOERNER’S FOODS, INC. Triple-Net Sale-Leaseback Opportunity

31862 Thompson Road, Alma, Kansas Direct I-70 Access | Modern Food-Grade Facility

40-Year Kansas Specialty Food Manufacturer Explosive Growth | National Retail & Private-Label Partnerships

Investment Highlights • Proven 40-year operator with heritage recipes and scalable manufacturing • Major new private-label awards secured with ALDI, Trader Joe’s, Buc-ee’s, UNFI and others • 2025 actual revenue: $12.0 million (50% growth) • 2026 forecast: $17.0–17.8 million revenue | $950,000+ EBITDA • 2027 roadmap target: $35.5 million revenue (new packaging formats, foodservice, club stores, expanded private-label volume) • Diversified revenue: Branded lines (Grandma Hoerner’s™, Big Slice Apples™, McCoy’s Real™) + high-volume private label • Retail partners: Costco, TJX Companies, World Market, Albertsons, Sprouts, KeHE, Hy-Vee and more • Certifications: USDA Organic, Non-GMO Project Verified, FSSC 22000, Made in USA

The Opportunity Grandma Hoerner’s owns and operates a modern, expandable food-processing facility on I-70 in Alma, Kansas. The company is seeking a $6 million sale-leaseback to unlock immediate equity from the real estate, deleverage the balance sheet, fund new production lines (pouch packaging, plastic squeeze bottles, small-format specialty items), and support working-capital needs for its 2× revenue growth trajectory.

The buyer/landlord will receive a 7% cap-rate return through an absolute triple-net (NNN) lease at $35,000 per month. The tenant retains 100% operational control under a 40-year NNN lease with annual escalators and renewal options.

Property Snapshot • Modern production facility with hot-fill glass-jar capability (8–40 oz) • 40,000+ units per shift capacity • Direct interstate access for national distribution • Ongoing equipment investments already in place • Food-safe, expandable site with strong residual value

Why This Is a Standout Credit Turnaround complete. Pricing stabilized. New multi-year contracts now in production. Once a private-label supplier is approved, retention and expansion become far less challenging. This is a growth-enabled real estate play — not just a building, but a cash-flowing credit tenant positioned for national scale in the booming specialty food category.

Structure • Sale price: $6,000,000 (market-value appraisal target) • Lease: 40-year absolute triple-net (NNN) at $35,000/month (7% cap rate) • Use of proceeds: Debt reduction + growth capex + working capital

Ready to move forward? Contact Henry McClure | 785-383-9994 | mcre13@gmail.com for the full CIM, financial package, growth roadmap, and property tour.

Grandma Hoerner’s Foods, Inc. 31862 Thompson Road, Alma, Kansas 66401 grandmahoerners.com | bigsliceapples.com

Confidential – For Qualified Investors Only

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!