SCV Business Journal 0817

SANTA CLARITA VALLEY $4.50 · Volume 9 • Number 4

WWW.SCVBJ.COM

August 2017

ROUNDTABLE DISCUSSION

Keeping it in the family

Meeting the challenges of growing a business across generations pg. 16

Business leader profile T. Meyer

pg. 11

Sand Fire

One year later

pg. 14

The List

Family-owned SCV firms pg. 22

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SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

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SANTA CLARITA VALLEY $4.50 · Volume 9 · Number 4

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AUGUST 2017

Focus on FamilyOwned Businesses Family-owned businesses drive the economy . . . . . . . . . . 12 Five ways the current generation can support the next one . . . . . . 15 ■ On the cover: Donald Like and Mitzi Like of LBW Insurance; Jeff Green of Douglas Furniture; Ben Griffiths of Brent's Carpet One. Photo by Katharine Lotze.

Features SCV location filming tops $30M for 4th straight year . . . . . . . . . . . . . . . . 5 Small business profile: Vincenzo’s Pizzeria, Newhall . . . . . . . . 6 Aerospace supplier Nasmyth expands into Santa Clarita . . . . . . . . . . 7 After long wait, Nordstrom is coming to SCV. . . . . . . . . . . . . . . 8 Signal Digital Spotlight: Gin Treadwell Home . . . . . . . . . . . . . . . . 9 Lockheed Martin honors SCV supplier Aero Engineering . . . . . . . . . . 9 Not “how to,” but “what”: 10 steps to grow your business. . . . 10 SCV Business Voices Connecting to a Cause: Give Where You Live SCV . . . . . . . . . . . . . . . . . . . . . . . 23 Be the Hero Your Office Needs with a Disaster Recovery Plan . . . . . . . . . . . . . 24 The Power of a Customer Story . . . . . 24 SCV is HOT location for Business. . . . 24

Business Roundtable: Familyowned businesses . . . . . . . . . . . . . 16 Family-owned company snapshots . . . . . . . . . . . . . . . . . . . . . . 20

■ Live Music at Vincenzo's.

Business Leader Profile: Terrance “T” Meyer Jr., Northwestern Mutual.11 ■ Bob Teague of Teague Custom Marine.

One year later, movie ranches rebound from the Sand Fire. . . . . . . 14 Job center moves as county, college can’t come to terms . . . . . . . . . . . . . . . 23 SCV Business Services The Lists: Family-owned firms . . . . . .

Appointments. . . . . . . . . . . . . . . . . . . . . .

SCV Chamber of Commerce. . . . . . . .

VIA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

SCVEDC. . . . . . . . . . . . . . . . . . . . . . . . . . . .

Real Estate Section Residential Real Estate. . . . . . . . . . . . . .

Commercial Real Estate. . . . . . . . . . . . .

22 23 25 26 27 28 28

Index of Advertisers AV Party Rentals . . . . . . . . . . . . . . . . . . . 14 Fastframe. . . . . . . . . . . . . . . . . . . . . . . . . . 10 Henry Mayo Newhall Hospital. . . . . . . . . 9 Hyatt Regency. . . . . . . . . . . . . . . . . . . . . . 2 Kaiser Permanente. . . . . . . . . . . . . . . . . 11 Kanowsky & Associates. . . . . . . . . . . . . 12 LBW Insurance. . . . . . . . . . . . . . . . . . . . . 15 Med Tech Solutions. . . . . . . . . . . . . . . . . 2 Mission Valley Bank . . . . . . . . . . . . . . . . 13 Editorial SCVBJ Editor Patrick Mullen pmullen@signalscv.com 661-287-5509

Advertising 661-287-5564

Advertising Director Steve Nakutin snakutin@signalscv.com 661-287-5561

Newhall Mansion . . . . . . . . . . . . . . . . . . . 4 Roger Doumanian –Attorney at Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 SCV Economic Development Corp. . . 7 SportsClips . . . . . . . . . . . . . . . . . . . . . . . . . 8 TSI Digital Media. . . . . . . . . . . . . . . . . . . . 8 Valencia Acura. . . . . . . . . . . . . . . . . . . . . 32 Valencia Country Club. . . . . . . . . . . . . . . 4 William L. Morris Chevrolet. . . . . . . . . 12 Multimedia Account Executives Dawn Begley Maureen Daniels Toni Sims Michael Madigan Administrative Assistant Courtney Briley

Circulation Circulation Manager Pam Conley 661-287-5580

From the Editor To think of family-owned businesses strictly within the context of locally owned mom-and-pop enterprises doesn’t do them justice. More than one-third of the Fortune 500 companies are family-controlled, and family businesses account for nearly twothirds of the gross national product.

Large or small, family businesses confront a common set of challenges.

Chief among them are issues related to succession: preparing the next generation to take the reins, and as the generation in charge, knowing when to step aside, and being able to actually do it.

This month, we look at family-owned companies that continue to enjoy

success in the Santa Clarita Valley. Leaders of three of them (Donald Like and Mitzi Like of LBW Insurance & Financial Services, Jeff Green of Douglas Furniture, and Ben Griffiths of Brent’s Carpet One) took part in a roundtable discussion that we think you’ll find informative. Let us know what you think.

Patrick Mullen SCVBJ Editor pmullen@signalscv.com

Santa Clarita Valley Business Journal (a Signal publication), © 2017, is published monthly by the Santa Clarita Valley Signal newspaper, Paladin Multi-Media Group, Inc., 26330 Diamond Place, Santa Clarita, CA 91350. The SCV Business Journal is intended to provide business executives with a cross-section of industry news and information, trends and statistics that impact our growing community. Information gathered in the pages of the SCV Business Journal has been collected from what are considered reliable sources, and is believed to be accurate, but cannot be guaranteed. Articles may not be reprinted without publisher’s written permission. For reprint requests, please call 661-259-1234.

Art/Production Graphic Designer Emily Lyman Photographer Katharine Lotze

Executive Staff Publisher Jason Schaff jason@signalscv.com 661-287-5515

Online www.scvbj.com A PROUD PUBLICATION OF

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SCV location filming tops $30M for fourth year in a row

 "Mistresses" filming in Santa Clarita. Photo courtesy of ABC.

By SCVBJ Staff

S

anta Clarita had a robust year of location filming for the fiscal year that ended June 30.

The city’s Film Office recording 545 film permits and 1,265 location film days, which generated an estimated economic impact of $30.1 million to the local community.

Across Greater Los Angeles, on-location film production slipped 4.7 percent between April and June, 2017, to 9,466 shoot days, according to an update from FilmL.A., the film office for the City of Los Angeles and other municipalities. Local on-location feature production decreased 18.5 percent (1,067 shoot days) in the second quarter.

“Declines in any category need to be put in context: the year-to-date comparison for the last seven years shows 2017 is second only to 2016 for total shoot days,” said FilmL.A. president Paul Audley, who noted that 2016 was the best year on record for onlocation production.

More than 500 permits This is the fourth fiscal year in a row the Santa Clarita film office has recorded more than 500 permits and the estimated economic impact generated from location filming topped $30 million. Not included in the reported numbers are film days and economic benefit from filming on certified sound stages, which does not require a film permit.

Television production accounted for more than half of the filming. This was largely due to shows based in Santa Clarita, including “Atypical,” “Ballers,” “The Guest Book,” “Mistresses,” “MythBusters,” “NCIS,” “Santa Clarita Diet,” “Shooter,” “Shut Eye,” “Stitchers” and “Ultimate Beastmaster.”

TV shows based elsewhere that filmed on location in Santa Clarita last fiscal year included “Agents of S.H.I.E.L.D.,” “American Crime,” “Animal Kingdom,” “Baskets,” “Brooklyn Nine-Nine” “Cesar Milan’s Dog Nation,” “Criminal Minds,” “Criminal Minds: Beyond Borders,” “Drunk History,” “Fear Factor,” “Grey’s Anatomy,” “The Last Man on Earth,” “The Last Ship,” “Mayans MC,” “NCIS: Los Angeles,” “Ray Donovan,” “Scorpion,” “Sharp Objects,” “Storage Wars,” “Teen Wolf,” “Transparent,” and “VEEP.” Feature production TV shows aren’t the only productions taking advantage of Santa Clarita as a film location. Many movies were also shot in the city last fiscal year including “A Star is Born,” “A Wrinkle in Time,” “All-Star Weekend,” “The

 Total shoot days across Greater Los Angeles. Source: FilmL.A.

Female Brain,” “Fighting with My Family,” “Gone Are the Days,” “Inner City,” “The Lovers,” “Magic Camp,” “Miles,” “#REALITYHIGH,” and “Villa Capri,” in addition to music videos, online content and commercials.

Many factors contributed to the continued success and appeal of filming in Santa Clarita, including the city’s film incentive program and movie ranch overlay zone along with the California Film and Television Tax Credit Program that is working successfully to keep production in the state.

County wide, TV dramas receiving tax incentives yielded 291 production days or 37 percent of the category. TV pilots yielded 57 shooting days or 52 percent of the category. Incentivized television projects for the second quarter were “Heathers,” “Here, Now,” “Law & Order True Crime,” “Major Crimes,” “The Orville,” “Sharp Objects,” “Shooter,” and “American Horror Story.”

Power of incentives Feature film projects receiving incentives produced 232 shoot days, 22 percent of production in the category. Incentivized features for the quarter were “Valley Girl,” “A Star Is Born,” “Inner City,” and “Hotel Artemis.”

“Being a film-friendly city is a priority for the City Council as filming is such a great contributor to our

local economy and provides many quality jobs for our residents,” said Mayor Cameron Smyth. “Film and television production has deep roots in the Santa Clarita Valley and to see production return year after year at such a significant rate is a testament to the quality and character of our community.”

Santa Clarita continues to be one of the most filmed places in California because it’s located within the industry’s well-known 30-Mile Zone and offers thousands of film-friendly locations that can double for almost anywhere in the world. In addition, Santa Clarita has more than 20 sound stages, more than 10 movie ranches, a one-stop shop Film Office, and some of the lowest film permitting fees in the Los Angeles area.

Fewer pilots ordered Among other findings from FilmL.A.: networks are ordering fewer pilot episodes than in the past, which mostly affects Los Angeles and New York, and a decline in TV drama filming reflected the cancellation of shows that were in production in 2016 but not this year.

These include “Gilmore Girls,” “Good Girls Revolt” (filmed at Santa Clarita Studios), “Hand of God,” “Mistresses” (filmed in Santa Clarita), “Roadies,” “Sweet/Vicious” and “The Catch.” 

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SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

SMALL BUSINESS PROFILE

Vincenzo’s recipe: pizza, community, live music

By Ryan Painter SCVBJ Contributor wo things that Vincenzo’s Pizza owner Steve Katz loves are making pizza and making metaphors about making pizza.

“You could say we’re the pizza equivalent of the Lakers or the Golden State Warriors.”

If comparing Vincenzo’s Pizza in Newhall to two of America’s most storied professional basketball franchises seems a stretch, Katz has another comparison that at least is food-related.

“I like to think we’re the Pink’s of Santa Clarita,” said Katz, drawing a comparison to the iconic Los Angeles restaurant

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Pink’s Hot Dogs. “The community is really locked into Vincenzo’s.”

Evidence supports that claim, as Vincenzo’s Newhall has been named “Best Pizza” in the Santa Clarita Valley more than ten times.

“Someone has to be number one out here,” said Katz, who takes great pride in the authentic Neapolitan method with which all of Vincenzo’s pizzas are produced. This method, which harks back to Vincent’s Park Pizza, a small Pittsburghbased pizzeria which inspired Vincenzo’s Newhall, features a hand-tossed “Napoli” style crust, brought by the Krauss family from Naples, Italy.

 Burning Heart Bluegrass performing at Vincenzo’s Pizza. Photo by Jeffery Fleck.

A Napoli style crust is thin in the middle and puffy around the edge.

Granulated garlic is sprinkled around the edge of the puffy crust before baking to a golden brown.

Westward to Newhall Bob Krauss and his family moved to Newhall in 1978, and brought Vincent’s recipe. A year later, having changed his name to Vincenzo, he opened the restaurant at 24504 ½ Lyons Ave. He and partner John Hudock expanded to other locations, which were sold to their operators in 1985. Katz bought the restaurant in 2013.

Through it all, the recipe remains the same.

“We’ll serve you the exact same pizza we did in 1979. It’s like McDonalds or In ’N Out; you don’t change a winner.”

Deep connections Community engagement and live music extend Vincenzo’s connections to the Santa Clarita Valley beyond awardwinning pizza.

The pizzeria sponsors youth and high school sports teams each season, often handing out pizza vouchers, hosting team events, or buying advertising space.

Due to its Newhall location, Vincenzo’s has a particularly close relationship with Hart High School. The walls around the cash register are adorned with Hart football, basketball, and baseball posters.

With the opening of Valencia and West Ranch high schools nearly as close to the restaurant as Hart, Katz has looked for opportunities to sponsor even more local athletic programs.

And then there’s the music, and lots

“

of it. The restaurant features live music nearly every day of the week.

Outlet for artists According to Katz (here comes a simile to go with his metaphors), Vincenzo’s “is like a “small Whisky A Go Go, but still a family restaurant.” Like the Sunset Boulevard landmark, Vincenzo’s prides itself on providing a venue where local artists can share their music with its customers.

Frequent performers include The Grateful Dudes, a bluegrass group, Dark Desert Highway, an awardwinning Eagles cover band, jazz musicians from College of the Canyons and CalArts, and Zeppelin, a house - Steve Katz favorite.

Local musicians often congregate at Vincenzo’s on Sunday mornings, where they are free to play and where visitors are encouraged to “walk among the jammers.”

Comedy hub Vincenzo’s, which features a state of the art audio-video system and spacious stage, often acts as a Santa Clarita hub for the Los Angeles stand-up comedy scene.

It is not unusual to encounter performers from the Magic Castle or from local comedy clubs on stage at the restaurant.

Katz is committed to keeping Vincenzo’s lineup dynamic and to providing high quality entertainment for his restaurant’s guests.

He’s convinced that great food, community outreach, and live entertainment are what keep his customers, or “Vincenzians” as he’s dubbed them, coming back. “We want to stay personal and we want the money spent here to stay within the city.” 

We’ll serve you the exact same pizza we did in 1979. It’s like McDonalds or In ’N Out; you don’t change a winner.”

SANTA CLARITA VALLEY BUSINESS JOURNAL 7

AUGUST 2017

Aerospace supplier Nasmyth TMF expands to Valencia

By SCVBJ Staff

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asmyth TMF, provider of metal finishing products and services to the aerospace industry, has expanded its Southern California operations from Burbank to include a new facility in Valencia.

The new metal surface treatments facility significantly expands Nasmyth TMF’s “footprint and ability to deliver services to aerospace and defense clients in the USA.” the company said in a statement.

“Opening a new facility in the Santa Clarita Valley is a great opportunity for Nasmyth Group as well as for our customers,” Peter Smith, CEO of Nasmyth Group, said in the statement. “We will be able to deliver finishing services to the very best standards with all the certifications required by our customers.”

Six-month installation The $5.2 million processing line will be installed over the next six months; a full non-destructive test department and laboratory will complete the surface-finishing operations.

The facility will be able to operate 24 hours a day, seven days a week, providing Type II sulfuric anodizing, Type III hard anodizing, passivation and chemical film conversion. The company’s products are used in commercial, private and military aircraft. Other customers are in the marine, medical, instrumentation and specialized automotive markets.

The new facility, covering 18,000 square feet, will expand and complement Nasmyth Group’s existing metal treatment facility in Burbank, 25 miles away. Nasmyth Group’s U.S. headquarters will also relocate to this new facility to support the company’s North American operations.

Industry certified The new production line is certified

by Nadcap, the National Aerospace and Defense Contractors Accreditation Program. Nadcap is an industry-managed approach to conformity assessment of ‘special processes’ that brings together technical experts from prime contractors, suppliers and representatives from government. Nadcap approval is granted based upon industry consensus.

Nasmyth said it will be the only company providing these services in the Santa Clarita Valley, which it called “a fastgrowing hub for advanced manufacturing, aerospace and defense and home to the Aerospace and Defense Coalition, comprising 80 SCV companies.”

California has an established cluster of global aerospace and defense companies requiring world class finishing treatments, which the company described as “a time critical process which must be applied to a component within a defined period after manufacture.”

24/7 operations Due to its location and 24/7 operations, Nasmyth Group will be able to

deliver essential processes, such as boric sulfuric anodizing for Boeing and tartaric sulfuric anodizing, primarily for Airbus, to demanding production schedules.

Anodizing, an electrolytic process, increases a part’s resistance to corrosion and wear, and provides better adhesion for paint primers and glues than bare metal does.

 Nasmyth TMF, provider of finishing processes to parts for the aerospace industry, is expanding its U.S. operations to a new facility in Valencia. Courtesy photo.

Founded in 1955, Nasmyth TMF is one of 13 units of the Nasmyth Group, based in Coventry, England, set up in four divisions: Systems and Defense, Metallics, Technologies and Metal Treatments.

The group was formed in 2003 with Nasmyth’s acquisitions of Bulwell

Precision Engineers Ltd. and Metal Process Services Ltd. The group, which acquired Nasmyth TMF in 2014, has more than 800 employees and revenues of more than $120 million, with operations in the United Kingdom, United States, and India. 

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SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

After long wait, Nordstrom is coming to SCV Nordstrom Rack discount outlet to open at The Promenade

By Patrick Mullen SCVBJ Editor ordstrom Inc. plans to open its first store in Santa Clarita, a Nordstrom Rack, at The Promenade at Town Center in Santa Clarita.

The 30,000-square-foot store is scheduled to open in spring 2018, the Seattlebased retailer said in a statement.

It will occupy space in the southerly portion of the former Haggen supermarket. A T.J. Maxx outlet will open in the northern portion.

“While the deal almost died a couple of times, both the landlord and tenant worked tirelessly for months

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and were committed to seeing this deal to fruition in order to bring this long sought-after tenant to the community,” said John Cserkuti of NAI Capital, who brokered the deal.

“Santa Claritans no longer have to drive to the Topanga Mall and can shop here locally to take advantage of the great off-priced offerings that Nordstrom Rack brings,” Cserkuti said.

Long time coming Nearly 20 years ago, Newhall Land & Farming Co. offered Nordstrom, which had signed a letter of intent, a $32.5-million package of incentives to locate at the mall the developer

built, now known as Westfield Va- the intersection of Magic Mountain and McBean Parkways. The new Nordstrom lencia Town Center.

Newhall Land was willing to throw in Rack store will join more than seven $20 million but asked the city of Santa existing retailers in the area, including Clarita to repay that amount, with inter- HomeGoods, Party City, and Tilly’s.

This fall the company is also opening est, out of future sales tax revenues.

Having a national retailer drives lots a new Nordstrom Rack at FIGat7th in downtown Los Anof sales locally, and geles and relocatgenerates sales tax revenues which Santa Claritans no longer ing a full-line store to Los Angeles’ account for a big have to drive to the Westfield Century chunk of the city’s City.

Topanga Mall and can budget.

Founded Residents were shop here locally to take in 1901 as a shoe in favor of locating store in Seattle, advantage of the great the high-end reNordstrom opertailer in town, but off-priced offerings that ates 354 stores in some city council Nordstrom Rack brings.” 40 states, includmembers objected ing 122 full-line saying any incen- John Cserkuti, NAI Capital stores in the United tive the city might States, Canada and pay would better be spent on schools, Puerto Rico; 221 Nordstrom Rack stores; the fire department and police. two Jeffrey boutiques; and two clearGreater convenience ance stores.

“We’ve been fortunate to serve cus- T.J. Maxx, based in Framingham, tomers in the Los Angeles area for Mass., has nearly 1,200 stores. The dismany years and we’re thrilled to add a count retailer was founded in 1976. new Nordstrom Rack location in beauti- Promenade at Town Center is ful Santa Clarita,” said Karen McKibbin, owned by Barings Real Estate Adpresident of Nordstrom Rack. “We’re visers, part of Barings LLC, one of excited to offer local customers a more the world’s largest diversified real convenient location to shop great estate investment managers. brands at great Rack prices.”

This story was published in The The Promenade at Town Center is at Signal on July 12. 

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SANTA CLARITA VALLEY BUSINESS JOURNAL 9

AUGUST 2017

SIGNAL DIGITAL SPOTLIGHT

Decorating for today’s owners and tomorrow’s

By SCVBJ Staff

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he common thread that runs through the work done by Gin Treadwell is that the goal is to improve the look and feel of someone’s home.

Because she works both as an interior designer and a stager of homes going on the market, the difference is that sometimes the homes are furnished, sometimes not, and some of her clients already live in the home, while others have yet to walk through the front door as prospective buyers.

An even split The four-year old company, Gin

Treadwell Home, “is fairly evenly split between interior design for homeowners and home staging for realtors and prospective sellers,” she said.

Business fluctuates with the residential real estate market. “Some months I’ll get multiple calls from realtors to stage empty homes,” she said. “In those cases, I rent the furniture and use art and items for decor that are mine. I’m always looking for more items, so that you won’t see the same things in multiple homes.”

Staging an empty home gives Treadwell the greatest flexibility. “I consider the neighborhood, the type

of home, and the prospective buyer when I set up a home. I wouldn’t stage a 1,500-square-foot home in Canyon Country the same way I would set up a 2,500-square-foot home in Stevenson Ranch.”

Editing the clutter The challenge is different when owners want to list their home while still living in it. Treadwell uses the term “editing” to describe the reduction in clutter that is usually required.

On the interior design side of the See SPOTLIGHT, page 28

 Gin Treadwell turned to Signal Digital Solutions to help reach prospective customers for her interior design and home staging business. Courtesy photo.

Lockheed Martin recognizes Aero Engineering

By SCVBJ Staff

L

ockheed Martin Aeronautics last month recognized Aero Engineering & Manufacturing Co. of Valencia as one of the top performers among its 1,400 suppliers.

The award recognizes suppliers holding a 98 percent on-time delivery rating with a 98 percent quality rating.

Founded in 1948, Aero Engineering is a parts provider for C-130 Hercules cargo plane, P-3 Orion turboprop antisubmarine and maritime surveillance aircraft, and F-16 Fighting Falcon fighter jet under the Lockheed Martin Hologram Products quality-assurance program.

Aero makes parts and assemblies for airframes, landing gears, flight controls, and exhaust/ornament systems. It also makes custom-designed coat racks for commercial airlines.

Based in Fort Worth, Texas, Lockheed Martin Aeronautics has production and operations facilities in Palmdale and six other locations across the country.

Palmdale is home to the company’s Advanced Development Programs, informally known as the “Skunk Works.”

The company’s largest current project is the F-35 Lightning II joint strike fighter. It also builds the F-22 fighter in a partnership with Boeing.  Richard - Business Journal.indd 1

7/6/17 2:40 PM

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SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

Not ‘how to,’ but ‘what’: Ten things leaders do to grow their businesses

By Ken Keller SCVBJ Contributor hrough the decades I have advised many business owners, CEOs and entrepreneurs.

Much of my advice was “how to,” tactical in nature.

But one leader I advised told me that it would be better for him I counseled on “what to do” because that would be of more valuable to him and the company he ran.

I’ve remembered that conversation for years, and, in preparation for this column, considered the characteristics

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that set some of my more successful clients apart from their peers. It turns out that success flowed from what they did, not how they did it.

This is what they did differently.

1. Watch the horizon.

The first thing is that they kept one eye on the horizon. I don’t think any of them had a formal vision statement.

Rather, they kept watch for opportunities and challenges and grew their companies by looking for and seeing what others didn’t.

Why did the other companies not see the possibilities for growth and profitable revenue?

The owners of the other companies were so tactically focused, with two eyes on the company, an inner focus, that they did not have the time or perhaps the interest to see beyond their current task list or daily problems they were addressing.

2. Exploit a niche.

Second, each leader started their business on the foundation of solving a niche market need. It didn’t matter who the competition was, or what the industry was, they found a slice of the market to exploit and honed in on it with a laser focus. Expansion occurred

in related niches.

3. Create detailed plans.

Third, the successful companies created the plans they needed to grow their business. The leaders decided it wasn’t enough to have an annual business plan; they created other plans to support the financial plan.

On the list were a marketing plan, a sales plan, a cash flow plan, a quality assurance plan, a human resources plan, a capacity plan, and a succession plan.

One client shared that taking the time to create a formal marketing plan made a huge difference in their business results.

4. Focus those plans.

Fourth, they focused on what really mattered. Using the sales plan as an example, successful companies track key metrics of prospecting, presentations, objections, close rates, sales cycle length, and follow-up activities for expanded opportunities (penetration sales).

Every company has key performance metrics; the key things that make significant financial differences in results. The successful companies tracked and reacted to leading and lagging indicators that they controlled.

5. Remain frugal.

Fifth, they watched the pennies. The leaders of these companies were not cheap; they reinvested heavily in the future of their businesses.

The leaders focused on the profit and loss statement and worked hard to improve gross profit margins (GPM) and at keeping overhead low.

A typical exercise would consist of saying that if the industry average for GPM is 50 percent, what would it take to get our company to 55 percent? And they would start looking at how to make that happen and they kept at until they achieved the objective.

People in these companies were taught to be cost conscious and often were rewarded for suggesting ways to reduce expenses.

6. Hire the best.

Sixth, these companies hired well. It was accepted that “A” players were more expensive but would also produce considerably more. The search for top notch talent was a constant undertaking.

Likewise, they were not adverse at letting under-performers go. Processes were followed that gave individuals opportunities to improve and turn

their performance around. If it worked great, if not, these people were freed to go work elsewhere.

7. Invest in people.

Seventh, also on the subject of people, these fast growth companies rewarded their people. Not only did they pay them well, there were annual bonus programs, expense reduction sharing plans, profit sharing, matching of retirement funds 401(k) and ample vacation time, not always based on tenure.

8. Review and revise.

Eighth, business models were always under review and tweaked where necessary. Part of this was a function of competition, and some of it was the advancing use of technology and the opportunity for greater efficiencies.

This was a significant area of time investment for the leaders. You could consider it part of the “one eye on the horizon” perspective, but it turns out that the leaders were almost exclusively the only people in the company that were operating outside the four walls of the company, gaining exposure within their industry and from other industries.

9. Improve yourself.

Ninth, these leaders were fanatics for self-improvement. They were all life-long learners, not in the category of already “knowing it all”.

Each of them understood that there are two parts to learning, validation and education. Validate that what you’ve already learned is true, and that you’re properly putting that knowledge to use. And get educated about things you didn’t know in important subject areas.

10. Avoid isolation.

Tenth, each of them knew that they had to break out of the isolation that leadership brings. These men and women sought out perspective and regularly meet with other business leaders from different industries.

None of these leaders started their business with the idea of creating a Fortune 500 firm. What they were interested in was providing for their families. These men and women now provide jobs for hundreds of employees.

Ken Keller is an executive coach who works with small and midsize B2B company owners, CEOs and entrepreneurs. He facilitates formal top executive peer groups for business expansion, including revenue growth, improved internal efficiencies, and greater profitability. Please contact him at Ken.Keller@StrategicAdvisoryBoards.com.

Keller's column reflects his own views and not necessarily those of The Signal. 

Validate that what you’ve already learned is true, and that you’re properly putting that knowledge to use. And get educated about things you didn’t know in important subject areas.

SANTA CLARITA VALLEY BUSINESS JOURNAL 11

AUGUST 2017

BUSINESS LEADER PROFILE

T. Meyer, head of Northwestern Mutual’s expanded Valencia office ByPatrick Mullen SCVBJ Editor

O

ne of Terrance Meyer Jr's college majors pointed to what he would end up doing for a living, while the other offers some insight into  T. Meyer how he does it.

After two years at College of the Canyons, Meyer, who has gone by “T” since he was a kid, graduated from Azusa Pacific University with a degree in business and biblical studies.

“My heart and my passion are in financial planning, so I went to UCLA for post-graduate study that led to a professional designation in financial planning,” he said.

For the last decade, Meyer has been a financial planner with Northwestern Mutual, and since May, he’s headed up the firm’s Santa Clarita office, after working in downtown Los Angeles.

Vocational approach “I treat financial planning vocationally," he said. “When I go to my doctor, auto mechanic or pastor, I know just enough about their area of specialty to be dangerous. The same is true when people come to talk to a financial planner. People don’t know what they don’t know.”

Meyer was born and raised in the San Fernando Valley in Granada Hills and graduated from Bishop Alemeny High School. He and his family lived in Burbank for 15 years, “but there weren’t a lot of kids our daughter’s age in the neighborhood.” He moved with his wife and daughter to Valencia in 2014.

“We’ve been coming up here to attend Real Life Church for a while, so a lot of her play pals are here. My parents moved here in 1994, and my target clients are Santa Clarita families. Setting up meetings at our office in downtown LA didn’t have a lot of appeal to clients in Valencia. So the move made sense on a lot of levels.”

Entertainment clients A majority of Meyer’s roughly 500 clients are families, “and about half are in the entertainment business, in part because my previous job was in that field, so I already had a network of connections.” His clients are across the Santa Clarita and San Fernando valleys.

Small business owners make up another set of his clients. “With them, I help with key-person planning, strategies for retaining key employees, and providing the right incentives so they’ll stay.

We also talk about what they want as a legacy, and what kind of community involvement they’re looking for.”

For Meyer, that involvement includes being on the operations team at his church and helping to organize a softball league.

His office sponsors grandparents and family day at Trinity Classical Academy, which he described as “a morning of breakfast and fellowship which showcases the school’s music and programs.”

Helping people save Asked what he does for his clients, Meyer had a ready reply: “I help people save money. Typically, that’s money for retirement, for financial independence, for their children’s education, and to meet real estate goals.”

The other key element to his work, he said, “is helping my clients protect what they’ve got. If someone becomes ill or dies, our goal is to protect that person’s savings.”

"At the end of meeting with a client, after spending 45 minutes or an hour with them, I check in with them, and it can be emotional, because they’re sharing their hopes and dreams."

Four-part process A financial planning analysis has four parts, he said: gaining an awareness of where you are today, quantifying where you want to get to, articulating a strategy to get there, and remaining accountable for following the plan.

The biggest difference he’s seen among different generations of clients involves attitudes toward saving. “Our industry has done a great job of beating people over the head with the importance to save, save, save. Now I’ve got clients who are 55 or 60 who are looking to

draw that money down. They need help with the distribution of their savings to help them live out the last 25 or however many years they have remaining.”

Planning and connecting Meyer has been with Northwestern Mutual for ten years, and says among the firm’s distinguishing qualities are planning and connecting with clients.

The company is best known as a mutual life insurer, but dropped life insurance from its name in 2000 to reflect its expansion into a broader

financial services provider.

A year later it launched the unit that Meyer works at, Northwestern Mutual Wealth Management Co. It is organized as a limited-purpose federal savings bank that is not a broker and does not sell insurance.

Meyer spends time every few months teaching the company’s new financial advisors. “It’s not just about fact finding. We have to be feeling finders, make sure we connect to our clients’ sense of self.” 

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SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

Family-owned businesses drive the economy

F

amily-owned businesses are economic powerhouses that drive local, national, and global economies. Here are some statistics compiled by the Conway Center for Family Business, a nonprofit organization in Columbus, Ohio, that provides educational programs and resources to support the growth and success of local family businesses.

America’s Economic Engine Family businesses account for 64 percent of U.S. gross domestic product, generate 62 percent of the country’s employment, and account for 78 percent of all new job creation.

Studies have shown about 35 percent of Fortune 500 companies are family-controlled and represent the full spectrum of American companies from small business to major corporations.

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The greatest part of America’s wealth lies with family-owned businesses. Family firms comprise 80 to 90 percent of all business enterprises in North America.

Roughly 90 percent of the families responding to a survey indicated that they control more than a single firm, suggesting that there is strong entrepreneurial activity undertaken by controlling families beyond their core (i.e., largest) company.

Small businesses, including many family firms, employ just over half of US workers. Of 113.4 million nonfarm private sector workers in 2011, small firms with fewer than 500 workers employed 55 million and large firms employed 58.4 million.

Firms with fewer than 20 employees employed 20.2 million.

Research shows that family businesses are less likely to lay off employees regardless of financial performance.

Family Businesses Have Longevity Recent research has shown that continued family control can be efficient, since families are, for example, able to positively affect the resource inventory and usage of their firms, apply a long-term perspective

allowing for unique strategic positioning, have less human resources problems and higher firm values, or drive new entrepreneurial activity.

What truly drives many family businesses is the sense of connection and identity the owners and their family members feel with the business.

The mean age of family control in the family’s core company is 60.2 years.

More than 30% of all familyowned businesses survive into the second generation. Twelve percent will still be viable into the third generation, with 3% of all family businesses operating at the fourth-generation level and beyond.

The tenure of leadership in a family enterprise is four to five times longer than their counterparts.

Of primary importance among family firm wealth holders is transferring not only their financial wealth but also their values surrounding their wealth to subsequent generations. Primary values taught include encouraging children to earn their own money, philanthropy, charitable giving and volunteering.

The environment for innovation in family businesses improves when more generations of the owning family are actively involved in the business.

Family businesses tend to retain

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SANTA CLARITA VALLEY BUSINESS JOURNAL 13

AUGUST 2017

talent better than their competitors do: only 9 percent of family businesses work forces turned over annually (versus 11 percent at nonfamily firms), in a Harvard Business Review study. They create a culture of commitment and purpose, avoiding layoffs during downturns, promoting from within and investing in people.

Family Businesses Create Wealth Family-owned businesses have strong entrepreneurial activity across time. On average and over the family’s history these families controlled 6.1 firms, created 5.4 firms, added 2.7 firms through merger and acquisition activity, spun off 1.5 firms, and shifted industry focus 2.1 times. These families exhibit a significant level of entrepreneurial activity over time, in terms of rearranging the portfolio of activities through founding activity, mergers and acquisitions, as well as divestments.

to nurture their business and management skills.

Family businesses have powerful internal cultures. A study of 114 family firms and 1,200 other large companies for their organizational health found that family-owned businesses scores significantly higher on things like worker motivation and leadership.

74 percent believe they have a stronger culture and values than non-family firms. And, 72 percent measure success differently – not just growth and profit.

leadership. Currently, 24% of family businesses are led by a female CEO or President, and 31.3% of family businesses surveyed indicate that the next successor is a female.

Nearly 60 percent of all familyowned businesses have women in top management team positions.

Over the past five years, womanowned family businesses have increased by 37%.

Female-owned family firms are typically 10 years younger than maleowned firms and more are first-generation businesses.

Women Matter in Family Business Women are increasingly participating in family businesses

Family Businesses Face Big Issues By 2017, it is estimated that 40.3 percent of family business owners

expect to retire, creating a significant transition of ownership in the US. Less than half of those expecting to retire in five years have selected a successor.

Even though nearly 70% of family businesses would like to pass their business on to the next generation, only 30% will actually be successful at transitioning to the next generation.

A majority of family businesses (60 percent) believe that their ethical standards are more stringent than those of competing firms. They also report ethical standards being discussed often or always at meetings with employees, in discussions with customers and during board meetings. 

GIVE WHERE YOU LIVE SCV

Return on investment is 6.6% higher in family-owned businesses.

The largest family-owned business in the US is Wal-Mart Inc., with $499.4. billion in net sales and 2.2 million employees worldwide in 2016.

222 owners and executives of mostly mid-sized, family-owned businesses were surveyed. Approximately 70% of the respondents represented companies with revenues of $200 million or more, while 25% were with companies generating revenues of $500 million or more.

Family Businesses Know How to do Business Right Family-owned businesses practice good governance. A Harvard Business Review study showed 94 percent of surveyed family firms were controlled by supervisory or advisory boards. Family representation on these boards averaged 31 percent, demonstrating a clear separation between family and business in most cases.

Family businesses leaders focus on the next generation, not the next quarter. They tend to embrace strategies that put customers and employees first and emphasize social responsibility.

Family businesses develop leaders in unlikely places – more than 40 percent of companies in the Harvard Business Review study included members of the next generation on their boards and committees in order

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14

SANTA CLARITA VALLEY BUSINESS JOURNAL

 Steve Arklin points out what he calls the "miracle of Rancho Deluxe:" a teepee that somehow survived when the Sand Fire swept through the movie ranch in Placerita Canyon.

Katharine Lotze/The SIgnal.

AUGUST 2017

 The remains of a water tower structure at Sable Ranch. It was destroyed by the Sand Fire, which also burned the hills in the background. Katharine Lotze/The Signal.

One year later, movie ranches rebound from the Sand Fire

By Patrick Mullen SCVBJ Editor efore it had a name, the fire started small, burning a mere quarter acre of brush on the south side of Highway 14 near Sand Canyon Road in Santa Clarita on the afternoon of Friday, July 22, 2016. Most such small flare ups are quickly extinguished.

Not this one. By Noon Saturday, the Sand Fire had consumed 11,000 acres (half its ultimate size), and was heading toward Sable Ranch and Rancho Deluxe, two of the 11 movie ranches that have provided backdrops for hundreds of movies and TV shows.

When the fire arrived, “it was a firestorm, like a raging train,” said Derek Hunt, owner of Sable Ranch, which dates to the 1930s as a working ranch, and has been a movie ranch since the 1960s. “You could hear it coming, rumbling and grumbling. It was pretty brutal.”

Back in business One year later, both movie ranches are back in business. Of the two, Sable was more seriously damaged. Known as the Spanish location for its century-old

B

adobe hacienda, the ranch also had sta- and feeding crews, it cost Rancho Deluxe bles and stone accessory buildings. All some $200,000 to fight the Sand Fire, but in the end they saved every home, strucwere destroyed by the fire.

Next door at Rancho Deluxe, co-owner ture and movie set on their ranch, Steve Steve Arklin, Jr., watched as the fire ap- Arklin Sr. said. proached through Sable Ranch. “We Looking back on the Sand Fire with a year’s perspective, had a few spot fires the Hunt sees a lesson first day that we were he hopes will inform able to put out, and future firefighting: had quite a few water don’t discount local trucks ready to go. knowledge.

On the second day, “Most of our destruc“working with firetion was from backfighters and the guys fires that firefighters we have here, we were set,” Hunt said. Firefighters strategically able to set up a perimeter and save the struc- Derek Hunt, set backfires to slow the progress of an aptures on the property,” owner of Sable Ranch proaching fire by creArklin said. ating a burned area in Once the worst had passed, “we had flareups and hot spots for several days,” its path, thus depriving the fire of fuel.

He’s not convinced that this was the Arklin said. “But after about a week, we wisest course at Sable Ranch, because knew we’d be OK.” of the range of firefighting equipment Limited damage available on the property.

Damage at Rancho Deluxe was lim- Local knowledge ited to trees and brush. Between renting “Our local firefighters know the combulldozers and water trucks, and paying munity and what kind of firefighting

When the fire arrived, “it was a firestorm, like a raging train.

You could hear it coming, rumbling and grumbling. It was pretty brutal.”

equipment we have, but they weren’t allowed to act on that knowledge,” he said.

He’s grateful to outside crews that came in to fight the fire, but said that without local knowledge, they must wait for orders from a command center.

Sable Ranch “lost a lot of history, including sets and our town.” Those structures have yet to be rebuilt. “We have productions going on again, but there’s some business we haven’t gotten back,” Hunt said.

Unless they can afford to build new sets, shows that need a Western town like the one Sable had must go elsewhere, and that’s going to have an economic impact here. “Once those jobs go away, it’s difficult to get them back.”

Six months after the fire, the heaviest rains in a decade arrived. “It hit ground that didn’t have any brush on it to hold the water back, so it was a pretty devastating stretch,” Arklin said. But the rain helped bring the grass back, he said. “This was the greenest spring with the heaviest cover of wildflowers I’ve ever seen.”

One-two punch Nature’s one-two punch definitely led to a slowdown in business, Arklin said.

“This year, we’re back on track, with productions coming in; business is great.”

In the first half of 2017, Rancho Deluxe was issued seven filming permits by the city of Santa Clarita, representing 16 filming days, compared with 13 permits for 18 filming days in the same period a year earlier. These stats offer a partial picture, as not all filming requires permits.

On the comeback Business is picking up at Sable as well, which pulled 19 permits for 36 filming days in the first half of this year, compared to 21 permits for 51 filming days in the same stretch of 2016. “We have productions on the property now and business is looking pretty good,” Hunt said.

Both movie ranches continue to update firefighting equipment and keep workers up to date on where it’s kept and how to use it. Sable has added additional pumping capacity.

Rancho Deluxe has multiple water lines and hoses across the property.

Arklin makes sure the hoses are fresh and everyone on his crew knows where everything is.

Last month, when the Placerita Fire broke out, Arklin thought he might need those hoses. “We had 10 water trucks and 30 guys ready to go, but the Fire Department brought in a tremendous amount of air support immediately. They did a really great job.” 

SANTA CLARITA VALLEY BUSINESS JOURNAL 15

AUGUST 2017

FAMILY-OWNED BUSINESSES:

Five ways the current generation can support the next one

By Sian Steele

H

ere are five key things the current generation managing a family enterprise can do to make sure the next generation has the best chance to succeed: 1. Plan ahead The single most important success factor for succession is a good plan. That starts with detailed career and development planning for the next generation, so they can get a wide range of experiences and acquire the right skills. If possible, find ways for them to work outside your home market, as well as outside the family firm. This will help build their credibility if they do eventually decide to come back to the family business.

2. Make it an opportunity, not a burden Many of the next generation are excited about the chance to work in the family firm and take it over one day. But make sure they don’t feel expectation as a burden, and have the chance to make a free choice about their own future.

would like to do this. New entrepreneurial ventures can be a wonderful way to give the next generation their own area of responsibility, where they can learn, explore new ideas, and gain vital skills.

And who knows – those new ventures could evolve into the future for your firm.

4. Understand where and when to let go Almost all next-generation members (91 percent in our research) say they would welcome continued support from their parents when they take over, and many talk with feeling about the mentoring they’ve received, and the lessons they’ve learned.

But there’s a fine balance between being there to help, and never letting go.

It’s an understandable wrench to step back from a business you’ve run, and in many cases, built – 61 percent of nextgeneration members in the Great Expectations survey acknowledge this as a challenge in their own family. So spend time discussing the exact shape of your future role, and find yourself something else to do beyond the business, so you won’t constantly be tempted to “just show up.”

5. Address family governance One positive role the current generation can play is in relation family governance. We all know how dangerous conflicts and misunderstandings can be in family firms, and 52 percent of nextgeneration members we surveyed said they were worried about the prospect of dealing with “family politics.” Members

New entrepreneurial ventures can be a wonderful way to give the next generation their own area of responsibility, where they can learn, explore new ideas, and gain vital skills.

3. Give them a chance to build something of their own.

Fifty-four percent of respondents to PriceWaterhouseCooper’s 2016 Family Business Survey talked about the possibility of setting up new entrepreneurial ventures to run alongside the main firm, and 47 percent of those questioned in the firm’s Great Expectations survey of next-generation members said they

of the older generation are ideally placed to help manage this, both through their experience and the ‘gravitas’ of age. So if your family firm hasn’t yet come to grips with family governance, or could benefit from a proper family constitution or family council, perhaps you can take on that

task yourself, so the next generation can concentrate on taking on the business.

Sian Steele is a Family Business Leader with PriceWaterhouseCooper in London. This is an excerpt from PwC’s Family Business Survey 2016 report, available at www.pwc. com/fambizsurvey2016. 

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SANTA CLARITA VALLEY BUSINESS JOURNAL

SANTA CLARITA VALLEY BUSINESS JOURNAL 17

AUGUST 2017

“

“

It’s a true family business so if business wasn’t good we would hear about it around the dinner table. If things were good, we were good.”

The one thing I have done is let Mitzi run the business.”

- Don Like

“

This year's fantastic. We haven't been able to say that about construction for a long time.”

- Ben Griffiths

“

A lot of people thought I was brought into the business but the way it came about was that we actually did it together.”

- Mitzi Like

- Jeff Green

“

You have to have a sense of a legacy.”

ROUNDTABLE:

- Ben Griffiths

The dynamics of running a family business

By Patrick Mullen SCVBJ Editor

F

our members of local family businesses met at The Signal in July to compare notes about their experiences.

Participants: Don and Mitzi Like: LBW Insurance and Financial Services Jeff Green: Douglas Furniture Ben Griffiths: Brent’s Carpet One SCVBJ: How did you start your company?

Mitzi Like: Dad and I started the company together. Dad had an agency in the Valley for many years and sold. I finished up at school, worked for an insurance company and did claims work.

I decided I didn’t want to do claims work anymore so I went out to an agency in Westlake Village and built a commercial book of business. In 1982, Dad and I got together. We were originally called Like Financial.

Green: The business started in 1975. My father

started the company when he was 22 years old.

It took a lot of guts back then. It’s a true family business so if business wasn’t good we would hear about it around the dinner table. If things were good, we were good.

I’ve been working full time for about 15 years.

I’m the general manager there. Dad still likes to come in. I have a sister involved and Mom’s there too. So it’s a true family atmosphere there.

Our employees have been working for us for a long time too.

Griffiths: My father Brent founded the business in 1979. He always said he was going to sell the business. He was in real estate and was an accountant.

It wasn’t really his line of work, he got into it with a friend and things kept going. He built a building and needed the business for the loan, then had a bunch of kids in college. So it takes on a life of its own.

I came to work for him shortly after 2000 and worked my way up through about every position in the business. Brent has been retired for a few years now so we always keep on doing what we’ve been doing.

SCVBJ: Did you have a choice to get into the family business?

Griffiths: My Dad always said he was going to sell so all of us planned different life paths. I wasn’t happy with the job that I had. He was trying to sell the business and he was a guarantor on the lease and they wouldn’t release him. We were talking one day and he said why don’t you take over the business.

Green: We were all able to go our own ways. After college I wanted to get married and needed to make money. I had a business degree so I called Dad and said I want to make this my career too. I had started out as a driver when I was in school. So I knew the business.

Mitzi Like: With me it was a little different. A lot of people thought I was brought into the business but the way it came about was that we actually did it together.

SCVBJ: Do you think the working dynamic was different from the start as opposed to Jeff and Ben’s experience?

Don Like: Mitzi first went out to work on her own with a cousin of mine in Westlake Village at an insurance agency to go to make money. She

went to work with him for about two years and built up a very large book of business. He knew that one day she would pick up and leave. That’s how we got together.

I do a lot of work with succession arrangements and the reason why they don’t work a lot of times is the father owns everything. What we did was we went 50-50 right from the beginning. We had confidence in each other.

SCVBJ: What are your plans for the next generation?

Mitzi Like: The third generation is in our business now. Both of my boys are in the business.

Green: There isn’t a third generation involved yet. There will be. They are still young. We want to see what they want to do. We were never forced to be in the business.

Griffiths: I have five kids. They are all young. I think if you asked them today they would say that they have plans to take over the business.

My kids come in and spend time there. They See ROUNDTABLE, page 19

“

There isn't a third generation involved yet.

There will be.”

- Jeff Green

18

SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

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SANTA CLARITA VALLEY BUSINESS JOURNAL 19

AUGUST 2017

ROUNDTABLE Continued from page 17

Green: It’s a great place to raise a family. The small-town feel is nice but it is also still growing.

enjoy it.

SCVBJ: How is business in 2017?

Griffiths: This year’s fantastic. We haven’t been able to say that about construction in a long time. For a

SCVBJ: How has technology changed your business?

Griffiths: Flooring is a little bit backwards when it comes to technology. There are so many set-ups in flooring stores. You can be one guy who does all of the measuring and all of the installing by himself all the way up to a corporation where you have many employees who measure, many employees who order, accountants dedicated to the financing, and warehouse people all separated in different functions. It’s very difficult to build

downturn that took so many years to get through, it was difficult. You use a lot of your personal resources.

And when things get better you need to bring things back and be in a conservative state. You can’t play it any other way.

Mitzi Like: We are in the insurance business so there are certain policies that people must have. We are diversified enough that we never

 Mitzi Like

have a real downturn.

SCVBJ: How would you rate the Santa Clarita Valley as a place to do business?

Mitzi Like: We love it. The San Fernando Valley where we came from originally is too big. Here you can go to the grocery store and run into people you know. I got involved with the hospital. I’m on the hospital board and Economic Development Board. I can get to the office in less than five minutes. Most of my staff is within 20 minutes.

 Jeff Green

a one-size-fits-all software system.

There have been only a couple of solutions for decades. It’s coming.

Green: In furniture, there is technology for the customer. We’ll have televisions above the sofa where the customer can dress the sofa right then and there. We’ll have the samples there too but sometimes

that guy. There was no backstop, I was the backstop.

Green: It’s on my mind at all times. Customers come in and say “I bought from your Dad 35 years ago.”

Don Like: The one thing I have done is let Mitzi run the business.

SCVBJ: What’s the thing you spend time on at work that you wish you didn’t have to spend time on?

Green: Paying bills.

Griffiths: Interruptions.

 Ben Griffiths

have both.

SCVBJ: How much are you aware of the legacy of your company and your role as the inheritors who keep it going?

 Don Like

Green: I would ditto everything he has said. We have had the best year in the history of the store. People are finally spending money again and re-doing things. The banks are finally lending again.

it’s hard for someone to picture it.

I have salesmen who walk around with a tablet. But before they walked around with a book. We still

Griffiths: It’s a permanent weight. My father was an accountant. He came in with tremendous business acumen.

He set things up in a flooring company that are very different than you normally see in a flooring company.

He taught me those values and a lot of them are interpersonal. When we say we’ll take care of you that’s what it means. You have to have a sense of a legacy. I have people come up to me and tell me how my Dad dealt with them. It’s kind of a stewardship. When my Dad left I think I felt it more keenly.

When he was there he could take care of it and make it OK. When he left I was

Mitzi Like: Babysitting the staff.

SCVBJ: Would your business be any different if it wasn’t in Santa Clarita?

Don Like: I have never lived in a place where people give so much as the people I come in contact with in Santa Clarita.

Green: For us it’s trends out here.

Santa Clarita is a very traditional community. A lot of that plays into the kind of furniture they buy.

Griffiths: People want quality here.

People want it done right. I don’t think you have those expectations in other areas. 

20

SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

SCV Family-Owned Company Snapshots AV Party Rentals

AV Party Rentals has been family-owned and operated in the Santa Clarita Valley since 1968. The company provides services for parties, business events and weddings.

Owners: Rusty Parr, Cathy Holm, Ryan Parr, Roger & Patricia Parr Year firm began: As a business, 1968; as “A V Party Rentals,” 1978 Founded by: Roger & Patricia Parr Founder’s relationship to current owner: Parents How many generations: Three How many employees: 30 Family members who work for the company: Rusty Parr, Stephanie Parr (Rusty’s daughter), Michael Parr (Rusty’s son), Cathy Holm, Stephen Holm (Cathy’s son), Ryan Parr Annual gross earnings: $1.5 Million One challenge company faced and how you handled it: The 2008 recession. Having an experienced and loyal staff, we had to decide whether to let some go, or find a way to keep the staff. We let everyone know that hours would be closely watched and reduced when possible, and that overtime would be eliminated until it became necessary. The key was making it clear that these cuts were across the board, and if they didn’t meet the needs of both management and workers, that employees would begin to be laid off, without regard for seniority or position. After eight years, the staff is as strong as it’s ever been. We’ve only lost a few employees to other opportunities.

Canon Recruiting Group LLC Staffing and permanent placement in finance, banking, insurance, medical devices and technology.

Owners: Laurie and Tim Grayem Year firm began: 1980 Founded by: Tim Grayem Founder’s relationship to current owner: same How many generations: Two How many employees: 300 Family members who work for the company: Tim, Laurie, John Annual gross earnings: $14 million One challenge company faced and how you handled it: After the financial crisis of 2008, we worked hard to pivot our business model to broaden our client base and geographic areas. We embraced new technology in order to emerge from the crisis with a more diverse client base, doing more volume as a company.

Flair Cleaners

Flair Cleaners offers professional dry cleaning, laundry, garment care, and tailoring services to customers at five locations in the greater Santa Clarita area, with in-store service, home and office pickup and delivery.

Owner’s name: Gary Futterman and Bob Singer Year firm began: 1958 Founded by: The Futterman and Singer families Founder’s relationship to current owner: Fathers How many generations: Three How many employees: 28 employees in Valencia; 160 at all five locations Family members who work for the company: Gary Futterman, Bob Singer, Drew Singer One challenge company faced and how you handled it: As our customers embrace online shopping, they have come to expect products and services to be delivered to their homes. To meet this need, Flair Cleaners introduced Home Pickup and Delivery Cleaning. Drivers are in each neighborhood twice a week.

AUGUST 2017

SANTA CLARITA VALLEY BUSINESS JOURNAL 21

Lightning Limos/Party Bus LA Black car, limousine, and limo bus company focused on providing high end, consistent, timely, reliable, and friendly service.

Owners: Veena Bali Year firm began: 2007 Founded by: Kuldip Bali Founder’s relationship to current owner: Husband How many generations: Two How many employees: Six Family members who work for the company: Vin Bali One challenge company faced and how you handled it: The biggest challenge is giving our customers the best affordably. We recently upgraded our fleet to make sure our customers can get to and from their destination safely. Competitors with older buses undercut the market, and we initially lost customers. It’s a struggle educating our customers on the dangers of renting only on price.

NASAC, INC., dba Nicholas Aire Systems Full service and installation of residential & commercial heating, ventilation, air conditioning systems.

Owners: Nicholas P. Frank Year firm began: 1993 Founded by: Nick & Donna Frank Founder’s relationship to current owner: Husband & Wife How many generations: Two How many employees: Nine Family members who work for the company: Nick, Donna & Jeffrey Frank One challenge company faced and how you handled it: Not enough hours in a day. Work harder and provide excellent customer service.

Teague Custom Marine Inc. High performance marine engines, parts & accessories; on-site marine service, repairs, and fabrication.

Owner’s name: Bob Teague Year firm began: 1972 (in current location in Valencia since 1994) Founded by: Bob Teague Founder’s relationship to current owner: same How many generations: Two How many employees: Eighteen Family members who work for the company: 6 including owner Bob Teague. Andrea Teague (Bob’s spouse); Norm Teague (Bob’s brother); John Teague (Bob and Andrea’s son) Cherilyn Noack (Bob and Andrea’s daughter); Josh Noack (Bob and Andrea’s son-in-law) One challenge company faced and how you handled it: We were moving the company from Van Nuys to Santa Clarita when the Northridge earthquake hit in Jan. 1994. We had literally done the final walk-through of our new building the night before the quake hit. We had damage at both this location and our shop in Van Nuys.

22

SANTA CLARITA VALLEY BUSINESS JOURNAL

THE LIST

AUGUST 2017

Family-Owned Businesses

Rank Company

Total # Employees

Family Members in the Business

Description of Business Major Ownership

Top Local Executive

Contact Info

1

AMS Fulfillment

362

4

Product and promotional fulfillment

Jay Catlin, Ken Wiseman

Ken Wiseman and Jay Catlin

29010 Commerce Center Dr., Valencia, 91355 661-7750611 www.amsfulfillment.com, jcatlin@amsfulfillment. com, kwiseman@amsfulfilment.com

2

Stay Green Inc.

350

3

Landscape services

Rich Angelo, Char Angelo

Rich Angelo, Chris Angelo

Jorge Donapetry, jdonapetry@staygreen.com 26415 Summit Circle, Santa Clarita, 91350 661-291-2800 www.staygreen.com,

3

Canon Recruiting Group LLC

300

3

Staffing and recruiting firm

Laurie Grayem

John Grayem

26531 Summit Circle, Santa Clarita, 91350 661-252-7400 www.canonrecruiting.com, Tim@canonrecruiting.com, laurie@ canonrecruiting,com

200

2

Temprorary site services

Nancy Gump Melancon

Nancy Gump Melancon

26410 Summit Circle, Santa Clarita, 91350 661-251-7721 www.andygump.com, FAX: 661-251-7729 nancy@andygump.com

51

11

International medical and health insurance, Lloyds of London

Harold, Michael and Thomas Petersen

Harold, Michael and Thomas Petersen

23929 Valencia Blvd. Second Floor, Valencia, 91355 661-2540006 www.piu.org/ mike@piu.org, ThomasPetersen@piu.org

4 5

Andy Gump Temporary Site Services Petersen International Underwriters

6

LBW Insurance and Financial Services, Inc.

36

7

Insurance and financial services

Mitzi Like

Mitzi Like

28055 Smyth Dr., Valencia, 91355 661-702-6000 www.lbwinsurance.com, mitzil@lbwinsurance.com

7

AV Party Rentals

30

6

Party and event equipment rentals

Rusty Parr

Rusty Parr

23800 Newhall Ave., Newhall, 91321 661-259-2151 www.avparty.com, rusty@avparty.com

8

CBC Cleaning and Restoration

22

2

Emergency disaster cleaning and restoration, residential and commerical

Gordon and Debbie Glasnow

Gordon & Debbie Glasnow

25042 Anza Drive, Santa Clarita, 91355 661-294-2221 www.cbcfirst.com, debbie@cbfirst.com, FAX: 661-294-2220

9

Consumers Furniture Gallery

20

2

Furniture

Greg Moser

Mary Moser

21048 Golden Triangle Rd., Saugus, 91350 661-259-9609 www.consumersfurniture.com, clemmoser@ca.rr.com

10

Teague Custom Marine, Inc.

18

6

Marine engines, parts, accessories, service and high performance parts

Bob Teague

Bob Teague, Owner & President

28115 Avenue Standford, 91335 Valencia, 91355 661-2957000 www.teaguecustommarine.com, cherilyn@teaguecustommarine.com

11

GW Richardson Heating and Air Conditioning, Inc.

18

4

Heating and air conditioning, solar electricity

Gary and Christy Richardson

Gary and Christy Richardson, owners

28231 Ave Crocker #100, Valencia, 91355 661-295-0115 www.gwrichardsonac.com, ChrisR@GWRichardsonAC.com Fax: 661-295-1450

12

Accurate Freight Systems

18

2

Transportation and Logistics

Tony Demma

Tony Demma

28908 Avenue Paine, Valencia 91355 661-257-7200 www.shipafs.com, tony@shipafs.com

13

KHTS AM 1220

15

2

Radio station and website/Hometown Analytics (The Statster)

Carl Goldman, Jeri Seratti Goldman

Jeri Seratti Goldman

24320 Main Street, Newhall, CA 91321, 661-298-1220 www.hometownstation.com, jeri@hometownstation.com

14

Douglas Furniture

12

4

Furniture

Doug Green

Doug Green

15

Way Station Coffee Shop

12

2

Breakfast and lunch diner

Eric Leeser

Eric Leeser

Lisa Passamonte Green, CEO and David Green, CFO

Lisa Passamonte Green, CEO

23661 Newhall Ave., Newhall, 91321 661-255-8421 www.dougfurn.com, doug@dougfurn.com 24377 Main Street, Newhall, 91321 661-255-0222 facebook. com/waystation1971, waystation1971@gmail.com, Eric's cell: 661-904-2335

16

Visual Terrain

11

2

Special lighting design for architecture, attraction & amusement purposes

17

Tea Elle C Garden CafĂŠ

10

8

Specialty tea restaurant

Ceasar & Gene Ancheta, Jason & Benny Wagner

18

Nicholas Aire Systems

9

3

Heating and air conditioning

Nicholas Frank

Donna Frank

661-297-8058 ‎ www.nickaire.com, info@nickaire.com

19

A Chorus Line

7

3

Dance wear and costume sales and rental

Reena Newhall

Jana Einaudi

23300 Cinema Dr, Santa Clarita, CA 91355; 661-253-0300 www.achorusline.net, info@achorusline.net

20

Brent's Carpet One

7

1

Flooring sale and installation

Brent & Ben Griffiths

Benjamin Brent Griffiths

24220 Lyons Ave., Newhall, 91321 661-388-0687 www.brentscarpetonenewhall.com, ben@brentscarpetone.com

21

Lightning Limos

6

4

Party bus, limo rentals, car service

Veena Bali

Vin Bali

25322 Rye Cyn. Rd. #206, Valencia 661-607-0272 www.mylightninglimos.com vin.bali@hotmail.com

22

Steve's Valencia Florist

6

4

Florist

Steve Hanauer, owner

Steve & Jan Hanauer

23760 Lyons Ave, Newhall, CA 91321; (661-287-3660 www.stevesvalenciaflorist.com, janhanuaer@aol.com

23

Kupcake Kitchen

5

3

Bakery

Ryan Hulbert

Ryan Hulbert

27737 Bouquet Cyn. Rd. #120, Saugus, 91350 661-296-4758 www.kupcakekitchen.com, orders@kupcakekitchen.com

24

Stacey Hauge Printing Co., Inc.

5

3

Commerical printer

Dennis Hauge, Linda Hauge

Dennis Hauge

25010 Avenue Tibbits, Valencia, 91355 (661) 294-6545 www. haugeprinting.com, FAX: 661-294-6546 sales@haugeprinting.com

25

Signs by Tomorrow

5

2

Signs and graphics

Becky Hargrave

Rod Hargrave

26

Marty's Flooring America

5

1

Flooring

Dustin Downen, Greg Smith

Dustin Downen, Greg Smith

27

1st Image Photography

3

2

Photography on location

Bob Messina

Bob Messina

25217 Ave Tibbitts, Santa Clarita, CA 91355 (661) 775-7758 http://www.visualterrain.net, lisapg@visualterrain.net, davidg@ visualterrain.net, FAX: 661-775-7708, cell: 661-510-9390 26111 Bouquet Canyon Rd., Valencia, 91350 661-255-9832 www.theteagardens.com teaelle2015@gmail.com

28302 Constellation Rd., Santa Clarita, 91355 (661) 295-3925 www.signsbytomorrow.com/santaclarita info@sbtsantaclarita.com FAX: 661-295-1643 23360 W. Valencia Blvd., Suite F, Valencia, 91355 (661) 252-2522, martysflooring.com martysflooring@yahoo.com 661-254-4720 www.1stimage.com, bob.messina@1stimage. photography

SANTA CLARITA VALLEY BUSINESS JOURNAL 23

AUGUST 2017

Job center moves as county and college can’t come to terms

By Patrick Mullen SCVBJ Editor n what could be a temporary move, America’s Job Center of California, a publicly funded employment center, last month moved its Santa Clarita outlet from College of the Canyons to a location on Soledad St. The unexpected move came after efforts to simplify the Santa Clarita office’s complicated lineage hit a snag.

“There were a lot of people involved with the local office”, said Jason Crawford, the city’s director of economic development. AJCC “is a federal program, administered by the county, with the city acting as lead agency (which largely meant filing required reports), physically hosted by the college.”

Layers of complexity To add another layer of complexity, the Santa Clarita office was set up under the auspices of the Antelope Valley job center, based in Palmdale.

“The plan for this year was that the county would contract directly with the college, starting July 1,” Crawford said.

“The city would no longer have an official role with the job center, but would remain helpful.”

When the county issued a request for proposals, the college passed at first, “based on some of the language in the RFP,” said Barry Gribbons, deputy chancellor of College of the Canyons. “But the county expressed interest in working with the college, so we started working on an agreement.”

‘Bump in the road’ But in what Gribbons characterized as “a bump in the road,” the county and the college couldn’t agree on terms in time for the new contract to start.

I

“We couldn’t complete it by July our 20,000 students and AJCC’s 6,000 1, so the Job Center moved on a clients,” he said. He declined to specumonth-to-month late on when an basis under the agreement might be auspices of Goodreached. will Southern Cali “It’s a comfornia” to the Sanplex arrangement, ta Clarita Job Club as it involves fedat 20730 Soledad eral dollars, state St., he added. statutes and regu Discussions belations, and countween the county ty statutes,” Griband college conbons said. tinue, and Grib From the - Barry Gribbons, deputy chancellor, bons said there city’s perspective, College of the Canyons Crawford said, “recould be significant synergies begardless of the cirtween the college’s job and career cumstances of who was running the procenter and credit and non-credit gram, it was important that it continues career programs and the services of- operations, providing needed services.” fered by AJCC. One-stop career shop “We see some wonderful benefits for The job center is one of a network of

“

We see some wonderful benefits for our 20,000 students and AJCC’s 6,000 clients.”

one-stop career centers set up across the country as part of the federal Workforce Investment Act of 1998, since repealed and replaced by the 2014 Workforce Innovation and Opportunity Act. The centers offer job training and employment services and helps connect job seekers to employers looking for skilled workers.

Those looking for work can hone their résumés, work on interview skills, and get training to gain skills in a new industry.

The AJCC network links all state and local workforce services and resources across the state and country. It partners in California with the Employment Development Department, the California Workforce Development Board, and 49 Workforce Development Boards that administer more than 200 job centers statewide. 

Appointments

Steven Binder

James Kneblik Jr.

Appointed: Chief Financial Officer, MannKind Corp., Santa Clarita Formerly: Vice President and Chief Financial Officer, International Group, Stryker Corp., Singapore

Appointed: Director of Development, College of the Canyons Foundation, Santa Clarita Formerly: Manager, Business Sponsorship Program, City of Santa Clarita’s Economic Development Division

Patrick McCauley, J.D., M.B.A. Appointed: Chief Commercial Officer, MannKind Corp., Santa Clarita Formerly: Area Vice President, West US, Urology/PCP Sales, Astellas Pharma, Northbrook, Illinois

Submit Hirings, Appointments and Promotions to pmullen@signalscv.com with “SCVBJ Appointments” in the Subject line.

SCV BUSINESS VOICES

Connecting to a Cause: Give Where You Live SCV

By Marianne Cederlind

Executive Vice President and Chief Business Banking Officer, Mission Valley Bank What can millennials teach us? Apparently quite a bit when it comes to integrating social causes into our daily routines and purchase behaviors. This growing group of young consumers are set on making a difference in the world. Rather than making random or one-off donations, they are a generation characterized by doing good with their money.

CONNECTING TO A CAUSE Millennials – born between 1980 and 2000, and now a large part of the workforce – expect open transparency, sophisticated storytelling and technical savvy from the organizations they support. Many of these young adults will also volunteer and lend the force of their social networks to causes they believe in.

This growing movement in public opinion for consumers to seek out businesses identified with causes they relate to is only amplified on social media. Millennials, as informed consumers, place even more importance on corporate philanthropy than with past generations.

Philanthropy – the act of giving back – should be a key component of every business operating within a local market area, and these efforts should align with the strategic goals of the business. Beyond doing good for others, charitable giving can create goodwill among consumers, regulators, investors, employees, and business partners.

At Mission Valley Bank, people are our greatest

asset. In addition to financial support, the management team lends its leadership skills to many nonprofits within the community. The bank prides itself on involvement in charitable works that help individuals, along with economic development initiatives to attract and retain businesses within the region.

GIVE WHERE YOU LIVE SCV In response to the growing needs of our nonprofit partners, Mission Valley Bank hosts the Give Where You Live SCV initiative. Participating organizations include Carousel Ranch, Boys and Girls Club of SCV, Samuel Dixon Family Health Center, College of the Canyons Foundation, Santa Clarita Valley Family YMCA, and the SCV Senior Center. Each month Mission Valley Bank features a nonprofit client on its website, in advertising and articles, and throughout its social media platforms. Bringing awareness to the needs and work of these organizations -- while connecting each cause with residents -- strengthens the community as a whole. (www.GiveWhereYouLiveSCV.com) CAROUSEL RANCH’S ‘HEART OF THE WEST’ Lassoing our cultural and philanthropic hearts while transforming lives, Carousel Ranch provides equestrian therapy for children with disabilities, creating a unique and individualized program to meet each child's specific needs and goals.

What makes Carousel Ranch such a special place within the Santa Clarita Valley? Simply, it’s transformative. A place where therapy is disguised as fun in an atmosphere where every child can succeed.

For every child served by the program there are powerful stories to tell. Meet Julianna, a young girl with cerebral palsy and low tone in her muscles, making it difficult to sit, stand or hold her head up. After five years of equestrian therapy, this determined 10-year-old has bonded with Annabelle, one of the ranch’s gentle creatures. In the words of her mother, “She has done so well in her motor developments thanks to Carousel Ranch. She has so much more trunk control and is now able to prompt herself to a sitting position and sit and play, watch TV, etc.”

Each year there are children like Julianna with special needs on a waiting list for the opportunity to improve their health and quality of life, and every lesson is subsidized thanks to the tireless efforts and generosity of donors and supporters. With the community’s support, Carousel Ranch can help more children like Julianna succeed. Together, we can make a difference . . .one very special child at a time.

How can your business get involved? On Saturday, August 26, 2017, the 21st Annual Heart of the West Dinner, Auction and Children’s Riding Demonstration will be held on location at Carousel Ranch. You can help make this successful by attending, donating or volunteering at the event. All hands are welcome! (www.CarouselRanch.org) Mission Valley Bank is a locally owned, full-service community business bank headquartered in Sun Valley, with a business banking office in Santa Clarita. Marianne Cederlind serves as president of the Carousel Ranch Board of Directors and can be reached at (818) 394-2300. For more information visit www.MissionValleyBank.com.

24

SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

SCV BUSINESS VOICES

Be the Hero Your Office Needs By Having a Disaster Recovery Plan

By James Deck CEO, Med Tech Solutions Not all organizations are prepared to deal with the costs associated with downtime. Any situation in which your organization cannot access important information or can’t operate with efficiency is something that needs to be addressed; otherwise, you risk more than you know.

Downtime can cause long-term or irreparable damage to your IT budget. So, just preparing for downtime isn’t enough. You need to expect downtime and accept it as an inevitability. To showcase just how frequently downtime can occur, we’ve compiled several possible ways downtime can become a reality for the average organization.

• User error: Employees are only human, and humans make mistakes. User error can be something as simple as an employee moving the wrong file to the

wrong location, or it can be as complicated as users mistakenly having access to data they’re not supposed to see, only to have it stolen by a scammer.

• Hacking attacks: If your infrastructure were to be breached and infected by viruses or ransomware, there’s a good chance that you’ll lose data. This can happen due to data destruction or theft. You can’t ignore the possibility of ransomware encrypting your infrastructure, either.

• Natural disasters: Regardless of where your office is located, chances are that it’s vulnerable to some variant of natural disaster. Floods, fires, earthquakes, electrical storms, hurricanes, and many more, are all examples of disasters that can lead to downtime.

• Hardware failure: Technology certainly isn’t built to last forever, and you shouldn’t expect it to. Even the heartiest of servers will eventually fall to the whims of time. The best you can do is take measures to be ready

for such an event, as hardware failures can happen at inopportune times and lead to significant data loss.

The Solution To combat the threat of network downtime, disaster recovery is practically a necessity. This is a part of a thorough business continuity plan designed to get your organization up and running following a crippling disaster. Such a plan includes having reliable data backup, as well as a way to rapidly recover the contents of your server. Data backup and disaster recovery might be all you have left to fall back on in the event of a disaster.

James Deck is the Chief Executive Officer of Med Tech Solutions and an innovator in the information technology field for nearly two decades specializing in Managed Services, Cloud Solutions, and mobile and web application development. James can be reached at jdeck@ medtechsolutions.com or (626) 486-9330.

SCV BUSINESS VOICES

The Power of a Customer Story

By Cheri Fleming Valencia Acura Customer testimonials have always been an important part of doing business. Today they are more important than ever. Those stories that once came through the mail as a handwritten note have taken on a life of their own – both good and bad – in the form of reviews on social platforms.

While every business owner handles customer reviews in their own way, here is one Valencia Acura recently received that was so powerful, it moved us. We asked the author if we could share his story. He agreed.

It’s an interesting read, and speaks to the fragility of human life. (The following was edited for space.)

“I am thankful both for the miracle that enriched my life, and the vehicle that ensured it would not end too soon," began an email from Gary McKay. "In July 2007, I bought an Acura MDX at the Valencia Acura dealership. It was a great car, and I was always pleased with the professionalism of the service department when I took it in for maintenance or repairs.

“Last fall, my wife became pregnant with twins. We had our Acura MDX for almost 10 years and it served us well. We thought about getting a new SUV with a strong safety rating and good cargo space, but we

decided to wait a year.

“Early in the evening on June 14, our twins were born. Being 62 years old, with my wife a dozen years behind, it was a great blessing for us that many believed could never happen. But it did.

“A few hours later, I left the hospital for home. On my way back to the hospital, a woman ran a red light and hit me head on at 50 mph. As I watched her car accelerate and head straight towards me, I thought I was going to die. Instantly, I thought about the tragedy of being gone, and leaving my wife alone with two babies.

But just as quickly, the air bags exploded around me.

“I spent the next 4.5 hours that evening in the emergency room, downstairs from my wife. My body still aches all over but, most importantly, I survived.

“Miracles can take many forms. Two angels delivered precious babies to my wife and me. At least one angel accompanied me on my trip home and back later that evening. Those angels blessed my life. My Acura MDX saved it.

“A few days later, I called Valencia Acura. I explained to Brian Fleming what had happened, told him what I was looking for, and three minutes later he called back with a 2017 MDX in the color and package I wanted.

They put a lot of the paperwork together before I

arrived, and allowed me to get in and out quickly.

“A huge thanks to Acura for making such a safe vehicle and a big follow-up thank you to all the wonderfully special folks at Valencia Acura for taking care of me like a longtime friend. At a time when I really had lots of other things to be worried about, they made buying a new car a quick and painless experience."

The 2017 Acura MDX earned Top Safety Pick+, the highest designation from the Insurance Institute for Highway Safety (IIHS), for its fourth consecutive year.

After analyzing a combination of market factors, Edmunds determined the 2017 Acura MDX earned the top spot in the luxury midsize SUV segment as the “Most Wanted Luxury Midsize SUV” for 2017.

I invite you to stop by Valencia Acura and test drive Acura’s MDX, also available in a Sport Hybrid model.

Celebrating 20 years serving the community, Valencia Acura is a local, family owned car dealership located at 23955 Creekside Road in Valencia. Valencia Acura has been recognized as a prestigious Acura Precision Team Dealership for 11 years, awarded Acura’s Council of Excellence for 13 years, and voted Santa Clarita’s Best New Car Dealership for 13 years by the Signal newspaper.

Owners Don and Cheri Fleming can be reached at (661) 255-3000. Visit www.ValenciaAcura.com.

SCV BUSINESS VOICES

SCV is a HOT location for business!

By Holly Schroeder

President & CEO, Santa Clarita Valley Economic Development Corporation So far, 2017 has been a hot year for business here in the Santa Clarita Valley (SCV)! The construction and completion of new industrial and commercial spaces like IAC Commerce Center and Gateway V have provided relief to a very tight industrial real estate market, and word is getting out about the SCV’s businessfriendly climate.

Santa Clarita is great place to locate a company, and at the year’s half way point, many local businesses have expanded into new facilities and many more from outside the area have chosen to make the SCV their home. These companies’ long-term commitments to the Santa Clarita Valley represent over 1700 jobs!

One new addition of note is Nasmyth Group, a UKbased aerospace company which is significantly expanding its US footprint. Their new 18,000 SF facility will house their manufacturing and finishing services and be the location for their state-side headquarters. Nasmyth serves major companies in the aerospace industry like Boeing, Lockheed Martin, Northrop Grumman and Esterline, and will bring 60+ jobs to Santa Clarita.

The SCV is a fast-growing hub for advanced manufacturing and aerospace and defense companies like Nasmyth Group as well as several other major industries like

medical device manufacturers, digital and media entertainment, and high-tech/information technology.

So why have so many companies chosen to relocate their businesses to the Santa Clarita Valley? Santa Clarita boasts several cost-advantages over other SoCal locations like no business taxes, no utility user taxes, no parking taxes and free parking. Have you parked in downtown Los Angeles lately? Free parking is a definite perk for employees and visitors alike!

Businesses in the SCV have the support of organizations like the Santa Clarita Valley Economic Development Corporation (SCVEDC), which acts as a one-stop resource to assist companies with a variety of services including obtaining workforce training at low or no cost to learning about local, state, and federal tax incentives, from expediting business issues resolution to managing local business coalitions. Our Business Assistance team regularly provides no-cost consultations and on-site visits to help companies learn about these valuable programs so they may become more competitive and achieve growth goals.

Additionally, SCVEDC partners with Employee Training Institute (ETI) and Centers for Applied Competitive Technologies (CACT) housed at College of the Canyons (COC) to quickly deploy customized workforce training and certification programs to SCV employers. Earlier this year, COC also launched an apprenticeship program to help train the next generation of highly-trained workers.

Another key reason companies are choosing to locate here is because their employees love the high quality of life the Santa Clarita Valley affords. The SCV consistently ranks as among the safest places to live, has award-winning schools, supports a healthy lifestyle, boasts miles of biking and hiking trails, and has entertainment, shopping and dining options for the whole family. A great location helps attract the talent a company needs to grow, and Santa Clarita consistently delivers on this requirement allowing its businesses to attract and retain the key personnel they need.

The Santa Clarita Valley offers the whole package when it comes to being business-friendly; we have room to grow and state-of-the-art facilities, cost-advantages, key industry clusters and big names, a supportive network of business and workforce development organizations like SCVEDC and College of the Canyons, and a great lifestyle for employees. I expect that as word gets out, more and more companies will continue to relocate to our business-friendly community!

The Santa Clarita Valley Economic Development Corporation (SCVEDC) is a unique private /public partnership representing the united effort of regional industry and government leaders. The SCVEDC utilizes an integrated approach to attracting, retaining, and expanding a diversityof businesses in the Santa Clarita Valley, especially those in key industry clusters, by offering competitive business services and other resources.

SANTA CLARITA VALLEY BUSINESS JOURNAL 25

AUGUST 2017

SCV Chamber of Commerce 23920 Valencia Blvd | Suite 265 | Valencia, CA 91355 | (661) 702-6977 | www.scvchamber.com | Content provided by the SCV Chamber

Thanks for joining us for our 7th annual patriots luncheon

■ Honorees at SCV Chamber's Patriots Lunch (left to right): Tommy Martin, Ervin Thuerk, Gordon Rogers, Jennifer McCoy, Jim Lentini, Jerry Schlund, Garo Papazian, Fred Arnold - Chair

■ Photo by Joie de Vivre Photographie

■ Photo by Joie de Vivre Photographie

■ Photo by Joie de Vivre Photographie

■ Photo by Joie de Vivre Photographie

■ Photo by Joie de Vivre Photographie

26

SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

Valley Industry Association 28005 N Smyth Drive | Suite 134 | Valencia, CA 91355 | (661) 294-8088 | www.via.org | Content provided by VIA

Nominations now open for VIA Awards N

ominations are now open for the Valley Industry Association’s 2017 VIA Awards to be presented at the VIA BASH gala on Oct. 27, 2017 at the Hyatt Regency Valencia. Nominations close Friday, Sept. 1, 2017.

Each year, VIA celebrates the diversity and accomplishments of its members. Awards are given to those individuals and members of distinction deserving in one of three categories.

The Connie Worden-Roberts Volunteer of the Year Award This is an individual affiliated with VIA and is a member in good standing for a minimum of two years and has demonstrated strong support of the organization through committee involvement or chairmanship, member recruitment, fundraising and/or the creation of increased visibility for the organization. This member will have been an active member of one or more VIA Committees for no less than two years, and have made major volunteer contributions to the organization.

VIA Business of the Year Award This cornerstone VIA member business will have been affiliated with VIA for no less than five years and demonstrated consistent support not only for the organization but to the business community and the Santa Clarita Valley as a whole.

VIA Rising Star Award A VIA member for no less than 12 months, this company will have shown substantial new growth and visibility through the development and launch of a new product or service, significant increases in job creation and/or building expansion.

The process is simple: download a nomination form by contacting the VIA office at admin@via.org or (661) 294-8088. Nominate a business or individual you feel is deserving based on the award criteria and share in a few sentences why you feel this company or individual should be considered. Applications must be received in the VIA office by Friday, Sept. 1, 2017, so don’t delay.

VIA Luncheon Planning Calendar 2017 SPEAKER SERIES Luncheons begin at 11:45 a.m. at the Valencia Country Club, 27330 North Tourney Road in Valencia unless otherwise noted.

Business professionals interested in attending should plan to reserve their seat well in advance.

Reservations and payment can be made at www.VIA.org/Calendar or by contacting the VIA office at (661) 294-8088.

Tuesday, August 15, 2017 To be announced

VIA BOARD OF DIRECTORS Ed Masterson Chairman of the Board SOS Entertainment Diana Meyer Vice Chair, Education Logix Federal Credit Union Tim Burkhart Vice Chair, Programs Six Flags Magic Mountain Jill Mellady Vice Chair, Marketing Mellady Direct Hillary Broadwater Vice Chair, Events QM Design Group Chris Schrage Corporate Secretary LBW Insurance Sam Hicks Treasurer Stern, Kory, Sreden & Morgan Byron Alvarado The Strategy Group Jerry Buckley College of the Canyons J.C. Burnett Courier-Messenger, Inc. Denise Covert City of Santa Clarita Roger Doumanian Fresh Element Michael Little Poole & Shaffery, LLP Terry Mayfield Landsberg Myles McNamara Comfort Keepers Gloria Mercado-Fortine Global Education Solutions Jonathan Miller Henry Mayo Newhall Memorial Hospital Henry Rodriguez Henry Rodriguez State Farm Gary Sproule The Signal Teresa Todd Point of View Communications Kathy Norris CEO/President Valley Industry Association

SANTA CLARITA VALLEY BUSINESS JOURNAL 27

AUGUST 2017

Economic Development Corporation Santa Clarita Valley

Content provided by

26455 Rockwell Canyon Road | UCEN 263 | Santa Clarita, CA 91355 | (661) 288-4400 | www.scvedc.org

SCV Voices

Tim Burkhart

Marisol Espinosa

General Manager Six Flags

There is a genuine community feel in Santa Clarita that makes living and working here a very different experience than anyplace else in Southern California. Since most of the staff at my company lives in the community, we share a common connection. Our kids go to the same schools, we shop in the same places, and take advantage of the same special events and activities.

This helps create a bond that enhances the team dynamic. By working and living in Santa Clarita we don’t endure the typical long LA commutes, which allows for more family time and greater community engagement.

Mike Nix

Tom Danford

Public Affairs Manager SoCalGas

General Manager Valencia Country Club

Regional Sales Director Incentive Services

With a thriving bio-medical business corridor and a growing entertainment industry, the Santa Clarita Valley is a friendly community that offers so much to all large and small businesses from all industries. SoCalGas is proud to provide energy to the restaurants, hotels and manufacturers in the region.

As a long-term resident of the Santa Clarita Valley, I have seen how it’s grown and changed over the years. I absolutely love living and working here. The Santa Clarita Valley has a dynamic business climate with a great family environment that you just can’t find in other regions.

My family and I are so fortunate that we live in a beautiful area where the people in SCV truly believe that the successful achievements of every individual depends upon a community of persons, both business and residential, that are dedicated to working together. There no better place for a happy life!

Industry Coalitions in the Santa Clarita Valley

T

he Santa Clarita Valley Economic Development Corporation (SCVEDC) nurtures two industry coalitions active in the Santa Clarita Valley – the Aerospace & Defense Coalition and the Bioscience & Medical Device Coalition. Through knowledge sharing and live discussion, local companies not only stay ahead of the information curve, but also directly benefit from networking with their peers. In June, SCVEDC hosted an expert panel on Lean Six/Sigma to support our Aerospace & Defense Coalition, and in July, SCVEDC along with Biocom, co-hosted a Lunch-and-Learn

meeting about medical devices for our Bioscience and Medical Devices Coalition.

The Aerospace & Defense Coalition The Aerospace & Defense Coalition (ADC) is made up of over 80 SCV aerospace and defense companies that meet quarterly in the SCV. To support the ADC, the SCVEDC pursues industry promotion, industry networking and educational events, business attraction and outreach campaigns, up-to-date information on workforce training, and industry specific information and data.

The Bioscience & Medical Devices Coalition

The Santa Clarita Valley also enjoys a strong reputation as a national leader in the discovery and engineering of life-saving advancements in the medical device field.

In 2014, Los Angeles County launched a bioscience initiative with the goal of fully exploiting the growth potential of this key economic driver.

SCVEDC is one of the supporting organizations in LAEDC’s effort in devising a comprehensive action plan, and we see great potential in promoting the Southern California Innovation Park (formerly known as Mann Biomedical

Park) as an integral part of the overall Los Angeles Country Bioscience cluster.

In addition to educational meetings, the key areas of focus for the Bioscience & Medical Device Coalition include building awareness of this industry, integration into LA County’s initiative, industry promotion, talent attraction, resource sharing and business attraction efforts.

To learn more about our industry coalitions or for general information about SCVEDC, please contact us at scvedc@ scvedc.org, 661.288.4400, or visit our website www.scvedc.org.

Econo Watch Santa Clarita Valley

Q2 ’17

Q1 ’17

Q2 ’17 Sq Ft

Commercial Vacancy Rates Office Space

10.60%

10.40%

711,385

Industrial Space

2.90%

2.80%

1,651,661

Retail Space

5.00%

4.70%

849,101

Total Marked Sq. Ft. Vacancy Percentage Office Space - as a % of Vacancy

22.15%

31.89%

N/A

Industrial Space - as a % of Vacancy

51.42%

29.25%

N/A

Retail Space - as a % of Vacancy

26.43%

38.86%

N/A

Jun‘17

May ‘17

Jun ’16

Commercial/Industrial Building Permits

7

5

4

Residential Building Permits

9

9

15

Building Permits

Local Company Stock Prices Bank of Santa Clarita (BSCA) Mannkind (MNKD) California Resources Corp California United Bank Carnival Corp. (CCL) Mission Valley Bank (MVLY) Six Flags (SIX) Woodward (WWD) Lennar (LEN)

Jun ‘17 16 1.41 8.55 36.15 65.57 13.85 59.61 67.58 53.32

May ’17 15.5 1.52 10.89 36 64.07 12.75 60.38 68.12 51.31

% Change 3.23% -7.24% -21.49% 0.42% 2.34% 8.63% -1.28% -0.79% 3.92%

Unemployment Rates Santa Clarita Palmdale Lancaster Glendale LA County California

Jun ‘17 May ‘17 % Change 3.7% 3.8% -2.63% 5.5% 5.6% -1.79% 4.5% 4.6% -2.17% 3.9% 4.0% -2.50% 4.0% 4.1% -2.44% 4.7% 4.8% -2.08% Source: Santa Clarita Valley Economic Development Corporation

28

SANTA CLARITA VALLEY BUSINESS JOURNAL

SPOTLIGHT Continued from page 13 business, Treadwell has had some clients ask for one room to be redone, while others want a complete overhaul.

AUGUST 2017

Sometimes, the plan evolves. “I had one client who started out wanting to revise his flooring and lighting. That turned into a full renovation of every room in the house that has taken over a year. We’re almost done.”

Ready for mobile Treadwell turned to Signal Digital Solutions to help refresh her website and make sure it’s optimized for mobile devices. “I’m more artistic and less technical in my outlook. I have a three-year-old website, which I found out was not at all mobile friendly. I’m very much a visual person, so the site has to be visually attractive.”

She also found out that she was perilously close to invisible on Google. “A prospective customer practically had to search for me by name to find me on Google. If they

searched for home staging or interior design in Santa Clarita, they were less likely to find me.”

Signal Digital Solutions is helping Treadwell by building a more effective website, helping with content for her blog, and with strategies that helping improve her Google visibility.

“I totally see the value of these things, but I have no idea how to do them,” she said. “I don’t have the ability or the time to keep up with those things. That’s where Signal Digital Solutions comes in.” 

Treadwell turned to Signal Digital Solutions to help refresh her website and make sure it’s optimized for mobile devices.

Acton 06/2017 06/2016 New Listings. . . . . . . . . . . . . . . 18 . . . . . . . . . . . . . . . . . . . . . . . . . 15 Total Active Listings . . . . . . . . . 35 . . . . . . . . . . . . . . . . . . . . . . . . 52 New Escrows Closed. . . . . . . . . 16 . . . . . . . . . . . . . . . . . . . . . . . . 6 Median Sale Price. . . . . . $530,000 . . . . . . . . . . . . . . . . . . . $515,000

Newhall 06/2017 06/2016 New Listings. . . . . . . . . . . . . . . 40 . . . . . . . . . . . . . . . . . . . . . . . . 38 Total Active Listings . . . . . . . . . 46 . . . . . . . . . . . . . . . . . . . . . . . . 41 New Escrows Closed. . . . . . . . . 40 . . . . . . . . . . . . . . . . . . . . . . . . 38 Median Sale Price. . . . . . $495,500 . . . . . . . . . . . . . . . . . . . $485,000

Agua Dulce New Listings. . . . . . . . . . . . . . . . 5 Total Active Listings . . . . . . . . . 22 New Escrows Closed. . . . . . . . . . .3 Median Sale Price. . . . . . $475,000

. . . . . . . . . . . . . . . . . . . . . . . . 10 . . . . . . . . . . . . . . . . . . . . . . . . . 30 . . . . . . . . . . . . . . . . . . . . . . . . . 3 . . . . . . . . . . . . . . . . . . . $709,500

Saugus New Listings. . . . . . . . . . . . . . . 89 Total Active Listings . . . . . . . . . 99 New Escrows Closed. . . . . . . . . .95 Median Sale Price. . . . . . $565,700

. . . . . . . . . . . . . . . . . . . . . . . . 97 . . . . . . . . . . . . . . . . . . . . . . . 107 . . . . . . . . . . . . . . . . . . . . . . . . 85 . . . . . . . . . . . . . . . . . . . $491,000

Canyon Country New Listings. . . . . . . . . . . . . . . 93 Total Active Listings . . . . . . . . 112 New Escrows Closed. . . . . . . . 106 Median Sale Price. . . . . . $500,000

. . . . . . . . . . . . . . . . . . . . . . . . . 91 . . . . . . . . . . . . . . . . . . . . . . . . 122 . . . . . . . . . . . . . . . . . . . . . . . . 86 . . . . . . . . . . . . . . . . . . $420,000

Stevenson Ranch New Listings. . . . . . . . . . . . . . . 35 Total Active Listings . . . . . . . . . 39 New Escrows Closed. . . . . . . . . 22 Median Sale Price. . . . . . $778,500

. . . . . . . . . . . . . . . . . . . . . . . . 26 . . . . . . . . . . . . . . . . . . . . . . . . 28 . . . . . . . . . . . . . . . . . . . . . . . . 29 . . . . . . . . . . . . . . . . . . . $593,000

Castaic New Listings. . . . . . . . . . . . . . . 51 Total Active Listings . . . . . . . . . 56 New Escrows Closed. . . . . . . . . 30 Median Sale Price. . . . . . $477,000

. . . . . . . . . . . . . . . . . . . . . . . . . 30 . . . . . . . . . . . . . . . . . . . . . . . . 45 . . . . . . . . . . . . . . . . . . . . . . . . 25 . . . . . . . . . . . . . . . . . . . $520,000

Valencia New Listings. . . . . . . . . . . . . . 110 Total Active Listings . . . . . . . . 119 New Escrows Closed. . . . . . . . 114 Median Sale Price. . . . . . $575,000

. . . . . . . . . . . . . . . . . . . . . . . 134 . . . . . . . . . . . . . . . . . . . . . . . 161 . . . . . . . . . . . . . . . . . . . . . . .120 . . . . . . . . . . . . . . . . . . $549,000

REAL ESTATE SECTION – Commercial, Industrial, Retail & Land Retail Buildings 23154 Valencia Boulevard

Sq. Ft. 10,300

Sale/Lease Lease

Price $1.25 SF/MO/NNN

Valencia Mart 25830-25848 McBean Parkway 3,000-2,800 Lease

$2.50 - $3.00 SF/MO/NNN

Granary Square 21515 Soledad Canyon Road 4,895-4,920 Lease

$1.25-$1.65 SF/MO/NNN

Golden Oak Plaza 26477-26557 Golden Valley Road 922, 1,022, 1,239 Lease

$2.00 SF/MO/NNN

Canyon Square 25739 Wayne Mills Place 2,434 Lease

$3.00 SF/MO/NNN

The Shops at Tourney 23323 - 23453 Lyons Avenue 2,575, 2,280 Lease

$1.50 - $3.25 SF/MO/NNN

Old Orchard Shopping Center 19915 - 19931 Golden Valley Road 1,500-3,881 Lease $2.00 SF/MO/NNN Patti Kutschko (Daum Commercial) 661-670-2003 23542 - 23546 Lyons Avenue 731 - 1,409 Lease $1.72 SF/MO/NNN 23452 - 23560 Lyons Avenue 450 - 4,000 Lease $1.10 SF/MO/NNN Matt Sreden (NAI Capital) 818-742-1660, Cameron Gray (NAI Capital) 661-705-3569 27510 The Old Road 11,057 Lease $2.00 SF/MO/NNN Yair Haimoff (NAI Capital) 818-203-5429, Randy Cude (NAI Capital) 661-705-3553, Steve Body (NAI Capital) 818-852-9255 24254 Main Street 500 – 6,000 Lease $2.00 SF/MO/MG 24269 Main Street 1,140 Lease $2.00 SF/MO/NNN 22520 Lyons Ave; Laemmie Theatre 2,058 Lease $2.00 - $2.50 SF/MO/MNN

Old Town Newhall Properties 23120 – 23130 Lyons Avenue Suite #3/4 1,225 Lease Suite # 8/9 1,800 Lease 900 Lease Suite #13 Suite # 14 3,250 Lease 1,675 Lease Suite # 15 Suite # 16 900 Lease 900 Lease Suite # 17 Wayman Court 26865 – 26889 Sierra Highway 1,350 – 2,265 Lease Riverview Plaza 25269 The Old Road Suite # B 2,442 Lease Suite # F 1,300 Lease 1,300 Lease Suite # J 1,300 Lease Suite # L Suite # M 1,300 Lease Sunset Pointe Plaza Shopping Center 24003 Newhall Ranch Road 3,053 Lease Bridgeport Village 25810 Hemingway Avenue 1,540 Lease 25860 Hemingway Avenue 2,330 Lease

$1.10-$1.60 SF/MO/NNN $1.35 SF/MO/NNN $1.35 SF/MO/NNN $1.25 SF/MO/NNN $1.35 SF/MO/NNN $1.50 SF/MO/NNN $1.50 SF/MO/NNN $2.35 SF/MO/NNN

$1.50 SF/MO/NNN $1.75 SF/MO/NNN $1.75 SF/MO/NNN $1.75 SF/MO/NNN $1.75 SF/MO/NNN $3.00 SF/MO/NNN $2.25 SF/MO/NNN $2.00 SF/MO/NNN

SANTA CLARITA VALLEY BUSINESS JOURNAL 29

AUGUST 2017

REAL ESTATE SECTION – Commercial, Industrial, Retail & Land (cont.)

Retail Buildings cont.

Suite # 170 VTC III Suite # 190 VTC III

Sq. Ft. 2,472 1,706

Sale/Lease Lease Lease

Price $3.00 SF/MO/NNN $3.00 SF/MO/NNN

Valencia Town Center Cody Chiarella (CBRE) 818-502-6730, Richard Ramirez (CBRE) 818-907-4639 24048 Newhall Avenue 7,200 Sale $283.00SF/$2.40M 27516 The Old Road 2,000 - 6,500 Lease Negotiable 700 Lease $1.80 SF/MO/NNN Suite # 5 Suite # 16 1,622 Lease $1.65 SF/MO/NNN 1,360 Lease $1.49 SF/MO/NNN Suite # 17 3,458 Lease $1.25 SF/MO/NNN Suite # 20 Suite # 43 1,445 Lease $1.95 SF/MO/NNN Soledad Plaza Yair Haimoff (NAI Capital) 818-203-5429 27737 Bouquet Canyon Road 1,084- 2,191 Lease $1.70 SF/MO/NNN Andrew Ghassemi (NAI Capital) 661-705-3039, Randy Cude (NAI Capital) 661-705-3553, Yair Haimoff (NAI Capital) 818-203-5429 18926 - 18932 Soledad Canyon Road 1,080, 1,200, 5,600 Lease $1.75 SF/MO/NNN Knoll Shopping Center 24250 Lyons Avenue 918- 1200 Lease

 Gateway Village 28207-28313 Newhall Ranch Road. LoopNet Photo.

Retail Buildings cont.

Sq. Ft.

Sale/Lease

Stevenson Ranch Plaza 23740 Lyons Avenue 9,000 Lease

Price $2.00 SF/MO/NNN

Lyons Plaza Tim Crissman (RE/Max Crissman Commercial Services) 661-295-9300 27737 Bouquet Canyon Road Suite #115 1,041 Lease Negotiable Suite # 118 1,747 Lease Negotiable Suite # 126 850 Lease Negotiable Suite # 132 2,191 Lease Negotiable 24048 Newhall Avenue 7,200 Lease $283.00 SF; $2.1M - Ex - Land Yair Haimoff (NAI Commercial) 818-203-5429 28207- 28313 Newhall Ranch Rd. 8,090 - 11,090 Lease $1.95 SF/MO/NNN

$2.50 SF/MO/NNN

The Moss Center 26111 Bouquet Canyon Road 998 - 3,000 Lease

$1.35 - $2.50 SF/MO/NNN

Santa Clarita Place 26811 Bouquet Canyon Road 1,000 - 3,000 Lease

$1.75 - $2.00 SF/MO/NNN

Santa Clarita Plaza 26441 Bouquet Canyon Road 1,692 Lease $3.75 SF/MO/NNN 700 Lease $4.29 SFMO/NNN 18560 Via Princessa 940 Lease $1.50 SF/MO/NNN 19981 Soledad Canyon Road 1,200 - 1,250 Lease $1.50 - $1.75 SF/MO/NNN 22921 Soledad Canyon Road 1,200 - 3,000 Lease $2.00 - $2.25 SFMO/NNN 18740 Soledad Canyon Road 1,050 Lease $2.50 SF/MO/NNN 26910 Sierra Highway 1,200 - 1,700 $2.00 - $2.25 SF/MO/NNN 27984 Seco Canyon Road 920 - 1,200 Lease 2.00 SF/MO/NNN 27532 - 27538 Sierra Highway 582 - 2,191 Lease $1.70 SFMO/NNN 27737 Bouquet Canyon Road 22,219 Lease/Sale $2.75 SF/MO/NNN; $3.0M 226 Lyons Avenue 1,000 - 4,900 Lease $2.00 SF/MO/NNN 31675 Castaic Road Randy Cude (NAI Capital) 661-705-3553 27125 Sierra Highway 500, 2,000, 7,000 Lease 1.50 SF/MO/MG Randy Cude (NAI Capital) 661-705-3553, Blaire Herman (NAI Capital) 661-705-3550 3,582 Sale $418.50 SF; $1.5M 31703 Castaic Road Ron Berndt (Daum Commercial) 661/670-2000, Patti Kutschko (Daum Commercial) 661-670-2003 23300 Cinema Drive 150 - 1,300 Lease $1.75 SF/MO/NNN Cinema Park Renna Newhall 661-253-3344

Office/Commercial Buildings 27770 N. Entertainment Drive

Sq. Ft. 5,000 - 10,000

Sale/Lease Lease

Price $2.25 SF/MO/FSG

Allen Trowbridge (CRESA) 818-825-4141

Gateway Village 28130 - 28136 Newhall Ranch Rd. 1,825 - 3,650 Lease

$2.75 SF/M0/NNN

Suite # 201

Highridge Crossing 27923 – 27959 Seco Canyon Rd. 1,600 Lease

$2.50 SF/M0/NNN

Seco Canyon Village 27015 McBean Parkway 1,100 - 54,000 Lease

Andrew Ghassemi (NAI Capital) 661- 705-3039, Yair Haimoff (NAI Capital) 818-203-5429

Negotiable

The Promenade @ Town Center SEC Newhall Ranch Rd. & Rye Canyon Rd. 1,500 - 6,000 Lease Copper Ranch Plaza 26441 Bouquet Canyon Road 1,692 Lease

22777 Lyons Avenue

$2.50 - $3.25 SF/MO/NNN $4.00 SF/MO/NNN $3.00 SF/MO/NNN

Valencia Village 22903 - 23023 Soledad Canyon Road 1,205 - 3,172 Lease

$1.75 SF/MO/NNN

Del Rio Center 27544 Newhall Ranch Road 1,450 Lease

$2.50 SF/MO/NNN

Plaza Del Rancho NWC Bouquet Canyon/Madrid Road 1,200 - 20,000 Lease

Negotiable

$1.30 SF/MO/MG

The Lyons Building

Suite #200

5,656

Lease

$1.85 SF/MO/MG

Suite #224

1,334

Lease

$1.50 SF/MO/MG

Suite #226

1,070

Lease

$1.75 SF/MO/MG

Suite #130

4,771

Lease

$1.85 SF/MO/MG

Suite #130A

7,817

Lease

$1.85 SF/MO/MG

Rexford Valencia Industrial Park Richard Ramirez (CBRE) 818- 907-4639, Craig Peters (CBRE) 818- 907-4616 805- 832

Lease

23556 - 23560 Lyons Avenue

25044 Peachland Avenue

280 - 1,320

Lease

$1.85 SF/MO/NNN $1.65 SF/MO/NNN

23548 - 23560 Lyons Avenue

450 - 2,623

Lease

$1.68 SF/MO/NNN

Matt Sreden (NAI Capital) 818-742-1660, Cameron Gray (NAI Capital) 661-705-3569

Negotiable

Rio Norte Plaza 27916 - 27984 Seco Canyon Road 1,219 - 1,700 L ease

$2.00 - $2.25 SFMO/NNN

Seco Plaza SEC Lyons Avenue & Main Street 1,100 - 10,000 Lease

$2.75 -$3.00 SF/MO/NNN

Newhall Crossings

Lease

28159 Avenue Stanford

Bouquet Shopping Center 27530 - 27560 Newhall Ranch Road 1,100- 1,750 Lease

Plum Canyon Center SWC Copperhil Drive & Rio Norte 1,000 - 10,000 Lease

280

John Cserkuti (NAI Capital) 661-705-3551 27630 The Old Road 1,700 – 7,000 Lease Negotiable 24300 – 24305 Town Center Drive 997 – 8,565 Lease $2.20 -$3.50 SF/MO/NNN Cody Chiarella (CBRE) 818-502-6730, Doug Marlow (CBRE) 818-502-6707, David Solomon (CBRE) 818-907-4628 24510 Town Center Drive Suite # 102 VTC I 1,006 Lease $3.50 SF/MO/NNN 997 Lease $3.50 SF/MO/NNN Suite # 110 VTC III

25322 Rye Canyon Road

25,200

Foe Sale

$258 SF; $6.5M

26320 Diamond Place, Suite # 170

2,332

Lease

$1.15 SF/MO/NNN

26320 Diamond Place, Suite # 200

5,562

Lease

26320 Diamond Place, Suite # 180

2,153

Lease

26330 Diamond Place, Suite # 140

3,460

Lease

24932 Kearny 27821 Fremont Court; Suite # 6

Negotiable $1.15 SF/MO/NNN-WH $1.15 SF/MO/NNN

3280 - 11,935

Lease

Negotiable - Lease Flex

3,045

Sale

$215 SF/$645,675

1,049

Lease

$2.25 SF/MO/MF

Yair Haimoff (NAI Capital) 818-203-5429 24961 The Old Road

Yair Haimoff (NAI Capital) 818-203-5429, Matt Sreden (NAI Capital) 818-742-1660 25129 The Old Road, Suite # 105

1,629

Lease

$2.50 SF/MO/FSG

Suite # 110

2,300

Lease

$2.50 SF/MO/NNN

See REAL ESTATE SECTION, page 30

30

SANTA CLARITA VALLEY BUSINESS JOURNAL

AUGUST 2017

REAL ESTATE SECTION – Commercial, Industrial, Retail & Land (cont.)

Office/Commercial Buildings cont.

Sq. Ft.

Sale/Lease

Price

Office/Commercial Buildings cont.

Sq. Ft.

Sale/Lease

Price

Lease Lease

$2.50 SF/MO/NNN $2.50 SF/MO/NNN

Sunset Pointe Plaza Tim Crissman (ReMax/Crissman Commercial Services) 661-295-9300 27200 Tourney Road 2,181 - 22,919 Lease

$2.20-$2.55 SF/MO/FSG

Tourney Pointe 23822 Valencia Blvd.

1,197 - 4,104 Lease

$2.35 SF/MO/FSG

Suite # A 340 3,029 Lease $1.75 SF/MO/FSG 2,279 Lease $1.75 SF/MO/FSG Suite # B 230 612 Lease $1.85 SF/MO/FSG Suite # B 240 Valencia Park Executive Center Richard Ramirez (CBRE) 661-907-4639, Robert Valenziano (CBRE) 818-907-4663 28480 Avenue Stanford 50,351 Lease/Sale $2.85 SF/MO/FSG; TBD 1,230 - 10,840 Lease $2.75 SF/MO/FSG 28470 - 28490 Avenue Stanford

Valencia Oaks 23929 Valencia Blvd.

1,114 - 2,923 Lease

$2.35 SF/MO/FSG

Craig Peters (CBRE) 818-907-4616, Richard Ramirez (CBRE) 818-907-4639

Bank of America Tower 27202, 27220 & 27240 Turnberry 1,866 - 29,959 Lease

$2.25 SF/MO/FSG

Summit at Valencia 25600 Rye Canyon Road 645 - 1,504 Lease

$1.50 SF/MO/MG

Suite #207 Suite #210

1,273 2,338

Executive Center Valencia Kevin Fenenbock (Colliers Int.) 661-253-5204 25060 Avenue Stanford Suite # 245 1,381 Lease 1,940 Lease Suite # 260 2,728 Lease Suite # 285 1,133 Lease Suite # 295 22,186 (divisable) Lease Suite # 100

Valencia Corporate Plaza 28546 Constellation Road

Lease

$0.90 SF/MO/NNN

Richard Ramirez (CBRE) 818-907-4639, Craig Peters (CBRE) 818-907-4616 27441 Tourney Road; Suite # 240

1,342

Lease

$2.75 SF/MO/FSG

692 - 5,710

Lease

$1.55 SF/MO/FSG + J

Richard Ramirez (CBRE) 818-907-4639 23502- 23504 Lyons Avenue

Lyons Plaza $1.90 SF/MO/FSG $1.90 SF/MO/FSG $1.90 SF/MO/FSG $1.90 SF/MO/FSG $1.90 SF/MO/FSG

Paragon Business Center 28650 Braxton Avenue 52,260 Lease $0.61 SF/MO/NNN John Erickson (Colliers Int.) 661-253-5202, Chris Erickson (Colliers Int.) 661-253-5207 27630 The Old Road 1,700 - 7,000 Lease Negotiable 24510 Town Center Drive Suite # 120 4,169 Lease $2.35 SF/MO/NNN Suite # 130 1,446 Lease $2.35 SF/MO/NNN 2,472 Lease $2.35 SF/MO/NNN Suite # 135 Valencia Town Center Craig Peters (CBRE) 818-907-4616, Sam Glendon (CBRE) 818-502-6745, Cody Chiarella (CBRE) 818- 502-6730 25102 Rye Canyon Loop Suite, # 120 1,814 - 9,501 Lease $1.80 SF/NNN

23734 Valencia Boulevard

1,523 - 1,860

Lease

$1.95 SF/MO/FSG + J

Cameron Gray (NAI Capital) 661-705-3569 28245 Avenue Crocker Suite #106

1,966

Lease

$1.75 SF/MO/NNN

James Ebanks (Realty Advisory Group Inc.) 661-702-8880 x 12, Lauren Ebanks (Realty Advisory Group Inc.) 661-702-8882 x 18 25050 Avenue Kearny

890 - 2,926

Lease

$1.85 SF/MO/FSG

Rebel Professional Randy Cude (NAI Capital) 661-705-3553 25128 Avenue Tibbitts

2,833 - 5,666

Lease

$2.25 SF/MO/MG

Randy Cude (NAI Capital) 661-705-3553, Blaire Herman 661-705-3559 27965 Smyth Drive

2,322

Lease

$2.20 SF/MO/MG

Kevin Tamura (Daum Commercial) 661-670 -2001, Ron Berndt (Daum Commercial) 661-670-2000

Office/ Medical Buildings

Sq. Ft.

Sale/Lease

Price

Suite # 120

3,233

Suite # 140

3,460

Lease

$2.75 RSF/MO/FSG

Suite # 210

1,187

Lease

$2.75 RSF/MO/FSG

Suite # 240

3,750

Lease

$2.75 RSF/MO/FSG

Suite # 290

5,549

Lease

$2.75 RSF/MO/FSG

25775 McBean Parkway 1,201 - 6,682 Lease $2.76 SF/MO/NNN 1,043 – 4,559 Lease Negotiable 25880 Tournament Road Cody Chiarella (CBRE) 818-502-6730, Troy Pollet (CBRE) 818-907-4620 25050 Peachland Avenue 800 - 4,000 Lease $1.95 SF/MO/NNN Plaza Posada Medical Center Matt Sreden (NAI Capital) 818-742-1660, Cameron Gray (NAI Capital) 661-705- 3569 27420 Tourney Road; Suite #220 550 Lease $5.00 SF/MO/NNN Yair Haimoff (NAI Capital) 818 - 203-5429 23838 Valencia Boulevard Suite # 120 904 Lease Negotiable Suite # 140 3,988 Lease $2.25 SF/MO/NNN 4,143 Lease Negotiable Suite # 200 1,920 Lease Negotiable Suite # 230 The Atrium Yair Haimoff (NAI Capital) 818-203-5429, Andrew Ghassemi (NAI Capital) 661-705-3039, Matt Sreden (NAI Capital) 818-742-1660

Suite # 340

3,180

Lease

$2.75 RSF/MO/FSG

Land (Commercial, Industrial & Retail) Acres

3,496 Lease Suite # 390 25124 Springfield Court Suite # 170 5,984 Lease

$2.75 RSF/MO/FSG

SWC Golden Valley Rd./Centre Pt. Pkwy.

1.5 Sale $35.20 SF/$2,300,000 Nigel Stout (JLL) 818-531-9685 23600 Sierra Highway 10 Sale $14.35 SF/$6.25M 23658 Sierra Highway 6 Sale $23.70 SF/$6.2M Placerita Canyon 10 Sale $5.70 SF/$2.5M Sierra Highway 30,000 SF Sale $20.00 SF/$600,000 SEC Castaic Road/Parker 21,195 SF Sale/Lease $56.60 SF/$1.2M/$8,500 MO 49637 Gorman Post Road 1 Lease $2,500 MO 3251-014-016 Peace Valley Road/Gorman 2 SaleLease $19.40 SF/$1.7M/$10,000 MO 3251-014-019 Peace Valley Road/Gorman 1 Sale/Lease $45.90 SF/$2.0M/$8,333 MO Randy Cude (NAI Capital) 661-705-3553 Soledad Canyon Road/Camp Plenty 22 Sale $2.60 SF/$2.5M NEC Bouquet Canyon Road & Plum Canyon Road 1.86 Sale $25.00 SF/$2.0M/$25,000 NWC Bouquet Canyon/Madrid Road 3.71 Sale $30.00 SF/$4.85M John Z. Cserkuti (NAI Capital) 661-705-3551 17129 Sierra Highway 3 Sale $16.00 SF/$2.1M 15112 Sierra Highway 149 Sale $.60 SF/$3.9M Yair Haimoff (NAI Capital) 818-742-1659 SWC Soledad Canyon Rd/Golden Valley Rd 1.19 Sale $21.00 SF/$1.1M Valley Business Center 1.9 Sale $23.00 SF/$1.9M Valley Business Center 2.29 Sale $21.00 SF/$2.1M Valley Business Center 2.67 Sale $21.00 SF/$2.4M Valley Business Center 3.86 Sale $21.00 SF/$3.5M Valley Business Center 4.96 Sale $21.00 SF/$4.5M Valley Business Center 6.15 Sale $21.00 SF/$5.6M Kevin Tamura (Daum Commercial) 661-670 -2001, Ron Berndt (Daum Commercial) 661-670-2000 20000 Soledad Canyon Road 22 Sale $2.60 SF/$2.5M Randy Cude (NAI Capital) 661-705-3553, John Cserkuti (NAI Capital) 661-705-3551 Sierra Highway/Crown Valley Road 60,984 Sale $8.20 SF/$500,000 Pamela Verner (SCV Commercial Real Estate Services) 661-714-5271 26245 Technology Drive 60,068 Lease $0.69 SF/MO/NNN 28104 Witherspoon Parkway 42,400 SubLease $0.68 SF/MO/Gross Doug Sonderegger (CBRE) 818-907-4607

Southern California Innovation Park Craig Peters (CBRE) 818-907-4616, Doug Sonderegger (CBRE) 818-907-4607 26650 The Old Road Suite # 105

3,060

Lease

$2.80 SF/M0/FSG

Suite # 200

2,399

Lease

$2.65 SF/M0/FSG

Suite # 350

1,900

Lease

$2.65 SF/M0/FSG

Westridge Executive Plaza Richard Ramirez (CBRE) 818-907-4639, Craig Peters (CBRE) 818-907-4616 25152 Springfield Court Lease

$2.75 RSF/MO/FSG

$2.75 RSF/MO/FSG

The Commons at Valencia Gateway David Solomon (CRRE) 818-907-4628, Douglas Marlow (CBRE) 818-502-6707 25350 Magic Mountain Parkway Suite # 270

1,755

Lease

$2.85 RSF/MO/FSG

Suite # 350

2,503

Lease

$2.85 RSF/MO/FSG

25360 Magic Mountain Parkway; Suite 280

1,967

Lease

$2.85 RSF/MO/FSG

Gateway Plaza David Solomon (CBRE) 818-907-4628, Matthew Heyn (CBRE) 818-907-4619 24200 Magic Mountain Parkway Suite # 120 (can combine all 3 suites)

4,169

Lease

$2.95 SF/MO/FSG

Suite # 130 (can combine all 3 suites)

1,446

Lease

$2.95 SF/MO/FSG

Suite # 135 (can combine all 3 suites)

1,753

Lease

$2.95 SF/MO/FSG

VTC IV David Solomon (CBRE) 818-907-4628 27201 Tourney Road Suite # 123 Suite # 212; can be combined with 210 and 206 Suite # 210; can be combined with 212 and 206

1,217 2,389 1,528

Lease Lease Lease

$2.35 SF/MO/FSG $2.35 SF/MO/FSG $2.35 SF/MO/FSG

Suite # 206; can be combined with 210 and 210

1,115

Lease

$2.35 SF/MO/FSG

Valencia Executive Plaza 25350 Magic Mountain Parkway; Suite # 190

4,002

SubLease

Negotiable

Pamela Verner (SCV Commercial Real Estate Services) 661-714-5271 24001 Newhall Ranch Road Suite, #260 486 Lease $3.65 SF/MO/FSG Bridgeport Marketplace Craig Peters (CRRE) 818-907-4616, Doug Sonderegger (CBRE) 818-907-4607 25115 Avenue Stanford Suite # A 102

1,273

Lease

$1.75 SF/MO/FSG

Sale

Price

SANTA CLARITA VALLEY BUSINESS JOURNAL 31

AUGUST 2017

REAL ESTATE SECTION – Commercial, Industrial, Retail & Land (cont.)

Industrial Buildings

Sq. Ft.

Sale/Lease

28313 Industry Drive 2,786 Lease 28303 Industry Drive 6,085 Lease 26027 Huntington Lane; Unit F 4,119 Lease Sam Glendon (CBRE) 818- 502-6745 28452 - 28456 Constellation Road 1,200 Lease 6,360 Sale 28392 - 28396 Constellation Road 28392 Constellation Road 3,180 Sale 3,180 Sale 28396 Constellation Road

Price $1.07 SF/MO/Gross $1.05 SF/MO/Gross $0.90 SF/MO/Gross $0.99 SF/MO/NNN $235.00 SF/$1.5M $249.00 SF/$792,000 $249.00 SF/$792,000

Spectrum Business Center Yair Haimoff (NAI Capital) 818-203-5429 17645 Sierra Highway 4,180 Lease $1,44 SF/MO/MG 28486 Westinghouse Place, Suite # 100 B 2,600 Lease $0.99 SF/MO/MG Yair Haimoff (NAI Capital) 818-203-5429, Andrew Ghassemi (NAI Capital) 661-705-3039 28368 Constellation; Unit #340 3,770 Sale $260.00 SF/$980,200 Yair Haimoff (NAI Capital) 818-203-5429, Matt Sreden (NAI Capital) 818-742-1660, Andrew Ghassemi (NAI Capital) 661-705-3039 28494 Westinghouse Place Unit # 111 2,270 Lease $2.25 SF/MO/MG Unit # 112 1,720 Lease $2.25 SF/MO/MG Unit # 114 1,110 Lease $2.25 SF/MO/MG 1,110 Lease $2.25 SF/MO/MG Unit # 115 Unit # 209 1,290 Lease $2.25 SF/MO/MG 2,208 Lease $2.25 SF/MO/MG Unit # 306 Unit # 308 1,290 Lease $2.25 SF/MO.MG 2,270 Lease $2.25 SF/MO/MG Unit # 311 760 Lease $2.25 SF/MO/MG Unit # 216 Valencia Atrium 28486 Westinghouse Place 2,600 Lease $0.99 SF/MO/MG Matt Sreden (NAI Capital) 818-742-1660, Andrew Ghassemi (NAI Capital) 661-705-3039, Yair Haimoff (NAI Capital) 818-203-5429 28650 Braxton Avenue 52,260 Lease $0.61 SF/MO/NNN 26074 Avenue Hall Suite # 1 7,444 Lease $0.95 SF/MO/Gross 28079 Avenue Stanford 25,130 Lease $0.70 SF/MO/NNN 25217 Rye Canyon Road 12,024 Lease $0.75 SF/MO/NNN 25574 Rye Canyon Road Suite #F 1,600 Lease $1.15 SF/MO/Gross 25030 Avenue Tibbitts Suite # H 3,600 Lease $1.10 SF/MO/Gross John Erickson (Colliers Int.) 661-253-5202, Chris Erickson (Colliers Int.) 661-253-5207 25158 Avenue Stanford 44,548 Sale $132.00 SF/$5.9M 6,255 Sale 28486 Westinghouse Place, Suite # 120 $209.00 SF/$1.3M 35,310 Lease $0.59 SF/MO/NNN 28334 Industry Drive Matt Dierckman (CBRE) 818-502-6752 25159 Avenue Stanford 79,701 Sale $115.00 SF/$9.2M Todd Lorber (NAI Capital) 818-933-2376 27772 Avenue Scott 22,565 Lease $0.80 SF/MO/NNN Yair Haimoff (NAI Capital) 818-203-5429, Randy Cude (NAI Capital) 661-705-3553 28210 N. Avenue Stanford 109,379 Lease $0.58 SFMO/NNN Craig Peters (CBRE) 818-907-4616 18,465 Lease $0.60 SF/MO/NNN 25161 Rye Canyon Loop 8,384 Lease $0.76 SF/MO/NNN 25110 Rye Canyon Loop 25109 Rye Canyon Loop 20,761 Lease $0.76 SF/MO/NNN Southern California Innovation Park Craig Peters (CBRE) 818-907-4616, Doug Sonderegger (CBRE) 818-907-4607 26340 Ruether Avenue 1,511 Lease $1.15 SF/MO/MG 1,756 Lease $1.15 SF/MO/MG 26346 Ruether Avenue 7,050 Lease $1.15 SF/MO/MG 24907 Avenue Tibbits; Suite C 2,760 Lease $1.15 SF/MO/MG 26007 Huntington Lane; Suite #1 2,994 Lease $1.15 SF/MO/MG 26378 Ruether Avenue Bernards Centre Point Park Tim Crissman (ReMax/Crissman Commercial Services) 661-295-9300 28939 N. Avenue Williams 58,395 Sub-Lease $0.79 SF/MO/IG Matt Sreden (NAI Capital) 818-742-1660 24700 Avenue Rockefeller 45,269 Lease $0.68 SF/MO/NNN 25,328 Lease $0.74 SF/MO/NNN 28016 West Industry Drive 37,294 Lease $0.68 SF/MO/NNN 24908 Avenue Kearny Craig Peters (CBRE) 818-907-4616, Doug Sonderegger (CBRE) 818-907-4607 21515 Centre Pointe Parkway 16,773 Sale $215.00 SF/$3.6M Chris Jackson (NAI Capital) 818-933-2368,Todd Lorber (NAI Capital) 818-933- 2376, Matt Ehrlich (NAI Capital) 818-933- 2364 28545 Livingston Avenue 173,000 Lease $0.65 SF/MO/NNN 134,287 Sub-Lease 28454 Livingston Avenue $0.65 SFMO/NNN Chris Jackson (NAI Capital) 818-933-2368,Todd Lorber (NAI Capital) 818-933- 2376 27811 Avenue Hopkins; Suite # 9 2,220 Lease $0.97 SF/MO/Gross 2,940 Lease $0.97 SF/MO/Gross 27833 Avenue Hopkins; Suite # 4 26818 Oak Avenue; Unit J 2,940 Lease $1.00 SF/MO/Gross 1,130 Lease 26841 Ruether; Unit D $1.10 SF/MO/Gross 1,521 Lease $1.35 SF/MO/NNN 21021 Soledad Canyon; Suite # 104 Kevin Tamura (Daum Commercial) 661-670 -2001, Ron Berndt (Daum Commercial) 661-670-2000 27121 Furnvall Avenue 11,318 Lease $1.42 SF/MO/MG Randy Cude (NAI Capital) 661-705-3553

 Spectrum Business Center 28392-28396 Constellation Road. LoopNet photo.

Industrial Buildings cont.

Sq. Ft.

Sale/Lease

4,150

Sale

43,584

Lease

27891 Smyth Drive 28606 Hasley Canyon

Price $232.23 SF/$962,000 $0.72 SF/MO/NNN

James Ebanks (Realty Advisory Group Inc.) 661-702-8880 x 12, Lauren Ebanks (Realty Advisory Group Inc.) 661-702-8882 x 18 28510 Industry Drive

46,778

Sale

$142.50 SF/$6.7M

Bernards Centre Point Park Doug Donderegger (CBRE) 818-907-4607, Craig Peters (CBRE) 818-907-4616

Future Industrial Projects Sq. Ft.

Sale/ Lease

Price/ Occupancy

VCC; West of I-5/N of Highway 126 Gateway V

88,752,105,407

IAC Commerce Center (Phase 1)

Lease

TBD; Available

93,600, 116,740, 187,880 Lease

TBD; 3Q 2017

SWQ of Newhall Avenue/Sierra Highway Phase 1; The Center at Needham Ranch

16,000 - 223,530

Sale /Lease

TBD; TBD

Craig Peters (CBRE) 818-907-4616, Doug Sonderegger (CBRE) 818-907-4607, Richard Ramirez (CBRE) 818907-4639 28608 Hasley Canyon Road

44,162

Lease

$0.72 SF/MO/NNN

Avalon Business Center

20,499, 23,668

Lease

$0.74 SF/MO/NNN

James Ebanks (Realty Advisory Group Inc.) 661-702-8880 x 12, Lauren Ebanks (Realty Advisory Group Inc.) 661-702-8882 x 18 28510 Industry Drive

46,778

Sale

$142.50 SF/$6.7M

Gateway Industrial Doug Sonderegger (CBRE) 818-907-4607, Craig Peters (CBRE) 818-907-4616

Future Office Projects

Sq. Ft.

27770 N. Entertainment Drive

100,000 SF (5,000-10,000 SF)

Sale/Lease

Price

Sublease

$2.25 SF/MO/NNN

Allen Trowbridge (Cresa) 818-223-0073 27335 Tourney Road

45,675

Lease/Sale $2.95 SF/MO/FSG; $350.00 SF

Allen Trowbridge (Cresa) 818-223-0073 NOTE: Parties interested in further information should contact the listing broker(s) or James E. Brown, Manager Business Attraction, SCVEDC at 661-288-4413 or via email at Jimbrown@scvedc.org.

The Real Estate Section of the SCVBJ is the most comprehensive database of Commercial, Industrial, Retail and Land Listings in the SCV.

32

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