The Iberic portfolio spans Florida's strongest retail corridors — from South Florida to Central Florida to the Gulf Coast. Every asset is held long-term and actively managed in-house. We look for dominant, high-frontage, community-anchored retail in markets we know well.
Every center
we acquire, we
intend to still own
in twenty years.
We underwrite on a thirty-year horizon. The centers we bought first are still the centers we own. The exit plan, broadly, is not to exit.
Every center is owned directly and run by our own leasing, construction, and property-management teams. No third-party managers, no outsourced asset managers, no layers between us and the asset.
We work with strong local and regional operators and build each rent roll around them. The ambition is simple enough: tenants should compete to get in, and the neighborhood should plan its Saturdays around the block.
Every acquisition is a multi-year project. We put in the capital, the leasing work, and the tenant curation needed to make each center the clearest retail choice in its trade area — and we stay long enough to see it through.
Iberic is backed by a closed group of long-standing partners. No funds, no outside investors, no quarterly calls — which is precisely what lets us underwrite in decades rather than quarters.
Every shopping center we own, from the flagship on Royal Palm Beach Boulevard to the covered plaza on State Road 7. Leasing plans and current availabilities are shared directly with qualified operators.
Small team.
Serious tools.
The firm stays small on purpose. Every leasing, construction, and analysis decision is made by people who have been doing this for a long time — and who are backed by an underwriting toolkit most small private owners simply do not have.
Leasing, construction, compliance, and accounting are run by people who have spent years — in several cases, decades — inside this portfolio. Institutional memory is an underrated advantage in community retail.
Every acquisition and every material renewal is run through a proprietary underwriting model: granular trade-area demographics, mobility and foot-traffic data, tenant-sales benchmarking, and a decades-long view on comparable centers. The quiet edge.
The Florida practice is grounded in real estate work across Europe, Latin America, and the United States. Different markets, different cycles, same lessons — most of them about what not to do.
Our own crew walks every property every day. Landscaping, signage, lighting, parking stripes, tenant storefronts — the small things that quietly decide whether a center feels taken care of or tired. We decided long ago that they were not small.
Community retail lives or dies by trade-area accuracy. Over two decades we have refined a small, disciplined set of analytic instruments — GIS, mobile-signal foot traffic, co-tenancy algorithms, submarket indices — and we run every acquisition, every renewal, and every capital decision through them.
Every center is mapped against five- and ten-minute drive-time isochrones, then layered with block-group demographics — household income, age distribution, ethnicity mix, daytime population, owner-occupancy. Competing supply is plotted on top. The result is a single honest view of what the trade area can actually absorb, and where the gaps are.
Anonymized mobile-device signals let us trace how shoppers actually move through each center. Visit frequency, dwell time, weekday and weekend patterns, cross-shop behavior between tenants — and, most usefully, which competing centers our customers also visit, and how often. What the rent roll hides, the phones reveal.
A tenant is never evaluated in isolation. Every prospective lease is scored against the rest of the center through a co-tenancy model: category gap, adjacency fit, customer overlap, and the likely uplift — or cannibalization — against existing tenants. The algorithm surfaces the fits that compound and flags the ones that don't.
Lease velocity, renewal spreads, rent trajectory, new-supply pipeline, cap-rate drift — tracked continuously across every Florida submarket we operate in. The index tells us when to lean in, when to hold, and when the trade area itself is telling us something the operating numbers haven't caught up to yet.
Occasional writing on community retail, trade-area analysis, tenant curation, and the quiet work of keeping a center in good shape. Published when there is something worth saying — not before.
Trip frequency, the halo effect, and the Publix math: why grocery-anchored community retail is the most durable slice of the asset class.
Building visit-weighted trade areas from mobility data — and what it changes in rent projections and competitive exposure.
A corridor-by-corridor analysis of where density actually landed — and what the rooftop-to-retail ratio says about where community retail compounds next.
How artificial intelligence is reshaping small retail operations — from inventory to hyper-local marketing — and what landlords should understand.
Most community shopping centers are over-parked by 30–40%. The excess asphalt is an undeveloped land bank hiding in plain sight.
When a major anchor vacates, the re-tenanting timeline defines the asset's survival. How to shorten the clock.
The Fed's hiking cycle repriced every asset class. Community retail repriced least — and the spread math explains why.
Dollar Tree, urgent care, fitness — junior anchors now drive more leasing velocity in community retail than traditional anchors.
After Hurricane Ian, Florida commercial insurance premiums became the single largest variable in retail underwriting.
Rapid-delivery startups converted retail space into fulfillment micro-warehouses. Two years later, the economics have not worked.
How CPI-linked escalations, percentage rent, and shorter lease terms perform when inflation stays elevated.
Common area maintenance charges generate more tenant disputes per dollar than any other line item. The problem is almost never the amount.
How the enclosed regional mall declined from the center of American retail to a structurally impaired asset class.
Leasing, tenant relations, construction, and acquisitions are all handled in-house. Write to the office — it gets to the right desk, and the right desk writes back.
Write to the office
