R7L-Approve Recommendation Shortlist 2 Top Proposers For Enhancement Of MBCCCOMMISSION ITEM SUMMARY
Condensed Title:
A resolution approving the recommendation of the City Manager to shortlist the top two {2} teams of Portman CMC and South Beach
ACE as the shortlisted Proposers to continue on to Phase II of the MBCC RFQ No. 22-11/12; and authorizing the City Manager to
negotiate Letters of Intent (LOI's) with the shortlisted Proposers.
Key Intended Outcome Supported:
Improve Convention Center Facility
Supporting Data (Surveys, Environmental Scan, etc.): According to the 2011 Strategic Plan Update, the occupancy rate
he Convention Center has been steadily declining since 2006, with FY 11/12 reporting a 54% occupancy rate.
Item Summa /Recommendation:
The primary objectives of RFQ No. 22-11/12 for the development of the Miami Beach Convention Center District (MBCC) are 1)
Improve the MBCC facility, 2) Facilitate the ability of the MBCC to attract high impact events in an Increasingly competitive
environment, and 3) Redevelop the surrounding area, including transforming the MBCC District into a vibrant neighborhood, increased
outdoor public space, a walkable district providing connectivity between the MBCC, Lincoln Road and the City's historical and cultural
district, iconic architecture, incorporation of sustainable (LEED) design principles, with sensitivity to existing area residential
neighborhoods particularly with respect to traffic and scale, and optimal economic and community benefits to the City. The minimum
requirements are 1) Enhancements to the MBCC (Class A renovation, outdoor function space, and additional meeting space), 2)
Development of a headquarter hotel, and 3) Provision of a multipurpose/ballroom space of 60,000 net square feet.
RFQ PHASE I -Proposers evaluated based on experience with undertaking comparable urban mixed-use master development
projects ofthe magnitude contemplated. Proposers' Lead Architects evaluated on relevant experience in providing design services for
comparable urban mixed-use master developments. Shortlisted Proposers would proceed to Phase II of the RFQ.
RFQ PHASE II -Shortlisted Proposers will be required to prepare a detailed proposal for the MBCC District that will include, but not
limited to, a master plan for the site, project renderings, a breakdown of proposed uses, proposals for enhancing public open spaces,
renovation and expansion plan for the convention center facility, proposal for the convention center hotel, a phasing and absorption
plan, the financing plan including at minimum a 30-year financial pro forma, a preliminary traffic impact analysis, and any request for
public assistance. In addition, should the City Commission give the City Manager authorization, the City Manager, with SAG's
assistance, will negotiate Letters of Intent (LOis) with the shortlisted Proposers.
The City received eight(8) Qualifications packages, three (3) withdrew their proposals, leaving the following five (5) teams:
CConnectMB, Portman CMC, Rida Development Corporation, South Beach ACE, and Turn berry Lincoln Village, LLC. The Evaluation
Committee and the City's professional consultant (Strategic Advisory Group) recommended to shortlist the two top-ranked Proposers of
Portman CMC and South Beach ACE to proceed to Phase II of the RFQ. The Administration also concurs with this recommendation
because 1) two Proposers each will likely dedicate more resources and effort into the Phase II work when each has a 50% chance of
success, 2) the community will be able to focus its attention on two (2) Master Plan proposals, and not be burdened with several
community meetings and intricacies of multiple Master Plans, and 3) the Administration and its consultant (SAG) can concentrate its
negotiations with two Proposers and Its detailed analyses of their proposed Master Plans,
PROPOSED PHASE II TIMELINES -
Jan -Kick-Off meeting with the Shortlisted Proposers
-Walk-through assessment of the Convention Center
-Community Meeting for initial public input
Feb -Mar -Community Meeting
-City Commission Workshop-Revised Preliminary Master Plan
-Draft Master Plans and Initial LOI terms to the Administration
April -Refined Master Plans and LOI terms to the Administration
-Community Meeting for presentation of refined Master Plans
May -Commission Workshop-Presentation of proposed Master Plans and LOI terms
June 5 -City Manager recommendation of the final Proposer(s) based on the negotiated LOI's and Master Plans
-Commission approval of the successful Proposer(s)
June-July -Term Sheet negotiations with the Proposer(s) based on substantive terms of the negotiated LOI(s)
July -The final negotiated Term Sheet(s) presented to the City Commission for approval
July or Sep -City Commission approval of the Term Sheet with the final successful Proposer
resented to Ci Commission for a roval
MIAMI BEACH
568
KGB
AGENDA ITEM _R......_7;._L __
DATE 12. ,..( 'Z..-1 '2.
MIAMI BEACH
City of Miami Beach, 1700 Convention Center Drive, Miami Beach, Florida 33139, www.miamibeachfl.gov
COMMISSION MEMORANDUM
TO: Mayor Matti Herrera Bower and Members of the City Commission
FROM: Kathie G. Brooks, Interim City Manager ;;{~ •
/_.,;?/
DATE: December 12, 2012
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, APPROVING THE RECOMMENDATION OF THE
CITY MANAGER TO SHORTLIST THE TWO (2) TOP RANKED PROPOSERS
OF PORTMAN CMC AND SOUTH BEACH ACE WHICH WILL PROCEED TO
PHASE II OF REQUEST FOR QUALIFICATIONS (RFQ) NO. 22-11/12 FOR A
PUBLIC-PRIVATE MIXED-USE DEVELOPMENT IN MIAMI BEACH FOR THE
ENHANCEMENT OF THE MIAMI BEACH CONVENTION CENTER
CAMPUS/DISTRICT, INCLUDING THE EXPANSION OF THE MIAMI BEACH
CONVENTION CENTER AND DEVELOPMENT OF A CONVENTION CENTER
HOTEL (THE RFQ); AUTHORIZING THE CITY MANAGER TO NEGOTIATE
LETTERS OF INTENT (LOI'S) WITH THE RESPECTIVE SHORTLISTED
PROPOSERS; AND FURTHER PROVIDING THAT THE NEGOTIATED LOI'S
AND MASTER PLAN(S) DEVELOPED BY THE RESPECTIVE PROPOSERS BE
BROUGHT BACK TO THE MAYOR AND CITY COMMISSION AT A FUTURE
DATE FOR FURTHER ACTION.
ADMINISTRATION RECOMMENDATION
Adopt the Resolution approving the recommendation of the City Manager to shortlist the top two (2)
Proposers of Portman CMC and South Beach ACE as the shortlisted Proposers to continue on to
Phase II of the RFQ; authorize the City Manager to negotiate Letters of Intent (LOI's) with the
shortlisted Proposers; and provide that the negotiated LOI's, as well as Master Plans developed by
each Proposer, be brought back to the City Commission at a future date for further action.
BACKGROUND
On March 9, 2011, the City Commission adopted Resolution No. 2011-27620, which endorsed and
supported the concept of the Miami Beach Convention Center renovation and expansion, including
the development of an adjacent Convention Center hotel. The City Commission also authorized the
City Manager to secure any necessary expertise required to assist with the project, and to issue a
Request for Proposals (RFP) to secure those consulting services. Through the resulting competitive
solicitation process, the firm of Strategic Advisory Group (SAG) was selected and retained as the
City's consultant in the project development process.
During the May 20-21, 2011 City Commission Retreat, the Commission further discussed and agreed
to look at broader development opportunities in the area beyond the Convention Center, and
expressed a desire to find ways to address the impact on traffic, mobility, and impacts to the
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MBCC District RFQ
December 12, 2012
Page 2 of8
surrounding neighborhoods. There was also a desire to be sensitive to the historic district, while
maximizing green space.
As part of its initial responsibilities, SAG assisted the City in drafting a Request for Qualifications
(RFQ) for the master development of the "Miami Beach Convention Center'' (the MBCC District). The
RFQ is the first step in an effort to create options for Convention Center improvements through a
master development of City-owned properties surrounding the Convention Center that would generate
new revenues to the City. These incremental revenues could be used to fund potential Convention
Center improvements and/or provide operating funds.
The maximum potential development site for the MBCC District is approximately 52 acres,
encompassing the Convention Center facility itself, the adjacent surface parking lots, the 171h Street
Parking Garage, the Fillmore Miami Beach at the Jackie Gleason Theater, City Hall, and City-owned
buildings at 555 -17th Street and 1701 Meridian Avenue. The combined area allows for up to
approximately 6.2 million square feet of total FAR, inclusive of the existing structures. While the total
acreage available for redevelopment is up to 52 acres, the objective would be for any proposed
development thereafter to create significant open public spaces and other amenities that benefit the
whole community.
On January 11, 2012, the City Commission authorized the Administration to issue Request for
Qualifications No. 22-11/12 for Qualified Developers for a Public-Private Mixed-Use Development in
Miami Beach for the Enhancement of the MBCC District, Including the Expansion of the Miami Beach
Convention Center and Development of a Convention Center Hotel (the RFQ).
The RFQ was issued on February 7, 2012, and was sent to approximately 250 developers and other
interested parties; issued via BidNet; sent to the Urban Land Institute (ULI), International Council of
Shopping Centers (ICSC) and the Bond Buyer to make available to their members. RFQ information
was also sent through the Business Wire resulting in approximately 1 ,000 business media around the
country featuring the story; and a press release was issued by the City that generated a Miami Herald
front-page article.
The primary objectives of the RFQ are to:
1. Improve the Convention Center (hereinafter also referred to as the MBCC);
2. Facilitate the ability of the MBCC to attract high impact conventions, meetings, and
tradeshows in an increasingly competitive environment; and
3. Redevelop the surrounding area, including transforming the MBCC District into a new vibrant
neighborhood with year-round activities; increasing outdoor public space; creating a walkable
district providing connectivity between the MBCC and Lincoln Road and the City's historical
and cultural district; providing iconic architecture in keeping with the City's history of significant
design; incorporating sustainable (LEED) design principles; while being sensitive to the
surrounding residential neighborhoods (particularly with respect to traffic and scale); and
offering optimal economic and community benefits to the City.
The minimum requirements to be delivered by the successful Proposer of the RFQ are as follows:
1. Enhancements to the Convention Center, including at a minimum, Class A renovation, outdoor
function space, and additional meeting space,
2. Development of a headquarter hotel, and
3. Provision of a multipurpose/ballroom space of 60,000 net square feet.
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MBCC District RFQ
December 12, 2012
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RFQ PHASE I
During Phase I of the RFQ, which is before the City Commission for its consideration at this meeting,
Proposers were evaluated based on their experience with undertaking comparable urban mixed-use
master development projects of the magnitude contemplated. Similarly, the Proposers' "Lead
Architects" were evaluated on their relevant experience in providing design services for comparable
urban mixed-use master developments. The following Evaluation Criteria were used to assess each
Proposer:
Evalua~.ion Criteria
Proposer's relevant experience, qualifications, capabilities, financial
strength, and past performance with similar development projects 30
Proposer's key personnel experience and qualifications (i.e., Principals 20 and Project Executives or Managers)
Design Services Professionals key personnel experience and
qualifications. (i.e., Master Planner, Convention Center Design 20
Architect, Hotel Design Architect etc.)
Proposer's approach to financing
To this end, the Proposers and their Lead Architects were requested to summarize at least five (5)
development projects (of comparable size and scope as the MBCC District proposed development),
the role they played in each of the representative developments, and the professional experience of
each key personnel that will be involved with the proposed MBCC District project. Developers were
allowed to work together to submit joint qualifications to satisfy the requirements for relevant
experience.
Each Proposer also had to provide information that demonstrated financial capability to take on the
proposed development. Proposers were required to summarize their broad approach to financing the
various components of the proposed development; demonstrating their role in the capitalization of the
project, their commitment to provide all or a portion of the financing, their proposed financing
mechanism for the public components, and their commitment to maximize private investment and
minimize public investment.
Short-listed Proposers will proceed to Phase II of the RFQ.
RFQ PHASE II
As part of Phase II of the RFQ, the Proposers short-listed by the City Commission will then be
required to prepare a detailed proposal for their proposed development of the MBCC District. This
Phase, as part of the preparation of the detailed proposal, will include what the City Administration
expects to be extensive community involvement to gain input on local needs and concerns. To initiate
the public outreach, the City will arrange a public workshop with the shortlisted Proposers and the
community. An additional meeting will also be held with the shortlisted Proposers to gather
information on the improvement needs of the MBCC to develop the scope of services for the MBCC
enhancement and expansion. As part of Phase II, a City Commission workshop will be held to review
each Proposer's Master Plan, prior to final consideration and selection of the final "Master Developer''.
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MBCC District RFQ
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In addition to the Master Plan for the site (which will include respective project renderings, a
... ~~·~breakoownf)f proposed uses, and square footages of each use), the short-listed Proposers' "detailed
proposal" will also include proposals for enhancing public open spaces, a renovation and expansion
plan for the MBCC, a proposal for a convention center hotel, a phasing and absorption plan, financing
plan (including, at minimum, a 30-year financial pro forma), a preliminary traffic impact analysis, any
request for public assistance, and a summary of projected new City revenues to be generated by the
proposed development, including estimated impacts to the City's tourism economy against baseline
criteria.
Concurrent therewith, the City Manager, with SAG's assistance, will negotiate Letters of Intent (LOis)
with the shortlisted Proposers. Some of the items that will be negotiated in the LOI includes the scope
of the renovation and design for the MBCC, the phasing plan, the financing plan, land lease terms (if
required) and other economic impacts, hotel room blocks, and traffic impacts. The negotiated LOI's
will then be presented to the City Commission for consideration and further action.
PROPOSERS
On March 1, 2012, the City Manager reported to the City Commission, via a Letter to Commission,
that the Administration, along with SAG, held a Pre-Qualifications Conference at the Convention
Center on February 27, 2012, to review the RFQ and answer any questions regarding the process.
The Pre-Qualifications meeting was not mandatory. Approximately 150 people attended the
conference demonstrating significant interest in the City's MBCC District development opportunity.
On the RFQ deadline of April 23, 2012, the City received eight(8) qualifications packages in response
to the RFQ (the proposals) from the following Proposers:
• CConnectMB
• Flagstone Property Group
• Matthews Southwest *
• Portman CMC
• Rida Development Corporation
• SoBeCa, LLC
• South Beach ACE
• Turnberry Lincoln Village, LLC
* On May 28, 2012, Matthews Southwest informed the City that its team was
pulling its submission and would not be participating in the RFQ process.
Evaluation Committee Meeting #1
On April 30, 2012, the City Manager, via Letter to Commission (LTC) No. 114-2012, appointed the
following individuals to serve as Evaluation Committee members (the Committee):
• David Berger, Real Estate Developer and Attorney, Resident:
• Jimmy Goldsmith, Gator Investment (Real Estate Development), Resident:
• Saul Gross, Commercial Property Owner I Former MB Commissioner, Resident;
• Elsie Howard, Former Chair of MBVCA;
• Jackie Lalonde, Financial Advisor, Resident:
• Martin Margulies, Real Estate Developer, Art Collector and Philanthropist;
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MBCC District RFQ
December 12, 2012
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• John Page, Global Spectrum Chief Operating Officer;
• Aileen Ugalde, UM Corporate Counsel, Resident: and
• Kathie Brooks, Budget and Performance Improvement Director, Resident.
Due to potential conflicts, Mr. Berger and Mr. Page voluntarily recused themselves, and were
replaced by Ms. Marilys Nepomechie, Architect I FlU Professor of Architecture I Preservationist and
Resident, and Mr. Tim Nardi, Shore Club Hotel General Manager (at the time) and Resident. In
addition, I subsequently recused myself, as I was being considered for the Interim City Manager
position.
The Committee convened on June 4 and 5, 2012. Seven (7) Proposers presented their respective
qualifications to the Committee, with a question and answer session conducted after each
presentation, following which the Committee scored and short-listed the Proposers.
Sunshine Law Issue and Recommended Cure
Shortly after the June Evaluation Committee meeting, a potential Sunshine Law issue raised with
respect to the North Lincoln Lane Parking Lots RFP process, alleging that the City did not comply with
the Florida Government in the Sunshine Law (the Sunshine Law), in that it did not open certain
portions of the North Lincoln Lane RFP Evaluation Committee meeting (specifically, the portion
pertaining to the Committee's final deliberations) to the public. As the City followed the same process
with regard to the June Convention Center RFQ Evaluation Committee meeting, and though no
protest and/or challenges had been alleged with the respect to the RFQ Evaluation Committee
meeting, the Convention Center RFQ process was placed on hold.
At the September 12, 2012 Commission Meeting, the City Commission directed the Administration to
provide a status report on the Convention Center RFQ (as well as the North Lincoln Lane RFP) at the
next scheduled Finance and City Wide Projects Committee (FCWPC) meeting.
The Administration presented an update on both referenced RFP and RFQ at the FCWPC held on
October 3, 2012. In response to the question of the potential Sunshine Law issue raised with respect
to the North Lincoln Lane RFP, and while not conceding that the City had in effect violated the
Sunshine Law, the City Attorney recommended that, in order to continue to proceed with both
processes (the RFP and RFQ), in the abundance of caution, the City Attorney presented a variety of
curative measures.
After listening to the City Attorney's presentation, and hearing extensive public comment, the FCWPC
recommended curing any alleged Sunshine Law violation raised with respect to the Convention
Center RFQ, and further recommended (i) re-convening the original Evaluation Committee, (ii) have
the Evaluation Committee view the Proposers' presentations (from the June 4 and 5, 2012 Evaluation
Committee meeting), and (iii) deliberate in the Sunshine. Further, the Commission allowed that the
Proposers should be given the option to be present to answer any questions from the respective
committee(s), after listening to the videotaped presentations.
The Committee's recommendation was forwarded to the City Commission. At its October 24, 2012
meeting, the City Commission adopted Resolution No. 2012-28046 accepting the recommendations
made by the Finance and City Wide Projects Committee.
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MBCC District RFQ
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Evaluation Committee Meeting #2
On November 20, 2012, six (6) members of the original eight {8) Evaluation Committee members
convened (Ms. Elsie Howard voluntarily recused herself, and Ms. Marilys Nepomechie was unable to
attend due to a schedule conflict). It should be noted that SoBeCa, LLC and Flagstone Property
Group voluntarily withdrew their respective proposals, leaving five (5) Proposers to be evaluated and
ranked. See Attachment A for a matrix summary of information of the five (5) Proposers prepared by
the City's consultant, Strategic Advisory Group (SAG). Under separate cover, I will be transmitting
DVDs of all five (5) presentations and proposals.
Following deliberations, which was publicly noticed and open to the public, and using the Evaluation
Criteria set forth in the RFQ (as in page 3) above, the Evaluation Committee scored and ranked the
Proposers as follows:
Portman CMC *
South Beach ACE **
CConnectMB
Tum be
After additional deliberation, the Evaluation Committee recommended to the City Manager to shortlist
first ranked Portman CMC and second ranked South Beach ACE to move forward to Phase II of the
RFQ.
* See Attachment B for additional background information on Portman CMC, and its Lead Architect,
John Portman & Associates and Bjarke Ingels Group, as well as the Proposer's approach to the
master plan.
** See Attachment C for background information on South Beach ACE, and its Lead Architect, Office
for Metropolitan Architecture (OMA), as well as the Proposer's approach to the master plan.
In addition to the Evaluation Committee, the City's consultant, SAG, also provided the City Manager
with its recommendation to shortlist only the two (2) top-ranked Proposers, Portman CMC and South
Beach ACE. SAG indicated that, in its professional opinion, the top two teams lead by Portman and
Tishman (South Beach ACE) have much better mixed-use, convention center/hotel, and ground-up
development experience than the other teams. SAG further stated that in its 20+ years of experience
in this line of work, a short-listed proposer has never withdrawn at this stage of an RFQ/RFP process.
See Attachment D for SAG's recommendation.
CITY MANAGER'S RECOMMENDATION
After evaluating the proposals, including having reviewed each Proposer's original written submittal
and having viewed the Proposers' individual oral presentation and the resulting Question & Answer
with the Evaluation Committee, considering the recommendations of the Evaluation Committee and
the City's consultant, SAG, and my own additional due diligence (see Attachment E), I concur with the
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MBCC District RFQ
December 12, 2012
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Evaluation Committee's recommendation, and recommend that the City Commission short-list the top
two (2) Proposers, Portman CMC and South Beach ACE, to proceed to Phase II of the RFQ process.
While it may seem advantageous to have as many Proposers as possible for Phase II proposals, I am
recommending to short-list no more than two (2) Proposers (to move forward with Phase II of the
RFQ) for the following reasons:
1) Two Proposers will likely dedicate more resources and effort into the Phase II work when each
has a 50% chance of success, as opposed to when there are a greater number of shortlisted
development teams.
2) The community will be able to carefully focus its attention on two (2) Master Plan proposals,
and not be burdened with having to attend several community meetings and study the
intricacies of multiple Master Plans.
3) The City Administration can concentrate its negotiations with two Proposers and its detailed
analyses of their proposed Master Plans, versus being stretched across multiple proposals,
resulting in increased staff and consulting costs, as well as additional time that will be required
managing multiple Proposers, and potentially resulting in further delays for the Convention
Center improvements.
4) Finally, the total low aggregate scores for the 2 top ranked teams were very tight, with
Portman CMC earning 8 points and South Beach ACE earning 11 points. There is a large
point gap between #2 ranked South Beach ACE and #3 ranked CConnectMB (which earned
20 points), and #4 ranked Turnberry Village (earning 21 points).
Consequently, for the reasons stated, the best course of action would be to move forward with the top
two teams.
TIMELINES
The proposed general schedule for Phase 2 of the RFQ process is as follows:
Jan -Kick-Off meeting with the Shortlisted Proposers
-Walk-through assessment of the Convention Center
-Community Meeting for initial public input
Feb-Mar -Community Meeting -Shortlisted Proposers to present:
• Guiding Principles for Master Plan based on community input
• Preliminary Master Plans
-City Commission Workshop -Revised Preliminary Master Plan
-Draft Master Plans and Initial LOI terms to the Administration
April -Refined Master Plans and LOI terms to the Administration
-Community Meeting for presentation of refined Master Plans
May -Commission Workshop
• Presentation of proposed Master Plans and LOI terms
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MBCC District RFQ
December 12, 2012
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June 5 -City Manager recommendation of the final Proposer(s) based on the
negotiated LOI's and Master Plans
-Commission approval of the successful Proposer(s)
June-July -Term Sheet negotiations with the Proposer(s) based on substantive terms of
the negotiated LOI(s)
July -The final negotiated Term Sheet(s) presented to the City Commission for
approval
July or Sep -City Commission approval of the Term Sheet with the final successful
Proposer
Sep or Oct -Final project agreements presented to City Commission for approval
If the proposed project requires a referendum, the most cost effective way would be to piggy-back on
to the already scheduled elections in November 2013.
CONCLUSION
The Administration recommends that the Mayor and the City Commission adopt the resolution
approving the recommendation of the City Manager to shortlist the two (2) top-ranked Proposers of
Portman CMC and South Beach ACE which will proceed to Phase II of Request for Qualifications
(RFQ) process for a public-private mixed-use development in Miami Beach for the enhancement of
the Miami Beach Convention Center Campus/District, including the expansion of the Miami Beach
Convention Center and development of a Convention Center Hotel (the RFQ); and authorize the City
Manager to negotiate Letters of Intent (LOI's) with the shortlisted Proposers.
T:\AGENDA\2012\12-12-12\MBCC RFQ Shortlist MEMO.doc
576
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary <( 1-z w () ~ < Roger Zampell 404-614-5045 rzampell@ portmanholdings.c om Portman Holdings • Master Developer Cirque du Soleil • Entertainment Developer Whitman Lanzenby Properties • Retail Developer CMCGroup Local, residential StrategicAdvisoryGroup Paul Diamond 212-708-6781 diamond @tishman.com Tishman Hotel & Realty • Master Developer UIA (Robert Wennett) • Local Developer Paul Dunstan, Plenary 604-638-3908 paul.dunstan@ plenarygroup .com Plenary Group • Co-Developer, long-term equity investor, financing lead arranger Tristar • Co-Developer and commercial development lead Jones Lang LaSalle Co-Developer, commercial Jonathan Kurry 305-682-4160 jkurry@turnberry.com Turnberry Associates • Managing Partner Canyon Capital Simon Property Group Partner Ira Mitzner 713-961-3835 imitzner@ ridadev .com RIDA Development Corporation ,...... ,...... ···-··--· Lt')
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary John Portman & Associates • Lead Bjarke Ingels Group • Associate Fentress Architects • CC Architectural Planning WestS • Landscape Architect Revuelta Architecture lnt'l • Local David Plummer & Assoc. • Traffic engineering Schwebke-Shiskin & Associates (Veteran-owned firm) • Civil engineering StrategicAdvisoryGroup OMA * AMO Architecture • Master Planner and Lead TVS Design • CC & Hotel Technical Architect MWA • Landscape Architect Raymond Jungles • Local Landscape Architect Rogers Stirk Harbour + Partners • Lead Crawford Architects • Master Planner and CC Design Architect Kobi Karp • Local Architect Schwebke-Shiskin and Assoc. • Civil Conventional Wisdom • CC programming consultant Zaha Hadid • Lead Borelli & Partners • Local Balmori • Landscape Berenblum Busch • Proj Mgmt!Local Support Kimley-Hom • Traffic Tim Haahs • Parking Schwebke-Shiskin & Associates (Veteran-owned firm) • Surveyors Ross & Barruzzini • MEP DeSimone • Structural Chen Moore/Langan/Kimley-Horn • Civil Sequil LEED HKS • Lead Pelli Clarke Pell • Design Theme Architect Looney • Interiors Conventional Wisdom CC programming consultant 2 co ....... Lt')
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary Led by developer Led by developer Led by developer Piper Jaffray (public finance) Goldman Sachs (public Jones Lang LasSalle finance CMC Construction (local) Tishman Construction Corp. I TBD HDC Associates (cost AECOM estimator) Charles Cinnamon PR (local) I Bilzin, Sumburg, Baena, Pathman Lewis Attorneys Public Relations Price & Axelrod • Legal, Land Use and • Legal, local Environmental Robert K. Futterman VM Diaz & Partners 1 Retail leasing and • r.ommunitv outn'!~ch_ Inc~ I merchandisina consultant StrategicAdvisoryGroup Led by developer BMO Capital Markets Led by developer AREA Property Partners Wellbro Building Corporation (pre-construction) 3 0) ....... Lt')
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary • 1, 190-rm Hilton San Diego; • Revitalization of Times " .. .is an investor, developer and • 1 ,500-rm Fontainebleau • 1 ,400-rm Hilton Orlando; 2008 (master plan, Square; completed in 201 0 operator of public infrastructure • Town Square Las Vegas-2009 programming, capital raising, -Hotel, 200k sf E Walk with a focus on projects in Canada retail, restaurant, • Omni Orlando Resort; 2004 development management) and Australia." • 700-rm Westin Charlotte; 2003 retail/entertainment mega • Melbourne Convention Center entertainment, 1.5m sf -72Q-rm hotel, 2 golf • Peachtree Center Atlanta; complex -P3 • Aventura Mall, Aventura, courses, Ledbetter Golf 1965-1999 -14 city blocks, 11 • 863-rm Westin New York; • Humber River Regional FL-2.7m sf HQ, residential rental and office buidlings, 3 1 ,000+ room 2002 Hospital, Toronto-P3, raised • Turnberry Ocean Colony, for-sale, retail, office hotels, retail, fitness, parking • 790-rm Loews Miami $1 b+ of private capital Sunny Isles Beach, FL-• Central Station mixed-use, garages Beach; 1998 (advisory role) • Communications Security residential condo Orlando, master developer; • Embarcadero Center, San • 2,267 -rm WDW Swan & Establishment, Ottawa Canyon 2014 -residential, retail, Francisco; 1971-1989-retail, Dolphin; 1990 • NHS Health Care Complex, • Washington Hilton 2010 office, hotel entertainment • 1 ,209-rm Sheraton Ontario-project financing (acquired, renovation;) • 490-rm Sheraton Lake • Shanghai Center; 1990 -• Victorian Cancer Center, residential, retail, office, hotel, Chicago; 1992 Melbourne • W Austin and Residences, Buena Vista (equity partner entertainment • 600-rm Wyndham Rio Mar, • Bridgeport Hospital, Toronto Austin, TX; 2011 -hotel, in renovation); 2012/13 • Shanghai Expo Axis PR; 1996 Jones Lang LaSalle condo, retail, office AREA (development advisor); 2011 -UIA • Puerto Rico Convention • W Hoboken Hotel and • 2.8m sf Time Warner retail, office, exhibition, • 1111 Lincoln Road; 201 0-Center-development advisor, Residences, NJ; 2009-Center, NY; 2004-office, 0 entertainment Retail, office, parking strategic and business hotel and condo retail, hotel, condo, co • Marina Square, Singapore; • Starwood Urban Venture; planning • One Santa Fe, Los entertainment Lt') 1987 - 3 hotels, retail 2004-Hotel, retail, office • Washington DC Old CC Site Angeles, CA; 2014-• 1 ,230-rm Hyatt Waikiki • Americasmart, Atlanta; 1961-Redevelopment -real estate residential, retail, office • 1 ,639-rm Palmer House 2009-7.7m gsf wholesale advisor marketplace • GA Tech Technology Square • North Point, Boston, MA-Hilton CMCGroup -feasibility for retail, pre-development, 32.3 • 26 shopping centers and • 4000 Ponce de Leon, Coral academic, office space acres free-standing stores in Gables; 2001 -commercial • Fan Pier, Boston -Simon Poland • 174-unit Santa Maria, Miami; development manager for Owns or has an interest in 337 1997 hotel, residential, office, retail, retail real estate properties in • 374-unit Porto Vita, Aventura; recreation N. America and Asia comprised 2004 Tristar of 254m sf. In 2011, invested • CasaGrande, Miami Beach; • Miracle Mile Shops, Las $400m in new development/ 1993-condo, hotel, spa, retail Vegas-acquisition and redevelopment projects; • 166-unit Grovenor House, redevelopment of retail, expects to spend $1 b in 2012. CoconutGrove;2006 restaurant shops • 147-unit Bristol Tower, Miami • W South Beach Hotel & • St. Johns Town Center, Cirque du Solei! Residences-acquired old Jacksonville, FL; • Listed 9 theaters Holiday Inn, financed 2005/2008 -retail Whitman Lazenby demolition and construction • The Domain, Austin, TX; Bal Harbour Shops loanforW 2007-2009-retail StrattK~icAdvisoryGroup 4
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary • West Kowloon Cultural District • Jacob Javits CC expansion; • London Aquatics Center; • 3,067-rm Palazzo Hotel Las Masterplan, Hong Kong, current 2005/2011 Vegas;2006 • 366-rm Westin Warsaw; 2003 China; 2011 -Master Plan • National Assembly of Wales • Cairo Expo City expo and • 1 ,000-rm JW Marriott San • 700-rm Westin Charlotte; 2003 • Euralille Masterplan and • Congress Center, Rome conference center; currently Antonio PGA Resort; 2009 • Beijing Yintai Centre, office, Congrexpo Convention Center, • East River Waterfront, NY design planning • 800-rm Omni Nashville; 2013 residential, retail; 2008 Lille, France; 1994-Master • Wood Wharf Master Plan, • City Life Milano Residential • 1 ,400-rm Hilton Orlando; • Tomorrow Square, Shanghai, Plan and Lead Architect London -commercial, Complex, Milan, Italy; 2009 • Almere Masterplan, Almere, residential, hotel 2004/2014 residential, hotel; 2003 Netherlands; 201 0 -Master Crawford {CC Programming) • Eli and Edythe Broad Art • 1 ,01 0-rm JW Marriott Austin; • Wenzhou Zhixin Plaza, China, Plan and Lead Architect • Bartle Hall CC North Dock Museum, E Lansing, Ml; 2014 residential, retail; 2014 • Riga Port City, Riga, Latvia; Renovation, KC 2007/2012 • 3,025-rm Grand Venetian • 500-rm Renaissance and CC, 2007 -Master Plan and Lead • Perth Convention Centre, • Galaxy Soho (mixed-use}, Macau; 2007 Schaumburg, IL; 2006 Architect (museum) Australia Beijing; 2009/2012 • Quanzhou Exhibition Center, • Branson CC, Branson, MO • Jin Hongqiao lnt'l Center, • Zeche Zollverein Masterplan • Darwin Cove Convention & • Riverside Museum, Glasgow, China; 2013 China, office, retail, and Kohlenwasche, Essen, Exhibition Center, Australia Scottland; 2004/2011 • W Dallas Victory Hotel and entertainment; 2013 Germany; 2007 -Master Plan • Darwin Cove Master Plan -• Guangzhou Opera House; Residences; 2006-hotel, • International Autodrome and Lead Architect residential, hotel, retail, China; 2003/201 0 condo, retail Master Plan (mixed-use), (conversion) entertainment • Heydar Aliyev Cultural Centre, • W Hollywood Hotel and """'" China; 2003 • Pare des Expositions (PEX}, • Gosford Waterfront Development Azerbaijan; 2007/2012 Residences, LA; 2009-co • Guri New Town Master Plan Toulouse, France; In Design-Master Plan, Australia • King Abdullah Petroleum hotel, condo, retail Lt') (mixed-use), South Korea; Master Plan Kobi Karp Studies and Research Centre, • Dallas Convention Center 2010 • Cordoba Congress Center, • 538-unit 11 01 Brickell Riyadh; 2009/2012 Expansion and Renovation; • Songdo Landmark City Master COrdoba, Spain; 2007-Lead • The Strand Hotel • Rosenthal Center for 2002 Plan (mixed-use), South Architect redevelopment, Miami Beach Contemporary Art, Cincinnati; MGM Citycenter Las Vegas; Korea; 2010 • China Central Television • Cadillac Hotel 1997/2003 2009 -hotel, retail • Shanghai International Criuse Headquarters (CCTV) and redevelopment, Miami Beach • Stone Towers (mixed-use}, Terminal Master Plan (mixed-Television Cultural Center, • Versailles Hotel addition, Cairo; currently design use), China; 2004 Beijing, China; 2012 under Miami Beach planning construction -Master Plan • Terminus Multimodal National Expo Exhibition, • Milstein Hall, Cornell • Lincoln Theatre restoration Hoenheim Nord, France; China; 2012 University, Ithaca, New York; and reuse, Miami Beach 1998/2001 2011 -Master Plan and Lead The Capri South Beach Architect Master Plan • Dee and Charles Wyly Theatre, Dallas, Texas; 2009 -Lead Architect • Casa da Musica, Porto, Portugal; 2005 -Lead ltnltegieAdvisoryGroup 5
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary Bjarke • The Mountain, Copenhagen; 2008 -residential • 8 House, Copenhagen; 2010 -residential • Tallinn Town Hall, Estonia; in progress -town hall • West 57th, Manhattan; 2015-residential • Danish Pavilion, Copenhagen; 201 0 -city bike, harbor bath • Metrozone Master Plan, Hamburg; 2008-mixed-use • Superpark, Copenhagen; 2012 -public park • Beach & Howe, Vancouver; in progress -residential, retail • Slussen Master Plan, Stockholm -mixed-use • Chicago South Works Master Plan; in progress-mixed use • Chicago Navy Pier; 2012 -design services for competition West 8 (Landscape) • Miami Beach Sounsdscape; 2011 • Madrid Rio Master Plan; Spain; 2011 • Toronto Central Waterfront; 2009,2010,2013-2015 • Chiswick Park, London; 2008 • Yverdon-Les-Bains, Switzerland; 2002 ltntt@gi~AdvisorfGroup • Seattle Central Library, Seattle, Washington; 2004-Lead Architect TVS Design (CC/Hotel) • 2.3m gsf McCormick Place South Hall, Chicago, IL; 1998 • Cobo Center, Detroit, Ml; 2007 • 3.5m gsf Nanjing Conference and Exhibition Center, Nanjing, China; 2008 • Walter E. Washington Convention Center, Washington DC • 1 , 170-rm Marriott Marquis, Washington DC; 2014 under construction • InterContinental Hotel Buckhead, Atlanta, GA; 2004 • Hyatt Regency Trinidad, Port-of-Spain, Trinidad and Tobago; 2007 • Hyatt Regency Orlando, Orlando, FL; 2007 concept design MWA (landscape) • Brooklyn Bridge Park, Brooklyn, NY • Hudson River Park, New York, NY • Teardrop Park, New York, NY • Lower Don Lands, Toronto, Ontario, Canada • City River Arch 2015, St. Louis, Missouri • Hudson Park & Boulevard, New York, NY • Bailey Plaza, Cornell I lni<J<>t<>lht lth<>tv.> NY • Miami Beach Regional Library • Jackie Gleason Theatre • Miami Beach Convention Center Expansion Berenblum Busch (Proj Mamt/Supoort) • Miami Beach Historical Hotel Restoration • FlU School of Architecture • FlU School of Business Balmori (Landscape) • Campa de Los lngleses Park • Miami Performing Arts Centre Theme) • 4,004-rm ARIA Resort & Casino; 2009 • Petronas Towers, Kuala Lumpur; 1997 -office, entertainment, retail • Porta Nuova Garibaldi, Milan; 2012-residential, office, retail, hotel • Las Palmas Master Plan, Spain; 2005 -waterfront plan • Torre Libertad, Mexico City; 2009 -hotel, residential • Adrienne Arsht Center for the Performing Arts, Miami; 2006 • Renee and Henry Segerstrom Concert Hall, N Costa Mesa; 2005 co • Riverview Plaza, China; 2015 Lt') -office, residential, retail • The Landmark, Abu Dhabi; 2013-office, residential 6
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary • Sante Fe Convention Center; 2008 • Pasadena Convention Center expansion; 2009 • Palm Springs Convention Center expansion; 2006 • CO Convention Center expansion; 2004 • San Diego Convention Center expansion; in progress Revuelta (Local) • 204-rm Saxony Hotel, Miami Beach; under construction • 156-rm Ritz Carlton Club & Residences, Miami Beach; cancelled • 174-unit Santa Maria condominiums, Miami; 1997 • EPIC Residences & Hotel, Miami; 2008 -hotel, condo, office • 600 Biscayne, Miami; N/A-residential, office, retail • 433-unit Neo Vertika, Miami; 2006 • 338-unit Jade Residences, Miami; 2004 530-unit MINT, Miami; 2006/2008 $t.-egicAdvisoryGroup ymond Jungles (landscape. local) • New World Symphony, Miami Beach,FL • Miami Beach Botanical Garden, Miami Beach, FL • Soho Beach House, Miami Beach, FL • Saxony Hotel, Saxony Arts District, Miami Beach, FL • Brazilian Garden, Naples, FL 7 M co Lt')
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary Key team members have Key team members have Key team members have Key team members have Key team members have experience with the firm's experience with the firm's experience with the firm's experience with the firm's experience with the firm's development projects listed development projects listed development projects listed development projects listed development projects listed 0 J.'m::hitect I Portman OMA Rogers Stirk Harbour+ Zaha Hadid HKS Key team members have Partner-in-Collaboration Partners Key team members have Key team members have experience with the firm's listed on all submitted Key team members have experience with the firm's experience on few of the projects listed projects, Partner-in-Charge experience with the firm's projects listed firm's projects listed on three projects listed TVS Pelli Key team members have Crawford Architects Key team members have experience with majority of Key team member (Stacy experience with the firm's the firm's projects listed Jones) has experience with projects listed MWA the firm's projects listed Key team members have I I oq-experience with the firm's Kobi Karp co projects listed Key team member (Kobi) Lt') Jungles has experience with two of Key team members have the firm's projects listed experience with the firm's listed St,ategicAdvisoryGroup 8
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary • Proposed community forums, group conversations and community workshops • Outlined steps to working with the City • Discussed broad planning issues • Committed to design deliverables and all physical planning deliverables, including market/economic analysis, traffic, etc. $trat(!gjcAdvisoryGroup • Desire 3 months for LOI stage • Propose to engage in a series of "intimate collaborations" • Outlined City staff/consultant engagement • Outlined an understanding of locaVdistrict/neighborhood design issues • Committed to design deliverables beyond those outlined in RFQ, including renderings and "explanatory animation fly though" and a massing model to appropriate scale • "Look to spend 6-8 months engaging directly with the Miami Beach community ... Master Plan ... 12-18 months ... will work to more rapidly deliver ... " • Outlined local community engagement • Outlined City staff/consultant engagement • Outlined an understanding of local/district/neighborhood design issues • Did not outline any special design deliverables • Outlined plan to work with the City with the execution of the required • Desire 4 months for LOI stage • Propose to engage in a series of "community design workshops", listed over 20 local organizations to engage • Outlined City staff/consultant engagement • Outlined an understanding of local/district/neighborhood design issues • Committed to design deliverables beyond those outlined in RFQ, including renderings and ''fly though animation" and a physical model • Desire 4 months to complete • Proposed community forums, group conversations and community workshops • Outlined steps to working with the City; propose 9 meetings • Discussed broad planning issues but did not discuss specific to Miami Beach issues/understanding • Committed to design deliverables beyond those outlined in RFQ, including renderings and "animated ~ fly though" and a physical Lt') model 9
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary Primary investors include: Primary investors include: Australian/Canadian P3-Primary investors include: I Focused primarily on hotel • Portman Holdings • Tishman Hotel Realty -"In focused firm • Turn berry -''The firm component • CMCGroup the last 15 years, ... raised • Plenary finances public invests it's own equity in $5.1 b of equity and debt for every deal." Primary investors include: "All members of the it's projects." components • Canyon Capital -"$18b of • RIDA development team will • UIA-"In the last 15 years, • Design-build fixed price capital under • AREA Property Partners ... raised $500m of equity guarantee management... In the past provide significant and • Repaid over time -fixed meaningful proprietary equity and debt for it's projects." monthly "availability 1 0 years Canyon has "We understand a significant •AECOM invested $1.2b in equity in capital, along side the larger payments", repaying 44 projects ... Would provide equity investment will be debt and equity partners." Plan to finance each project construction costs and either debt or equity required and are committed, ongoing maintenance of financing ... " along with our long-standing ''The development team will component independently to the facility • Simon partners, to provide the commit to fund the pre-maximize ground rent to the • Repaid from project-necessary capital to development cost. .. " city. generated sources (land BMOCapital compliment the debt." sales, TIF, parking, etc.) Goldman Sachs and other public sources • Described the use of TIF, Discusses two approaches to • Described the use ofTIF, (hotel tax) land sales, CBDs, PILOT, Discuss public component financing land sales, CBDs, PILOT, and other P3 tools to make financing broadly I~ • Traditional Model-and other P3 tools to make Commercial investors on project feasible Development team owns project feasible team include: and finances hotel, retail, • Plenary-"Plenary Group "It is important to note that residential, entertainment, ''THR has had institutional will invest its own money in an upfront payment to the parking. City owns and partners in its hotel the project." City, which could cover the finances convention center costs of improvements to and civic facilities. developments which • JLL-to raise money from • P3 Model -Does not clearly have ... a long-term hold third parties the convention center, is an describe this approach perspective rather than build • Tristar option that is very much on and sell." the table and the parties in Piper Jaffray I the development team have • Described the use of resort the wherewithal to do it." tax revenue bonds, TIF, and 1 I I "As part of the planned the county $55m to make project feasible convention center expansion, a headquarter hotel may be built directly as of the Strl,ltegicAcMsoryGroup 10
Miami Beach Convention Center District Hotel/Mix-Use Development Proposer Summary SOOilll!Hlprocurement soooooooprocurement SOIIDlllprocurement soooooooprocurement SD[JJODODprocurement * A~knnwi!>rln letter 0 0 0 0 0 * Questionnaires I 0 5 pending lawsuits (CMC) I I Plenary -did not respond to I 12 pending lawsuits 3-5 Approx $22m judgment held 1 I~ JLL-cannot answer with 1 between 2 principals certainty contract refusal/default JLL-due to size, included in various lawsuits * c1rv of MB Certificate ~ 0 I D I 0 I n/a Annual Fire Fee (CMC Group) (UIA) (Tristar) mmmm Tax Included Combined Tax Memorandum AdvisoryGroup 11
HM II
INTRODUCTION
The following is a response to the City of Miami Beach Request for Qualifications to develop the proposed Miami Beach Convention
Center District prepared by the Master Developer Team of Portman Holdings and CMC Group (Portman-CMC). These two development
companies have been responsible for the design, development, and construction of several comparable and successful projects
around the world and offer extensive benefits as a partner to the City of Miami Beach and to its residents and visitors.
The aspirations for the new Miami Beach Convention Center District include specific real estate assets as well as the more difficult-
to-define ideals that identify a neighborhood where people can enjoy a memorable experience. Across many years, many regions
of the world, and many circumstances, the Portman-CMC team has delivered not only valuable real estate assets and attractive
returns, but has also created new senses of place and user experiences in iconic buildings and spaces that characterize an area like
the new Miami Beach Convention Center District.
The Portman-CMC team has the proven ability to deliver a world-class Convention Center, ballroom and convention center hotel,
and create iconic retail, entertainment and cultural venues, additional state-of-the-art parking facilities and systems, and other
public spaces that will strengthen Miami Beach's economic base and connect the vibrant Lincoln Road pedestrian mall to the Collins
Park cultural district and Miami Beach's more recent cultural institutions-New Word Symphony and Soundscape Park.
TEAM
A truly global team is comprised of Miami's finest, as well as some of the world's most accomplished real estate, design and lifestyle
professionals. This group of firms represents a multinational network of financial and intellectual resources, with unmatched
experience in real estate projects of the scale and quality outlined in the Miami Beach RFQ. The Portman-CMC team offers Miami
Beach a comprehensive set of expertise and capabilities necessary to transform this concept into a vibrant reality, and includes on
an exclusive basis Cirque du Solei! and the Whitman Lazenby Family, owner of Bal Harbour Shops.
Development
Architecture
Finance
Construction Mgmt.
Traffic Engineering
Civil Engineering
Public Relations
Portman Holdings -Atlanta, Shanghai, Mumbai, Hong Kong
CMC Group-Miami/Miami Beach
Cirque du Solei! -Quebec, touring 300+ cities on 6 continents
Whitman Lazenby Properties, a subsidiary of Bal Harbour Shops, LLP -Bal Harbour
John Portman & Associates -Atlanta, Shanghai
Bjarke Ingels Group -Copenhagen, New York
Fentress Architects -Denver
West 8 -Rotterdam, Belgium, New York, Toronto
Revuelta Architecture International-Miami/Miami Beach
Piper Jaffray-28 US offices, London, Hong Kong and Zurich
HDC International -Atlanta
CMC Construction -Miami/Miami Beach
David Plummer & Associates -Coral Gables, Fort Meyers
Schwebke-Shiskin & Associates (a Florida veteran-owned business) -Miramar
Charles Cinnamon PR (a Miami Beach vendor)-Miami Beach
PORTMAN + CI\/C GHOUP
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T~~m O~G~NIZ~TION
THE PORTMAN-CMC TEAM
The following is an introduction to the firms that have committed their resources to ensure the successful delivery of this incredible
opportunity. This team shares the vision of the City of Miami Beach to create an area that will enable the region to attract high
impact conventions, meetings and tradeshows in an increasingly competitive environment, while enhancing the architectural and
cultural assets of the community with public spaces, amenities and economic benefit to the City and its residents.
The broad experience and proven effectiveness of this team in similar developments cannot be overstated. Portman-CMC offers
expertise in assessing project opportunities to ensure that the design and the development address all stakeholder needs,
market realities and conditions for economic viability. Among the most significant strengths of the team is its long track record of
participation in private and public-private partnerships and projects requiring collaboration among key government agencies.
Whitman Lazen
Properties
Finance
PoRrMAN HOLDINGS + CMC GROUP
Traffic
MASTER DEVELOPMENT TEAM
Developer Entertainment Development
p L[liNGS CIR~E DU SOLEIL
DESIGN TEAM
Lead Architect, Master Planner 1
jOHN PORTMAN & ASSOCIATES
Associate Architect
Landscape Architect
Civil Engineering Public Relations
il
589
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MASTER DEVELOPMEI'H TEAM
Retail Development
PORTMAN HOLDINGS
ior over years. The firm
focus on convention center
Convention Dist1·ict will be
CMC GROUP
venture of Portman
the team as
MASTER DEVELOPMENT TEAM
PC)Rfi'vi/\1'-J HOL IN
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and commercial
Entertainment Development
DU SOLEIL
company that has been in
with
who can be reached at 404-614-5045 or '-"'~'-'·"'-""-"-'-·'--""--'""-'-"-'-·'--'··"-'-'--~"'-'-'··'·~""-'1.El·
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and asset
590
T~~m O~G~NIZ~TION
CIRQUE DU
www. cirquedusoleil.com
Cirque du Solei I has brought wonder and delight to more than 100 million spectators in more than 300 cities in over forty countries
on six continents. From a group of 20 street performers at its beginnings in 1984, Cirque du Soleil is now a major Quebec-based
organization providing high-quality artistic entertainment. Cirque du Soleil has created a number of resident shows to complement
their touring repertoire.
If Portman-CMC is selected as master developer of the new Miami Beach Convention Center District, Cirque du Soleil will create
a permanent facility in the new Miami Beach Convention Center District for Cirque du Soleil shows and performances. Cirque du
Solei I will design a series of places and experiences within the development that will breathe life, surprise and fun into the project.
Cirque will create an event space that will provide audience entertainment experiences and more, serving the local community and
drawing people from afar. Cirque du Soleil's roles and responsibilities will include:
• Conceptualization, programming and design of a permanent facility for Cirque du Soleil
• Conceptualization and programming of other entertainment venues proposed for the project
Primary leadership for the Miami Beach Convention Center District will be provided by Martin Boudreau, who can be reached at
514-723-7646 or martin.boudreau@cirquedusoleil.com.
WHITMAN LAZENBY PROPERTIES
www.balharbourshops.com
Whitman Lazenby Properties is a subsidiary of Florida's Bal Harbour Shops-principals of the 400,000 square foot, open-air shopping
center home to a coveted list of over 100 high-end retailers. It is the highest performing retail development per square foot in the
United States. Whitman Lazenby Properties' roles and responsibilities will include:
• Retail conceptualization
• Retail programming and tenant mix
• Retail design and development
• Marketing the retail components of the project
Primary leadership for the Miami Beach Convention Center District will be provided by Matthew Whitman Lazenby, who can be
reached at 305-866-0311 or mwl@bhs.sc.
POR!MM< Hot OINGS + GROUP l")
591
I
I
MASTER DESIGN TEAM
The Master Design team will be led by Lead Architect and Master Planner, John Portman & Associates, and also include Bjarke Ingels
Group and West 8. John Portman has over fifty-five years of experience designing mixed-use complexes and iconic hotels, many
of which are paired with convention centers. Bjarke Ingles has an impressive resume and has created a reputation for completing
buildings that are as programmatically and technically innovative as they are cost and resource conscious. West 8, the firm that
just completed Miami Beach's Soundscape Park, is a step ahead in thinking of how to make a continuous and integrated urban
experience for users. This diverse team is poised to create a series of specialized concepts that are conceived in a way that allows
for the continuous urban environment that the City of Miami Beach envisions for its new Convention Center District.
Lead Architect, Master Planner
jOHN PORTMAN & ASSOCIATES
Associate Architect
Convention Center
Landscape Architect
JOHN PORTMAN & ASSOCIATES
www.portmanusa.com
John Portman & Associates has over fifty-five years of experience designing hotels and mixed-use projects. Firm founder, John
Portman, created the first modern atrium hotel in 1967 with his design of the Hyatt Regency in Atlanta. Since then, JPA has designed
many large architecturally innovative hotels in cities like New York, Los Angeles, San Francisco, San Diego, Shanghai and Beijing.
These hotels are paired with convention centers and have specific programmatic and physical requirements that JPA has become a
specialist in addressing. JPA's roles and responsibilities will include:
• lead architect
• Lead master planner
• Hotel design
• Residential design
• Commercial design
Primary design leadership for the Miami Beach Convention Center District will be provided by John C. Portman Jr., Chairman and
Gordon Beckman, Design Director.
14 PORTM/~N HOLDlNGS .... CiviC GROUP
592
TI~ffi O~G~NIZ~TION
BJARKE INGELS GROUP
www.big.dk
Bjarke Ingels Group (BIG) was founded by Danish architect Bjarke Ingels, and has amassed an impressive resume in a short period
of time winning numerous important design commissions and awards. With offices in Copenhagen and New York, the firm focuses
on architecture, urbanism, research and development. They are a generalist firm with unique concepts and formal dexterity that has
generated great projects. BIG's roles and responsibilities will include:
• Image and identity of convention center
• Public and civic facility design
• Parking design
Primary leadership for the Miami Beach Convention Center District will be provided by Bjarke Ingels, Lead Designer.
WEST 8
www.west8.nl
West 8 just finished Soundscape Park across the street from the Miami Beach Convention Center on time and on budget. The park
has received a positive response from the public and design critics alike. As Miami Beach continues to assemble a great collection
of one-of-a-kind buildings, it will be important to also develop a public space network that can knit those different parts together
into a cohesive whole. West 8 is already thinking about how to extend some of the features and functions of Soundscape Park,
linking it to the Convention Center and other redevelopment areas. West 8's roles and responsibilities will include:
• Conceptualize urban design strategy
• Landscape architecture design
• Outdoor Public Space design
Primary leadership for the Miami Beach Convention Center District will be provided by Jamie Maslyn Larson, RLA, ASLA Principal
and Partner.
FENTRESS
www.fentressarchitects.com
Fentress Architects, who specialize in the programming, planning and functional efficiency design of convention centers, will
support BIG and ensure that concepts can be executed on time and on budget. Fentress has designed more than 8 million square
feet and $2 billion in convention space. The creation of inspirational architecture has been Fentress Architects' mission for more
than three decades. Fentress's roles and responsibilities will include:
• Convention center programming, phasing and functional aspects
• Convention center renovation and expansion
Primary leadership for the Miami Beach Convention Center District will be provided by Michael Winters, AlA, Principal.
REVUELTA ARCHITECTURE INTERNATIONAL
www.revuelta-architecture.com
Revuelta Architecture International was founded with a commitment to provide clients quality designs balanced with sustainable
and economically feasible solutions, delivered within stringent time schedules. Revuelta's roles and responsibilities will include:
• Local architectural support
• Architect of record as required
Primary leadership for the Miami Beach Convention Center District will be provided by Luis Revuelta, LEED AP, Principal in Charge.
PDIUMi\N HOI.DINGS + CMC GHOUP
593
KEY CONSULTANT TEAM
Design and development are not the only expertise needed to realize a large mixed-use complex. Experienced consultants in the
fields of finance, engineering·, management and even communication are key members of the team.
Finance Traffic Civil Engineering Public Relations Construction Mgmt
&
. n CHAfiLEI CINNAMON
PIPER JAFFRAY & CO.
www.piperjaffray.com
Piper Jaffray & Co. is a global, publicly traded investment banking firm (NYSE ticker: PJC) that provides a broad set of products and
services, including public finance services; equity and debt capital markets products; mergers and acquisition advisory services;
institutional equity and fixed income sales and trading; equity research; and asset management services. Piper Jaffray's roles and
responsibilities will include:
• Lead the effort in the structuring of any public investment in the project through a traditional or public/private solution
Primary leadership for the Miami Beach Convention Center District will be provided by Peter Phillippi, Managing Director.
DAVID PlUMMER & ASSOCIATES
www.dplummer.com
David Plummer & Associates offers complete civil engineering services, including transportation planning, traffic engineering, major
highway /roadway design, minor structural engineering, signalization design, site civil engineering, as well as post-design services.
The firm is based in Coral Gables, Florida. DPA's roles and responsibilities will include:
• Traffic impact analysis
Primary leadership for the Miami Beach Convention Center District will be provided by Timothy J. Plummer, President.
SCHWEBKE-SHISKIN & ASSOCIATES
www.shiskin.com
Schwebke-Shiskin, a Florida veteran-owned firm, is a multi-discipline company offering comprehensive professional services in Civil
Engineering, Land Surveying and Land Planning. The firm was founded in 1947 by Harry Schwebke and now employs approximately
forty with its corporate office in Miramar, Florida. Roles and responsibilities will include:
• All civil engineering on site
Primary leadership for the Miami Beach Convention Center District will be provided by AI Tello and Mark Johnson, Principals.
16 PORTMAN + CMC GHOUP
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T~~m O~G~NIZ~TION
CMC CONSTRUCTION INC.
www.cmcgroupmiami.com
CMC Construction Inc. is a licensed general contractor that has constructed a number of CMC Group's projects and other third-
party assignments. Roles and responsibilities will include:
• Construction Management
• Phasing analysis
• Preliminary cost estimating
Primary leadership for the Miami Beach Convention Center District will be provided by Tim Wensing, President.
HDC INTERNATIONAL
HDC International provides predevelopment through final construction services for select clients, including multiple convention
centers such as the Gaylord Palms, Puerto Rico and the Renaissance Schaumburg Hotel and Convention Center. They specialize
in the financial management of construction projects and their risk areas, from project inception to completion. Roles and
responsibilities will include:
• Preliminary cost estimating/budgeting
• Scheduling
• Scope description and review
Primary leadership for the Miami Beach Convention Center District will be provided by Dale Cheek, Principal.
CHARLES CINNAMON PR
Charles Cinnamon is a publicist and Miami Beach vendor with more than fifty years of experience in the field of communications as
it relates to entertainment and lifestyle. His roles and responsibilities will include:
• Media, community and stakeholder relations
PORTMAN HOLDINGS+ CMC GROUP 17
595
PORTMAN-CMC TEAM
Portman-CMC is a partnership with over 80 years combined experience in the field of commercial real estate. The team is familiar
with precisely what it takes to program, plan, finance and construct places that people want to experience in a variety of ways. This
is why one of the world's most sought-after entertainment organizations, Cirque du Solei!, has agreed to partner exclusively with
Portman-CMC in responding to the City of Miami Beach's RFO. It is also why Whitman Lazenby Properties, whose principals own
and operate the highest producing retail facility per square foot in the nation, has also exclusively partnered with Portman-CMC.
PORTMAN HOLDINGS
Founded: 1953 p RTMAN HOL INGS
Employees: 120
Throughout the past 60 years, Portman Holdings has raised and deployed over $6 billion and developed over 50 million square feet
of premium real estate. The vertically integrated real estate development, investment, and management company commands a
successful global network and has a proven track record with the world's top financial institutions.
Portman Holdings specializes in hospitality, office, and mixed-use properties. The company continues to achieve success through
investor, partner, and client relationships that deliver exceptional real estate projects and produce strong financial returns. Teams in
our global offices seamlessly connect to develop, finance, and manage a diverse portfolio in the world's core and emerging markets.
The legacy portfolio spans six decades and includes 15,000 hotel rooms, 28 million square feet of mixed-use developments, and
several major urban landmarks across North America, Asia, and Europe. Independently and in partnership, the Portman entities
currently own a diversified portfolio of real estate in excess of 10 million square feet and exceeding $1.5 billion in aggregate value.
Portman Holdings' proven success over many years and real estate cycles provides strong support for the company's current
investment platforms and acquisition, development, and management strategies.
FINANCIAL CAPABILITIES:
Portman Holdings, LLC, the respondent to the RFO, is wholly owned by the Portman Family. The activities of Portman Holdings are
supported financially by Portman Financial Inc., a holding company owned by the Portman Family. As a privately owned company,
Portman Holdings does not release financial statements. However, Portman principals will be glad to discuss the company's financial
capabilities with City of Miami Beach officials at the appropriate time in the Miami Beach Convention Center District development
process.
Since Portman was founded, the company has raised over $6 billion in various debt and equity instruments to finance premier real
estate developments throughout the world. In terms of equity capital, Portman has worked with major institutional capital sources
such as pension funds, sovereign wealth funds, insurance companies, opportunity funds, domestic and international banking
institutions, family offices and high net worth individuals. To source debt, the company has developed relationships with most
major US and international banks.
On recent developments, Portman Holdings has worked with capital partners and sources such as:
-Starwood -San Diego National Bank -SunTrust Bank
-Prudential -Skanska -Citigroup Property Investors
-Samsung -AIG -Industrial and Commercial Bank of China
-Hyundai -Kajima Corp. -ADIA
f'ORTMAN hOUJINGS + GROUF
596
1
Below are a few examples of Portman's recent projects and experience in financing public-private and mixed use developments.
• Portman House I Jian Ye Li will open in Shanghai this year. The $150 million mixed-use historical preservation redevelopment was
financed with $75 million in private equity from Portman, HengFu Properties and Citigroup Property Investors, and $75 million in
senior debt from the Industrial and Commercial Bank of China.
• The Hilton San Diego Bayfront Hotel was financed privately. $100 million in private equity was contributed by a consortium
consisting of Hilton, lNG Clarion, Portman Holdings and Phelps Development. San Diego National Bank provided a $243.6 million
construction loan.
• The $143.5 million Westin Charlotte hotel was developed through a public-private partnership between Portman and the City of
Charlotte, which provided $25 million through the sale of taxable bonds and $16 million in a city grant. Bank of Nova Scotia was
the lead lender.
• Peachtree Center was built in several phases from 1961 through 1999. Throughout the process, Prudential, EES, Trammell Crow,
Marriott and Portman invested equity in various buildings. Debt came from Citibank, Sun Trust, Wachovia (CMBS), Bank of America
and Fleet Bank. To date, the 14-city-block complex cost $900 million to develop.
• Between 1980 and 1990, Portman assembled financing for the $315.7 million Shanghai Centre. An international partnership of
AIG, Kajima Corporation and Portman all provided equity financing for the project. Debt came from a large syndication led by
Bank of China, Industrial Bank of Japan, and First Chicago Bank.
• Singapore Land, Shing Kwan Investments, C.Y. Paul, Lim Soe Liang, and Portman provided equity financing for the $590 million
Marina Square development in Singapore. Debt was provided by United Overseas Bank, Overseas Union Bank, and Post Office
Savings Bank.
• Embarcadero Center was envisioned by the San Francisco area government, but it was David Rockefeller, Prudential, Trammell
Crow and Portman with equity financing, and Prudential and Bank of New York with debt financing, among others, who made the
million project a reality in multiple phases between 1971 and 1989.
Portman Holdings' key personnel on the Miami Beach Convention Center District project are outlined on the following pages.
+CMC
597
ROGER ZAMPELL
As senior vice president of development for Portman Holdings, Roger directs the
company's domestic development efforts. He identifies and executes new real
estate development opportunities with a focus on mixed-use development of
hotel, office, residential, and retail centers.
Since 1983, he has been responsible for the programming, design, construction
and development of multiple domestic and international Portman Holdings'
projects. Roger has worked extensively with project owners throughout Asia.
He successfully directed Portman's efforts as owner /developer of The Westin
Charlotte Convention Center Hotel, a public private partnership with the City of
Charlotte, and the new 1,200 room Hilton San Diego Bayfront Hotel and parking
garage in collaboration with the Port of San Diego.
Roger's broad range of experience, from design to project management to
business administration, imparts a unique perspective to project development.
He holds a B.S. degree in architecture from Georgia Tech, a Master's degree in
architecture from the University of Colorado, and an MBA from Emory University.
A member of ULI, Roger is also a licensed architect in Georgia and California. He
speaks frequently on the various aspects of design and development of hospitality
and mixed-use projects.
+ CMC CF~OUP
598
PORTMAN HOLDINGS
EDUCATION
B.S. Architecture-Georgia Tech
M.A. Architecture-University of
Colorado
MBA-Emory University
EXPERIENCE
39 years
PORTMAN H OLD!NGS
EDUCATION
Bachelor of Commerce (Honors)-
University of Rajasthan, India
MBA-Melbourne Business School,
Australia
EXPERIENCE
17 years
AFFILIATIONS:
Real Estate Round Table
Georgia State University J. Mack
Robinson College of Business Real
Estate Department Honorary Board
Member
AMBRISH BA!SIWALA
ChiE:f Officer
Ambrish is responsible for the management and profitability of Portman Holdings.
He oversees the overall operations of Portman Holdings, including real estate
development, investment, and capital raising across the US, China, India and
South Korea. Ambrish joined Portman Holdings in 2006.
Ambrish brings over 17 years of global real estate experience to his role at Portman.
Prior to joining Portman, he was Development Director of ALDAR Properties PJSC
in Abu Dhabi, UAE, where he was responsible for a development portfolio in
excess of $30 billion. Earlier in is career, he was Development Manager for the
Greater Union Organization for the Middle East and India. Prior to that, Ambrish
held various senior positions with Coopers & Lybrand Consulting and the TATA
Group. Ambrish has worked in the USA, India, the Middle East, South East Asia,
and Australia, across a broad spectrum of property types and responsibilities.
His broad geographic and work exposure brings a strong corporate strategy and
property development skill set to Portman Holdings. Ambrish has a Bachelor of
Commerce (Honors) degree from the University of Rajasthan, India, and a MBA
from the Melbourne Business School, Australia.
PORTMAN HOLDINGS + CMC GROUP
599
RICHARD JONES
Chief Operating Officer
Richard is responsible for leading Portman Holdings' global asset management
and property management functions and works closely with Portman's teams
in the US, China and India supporting the execution of ground-up development,
acquisitions, and capital raising.
Richard has over 20 years of diverse hospitality and commercial real estate
experience spanning operations, asset management. and development. Prior to
joining Portman Holdings in 2005, Richard worked for some the most respected
hotel development management companies in the industry, including Hardin
Capital, Noble Investment Group, and Marriott International.
He studied economics at Louisiana State University, and is an active member of
the Hospitality Asset Management Association.
PORTMAN HOLDlNGS "' CiviC GHOUP
600
PORTMAN HOLDINGS
EDUCATION
Louisiana State University
EXPERIENCE
20 years
AFFILIATIONS:
Board of Directors, Central Atlanta
Progress
Board of Advisors, Metro Atlanta
Chamber
26
PORTMAN HOLDINGS
EDUCATION
B.B.A. Real Estate-Georgia State
University
Georgia State University:
• Endowment Fund Board of Trustees
and Real Estate Committee
• Real Estate Department Honorary
Board of Directors
• Graduate-level Instructor-Real
Estate Capital Markets
EXPERIENCE
27 years
AFFILIATIONS:
FINRA Securities-Series 24, 7, and 63
UL! Atlanta Board Member and Capital
Markets Chairman
JEFF WARWICK
Managing Director-US
Jeff leads aU aspects of the company's domestic hotel, office, and mixed-use
acquisitions platform. Working closely with the company's asset
management and capital teams, Jeff is responsible for sourcing and executing
new deals across target markets as well as representing the company with third
parties, including global and local partners, and
other key relationships. Additionally, jeff interacts wlth Portman's international
business in capital raising and investor relations.
Before joining Portman Holdings in 2011, Jeff served as a senior real estate
commercial/investment banker and business manager at Bank of America Merrill
Lynch. As a Region Executive, Jeff developed and led a multi-$B line of business
focused on middl!:rmarket real estate companies and large commercial projects
throughout North America. As Managing Director, Jeff developed and led a multi-
$B line of business focused on public real estate companies, REIT IPO/LBOs,
M&A, and asset acquisitions throughout North America.
Jeff has individually originated, structured, and closed over $50 billion in on-
balance sheet debt capital and has 27 years of senior leadership experience in
commercial real estate, capital markets, and financial services. Through numerous
IPOs and corporate real estate acquisitions, Jeff has served as a trusted capital
markets advisor to the CEOs/CFOs of well-known public and private companies,
across multiple cycles, markets, and products.
He earned a bachelor's degree in real estate from Georgia State University where
he serves on the GSU Foundation (Endowment Fund) Board of Trustees and Real
Estate Committee, on the Real Estate Department Honorary Board of Directors,
and as a graduate-level Instructor of real estate capital markets. As a full member
of ULI, Jeff has served as Chairman for the Capital Markets and Sponsorship
Committees of Ull Atlanta. jeff holds FINRA Series 7, and 63 securities
licenses, is a frequent real estate conference speaker, and is active as a leader in
numerous industry and community organizations.
PORTMAN HOLDINGS + CMG GROUP
601
CMC GROUP
Founded: 1987
Employees: 50
Headquartered on Brickell Avenue in Miami, Florida, CMC Group is a full-service real estate development, construction, and
investment company, and is recognized as one of South Florida's premier luxury condominium and commercial developers.
Founded by Ugo Colombo in 1987, CMC Group is thoroughly skilled in the various disciplines necessary to succeed in today's real
estate market. CMC's management expertise and experience in acquisition, financing, construction and marketing, coupled with
its financial resources, have resulted in development of numerous successful projects and provides the framework for CMC's
continued growth and success.
During the past twenty-five years, CMC has focused on Miami-Dade County's most dynamic markets-Brickell Avenue, Aventura,
South Beach and Coral Gables. Recognizing Brickell Avenue's potential, CMC developed Brickell's first new luxury condominium
building in nearly ten years, Bristol Tower. Completed in September 1993, Bristol Tower enjoyed tremendous success and led to
CMC's development of Santa Maria, a 174-unit luxury condominium on Brickell Avenue north of Bristol Tower. Rising 52 stories,
Santa Maria remains the premier residential condominium building in South Florida.
In 1994, CMC formed a joint venture with Turn berry Associates to develop Porto Vita in Aventura, Florida. Located on the Intercoastal
Waterway adjacent to the Turn berry Resort and Country Club and Turnberry Isle, this luxury 374 unit luxury residential development
includes waterfront townhomes, two (2) mid-rise condominium buildings, (2) high-rise condominium towers and the 35,000 square
foot Villa Grande Club, which includes a European spa, two restaurants and other recreational amenities. The final building, the
122-unit North Tower, was completed in 2004.
CMC also was a major force in the rejuvenation of South Beach. CMC acquired, renovated and operated the Waldorf Towers
Hotel. After the sale of Waldorf Towers, CMC purchased two old, Art Deco-style properties and developed Casa Grande, a 34-unit
condominium/hotel/retail property on Ocean Drive. This ambitious project consisted of the demolition of the previous structures
and reconstruction of Casa Grande while maintaining the historic facades.
In 2001, CMC Group completed 4000 Ponce/The Collection, a mixed-use development in Coral Gables, Florida. This 815,000
square foot development includes 150,000 square feet of class A office space, 33,000 of retail space, and The Collection, a seven-
franchise luxury automobile dealership (Jaguar, Porsche, Ferrari, Maserati, Aston Martin, Audi, Mclaren). This project anchors the
former Coral Gables Industrial District, which is a major South Florida retail and office destination with 4000 Ponce/ The Collection
and the Village of Merrick Park, a 1 million square foot office/retail/residential development.
CMC's most recent development projects were Grovenor House, a 166-unit luxury condominium in Coconut Grove, and Epic
Residences and Hotel, a 55-story luxury condominium and hotel in downtown Miami. Completed' in 2006, Grovenor House is a
32-story condominium tower located on South Bayshore Drive in the heart of Coconut Grove. With its stunning architecture and
nautical-inspired common areas designed by Italian architect Michele Bonan, Grovenor House achieved the highest price per square
foot in this market and remains the most desirable address in Coconut Grove.
Completed in 2008, Epic Residences and Hotel set a new standard for luxury in downtown Miami. Located at the mouth of the Miami
River, Epic Residences and Hotel includes 3421uxury condominium units and a 411-room hotel (and related amenities) in a 55-story
tower designed by renowned architect Luis Revuelta. Epic Hotel is managed by Kimpton Hotels and Restaurants and includes the
internationally-acclaimed Zuma Restaurant and an Exhale Spa. Epic Hotel has received several awards from both Conde Nast and
Travei+Leisure Magazine and the Epic Residences continues to lead the downtown and Brickell new condominium markets.
PORfMAN + Civ1C
602
An affiliate of CMC Group, CMC Construction, Inc., is a licensed general contractor that has constructed a number of CMC Group's
projects and other third-party assignments. CMC Construction built both the Casa Grande Hotel and the Pelican Hotel on South
Beach's Ocean Drive. CMC Construction also constructed Porto Vita's South and North Towers (both 27-story luxury condominium
buildings), 4000 Ponce/The Collection in Coral Gables and, most recently, Grovenor House, a 166-unit luxury condominium tower
in Coconut Grove, Florida and Epic Residences and Hotel in downtown Miami.
Financial Capabilities:
CMC Group has raised in excess of $1.25 billion in equity and debt financing to fund its various development projects. CMC
has worked with a number of private and institutional investors to provide equity and has obtained construction and permanent
financing from a number of construction and other lenders. These lenders include Bank of America, Banco Santander, HSBC, BNY I
Mellon, Wells Fargo, Regions Bank/Union Planters Bank, Union labor Life Insurance Company, National Electrical Benefit Fund,
Transamerica Life, Colonial Bank/BB& T, and City National Bank. These loans have ranged in size from $40 million to $280 million
and all such financings were either repaid in full or remain in good standing.
CMC Group's key personnel on the Miami Beach Convention Center District are outlined on the following pages.
PORTt·,AAN -+ CMC GROUP
603
UGO COLOMBO
Founder
Ugo Colombo was born in Milan, Italy and came to the United States in 1983. His real
estate career began while he was studying at the University of Miami and he managed
condominiums for non-resident owners at the Imperial on Brickell Avenue. Soon
after graduating with a degree in business administration, he acquired the remaining
unsold inventory in the Imperial and conducted a highly successful sell-out of the
property. This initial foray in real estate led to Mr. Colombo's emergence as one ofthe
most respected residential and commercial developers in South Florida.
After the Imperial project and the acquisition and sell-out of the Villa Regina
Condominium with Trammell Crow, Mr. Colombo focused on the design and
construction of high-rise luxury condominium buildings. The result was the
development of Bristol Tower and Santa Maria on Brickell Avenue. Both of these
buildings-40 and 52 stories respectively-have become landmarks on the Miami
skyline and have redefined the high-rise luxury condominium market in South Florida.
Mr. Colombo entered into a joint venture with the Soffer family of Turnberry Isle to
create the ultimate in country club living, Porto Vita. Porto Vita consists of a total of
374 residences in a Mediterranean-style village in Aventura. This gorgeous 18-acre
waterside property has already attracted notable attention, with residences ranging
from $750,000 to $2.5 million, and the 35,000 square foot Villa Grande Club.
In 1994, Mr. Colombo acquired The Collection, a luxury automotive dealership
franchise, which now includes Jaguar, Porsche, Ferrari, Maserati, Aston Martin, Audi
and Mclaren, and is one of the top performing luxury car dealerships in the United
States. At the time of his acquisition, The Collection's total annual revenues were
approximately $60 million. Under Mr. Colombo's ownership, total revenues have
increased more than five times with 2012 revenues projected to exceed $320 million.
In 2001, CMC Construction completed a 815,000 square foot mixed-use office/
retail/dealership facility in southern Coral Gables for The Collection and third-party
office and retail tenants.
In 2002, Mr. Colombo formed Glasswall lLC, a window manufacturing company,
to supply impact-resistant window systems for high-rise condominiums and other
commercial properties. Glasswall has developed a number of impact-resistant
window systems which exceed Miami-Dade County's stringent testing criteria and
are approved for new projects throughout Florida. G!asswal! manufactures its window
systems in Miami-Dade County and has recently completed projects in Aventura,
Coral Gables, Miami Beach, Coconut Grove and Miami.
Mr. Colombo's most recent development successes include Grovenor House, a 166-
unit luxury condominium project in the heart of Miami's Coconut Grove community
(which was completed in 2006) and Epic Residences and Hotel, a 55-story luxury
condominium and hotel in downtown Miami. includes 342 luxury condominium
units and a 411-room hotel managed by Kimpton Hotel and Restaurants and is located
on the site of the former Dupont Plaza.
PORTMAN HOLDINGS + CMC GHOUP
604
EDUCATION
Business Administration-University
of Miami
EXPERIENCE
30 years
49
EDUCATION
B.A. Economics-Harvard College
EXPERIENCE
25 years
ART MURPHY
Officer
As Chief Financial Officer of CMC Group, Inc., Art is responsible for all financial,
legal, risk management and corporate matters for this real estate development
company. Since joining CMC Group in 1993, Art has overseen CMC's development
activities , structured numerous joint ventures with both institutional and private
investors, and arranged in excess of $1.25 billion of constructfon and permanent
debt financing for the company's projects.
Prior to joining CMC Group, Art was a Vice President in the Real Estate Department
of Sumitomo Trust & Banking Company and managed a real estate loan portfolio
of approximately $2 billion for the New York Branch. At Sumitomo, he oversaw
all underwriting, loan administration, internal and external loan funding, and
borrower communication and marketed commercial real estate loan and equity
products in the United States and Japan. He also supervised the workout of
several problem and non-performing loans. Art graduated with a BA in Economics
from Harvard College.
PORlM.AN HOLDINGS + CMC GROUF
605
ESTHER THURMON
Vice of
Esther is focused on financial reporting and cash management for the entire
CMC organization. Her team works closely with lenders, investors and partners to
develop financial reports that meet the requirements of each transaction.
She interfaces directly with all of the sales teams from the beginning of a project
until all units have closed. Esther was directly responsible for development of
virtual software that allows the sales team to track sales and buyer demographics,
as well as originate contracts and generate sales reports.
Esther has more than 28 years of experience in real estate development and
construction accounting. A native of Georgia, she attended the University
of Georgia as well as Georgia State University in Atlanta. After joining Metro
Development Group in Atlanta in 1983, she was transferred to Florida to open a
new office in Boca Raton. She was later hired by Trammell Crow Residential to
head the accounting department of their For Sale Housing division.
In 1991, after Trammell Crow completed the Villa Regina Condominium in
partnership with Ugo Colombo, Esther joined the CMC Team. Her staff has
experience in every aspect of real estate accounting, including property
management. They have worked with the most prestigious lenders and have
handled the accounting for, and repayment of, over $1 billion of construction and
development financing. Her two Controllers have each been with CMC for over 15
years, completing the core of a strong, experienced accounting group.
+ CMC GROUP
606
EDUCATION
University of Georgia
Georgia State University
EXPERIENCE
28 years
EDUCATION
B.S. Construction-Bradley University
LICENSE
Florida General Contractor License
GGC 1517267
EXPERIENCE
30 years
TIM WENSlNG
President of CMC
As the president of CMC Construction, Tim defines the strategies for managing
each project that incorporate the needs and expectations of all stakeholders.
Tim has extensive experience in management of the overall design process from
concept to completion, including assembly of the design team, management
team and the performance and coordination of the architects, engineers, and
consultants. In addition Tim takes the lead developing comprehensive cost
estimates and budget strategies, including constructability reviews and value
engineering alternatives.
Tim has played lead roles in a series of projects that define the skyline of Miami.
Early in his career Tim was trained and certified as an instructor of the Total Quality
Management approach to building. This foundation has been a cornerstone of the
philosophy deployed on numerous projects over a 30 year career. Born and
raised in a construction family, Tim has literally been in the construction business
all his life.
After graduation from Bradley University in Illinois, Tim began his career estimating
projects across the Western United States for Kitchell Contractors based in
Phoenix, Arizona. He then moved on to 18 year stay with the global contractor
Bovis Lend Lease, focusing on projects primarily in the Southeastern United
States. While at Bovis, Tim worked in a variety of progressive roles culminating
with his role Vice President of Operations for Florida. In 2003 Tim became the
President of CMC Construction.
Over the course of his career there has always been a focus on the continuous
refinement of the process deliverables that support a synergistic approach to team
building. This dedication to the process has enabled the successful completion
of large and complex projects such as the Four Seasons Hotel & Residences in
Miami, Universal Studios in Orlando, Epic Residences & Hotel in Miami, and a
series of luxury high rise residential endeavors. "Begin with the end in mind"
is a habit instilled in ~is core approach to building and in building teams that
communicate and cooperate to make the vision of the owner and design team
into a reality.
POR1MAN HOLD!NGS + CMC GROUP
607
CIRQUE DU SOLEIL RQ!JE DU SOLEIL
Founded: 1984
Employees: 5,000
From a group of 20 street performers at its beginnings in 1984, Cirque du Solei! is a major Quebec-based organization providing
high-quality artistic entertainment. The company has 5,000 employees, including more than 1,300 artists from more than 50
different countries.
Cirque du Solei! has brought wonder and delight to more than 100 million spectators in more than 300 cities in over forty countries
on six continents. Cirque du Solei! International Headquarters are in Montreal, Canada.
THE MISSION
The mission of Cirque du Soleil is to invoke the imagination, provoke the senses and evoke the emotions of people around the world.
THE CREATION OF CIRQUE DU SOLEIL
It all started in Baie-Saint-Paul, a small town near Quebec City in Canada. There, in the early eighties, a band of colourful characters
roamed the streets, striding on stilts, juggling, dancing, breathing fire, and playing music. They were Les Echassiers de Baie-Saint-
Paul {the Baie-Saint-Paul Stiltwalkers), a street theatre group founded by Gilles Ste-Croix. Already, the townsfolk were impressed
and intrigued by the young performers -including Guy Laliberte who founded Cirque du Solei!.
The troupe went on to found Le Club des talons hauts (the High Heels Club), and then, in 1982, organized La Fete foraine de Baie-
Saint-Paul, a cultural event in which street performers from all over met to exchange ideas and enliven the streets of the town for a
few days. La Fete foraine was repeated in 1983 and 1984. Le Club des talons hauts attracted notice, and Guy Laliberte, Gilles Ste-
Croix and their cronies began to cherish a crazy dream: to create a Quebec circus and take the troupe travelling around the world.
In 1984, Quebec City was celebrating the 450th anniversary of Canada's discovery by Jacques Cartier, and they needed a show that
would carry the festivities out across the province. Guy Laliberte presented a proposal for a show called Cirque du Soleil (Circus of
the Sun), and succeeded in convincing the organizers. And Cirque du Solei! hasn't stopped since!
A FEW STATISTICS
• In 1984, 73 people worked for Cirque du Soleil. Today, the business has 5,000 employees worldwide, including more than
1,300 artists.
• At the Montreal International Headquarters alone, there are close to 2,000 employees.
• More than 100 types of occupations can be found at Cirque.
• The company's employees and artists represent more than 50 nationalities and speak 25 different languages.
• More than 100 million spectators have seen a Cirque du Solei! show since 1984.
• Close to 15 million people will see a Cirque du Solei! show in 2012.
• Cirque du Solei! hasn't received any grants from the public or private sectors since 1992.
CIRQUE DU SOLEI~S AREAS OF ACTIVITY
In 2012, Cirque du Solei! will present simultaneously 22 different shows around the world. Its challenge is to continue to grow while
offering its creators the freedom to dream the wildest dreams and make them come true. The heart of Cirque du Soleil's activity
remains creating live shows and presenting them under big tops or in theatres. Since 1984, close to 200 creators from the four
corners of the globe have contributed their talents to this end.
POF<:Hv1 . .<\N HOLDINGS + Ch/C GROUP
608
In the past few years Cirque du Solei! has been developing business initiatives based on its shows. Through its Events and Images
division:
1. Cirque du Solei I creates original and innovative content for movie theatre, television and DVD. Its creations have been awarded
numerous prizes and distinctions: among them are Cirque du Solei! presents Corteo {Em my and Gemeaux in 2007); Midnight
Sun {DVD Excellence Award in 2006 and a Gemini Award in 2005); Cirque du Solei! Fire Within (DVD Excellence Award in 2005,
a Primetime Emmy Award and two Gemini Awards in 2003); and Cirque du Soleil Presents Dralion {three Primetime Emmy
Awards in 2001 ).
2. Cirque du Solei! has acquired extensive experience in organizing unforgettable private gatherings as well as major public events
(World Expo Shanghai China 2010, Zaragoza 2008, the show-event for the 400th anniversary of Quebec City). For the past
few years the Cirque du Solei! Events team has brought its creativity to a most discriminating clientele with the same energy
and spirit that characterizes each of the company's shows.
Cirque du Solei! is offering a full range of products for retail sale under the Big Top, at resident show boutiques and on the Internet,
Cirque du Solei! is seeking reliable partners to design, develop, market and distribute unique products which will bring "artful living"
into the daily lives of Cirque du Solei! aficionados.
Cirque du Solei! is also diversifying its commercial activities by targeting another niche: licensing. The organization also wishes to
extend its creative talent to other spheres of activity. With the collaboration of business partners, Cirque du Soleil is developing
innovative projects, particularly in the field of hospitality (restaurants, bars, spas, etc.). Through its own unique approach, Cirque du
Solei! extends its creative energy to other types of initiatives in order to create a new form of entertainment: (e.g The REVOLUTION
LOUNGE at The Mirage and the Gold Lounge at ARIA Resort & Casino at CityCenter in Las Vegas, as well as Desigual clothing and
accessories collection).
Cirque du Soleil's key personnel for the Miami Beach Convention Center Project are outlined on the following pages.
PORTMAN HOLDINGS+ GROUP
609
CIRQldE DU
EDUCATION
Bachelor of Communications-
of Ottawa
EXPERIENCE
Over 40 years
l.
DANIEL LAMARRE
Pn-::sitlent and OfLcer
As President and Chief Executive Officer of Cirque du Solei!, Daniel Lamarre is in
charge of strategies both at the business development and operations level. He
also sees to the organization's financial sustainability, and the perpetuation of its
culture and values.
Before joining Guy Laliberte's team in January 2001, he served as president and
CEO of TVA Group, Quebec's largest private television broadcaster, for nearly four
years. In addition to his day-to-day management duties, he was also responsible
for strategic planning and business development. While sitting on the TVA Group
board of directors, he also served on the boards of McDonald's Restaurants of
Canada and the Canadian Association of Broadcasters, and helped administer the
Montreal Heart Institute Research Fund.
From 1984 to 1997, Daniel Lamarre worked with National Public Relations, first
as executive vice-president and senior partner, then as president starting m
1995. He became president and CEO of Burson-Marsteller in 1981, and opened
a first Montreal branch for this, the world's largest PR firm. In 1977, he served
as public relations director for the cable operator Cogeco. Before that, he was
communications director for the Federation des Caisses Populaires du Centre du
Quebec.
Before taking up his management duties in the world of communications, he
worked as a journalist for over 10 years. He started out with the Trois-Rivieres
daily Le Nouvelliste, then moved on to Radio-Canada in Ottawa. He holds a
Bachelor of Communications from the University of Ottawa.
HOLDINGS +--GROUP
610
BOUCHARD
Jean-Frangois Bouchard has many years of experience in design and a solid
artistic and technical background. In 1982, armed with a college degree in civil
engineering and additional science courses, he joined the new environmental
design program offered by the Universite du Quebec a Montreal. As part of his
studies, he designed a prototype for a backpack that converted into a tent -and
the finished product was purchased by the U.S. Army!
Upon graduation in 1984 he started his own design company which rapidly found
success in the Montreal area. Between 1985 and 1990 he designed interiors for
several financial institutions, including branches of the Bank of Nova Scotia and
the Royal Bank.
Between 1990 and 1995, his designs set the tone and atmosphere of a dozen
downtown Montreal bars and restaurants. He followed this with designs for shops
and exhibition stands specializing in the field of fashion.
Jean-Frangois joined Cirque du Soleil in 2001, following three years as a freelance
contributor. He first made his mark with the design of the boutique connected
with the La Nouba theatre in Downtown Disney West Side in Orlando. He was
then appointed Senior Director of Creation and became a key member of Cirque's
Special Events design team. His most recent projects include The Beatles
REVOLUTION LOUNGE at The Mirage and the Gold Boutique Nightclub and Lounge
at Aria Resort & Casino in Las Vegas.
In 2010 Jean-Frangois was named Vice President, New Show Creation and in
2012 he became Vice President, Creation and Development. His role is to support
the company's creative ventures and includes the assignment of challenging
opportunities to talented young designers.
"IRIS uses a perfectly adapted language of acrobatics as a framework," says Jean-
Frangois Bouchard. "That enables the show to present its theme of cinema as
seen through the double prism of Cirque du Soleil and the world of its director,
Philippe Decoufle."
611
CIRQ!JE DU
EDUCATION
• Civil Engineering-CEGEP de
Rimouski
• Environmental Engineering-
Universite du Quebec a Montreal
I I ~ I I I~
' '
DU SOLEIL
EDUCATION
• Bachelor of Civil Engineering, Poly-
technique Montreal
• MBA, HEC Montreal
MARTIN BOUDREAU
Director
Martin Boudreau joined Cirque du Soleil in 2003 as a business analyst. Over the
years, Martin's professionalism and expertise, combined with his engineering and
business background earned him the trust of his peers and business partners as
well as the position of Director of the Lifestyle division, which has for mission to
create and develop non-core ventures by leveraging the Cirque du Soleil Brand.
As Director of Lifestyle, Martin has lead many large-scale projects, including a
projected revamp of the Jackie Gleason Theatre. This allowed Martin to spend
considerable time in Miami Beach, develop meaningful relationships with locals
as well as get a solid grasp of the City and its surrounding's cultural, real estate
and commercial markets.
Martin has also developed and supervised many other projects such as the
Revolution lounge, Gold Lounge and The Art of Richard MacDonald galleries
in las Vegas. Currently, many more projects are under development in Russia,
Mexico and the United States.
+ CMC GROUP
612
WHITMAN LAZENBY PROPERTIES
Founded: 1965
Employees: 100
Whitman Lazenby Properties is a subsidiary of Bal Harbour Shops.
Bal Harbour Shops: The Favorite Shopping Mecca for Fashion Aficionados
Bal
Harbour
Shops
Ranked the number one most productive shopping center in America by Women's Wear Daily, Bal Harbour Shops has long been
recognized as the country's most exclusive fashion center. Anchored by Neiman Marcus and Saks Fifth Avenue, Bal Harbour Shops
was the location Neiman Marcus chose for its very first store outside of Texas and was the very first shopping center in the country
to have both a Neiman Marcus and a Saks Fifth Avenue in the same property. The lushly landscaped, 400,000 square foot, open-air
shopping center is home to a coveted list of over 100 high-end retailers -the world's foremost names in luxury and fashion -and
attracts the most discerning customers and tourists from around the nation and the globe.
PoFnrv1AN HOLDINGS .,. CtAC
613
86
EDUCATION
University of North Carolina Chapel Hill
-Bachelor of Arts in English, 2000
University of Miami
Candidate, Master of Real Estate
Development+ Urbanism (2012)
EDUCATION
Over 10 years
MATIHEW WH!TMAN LAZENBY
Partner
"Growing up, I was a kid who hated shopping," says Matthew Whitman Lazenby,
Operating Partner for Bal Harbour Shops, founded by his grandfather, Stanley
Whitman, nearly fifty years ago. Clearly, that has changed. Today, Lazenby is at
the helm of the country's most productive shopping center, which continues to
surpass its own personal best sales records year after year.
A Miami native, Lazenby was a constant fixture at Bal Harbour Shops, ,even in his
early years -often having lunch with his grandfather and uncle, Randy Whitman,
who serves as Managing Partner. "When I matured and began to better understand
how the company works, and better appreciate the values and standards set by
my grandfather back in the 1950s, it was determined that one day I, too, would
become part of the family business," states Lazenby. "All three of us agreed that
my career should begin outside of Bal Harbour before coming on board."
After graduating from University of North Carolina -Chapel Hill, and teaching
English Literature at St. Thomas Episcopal School in Miami, his alma mater,
Lazenby moved to New York City to work for Robert K. Futterman & Associates,
where he was immersed in the retail industry, familiarizing himself with the luxury
brands. It was here that he honed his skills from a tenant's perspective when
it came to selecting sites and negotiating with landlords. Lazenby took this
experience to work as a leasing agent for The Taubman Company, a publicly-
traded Real Estate Investment Trust (REIT), headquartered in Bloomfield Hills,
Mich. "This opportunity gave me great insight from a landlord's point of view,"
states Lazenby. "It also made me appreciate the unique way that Bal Harbour
Shops is run from a business perspective. Luxury means exclusivity, which
has been my grandfather's mantra for fifty years. Huge retail conglomerates
are fueled by constant growth -especially those who have to make reports to
Wall Street, with a roomful of shareholders to answer to -but in luxury, that can
potentially cheapen the product absent unrelenting focus on the distant future.
Luxury demands a long-term view."
In August 2003, it was time for Lazenby to join Bal Harbour Shops as Leasing
Agent, soon rising to Director of Leasing/General Partner and now, Operating
Partner. In this capacity, he represents ownership in all development, leasing,
operational and asset management issues and spends much of his time furthering
the center's expansion plans. In addition, Lazenby is also currently pursuing a
master's degree in real estate development at the University of Miami. Lazenby
is a member of numerous trade groups and is active in community organizations,
including the Urban land Institute, the International Council of Shopping Centers,
Mount Sinai Hospital's Foundation Board and Miami Country Day School's Board
of Trustees, where he serves as its Secretary.
F'ORfMAN HOLDINGS + CMC GROUP
614
D~~IGN P~O+~BION~U
JOHN PORTMAN & ASSOCIATES
Founded: 1953
PORTMAN & Ass J CIATES
Employees: 52
John Portman & Associates, Inc. (JPA) is an internationally recognized architectural and engineering firm with offices in Atlanta,
Georgia and Shanghai, China. Established in 1953, JPA has nearly 60 years of expertise in designing offices, hotels, universities,
trade marts, and mixed-use urban complexes. The firm provides design services in architecture, master planning, programming,
structural engineering, and project management around the world. JPA professionals are a diverse group of talented people from
many countries and cultures, each chosen for his or her talent, expertise, and commitment to the highest standards of quality
in design and service. In addition, the specialized consultants we work with have considerable international project experience,
creating an even more valuable and insightful team.
JPA strives for an architecture that is more than just the design of a building, but rather a creation of a place for people, that
consciously uplifts a person through an enhancement of the human condition. Vision, creativity, and an entrepreneurial spirit are
the fundamental factors that influence our design philosophy. Understanding human values and the human response to space,
nature, and light is integral to the work. Nature and space -both external and internal -are indigenous to the firm's architectural
approach.
The firm's architecture transcends national borders by striving for universal human appeal. The mid-1970s began the expansion of
the firm's work internationally. And soon after receiving major commissions in Singapore -work in Hong Kong, Shanghai, Kuala
lumpur and Jakarta followed, resulting in the establishment of a Hong Kong office in 1988. Clients have responded well to the
firm's architectural approach that creates a 'place for being' in the midst of the congested city: culturally sensitive places that are
designed for life -livable and stimulating.
With the establishment of the Shanghai office in 1993, JPA became one of the first foreign architectural firms to do work in China.
liaising between clients in China and the Atlanta headquarters office, the Shanghai office has been paramount in facilitating the
design of numerous projects in China and East Asia, including large mixed-use projects, stand-alone office towers, cultural centers,
marts, and large residential developments in the cities of Shanghai, Beijing, Seoul, Jakarta, Kuala lumpur, Hanoi and Ho Chi Minh
City.
The firm aspires to integrate design excellence with economic feasibility. Development knowledge and ownership interests give the
firm a unique perspective on the economic aspects of the design process as it resolves how to turn visionary ideas into practical
realities. This broad knowledge base has been useful in providing added value to independent clients.
JPA design solutions are an integrated expression of function, purpose and sensory experience conceived in a holistic fashion to
make perfect sense. Over time, the basis for our philosophy toward design has remained unchang~d. This strong belief in how
design should evolve and relate to people on a human level has sustained us and provided the world with significant and memorable
projects.
JPA's key personnel on the Miami Beach Convention Center District project are outlined on the following pages.
··· Clv1C GROUP
615
jOHN PORTMAN & ASSOCIATES
PROPOSED PROJECT ROLE
Design Visionary
YEARS OF EXPERIENCE
62
YEARS WITH FIRM
59
EDUCATION
Georgia Institute of Technology
Bachelor of Architecture, 1950
REGISTRATIONS
Registered Architect in 18 States
• Georgia #RA000788
• Registered Engineer in Georgia-
#1009
• Registered Interior Designer in
Texas-#8644
JOHN PORTMAN, FAIA, NCARB
Founder & Chairman I Portman & Associates
Recognized throughout the world for his innovative design, John Portman did
not always follow traditional paths. Always eager to try new concepts, early
in his career he pioneered the role of architect as developer to allow more
freedom in implementation of his design concepts. His keen business sense and
entrepreneurial spirit enabled him to develop many profitable projects.
SUCCESSFUlLY MARRYING AESTHETICS AND PRAGMATICS
His impact is greatest on his hometown of Atlanta where today the 14-block
Peachtree Center complex attests to his commitment to the downtown business
district and includes many of his landmark projects. Peachtree Center began in
1960 with the opening of the Atlanta Merchandise Mart. The Mart has since grown
to become AmericasMart, the world's largest single wholesale marketplace. By
stimulating trade and tourism, Portman was the catalyst that established Atlanta
as one of the nation's premiere convention cities. His three major downtown
hotels, the Hyatt Regency, Westin Peachtree Plaza, and Marriott Marquis, anchor
the convention district. From the opening of the Hyatt Regency Atlanta in 1967,
with its 22-story atrium, Portman made architectural history and won international
acclaim. Paul Goldberger of The New York Times wrote "He (Portman) is the only
architect of his era to create not only a series of significant buildings, but a new
urban type." Paul Gapp of The Chicago Tribune wrote at the time, "The most
influential living American architect is John Calvin Portman, Jr." further adding
"Countless other architects have copied him but the music just isn't the same."
ARCHITECTURE FOR PEOPlE
A strong belief in how design should evolve and relate to people on a human level
has always guided Portman. Recognizing people as creatures of nature, perceiving
their environment through the five senses, Portman learned to weave elements
of sensory appeal into his designs in order to reach those innate responses that
govern how a human being reacts to their environment. In this way, he creates
spatial experiences that all people instinctively find harmonious. His success
around the globe is tied to this ability to create architecture featuring universal
human appeal. Portman is best known for his urban mixed-use complexes wherein
his understanding of people and their response to space translates into enhanced
environments and award-winning architecture. From Embarcadero Center in San
Francisco and Times Square in New York to Marina Square in Singapore and
Shanghai Centre in China, he has taken people away from the congestion of urban
life to create spaces that are open and uplifting to the human spirit.
GREEN BEFORE GREEN WAS COOL
The truth is, long before LEED, Green Mark, ISO 14001, or other sustainability
standards were part of the industry's vocabulary, Portman designs endeavored to
enhance the human experience. Because Mr. Portman is an architect,developer
and owner, Portman-designed buildings have always been state-of-the-art for their
time, smartly designed for the long-term, with an owner's sensibility to be energy
efficient and economical to operate and maintain. While most developers aim to
PORTMAN HOLDINGS + CMC CROUe'
616
build and sell as quickly as possible, take the profit and move on to the next project, Portman has never taken that approach. Many
of the advanced features incorporated into a Portman building's design and operating systems have become common practice
today. It clearly underscores his forward-thinking approach to design.
CONTEXTURAL DESIGN
Because John Portman believes that a design is required to take its cues from the historic elements of the surrounding architecture
to create a modern yet sensitive response, site factors remain a critical part of his pre-design analysis work. He has successfully
employed this approach around the globe, from ancient China to San Francisco's Union Square, and from exotic India to bucolic
Statesboro, Georgia. By taking into account key site planning factors, he ensures that a new design becomes an integral component
of the existing environment and that it responds the physical opportunities and constraints of the site. This strategy not only
benefits the project, but also increases the aesthetic appeal of the neighborhood, thus providing a catalyst for the growth of the
surrounding area.
ART & ARCHITECTURE
Since his first project in 1953, where he personally made his first sculpture commission, John Portman has been committed to
incorporating art in all his projects, thereby making art an integral part of their success. The people of Atlanta continue to enjoy his
contributions to the arts, from the magnificent bronze lions by Olivier Strebelle he commissioned for Peachtree Center Avenue to
Paul Manship's towering Ballet Olympia on Peachtree Street. His love of art is evident in all that he does. He supports the arts, he
collects, and he, himself, is a painter and sculptor. The High Museum of Art Atlanta exhibit, John Portman: Art & Architecture (October
2009 -April 201 0), currently on tour throughout the world, includes approximately fifty-five works of art created by Portman since
1981, most of which have never been exhibited in public. In 1997, he was inducted as an Academician of the National Academy-
Museum and School of Fine Arts in New York. In 1996, the Angel Orensanz Foundation elected him Member of the Senate of the
Accademia lnternazionale d'Arte Moderna. He has served as a board member of the Atlanta College of Art, and is Trustee Emeritus
of the Atlanta Arts Alliance. He has also served as a Director of the Atlanta High Museum of Art.
INTERNATIONAl ACCLAIM
Throughout his long career, John Portman has been recognized with awards and accolades ~ far too many to list them all here.
For instance, The Georgia Institute of Technology, his alma mater, presented him their highest the Exceptional Achievement
Award in 1986, and the Horatio Alger Association gave him the Horatio Alger Award in 1990 , His numerous architectural awards
include a lifetime achievement award from the Council on Tall Buildings and Urban Habitat in 2009, the Silver Medal Award in 1981
from the AlA Atlanta Chapter for innovative design, and AlA Medal in 1978 from the National American Institute of Architects
innovations in hotel design.
PUBLICATIONS OF NOTE
Six major books feature Mr. Portman's work; FORM, published in 2010 by Publlshing; John Portman.' Art and
published by the High Museum of Art, Atlanta, in association with the University of Georgia Press in 2009; The Master Architect series
IV, John Portman and Associates, by Images Publishing in 2002; John An Island on an Island, published by' L'Arcaediz!oni
in 1997; John Portman, published by L'Arcaedizioni in 1990; and The Architect as Developer co-authored by Portman wlth """~""m
Barnett and published by McGraw Hill in 1976. Countless magazines, textbooks and professional journals have also featured
Portman projects or articles specifically about John Portman -again, too many to list them all here.
RELEVANT EXPERIENCE
Mr. Portman has actively in the design of every in the nearly history of john Portman &
including all the projects showcased by the firm within this submission.
617
jOHN PORTMAN & ASSOCIATES
94
PROPOSED PROjECT ROLE
Design Director
YEARS OF EXPERIENCE
32
YEARS WITH FIRM
5
EDUCATION
• University of Wisconsin-Master of
Architecture, 1982
• University of Wisconsin-Bachelor
of Architecture Sciences, 1980
REGISTRATIONS
Registered Architect in Wisconsin
#6142005
TEACHING
• Illinois Institute of Technology-
Visiting Critic, 1988-89
• University of Wisconsin-Adjunct
Associate Professor, 1981-82
GORDON BECKMAN, AlA
I Portman & Associates
Gordon Beckman, AlA, has built a distinguished career, working nationally and
internationally on a broad range of building types, including commercial, civic,
transportation, and mixed-use developments. Mr. Beckman's work reflects his
ongoing interest in, and examination the interdisciplinary connections, that
structure, technology, environmental concerns and transparency play in next
generation architectural thought. His work at John Portman & Associates (PoRTMAN)
reflects these values and ideas.
Prior to joining PoRTMAN in May 2007, Mr. Beckman worked 23 years for Murphy 1
Jahn as Senior Vice President, Principal Architect, leading some of the firm's most
recognized projects, including Charlemagne in Brussels, Belgium; the Serono
Corporate Headquarters in Geneva, Switzerland; Bishopgate Town in London,
England; and HALO Corporate Headquarters in Niles, Illinois.
Mr. Beckman's professional experience also includes Kahler Slater Engberg in
Milwaukee, Wisconsin and Larson and Darby in Rockford, Illinois. Mr. Beckman
has taught for the University of Wisconsin and the Illinois Institute of Technology,
in addition to participating in numerous design reviews and juries at several
Universities. He has been recognized by the AlA and awarded the AlA Excellence
in Architecture medal.
RELEVANT EXPERIENCE
National Expo Exhibition
Shanghai, China
Role: Design Director Size: 13,890,000,000 sf
lncheon 151 Tower at Songdo landmark City (Mixed Use)
lncheon, Republic of South Korea
Role: Design Director
Wenzhou Zhixin Plaza
Wenzhou, China
Role: Design Director
Size: 6,691,923 sf
Size: 2,107,574 sf
Guri New Town Master Plan
Guri, Republic of South Korea
Role: Design Director Size: 529 acres
Jin Hongqiao International Plaza
Shanghai, China Size: 2,834,999 sf
Role: Design Director
618
151-story tower
mixed use complex
includes 1 08-story tower
mixed use complex
f'ORTMAN HOLDINGS + CMC GROIJI"
D~~IGN P~O+~BION~U
ElLIS KATZ, RA
Studio Director I Portman & Associates
Ellis Katz has repeatedly demonstrated the results of team leadership. Dedicated
and energetic, he has successfully managed large-scale architectural projects
in which he showed a clear understanding of the technical requirements of the
project as well as a sensitivity to the design issues. His communication skills and
personal demeanor make him an excellent team player. His organizational skills
and conscientious follow-through help keep his team focused. Mr. Katz provides
clients with responsiveness and accountability.
As Hospitality Studio Director, Mr. Katz leverages his understanding of hotel
operations, along with his attention to detail and quality, to ensure that the
firm's designs deliver a memorable guest experience. He personifies PoRTMAN's
sensory I experiential approach to design in all the projects he leads.
Prior to joining John Portman & Associates (PoRTMAN), Mr. Katz worked ten years as
an Associate Principal with Loebl Schlossman & Hackl, Inc. in Chicago.
RELEVANT EXPERIENCE
Hilton San Diego Bayfront
San Diego, CA USA
Role: Principal-in-Charge Size: 1, 123,932 s.f. 1200 Rooms
Renaissance Schaumburg Hotel & Convention Center
Schaumburg, IL USA
Role: Principal-in-Charge Size: 710,780 s.f.
The Westin Charlotte
Charlotte, NC USA
Role: Principal-in-Charge Size: 540,000 s.f.
The Westin Warsaw
Warsaw, Poland
Role: Principal-in-Charge Size: 348,000 s.f.
Hilton San Diego Bayfront
San Diego, CA USA
Role: Principal-in-Charge Size: 500,000 s.f.
f'ORTM1\N HOLDINGS + CMC GROUF'
500 Rooms
700 Rooms
361 Rooms
500 Rooms
619
jOHN PORTMAN & ASSOCIATES
PROPOSED PROJECT ROLE
Principal-in-Charge
YEARS OF EXPERIENCE
30
YEARS WITH FIRM
16
EDUCATION
University of Cincinnati
Bachelor of Architecture, 1984
REGISTRATIONS
Registered Architect in Illinois
#001-01161Q
MEMBER
Urban land Institute
95
jOHN PORTMAN & ASSOCIATES
PROPOSED PROJECT ROLE
Production Director
YEARS OF EXPERIENCE
38
YEARS WITH FIRM
21
EDUCATION
• Ohio State University-Bachelor of
Architecture, 1974
• University of Pittsburgh-Bachelor
of Arts, Studio Arts, 1972
REGISTRATIONS
Registered Architect in Wisconsin
#4897-5
MEMBER
Council on Tall Buildings and Urban
Habitat-Advisory Board
JOHN D. NIPAVER, AlA
Principal/Production Director 1 John Portman & Associates
John Nipaver first joined John Portman & Associates (PoRTMAN) in 1984 and
distinguished himself as one of the firm's best project managers, completing
the award-winning 60-story SunTrust Plaza on budget and ahead of schedule. He
rejoined PoRTMAN in 2002 after seven years as a Principal at NB+A Architects, Inc.,
where he served as the partner-in-charge of design and production for several
major projects in both the public and private sectors. Mr. Nipaver's architectural
career began in 1974 in Chicago, Illinois with Skidmore, Owings and Merrill (SOM).
Throughout his career, Mr. Nipaver has demonstrated exceptional ability to design
and manage a wide range of projects, from larger mixed-use developments to
smaller residential scale housing projects. He embraces the firm's commitment
to well-detailed design with impeccable quality control. His ability to communicate
effectively with both the client, and all consultants and to follow through with the
necessary action has enabled him to deliver challenging projects on time, on
budget and to the client's satisfaction.
RELEVANT EXPERIENCE
Hilton San Diego Bayfront
San Diego, CA USA
Role: Production Director Size: 1,123,932 s.f. 1200 Rooms
Renaissance Schaumburg Hotel & Convention Center
Schaumburg, IL USA
Role: Production Director Size: 710,780 s.f.
Hilton San Diego Bayfront Parking Garage
San Diego, CA USA
Role: Production Director Size: 619,394 s.f.
500 Rooms
2,000 Spaces
North Bund International Cruise Terminal Master Plan
Shanghai, China
Role: Production Director Size: 118 acres includes 3 towers
lncheon 151 Tower at Songdo landmark City (Mixed Use)
lncheon, Republic of South Korea
Role: Production Director Size: 6,691,923 sf 151-story tower
PORHvi/~N HOLDiNGS ~-ClAC
620
D~~IGN P~O+~BION~l~
BJARKE INGELS GROUP
Founded: 2005 I Employees: 115
BIG is a group of and thinkers within the fields of
with offices in and New York BIG has created a for
and technically innovative as they are cost and resource conscious. In BIG's architectural team members demonstrate
a high sensitivity to the particular demands of site context and program. BIG's completed projects include the 8 House
(2010), the Danish Pavilion at the 2010 World Expo in Shanghai (2010), The Mountain (2008), the Helslngar Psychiatric
(2006}, the VM Houses (2005), the Maritime Youth House (2004), and Harbor B:ath {2003), an urban space that
transformed the area of Islands Brygge from a run down harborfront to the recreational and social center of the city.
Current
Astana National in
Shenzhen Energy Mansion in
2005 and has two offices: the
and
DESIGN APPROACH
from habitual ;md star:darci
a 600-unit residential in
a new Educational Center on the Faroe a new National
in that will double as a ski
and an office in New York We 100
office and 25 in New York
':4s designers of the we test the effects of scale and the balance of programmatic mixtures on the
and ecological outcome of a given site. Like a form we create Pln•:hlt,r:u~t,ur"'
such as leisure, working, and shopping to realize •m""'"''A>mm
rt>r·"'"''"l7'"' the added value to be brought to each bw1ding site, and our
constructible and economical
'Rathet than revolution we are more interested in evolution.
the
the
"fn our native Copenhagen, we have gradually introduced spatial diversity and density as well as programmatic and cultural mix into
the landscape. Until recently, all elements would have been rejected as alien, but through a series of commissions they are now
being absorbed as integrated elements of the urban tissue. Through the success and research in Copenhagen, we are
now being commissioned by forward-looking developers and municipalities across Europe, North America, Middle East, and Asia. In
these projects, we apply our approach and study to local conditions and concerns in an effort to realize their global
aspirations."
f'ORTMAN HOLDINGS + CMC GROUP 125
621
SUSTAINABILITY
BIG's approach to sustain ability is at once rooted in the Danish tradition of energy conservation but has since grown to incorporate
a global approach with our projects seeking and being certified in LEED, Green Mark and Passive House Standards. They begin
every project with a climatic analysis which then allows them to choose the appropriate sustainable strategies and technologies.
In past projects, they have sited buildings to optimize their solar orientation, integrated inventive daylighting measures, green
roofs, geothermal systems, and greywater systems, and have dealt with the challenges of brownfield sites. BIG is currently building
housing and office spaces in Germany and Estonia which are using less then 15kwh/m2/yr which amounts to about one quarter of
the typical usage for comparable buildings being built today.
BIG aims for projects to always meet or exceed local expectations and standards for sustainability. Their designs have received
several sustainability awards including the Scandinavian Green Roof Award for our recent 8 House residential development which
includes 500 apartments without a single parking space built into the facility -thereby refocusing attention from making space
for gas-guzzling automobiles to instead prioritizing public transportation and bicycling. BIG's 600-unit West 57th is an 800,000 sf
mixed-use project in Manhattan aiming for LEED Gold and thereby becoming a hallmark for residential construction in New York
Buildings are complex networks of diverse systems around the programs they support. BIG's strategies always look at the
ongoing life cycle value by reducing material, money, and time dedicated to maintenance. The team wishes to bring this innovative
spirit from past projects to bear on the Miami Beach Convention Center District.
BUDGET CONTROL
At BIG, team members do not think of architecture in a traditional way. This is why it is important to collaborate with the client to
establish a firm grip of the project finances. Through a pragmatic approach to architecture, in sketch, drawing and detailing, they
continuously seek new methods to follow the initial project idea through building completion. It is an established part of BIG's
design process to stay within the financial framework of the project by designing creative and alternative solutions.
Working closely with the client, BIG makes a virtue of developing and reviewing project details to ease production, delivery and
mounting in ways that the client feels secure to work with. They have had great success involving all parties early in the process to
ensure the client a better overview of the building process. This results in a more precise estimate, and therefore better control of
the budget. This approach to budget control requires more investigations in the sketch process, but the extra work pays off in the
building process. Many uncertainties are in this way eliminated early in the design process and thus many unpredicted expenses
are avoided.
QUALITY ASSURANCE
Quality is a constant part of BIG's design process, and, as such, the client is a central figure in any successful quality assurance
process. Delivering the best quality assurance possible means listening to and understanding the demands and needs of clients
throughout the entire building process. BIG's quality assurance program is not only about finding errors, but about identifying the
potential for them to arise.
The quality assurance system is based on the latest international standards of EN ISO 9001:2008, and the firm is currently
undergoing the formal process to become professionally certified. Furthermore, the quality assurance programme is based on
the paradigms of "DANSKE ARK," the Danish Association of Architectural Firms, and is structured on three levels: the overall, the
interdisciplinary and the specific levels.
When BIG functions as main consultant or uses the competences of subconsultants, these are obligated to use the standards of the
BIG Quality Assurance Program. When BIG shares the main consultancy, this quality assurance program forms part of the overall
assurance system according to directions agreed upon by the parties involved, coordinated by the chosen project leader. When BIG
functions as sub-consultant, the quality assurance program forms part of the overall assurance system according to guidelines set
by the clients.
GROUP
622
Dt~IGN P~O~tBION~U
QUALIFICATIONS
Besides the rich experience and expertise that BIG has brought into projects, the team has developed a number of technical skills
and qualifications which are implemented in the quality assurance program. CAD coordination, 3D visualizations, scale models,
drawings, and sketches are used to enhance management of the projects and optimize communication with our clients. BIG has
used building information modeling (BIM) techniques for the Danish Pavilion at the Shanghai Expo, the Tallinn City Hall, and the
Transitlager Dreisplatz. By using scale models, they try to establish "sociological labs" in which client, engineers, consultants, and
architects are testing and experimenting to find the best possible organization between program, structure and context. The design
concept thus growing out of an evolutionary process where the fittest forms are adjusted to the intent of client and the lives people
want to live.
BIG always prepares a quality report that provides a detailed description of cost and time control, organization, systems, technical
restrictions, etc. The quality report is used in meetings between client, architect and consultants and serves as a guiding tool to
make the right decisions along the way. Drawings, sketches, plans and budgets are critically reviewed and examined by external
consultants and specialists continuously through the process to ensure the best possible result.
PUBLIC PROCESS
Many projects require a complex space program. As part of quality assurance and budget control, it is essential that the voices of
the client and end users are heard from the beginning. Adding to the programmatic alchemy and opportunity for a unique design,
the public process begins by explaining the task at hand and BIG's proposed solution. Following the initial meeting and discussion,
a dialogue between project leader and key constituents occurs, both in writing and orally, to reach an optimal solution for all parties
involved. BIG has extensive experience in leading workshops and conducting user surveys. By giving careful consideration to all
input they come to the crux of the problem. To achieve the best discussions and the most precise communication, BIG is working
simultaneously with drawings, physical models and computer visualization. By illustrating what team members hear and think, they
become more involved in the process and gain a greater awareness of the direction in which the project is moving. The aim is to
turn vague feelings or intuitions into precise tools and benchmarks for future development.
BIG also understands that the materials they produce are an essential element to fundraising. Drawings, models, and videos are
ideal for this purpose and successfully communicate both the client's goals and the design ideas.
BIG's key personnel on the Miami Beach Convention Center District project are outlined on the following pages.
PORTM/\N GFOiiP
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128
I
PROPOSED PROJECT ROLE
lead Designer
YEARS OF EXPERIENCE
13
YEARS WITH FIRM
11
EDUCATION
• The Royal Academy of Arts, DK
School of Architecture, 1999
• ETSAB, ES School of Architecture of
Barcelona
REGISTRATIONS
MAA
BJARKE INGELS
Partner & Creative Director
Bjerke Ingels started B!G-Bjarke Ingels Group in 2005 after co-founding PlOT
Architects in 2001 and working at OMA in Rotterdam. Through a series of
award-winning and buildings, Bjerke has an intetnatlonal
reputation as a member of a new generation of architects that combine shrewd
analysis, playful experimentation, social responsibility and humor. ln 2004, he was
awarded the Golden Lion at the Venice Biennale for the Concert House,
and the following year he recelved the Forum AID Award for the VM Houses.
Since its completion, The Mountain has received numerous awards lncludlng
the World Architecture Festival Housing Award, Forum Ald Award and the MIPIM
Residential Development Award. Recently, Bjarke was rated as one of the 100
most creative people in business by New York based Fast Company
as well as being named Wall Street Journal's Architectural Innovator of 201t
Alongside his architectural Bjarke has been active as a Visiting Professor at
University's School of Architecture and Columbia University's Graduate School
of Architecture, Planning and Preservation. Bjarke was recently a Vlsitlng Professor
at Harvard University where he taught a jolnt studio with the Business School and
the Graduate School of Design. In Spring Bjarke wnl be a Visiting Professor
at the Yale University School of Architecture. He moved to New York City in 2010.
LANGUAGES
Danish, English & Spanish
RELEVANT EXPERIENCE
BIG Bjarke Ingels Group I Founded in 2006 I DK & USA
PLOT Co-founded in 2001-2005 I DK
W57
WIL
VAN
DON
CAD
AMF
csw
NUUK
FA:R
wvws
SEM
ANL
TAT
KAUF
XPO
S0F
8
ZIRA
West 57th Street I 80,000 m2 I Completion 2015 I USA
Willets Point Masterplan 1 Ongoing 1 US
Vancouver Mixed-Use Tower I Ongoing I CA
Don Mills Residential Towers I Ongoing I CA
Montreal Mixed-Use Masterplan I Ongoing I CA
Waste-to-energy plant I 95,000m2 I Completion 2015 I DK
Chicago Southworks Masterplan I 100 ha I USA
Greenland National Gallery I 3,000 m2 I 1st Prize I GL
Education Center in Marknagill 19,200 m2 I Completion 2015 I FO
World Village of Women's Sport I 100.000 m2 I 1st Prize I SE
Shenzhen International Energy Mansion I 96.000 m2 I 1st Prize I CN
Astana National Library I 45.000 m2 I Completion 2011 I KZ
Tallinn Town Hall I 28.000 m2 I 1st Prize I EE
Kaufhauskanall Mixed-use plan in Hamburg I 33.000 m2 I 1st Prize I
DE
EXPO 2010 Danish Pavilion I 3.000 m2 I 1st Prize I Completion 2010 I
CN
Danish Maritime Museum I 5.000 m2 I 1st Prize I Completion 2011 I DK
8 House I Mixed-use housing I 62.000 m2 I Completion 2010 I OK
Zira Zero Island I LOOO.OOO m2 I Baku I AZ
PORTMAN HOLDINGS + CMC GROUP
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D~~IGN P~O+~BION~U
SUK Superkilen Masterplan I 4.3 ha I 1st Prize I Completion 2010 I DK
MTN The Mountain, Housing & Parking I 33.000 m2 I Completion 2008 I DK
SJA Sjakket Youth Centre I 2.000 m2 I Completion 2007 I OK
PSY Helsing0r Psychiatric Hospital I 6.000 m2 I Completion 2006 I DK
VM VM Houses I 25.000 m2 I Completion 2005 I DK
MAR Maritime Youth House I 2.000 m2 I 1st Prize I Completion 2004 I DK
BAD Copenhagen Harbor Bath I 2.500 m2 I 1st Prize I Completion 2003 I DK
AFFILIATIONS
MAA I Danish Architecture Association
Member of Americas Business Council Foundation Fellows
Member of the Jury of Europan 8 Norway and Cyprus
Member of the Danish Cultural Ministry Educational Council
Member of Arkitektens Forlags Editorial Committee
Member of the Henning Larsen Prize Committee
Member of Copenhagen X Architectural Council
ACADEMIC
Visiting Professor at Yale University I 2011 I New Haven, US
Honorary Professor at The Royal Academy of Arts I 2011 I Copenhagen, DK
Visiting Professor at Harvard University I Joint Studio with HBS & GSD I 2010 I Cambridge, US
Visiting Professor at Columbia University GSAPP I 2009 I New York, US
Visiting Professor at Harvard University GSD I 2007 I Cambridge, US
Visiting Professor at Rice University I 2005 I Houston, US
Visiting Professor at The Royal Academy of Arts I 2001 I Copenhagen, DK
SELECTED AWARDS
Honor Award I AlA I 8 House I 2012
Merit Award I AlA NY I West 57th I 2012
Architectural Innovator of the Year Award I Wall Street Journal I 2011
Prize of Honor I The Dreyer Foundation Grant I 2011
Crown Prince Culture Prize I Danish Culture fund I 2011
Prix Delarue Award I French Academy of Architecture I 2011
Utzon-Statuette I The Mountain I 2011
Scandinavian Green Roof Award I 8 House I 2010
The State Art Fund Working Scholarship I 2010
ULI Award for Excellence I The Mountain I 2009
Nominated at Mies Van Der Rohe I The Mountain I 2009
MIPIM I Residential Development Award 2009 I The Mountain
Forum Award I Best Nordic Architecture 2009 I The Mountain
Wood Award 2008 I Maritime Youth House & The Mountain
Contract World I Best Education Interior I Sjakket Youth Center I 2008
Mies Van Der Rohe Award 2007 I Special Mention I VM Houses
IOC Award I Honorable Mention I Copenhagen Harbour Bath I 2007
Forum Award 2005 I Best Scandinavian Building I VM Houses
His Royal Highness Prince Henrik of Denmark's Scholarship I 2005
PORTMI\N HOLDINGS+ nAC GRO!!P
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I I
I
I
I
PROPOSED PROJECT ROLE
Project Manager
YEARS OF EXPERIENCE
11
YEARS WITH FIRM
11
EDUCATION
The Royal Academy of Arts, DK
School of Architecture
REGISTRATIONS
MAA
THOMAS CHRISTOFFERSEN
Partner
Thomas Christoffersen began his collaboration with Bjarke Ingels in 2001 when
PLOT was first formed and is currently Partner. Thomas has worked on every
notable project from the VM Houses to one of BIG's most recent and global
developments, Astana National Library. He led a 10-person team while"'"''""'"'''"
the detail and construction the 33.000m2 moblus-shaped structure.
Other accomplishments of his include the design for Iceland's National Bank and
Concert house in Norway. In addition to his long standing participation
in all things BIG, Thomas took a sabbatical year to work in New York City wlth
WORK Architects and has also worked with Stan Allen, David Ung in NYC and
Henning larsen Architects.
LANGUAGES
Danish & English
AFFILIATIONS
MAA I Danish Architecture Association
RELEVANT EXPERIENCE
BIG
W57
WIL
VAN
DON
CAD
ANL
8
PSY
VM
STA
WIB
ODA
REN
MAG
BBB
KTK
VSB
NYC
BKI
SK2
VIB
F0R
Bjarke Ingels Group I Since 2001 I OK
West 57th I Ongoing I US
Willets Point Masterplan I Ongoing I US
Vancouver Mixed-Use Tower I Ongoing I CA
Don Mills Residential Towers 1 Ongoing 1 CA
Montreal Mixed-Use Masterplan 1 Ongoing! CA
Astana National library I 33.000 m2 I Completion 2010 I KZ
8 House, Mixed Use I 62.000 m2 I Completion 2010 I OK
Helsing0r Psychiatric Hospital I 6.000 m2 I Completion 2005 I DK
VM Houses I 25.000 m2 I 2005 Forum Award I Completion 2005 I DK
Stavanger Concert house I 22.000 m2 I Venice Biennale Gold lion
Wing Residences I 19.600 m2 I OK
Odense Aqua Center I 5.000 m2 I Completion 2009 I OK
People's Building Shanghai I 200.000 m2 I CN
H0je Torv public plaza on the roof of Magasin du Nord I 1st Prize I OK
Better Afforable Housing I 5.000 m2 I 2nd Prize I OK
Royal Danish Theater I 18.000 m2 I OK
Bathing facilities and beach I 300 m2 I OK
Urban Periscope I 4.000 m2 I USA
Landsbankinn I 20.000 m2 I 1st Prize I Reykjavik, IS
Crematorie I 1.400 M2 I Asplund I SE
Vibenhus Office Building 12,000 M2 i Copenhagen I OK
Education Centre I 37.000 M2 i 1st Prize I Torshavn I FO
SELECTED AWARDS
Honor Award I AlA I 8 House I 2012
Merit Award I AlA NY I West 57th I 2012
Cityscape Awards for Architecture in the Emerging Market 2009 I Dubai
POR!Mi\I'J HOLDINGS+ CMC
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D~~IGN P~O+~HION~U
AGUSTIN PEREZ-TORRES
Designer
Agustin Perez-Torres has recently returned to B!G as a project architect and is
currently leading the team for a 600,000 sf residential tower in Vancouver, Canada.
Agustin worked for BIG in Copenhagen between :2006 -2008, where he worked
on a number of international projects, including the 8 House and the Warsaw
Museum of Modern Art !n addition to his design work, he has also worked as an
architectural journalist and has assisted with architectural exhibitions. Agustin
has a!so worked for OMA in Rotterdam, the Netherlands and for Carme Pinos
Studlo in Barcelona, Spain, where he worked on projects In France, Italy,
and Spain.
LANGUAGES
Spanish & English
AFFILIATIONS
Licensed Architect, Spanish Architects Association
RELEVANT EXPERIENCE
BIG Bjarke Ingels Group I 2006-2008, 20i1 ff 1 DK & NYC
VAN Vancouver Mixed-Use Tower I Ongoing 1 CA
8 8 House, Mixed Use I 62.000 m2 1 Completion 2010 l DK
BAW Five Pillars of Bawadi 1 190.000 m2 I Dubai, UAE
BKI landsbankinn I 20.000 m2 1 Reykjavik, IS
WAR Warsaw Museum of Modern Art I 35,000 m2 1 Warsaw, PL
(Experience prior to joining BIG)
OMA I 2008-2010 I Rotterdam. Nl
KT Headquarters 1 2010 I Seoul, KR
Fondaco dei Tedeschi 1 2009 I Venice, IT
Tadawul Stock Exchange I 2009 I Riyadh, SA
AI Ja Filiya I 2009 I Dubai, AE
Hampstead 1 2009 1 london, UK
Elaf Bank I 2009 I Manama, BH
Performing Arts Center I 2008 I Taipai, TW
Omniyat Towers I 2008 I Dubai, AE
Tunis Towers v1 1 2008 I Tunis, TN
India Tower I 2008 I Mumbai, IN
CARME PlNQS STUQIOS I 2QO~-2006 l Barcelona, ES
Administrative Center I 20061 Tortosa, ES
Maison de l'Aigerie 1 2006 I Paris, FR
Novoli Housing I 2005 I Florence, IT
Primary School 1 100,000 sf 1 2004 1 Castelldefels, ES
Hotel Vallerta I 2004 1 Puerta Vallerta, MX
Cube Tower I 180,000 sf I 2003 I Guadalajara, MX
GROUP
627
I
PROPOSED PROJECT ROLE
Designer
YEARS OF EXPERIENCE
9
YEARS WITH FIRM
2+
EDUCATION
ETS of Architecture, Spain
2003
~PP~O~C~ TO P~V~LOPffi~NT 0~ m~~T~~ Pl~N
MASTER PLANNING AND PROGRAMMING PROCESS
Portman-CMC will use a Collaborative Approach for Development of the Master Plan.
A Master Plan is a collection of ideas, input and information coupled with programming, market and financial feasibility analysis
and physical planning to produce an action plan for development. It is the synthesis of the opportunities at hand in context with the
overall goals, vision and mission of the stakeholders. It takes into account the physical conditions and the socio-economic trends
as well as the needs and desires of the community. For the Master Plan of the Miami Beach Convention Center District, Portman-
CMC will bring pragmatic development experience to always direct dollars to their highest and best use for the owners, users, and
surrounding community.
For Phase II of this project (the Negotiation Process), the team proposes a three step approach for development of the Master Plan:
1. Analysis
2. Physical Planning and Feasibility
3. Master Plan Report
The primary objective of the master planning is to develop an understanding of the market and community to determine the
project's objectives, feasibility and investment capital profile. The intent is to accurately gauge the best components of the mixed-
use development and to best configure each component. The team will produce the most efficient plan and ultimately the highest
possible benefit for all stakeholders, including the City of Miami Beach, the Lincoln Road Retail Owners Association, the Collins
Park Cultural District, the Miami Beach Historical Association, and other community groups with an interest in the Miami Beach
Convention Center District.
Portman-CMC will perform the following:
1. ANALYSIS
Establishing clear project goals and objectives will form the basis for the Master Plan. The team will conduct group and individual
sessions and workshops with the various stakeholders and the community to achieve the following:
• Establish a clear vision and goals for the project
• Establish a clear place for the project within the community
• Establish issues to be addressed by this Master Plan
• Establish a clear understanding of the area opportunities and
constraints
• Establish assumptions and priorities
The team will specifically explore, examine and consider the following:
• Hard and soft landscaping concepts
• Convention center activity schedule
• Cultural, leisure and entertainment facilities/activities
• Opportunities for incorporation of public art
• Street widths, pedestrian circulation, traffic , and infrastructure concerns
• Opportunities to create a sustainable environment, from a health/social welfare and financial perspectives
• Major land use components such as: commercial, retail, residential, cultural, educational, civic, entertainment and
recreation, as potential for future development
• Estimated overall square footage and potential densities for proposed land use components
• Definition of key functional relationships and zoning concepts
HOLDiNGS+ GHOUP
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COLLABORATION & COMMUNITY OUTREACH
Master planning is a team effort. It is guided by the collective leadership
of the stakeholders, city ,and community. To most effectively define
the vision of the project, it is essential that Portman-CMC works in a
collaborative effort with the surrounding community.
The team's approach is rigorous, interactive and inclusive. Critical to this
approach is a unique participatory and consensus-building process. This
allows the team to perform and deliver a plan that best responds to a
community's various voices. The team's experience has shown Portman-
CMC that a master plan without the hands-on involvement of all its
stakeholders and participants usually will not be implemented in a way
that satisfies, much less exceeds, the expectations of every party.
Portman-CMC is best suited to formulate this cooperative approach, as
recently exhibited in the Hilton San Diego Bayfront Hotel and San Diego
Convention Center expansion projects. In both instances, members of the team worked in partnership with the California Coastal
Commission, Port of San Diego and local community groups to prepare a Master Plan for the hotel and expansion plan for the
Convention Center that produced the best results for all parties. Most important to this RFQ, key members of this team also worked
on the project to formulate a phased effort that revolved around the Convention Center schedule of events-ensuring minimal
disruption and no shut-down of the facility. The Portman-CMC team will formulate and implement the development of the Miami
Beach Convention Center District by employing the same collaborative practice with the goal of achieving similarly excellent results.
Through the participatory and consensus-building process in Miami Beach, the team will gain a firm, detailed understanding of
the objectives of the City and the surrounding community by working hand-in-hand to determine the program, development plan,
sequencing and phasing of the various project components in order to maximize profitability and use objectives.
ANALYSIS DELIVERABLES
During this stage of the process, deliverables include, but are not limited to:
• Workshops and progress meetings reports
• A preliminary report which documents the following:
• Statutory and regulatory authority requirements and desires
• City and community outreach vision
• Documentation of key site details and conditions
• Requirements for the Master Plan documentation
• An initial traffic impact report
• An initial sustainability analysis in terms of site context and opportunities available from the site
• Conceptual development program of anticipated uses and areas
Pli\NNING & BILITY
Collaboration and community outreach is an ongoing process, and in this step the team will conduct further interviews and
workshops with the city and community to further define the future land use opportunities for the area and, most importantly, the
connectivity of all the components to create one cohesive, thriving district. Planning for community use is a starting place in the
designing and planning of gathering spaces where social interaction can naturally occur. Outdoor materials, ground-forms, trees,
and water are considered along with buildings and circulation as part of an overall spatial reticulum.
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~PP~O~C~ TO D~V~LOPffi~HT 0~ m~~T~~ Pl~H
Based upon the uses and areas identified in the Analysis Phase, the team will begin to prepare an overall project feasibility analysis.
The team will prepare draft budgets and pro formas for all elements of the project, and begin to fine-tune the proper mix of the
building components. This preliminary development analysis will begin to define the capital requirements of the project.
PLANNING & FEASIBILITY DELIVERABLES
During this stage of the process, deliverables include, but are not limited to:
• Utilize the land use program to derive conceptual diagrams which illustrate the relationship between components, such as:
• Functional relationships & connectivity
• Circulation
• Public space allocation
• Functional zoning
• Walking distances
• Nodes, landmarks and areas of importance
• Future growth potential
• Building footprints
• Parking
• Phasing
• Traffic flow and road network
• Diagram the connectivity of key components in relation to the
surrounding area which includes, but is not limited to:
• The Convention Center
• The Performing Arts Center
• The Collins Park Cultural District
• The Holocaust Memorial
• The Botanical Gardens
• lincoln Road
• Break down square footage by functions and also by land area
• Key dimensional characteristics of building heights, setbacks and massing
• Visual imagery and theme identification
• Preliminary development program and budget
• Preliminary feasibility study
3. PHYSICAL PLANNING
The Master Plan Report is a tool for checking and recording conformance or divergence with the approved Analysis, Planning and
Feasibility.
Portman-CMC will prepare for review a Preliminary Master Plan Report to define the parameters for the final report. During
this phase, the team will describe the economic and community benefits to the City as a result of the project development. This
Preliminary Master Plan will be presented to all stakeholders and the community for feedback. As a result of this input, the Final
Master Plan Report will evolve.
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FINAL DELIVERABLES OF THE MASTER PLAN REPORT SHALL INCLUDE:
• Market feasibility analysis
• Economic feasibility analysis
• Traffic impact analysis
• Statutory and regulatory analysis for compliance
• Sustainability analysis
• Detailed breakdown of program areas
• All physical planning deliverables
MASTER DEVELOPMENT PLAN PROCESS CONCLUSION
Portman-CMC will develop the visionary idea and concept of
the Miami Beach Convention Center District and turn that
vision into reality. The benefits of the Portman-CMC team as
the Master Developer are numerous:
• An experienced design and management team ready to mobilize
• The ability to create unique products providing market advantages
• A demonstrated ability to attract and secure financing for large development projects
• A proven management team with over five decades of experience
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POIHMAN HOLDINGS + CMC
HOLDINGS -+ GPOUP
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Beac
April23, 2012
City of Miami Beach
Procurement Department
1700 Convention Center Drive
Miami beach, FL 33139
M "C"
The South Beach Arts, Culture, Entertainment (SB ACE) team-Tishman Hotel & Realty (THR), UlA Management
(UIA), and the Office for Metropolitan Architecture (OMA)-is pteased to present our qualifications for the master plan
and development the Miami Beach Convention Center District We have assembled a team with diverse expertise
to address the ambitions that the has set forth in this RFQ-improving MBCCD and surrounding area;
generating demand for high impact conventions, meetings and tradeshows; and creating a mixed~use district with
year-round activities< The following materials illustrate why our team is uniquely positioned to deliver a thoughtful and
balanced project with the ideal blend of functionality and activation for residents, tourists, the City administration and
region as a whole.
The ACE team has extensive designing, financing, developing, constructing and managing projects
similar to the MBCCD in and around the world. THR's portfolio of developed projects Includes the
revitalization of Times Square {consisting of the Westin New York, E Walk retail complex and the InterContinental
New York Times Square), and the Walt Disney World Swan & Dolphin. Locally based UIA Management's portfolio
includes the recently completed and highly acclaimed 11 11 Uncoln Road project Led by Pritzker Prize winning
architect Rem Koolhaas, OMA brings a fluency ln architecture, urbanism and cultural analysis to the SB ACE team.
In addition to the firms above, the SB ACE team will incorporate expertise from specialists in public finance (Goldman
Sachs), convention center and hotel architecture (tvsdesign), landscape architecture and urban planning (MVVA and
Raymond Jungles, Inc.) and engineering and construction services (AECOM I Tishman Construction Corporation)<
Our team has considerable experience working in co!!aboration with local government community boards,
and residents to maximize architectural significance and economic returns on projects similar scope and lmpact
This proven e::>.'Pertise will play a key role in this project's success< Our team views this project as an unparalleled
opportunity to make a long-term investment into the creation of a "new point of civic convergence" for Miami Beach,
We !ook forward to presenting our plan for the development of the Miami Beach Convention Center District and
discussing any further questions that may arise regarding our enclosed qualifications.
Thank you,
Tishman Hotel & UIA Management OMA
Dan Tishman Robert Wen nett Rem Koolhaas
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Comprised of premier developers, masterplanners and
designers, the South Beach Arts, Culture, Entertainment
(SB ACE) team appreciates the opportunity to present our
qualifications to develop a 21st century master plan for
the Miami Beach Convention Center District. Our team
sees the future MBCCD as a district that will enhance the
City's reputation as a center for iconic architectural and
civic design. We are excited by the potential to work with
the City of Miami Beach in transforming the MBCCD into a
vibrant and active new point of civic convergence. Utilizing
the team's collective experience, Tishman Hotel & Realty,
UIA Management, and OMA and the rest of our Team will
work in collaboration with local stakeholders and apply
the discipline of a generational investment perspective to
deliver a masterplan that will:
• Enhance and connect with the energy of the existing
Lincoln Road retail and entertainment corridor, the
Collins Park Museum District and the dynamic Collins
Avenue oceanfront hotel corridor
• Create a distinct identity reflecting the district's vibrant
commercial, cultural, and residential life,
• Add economic and cultural value to the City on a year-
round basis, and
• Create a financially feasible and buildable vision for a
new point of civic convergence.
Master Development Team
To this end, we have assembled a world-renowned
development team with decades of experience in the
research, master planning, design, construction, and
management of major civic development projects. Our
development team is supported by strong financial
and legal resources to ensure maximum private sector
participation.
The lead Master Developer, THR, is comprised
of a diversified group of real estate, financial, hotel
management and leasing specialists complemented by a
technical staff of architects, engineers and construction
management professionals. With roots dating back to
1898, THR's current portfolio includes approximately 6,100
hotel rooms, 560,000 square feet of meeting space,
270,000 square feet of retail space and 49 restaurants.
As a family-owned company, THR's core values play an
integral role in each development and have successfully
guided the firm from inception to its current form. The
three pillars ofTHR's development philosophy -long-term
focus; context-appropriate design and program; and team
stability-are well aligned with the City's objectives for the
MBCCD development
634
THR maintains a strategic relationship with both
Tishman Construction Corporation (TCC) and AECOM.
TCC is a full-service construction manager, owner's
representative, and project manager. TCC is responsible
for the construction of over 500 million square feet of
space, which includes facilities of every asset class
and size. AECOM is a global provider of professional
technical and management support services-providing
consultation in areas such as transportation planning,
facilities, environmental strategies, energy, water,
and governmental procedures and regulations. With
approximately 45,000 employees and clients in 130
countries, AECOM's revenue in 2011 was over $8 billion.
Our Miami-Beach based development firm, UIA
Management (UIA), was formed in 2002 to pursue value-
added and opportunistic investments in office,
residential, and mixed-use properties located in prime
urban locations across the United States. UIA's portfolio
includes the recently completed and highly acclaimed
11 11 Lincoln Road, which has sparked a resurgence
in the area from its opening in 2010. UIA's founder,
Robert Wen nett, has over 25 years of experience in
acquisitions, structuring, and negotiating real estate
transactions aggregating $3 billion in value. In his role as
President, Mr. Wennett is responsible for UIA's ambitious
national development plan, as well as the creation
and implementation of its investment and acquisition
strategies.
Team
As leaders of the design team, the Office for Metropolitan
Architecture (OMA) brings expertise in urbanism,
architecture, and cultural analysis to the master planning
strategy for the South Beach ACE district Since its
inception in 1975, OMAhas gained renown through a
series of groundbreaking projects including Maison a
Bordeaux ( 1998), the Netherlands Embassy in Berlin
(2003), Casada Musica in Porto (2005), and the
Zeche Zollverein Historical Museum and master plan in
Essen (2006). OMA designed buildings currently under
construction include the new headquarters for China
Central Television a tower reinvented as a loop in Beijing;
the adjacent Television Cultural Centre; Shenzhen
Stock Exchange China's equivalent of the NASDAQ
exchange for hi-tech industries and De Rotterdam, the
largest building in the Netherlands. The work of Rem
Koolhaas and OMAhas won several international awards
including the Pritzker Architecture Prize in 2000, while
OMA's international experience with public projects has
contributed tangible results to urban regeneration including
Euralille Masterplan in Lille, France, a Masterplan for
AI mere in the Netherlands, and the revitalization of a
former coal refinery and UNESCO World Heritage site
Zeche Zolleverein in Essen, Germany. OMA believes
strongly in design as a process, viewing every parameter
of a project as an opportunity rather than a constraint-an
approach that will drive the development of a visionary, yet
feasible plan for the future of the MBCCD.
OMA will work in tandem with tvsdesign, which has
designed mixed-use spaces for over four decades.
tvsdesign has grown by developing a specialized expertise
in convention center and hotel architecture that not only
:ll
l -
sets the standard for excellence in design, but also serves
as an engine for economic growth and development.
tvsdesign has been involved in all phases of high profile
and complex convention center and hotel projects in
Washington, D.C., Chicago, Detroit, and Nashville as well
as Nanjing, China and Puerto Rico. tvs brings technical
expertise to pair with OMA's urban and architectural design
expertise.
Our landscape designer, MWA, creates
environmentally sustainable and experientially rich places
across a wide range of landscape scales. The firm's
projects have received numerous honors including awards
from the American Society of Landscape Architects, the
U.S. National Park Service, the Municipal Arts Society of
New York City, the Royal Architecture Institute of Canada,
the Institute of Transportation Engineers, the Building
Stone Institute, the Waterfront Center, and the National
Trust for Historic Preservation. To ensure connectivity with
the surrounding area, MWA will collaborate with Raymond
Jungles, the Miami-based landscape architect responsible
for 11 11 Lincoln Road's outdoor
Financing Approach
With respect to project financing, THR, along with UIA, will
take the lead role in providing equity. Additional equity will
be drawn from institutional investors. As active developers,
THR and UIA have long-standing relationships with
major debt and equity sources, and have typically raised
all financing without the use of intermediaries. Some of
THR's current and former debt and equity partners include
MetLife, Lehman Brothers, ABP, Rodamco, Prudential,
Wells Fargo, Goldman Sachs and Merrill Lynch. Our
team's master plan will be structured so that each use
will be financed independently-ensuring that each
partner will share THR's and UIA's long-term investment
perspective. This approach typically results in a lower cost
of capital, and consequentially a greater economic value
for the City. In addition, THR has significant experience in
devising creative public/private partnerships to develop
complex, high-profile projects. To supplement our
experience, we have retained Goldman Sachs to help
us identify all potential sources of Federal, State, County
and City funds and determine the least expensive way to
access those funds.
Counsel
Our team will be represented by Bilzin Sumberg Baena
Price & Axelrod, which has represented developers and
investors across South Florida, and has been instrumental
as legal counsel to both private development ventures
and public-private partnerships within the City of Miami
Beach. The firm's attorneys have represented clients
through all aspects of the government regulatory approval
and permitting process, including planning and zoning
applications, development agreements, and complex
environmental and land use permitting. Bilzin Sumburg
has also served as legal counsel on various multi-billion
dollar public-private partnerships, including convention
centers, rail and transit facilities, airports, marinas,
sports facilities, healthcare/life sciences facilities, water
and sewer facilities, parking structures, and various
infrastructure developments.
Community Partnership
To demonstrate our fundamental commitment to creating
a meaningful partnership with the community through
the master planning process, our team has engaged the
services of Victor M. Diaz, Jr. and VM Diaz & Partners to
serve a lead role in soliciting input from key stakeholders
and the community sa whole and ensuring that it is
incorporated into our master plan. A recognized advocate
for quality design and sustainable development, Mr. Diaz
brings to our team over two decades of experience in
dealing with public collaborative processes in reviewing
development projects in Miami Beach, as well as a
fundamental understanding of our City's existing and
desired land use regulations, high standards for design
excellence and aspirations to develop a signature
reputation for attracting the highest quality of 21st Century
architecture which complements our City's historic fabric
and architectural legacy.
Master Pian Approach
Together with THR and UIA, lead planner OMA's approach
to the MBCCD's Master Development Plan will be driven
by the principles of research and collaboration. Through
an initial research phase, OMA will evaluate the current
cultural and economic landscape to determine and
define the optimal potential for the future development
of the MBCCD area. Concurrently, OMA will pro-actively
collaborate with the City and the community in Miami
Beach, through an extended series of intimate meetings
between clients, engineers, architects, the City, and
stakeholders. This extended collaboration will take multiple
forms from public workshops, expert roundtables, focus
group meetings, to one-to-one interviews with conference
center management and staff, trade show representatives
and City officials, and support through virtual feedback
tools. In collaboration with key stakeholders and the
additional design team members, OMA will develop
a vision for the future of the MBCCD addressing the
evolution of the site and the identity of a future South
Beach ACE District.
We look forward to discussing our team's unique
qualifications for this project and trust that the following
document details the extensive experience of our
development and design teams.
635
Team Summary
Neighborhood
Stakeholders
Goldman Sachs
Fin.ancial Advisor
Convention Center
Stakeholders
AECOM
VM Diaz & Partners
Community Partnership
P3, Potential Equity
and Guarantee
Bilzin Sumberg
Baena Price
&Axelrod
Legal Counsel
UIA
Local
Developer
Tishman
Construction
Corporation
Technical Advisor
AECOM
Technical Advisor
Tishman
Hotel
& Realty
Master Developer
OMA
Master Planner and
Lead Architect
. tvs.de6ign
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Cen«ir.aruf Hotel
itM:Intlcal
Arcllitaet
1
Miami Beach
City Staff &
Administration
New Vision for MBCCD
636
Tishman Hotel and Realty LP (THR)
Master
THR is a vertically integrated real estate developer, owner
and asset manager. THR's current portfolio includes
approximately 6,100 guest rooms, 560,000sf of meeting
space, 270,000sf of retail space and 49 restaurants.
Roles and Responsibilities:
Master developer with primary responsibility for the
development process; equity partner; debt/equity sourcing;
sole authorization to bind Proposer to this RFQ.
Key Personnel:
John Vickers, Chairman and CEO
David Rothenberg, President
Obaid Khan, CFO
Paul Diamond, Executive Vice President
Primary Contact
Paul Diamond
T 212.708.6781
E diamond@tishman.com
Tishman Hotel and Realty LP
100 Park Avenue
New York, NY 10017
T 212.708.6800
sole authorization to bind Proposer to this RFQ
UIA Management, LLC (UIA)
Local Developer
UIA Management is a leading developer of innovative real
estate projects throughout the country. A Miami Beach-
based firm, the company's portfolio includes the recently
completed and highly acclaimed 11 11 Lincoln Road.
Roles and Responsibilities:
Local development and equity
partner; retail specialist
Key Personnel:
Robert Wennett, President
Jeffrey Weinstein, Director of Development
Mary Jessica Woodrum, Director of Operations
Primary Contact
Jeffrey Weinstein
T 305.538.9320
E jweinstein@1111 LincolnRoad.com
UIA Management, LLC
1111 Lincoln Road
Suite 760
Miami Beach, FL 33139
T 305).538.9320
OMA*AMO P.C. (OMA)
Master Planner and Lead Architect
OMA is a leading international partnership practicing
architecture, urbanism, and cultural analysis. OMA's
buildings and masterplans around the world insist on
intelligent forms while inventing new possibilities for
content and everyday use. OMA is led by seven partners
including Rem Koolhaas and Shohei Shigematsu, Director
of OMA New York. OMA sustains an international practice
with offices in Rotterdam, New York, Beijing, Hong Kong,
and soon Doha.
Roles and Responsibilities:
Master planner, lead design architect
Key Personnel:
Rem Koolhaas, Partner
Shohei Shigematsu, Partner I Director OMA NY
Maria Finders, Director Creative and Cultural Advisory
Jason Long, Associate
Primary Contact
Jason Long
T 212.337.0770
E jlong@oma.com
OMA*AMO Architecture PC.
180 Varick St.
Suite 1328
New York, NY 1 0014
T 212.337.0770
637
Tishman Hotel
& Realty (THR)
aster Developer
Location
100 Park Avenue
New York, NY 100H
l 212 708.6800
Team Members
John Vickers
Davrd Rottrenberg
Obaid Krran
Paul Diamond
Years in Business
114
Number of Employees
80
638
With roots dating back to
1898, Tishman Hotel & Realty
is comprised of a diversified
staff of real estate, financial,
hotel management and leasing
specialists, and is complemented
by a technical staff of architects,
engineers and construction
management professionals.
THR operates as a vertically
integrated real estate company
that manages all components
of its projects, from feasibility,
design, budgeting, financing
and development management
to ongoing property and asset
management.
Over the past 30 years, THR has built over 8.3 million sq
ft for its own account and, in conjunction with its affiliates,
has provided services to more than 160 hotels totaling
over 80,000 hotel rooms.
THR's current portfolio of owned assets consist of 6
million sq ft of space and includes: 8 hotels with 6,100
guest rooms nationwide and in the Caribbean, 560,000
sq ft of meeting space (including the largest ballrooms
in the Midwest, Caribbean and Southeastern United
States), 270,000 sq ft of retail space and 49 restaurants.
This portfolio includes a collection of the nation's top
performing hotels (e.g., The Westin New York, Sheraton
Chicago Hotel & Towers, and the Walt Disney World Swar
& Dolphin), nationally recognized retail tenants (e.g.,
Regal Cinemas, Crumbs, Starbucks, 8.8. King's Blues
Room, and Shake Shack), and associations with some of
the nation's top restaurateurs (e.g., Todd English and Don
Shu Ia's).
As a family company, THR's core values play an integn
role in each development and have successfully guided
the firm from inception to current form. The three pillars of
THR's development philosophy are as follows: long-term
focus, context-appropriate design and program and team
stabilityo
Long-Term Focus
Portfolio-wide, THR focuses on low-leverage and capital
reinvestment to maintain the properties' physical conditior
and to meet changing demands of customerso With
no requirement to recycle capital and a generational
perspective, THR is committed to success and stability
over the long term.
Context-Appropriate Design and Program
A core consideration for THR when building a new project
the fabric of the neighborhood and the new development's
place within. The firm places significant effort in working
with all stakeholders, from city officials to local community
boards, to fully understand a neighborhood's history and to
help direct its future. Examples of this commitment follow
with further detail provided later in this section.
a. Westin New York and E Walk
The Westin New York and E Walk were designed to
meet the city and state of New York's vision of capturing
the energy, activity and vibrancy of the Times Square
area. To accomplish this required extensive interaction
with the various stakeholders, bold exterior design
and efficient interior programming. The project's
unique and architecturally significant design has won
numerous awards, including the National Design Award
from the Society of American Registered Architects.
More importantly, the project has helped transform
the neighborhood to a tourist-and business-friendly
destination without losing the heart of the old Times
Square.
b. Walt Disney World Swan & Dolphin
Designed to meet Disney's desire for a themed convention
complex to anchor the larger boardwalk convention and
meeting area, THR worked closely with the Disney team to
bring Disney's vision to life. The Dolphin and Swan were
designed to and successfully created a sense of drama
that set the tone for the rest of the boardwalk development.
While significant additional capital has been invested into
the complex to maintain its physical condition, respond
to changing consumer tastes and adapt to the evolving
competitive environment, the properties' timeless design
remains much the same as when it first opened its doors in
1990.
c. Sheraton Chicago Hotel & Towers
The Sheraton Chicago Hotel & Towers was one of the
first developments in the vast, undeveloped Streeterville
neighborhood in Chicago. The simple but elegant
design was meant to complement whatever development
followed, which was expected to be either office or
high-end residential. To serve as an anchor for the
neighborhood's development, the property's significant
mass required careful and deliberate design. The hotel is
widely regarded as one of the best meetings hotels in the
country due to key interior elements including excellent
separation of the meeting space from the restaurants
and bar areas, an intimate feel despite its 1 ,200 rooms,
finishes one would expect at a more expensive hotel and
an excellent elevator system that eliminates the long waits
typical in vertical convention hotels.
Team Stability
A common thread shared throughout the organization is
the consistency of the THR team. Senior THR employees
have, on average, over 20 years of experience with the
firm, and have collectively worked together on each of
THR's developments and related projects. THR's CEO,
John Vickers, first joined the firm as an intern; several
other senior members joined either directly out of college
or shortly thereafter. The stability and knowledgebase
provided by such a longstanding and connected team is
one of the keys to the firm's success.
Relevant projects
• The Revitalization of Times Square
Westin New York, New York, NY
863 keys, $320 million
E Walk, New York, NY
200,000 sq ft, $72 million
InterContinental New York Times Square, New York, NY
607 keys, $568 million
• The Walt Disney World Swan and Walt Disney World
Dolphin, Orlando, FL
2,267 keys, $351.3 million
• Rio Mar Beach Resort & Spa, a Wyndham Grand
Resort, Rio Mar, PR
600 keys, $178.5 million
• The Sheraton Chicago Hotel & Towers, Chicago, IL
1,209 keys, $180 million
• The Loews Miami Beach (Advisory role), Miami, FL
800 keys, $170 million
639
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Tishman Hotel & Realty
John Vickers
Chairman & CEO, 28 years
Dan Tishman
Vice Chairman, 22 years
Bill Sales
Vice Chairman, Real Estate, 4 5 years
I
AECOM/
Tishman
Construction
Corporation-
I
Legal/ Human
Resources I Other
Gary Buscemi
EVP, General Counsel, i 7 years
Francisco Ramirez
I
Hotel Operations
Robert Snyder
President, 16 years
David Bagwell
COO, CMO, 9 years
I
I
Finance &
Accounting
Frank Beck
CFO, Corporate & Hotel
Operations, 20 years
Obaid Khan
I
Real Estate
David Rothenberg
President, 25 years
Paul Diamond
EVP, 20 years
I
Technical Services
Charles Cocotas
EVP, 22 years
Ron Kollar
Chief Design Officer, 18 years
lee Karlin Strategic
Partner SVP. 5 years
Cara Weinrich
Jim Claus
EVP, 21 years
Dennis Mahoney
EVP, 27 years CFO, Real Estate, 21 years SVP, 5 years
SVP, 4 years
Comany Structure
Daniel R. Tishman
Don Engfer
SVP, ·17 years
Charles Wojcik
SVP, 17 years
Don Bartell
SVP, 13 years
Dawn Walzak
SVP, 14, years
Kimberly Greca
SVP, 8 years
Daniel R. Tishman is Vice Chairman of Tishman Realty
Corporation and Tishman Hotel Corporation. Mr. Tishman
is also Chairman and Chief Executive Officer ofTishman
Construction Corporation and Vice Chairman and a member
of the Board of Directors of its parent company, AECOM. Mr.
Tishman is Chairman of the Board of the Natural Resources
Defense Council, one of the world's leading environmental
advocacy organizations. He also serves on the boards
of the New York Building Congress, the Albert Einstein
College of Medicine, the National September 11 Memorial
& Museum, Columbia University's Real Estate Industry
Advisory Board and the UJA Federation of NY He serves
on the Advisory Committee of the Export-Import Bank of the
United States and is a member of the Real Estate Board of
New York. Mr. Tishman holds a Bachelor of Science degree
in Ecology and Planning from Evergreen State College and
a Master of Science degree in Environmental Studies from
Lesley College.
John A. Vickers
John A Vickers is Chairman and Chief Executive Officer
ofTishman Realty Corporation and for Tishman Hotel
Corporation. Mr. Vickers joined Tishman in 1984. Prior to
the sale ofTishman Construction Corporation to AECOM
in July 2010, Mr. Vickers was also Vice Chair and Principal
of Tishman Construction Corporation. Mr. Vickers is a
member of the Board of Fellows of Trinity College and
640
Joseph Simone
President, Real Estate
Services, 19 years
Dan Unger
SVP, 15 years
serves on the Columbia Business School MBA Real
Estate Program Advisory Board. He is also a member of
the board of the !Payment Corporation and a member of
the Board ofTrustees of Buckley Country Day School. Mr.
Vickers holds a Bachelor of Arts degree in Economics from
Trinity College and a Masters of Business Administration
degree in Finance from Columbia University.
William Sales
William J. Sales is the Vice-Chairman of Tishman Realty
Corporation. Prior to joining Tishman Realty in 1997, Mr.
Sales was Principal of William J. Sales & Company and
a senior investment banker at both Lehman Brothers and
Goldman Sachs. Mr. Sales has also held various executive
positions at VMS Realty Partners, Property Capital Trust
and Chase Manhattan Bank, all in the area of Real Estate
Finances and Investment. He is a 1967 graduate of
Villanova University with a Bachelor of Science degree in
Economics and served as First Lieutenant in the United
States Army-Second Infantry Division.
David A. Bagwell
David Bagwell is Chief Operating Officer and Chief
Marketing Officer of Tishman Hotel Corporation. Prior
to joining Tishman in 2003, Mr. Bagwell was Executive
Vice President and Partner at Buena Vista Hospitality
Group spearheading strategic planning for several major
properties. He also held the position of Vice PresidenU
General Manager for PGA National Resort and Director
of Sales and Marketing for the Walt Disney World Swan
& Dolphin. Mr. Bagwell has served as a Board Member
for Florida Hotel & Lodging Association, Meeting
Planners International, as well as other industry related
organizations. He received a Bachelor of Science degree
in Hotel Management from Florida International University.
James L. Claus
James L. Claus is Executive Vice President of Tishman
Hotel Corporation. Before joining Tishman 1991, Jim
served as Vice President of the Abbey Group, Ltd., a
hotel owner and operator based in Chicago. His previous
positions, comprising 17 years with Hilton Hotels
Corporation, include Vice President and General Manager
of the Palmer House in Chicago, General Manager of
the Hilton at Walt Disney World Village in Florida, and
General Manager of the Portland Hilton in Oregon, as
well as positions in sales and marketing including The
Waldorf-Astoria in New York. Mr. Claus serves on the
Board of Directors of the Hotel Association of New York
City. He is a Certified Hotel Administrator and a member
of Hospitality Asset Managers Association. He presently
serves as a Trustee of two industry related health funds
and the International Union Pension Fund. Mr. Claus holds
a Bachelor of Science degree in Industrial Administration
from Iowa State University and a Management Certificate
from the University of Southern California.
Charles C. Cocotas
Charles C. Cocotas is Executive Vice President of
Tishman Hotel Corporation. Prior to joining Tishman in
1990, Mr. Cocotas was a Principal of Lehr Associates, an
engineering firm. He also held senior positions with the
Sheraton Corporation and Stone and Webster Engineering
Corporation. Mr. Cocotas is a member of the American
Society of Heating, Refrigeration, and Air Conditioning
Engineers, the American Hotel and Lodging Association
and is on the Executive Engineering Committee of the
American Hotel and Motel Association. Mr. Cocotas holds
a Bachelor of Science degree in Electrical Engineering
from the Massachusetts Maritime Academy.
Paul Diamond
Paul Diamond is Executive Vice President of Tishman
Realty Corporation. Mr. Diamond joined Tishman in 1992.
He is a member of the Real Estate Board of New York and
the Cornell Hotel Society. Mr. Diamond holds a Bachelor of
Science degree from Cornell University.
Obaid Khan
Obaid Khan is Chief Financial Officer of Tishman Realty
Corporation. Prior to joining Tishman in 1991, Mr. Khan
was a member of the Capital Markets Group at Merrill
Lynch. Mr. Khan's professional affiliations include the
Urban Land Institute, the Real Estate Roundtable and
the New York Hospitality Council. Mr. Khan holds a
Bachelor of Science degree in Cybernetics from U.C.L.A.
and a Masters of Business Administration degree in
Finance from the Wharton School at the University of
Pennsylvania.
Dennis Mahoney
Dennis Mahoney is an Executive Vice President of
Tishman Realty Corporation. Mr. Mahoney joined Tishman
in 1985 and is a member of the Urban Land Institute and
a Licensed Real Estate Broker in New York. Mr. Mahoney
holds a Bachelor of Arts degree in History from College
of the Holy Cross and Master of Business Administration
degree from Columbia University.
David Rothenberg
David Rothenberg is President of Tishman Realty
Corporation. Prior to joining Tishman in 1987, Mr.
Rothenberg was a member of the Real Estate Finance
Group at Salomon Brothers Inc. Mr. Rothenberg is a
member of the New York Hospitality Council and the
Urban Land Institute. He holds a Bachelor of Science
-Economics degree in Finance and Entrepreneurial
Management from the Wharton School at the University of
Pennsylvania.
Joseph Simone
Joseph J. Simone is President ofTishman Real Estate
Services overseeing all facets of third-party Landlord
and Tenant representation, including lease negotiation,
development, relocation and property management
services. Before joining Tishman in 1993, Mr. Simone
worked for Cushman & Wakefield, Inc., and was a partner
with the Berkshire Group, which developed a
regional hotel chain in the northeastern Unites States prior
to establishing his own firm, Simone & Company, in 1991.
Mr. Simone is a member of the Real Estate Board of New
York, Corenet and Urban Land Institute. Mr. Simone holds
a Bachelor of Arts degree from Columbia University.
Robert Snyder
Robert Snyder is President of Tishman Hotel Corporation.
Prior to joining Tishman in 1996 as the General Manager
for the Doral Park Avenue Hotel, he was the General
Manager for the Kimberly Hotel and the Resident Manager
for the Plaza Hotel in New York City. Mr. Snyder began
his career with Hyatt Hotels and Resorts and spent the
first 10 years working in Rooms management positions at
the Grand Hyatt New York, the Hyatt Regency Chicago,
and the Park Hyatt Hotel. Mr. Snyder is a member of the
New York Hospitality Council and holds a Bachelor of Arts
degree in Fine Arts from Trinity College.
641
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Ul anagement (UI )
Local Developer
Location
1111 Lincoln Road, Suite 760
Miami Beach, FL 33139
T 305.538.9320
F 305.531.4409
Team Members
Robert Wen nett
Jeffrey Weinstein
Mary Jessica Woodrum
Years in Business
7
Number of Employees
642
UIA Management specializes in
the identification, acquisition,
development and management
of value-oriented assets located
in prime urban locations. UIA
Management was responsible for
the ambitious and visionary
11 11 project which transformed
the west end of Lincoln Road into
a destination location.
UIA was formed to pursue value-added and opportunistic
investments in retail, residential, office and mixed-use
properties located in prime urban locations across the
United States. UIA is a direct operator and full-service
investment management firm specializing in value-ori-
ented investment strategies. The UIA team provides a full
range of advisory and investment management services
for acquisition, financing, asset management, leasing and
improvement of both existing and new ground-up devel-
opment of retail, residential, office and mixed-use urban
properties, ranging from repositioning and renovation of
historic downtown properties to full scale urban develop-
ment. Drawing upon the experience and track record of
UIA's principals in identifying, managing and reposition-
ing assets, UIA seeks to generate attractive risk-adjusted
returns in value-oriented, urban real estate through com-
petitive investment strategies, such as direct deal sourc-
ing, aggressive management oversight and direction, and
proven value-added repositioning strategies.
Company Structure
Robert Wennett, President
Robert Wen nett is President of UIA Management, LLC
(UIA) and has over 25 years of experience in acquisitions
and structuring and negotiating real estate transactions
aggregating $3 billion in value. In his role as President, Mr.
Wen nett is responsible for UIA's ambitious national devel-
opment plan, as well as the creation and implementation
of its investment and acquisition strategies. Mr. Wennett
enjoys an impeccable reputation in the field of urban real
estate. Mr. Wennett has a multi-faceted understanding of
urban properties and established relationships with its key
players position U lA as an innovative leader in the devel-
opment and repositioning of some of the nation's most
dynamic commercial real estate,
UIA was formed to pursue value-added and opportunis-
tic investments in retail, residential, office and mixed-use
properties located in prime urban locations across the
United States. UIA is a direct operator and full-service
investment management firm specializing in value-ori-
ented investment strategies. The experienced UIA team
provides a full range of advisory and investment manage-
ment services for acquisition, financing, asset manage-
ment, leasing and improvement of both existing and new
ground-up development of retail, residential, office and
mixed-use urban properties, ranging from repositioning
and renovation of historic downtown properties to full scale
urban development. Drawing upon the experience and
track record of UIA's principals in identifying, managing
and repositioning assets, UIA seeks to generate attractive
risk-adjusted returns in value-oriented, urban real estate
through competitive investment strategies, such as direct
deal sourcing, aggressive management oversight and
direction, and proven value-added repositioning strategies.
Prior to forming UIA, Mr. Wen nett founded and served
as President of Starwood Urban Investments, LLC, where
he was responsible for all aspects of the strategic direction
and operation of the company and its investment manage-
ment and advisory services on behalf of Starwood Urban,
LLC, which he formed in 1998 and was its operating part-
ner. Starwood Capital was his partner in Starwood Urban.
As operating partner he was responsible for the acquisition
and repositioning of Starwood Urban, LLC's distinctive
office, retail and mixed-use, urban in-fill portfolio around
the country at a value in excess of $500 million. From 1998
to 2001, Mr. Wennett acquired, on behalf of Starwood
Urban, LLC, a portfolio situated in some of the nation's
most sought after urban destinations, ranging from the
boutique retail and office districts of South Beach, Florida
to the Meat Packing District in New York City, and was
responsible for directing the repositioning, redevelopment
and ground-up development of the assets in the portfolio,
including the development of a $57 million mixed-use resi-
dential development in Coral Cables Florida,
Prior to forming Starwood Urban, Mr. Wen nett was
Senior Vice President of Acquisitions and Executive Officer
at Federal Realty Investment Trust, one of the largest
publicly-traded real estate investment trusts. During his 12
years with Federal Realty Investment Trust, Mr. Wen nett
was responsible for acquiring property valued at well over
$2 billion.
His most recent project, 11 11 Lincoln Road, has
received international status and acclaim and has been
featured in The New York Times, Wall Street Journal and
Vanity Fair. To fulfill his vision, Mr. Wennett engaged the
Swiss-based architectural firm of Herzog & de Meuron,
which was responsible for Tate Modern in London and The
Olympic Stadium in Beijing, to design the 11 11 project.
Alongside Herzog & de Meuron, Raymond Jungles, a
Miami-based landscape architect, designed the gardens,
which feature water elements containing mature plantings
indigenous to the area. 11 11 Lincoln Road is an urban
re-development project designed to showcase Miami's
international prominence as a 21st century destination for
art, culture and commerce.
Jeffrey Weinstein, Director of Development
Mr. Weinstein is the Director of Development for UIA
Management. Mr. Weinstein is involved in all aspects of
the development process including site acquisition, entitle-
ments, design, permitting, construction, lease negotiations
and financing. For the last 5 years, Mr. Weinstein was in
charge of managing the day to day development related
activities for the 11 11 Lincoln Road project. Additionally,
Mr. Weinstein supervised the public private partnership
with the City of Miami Beach for the redevelopment of
the 1100 Block of Lincoln Road. The 11 11 project rep-
resented $65 million in total development costs and has
received several awards for its forward thinking design and
concept. Mr. Weinstein has significant experience manag-
ing the design and construction process from conceptual-
ization through execution. In addition to his development
experience, Mr. Weinstein is actively involved in all brand-
ing and marketing efforts for UIA Management and their
associated projects and properties.
Prior to UIA Management, Mr. Weinstein was an associ-
ate at Nexus Development Group where he oversaw the
acquisition of nearly $125 million in property surround-
ing Miami's Design District. There he was in charge of
site identification as well as all financial underwriting for
the company's development plans. Before Nexus, Mr.
Weinstein was an associate for Bayview Financial Group,
a real estate investment bank based in Coral Gables
Florida.
Mr. Weinstein received his B.A. from the University of
Pennsylvania and graduated Cum Laude in 2004.
Mary Jessica Woodrum, CPA-Director of
Operations
Mary Jessica Woodrum is the Director of Operations for
UIA Management (UIA). She has over 10 years of experi-
ence in operating aspects related to day-to-day real estate
management and urban real estate development. In her
role as Director of Operations, Ms. Woodrum directs and
supervises the investment management, operation and
financial performance of all assets of UIA and its related
parties' assets, including the oversight and reporting of
financial performance, budgeting, cash management,
accounting, tax planning and compliance functions. In
addition to these responsibilities, Ms, Woodrum is actively
involved in all facets of UIA's business and investments,
including acquisitions, dispositions, development, con-
struction, and leasing, in addition to operations and
finance.
Prior to joining UIA, Ms. Woodrum was Controller of
Urban Investments Advisors, LLC, from June 2002 to the
eventual sale of its assets at the end of 2004. She was
involved in all financial aspects of the Urban Investments
Advisors, LLC's portfolio of urban, mixed-use properties
around the country performing many of the same functions
as she currently undertakes at UIA Before transitioning to
Urban Investments Advisors, LLC, Ms. Woodrum was an
auditor with Arthur Andersen, LLP.
Ms. Woodrum is a Certified Public Accountant regis-
tered in the state of Virginia. She received her Master's of
Business Administration degree from Lipscomb University
in Nashville, Tennessee, and her Bachelor's Degree in
Accounting and Business Administration from Washington
and Lee University in Lexington, Virginia, She is a member
of the AI CPA and other trade associations.
643
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Office for Metropolitan
Architecture
Master Planner and
Lead Architect
location
OMA 'AMO Architecture PC
1 BO Varick Street
Suite 1328
New York, NY 10014
T 212 33/ 0770
Team Members
Rem Koolhaas, Partfler-in-Collaboratron
Shohei Shigematsu, f'artner-in-Charoe
Maria Finders, Dr rector Creative and
Cultur-al Advisory
Jason Long, Associate
Project Manager
Jason Long, Associate
Years in Business
37
Number of Employees
300
the a/Jove numbers apply to OMA "A!\110
Architecture ec·s parent company,
Office for Metropolitan Arclritecture
It) (O.M A) Sleclebouw B V (Rotterdam) c:o -
644
OMA's objective with any design
is to provide the client with new,
original concepts and a practical
architecture with visionary
ambitions. With each project,
OMA aims to devise architectural
or urban responses that perform
in a climate of continual change.
OMA believes strongly in design
as a process, and approaches
each condition imposed on a
project as an opportunity rather
than a constraint. Addressed
intelligently, normally restrictive
factors have assisted OMA to
provide innovative urban design
while meeting tight budgets and
rigorous design and construction
schedules.
OMA
OMA is a leading international partnership practicing
architecture, urbanism, and cultural analysis. OMA's
buildings and masterplans around the wo1rd insist on
intelligent forms while inventing new possibilities for
content and everyday use. OMA is led by seven partners
and sustains an international practice with offices in
Rotterdam, New York, Beijing, Hong Kong and soon Doha.
OMA-designed buildings currently under construction
include the Musee national des beaux-arts du Quebec;
the Taipei Performing Arts Center; the new headquarters
for China Central Television-a tower reinvented as a
loop -in Beijing; the adjacent Television Cultural Centre;
Shenzhen Stock Exchange-China's equivalent of the
NASDAQ exchange for hi-tech industries; three buildings
in Doha, Qatar; and De Rotterdam, the largest building in
the Netherlands.
OMA's recently completed projects include New Court,
the headquarters for Rothschild Bank in London; Milstein
Hall, an extension to the College of Architecture, Art, and
Planning school at Cornell University; Maggie's Center a
cancer care center in Glasgow (all 2011 ); Wyly Theatre
in Dallas (with REX, 2009); and Prada Transformer,
a rotating multi-use pavilion in Seoul (2009). Other
acclaimed buildings by OMA include the Casada Musica
in Porto (2005); the Seattle Central Library (2004); the
Netherlands Embassy in Berlin (2003); the liT Campus
Center in Chicago (2003); and the Prada Epicenter in New
York (2001 ).
The work of Rem Koolhaas and OMAhas won several
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OMAIAMO
international awards including the Pritzker Architecture
Prize in 2000, the Praemium Imperiale (Japan) in 2003,
the RIBA Gold Medal (UK) in 2004, the Mies van der Rohe
-European Union Prize for Contemporary Architecture
(2005) and the Golden Lion for Lifetime Achievement at
the 2010 Venice Biennale.
AMO
The counterpart to OMA's architectural practice is AMO, a
research studio based in Rotterdam. While OMA remains
dedicated to the realization of buildings and masterplans,
AMO operates in areas beyond the traditional boundaries
of architecture, including media, politics, sociology,
renewable energy, technology, fashion, curating,
publishing, and graphic design.
AMO often works in parallel with OMA's clients to
fertilize architecture with intelligence from this array of
disciplines. This is the case with Prada: AMO's research
into identity, in-store technology, and new possibilities
of content-production in fashion helped generate OMA's
architectural designs for new Prada epicenter stores
in New York and Los Angeles. In 2004, AMO was
commissioned by the European Union to study its visual
communication, and designed a colored "barcode" flag -
combining the flags of all member states -that was used
during the Austrian presidency of the EU.
AMO has worked with Universal Studios, Amsterdam's
Schiphol airport, Heineken, lkea, Conde Nast and Harvard
University, produced exhibitions at the Venice Biennale
(on the Hermitage museum in St. Petersburg) and Venice
Architecture Biennale (on preservation, and on the
development of the Gulf), and guest-edited issues of the
magazines Wired and Demus. Recent projects include a
plan for a Europe-wide renewable energy grid, a 720-page
book on the Metabolism architecture movement (Project
, Taschen, 201 0) and the educational program of
Strelka, a new postgraduate school in Moscow.
645
-
Office for Metropolitan Architecture
Born
1944
Nationality
Dutch
Rem Koolhaas founded the Office for Metropolitan
Architecture in 1975 together with Elia and Zoe Zenghelis
and Madelon Vriesendorp as a collaborative practice.
Having worked as a journalist and script writer before
becoming an architect, Koolhaas graduated from the
Architectural Association in London, and in 1978 pub-
lished Delirious New York, a Retroactive Manifesto for
Manhattan. In 1995, his book S,M,L,XL summarized the
work of OMA and established connections between con-
temporary society and architecture. At this moment Rem
Koolhaas is heading the work of OMA as well as AMO
-the conceptual branch of OMA, a think tank focused on
social, economic, and technological issues.
Rem Koolhaas is a professor at Harvard University
where he conducts the Project on the City, a research
program investigating changing urban conditions around
the world. The projects include an analysis of the role of
retail and consumption in the contemporary society (The
Harvard Guide to Shopping). Most recently, Koolhaas pub-
lished Project Japan: Metabolism Talks.
The work of Rem Koolhaas and OMAhas been cel-
ebrated by several international awards, including the
Pritzker Architecture Prize (2000) and the Rl BA Gold
Medal (2004). In 2005 Rem Koolhaas received the Mies
van der Rohe Award for the Netherlands Embassy, Berlin.
In 2007, The Royal Institute of British Architects awarded
the Casa da Musica concert hall in Porto, Portugal, the
European Award and nominated it for the coveted Stirling
Prize.
646
Euralile Master Plan & Conorexpo
Lille. France
Role. PartneHn·Charge (All Phases)
Skolkovo Innovation Center
Moscow, Russia
Role Partner·in·Charge (All Phases)
Cordoba Congress Center
Cordoba. Spain
Role Partner-in-Ct1arge (All Phases)
Alrnere Master Plan
Alrnere, Netherlands
Role. Partner-in·Charge (All Phases)
Professional Licenses & Affiliations
2009 State of New York, Registered Architect
No. 031643-1
Selected Awards/Honors
2010 Golden Lion for Lifetime Achievement, Venice
Architecture Biennale
2007 Elected to the European Council of Foreign
Relations
2007 Honorary Doctorate from the University of Leuven
2005 2005 Deutscher Architektur Preis Honorable
Mention, Netherlands Embassy, Berlin, Germany
2003 Praemium Imperiale, Japan
2001 Membership legion D'Honneur, highest French
honour, awarded by the French Government
2000 Pritzker Architecture Prize
Teaching Positions
Present Professor, Strelka Institute for Media,
Architecture and Design
Professor in Practice of Architecture and Urban
Design, Harvard University, Cambridge,
Massachusetts
1990-95 Adjunct Professor of Architecture, Harvard
University, Cambridge, Massachusetts
1991-92 Professor of Architecture, Rice University,
Houston, Texas
1988-89 Professor of Architecture, Technical University,
Delft, Netherlands
-
Zeche Zollverein Masterplan and
Kohlenwasche
Essen, Germany
Role: Partner-in-Charge (All Phases)
Riga Por·t City
Riga, Lalivia
Role: Partner-In-Charge (All Phases)
West Kowloon Cultural Distnct
Hongkong, Cl1ina
Role: Partner-in-Charge (All Phases)
Pex Pare Des Expositrons
France, ·Toulouse
Role: Partner-in--Charge (All Phases)
1976 Architectural Association, London, England
1975 University of California, Los Angeles School of
Architecture, Los Angeles, California
1975 Institute for Architecture and Urban Studies,
New York, New York
Books By Rem Koo!haas
2011 Project Japan: Metabolism Talks, Taschen
2008/09 Lagos. How it works. Lars Muller Publishers,
expected publication date
2007 AI Manakh, Stichting Arch is
2004 Content, Taschen Publishers
2001 Harvard Design School Guide to Shopping,
Taschen Publishers
2001 Great Forward, Taschen Publishers
1995 S M L XL, together with the Canadian graphic
designer Bruce Mau
1978 Delirious New York: A Retroactive Manifesto for
Manhattan (Translated into French, German, Italian,
Japanese, Portuguese and Spanish.)
Selected Exhibitions
Rothscr1ild Bank
London, UK
Role. Partner-in-Charge (All Phases)
Dee & Charles Wyly Theater
Dallas, TX. USA
Role: Par1ner-in-Charge (All Phases)
Prada Transformer
Seoul, Korea
Role: Partner-in-Charge (All Phases)
Seattle Central Library
Seattle, WA USA
Role Partner-in--Charge (All Phases)
2006 'OMA in Beijing' exhibiton at MoMA, New York
2006 Image of Europe, Heldenplatz, Vienna
2004 Image of Europe, Rond Point Schuman (temporary
circus tent), Brussels
2004 Image of Europe, Haus der Kunst, Munich
2004 Content, Kunsthal, Rotterdam
2003 Content, Neue Nationalgalerie, Berlin, Germany
2001 "Mutations," Raffinerie, Brussels, Belgium
2000 Mutations,Arc en Reve, Bordeaux, France Living
(extended) at the ICA, London, UK
1997 New Urbanism: Pearl River Delta, Documenta X,
Kassel, Germany
1994-95 Rem Koolhaas and the Place of Public
647
Office for Metropolitan Architecture
Born
1973
Nationality
Japanese
..
I
Shohei became Director of OMA New York in 2006,
and a Partner in 2008. Under the direction of Shohei
Shigematsu, the New York office has overseen the suc-
cessful completion of Milstein Hall, an extension to the
College of Architecture, Art and Planning at Cornell
University (2011 ). Most recently, OMA New York cel-
ebrated the grounbreaking of their design for the Musee
national des beaux-arts du Quebec. Mr. Shigematsu also
led a number of competition designs for major institutions
including the Broad Art Foundation in Los Angeles and the
San Francisco Museum of Modern Art (SF MoMA).
During his time at OMA, Shohei Shigematsu has acted
as lead architect for many projects in various phases
including the Whitney Museum Extension (2001) and a
luxury residential tower at 23 E 22nd Street (2008) in New
York. Having led the team that won the design competi-
tion in 2002, he served as project architect for the CCTV
(China Central Television) Headquarters in Beijing until the
end of design development Mr. Shigematsu also directed
OMA's winning competition entry for the Shenzhen Stock
Exchange (SSE) Headquarters in Shenzhen, China
(2006).
Mr. Shigematsu designed the world-traveling exhibi-
tion "Waist Down," featuring more than a hundred skirts
designed by Miuccia Prada. The exhibition was first
launched in Tokyo (2003), and has since appeared in
Shanghai (2004 ), New York and Los Angeles (2005) and
Seoul (2009). He also led the design for Prada's London
and Shanghai epicenters.
He is a visiting faculty member of Columbia University's
648
Universal Studio HG Building
Los Angeles
Baltic Pearl Masterplan, SL
Petersburg, Russia
UN City
New York, NY
.JTC Masterplan
Singapore
Graduate School of Architecture, Planning, and
Preservation, Harvard University Graduate School of
Design, Cornell University, College of Architecture, Art and
Planning and for Kyoto University of Art and Design.
Selected
2012 The End of Business as We Know It Conference:
European Business Council in Japan
"Programmatic Sustainability"
2012 Barbican Art Gallery, "On Generations: In
Conversation with Bjarke Ingels"
2011 Columbia University, Supercities and
Megamigrations Conference, "City-Like
Architecture"
2011 TEDGiobal Edinburgh, "Specificity3 (cubed)"
2011 Storefront for Art and Architecture, "WHAT IS
DESIGN? A Manifesto for the Gwangju Design
Biennale"
2010 TEDxEast New York, "Super-Specific"
2009 Harvard GSD, "GSD NOW! In Conversation with
Moshen Mostafavi"
Academic Involvement
2012 Visiting Faculty, Columbia University, "Re-Run"
2011 Visiting Faculty, Columbia University, "Double Dip"
2009Visting Faculty, Harvard GSD,
"Stimulus Package: Post Crisis"
2007-9 Visiting Faculty, Cornell University AAP
"fUN studio;" "St. John's Center;"
2007 Design Critic, Yale School of Architecture
Koningin Julianaplein
The Hague, Tfle Netherlands
White City
London, United Kingdom
Almere Master Plan
Almere, Netherlands
Milstein Hall ·· Cornell University
Ithaca, NY, USA
Role: Partner-in-Charge (All Phases)
2007 Design Critic, Princeton University School of
Architecture Graduate Program
Professional Experience
1999 Office for Metropolitan Architecture
Musee national des beaux-arts du Quebec, Quebec
Milstein Hall, Cornell University, Ithaca, New York
23 East 22nd Street residential tower and CAA
(Creative Artist Agency) Screening Room New York,
NY
111 First Street, Jersey City, New Jersey
Torre Bicentario, Mexico City, Mexico
Shenzhen Stock Exchange Tower, Shenzhen,
China
Zaragoza Museum, Zaragoza, Spain
Prada London Design, London, United Kingdom
Baltic Pearl Masterplan, St. Petersburg, Russia
Prada Shanghai Design, Shanghai, China
White City London Masterplan, London, UK
CCTV Headquarters and Television Station,
Competition and Design Development, Beijing,
China
Prada Skirt Exhibition Design in Tokyo, Shanghai,
New York, Los Angeles
Whitney Museum Extension, New York, New York
UN City, New York, New York
China National Museum, China
LA County Museum of Art, Los Angeles, California
Isola Parodi, Genoa, Italy
Almere Grote Parkeer Garage, Almere, The
Netherlands
China Central Television HQ
Beijing, China
Role: Project Designer (Competrtion-
Extended Preliminary Design DD)
Shenzhen Stock Exchange
Shenzhen, Ctrina
Role: Associate-in-Charge
(Competition)
AI mere fllok 6
Almere, Ttre Netherlands
Role Partner .. in-Ct>arge (All Phases)
Idea Vertical Campus, Tokyo, Japan
House in Bahamas, Bahamas
Almere Masterplan Block 6, Almere, The
Netherlands
Rotterdam Central Station, Rotterdam, The
Netherlands
JTC Masterplan, Singapore
Breda Masterplan, Breda, The Netherlands
Zurich Stadium, Urban Development, Zurich,
Switzerland
Universal Studio HQ Building, Los Angeles,
California
1996-97 NKS Architects Fukuoka, Japan
1997 Matsuoka+ Won Architects, Fukuoka, Japan
1996 Toyo Ito Architects & Associates, Tokyo, Japan
649
Approach to the
Development of the
Masterplan
South Beach Arts, Culture,
Entertainment (ACE)
Located at the crossroads of
South Beach, Lincoln Road
and an emerging cultural zone
surrounding the New World
Symphony and Collins Park, the
new MBCCD will be a nexus for
Arts, Culture, and Entertainment in
South Beach: SB ACE.
Paradoxically, the Miami Beach convention center-a
typology devoted to the dynamic exchange of ideas and
goods--has never been a catalyst of urbanity. The scale
of the exhibition halls-together with the infrastructure and
parking they require-typically create a fortress within the
city, inaccessible except to the convention visitor. The new
MBCCD masterplan could project a new model for both the
operation of the convention center and its relation to the city
around it Naming our team and the district "South Beach
Arts Culture Entertainment" or SB ACE signals our collec-
tive ambition to cultivate a dynamic neighborhood: one that
attracts new, potentially global audiences while strengthen-
ing connections to South Beach. Succeeding in creating
this new point of civic convergence will require innovative
planning, and a coherent integration of convention expertise
and local knowledge.
While the marketplaces and products driving conven-
tions have varied over time, the desire to experience the
marketplace first-hand remains strong in spite of the rise of
online commerce and social networking. In 2011, growth
was projected for conventions in square footage, exhibiting
companies, attendance, and revenue. On the other hand,
significant changes can be seen in the demographics of
conference attendees, the numer of internationally exhibit-
ing companies, variation of staging effects, and the impact
of an increasingly competitive convention center market
Our team sees potential for new strategies to re-examine
the typology of the convention center both in the context
of Miami Beach and on a global scale. Understanding the
convention center's embedded connections to local busi-
nesses, service industries, and key connection corridors to
the surrounding community; a re-thinking of the convention
center will consequentially examine and respond to the sur-
rounding community and larger network that both supports
and draws from the existing convention center.
650
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Above all, we think the SB ACE District has to reflect char-
acteristics of a city: to be flexible, absorbing, functional,
surprising. The district must be porous like a sponge, not
hermetic like a bubble. The SB ACE District has to welcome
its local community with the same conviction and precision
as the virtual community of convention visitors and tourists
from outside Miami.
Connectivity
As a potential convergence point between politics, perfor-
mance, art, culture, history and business, the MBCCD is
uniquely positioned to be the center of a web connecting
cultural institutions througHout Greater MiamL Our mas-
terplan will seek to harness this latent potential through
strategic connections to key areas and important cultural,
civic and commercial nodes of Miami Beach.
The MBCCD is adjacent to three of the most success-
ful pedestrian zones in the US: Collins Avenue/beachfront,
the Collins Park Museum District and Lincoln Road. Our
team's plan for the district will strive to accommodate heavy
vehicular traffic while encouraging and densifying pedes-
trian circulation. In particular, our plan will improve connec-
tions to Lincoln Road, to the Oceanfront hotels, create new
links to the Bass Museum and Collins Park, and increase
public transportation to the district and pedestrian circula-
tion within. By integrating convention center expertise early
on, our team will ensure that parking, loading and other
necessary infrastructure is accommodated without forming
an impediment to larger ambitions.
Public Realm
In order to create a vibrant public ream, SB ACE will need to
engage with its surroundings, not just operationally, but also
urbanistically and programmatically. We will consider public
space not as a residue-the spaces between architectures-.
but as essence: an independent medium that will allow the
public to negotiate and enjoy the abundance of facilities. As
the success of the New World Symphony's SoundSpace
Park has shown, public spaces can be catalysts for animating
existing buildings and engaging the surrounding community.
Synergy
Our team will explore massing strategies that respond to the
existing context while exploiting new opportunities to maxi-
mize the financial and urban potential of the district. Rather
than compartmentalizing hotel, theater and civic programs
around the perimeter of the convention center, could they
be integrated? Will the new built area further reinforce the
isolation of the MBCCD-replacing barren parking lots with
interiorized commercial spaces-or can it act as a connector,
embedding open spaces as well as operational flexibility?
As 1111 Lincoln Road has shown, elements of the city
typically assumed to be in conflict-parking, entertainment,
retail, culture-can in fact be mutually beneficial. Through the
careful coordination and juxtaposition of the hotel and other
programs, a similar overlap and synergy between diverse
arrays of activities could be fostered. This can unlock
the MBCCD's potential to engage multiple publics: convention
goers, adjoining neighbors, Miami Beach residents, residents
of the greater South Florida region, tourists, and a growing
contingency of cultural visitors.
Currently the MBCC and the surface parking lots that surround it are obstacles within South Beach (1), severing its most vibrant parts from one
another. We will develop a plan to integrate the MBCCD into the surrounding city (2), unlocking its potential as Miami Beach's public center. Like Rome,
the MBCCD can become a seamless conjunction of exterior and interior public spaces embedded within an unmistakably urban fabric (3).
651
Collaboration
Our team sees collaboration being vital to the success of
the SB ACE District, as a master plan must translate into the
physical the ideas, philosophies and needs of its stakehold-
ers. Crucial to identifying major planning and development-
related issues and issues in the community is a coherent
public engagement strategy. While it is essential to involve
citizens and their representatives in any major planning
effort, it is easy to waste resources on inefficient and poorly
focused efforts that do not give effective direction to the
work. Our team members have a strong track record of
drawing out representative, thoughtful input from citizens
that can offer real-world guidance to the project.
West Kowloon Cultural District, Hong Kong
One example of the team's experience working with the
community is OMA's masterplan for the West Kowloon
Cultural District in Hong Kong. OMA participated actively
in a Public Engagement process organized by the West
Kowloon Cultural District Authority, but, sensing that many
issues went beyond architecture, felt a responsibility to
engage Hong Kong more directly. After establishing an
office within Hong Kong, OMA assembled a team of urban
planners, researchers and architects derived from Hong
Kong, China, and around the world-assisted by expert
cultural, financial, and political advisors-to help the firm
further understand local conditions.
OMA and its advisors organized a series interviews and
surveys with citizens from all parts of society -from people
on the streets of Kowloon to government officials in Hong
Kong & mainland China. OMA actively sought out the views
of people who we felt were essential to the viability of the
District-local business people, but also the representa-
tives of cultural & educational organizations throughout the
region, and the artists, performers, and curators on whose
work WKCD would depend.
Miami Beach Outreach
To engage the community and City of Miami Beach, the
SB ACE team will apply a similar, pro-active approach
throughout the development of our masterplan. Our team
will lead an extended series of intimate collaborations-
brainstorms, presentations and workshops-between
clients, engineers, architects, the city and stakeholders-
including residents. Through these events, feedback from
the community and public officials will be fully integrated into
initial design concepts, rather than being an after-thought
to aesthetic imperatives, providing the City with a coherent
masterplan that provides innovative solutions to concrete
issues. Through this approach, the knowledge of all con-
stituencies whose support is vital to the successful rede-
velopment of the Convention Center District can be used to
develop an masterplan that incorporates the needs of exist-
ing and future stakeholders while engaging the community
that must support its development.
Expert Roundtable
The SB ACE team will host a roundtable with cultural
experts for an in-depth discussion on the way culture can
shape the potential for the convention center district. The
SB ACE team will work with local and international experts
to understand the issues affecting the MBCCD.
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Focus Group Meetings
To accommodate various stakeholder groups, our team will
organize focus group meetings to incorporate feedback and
advice from various specialty advisors.
One-to-One Interviews
One-to-one interviews with residents of Miami Beach,
conference center management and staff, trade show
representatives, and city officials will provide in-depth
knowledge of experience wlth the existing district Our team
will engage key local players shaping the SB ACE District
including retail owners along the pedestrian thoroughfare at
Lincoln Road and Collins park, hotel operators that wlll need
to support the re-developed facility, and directors of adjoin-
ing cultural venues such as the New World Symphony,
The Fillmore, the Bass Museum, the Miami City Ballet, the
Holocaust Museum, the Miami Beach Garden Conservancy,
SOBE Institute for the Arts and the Miami Beach Public
Library.
Virtual Feedback
While there is no substitute for face-to-face discussions
with the public, at some points web-based tools such as
online surveys and social networking media can provide
new ways to reach and engage those citizens who cannot,
or will not, attend public meetings. For the SB ACE District,
our engagement with the community will integrate a broad
range of digital feedback tools, including (but not limited to)
explanatory animations and videos, twitter feeds, and onl!ne
po!!s to both engage the public and provide a virtual place
for community input
Consultation Digest
OMA will provide a Consultation Digest to introduce the mas~
terplan for the SB ACE District and clearly explain the planning
and design concepts to the public. Establishing clear projection~
for the masterplan plays a crucial role in focusing discussion II
on specific goals and administrative issues, as well as attaining
community 'buy-in' for the success of the effort.
Phasing
From design through construction, the SB ACE Team has had ~
direct involvement with an assortment of convention centers W
around the world including the Javits Convention Center in
New York City, McC.ormi~k Place. in Chicago, the Penns~lvania r
Convention Center 1n Philadelphia, the Boston Convention ~
Center in Boston, the Cabo Center in Detroit, the Music City
Convention Center in Nashville, the Nanjing Conference and .
Exhibition Center in Nanjing, China and the Agadir Convention t
Centre in Agadir, Morocco.
To meet the City's need for a phased expansion and renova-
tion that allows for the continued operation of the Convention f
Center and associated components during construction, the I
SB ACE team will develop a multi-phase plan that draws from
our extensive experience with similar projects and the design p
approach appropriate for the Miami Beach Convention Center t
District.
Javits Convention Center, New York City
One example is the successful and ongoing renovation of
the Javits Convention Center in New York City, Tishman
Construction Corporation's most recent convention center
l
assignment which is expected to be completed in 2013.
TCC's ability to maintain operational use of the facilities
while construction is underway was achieved through sig-
nificant planning and coordination efforts, which included:
• The creation of a 100,000 square feet of expansion
space at the northern end of the site;
• The utilization of a finished panelized wall system and
acoustic blankets to separate construction areas;
• The creation of three walkways to connect show space
otherwise divided by the work zone;
• The addition of lights, sprinklers and life safety devices
to create separate work space and maintain safety code
requirements;
• A weekly review with the Operating Corporation to work
around show schedules, move-ins and move-outs;
• A quarterly meeting with the Operating Corporation to
discuss work schedule and performance.
Our team recognizes several similarities between this proj-
ect and Javits:
• Both facilities are 25 +years old and require careful
updating of mechanical systems, electrical systems and
finishes;
• Both facilities must remain fully operational with a full
show schedule throughout the construction process;
• Both facilities have the ability serve as important and
architecturally influential projects within their respective
communities.
An overall logistics plan will follow Tishman Construction
Corporation's Javits concept of creating swing space first to
accommodate convention center shows while construction
occurs in the various quadrants. This includes the creation
of access to and loading docks for the temporary structure.
The construction phases define the sequential renovation of
spaces.
Schedule and Deliverables
At the commencement of the three-month period for the
development of the Concept Masterplan and Architectural
Concept, our team will initiate a three-week research and
consultation phase that will culminate in a Scenario Plan
summarizing the key issues and Stakeholder impera-
tives. This Scenario Plan provides the basis from which
the Concept Masterplan and Architectural Concept will
be elaborated. During this period, our team will conduct a
series of consultant meetings to incorporate technical and
local information. Our team will also host a roundtable with
cultural experts early on in the development of the master
plan to allow their thinking to influence our team's approach.
Following the completion of the Scenario Plan, a five-
week period will follow during which the initial concepts and
strategies of the Concept Masterplan will be developed.
This will include initial expansion strategies for the conven-
tion center, focusing on logistical and urban impact Efficient
and compact work sessions with stakeholders and consul-
tants will be organized in Miami on a regular basis during
the development of the master plan. In between these work
sessions, the research of history, theses and ideas will be
conducted by all team members, leading to a coordinated,
well-researched and feasible preliminary Conceptual Plan.
In previous projects, these work sessions have happened
on a weekly or bi-weekly basis often with stakeholders and
consultants present. The final four weeks of the project will
allow for the further development of the Concept Masterplan
and the incorporation and development of the Architectural
Concept Design of the Convention Center expansion.
Our final masterplan will include an urban design and
phasing strategy, determining the overall layout for the SB
ACE, massing of building components and the design and
character of the public realm. The Architectural Concept
Design for Convention Center Expansion will provide an
architectural concept and building design that is well-
integrated into the greater site strategy. A summary of all
work will be presented as the SB ACE District Concept
Masterplan Urban Design and Architectural Report. This will
consist of:
Development Strategy-Deliverables
• Project Schedule
• Approach To Project Financing
• Economic Impact Study
• LOI as outlined in the RFQ
SB ACE Concept Masterplan-Deliverables
• Evaluation of the site and needs of the stakeholders
• Design narrative and approach diagrams
• Programmatic guidelines
• Proposals for public and private program
• Site and Convention Center program and total Gross
Floor Area (GFA)
• Zoning and land use Plan
• Location and character of open spaces
• Pedestrian circulation
• Vehicular circulation and car parking
• Site access I egress
• Traffic Impact Analysis And Solutions
• Phasing of development
• Massing Model to appropriate scale (in-house)
• Perspective exterior renderings (total TBD)
• Explanatory Animation "Fly-Through" (Length TBD)
Architectural Concept Design-Deliverables
• Design narrative
• 3D massing
• Typical floor plans indicating the use with associated
area schedules
• Buildings typical sections I elevations
• Perspective exterior renderings (total TBD)
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From: Jeff [jeffsachs@me.com]
To:
Monday, December 03, 2012 5:47PM
Kathie G. Brooks, A.I.C.P.
Cc: Ponce!, Maria; Jorge
Shortlist Recommendation
Kathie,
SAG recommends shortlisting the top two firms to enter into LOI negotiations. Here is the basis for our
recommendation:
-The Committee scores indicate a clear top two teams. There is a measurable gap to the other respondents.
with the Committee's ranking.
-In our opinion, the teams by Portman and Tishman have much better mixed-use, convention/hotel,
ground-up development than the other teams. We believe new-build, ground up experience is more
for the Miami project than purchase/renovation experience. All teams interviewed have
design firms for each major component, but two ranked firms also have more robust "development"
experience that included raising private capital for ground-up construction.
- I know some are worried that if two teams are selected and one drops out, the process could be void. I
have been doing this since late 1980s and have never had someone drop out at this point. an alternative,
the City may consider shortlisting two and also provide that staff can enter into negotiations with the next
ranked one drops out.
-Most cities engage the community only once a single development team has been selection. However, Miami
Beach desires to have a competitive process that actively engages the neighborhood and community before a
selection is made. This will require us to create an effective immersion process that is not so over burdensome
that we receive the best input from the true thought leaders. While engaging the community with more than two
firms is possible, we run the risk of overloading the true thought leaders.
-The Miami Beach convention center project is very complex and will both public and private resources
to prepare two competitive term sheets that meet the needs of the City, neighborhood and community. Working
with two teams will allow us to spend more time making two great proposals.
-SAG just finished a similar competitive process in Houston for their HQ hotel. We shortlisted 2 firms out of
11 proposals. Since were only two firms, we got their best people and attention, and the spirited
negotiation resulted in a great deal for the City.
me know if you have any questions.
Jeff
Jeff Sachs, Managing Partner
Strategic Advisory Group
3848 Saint Annes Court
Duluth, GA 30096
p (678) 584-0705
c (404) 307-9277
F (678) 584-0706
1
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ATTACHMENT "E"
CITY MANAGER'S DUE DILIGENCE
Financial Capability and Project Financing
The RFQ required proposing teams to describe their financial capability and to also summarize
their approach to financing private components of the project. The latter required a summary of
the proposer's role in capitalization, relationships with capital sources and their commitment to
provide all or a portion of the financing. Additionally, the proposers were to provide the
proposed financing mechanism for the public components of the project including any public-
private partnership structure.
As part of the City's preliminary due diligence, Patricia Walker, the Chief Financial Officer, has
reviewed the submittals of the top ranked firms and provides the following information. More
extensive due diligence is required and will be performed during Phase II for the shortlisted
proposers.
Portman-CMC
Portman-CMC, the first ranked team is primarily comprised of Portman Holdings, LLC, CMC
Group, Cirque du Soleil and Whitman Lazenby Properties. Portman Holdings is wholly owned
by the Portman family, and their activities are supported financially by Portman Financial Inc, a
holding company owned by the Portman family. As a privately owned company, this entity does
not release financial statements; however, Portman officials will discuss the company's financial
capabilities with the City at the appropriate time.
Financial Capabilities
Portman was founded, over 60 years ago and in their proposal they stated they have
raised over $6 billion in various debt and equity instruments. In regard to equity capital,
Portman states that they have worked with a number of major institutional capital
sources to finance premier real estate developments throughout the world and have
developed relationships with most major US and international banks. Many
representative examples are provided in the document.
CMC states that they have raised in excess of $1.25 billion in equity and debt financing
to fund their development projects and have worked with a number of private and
institutional investors to provide equity and has obtained financing from a number of
other lenders. Representative examples of their projects are also provided.
Approach to Project Financing
Portman-CMC intends to minimize public funds and maximize private investment. The
team states that they have a proven track record of working with public sector partners,
as illustrated in their proposal, to develop and execute structures that meet the needs of
both the capital markets and the public and private sector participants.
Portman-CMC will lead the process of securing all debt and equity capital for the project.
The development team will commit to fund the pre-development costs and will contribute
significant and meaningful equity capital, alongside the larger debt and equity partners.
Portman-CMC will be the General Partner and source all Limited Partner equity and
construction/bonded debt. To enhance these efforts Portman-CMC has retained Piper
Jaffray to assist with optimal debt and equity capitalization.
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The team will consider both traditional and public/private partnership financing
alternatives. Under the traditional approach they suggest conventional private financing
for the hotel, retail, residential and parking components and tax-exempt financing for the
public convention center and any civic facilities. Under the public/private partnership
alternative the team states, that the structure will be driven based on the City's goals and
objectives as well as a cost benefit analysis of the project components and capital cost
alternatives.
South Beach ACE
South Beach ACE, the second ranked team is primarily comprised of Tishman Hotel and
Realty,LP (THR), UIA Management, LLC (UIA) and OMA'AMO Architecture PC (OMA). This
group also has Goldman Sachs and AECOM among its other team members.
Financial Capabilities
As stated in their proposal, from a financial capability perspective, three team members
THR, UIA and AECOM have substantial net worth and demonstrated experience, as
evidenced by examples in the proposal, in raising project level debt and equity on a
project by project basis. All three firms maintain long standing relationships with debt
and equity sources. AECOM states that they have in excess of one billion in committed
bank facilities with substantial unused capacity.
Approach to Project Financing
Also stated in their proposal, equity for the private components of the project will come
from THR and UIA with additional equity from institutional investors and possibly
AECOM. THR and UIA have a long history of investing their own money in
developments, as specifically described by representative projects in their proposal, as
well as raising equity from institutional and private equity sources on a project by project
basis. Privately funded uses may include some combination of hotel, retail, residential,
office and entertainment; each may be financed independently so as to attract the least
expensive debt and equity for each use. THR believes this will enable them to pay the
most ground rent to the City.
THR states that they bring a strong stable balance sheet and substantial annual cash
flow available to invest as well as many long standing lender and joint venture partner
relationships. Further that their equity value is in excess of one billion dollars. They have
raised in excess of $5.1 billion dollars in total debt and equity over the last 15 years and
have a portfolio valued in excess of $3 billion with their equity valued at approximately
$1 billion. THR is a private company and does not publish their financial statements
however; they are prepared to provide audited statements or other information in support
of the firm's ability to undertake this project to the City at the appropriate time.
AECOM, states that they bring a strong balance sheet that provides both the ability to
guarantee construction completion and invest as a joint venture partner. In 2011, they
state their revenues were $8.1 billion and they had $457 million of cash and in excess of
$917 million of available capacity in bank lines of credit.
In regard to public project financings mechanisms, THR stated that they have devised
creative public/private partnerships to finance high profile projects. AECOM stated that
657
they have a division dedicated to building and financing public/private partnerships. This
team will assist with a financing structure that will likely include a combination of
traditionally tax exempt financings secured by Resort Tax, Parking Revenues, Non Ad
Valorem sources and an extension of the RDA. Additionally they will work to develop
other programs to minimize financing risk to the City and have added Goldman Sachs to
their team to assist in these areas.
Results of Due Diligence
Both teams have included information in their proposals which describe strong financial
capabilities and significant experience in raising debt and equity capital. Additionally, both
teams bring the capacity to invest in the private components of this project and assist with the
strategic planning and execution of financing the public portions using either traditional or non-
traditional models as the particular circumstance dictates.
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RESOLUTION TO BE SUBMITTED
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