MSC_Proposal_C&W 2022_Draft 1 RSF

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NAVIGATING THE REAL ESTATE PROCESS

Strategic Planning to Executing the Solution

CRUISES

SHIPPING

AT THE CENTEROF WHAT’S NEXT

cushmanwakefield.com

EXECUTIVE SUMMARY MSC OBJECTIVES & KEY CONSIDERATIONS C&W STRATEGIC PLANNING ARCHITECTURE

SHIPPING

Navigating Together Towards a Successful Outcome TABLE OF CONTENTS

STRATEGIC PLANNING PROCESS TRANSACTION MANAGEMENT & SOLUTION PROCESS PROCESS TIMELINE C&W DEDICATED TEAM UNMATCHED EXPERIENCE

EXECUTIVE SUMMARY

Navigating Together Towards a Successful Outcome SHIPPING

EXECUTIVE SUMMARY

TO BE UPDATED

Thank you for the opportunity to respond to the South Florida Workforce Investment Board (“MSC ”) Request for Quote (“RFQ”) to serve as an exclusive advisor, partner and consultant in lease and real estate contract negotiations and real estate services. We appreciate the complexity of today’s business environment where change remains the only constant, and the pace of change seems to only be accelerating. We believe the partner you choose will have a significant impact on all aspects of the outcome relative to the right location and right design strategy at the best possible economic value. To that end, C&W’s partnership and value proposition is simple:

WE ARE ALIGNEDWITHMSC ’S CORE VALUES • Integrity and ethical behavior in all of our actions and dealings • Fiscal and personal accountability • Excellent service delivery • Forward thinking, and innovation • Passion and commitment to both internal and external factors • Diversity in experiences and thinking

• We will dedicate a diverse team of subject matter experts to serve your interests, and at no additional cost

• Our team’s credentials are unrivaled in terms of recent, relevant and active experience

• The combination of our unique approach and credentials will support MSC ’s internal goals and decision

• We will empower you to make your own market, rather than simply take what it will give

ALAN KLEBER Vice Chairman

On the following pages, we have responded to the criteria as specified in Attachment A, Scope of Services of the RFQ. We look forward to the opportunity of our potential partnership and are on standby to address any feedback or questions you may have.

Navigating Together Towards a Successful Outcome

A MULTIDISCIPLINARY TEAM OF SUBJECT MATTER EXPERTS WITH ONE COMMON GOAL: DRIVE VALUE FORMSC

Cushman & Wakefield professionals focus on every aspect of your real estate – from reducing operational costs to making your workforce more engaged and productive. We are supported by leading technology and research professionals to ensure consistent results. C&W INTEGRATED PORTFOLIO SERVICES

S I

L I

T I

G L

N S

L I

Maity Peet Director

Matthew Cheezem Vice Chair

Alan Kleber Vice Chair

Marissa Huber Director

Eva Garza Sr. Managing Director

V A

L U

N T

A T

O N

N A

I O

T I

N &

T A

T E

E N

A D

E S

V I

P R

S O

M E N T

R E

Ashley Metcalf Regional Director

Melissa Mason Director

I N T E

R Y

Tyler Reynolds Managing Director

C A

C E

V I

P I T

Dayna Zallo Sr. Managing Director

E R

T &

A L

T S

E C P M

M A

V I

E N

O J

R K

P R

E T

L O

V E

Dominic Montazemi Director

D E

Eric Messer Sr. Research Manager

Sam King Regional Lead

F A C I L I T

Ray Duran Project Management Director

I N G

A S

Tad Block Associate Director

Y S

L E

E R

C Y

V I

E N

C E

A G

A WELL OILED MACHINE WHOSE ‘WHOLE’ IS GREATER THAN THE SUM OF ITS ‘PARTS’ We are integrated as a reflection of MSC’s needs to support your operational and financial objectives and align themwith MSC organizational strategy.

G L

O B S E

C E

A L R V

V I

O C

E R

T S

C U

I C

P I E

S E

E S

A S

I N

N T

V E

M E

S T

A S

N T

S E

M E

G E

M A

N A

Navigating Together Towards a Successful Outcome

MSC OBJECTIVES & KEY CONSIDERATIONS

Navigating Together Towards a Successful Outcome SHIPPING

TO BE UPDATED

MSC OBJECTIVES & KEY CONSIDERATIONS

CONTINUITY

COST REDUCTION

LEVEL SET

Seamless transition with no drop-off in continuity of people, platform, accountability to client service or performance.

Account Management 6 months abatement of fees (+/-$42,000 of savings to MSC @ $7,000/month) Lease Administration Cost reduction of over +/- $1,000/month + responsibility of maintaining current GPO sites in-scope

C&W will absorb and waive all transition costs associated with

lease administration Increased Flexibility

Provides MSC with owned and transferable database VS. current state of proprietary system only 1 service provider can use Free Inflection Point Provides MSC the opportunity to tailor database and reporting modules as needed

Navigating Together Towards a Successful Outcome

C&W STRATEGIC PLANNING ARCHITECTURE

Navigating Together Towards a Successful Outcome SHIPPING

C&W STRATEGIC PLANNING ARCHITECTURE

Assessment/Strategic Planning Engagement of Key Stakeholders to develop consensus of Project Business Drivers, Mission Statement, Guiding Principles and Space Programing requirements pursuant to the development of MSC’s strategic real estate plan in alignment with the organizations business objectives.

Conduct Leadership visioning session Identify project objectives, preliminary program requirements, and project evaluation criteria Conduct key stakeholder and leadership interviews? Develop consensus around the project priorities - Project Charter Deliverable Finalize demand projections, strategic space program, hybrid models and adjacency mapping Workplace recommendations & conceptual space planning

STRATEGIC OPERATIONAL

MARKET

FINANCIAL

Quick analysis techniques to test ideas and gain buy-in

Critical decision point to narrow suitable options

Identify and evaluate facility alternatives measured against defined qualitative project criteria Concurrent activities: negotiations, test fits, budget and schedule Financial modeling of facility alternatives measured against defined quantitative project criteria Provide supporting “business case” for decision selection

Business & Real Estate Scenario Planning/Strategy Methodical qualitative and quantitative comparative analysis for objective decision making support

In-depth analysis and strategy development

Decision

Implementation Execute concurrent negotiations to maintain leverage and optionality to achieve MSC’s desired outcome.

Execute real estate process and transaction management methodology Contract negotiations and documentation Design, Construction and FF&E Fit out (if required)

ACTION

Navigating Together Towards a Successful Outcome

VALUE ADD PROPOSITION

As Real Estate Department

As Strategists To think strategically about the workplace so MSC can act Objectively

As Scenario Planners In depth scenario developer’s driven by business case methodology

As Optimizers Aggressive negotiators of economic and non economic covenants to optimize results

As Implementers A fully integrated team of real estate professionals representing your interests across the entire project life cycle from lease negotiation and strategic planning to construction and relocation management

A trusted and collaborative strategic business partner..... not just a real estate broker doing a deal!

VALUE CREATION

The Value Corollary As illustrated in the value corollary diagram, value creation is optimized by allocating ample time to the strategic planning and strategy development phase of the real estate process.

VALUE ADDED

STRATEGY

EVALUATION

IMPLEMENTATION

Navigating Together Towards a Successful Outcome

STRATEGIC PLANNING PROCESS

Navigating Together Towards a Successful Outcome SHIPPING

OPTIONALITY & MODELS TO SUPPORT HOW MSC WANTS TO WORK

Functional Center of Excellence Job Skill of Market Segment Clusters

Multi-Site / Multi-Function

Consolidation

Customer Support

Finance

Operations

Marketing

Strengths • Lower labor costs and optimal talent market conditions for each function • Redundancy / risk mitigation Challenges • Higher overhead (management, facilities, infrastructure) • Few enterprise-level economies of scale • Locations develop independent culture

Strengths • Branding and culture improved across reduced number of sites • Opportunity for talent/career development across similar businesses and functions Challenges • Decreases ability of Front Office and Back Office to collaborate and coordinate • May create feeling of being in a “second class” location • Locations develop independent culture

Strengths • Increases recruiting potential across multiple markets • Redundancy / risk mitigation • Leverage different regions / cost jurisdictions Challenges • Solving for highest order functions results in higher labor costs • Incremental management and governance required • Less than optimal talent market conditions for some functions

Strengths • Control of corporate culture • Economies of scale; efficiency in delivery of infrastructure and amenities • Optimal collaboration and sharing of resources among user groups Challenges • Business continuity risk; redundancy and contingency capability • Execution risk from limited space availabilities for larger requirement

Navigating Together Towards a Successful Outcome

VISION FOR THE POST-PANDEMIC PURPOSE OF YOUR OFFICE(S)

Post-Pandemic

3 . Open Plan

1. Cellular Space

2. Cubicles

6. Innovation Hub

4. Hybrid Mobility

5. Full Mobility

TRADITIONAL

EFFICIENCY

EXPERIENCE

Mix of assigned and unassigned workstations and support spaces

Blend of fully assigned private offices individual workstations

Fully assigned open plan workstations and support spaces

Fully unassigned workstations and support spaces. Flexible work arrangements

Amenity and support space rich. Distributed workforce

High allocation of private offices

300-250 sf/person

250-200 sf/person 8 0 % of Occupancy Cost

150-100 sf/person

200-150 sf/person

125-175 sf/person

100-50 sf/person

100%

40%

65%

50%

35%

of Occupancy Cost

Impacting rent & assumptions: 10-year deal – 300 employees $40 / SF rent SF/Person assumptions: Models 5 & 6 assume 30-50% of workforce works hybrid/remote with a desk sharing ratio of 2 employees per desk or higher. Occupa cy Cost Assumptions: 10 Year deal / - 300 employees $50/SF Rent SF/Employee Assumptions: Model 5 & 6 assume 30%-50% of workforce works hybrid/remote with a desk sharing ratio of 2 employees per desk or higher

Navigating Together Towards a Successful Outcome

VISION FOR THE POST-PANDEMIC PURPOSE OF YOUR OFFICE(S) (CONTINUATION) WORKPLACE IMPERATIVES

Same Footprint, Better Experience

Less Space, Better Experience

Current Space Allocation

Work from Home

Local Satellites

Dedicated Workspace

On Demand space

Virtual

Amenities/ Services

Shared Spaces

Amenities/ Services

Shared Spaces

REALIGN SPACE Support the drivers for coming to the office • Connection, collaboration and knowledge share • Productive work separate from home life • Access to better network connectivity, equipment and ergonomic workspace Business Goal: Effectiveness Increased space utilization, team and business performance and employee engagement

LEVERAGE AN ECOSYSTEM OF WORK ENVIRONMENTS Enable employees’ best work and drive efficiency • Regain lost commute time in productivity • Increased flexibility, work-life balance and wellbeing • Choice of work environment aligned with need Business Goal: Optimization Optimal space efficiency, business resilience and employee experience

Navigating Together Towards a Successful Outcome

Cushman & Wakefield

/ 1

C&W // REIMAGINE THE FUTURE OF WORKPLACE

TRANSACTION MANAGEMENT & SOLUTION EVALUATION PROCESS

Navigating Together Towards a Successful Outcome SHIPPING

TRANSACTION MANAGEMENT

CONTENT COMING

Navigating Together Towards a Successful Outcome

PROCESS TIMELINE

Navigating Together Towards a Successful Outcome SHIPPING

PROCESS TIMELINE

EVA PLEASE REVIEW

STEP 1

STEP 2

STEP 3

STEP 4

STEP 5

STEP 6

STEP 7

STRATEGIC PLANNING 1 MONTH

TRANSACTION INITIATION 1 MONTH

MARKET EVALUATION 2-3 WEEKS

TACTICAL PLAN EXECUTION 3-6 MONTHS

FINAL IMPLEMENTATION 2-4 MONTHS

PLANS/PERMIT/CONSTRUCTION PROJECT MGT 8-10 MONTHS

POST-PROJECT OCCUPANCY ON-GOING

• Lease abstract • Operation and

• Final project budget • Lease document comments • Executed lease

• Architectural documents • Drawing review checklist • Construction bid evaluation report • Furniture checklist • Weekly construction progress update • Monthly billing package • Move logistics plan

• Market survey book • Revised budget • Revised space program • Business case

• Tour book • Revised building ranking • Initial space plan • Initial construction estimate • Building technical review checklist • RFP

• Real estate strategic plan • Employee zip code map • Business unit questionnaire • Workplace optimization

• Project team directory • Abstract of current lease • Project schedule timeline • Vendor RFP comparison matrix • Space program • Initial project budget • Building selection criteria matrix

maintenance manual • Annual building overview

• Market reports • Strategy studies

• Proposal analysis • Counterproposal

• Negotiation tracking matrix • Revised space plan, budget, schedule • City/State incentive applications • Letter of Intent

WORKPLACE STRATEGY Sample Deliverables

test LEASE VIEW

Charlotte, NC Cluster

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Start Date Duration

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Cluster Summary

Program Detail

Baseline

QUANTITY / SEAT COUNT 2023 Optimized

6 Weeks

3/9/2018

PHASE I: ENGAGE THE LANDLORD & MARKET • Kick-off Call and Inform Landlord C&W is Representing L’Oreal • Refine Understanding of Client's Immediate and Long-term Growth Projections & Spatial Footprint • Identify Pros/Cons at Existing Location • Identify Leverage / Relocation Options – Submarkets to Consider • Availability / Timing • Select Initial Options to Pursue and Tour • Present Summary / Space Recommendations to Internal Team PHASE II: WEIGH THE OPTIONS • Tour Available Leverage / Relocation Options • Prepare and Issue Requests for Proposals (RFP’s) to Short-Listed Buildings • Determine Layout Efficiency Through Site Planning and Test Fits • Conduct Financial Analysis of RFP Responses • Initial Negotiations • Present Summary / Recommendations to Internal Team & Create Next Steps PHASE III: RE-ENGAGE CURRENT LANDLORD (As needed) • Educate Landlord(s) of Our Options & Structures • Present Analysis and Specific Deal Structures PHASE IV: NEGOTIATE THE TERMS • Review and Finalize Strategy for Remaining Negotiations • Prepare and Submit Counterproposal(s) • Continue Analysis and Aggressive Negotiations • Identify Economic and Operational Pros and Cons for Each Option • Conduct Final Negotiations • Finalize Analysis of all Economic and Operational Issues • Present Summary / Recommendations to Team • Make Final Selection and Execute Letter of Intent PHASE V: NEGOTIATE THE LEASE OR LEASE AMENDENDMENT • Receive Lease or Lease Amendment and Develop Comments Package • Negotiate Lease or Lease Amendment (Typically Three Rounds For A Lease) • Execute Lease or Lease Amendment PHASE VI: RENOVATE THE PREMISES OR RELOCATE • Obtain Program Requirements for the Chosen Solution • Revise any Test Fits • Develop Design Intent Plan • Develop Construction Documents • Submit & Receive Permit • Physical Construction PHASE I: ENGAGE THE LANDLORD & MARKET • Kick-off Call and Inform Landlord C&W is R presenting L’Oreal • Refine Understanding of Client's Immediate and Long-term Growth Projections & Spatial Footprint • Identify Pros/Cons at Existing Location • Identify Leverage / Relocation Options – Submarkets to Consider • Availability / iming • Select Initial Options t Pursue and Tour • Present Summary / S ace Recommendations to Internal Team PHASE II: WEIGH THE OPTIONS • Tour Available Leverage / Relocation Options • Prepare and Issue Requests for Proposals (RFP’s) to Short-Listed Buildings • Determine Layout Efficiency Through Site Planning and Test Fits • Conduct Financial Analysis of RFP Responses • Initial Negotiations • Present Summary / Recommendations to Internal Team & Create Next Steps PHASE III: RE-ENGAGE CURRENT LANDLORD (As eeded) • Educate Landlord(s) of Our Options & Structures • Present Analysis and Specific Deal Structures PHASE IV: NEGOTIATE THE TERMS • Review and Finalize Strategy for Remaining Negotiations • Prepare and Submit Counterproposal(s) • Continue Analysis and Aggressive Negotiations • Identify Economic and Operational Pros and Cons for Each Option • Conduct Final Negotiations • Finalize Analysis of all Economic and Operational Issues • Present Summary / Recommendations to Team • Make Final Selection and Execute Letter of Intent PHASE V: NEGOTIATE THE LEASE OR LEASE AMENDENDMENT • Receive Lease or Lease Amendment and Develop Comments Package • Negotiate Lease or Lease Amendment (Typically Three Rounds For A Lease) • Execute Lease or Lease Amendment PHASE VI: RENOVATE THE PREMISES OR RELOCATE • Obtain Program Requirements for the Chosen Solution • Revise any Test Fits • Develop Design Intent Plan • Develop Construction Documents • Submit & Receive Permit • Physical Construction

CAPACITY (per unit)

UNIT AREA NSF

HEADCOUNT 2023

QUANTITY / SEAT COUNT 2023

TOTAL NSF 2023

HEADCOUNT 2023

TOTAL NSF 2023

The Charlotte, NC cluster is comprised of 9 leased records and 0 subleased records which are set to expire over the course of the next 11 years. The first record expires in December 2021, and 731 E Trade St (NC6111) expires last in August 2031. This cluster is high opportunity because 1 record is expiring before the end of 2021. The largest co-terminous event involves 660,243 square feet, representing 54% of the total cluster••s footprint, occuring between April 2027 and April 2028. Expiration Groupings: There are 0 records expiring in the next year, 2 records expiring in the next 1 - 2 years, 4 records expiring in the next 2 - 5 years, and 7 records expiring the next 5 - 10 years. Recommended Actions: To begin proactively managing upcoming lease expirations, the client should look ahead 6.4 years to the opportunity zone (highlighted in green), during which 5 leases are expiring. If the client were able to negotiate interim renewals for leases expiring before the opportunity zone, 8 additional leases would expire during this time. Cluster Summary

Lobby & Waiting Reception & Lobby Shared Workstation Administration

610 NSF

430 NSF

1 2

250 NSF 30 NSF

1 0

250 NSF 360 NSF

1 0

1 6

250 NSF 180 NSF

test GEOGRAPHIC VIEW

236 NSF

212 NSF

7 Weeks

4/20/2018

Charlotte, NC Cluster

Executive Office

1 1

140 NSF 36 NSF

1 2

140 NSF 96 NSF

1 2

140 NSF 72 NSF

Workstation

192 NSF

156 NSF

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Start Date Duration

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Office

1 2

120 NSF 36 NSF

1 2

120 NSF 72 NSF

1 2

1 1

120 NSF 36 NSF

Shared Workstation

6 Weeks

3/9/2018

Estimating

408 NSF

492 NSF

Office

1 1

120 NSF 36 NSF

1 8

120 NSF 288 NSF

2 7

240 NSF 252 NSF

Lease Expiration Grouping The Charlotte, NC cluster is comprised of 16 sites, which are all an average road distance of 12 miles and an average drive time of 20 minutes from the cluster's center point. Location Types: The cluster is comprised of 9 Office records, 4 Mixed Use records, 2 Data Center records, and 1 Call Center record. There are 9 leased records, 7 owned records, and 0 subleased records. Number of Records N/A - Owned Square Footage: The sites within the cluster total to 1,227,313 square feet. The largest building is 8730 Gree Ridge Drive (61037) at 175,790 square feet, and the smallest building is 731 E Trade St (Nc6111) at 10,230 square feet. Total Rent: Annual rent within the cluster totals to $18,731,868. Rent per Square Foot: The average rent per square foot within the cluster is $27.84.The building with the highest rent per square foot is 8730 Green Ridge Drive (61037) at $49.19, and the building with the lowest rent per square foot is 3140 W Arrowood Rd (Nc6009) at $11.70. Legen Use Type Records in Clust r Total SF in Cluster Annual Rent in Cluster (USD) Office 9 788,135 $7,166,883 Mixed Use 4 195,272 $1,506,306 Data Center 2 186,020 $9,040,465 Call Center 1 57,886 $1,018,215 Expiration Date 2021-12-31 Use Type Usable SF Months Until Expiration Office 51,361 14 2022-07-14 Mixed Use 11,600 2022-12-31 Office 10,275 2024-03-31 Call Center 57,886 2024-08-31 2025-07-31 Office 142,870 Office 38,025 Total SF 62,961 249,056 834,994 10,230 70,072 Expiring in 1 - 2 Years Expiring in 2 - 5 Years Expiring in 5 - 10 Years Expiring in 10+ Years 2 4 7 1 2

Workstation

4 weeks

6/8/2018

Finance & Acconting

228 NSF

192 NSF

Legend

Office

1 2

120 NSF 36 NSF

1 3

120 NSF 108 NSF

1 3

1 2

120 NSF 72 NSF

Shared Workstation

6 Weeks

7/6/2018

156 NSF

Lease Duration Interim Renewal Opportunity Zone Lease Expiration Sublease Duration

Office

1 1

120 NSF 36 NSF

1 1

120 NSF 36 NSF

1 1

120 NSF 36 NSF

Workstation

7 Weeks

4/20/2018

120 NSF

Office

120 NSF

Logistics & Operations

228 NSF

192 NSF

Office

1 2

120 NSF 36 NSF

1 3

120 NSF 108 NSF

1 3

1 2

120 NSF 72 NSF

Shared Workstation

Site ID

Address

10/1/2018 EXECUTE AMENDMENT OR NEW LEASE

Purchasing

252 NSF

6 Weeks

8/17/2018

Workstation

36 NSF

252 NSF

NC6065 13840 Ballantyne Corporate Place

340 NSF

230 NSF

4 weeks

6/8/2018

Office

1 2

120 NSF 110 NSF

1 2

120 NSF 220 NSF

1 2

1 1

120 NSF 110 NSF

Shared Office

NC6016 NC6010

2125 Union Road 900 Four Lakes Dr

21 26 41 46 57 68 69

SPD

300 NSF

Depends of Scope of Work 6 Weeks

7/6/2018

Office

1 1

120 NSF 36 NSF

1 5

120 NSF 180 NSF

1 5

120 NSF 180 NSF

Workstation

NC6100 2910 Whitehall Park Dr

Collaboration Spaces

1,490 NSF

2,580 NSF

NC0119

9300 Arrowpoint Blvd

Phone booth Huddle Room

2 4 5 8

60 NSF 110 NSF 150 NSF 240 NSF 420 NSF 540 NSF 540 NSF 110 NSF 160 NSF 120 NSF 140 NSF 60 NSF 180 NSF 120 NSF 250 NSF

0 0 1 2 1 1 0 0 1 0 1 2 1 1 2

0 NSF 0 NSF

2 2 1 2 1 1 1 1 1 1 1 2 1 1 0

120 NSF 220 NSF 150 NSF 480 NSF 420 NSF 540 NSF 540 NSF 110 NSF 160 NSF 120 NSF 140 NSF 120 NSF 180 NSF 120 NSF

NC6086 1001 Morehead Square Dr

Small Conference Room Medium Conference Room Large Conference Room

150 NSF 440 NSF 420 NSF 480 NSF

NC6009

3140 W Arrowood Rd

2026-06-30 Mixed Use 113,600

12 18 20

NC0146 8333 Forest Point Blvd RSF

2026-07-31

Office

61,151 Seat Capacity Annual Rent (USD)

Employee Lounge Multi-purpose training

Site ID

Address

City

State Business Unit

Expiration Date 2024-08-31 2026-06-30 2026-07-31 2024-03-31 2021-12-31 2025-07-31 2022-07-14 2022-12-31 2031-08-31 2027-09-30

Leased v. Owned

Total Headcount

Total Cost

10/1/2018 EXECUTE AMENDMENT OR NEW LEASE

0 NSF 0 NSF

Wellness Room

6 Weeks

8/17/2018

Research & Trends, Articles What are other companies doing?

Support Spaces

1,220 NSF

840 NSF

NC0119 NC6009 NC0146 NC6100 NC6065 NC6086 NC6016 NC6010 NC6111

9300 Arrowpoint Blvd 3140 W Arrowood Rd 8333 Forest Point Blvd 2910 Whitehall Park Dr

Charlotte NC Enterprise Charlotte NC Customer Ops Charlotte NC Customer Ops Charlotte NC Customer Ops

142,870 113,600 61,151 57,886 51,361 38,025 11,600 10,275 10,230 175,790

Leased Leased Leased Leased Leased Leased Leased Leased Leased Owned

759 984

835

$3,373,161 $1,329,490 $1,091,545 $1,018,215 $1,488,442 $1,072,043 $176,816 $141,692 $392,484 $8,647,981

$3,515,611 $1,336,602 $1,091,545 $1,039,512 $1,494,442 $1,125,072 $176,816 $144,460 $423,306 $8,647,981

IT Room

0 1 1 0 0 0 0

160 NSF

1,083

Equipment Room & Genius Bar

0 NSF

Client | Cushman & Wakefield

Page 5 of 989

Copy / Mail Room

140 NSF 120 NSF 180 NSF 120 NSF 500 NSF

Depends of Scope of Work

Copy / Print File Room Supply Room Restrooms TOTAL NSF

406 249 115

447 275 127

13840 Ballantyne Corporate Place

Charlotte NC Charlotte NC Gastonia NC Matthews NC

Marketing

0 NSF

43 staff

55 seats 5,780 NSF 43 staff

45 seats 6,152 NSF

1001 Morehead Square Dr

Media

7,225 USF 7,225 RSF

9,465 USF 11,263 RSF

TOTAL USF (20% - 35% circulation) TOTAL RSF (0 - 19% add on)

2125 Union Road 900 Four Lakes Dr

Field Ops Field Ops

731 E Trade St

Charlotte NC Enterprise Charlotte NC Corporate

Workplace strategy and space planning: How do we utilize our space better?

61037

8730 Green Ridge Drive

Client | Cushman & Wakefield

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Navigating Together Towards a Successful Outcome

DEDICATED TEAM

Navigating Together Towards a Successful Outcome SHIPPING

DEDICATED TEAM OF EXPERTS

SHIPPING

How WeWork Together

• Cushman & Wakefield’s integrated team of subject matter experts (Workplace Strategy, Project Management, Financial Analytics, etc.) work together to develop a real estate solution that aligns with the organization’s strategic objectives and business drivers • Project integrators collaborate with the collective team to establish a common vision of the organization’s business drivers and key measures of success and benchmark the same through a business case analysis that assists in the selection of the optimum real estate solution • C&W’s in-house workplace consultant assembles a programmatic strategy that quantifies the organization’s optimal real estate footprint, supporting current and future headcount demand, while preserving key cultural elements and values • Project management plays an instrumental role providing transparency into itemized construction costs and the project timeline— enabling the organization to value engineer and make a fully informed decision when evaluating capital outlay • Our best-in-class research platform is a strategic lever that enables C&W to seamlessly integrate data (demographic statistics, commute analysis, market intelligence, etc.) to deliver actionable market insights

Diego Rodinò Di Miglione Executive Director Role: RelationshipManager

Alan Kleber Vice Chair Role: Strategy development & Business Case Documentation

Eva Garza Sr. Managing Director Total Workplace Role: Strategic Planning & DefiningMSC’s Workplace Needs

Tyler Reynolds Managing Director Role: Market Intelligence & TransactionManager

Scott Quick Sr. Associate

Role: Financial Analysis & Business Intelligence

Ray Duran Project Management Director Role: Building Evaluation & Construction Budget Development

Eric Messer Research Manager Role: Market Analytic & Insight

Navigating Together Towards a Successful Outcome

UNMATCHED EXPERIENCE

Navigating Together Towards a Successful Outcome SHIPPING

UNMATCHED EXPERIENCE

WE OFFER SOLUTIONS FOR:

CUSHMAN & WAKEFIELD’S PORTS & INTERMODAL ADVISORY GROUP SPECIALIZES IN LOCATING, PROCURING, ANDMARKETINGOPTIMALPROPERTIES IN DEEP-WATER AND INLAND PORT MARKETS. We provide individually-tailored supply chain, financial, workforce, and infrastructure solutions for port users, property owners, and port owners/operators. Together with partner New Harbor Consultants, our professionals deploy their knowledge of ocean cargo and container movement trends to advise clients on real estate decisions relating to the intermodal transportation and storage of goods. PORTS & INTERMODAL ADVISORY GROUP

PORT USERS • Port gateway selection • Network optimization • Operational cost and service trade-off evaluations • Site identification and acquisition • Incentives negotiations

PROPERTY OWNERS • Port-related property marketing and landlord representation • User industry/company targeting • Highest and best use • Competitive location assessment

PORT OWNERS/OPERATORS • Business plan and strategy development • Marketing plan development • New facility feasibility • Operational improvement • Port services pricing

Navigating Together Towards a Successful Outcome

Thank You SHIPPING Navigating Together Towards a Successful Outcome

LET’S GET TO WORK!

WHAT’S NEXT

ALAN KLEBER, MCR Vice Chairman alan.kleber@cushwake.com +1 305 533 2885

EVA GARZA Sr. Managing Director Total Workplace eva.garza@cushwake.com +1 305 533 2866

MATTHEW CHEEZEM Vice Chairman matthew.cheezem@cushwake.com +1 786 792 5212

TYLER REYNOLDS Managing Director tyler.reynolds@cushwake.com +1 786 792 5211

MARISSA HUBER Director Total Workplace marissa.huber@cushwake.com +1 786 792 5202

CUSHMAN & WAKEFIELD OF FLORIDA, LLC 333 SE 2nd Avenue, Suite 3900 Miami, Florida 33131 cushwakesouthfl.com | @CushWakeSouthFL

©2022 Cushman & Wakefield. All rights reserved. The material in this presentation has been prepared solely for information purposes, and is strictly confidential. Any disclosure, use, copying or circulation of this presentation (or the information contained within it) is strictly prohibited, unless you have obtained Cushman & Wakefield’s prior written consent. The views expressed in this presentation are the views of the author and do not necessar ily reflect the views of Cushman & Wakefield. Neither this presentation nor any part of it shall form the basis of, or be relied upon in connection with any offer, or act as an inducement to enter into any contract or commitment whatsoever. NO REPRESENTATION OR WARRANTY IS GIVEN, EXPRESS OR IMPLIED, AS TO THE ACCURACY OF THE INFORMATION CONTAINED WITHIN THIS PRESENTATION, AND CUSHMAN & WAKEFIELD IS UNDER NO OBLIGATION TO SUBSEQUENTLY CORRECT IT IN THE EVENT OF ERRORS.

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