{"id":1004806619,"date":"2026-07-29T11:57:57","date_gmt":"2026-07-29T19:57:57","guid":{"rendered":"https:\/\/www.commercialsearch.com\/news\/?p=1004806619"},"modified":"2026-07-29T13:40:16","modified_gmt":"2026-07-29T21:40:16","slug":"how-jamestown-made-place-a-business-strategy","status":"publish","type":"post","link":"https:\/\/www.commercialsearch.com\/news\/how-jamestown-made-place-a-business-strategy\/","title":{"rendered":"How Jamestown Made Place a Business Strategy"},"content":{"rendered":"\n
\"Chelsea\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Local retailers are central to Jamestown\u2019s placemaking strategy, helping create destinations that serve residents before attracting visitors.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure>\n\n\n\n

Some companies invest in buildings. Jamestown says it invests in places and communities and brings them to life. What began as an investment company with a focus on power centers and grocery-anchored retail in the Sun Belt has evolved over the last four decades into a national mixed-use operator and developer.<\/p>\n\n\n\n

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READ THE MAGAZINE<\/strong><\/a><\/div>\n<\/div>\n\n\n\n
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Whether preserving historic buildings or developing new multipurpose districts, Jamestown\u2019s philosophy is rooted in creating places that people embrace. Company leaders attribute that success to a willingness to respond to changing markets while recognizing the value in overlooked properties, local identities and authentic placemaking.<\/p>\n\n\n\n

An unfolding vision<\/h2>\n\n\n
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\"Matt\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Jamestown CEO Matt Bronfman has been with the company nearly 30 years, working his way up from general counsel to CEO.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure><\/div>\n\n\n

Founded in 1983, Jamestown today is a global real estate investment and management firm with $14.3 billion in assets under management. Principal & CEO Matt Bronfman has played a role in much of the company\u2019s growth story, having joined the company nearly 30 years ago as general counsel. He became CEO in 2012.<\/p>\n\n\n\n

Bronfman described Jamestown\u2019s history as a series of turning points. A defining moment for the company was Chelsea Market in New York, he shared. Jamestown was initially part of the project as an investor but quickly realized the company had a distinct vision for how the property should take shape\u2014a vision that couldn\u2019t be carried out by a third-party operator.<\/p>\n\n\n\n

The Great Recession accelerated that shift from investor to operator and ultimately to a vertically integrated firm. Bronfman explained that several of Jamestown\u2019s operating partners struggled during the downturn, forcing the company to step in and operate projects itself. What began as a necessity ultimately became one of the firm\u2019s strengths. Because the company was well capitalized, it was also able to expand while many competitors were pulling back.<\/p>\n\n\n\n

\"Chelsea\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Chelsea Market became one of the defining projects in the company\u2019s history and continues to shape its approach to mixed-use development.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure>\n\n\n\n

\u201cWe were actually hiring during the Great Recession because we were taking over all these assets that we had to operate, and we were buying more assets because we were fortunate to have capital,\u201d Bronfman said. \u201cSo, really, in many ways, the Great Recession was an opportunity for us.\u201d<\/p>\n\n\n\n

The shift from investor to operator is at the core of how Jamestown approaches projects today, with a focus on community connection and integration.<\/p>\n\n\n\n

Designing for community<\/h2>\n\n\n
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\"Michael\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Jamestown President Michael Phillips believes preserving authenticity and embracing imperfection are central to the firm\u2019s design philosophy.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure><\/div>\n\n\n

Whether it\u2019s reimagining a historic landmark or pursuing a new mixed-use destination from the ground up, the company approaches each project with the same objective: creating places that become part of the surrounding neighborhood. Rather than designing for the broadest possible audience, the firm prioritizes the people who live and work nearby, believing that successful places are built from the inside out.<\/p>\n\n\n\n

Before joining Jamestown, President Michael Phillips<\/a> worked as both a retailer and manufacturer, experiences he credits with shaping the way he thinks about the built environment and how people interact with places. Today, that perspective influences Jamestown\u2019s design-driven approach<\/a> to placemaking.<\/p>\n\n\n\n

\u201cIf you create a great local place, the locals will stay committed and the tourists will come,\u201d Phillips commented. \u201cIf you create a tourist place, the locals won\u2019t come, but the tourists will, and you\u2019ll end up with a less dimensional experience.\u201d<\/p>\n\n\n\n

\"Ponce\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Jamestown transformed Atlanta\u2019s former Sears, Roebuck & Co. building (above) into Ponce City Market, one of the firm\u2019s signature mixed-use destinations. Rather than working around the Atlanta Beltline (top right), Jamestown used it to help shape visitor experience.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure>\n\n\n\n

That approach influences everything from design to tenant curation. While Jamestown\u2019s roots include grocery-anchored retail centers with national tenants, Bronfman said the company has shifted toward a more balanced mix of national brands, local businesses and neighborhood-oriented programming.
Local tenants may not always command the highest rents, but for Jamestown they help establish the identity of a project and strengthen its connection to the surrounding neighborhood, creating greater long-term value.<\/p>\n\n\n\n

\u201cHaving a bookstore at a prime corner at Ponce City Market doesn\u2019t (generate) the highest rent, but it\u2019s part of what we need to be that community center,\u201d Bronfman shared.<\/p>\n\n\n\n

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They helped us dial up the project to a level we couldn\u2019t have reached on our own.<\/p>\n\u2014Gordon Grubb, President, Grubb Ventures<\/cite><\/blockquote>\n\n\n\n

That philosophy extends beyond the company\u2019s broader investment strategy.<\/p>\n\n\n\n

\u201cOne of the ways I\u2019ve always tried to look at real estate is: Where do we think we can grow income?\u201d By creating something that\u2019s more a part of the community and is embraced by the people who live there, he detailed.<\/p>\n\n\n\n

\"Ponce\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Rather than working around the Atlanta Beltline, Jamestown used it to help shape visitor experience.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure>\n\n\n\n

At Raleigh Iron Works<\/a>, an adaptive reuse project in Raleigh, N.C., Jamestown partnered with Grubb Ventures on the development. The collaboration was successful because each company brought different strengths.<\/p>\n\n\n\n

\u201cWe\u2019re pretty good storytellers, but they\u2019re great storytellers,\u201d said Gordon Grubb, president of Grubb Ventures. \u201cWe each brought something to the table.\u201d<\/p>\n\n\n\n

He said his firm contributed its local relationships and understanding of the Raleigh market, while Jamestown elevated the project\u2019s placemaking, storytelling and tenant curation. The resulting development has since received numerous industry awards.<\/p>\n\n\n\n

Reinventing imperfect places<\/h2>\n\n\n\n

While Jamestown\u2019s guiding principle begins with the community, the firm\u2019s design approach starts with the buildings themselves. Whether it\u2019s a faded mural, an aging industrial building or a historic district ready for a second life, the company looks for ways to preserve the character of existing places rather than replace it.<\/p>\n\n\n\n

\"RIW-Overview\"\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
Working alongside Grubb Ventures, Jamestown helped transform Raleigh Iron Works into a mixed-use destination.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure>\n\n\n\n

That approach has shaped some of the company\u2019s best-known adaptive reuse projects, such as Chelsea Market and Ghirardelli Square<\/a> in San Francisco.<\/p>\n\n\n\n

\u201cWe as humans are fundamentally far more comfortable in an imperfect place and imperfect space than we are in perfection,\u201d Phillips observed.<\/p>\n\n\n\n

He pointed to Ponce City Market in Atlanta as an example of how Jamestown embraces a property\u2019s existing conditions rather than reworking them. While adding three new buildings to the development, the site\u2019s proximity to the Atlanta Beltline and its limited footprint required the team to rethink how visitors would enter the building and interact with the retail spaces.<\/p>\n\n\n\n

Rather than viewing those constraints as obstacles, Phillips said they became opportunities for more creative design. \u201cThe site limitations forced us to be more creative.\u201d<\/p>\n\n\n\n

Grubb thought back to his own experience with Ponce City, recalling that the partnership was one of the driving forces for the two firms to work together again in the future. He shared that Bronfman took him on a tour of the development, and he appreciated the way the company integrated the Beltline into the experience. That stayed with Grubb, and when Raleigh Iron Works presented an opportunity for collaboration, the firms partnered.<\/p>\n\n\n\n

According to Bronfman, the company\u2019s approach goes beyond adaptive reuse and isn\u2019t tied to a particular property type or strategy. Instead, it looks to see where the opportunities lie to create long-term value.<\/p>\n\n\n\n

\u201cIt\u2019s less about do we want to do adaptive reuse or new build and more of\u2014where do we think there\u2019s opportunity to make this asset better, to make it more appreciated in the neighborhood, to make it more of a community center type of place people want to visit,\u201d he shared.<\/p>\n\n\n\n

The next chapter<\/h2>\n\n\n\n

While Jamestown\u2019s framework has remained consistent, the company believes the next generation of mixed-use projects will continue to adapt. \u201cWe have to always innovate and always shift,\u201d Phillips commented.<\/p>\n\n\n\n

\"RIW-Courtyard\"\n\t\t\t\n\t\t\t\t\n\t\t\t<\/svg>\n\t\t<\/button>
According to Gordon Grubb, Jamestown helped \u201cdial up\u201d Raleigh Iron Works through placemaking, tenant curation and storytelling, helping elevate the project beyond what either company could have achieved alone.
Photo courtesy of Jamestown<\/em><\/figcaption><\/figure>\n\n\n\n

He believes the next generation of these developments must offer more than traditional retail to adjust to changing consumer expectations<\/a>. Phillips points to a future centered on experience, describing the current moment as \u201cWorkplace 4.0<\/a>,\u201d where people increasingly seek highly amenitized, experience-driven environments.<\/p>\n\n\n\n

Bronfman said adaptability has been central to Jamestown\u2019s success. Rather than focusing solely on one aspect of a district, he said, the company is looking toward destinations built around experiences that encourage people to gather.<\/p>\n\n\n\n

\u201cWhat brings people to places?\u201d Bronfman asked. For him, the answer is experiences that cannot be replicated at home. He pointed to sports-anchored mixed-use districts, design districts and immersive destinations as the next generation of placemaking\u2014projects that give people a reason to visit somewhere.<\/p>\n\n\n\n

The strategy also comes at a time when sports-anchored development is receiving increased attention, following the 2026 FIFA World Cup<\/a> and ahead of the 2028 Summer Olympics in Los Angeles.<\/p>\n\n\n\n

Jamestown is using its strategy to continue to expand beyond the U.S. In this next phase of expansion and placemaking, the company is building a presence in Europe, focused on design, fashion and sustainable districts. That international expansion builds on the same philosophy of curating places that promote positive experiences people want to be a part of.<\/p>\n\n\n\n

\u201c(We need) to continue to meet people where they are and to continue to create places that surprise and delight and nourish people,\u201d Phillips said.<\/p>\n\n\n\n

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Read the August 2026 issue of CPE.<\/a><\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Inside the company’s knack for creating memorable mixed-used districts.<\/p>\n","protected":false},"author":3749,"featured_media":1004806635,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[21782,1521],"tags":[],"class_list":["post-1004806619","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-development","category-digital"],"acf":[],"yoast_head":"\nHow Jamestown Made Place a Business Strategy - Commercial Property Executive<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.commercialsearch.com\/news\/how-jamestown-made-place-a-business-strategy\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How Jamestown Made Place a Business Strategy\" \/>\n<meta property=\"og:description\" content=\"Inside the company's knack for creating memorable mixed-used districts.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.commercialsearch.com\/news\/how-jamestown-made-place-a-business-strategy\/\" \/>\n<meta property=\"og:site_name\" content=\"Commercial Property Executive\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/CPExecutive\" \/>\n<meta property=\"article:published_time\" content=\"2026-07-29T19:57:57+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-07-29T21:40:16+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.commercialsearch.com\/news\/wp-content\/uploads\/sites\/46\/2026\/07\/Chelsea-Local-at-Chelsea-Market.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"900\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Mikayla Sciortino\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@cpexecutive\" \/>\n<meta name=\"twitter:site\" content=\"@cpexecutive\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/how-jamestown-made-place-a-business-strategy\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/how-jamestown-made-place-a-business-strategy\\\/\"},\"author\":{\"name\":\"Mikayla Sciortino\",\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/#\\\/schema\\\/person\\\/f119cdcafd70d8f34fc5aa340ed5382b\"},\"headline\":\"How Jamestown Made Place a Business Strategy\",\"datePublished\":\"2026-07-29T19:57:57+00:00\",\"dateModified\":\"2026-07-29T21:40:16+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/how-jamestown-made-place-a-business-strategy\\\/\"},\"wordCount\":1617,\"image\":{\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/how-jamestown-made-place-a-business-strategy\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/wp-content\\\/uploads\\\/sites\\\/46\\\/2026\\\/07\\\/Chelsea-Local-at-Chelsea-Market.jpg\",\"articleSection\":[\"Development\",\"Digital Edition\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/how-jamestown-made-place-a-business-strategy\\\/\",\"url\":\"https:\\\/\\\/www.commercialsearch.com\\\/news\\\/how-jamestown-made-place-a-business-strategy\\\/\",\"name\":\"How Jamestown Made Place a Business Strategy - 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