in suburban strip malls, and projects that are relatively lower risk. There are plenty of those projects out there and there’s nothing wrong with them – but what we try to deliver is something different.” All that said, Beljan’s projects do provide value and generate revenue. Chris credits that commercial success to the buyin of their whole team, both internally and externally: “That includes our architects, our contractors, all the designers, our leasing agents – you name it,” he explains. “A good project doesn’t stop and start with a couple people in our board room. It really starts with collaboration. It starts with getting everyone on the team to buy in to the vision.” Again, Chris says, Beljan tends to work with people and companies who have the same motivations and goals. “Our partners share our vision,” he says. “They also want to improve the city.” Even the company’s tenants tend to buy in, Chris says. That buy-in enables Beljan to charge the rates they need to make their projects viable, even if they are a little higher than comparably-scaled projects. “We have tenants who understand that what we offer is not just a space for leasing. We’re offering them the chance to be a part of something that’s contributing to the identity and culture of the neighborhood, of the block, of the city. That’s what we’re able to do. That’s our brand.” BEL JAN
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