When I joined ArtsWestchester, I was entrusted with the vital role of managing tenant relations within our building. The task was both exciting and daunting, involving the oversight of 34 tenant spaces leased to professional artists. These leases varied in duration, ranging from six months to two years, and my responsibility was to manage all these contracts. I quickly immersed myself in this vibrant community, meeting and establishing connections with the artists on a personal level. Despite not always being able to resolve every operational or building issue, my commitment to their concerns was evident.

One of the more challenging situations I faced involved a tenant who was over a year behind on rent. Negotiations were underway to help him repay his debt and transition to a smaller space. This tenant had been instrumental in transforming the ArtsWestchester building from a bank into an art gallery and had contributed significantly to our organization. He felt these contributions should weigh more heavily in his favor during negotiations, which added complexity to the discussions.

A proposal emerged from both my board of directors and myself to address this situation. The tenant, who was leasing an entire floor, would have his space reduced to about a third of its size. Additionally, his current rent of $17 per square foot would be adjusted to $24 per square foot to align more closely with the market average. However, for the arrears repayment, a creative solution was proposed: his rent would be calculated at $21 per square foot, with the additional $3 per square foot going towards clearing his debt. Once the arrears were settled, his rent would reduce to $21 per square foot. These figures were a product of careful calculation and negotiation, a process that taught me valuable lessons in strategic thinking.

Another significant responsibility I had was overseeing the build-out of various spaces, the most challenging being a shared coworking area. This experience underscored the importance of scrutinizing architectural plans and asserting control over project timelines. I learned that as a representative of my boss, I needed to channel her authority effectively and ensure that the narrative remained in our favor.

Routine tenant management also required addressing issues such as leaks, air conditioning, and heating problems promptly and efficiently. It was crucial to act swiftly and justly, ensuring that our rental business thrived while staying true to our mission and values. ArtsWestchester’s mission to further the arts in Westchester County provided a clear guideline for tenant proposals and inquiries, allowing me to make decisions that aligned with our overarching goals.

Throughout my tenure, I increased revenue for the building by recognizing that we were charging below market rates for rental spaces. Although part of our mission was to subsidize rent to support artists, it became clear that we could still fulfill this mission while adjusting prices closer to the market average. Strategic rent increases for new, business-oriented tenants and improved turnover times for vacated spaces contributed to this financial growth. Additionally, cost-saving measures, such as negotiating better contracts for maintenance and services, further enhanced our financial standing.

Ultimately, tenant management at ArtsWestchester was about balancing relationships and ensuring mutual respect. While some tenants attempted to take advantage of our organization, it was crucial to recognize and address these situations. Difficult conversations were necessary to maintain the integrity and sustainability of ArtsWestchester’s mission.

Reflecting on my experience, I am grateful for the challenges and growth opportunities it provided. Tenant management is a complex field requiring a delicate balance between empathy and business acumen. At ArtsWestchester, I strived to uphold our mission while fostering a thriving artistic community, and I am proud of what we accomplished together.