Page 10
— Property Management Quarterly — November 2015
by Michelle Z. Askeland
One phrase was repeated at the
end of three separate vendor-proper-
ty manager meetings on Friday, Oct.
16 – “Well, that was easy.” That day,
Eric Weisenstein, a property man-
ager with Transwestern, and general
manager at 1999 Broadway and 1125
Seventeenth
Street, let Prop-
erty Manage-
ment Quarterly
shadow him.
Whether it
was discuss-
ing furniture
for the new
management
office’s collabo-
rating space,
the timeline for construction details
of said office, or plans for new valet
features, Weisenstein knows how to
work well with his peers. “Every rela-
tionship, whether it’s with vendor,
tenant or staff, should be treated as
a partnership,” he said.
And while the meetings went
smoothly and Weisenstein appeared
decisive and efficient, a closer look
reveals that he spends a great deal
of time preparing for each meeting
and every decision.
“I thought it might be easier man-
aging an office building downtown,
but I was so wrong,” he said with
a laugh. “You have to always be on
your game.”
This dedication to always know
what’s going on contributes to many
of Weisenstein career successes and
his current positions as a chairman
with the Denver 2030 District and a
board member with Denver Metro
BOMA. It also helped him land his
current position, which requires
him to split his day between the two
properties.
A native Coloradan, Weisenstein
spent most of his childhood and
young adulthood in Salt Lake City,
where he fell into property manage-
ment from a hospitality background.
Both professions taught him to
smile through anything, he said.
“We’re not in a prideful industry,” he
said. “Sometimes you have to know
when to just suck it up.”
After a brief time managing
residential, he moved into the com-
mercial real estate realm. He took
an Aurora community manager
position when he moved home, but
within months was transferred to
an office building complex by the
same company. In 2006, the property
sold and he began working for Tran-
swestern, which was named the new
management firm. Within a year, he
was promoted to general manager.
But he desired to work downtown
and always had his eye on 1999
Broadway. So when the opportunity
arose, he jumped on it.
“I’ve always thought it was the
coolest building downtown,” he
said. “People think the Cash Register
building is, but I disagree. I love the
architecture and story of this build-
ing. I wanted to manage the tallest
and the prettiest building.”
The iconic 680,276-square-foot
building, bounded by Welton Street,
19th Street, California Street and
Broadway, was designed in a unique
triangle shape to wrap around the
Holy Ghost Catholic Church at its
base. The church originally owned
the land, and in 1983 put everything
up for sale.
The plot was purchased with plans
to build an underground parking
structure as well as an office high-
rise while leaving the church intact.
When construction began, the foun-
dation of the church wouldn’t allow
for the parking structure, so the
owner purchased land a block away
to build the parking garage.
The owner sold the church and
a small ring of land designated by
small tiles surrounding the church
back to the original owner for $1.
Now celebrating its 75th anniver-
sary, the church and 1999 partner
often. For example, the church feeds
the homeless lunch every day at
11:30. Weisenstein helped determine
where the line was situated – in
front of the church, rather than in
front of the building – and provides
a couple of security staff.
Weisenstein also partners with
the Denver Fire Department. Each
day firefighters run the 43 flights
of stairs and occasionally conduct
weekend drills. “It’s important to
have community relationships,” he
said, “and having them in the build-
ing gives us a heightened aware-
ness.”
Security is an important part
of the management team at 1999
Broadway. The director of security,
Daniel Leewaye, offices with the
management staff. One reason for
this heightened security is due to
the building’s largest tenant, the
U.S. Internal Revenue Service, which
occupies nine floors, including one
floor that’s open to the public.
As a result, the building averages
about 500 visitors a day, Weisenstein
said. The IRS presence also means
that Weisenstein and his staff meet
with the Department of Homeland
Security annually, as well as hold
regularly scheduled meeting with
local authorities.
Managing two buildings with dif-
ferent owners creates different chal-
lenges and opportunities. Franklin
Street Properties owns 1999 Broad-
way, and 1125 Seventeenth Street,
also recognized as the Chase Bank
building, is owned by a partnership
among Broadreach, Pearlmark Real
Estate and Equity West. One focuses
on aggressively repositioning and
moving quickly on value-add proj-
ects, which means Weisenstein is
almost always working on construc-
tion projects – he has 20 ongoing
projects. The other is more methodi-
cal, working at a slower, more long-
term pace, he said.
One of the first construction proj-
ects under FSP at 1999 Broadway is
a new management office. “I think
it’s fun doing construction projects
because you get to be creative,” he
said. “Usually it’s for the tenants, so
it’s fun to do our own space.”
The new office will embrace a
hospitality feel and encourage co-
working in addition to housing the
staff. Features will include two con-
ference rooms that any tenant can
request and an open working area.
The building is also completing a
co-working space on the 32nd floor.
“We’re trying to make an environ-
ment that works for every type of
worker and encourages collaboration
and interaction,” he said.
Pleasing all tenants and visitors
is Weisenstein’s No. 1 goal. “I want
it to be an enjoyable visit from the
moment you pull up to the valet or
park in the garage,” he said. “It’s all
about service first.”
This means that the valet staff
is equipped with umbrellas and
heaters. A shuttle runs between
the parking lot and building and
Profile
The 43-floor 1999 Broadway high-rise office wraps around Holy Ghost Catholic Church.
1125 Seventeenth Street is undergoing aggressive repositioning.
Eric Weisenstein
