“Obviously, we think we still have growth as leases expire or we bring in new tenants.”

In context

“ise centers. We’re still undergoing significant re-merchandising across the portfolio, because we’re seeing better retailers. When I say retailers, it could be restaurants, et cetera. I’m using that as a generic term. We’re seeing a lot more interesting and better retailers that are interested in our portfolio. So we need to take advantage of that and that’s the focus. So obviously, supply and demand. I mean, construction costs are up 60% from pre-pandemic numbers. I mean, a pretty staggering number. We’re basically one of the few that can build and overcome that. So there is no real new supply and that does put us in a positive light. But our job is to make the properties better and not just focus on the highest rent per square foot we can get. So, with that, we have a balanced approach. Obviously, we think we still have growth as leases expire or we bring in new tenants. But I don’t -- I really don’t like the term pricing power. I really don’t like the focus on that. Just how do you continue to make the portfolio better is really the number one focus for our team. We just literally had a three-day marathon session. We go property-by-property with our leasing folks. We did the Malls this week. We’ll do the Outlets and Mills next week. And if you participated in it, I think I offered somebody one time down the road to who was it? Alex, probably? Yeah, Alex is the only guy that would want to sit through it. But if you sat through it, the primary focus is how do we make the property better? We still have work to do there. But I think at the end of the day, when you do that, you’ll get the property growth that we’re all looking for. So I would characterize it”