THG was commissioned by the Interlink Group to assist this Puerto Rico-based development firm to author a future story (a vision) for the company, along with an implementation strategy supported by a business plan to ensure that the firm would realize that vision. Working with the President and CEO, the son of the company’s founder, and the leaders of the company, THG delivered a document that met these objectives – “clearly distinguish Interlink by sharpening its competitive story, make the company’s activities more focused, have it become recognized as an innovator, get more out of its quality partnerships, and be more strategic especially in terms of new-business development.”

Positioned as a gateway to the Caribbean, a sister island of Cuba, and with strong cultural ties to the vibrant Hispanic culture of South Florida, Interlink is poised to benefit from the explosive growth that is occurring in the region – both as a developer and as a company with its own heavy construction expertise. In the conclusion to the future story, Federico Sanchez-Ortiz, the President and CEO of Interlink, summed it up this way:

“The two most frequently used words we hear our clients, associates and partners use to describe Interlink are ‘respected’ and ‘trusted’. Respected for our sense of design and our attention to detail, and trusted because we can be relied upon to do everything we commit to doing. They also know we are as focused on their success as we are on our own.”

First Avenue in downtown Seattle should have been the city's best neighborhood with the famous Pike Place Market as its primary draw. However, prior to the construction of Harbor Steps, it was riddled with gun shops, strip clubs and retailers with security bars on their windows. The visionary development of Harbor Steps was a catalyst for change in the entire area.

The Seattle Art Museum elected to develop across the street from the site, and faced their front door toward the development. The four-tower, mixed-use development is truly a village within a city and has its own small grocer, a child care center, restaurants, galleries, a yoga studio, fashion boutiques, a charming inn, and every amenity from a basketball court to a swimming pool, all of which can be utilized by its residents, commercial tenants and guests. But what is entirely unique about this development is the team's decision to build and continuously operate at their own expense, a public park down the center of the project, including three levels of fountains, areas for sitting and steps that reconnect downtown with the Seattle waterfront.

Located on the eastern slope of the Sierra Nevada Mountains in California, Mammoth Mountain is the third busiest ski resort in North America, with 1.6 million visitors annually. In the 1990's, Intrawest became involved in this popular year-round resort. Robert Holmes was integral in structuring Intrawest’s development agreement and acquisition. Through this partnership between the founding family of the resort and the world's largest destination resort company, Mammoth grew in popularity and profitability. In addition to arranging this partnership, Robert was a key team member in the development of the Mammoth Village plan and execution.

Today, the village with its signature clock tower, central plaza, numerous shops, restaurants, activities and visitor services has become the heart of the Town of Mammoth Lakes. Robert continues to consult to the Mammoth Mountain Ski Area (MMSA), the operator of the mountain itself. Most recently, THG was asked by MMSA to help the Town Of Mammoth Lakes author a new vision for this destination in the aftermath of 2007’s financial downturn – an event that, along with the effects of global warming, affects this high-altitude community to this day.

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THG was retained by the City of Bothell to put together a development strategy and market feasibility study for the suburban city's downtown, based on the community's Downtown Subarea Plan. Like many other communities, Bothell has experienced significant strip mall, plat housing and office park growth over the past 60 years.

This growth, while positive for the City, has also disconnected the community from its original downtown. When the City approached THG they had a sound vision but wanted to ensure that the details of their plan was consistent with the wants and needs of the market. THG partnered with the Concord Group to develop a market study and phasing plan for the vision, which was then vetted, and approved by the City Council in the fall of 2009. Bothell then moved forward with the phasing plan that included:

• Introducing the adaptive re-use of the Anderson School Building
• Generating an RFP for the City Hall mixed-use project
• The sale of two land parcels
• During this period, THG acted as an advisor to the city specifically on the City Hall project.

To see the remarkable outcome of Bothell’s renaissance see: http://www.seattlemag.com/article/9-seattle-neighborhoods-are-hot-right-now