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Buzzworthy: SFV Apartments Sell for $15M

Newcastle Towers in Encino. (Photo c/o Matthews Real Estate Investment Services)

Newcastle Towers, a 66-unit apartment complex in Encino, sold for $14.8 million.

It represents the largest multifamily sale to take place in the San Fernando Valley this year, in terms of sales price as of March, according to CoStar Group Inc.

Spanning 71,800 square feet at 5415 Newcastle Ave., Newcastle Towers is a multi-courtyard property built in 1964. It features 66 market-rate apartment units and boasts a communal pool.

“We implemented a comprehensive and strategic marketing campaign that showcased the property to a wide range of qualified buyers, conducting countless property tours which resulted in multiple offers and driving a competitive environment,” Daniel Withers, a senior vice president at Nashville-based commercial real estate brokerage firm Matthews Real Estate Investment Services, said in a statement. “Our ability to source high-quality buyers through both our network and external channels contributed to the success of the sale.”

Withers, who works out of Matthews’ Encino office, along with Jeff Louks, executive managing director of investments at Calabasas-based brokerage Marcus & Millichap, advised seller Encino Newcastle Property in the disposition of the complex. The seller was “aiming to streamline their portfolio,” according to a release. The buyer was a private investor.

Brynn Shaffer

 

Gym Focuses on Bungee

Air Fit Bungee seeks to strike a chord with the Burbank community – a bungee cord, that is.

Inspired by the bungee fitness movement which began in Thailand in 2016, Cassandra Bellantoni founded Air Fit Bungee, which had its grand opening in February, to provide a high calorie burning workout aimed at making everyone feel like a kid.

Bellantoni said she gravitates toward the bungee exercise concept because of its versatility in attracting people of all ages which aligns well with Burbank’s culture.

“I just thought to myself, ‘This is what Burbank needs. This is what I need,’” Bellantoni said.

A bungee fitness class. (Photo c/o Air Fit Bungee)

A hub for families and entertainment, Burbank brings in a solid mix of parents, children and grandparents, as well folks working in the major studios, who Bellantoni said love to bungee on their lunch breaks or after a shift.

Open seven days a week, Air Fit Bungee offers classes for a variety of skill levels and catered to specific age groups, including classes for children over 50 pounds. Currently, pricing sits around $25 per class, though the studio offers discounts for packages and for classes at more unpopular times such as midweek mornings and afternoons.

Because bungee fitness is low-impact and easy on the joints and ankles, it also attracts an older crowd as they can work on their cardio with lower risk of injury. This is why Bellantoni is launching a “healthy for life” class geared toward people over 55.

“I’m 65 so I never did a burpee in my life until I got in a bungee,” Bellantoni said with a smile. “But now I can do burpees and so many other things that I could never do outside of a bungee. That’s why I wanted to offer classes to older people too… to show them that anybody can get in the bungee.”

In addition to cardio-centric work, the studio also offers aerial yoga and will soon be launching Pilates with FitSprings to alleviate some of the pressure the body endures during traditional Pilates.

Getting to watch the community connect over the quirky exercise routine has been rewarding for Bellantoni who says she has been pleasantly surprised to see how many men enjoy the classes too.

“It’s very fun, and men love it too,” she said. “I’ve been shocked at how many men come in … and they tell me, ‘This is better than being on my Peloton and I’m burning more calories and having more fun.”

Kennedy Zak

 

BrainStim Centers Opens in Lancaster

Valencia-based BrainStim Centers Inc., which applies a cranial stimulation device to treat patients with mental disorders, has opened a new treatment facility next to Antelope Valley Medical Center in Lancaster.

BrainStim Centers was founded in 2000 by neurosurgeon Mark Liker to bring to market technology he developed that combines cranial stimulation with neurosurgery techniques. The technology consists of targeted and low-intensity magnetic pulses to stimulate underactive areas of the brain and help establish new neural pathways.

BrainStim CEO Mark Liker

BrainStim’s technology is aimed at patients suffering from a wide range of brain disorders, including autism, traumatic brain injury, post-traumatic stress disorder, attention deficit hyperactivity disorder and an array of anxiety and substance abuse disorders.

This is company’s fourth treatment center; besides Valencia, it has offices in Calabasas and Cancun, Mexico.

According to the opening announcement, the location in Lancaster – next to Antelope Valley Medical Center – was chosen because of its proximity to Edwards Air Force Base.

“Many service members are reluctant to seek traditional mental health treatment due to concerns about medication side effects and the potential impact on their careers,” the announcement said

BrainStim signed a three-year lease for 1,800 square feet of space in a two-story building at 44151 15th St. West in Lancaster. Financial terms have not been disclosed.

Besides providing the cranial stimulation treatments, Liker said the Lancaster center will conduct clinical trials to lay the groundwork for future United States Food and Drug Administration approvals for broader applications of the technology.

Howard Fine

 

Glendale Office Tower Sells

A large office tower in Glendale traded hands earlier this year for an undisclosed sum.

The property, at 505 N. Brand Blvd., is 329,431 square feet. A partnership between Landrock LP and Pendulum Property Partners purchased the property, which recently underwent at $14 million renovation.

Newmark’s Kevin Shannon, Ken White, Rob Hannan, Michael Moll, Laura Stumm, Kevin Donner, Ben Lushing and Alex Beaton represented the undisclosed seller in the transaction. Newmark’s Jonathan Firestone, Blake Thompson and Henry Cassiday led financing for the property.

“Pendulum and Landrock’s acquisition represents a broader trend of institutional operators and capital re-entering the office sector for best-in-class product,” Shannon said in a statement. “There is more conviction that 2025 office product will be a good vintage, similar to 2009.”

505 N. Brand Blvd. in Glendale.

The property is leased to 19 tenants with a weighted average remaining lease term of 4.2 years.

“Our partnership was drawn to the dynamic tenant base, safety and amenities in the Glendale market, and we believe that differentiated product at favorable pricing will continue to outperform the broader submarket,” Dan Wagman, a partner at Pendulum Property Partners, said.

— Hannah Welk

 

Zest AI Launches New Product

Zest AI, a fintech company based in Burbank that leverages artificial intelligence for credit unions, banks and specialty lending firms, announced a new product offering in late February aimed at credit unions.

The new offering, LuLu Pulse, uses generative artificial intelligence and data analytics to give credit unions more insight on the long-term risks of lending in certain environments. Companies can go through forecasted economic data, understand credit risk management and streamline lending operations.

Zest AI CEO Mike de Vere

The platform is customized to tailor to the specific business sector the bank is looking into – industries that rely on niche economic prospectives, like the health of the housing market vs. shipping consumer goods, won’t be able to rely on general data.

“In an environment where 73% of lenders lack effective analytics capabilities, LuLu Pulse emerges as a first-of-its-kind solution that offers financial institutions a streamlined path to deep, customized insights that help them thrive in an increasingly competitive and AI-driven future,” Mike de Vere, chief executive at Zest AI, said in a statement. “We’ve eliminated the technical barriers – decision makers now have the intelligence they didn’t have before to surface impactful insights to improve their lending operations and decisions.”

Keerthi Vedantam

AVMC Looks To The Future

Antelope Valley Medical Center is helmed by CEO Edward Mirzabegian. (Photo by David Sprague)

In an era when many hospitals are closing or cutting services, Antelope Valley Medical Center in Lancaster is in full expansion mode.

The largest hospital in the Antelope Valley, with 420 licensed beds, has continually been adding offerings to serve the region’s growing population, even as it nears a financing package for a $1.1 billion replacement hospital that could break ground before the end of this year.

In recent months, Antelope Valley Medical Center has added 40 new treatment bays to its emergency room, opened an infusion center and an outpatient physical therapy center and launched a robotic surgery procedure to remove lung nodules.

In the works and set to open or launch during this year are an outpatient pharmacy, a pediatric intensive care unit, and a kidney and pancreas transplant program.

“All these programs and facilities that we have mentioned are for the community,” says Edward Mirzabegian, chief executive of Antelope Valley Medical Center. “It’s helping the community to get the care here and not have to drive outside the area to get help. They don’t have to travel long distances to get basic care.”

And those distances can be long indeed. When the pediatric intensive care unit opens, young patients will no longer have to be transported 70 miles to Children’s Hospital Los Angeles in East Hollywood or to UCLA Ronald Reagan Hospital in Westwood. Currently, the closest hospital-run physical therapy outpatient center is more than 40 miles away in the San Fernando Valley.

Mirzabegian notes that many Antelope Valley patients have had to make these long journeys repeatedly: a physical therapy program could require multiple visits per week for several months.

For emergency patients, such long trips can be life-threatening. Before the 7,200-square-foot emergency room expansion last fall that added 40 treatment bays, the hospital was recording around 120,000 emergency room visits per year, making it one of the busiest in the state, according to Adam Blackstone, spokesman for the Hospital Association of Southern California, an industry advocacy group.

An Antelope Valley Medical Center CT scanner. (Photo by David Sprague)

Mirzabegian adds that the hospital’s trauma center is the fourth busiest in Los Angeles County.

The emergency department expansion should reduce the need for patients to be diverted to other hospitals in the Santa Clarita or San Fernando valleys, both Blackstone and Mirzabegian say.

Improving financial condition
Many of these added programs and services have been in the works for years, but with the pandemic keeping people away from hospitals and stressing hospital finances, they are only coming to fruition now. Mirzabegian says over the last couple of years, elective surgeries have bounced back from abnormally low levels during the pandemic, providing much-needed revenue.

For the fiscal year that ended June 30, the hospital reported net patient revenue of $469 million, up from $440 million for the previous fiscal year.

“We did finish very well over the last couple years,” Mirzabegian says. “Our financial situation has definitely improved.”

Replacement hospital building: Long and winding road
Antelope Valley Medical Center opened 70 years ago as Antelope Valley Hospital and most of the hospital facilities date from that era. Planning for a replacement building began more than a decade ago, spurred in part by a state mandate that by 2030, all hospital inpatient buildings be able to keep functioning during and after a major earthquake. Also, the existing building simply wasn’t designed to handle the current patient volumes.

Three times – in 2018, 2020 and 2022 – the Antelope Valley Healthcare District Board of Directors put bond measures to fund the replacement hospital before Antelope Valley voters, and each time, the measures failed to garner the 62% vote margin to pass.

“It’s quite clear that not enough of the population approves,” Mirzabegian says.

The unfavorable vote outcomes also dissuaded the hospital and district from pursuing a capital campaign.

Instead, the hospital and district are now pursuing a public-private-partnership financing package. According to Mirzabegian, as of mid-March, negotiations over the loan deal were in the final stages. He has not specified the amount of the loan or details on the other parties involved.

AVMC is planning a replacement building which will have increased capacity and more single-patient rooms.

If and when the loan deal goes through, he says the 411,000-square-foot, five-story replacement hospital could break ground before the end of the year next to the existing three-story, 355,000-square-foot hospital, which would be demolished. The current timetable calls for the new facility to open in 2029.

Mirzabegian says the space on which the existing hospital now sits will be turned into mixed-use housing and a hotel as part of the Lancaster Health District Master Plan.

According to the hospital’s latest annual report, the replacement hospital will have somewhat increased capacity, but perhaps the biggest difference will be a greater number of single-patient rooms to prioritize patient privacy. It will also feature modernized infrastructure and the latest in medical technology, which the annual report says will be crucial in recruiting highly skilled physicians.

Blackstone, of the Hospital Association of Southern California, says the replacement hospital will have a transformative effect on the entire Antelope Valley region.

“It represents an investment in infrastructure, enhancing capacity, modernizing facilities and reinforcing emergency and specialty care access for the community,” he says.

Funding challenges ahead
While Antelope Valley Medical Center may now be on sounder financial footing, Mirzabegian says he’s keeping an eye on developments at the federal level that could once again threaten the hospital’s fiscal stability.

The administration of President Donald Trump and the Republican-led Congress have proposed deep cuts to funding for Medicaid, the health care program for low-income Americans that is administered by individual states. A budget blueprint passed by the House in February calls for nearly $900 billion in Medicaid program cuts. But there has been fierce pushback from health care advocates and even residents in Republican districts, so it’s far from certain that the final budget package will include that level of cuts.

Nearly 40% of Antelope Valley Medical Center patients are on Medi-Cal, the state’s Medicaid program, not surprising given the medical center’s status as a safety-net hospital that must provide care for all who seek it, regardless of ability to pay.

Mirzabegian notes that whatever Medicaid funding cuts are ultimately enacted, they won’t hit all at once.

“The cuts would hurt every hospital, but it would happen over 10 years,” he says.

Furthermore, he adds, he and administrators of other hospitals are pushing for more state-level funding for safety-net hospitals. This would supplement an existing state-mandated program that requires non-safety-net hospitals to pay into a fund to support safety-net hospitals. Advocates say that fund is insufficient to handle a further round of massive federal cuts to Medicaid.

Whether through that fund or some other means, Mirzabegian says, “We remain confident that California will step up and cover much of the funding cuts.”

Radford Revival

Zach Sokoloff is a senior vice president at Hackman Capital Partners. (Photo by Rich Schmitt)

At just a few years shy of 100, Radford Studio Center in Studio City is one of the oldest studios in Los Angeles.

The 22-stage campus has been home to hundreds of productions – including major sitcoms such as “Seinfeld,” “The Mary Tyler Moore Show” and “That ’70s Show” – but, with its tenure, comes a series of aging complications, too.

“(Many of) the stages were built before the Great Depression,” Zach Sokoloff, a senior vice president at Culver City-based real estate developer Hackman Capital Partners, the studio’s owner, and asset manager of the property, says. “That legacy seeps into every inch of the studio, and you can feel it – you feel the celebrities, the personalities who have called this lot home for some period of time, but you also walk around it, and you realize that it needs a little bit of TLC.”

Hackman, in partnership with San Antonio- and New York-based Affinius Capital, purchased the storied campus formerly known as CBS Studio Center for a whopping $1.85 billion from Paramount Global in 2021. Following the sale, Hackman and its affiliate Manhattan Beach-based studio management firm The MBS Group rebranded the studio to be Radford and announced a $1 billion redevelopment plan to modernize and expand its amenities – an effort it says is necessary to bring the studio into its next century of life.

“The studio grew episodically over the course of its history, kind of expanding in concentric circles,” Sokoloff says, referring to both the various eras of filming, as well as ownership changes, that pushed Radford’s growth in reactive directions over the years. “I think what we’re able to do now as the next steward of the studio is really devise a master plan that allows us to modernize the facilities (and) allows us to make building footprints a little more efficient.”

What’s being proposed
Known as the Radford Studio Center Plan, the proposal provides a comprehensive framework for the studio’s redevelopment, designed to meet the needs of the evolving entertainment industry and keep jobs local.

“100 years ago, movies didn’t have sound,” Sam Glendon, a senior vice president at CBRE Group Inc. specializing in industrial, soundstage and office properties, says. “A lot has changed in that world over the last century and productions today have very different needs from what they had even a couple of decades ago. Older stages, even purpose-built stages, in many ways, don’t work for today’s production.”

While Radford can accommodate every kind of production, from talk and variety shows to scripted series and feature films, Glendon says modern sets now demand more grandiose amenities – including high ceilings, clear span stages, heavy roof structures to support ample camera and lighting gear, as well as adequate production support nearby – all of which Hackman is planning to accommodate if the plan is approved, likely early next year.

Designed by New York-based architecture firm Skidmore, Owings & Merrill, Hackman is proposing 1 million net new square feet to be built on campus, all within the existing footprint of its 55-acre triangular lot.

By emphasizing cohesiveness, the firm is hoping to consolidate its support offices, which it says will increase both the adaptability and accessibility of production.

The plan includes the capacity to accommodate roughly 20 to 25 purpose-built soundstages, all of which will span a minimum of 18,000 square feet and many of which will have retractable doors in between. Sokoloff says offices and mills will be laminated to the sides of soundstages and new general office space will be built to support a more dynamic content creation ecosystem.

“Proximity is something that is really valuable for our customers,” Sokoloff says. “As we look to the future, it’s not just about building as much as you can.

It’s about building a product that our customers will respond to, that services their needs and that, ultimately, will keep them coming back.”

Still preserving its legacy
But due to its beloved past, Hackman says the decision to redevelop was not necessarily a light one.

“The only thing people love more than Hollywood is Old Hollywood,” Sokoloff laughs.

He says Hackman is working with the Los Angeles Conservancy and the broader preservationist community in Los Angeles to identify which structures and amenities hold significance and how Hackman can best preserve the campus, staying sensitive to its legacy while also updating obsolete portions.

Sokoloff says several significant stages will remain intact, as well as the Mack Sennet building — which he says is really the heart of the initial campus — and multiple other buildings from famous architects or various historic filming eras.

“We have obligations to our customers. We have to adapt and meet the market where it is, and I think we arrived at a really fantastic balance of honoring the existing and historic structures on the lot and paving the way for a modernized, sustainable, technology-infused studio of the future,” Sokoloff says.

Once completed, Radford is expected to be the largest all-electric studio in Los Angeles and boast sustainable features such as EV charging stations, solar panels, efficient lighting, water irrigation, enhanced greenery and mobility hubs. Sokoloff says the redesign will promote indoor and outdoor connectivity and return landscaping back to campus.

Many parts of Radford Studio Center will be replaced because of their age. (Photo by Rich Schmitt)

Keeping Hollywood close
Hackman’s redevelopment proposal comes at an extra vulnerable time for Hollywood – characterized by the rise of runaway production in light of generous tax incentives offered by out-of-state, and even out-of-country, locations.

Between 2015 and 2020, California lost out on nearly $8 billion in economic activity, 28,000 jobs and over $350 million in revenue due to productions opting to film elsewhere, according to a 2022 report by the Los Angeles County Economic Development Corp.

But it may not be the tax incentives alone responsible for luring productions to shoot outside Los Angeles.

“I think one of the main headwinds Los Angeles is facing, in terms of attracting and retaining production here, is just having functional product,” Glendon says. “If you look at Atlanta or filming markets like London, there are substantial state-of-the-art campuses in areas like those that we’re competing against. And a lot of the legacy properties like this one, don’t have the same features.”

Last year, Gov. Gavin Newsom proposed $750 million in annual film tax credits – which would more than double the size of California’s film tax incentive program – a major stride to attract and retain local production.

For Sokoloff and Glendon, the proposed tax credit, coupled with Radford’s proposed redevelopment plan, will surely play a role in keeping Hollywood intact.

“Our elected officials and leaders at the state and city level are trying to do their part by bringing these incentives to productions who want to film in California and making it cheaper to do so,” Sokoloff says. “What we’re trying to accomplish with the Radford project is to provide modern soundstages to accommodate those productions when they decide to film in Los Angeles. It’s really a team effort. We’re grateful for their leadership and we hope that a studio like Radford can be the beneficiary of all those productions that decide to stay and film here.”

Economic and community impact
But beyond its intended impact on the entertainment industry, Radford’s redevelopment is poised to spur major economic growth in the southern San Fernando Valley region as a whole – specifically Studio City, its neighborhood which was directly named in honor of the studio.

“This is a studio that’s been around for forever,” Stuart Waldman, president of the Valley Industry and Commerce Association, says. “They create a lot of great jobs that are important to the Valley. When you look back on the history of this property, it has done so much and so many of the middle-class jobs in the Valley came from people working around there.

“The upgrades are going to create new economic opportunity,” Waldman adds. “There’s going to be over $2 billion in economic output once during construction and I think $5.5 billion annually and over 8,000 new jobs on site.”

In March, the neighborhood council voted to approve the project – with many nearby business owners stating that the success of Radford directly feeds their own lines of business and, the busier the campus, the better for them, particularly for those located off Ventura Boulevard.

In addition to upgrading the production facilities, Hackman’s proposition includes plans which will enhance overall mobility and circulation of the campus, as well as activate the Los Angeles River – which Radford intersects with.

Radford Studio Center will be revamped and modernized.

Radford is proposing to bridge the missing leg of the bicycle and pedestrian path at Radford Avenue next to the Tujunga Wash, opening full access to the path. It also plans to restore a shuttered gate at Carpenter Avenue and is proposing a new studio entrance off Moorpark Street, which it says will improve efficiency and overall navigation of the lot.

Timeline of approval
Hackman submitted its entitlement application for the redevelopment in February 2023, when its plans were first released. Its draft environmental impact report was published in late January, which triggered a 60-day public comment period that closed on April 1.

Based on that feedback, Hackman is working to put together a final environmental impact report, at which point, it will commence the official city hearing process and will go through a series of hearings to seek project approval.

While Sokoloff couldn’t provide an estimate as to when the hearing process would likely begin, he indicates that once construction breaks ground, the project will likely take around three years and be completed in one phase.

“Ultimately, the cadence of construction will be driven a lot by market dynamics and demand for the space … We’d love to get through this process as fast as possible,” he says. “We hear customers every day who are wanting to film in Los Angeles. And if we can make it a little bit more price competitive, if we can provide space that is modern, that embodies the essence of the Southern California lifestyle, we think that the entertainment industry is poised for a real comeback here in Los Angeles.”

Store Rethinks Secondhand Clothes

Linda Young and Kimberly Lau show off merchandise at Project Rewear in Thousand Oaks. (Photo by David Sprague)

It’s no secret that the secondhand clothing market has skyrocketed lately, especially in Southern California. Just think about every time you’ve complimented someone on a particularly charming item and how often you hear, “Thanks, I thrifted it.”

The United States secondhand market has grown 117% since 2018, according to research from Capital One, which also estimates that the market will climb to $59 billion this year compared to $27 billion in 2020. Looking at this boom, Capital One’s research also found that older teenagers and young adults are much more in tune to this movement.

That’s why Project ReWear, based in Thousand Oaks, is hoping to rethink the secondhand market to reach new customers in a more curated fashion. Kimberly Lau and Linda Young founded Project ReWear, a boutique style secondhand store with a focus on children’s clothing, with the goal of driving sustainability in a more family-friendly shopping experience.

For Young, it’s about “bridging the gap” for people who may have stigmas or preconceived notions about thrifting such as clothes being dirty or stylistically stale. Modeling the store to look like a boutique is a big driver for reinventing that mindset. By opting for organization and thoughtful styling examples, Young and Lau say many customers can’t even tell they’re in a secondhand store when walking in.

While many enjoy the traditionally chaotic set up of thrift stores, Young and Lau find that busy parents can find them overwhelming as it can take lots of time to comb through and find the right pieces. Plus, many of these stores aren’t geared toward children.

Since parents are the ones purchasing clothes for their children, marketing toward them is important, but Project ReWear is also interested in instilling a positive experience with thrifting for kids, too. This includes shedding light on the environmental impacts of fast fashion which promotes cheaper, synthetic fabrics known to shed microplastics.

“The main goal is to get in the minds of these kids and their families to start getting them to think about what they’re putting on their body, not just what they’re putting in their body and how that is affecting where we live and how we live,” Young said.

About 75%, of Project ReWear’s clothing is for children with racks tastefully spread throughout the store according to gender, dressiness and season. Encircling the kids’ collections, the remainder of the merchandise features a swath of unique pieces for adults in displays up against the walls of the store.

Project ReWear also has an online presence the founders are working to grow, although, the vast majority of sales are coming from the brick-and-mortar operation.

‘Planet first, profit second’
In light of the more recent popularity with thrifting – along with potential inflationary costs of running a business – 71% of thrifters have noticed higher prices at thrift stores in the past year, USA Today reports.

Meanwhile, Lau and Young are committed to low prices at Project ReWear with most children’s items priced at under $10. This is because of its mission to save items “from the last point of contact before they go to a landfill, are incinerated or sent overseas,” Lau says, adding that at thrift stores, 85% of the clothing ends up in these places if it’s not selling.

“You have to charge less and hope that you can sell more,” Lau says. “It’s a very different business model. It’s planet first, profit second.”

Linda Young and Kimberly Lau model LA Strong t-shirts. (Photo by David Sprague)

Responsible for about 10% of global carbon emissions – higher than air travel and maritime shipping combined – the fashion industry raises environmental and economic concerns. Numerous reports illustrate that over 11 megatons of textile waste have been dumped into landfills annually since 2017 – up 80% since 2000.

Landfill diversion is a major priority for Project ReWear. In the year leading up to the store’s opening, Lau and Young complied 30,000 items for Project ReWear’s collection that otherwise would have been disposed of from other thrift stores, estate sales, or even checking with local schools for unclaimed lost-and-found items. The store also works to highlight impact by weighing each customer’s items at checkout and letting them know how many pounds of clothing that person saved from ending up in a landfill.

Between its opening in December and March, through sales alone, the store has diverted 716 pounds of clothing. Lau and Young’s goal for the store’s one year anniversary is to divert one whole trash truckload, which is about 8,000 pounds of clothing, from landfills.

In addition to its clothing sourcing, Project ReWear incorporates sustainable practices across all aspects of the business. For example, everything in the store is recycled or repurposed, including the clothing tags which are made of Monopoly money and playing cards.

Having launched the business less than a month before the wildfires that hit L.A. earlier this year, Lau and Young also created an #LAStrong campaign where they printed an original design onto recycled T-shirts and donated 100% of profits from the sales to the California Community Foundation, Pasadena Humane and the Los Angeles Fire Department Foundation’s Emergency Wildfire Fund.

Avita Uses Its Tech To Treat Wounds

Jim Corbett of Avita Medical. (Photo by David Sprague)

Valencia-based Avita Medical Inc. is expanding its unique approach to treating burns and wounds: taking skin cells harvested from other areas of the body and spraying them onto the impacted skin.

Over the last couple of years, Avita has won U.S. Food and Drug Administration approvals for variations on its device that takes skin cell samples and stretches them out so they can be sprayed on to burns and wounds.

The company has also recently acquired products from other companies that aid with its spray-on skin-cell technology and is preparing to take those products to market. One of those products, a matrix for the spray-on cells to grab onto, is slated to hit the market this month.

It’s all part of a major effort to expand the market for its spray-on skin cell technology, either through increasing the types of wounds and burns that can be treated or by making it easier for surgeons and others to use the technology – or both.

“We’ve developed a portfolio of new products that make our technology applicable to a larger market,” says Jim Corbett, chief executive for Avita Medical.

Corbett says the hope is to boost revenue enough to enable the company to achieve what so far has been an elusive goal for its investors: profitability.

Avita Medical last year posted revenue of $64.3 million but also recorded a loss of $61.8 million. With its expanding product portfolio, the company has put forward to its investors revenue guidance for this year of between $100 million and $106 million.

“If we can achieve that revenue, then we believe we can achieve profitability by the fourth quarter of this year and we have told our investors this,” Corbett says.

Overcoming disbelief of ‘spray-on cells’

Avita’s technology, encapsulated in a device the company calls Recell, takes skin cells scraped from a small site on the patient’s body, then stretches out those cells in a solution to cover a surface area of up to 80 times the size of the sample site. Then an applicator attached to the device sprays on the skin cells in a thin coat over the patient’s burn or wound.

“When we first bring up our technology with surgeons or hospital administrators, they say they’ve never heard of or considered the idea of using a spray-on skin cell product to treat burns or wounds,” Corbett says. “So, we have to engage in an education process.”

Avita’s device is aimed at hospital emergency rooms, trauma centers, burn treatment centers and other similar locales. It is intended for burns and wounds brought about by a traumatic incident, such as a fire, a vehicle collision or a bullet from a gunshot. It is not intended for chronic wounds, such as bedsores.

Avita’s first-generation device received FDA approval in 2018. A few years later, Avita unveiled a second-generation product that automated the harvesting of the skin cells to go into the device, eliminating the need for someone to manually scrape off the skin cells.

Late last year, Avita received FDA approval for a variation of its Recell device that treats small-scale wounds. To do this, the skin cells are not spread out as much in the solution.

Using Recell to treat second-degree burns

One prominent surgeon who uses Avita’s Recell devices is Peter Grossman, medical director of the internationally renowned Grossman Burn Centers based in West Hills.

Grossman has been using the Recell technology on patients with second degree burns that had high risk of becoming deeper burns.

“I noted expedited healing and excellent outcomes in those patients,” Grossman says. “It’s given me the opportunity to speed up the healing process, decrease the time it takes for wounds to heal, and decrease the amount I take of donor site from the patient that I previously had needed for partial thickness burns.”

Avita has recently focused on wound dressing applications to augment its Recell technology. Early last year, Avita reached an agreement with Carlsbad-based Stedical Scientific Co. to market Stedical’s wound dressing matrix known as PermeaDerm. The dressing is transparent, allowing for checkups on the wound recovery process without having to pull off the dressing and then apply a new one.

Also last year, Avita won approval for a dermal matrix product called Cohealyx that was co-developed with Paramus, New Jersey-based Regenity Biosciences. Coehealyx is used to regenerate vascular connections in wounds that fully penetrate the skin layer, speeding up the healing process. Cohealyx is slated to hit the market this month.

Power Lunch: Todd Nathanson

Todd Nathanson of illi at Los Toros Mexican Restaurant in Chatsworth. (Photo by Rich Schmitt)

Todd Nathanson is the founder and president of Woodland Hills-based illi Commercial Real Estate, a commercial brokerage, property management and investment advisory service firm specializing in multitenant, triple net leased commercial real estate. Nathanson sat down with the Business Journal at Los Toros Mexican Restaurant in Chatsworth for a Power Lunch to discuss his career and the real estate market.

How did you first get interested in real estate?
My grandfather immigrated from China. He landed in San Francisco and then migrated down to Los Angeles and he worked in the automotive business. He was a manufacturer but loved real estate and started developing and building a lot of retail real estate. In the summers I worked in that factory. I spent quite a bit of time visiting properties with him. I migrated from the factory to construction cleanup when I was about 14 years old…The same property that he developed that I cleaned up with a wheelbarrow, we’re now brokering.

Why work at a brokerage instead of in development?
I bounced around a lot. I was really excited about getting into the business world. I had a resume that looked like a checkerboard, six months here, six months there, and went out and got a real estate license…I wound up at a small boutique firm in Santa Monica where I was introduced to retail.

Why start your own firm?
2008 was not a strong time to start a firm in the economy that was going on then, but I just found myself in a situation where I didn’t have a choice. I started running a brokerage within a brokerage (while at CBM)…A lot of the people that I was working with opted to come with me, which was great, and it just grew. I had developed a whole new book of clients, and a lot of my clients migrated over, and it was humming along really well because it was precisely what I had been doing for 20 years… Within the first seven years of our existence, (my biggest competitors) decided to join the firm, which was a windfall.

How did the pandemic impact retail real estate?
During Covid, we saw expansion and growth. When the economy turns toward the dark side we see attrition. We see a lot of businesses fall out, which to us, is more opportunity, and we see survival of the fittest.

How do retail bankruptcies affect your business?
In Southern California, the demand is always high for retail. As soon as one company makes a closing announcement; we find that those lists of stores get circulated really quick. We have several operators that are flourishing and negotiating on several locations.

Is there demand for larger spaces still?
These bankruptcies are typically on grade A locations, and that’s why the demand’s there. (Some were in their locations for a long time so) them vacating the property actually presents a whole new income opportunity for the property owner.

What’s next for retail in L.A.?
I’m an optimist. I think the retail market in L.A. will continue to surge.

How did the fires impact the market?
I think it’s a little too soon to tell but we have started taking some relocation calls.

What’s next for your firm?
We just moved offices and are very excited about the west end of the Valley’s future. A lot of commitment is being made dollar wise and tenant wise to the West Valley. Our firm is situated in the middle of that…(and) I have a son who’s joined the executive team which is very encouraging.

My Biggest Mistake: Michael Lucarelli

Michael Lucarelli

Michael Lucarelli is the chief executive of Sherman Oaks-based RentSpree, an online rental application services company he co-founded with Paul Sirisuphang in 2016. Here, Lucarelli discusses a mistake he made early in his career of looking for outside capital too early.

“When I founded RentSpree in 2016 in Los Angeles, I was driven by a clear vision: to revolutionize the rental process and empower real estate professionals with seamless tenant screening. Like any startup founder, I knew the road ahead would be filled with challenges. What I didn’t anticipate, however, was how easy it would be to get distracted from what truly mattered.

“In the early days of RentSpree, we were laser-focused on building a great product and getting it into the hands of real users. We hustled, attending industry events, pitching to real estate agents and refining our solution based on their feedback. But along the way, I made what I now recognize as my biggest mistake: I let the allure of venture capital distract me from the company’s core mission.

“At the time, raising institutional funding seemed like the natural next step. I started taking meeting after meeting with potential investors, hoping to secure capital that would allow us to scale faster. Dozens of conversations led to countless promises – none of which materialized. We were simply too early. RentSpree hadn’t yet achieved the traction or metrics that institutional investors required. The reality was, I was spending valuable time on something that wasn’t moving the business forward.”

Wasting time ‘chasing capital’

“Looking back, those months spent chasing capital were a massive waste. Instead of focusing on customers, I was caught up in pitch decks and endless negotiations. The frustration of dead-end investor conversations took a toll, but more importantly, it pulled attention away from what truly mattered: growth.

“It wasn’t until I made a conscious decision to refocus on the fundamentals that things began to change.

“Rather than waiting for outside capital, I poured my energy back into building the business from the ground up. I traveled across Los Angeles, presenting our platform to real estate professionals, securing partnerships and refining our product to meet real market needs. By doing so, we gained traction, built a loyal user base, and ultimately proved that RentSpree could stand on its own.

“Eighteen months later, when the time was right, raising capital became significantly easier. We had product-market fit, tangible growth and a clear path forward – elements that made us far more attractive to investors. More importantly, we had built a sustainable foundation that wasn’t dependent on outside funding.”

5 Things To Know: Armine Galstyan

Armine Galstyan, principal at SmartGateVC and Hero House in Glendale. (Photo by David Sprague)

Armine Galstyan is the principal of SmartGateVC, a venture capital fund that invests in early-stage artificial intelligence companies. It runs an accelerator program called Hero House in Glendale, which Galstyan serves as the managing director of.

1: Galstyan has been interested in AI for a long time. She says she learned about the sector while in college at the American University of Armenia. Her interest in AI is what brought her to SmartGate VC. “I thought it would be great to work with a firm working with AI companies and explore opportunities there. Back then the firm was just getting started,” she says.

2: Her work with the firm is what brought her to L.A. She says she now “loves L.A.,” adding that it is a “nice place to be, especially if you are investing in early stage tech companies.”

3: Galstyan is a runner. “I am looking to run a half marathon sometime soon,” she says, adding that she only got interested in running in 2022. “It started out just as a way to get out of the office…and I figured out that one of the best workouts for me is running. I don’t really like any other type of cardio so running is my gym.”

4: She is involved with a number of nonprofits. She does a lot of work with the Armenian General Benevolent Union, a nonprofit founded in 1906, and serves on the board of the AGBU Innovation Studio which works with high school students to develop technical  skills and work on innovative projects.

5: She recently aided SmartGate VC in closing its second fund at $10 million. Galstyan says she is “looking to deploy it into tech companies in Southern California” and looks for “technology that is not easy to replicate.”

A ‘Hub’ For Startups

Michael Panesis leads Hub101 in Westlake Village. (Photo by Rich Schmitt)

What is an entrepreneur?

Michael Panesis looked it up when he was tapped to run Hub101, a coworking space for tech founders in Westlake Village. The word is derived from a French word meaning “to undertake,” which at  the time referred to sailors who risked months  at sea to explore new worlds and find fortune.

By that definition, Hub101 has lived up to its goals – though not in the way it intended to. The center, which is part of California Lutheran University, was originally focused on fostering the startup community in the region. When the pandemic hit, everything changed.

The tech-fueled history 

Hub101 was built on a satellite campus of Cal Lutheran as part of the university’s Steven Dorfman Center for Innovation and Entrepreneurship, allowing founders of budding tech startups to work, take meetings, ideate on whiteboards and host events in a multipurpose lounge complete with a pool table, large television and kitchen.

Beyond Limits, a now-Glendale-based enterprise artificial intelligence company, got its start at Hub101. When it raised a $20 million series B round in 2017, the company grew beyond the hot desking limitations of the center and moved out. Market research technology company PureSpectrum started out at Hub101, even hiring some collaborators and students.

The Center for Innovation and Entrepreneurship also hosts several events, competitions, incubators and a minor in entrepreneurship, “which makes for some really interesting classrooms, where you have a dance major sitting next to a communications major sitting next to a finance major sitting next to a physicist,” Panesis says.

Panesis had a long career in venture before he moved into academia – he was a founding member of the Santa Barbara Angel Alliance, chair at Tech Coast Angels and a board member for a slew of tech companies. When he was asked to run Hub101, it seemed like a good fit for the tech-focused center Cal Lutheran was building.

But things changed during the pandemic. Tech companies, particularly the venture-backed high-growth startups Hub101 was built for, quickly adapted to a work-from-home mindset, and fewer people dropped in to work. Events saw fewer attendees.

“We want the tech startup boom to come back, but we also want to make sure that we’re serving populations that feel like entrepreneurship is an outreach for them,” Panesis says.

California Lutheran University HUB 101 work space located in Westlake Village. (Photo by Rich Schmitt)

New entrepreneurship models

That’s when the goal of the center began to evolve to make sure entrepreneurship was not out of reach for anyone.

Classes for the minor in entrepreneurship and incubator recipients spanned the gamut of entrepreneurship: some people were interested in creating tech platforms for venture funding, others wanted to start a small business. Many students were the first in their families to get a college education. Others had financial obligations to their own families. As a result, typical startup ethos found on X and LinkedIn didn’t apply to the students.

Ventura County was a quiet hub for innovation prior to the dot-com boom – pharmaceutical giant Amgen, hiking gear retailer Patagonia Inc. and long-gone printing service Kinko’s called the region home. Ventura County has long thought about harnessing the entrepreneurial spirit of the area, tech hub or no.

A 2018 report for the Economic Development Collaborative said, “too often, when economic development officials start talking about strategies to develop regional entrepreneurship, the discussion turns immediately to hackathons, accelerators, and the activities of university technology transfer offices. That is regrettable.”

The goal for students at the Dorfman Center isn’t to get venture funding, and Panesis often recommends against taking venture capital for certain ideas. Classes revolve around creating a business that will hold up in 20 or 30 years.

“A tech entrepreneur or venture capitalist will tell you to quit the job, mortgage the house, take every bit of your savings and put it all in the business. For a lot of people, that’s just not realistic,” Panesis says. “We talk like the only way to do this is to go all in, put your life behind you, and not concentrate on anything else.”

Hub101 case study

When Dawn Fosah came to the center, she had years of experience building out health care technology and developing electronic medical record systems. During the pandemic, she noticed it was difficult for families to get updates on loved ones in nursing homes since caretakers had to juggle many responsibilities at once and couldn’t provide continuous updates. Her budding company, Careagram, would allow families to tap into certain available data – like when a patient ate, how much they ate, how long they walked for, what their mood was – through an app.

Through Hub101, she began to do research on different nursing facilities, the laws around sharing medical information, and the technical process of embedding into existing EMR platforms.

“This would be the first company that I found. I’m relatively new,” Fosah says. “Just going out and trying to bootstrap an idea, it’s a green field for me. Lots to learn, but I’m excited about the opportunity.”

Though the makeup of students at the center has changed, the center itself hasn’t, says Panesis. He points to the French origins of “entrepreneur” as to why.

“They were comparing risk taking to explorers who were getting in a boat and sailing off to the horizon in search of wealth and glory – in other words, taking the biggest risks,” Panesis says. “When you look at what an entrepreneur is today…it’s still a big risk for a person who doesn’t have a lot of money to begin with. We think of anyone who is in business for themselves as an entrepreneur.”

Unemployment Rate Dipped Below 6% in March

Skyline: The Warner Center in Woodland Hills. (Photo by David Sprague)

Los Angeles County’s unemployment rate in March dipped below 6% for the first time since October, even as the county recorded a slight drop in payroll jobs, according to state figures released April 18.

The California Economic Development Department reported the county had a 5.9% unemployment rate in March, down from 6.0% for each of the two previous months. However, the main reason for the dip was a significant drop of 22,000 in the county’s labor force to 5.08 million, meaning fewer people were in the labor force looking for work.

Nonetheless, the county’s unemployment rate was still above the 5.5% reading for March of last year. It was also above the March statewide unemployment rate of 5.3% and well above the 4.2% nationwide rate.

The unemployment figures come from a survey of households in L.A. County, while the payroll jobs figures come from a sampling of employer payroll data submitted to the state.

The Employment Development Department also released a breakout of the March unemployment rates by city, though unlike the countywide figure, these rates are not adjusted for seasonal factors.

The county’s two largest cities – Los Angeles and Long Beach – posted rates of 5.7% and 5.2 %, respectively. The EDD data did not shed any light on whether January’s Palisades Fire affected the city of Los Angeles figure.

Among cities with more than 10,000 people in the labor force, Lomita had the lowest unemployment rate in March at 2.6% while Calabasas had the highest rate at 8.1%.

Among the L.A. County cities in the San Fernando, Conejo, Santa Clarita and Antelope valleys with labor forces exceeding 10,000, after Calabasas and its 8.1% unemployment rate, the city of Burbank was next at 7.1%, followed closely by Lancaster at 7.0% and then Palmdale at 6.6%.

On the low end, Santa Clarita posted the lowest unemployment rate in March of 5.2%, followed by San Fernando at 5.6% and Glendale at 5.7%.

Small drop in payroll jobs

The roller coaster ride continued in March for the number of payroll jobs in Los Angeles County. After a huge seasonal drop in January of nearly 100,000 jobs and a rebound of nearly 30,000 jobs in February, the number of payroll jobs in March fell by 2,300 to 4.76 million.

The EDD also releases a payroll jobs figure that adjusts for seasonal factors. That figure for March showed a larger drop of 7,200 jobs when compared with the 2,300-job decline in the raw payroll job tallies.

The drop in the raw figure came in small chunks spread out over several sectors, led by a decline of about 3,300 jobs in the transportation and warehousing sectors. Manufacturing was next, losing on net 2,300 jobs. Then came construction, retail, and professional/business services, each dropping by about 2,000 jobs in March.

The education sector posted the biggest payroll jobs gain in March, adding on net 5,300 jobs. The vast majority of those were in local K-12 education, which rose by 4,100 jobs. Health care/social assistance was next, adding 2,900 jobs.

For the 12-month period ending in March, L.A. County lost on net about 15,700 jobs, representing a drop of about 0.3%. That marks the third consecutive month of drops in payroll jobs in this rolling 12-month period. The last time that happened was during the pandemic year of 2020.

The manufacturing sector saw the biggest contraction during the 12 months ending in March, shedding about 17,000 jobs. This continues a decades long slide that has seen the manufacturing sector shrivel to just 297,000 jobs in March from 834,000 jobs in March 1990, a plunge of 64%.

Other sectors recording net drops in payroll jobs for the 12-month period ending in March were professional/business services (down 9,800 jobs), financial activities (down, 9,000 jobs), construction (down 8,800 jobs) and motion picture/sound recording (down 8,400 jobs).

On the positive side of the ledger, the health care/social assistance sector gained on net roughly 40,000 jobs over the 12-month period ending in March. The education sector gained on net just over 15,000 jobs during that period, with roughly half that coming from private education.