Commercial Property Teams
Many of you are just returning from ICSC in Las Vegas — the largest annual gathering in retail real estate. It's a week of national tenant conversations, vendor pitches, and a full calendar of service providers making the case for your attention and your budget.
We weren't on the exhibit floor. We were at your properties.
While the industry was comparing booths, Green360 wrapped meaningful work at two separate assets — one hauler negotiation that cut costs nearly in half, and one full waste diversion analysis that identified six figures in recoverable savings without changing a single vendor. The results are below. They belong to similar properties you own and manage.
With 8 compactors across 5 service locations, this property had operated on the same fixed-rate broker contract for seven years. The arrangement offered no per-haul transparency, no itemized surcharge breakdown, and no adjustment mechanism as waste volumes changed over time. The monthly rate reflected what was convenient to pay, not what the market supported.
A competitive vendor analysis identified a direct hauler at roughly half the current monthly spend. We negotiated the entire cost structure, including future year contract rates and various administrative fees capped at lower than originally proposed. There is no service disruption to tenants through the transition.
The property will gain full insights into their waste process through this new vendor, and once the data collection is available, we can perform the full optimization analysis.
"The broker model is common in retail. It's also the most expensive way to pay for waste. You're covering a markup that exists only because nobody reviewed the contract."
This property went through our full 360 Waste Diversion Analysis — on-site equipment verification, a four-month invoice review, and direct coordination with the hauler on service change feasibility. The property operates 6 compactors, an open-top container, and several recycling and organics bins across its service locations.
Eight optimization opportunities were identified. Some required only an internal protocol adjustment — raising the on-call pull trigger so compactors are not serviced before they're full. Others required hauler coordination, including a container upgrade that reduces service frequency while increasing capacity per pull. The most significant single opportunity involves organics consolidation: the property currently runs two separate organics compactors, and analysis shows the combined volume fits comfortably within one unit.
Recycling and cardboard pulls are provided at no per-pull charge. Every ton redirected out of the paid waste stream and into the free diversion stream reduces disposal costs directly. Utilization across the recycling infrastructure is currently well below capacity — that gap is recoverable.
"Eight opportunities. No hauler change. The savings were already there — they just hadn't been looked for."
|
Property A
$139K
Annual savings
Hauler transition |
Property B
$145K
Annual opportunity
No vendor change |
Combined
$284K
Flows directly
to NOI |
| Cap Rate | Asset Value Added |
|---|---|
| 4% | $3,550,000 |
| 5% Typical | $2,840,000 |
| 6% | $2,367,000 |
| 7% | $2,029,000 |
| ↻ | The savings are real, recurring, and compound year over year. Both ownership groups will reconcile against tenant billing in 2026 and reset waste budgets accordingly. |
Let's review what you have.
Core Service 360 Waste Diversion Analysis |
Methodology Review. Reduce. Repeat. |
Ongoing Support Monthly Advisory & Project Management |