Rachel Krenz is the founder of The Lagniappe Group, a Charlotte-based consulting firm focused on helping developers, municipalities, and institutions maximize the value of places. Her career has moved across preservation, planning, development, and community leadership, giving her a perspective that reaches beyond any single discipline or project type.

Our conversation explored the unexpected path that led her into development, what ultimately pushed her toward entrepreneurship, and how she's built a practice around the work that gives her energy.

We also talked about Charlotte's growth, the importance of understanding the problems different stakeholders are trying to solve, and her involvement with PlaceCLT—bringing her early passion for preservation full circle as she helps advocate for the places and experiences that shape Charlotte's identity.

Branden Piks:

"...As you started taking on work through Lagniappe, how did you begin figuring out what you wanted to pursue? Were you trying to define a specific lane for the business, or were you more open to seeing where it went?"

Rachel Krenz:

"...Most people don't spend much time thinking about that because they don't believe they have the ability to choose their work. But you often have more ability to shape your role than you realize...

For me, creativity is a big part of that. It could be creativity in design, problem solving, or even underwriting..."

​Read the Full Conversation Here​

Investicore Acquires 14-Building Charlotte Office Complex

"The Charlotte Business Journal reports the 42-acre park, called ThExchange, is 60% occupied. One building is entirely vacant. Investicore plans to convert part of one of the buildings into a food-and-beverage area."

​Read Full Article​

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How does this impact our region?

After several years of uncertainty around remote work, vacancy, and the future of the workplace, investors are beginning to see opportunity again, but the buildings attracting attention look different than they did before.

The recent $64 million acquisition of ThExchange is a good example. The 568,000+ SF office campus is currently 60% occupied, yet its new ownership sees enough opportunity to invest further, including plans to introduce food and beverage uses within the property. That strategy reflects an interesting shift in how office buildings are being positioned. Demand is centered on workplace providing more than a place to work; they must be environments where people actually want to spend time.

The broader market is showing signs of momentum as well. Charlotte recorded nearly 1.4 million SF of office leasing activity during Q2, while available prime office space fell below 4% (CBRE). More recently, workplace activity across Uptown and South End reached approximately 102% of pre-pandemic levels in August.

What stands out to me is that this isn't necessarily a return to the office market we knew before 2020. Tenants have more choices and employees have different expectations. Hospitality, food and beverage, wellness, outdoor space, flexibility, and access to surrounding amenities are increasingly becoming part of the value proposition.

From an architecture and development perspective, that creates a significant opportunity within Charlotte's existing office inventory. The next chapter of the office market may be less about building more square footage (which we are seeing more of) and more about rethinking what we already have. Creating workplaces that are more flexible, amenity-rich, and connected to the communities around them.

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Key Takeaways for Charlotte's Built Environment...

• Office demand is returning selectively. Quality, location, and experience are separating successful properties from the rest.
• Amenities are becoming necessities. Food, wellness, outdoor space, and hospitality are increasingly part of the workplace experience.
• Existing assets still have opportunity. Strategic reinvestment can give aging office properties new relevance.
• The workplace is becoming more mixed-use. The line between office, hospitality, retail, and community continues to blur.
• Design is part of the value proposition. Better environments can help buildings compete for both tenants and talent.

Holland Harvey | Shelter From The Storm | London, UK

​Former supermarket turned homeless shelter in London.​

This month, we’re sharing the finished interior of Orrman’s Cheese Shop in Myers Park — the final chapter of an adaptive reuse project that transformed a former neighborhood service station into a new home for one of Charlotte’s local businesses.

The interior was inspired by the character of cafés and boutique food shops found throughout Brooklyn and other urban neighborhoods. We wanted the space to feel collected and established rather than overly designed, creating a simple backdrop where the real focus could remain on Orrman’s selection of cheese, charcuterie, wine, and specialty goods.

The material palette is intentionally warm and restrained. Cream walls and tile establish a bright foundation, while deep greens, natural and stained woods, polished concrete, and subtle brass accents add depth throughout the shop. A mix of green and cream tile brings pattern and personality to the service counter without competing with the products themselves. Decorative lighting is used throughout, but rather than becoming the focal point, it helps create an even, comfortable warmth across the space.

Flexibility was equally important to the design. The shop needed to function for everyday retail, casual dining, and grabbing something to take home, while also accommodating larger gatherings and events like wine tastings. Movable tables and seating allow the front of the shop to transition between those uses while taking advantage of the natural light and connection to Selwyn Avenue.

Seeing Orrman’s fully stocked and operating is ultimately when the design feels complete. The cheese cases, bottles, packaged goods, and activity within the shop provide the color and personality we intentionally left room for. It’s a good reminder that sometimes the best role architecture can play is providing the framework for the people, products, and experiences inside it to become the focus.

"The present belongs to the optimists." - Doris Veillette