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Our Company

For nearly half a century, Robert S. Silver of RS Silver Enterprises has created exceptional value for such Fortune 500 companies as Nine West (The Jones Group), UPS, Chrysler Group, Unilever, IBM, Pitney Bowes , among others; as well as AmeriCares, Aerotech Realty, Stolt-Neilsen Company, and many, many more by seeing what others don't.

RS Silver Enterprises specializes in the leasing and sale of office, industrial, retail, and hotel space primarily in the New York metropolitan area. Our experience in developing and owning commercial real estate, as well as representing major companies makes us uniquely qualified to represent our customers.

Select services and long-term relationships are key in the ever-changing marketplace. We are capable of handling all facets of your real estate requirements, including future space needs, geographical requirements, space planning, and market surveying and analysis. We will identify and analyze the buildings to fit your needs and compare them on an "apples-to-apples" basis.

Successful representation of both tenants and owners for over forty-five years has given us an intimate knowledge of how to negotiate from both sides of the table. We know what owners need to make their buildings profitable and how far tenants can go in pursuing the "best deal" for themselves. Good owners are those with solid reputations for maintaining quality buildings and for concluding solid deals.

RS SILVER ENTERPRISES offers comprehensive real estate expertise in the following areas:

  • Leasing
  • Sales
  • Financing
  • Development

Owners understand that we really understand the real estate market. Going into negotiations with an inside track, by having owned real estate, we understand what owners need to make their buildings profitable allowing us to focus on the key negotiating items that will make a deal successful.

There are few real estate firms in the New York metropolitan market that have been in business as long as we have. Our Company continues to adapt to the ever-changing property marketplace. We never lose sight of the importance of long-term relationships and personal service.

We see what others don't. Can we help you?

Why Us?

White Plains, NY.
When Stamford, Connecticut-based Nine West needed to expand, RS Silver Enterprises, as their exclusive agent, convinced them to relocate their corporate headquarters to Westchester County, NY, a move Nine West was totally opposed to. By doing so, they not only executed the largest lease deal in the history of Westchester County, but the shift in their thinking, the result of our vision and guidance, saved Nine West in excess of $100 million.

For a complete review of the Nine West deal, Click Here

Stamford, CT.
When AmeriCares, the international relief organization, with headquarters in New Canaan, CT and warehouse facilities in Milford, CT, outgrew both their office and warehouse space, they engaged RS Silver Enterprises as their exclusive agent. AmeriCare was convinced that combining both requirements under one roof in an area they deemed desirable was unattainable. Our analysis saw it differently. RS Silver Enterprises identified a unique location in Stamford, CT, which allowed AmeriCares the ability to satisfy all requirements under one roof at financial terms below AmeriCares allotted and anticipated budget.

White Plains, NY
We knew that the Westchester County Airport had an urgent need for more parking and we suggested to Aerotech Realty, the owner of property adjacent to the airport on New King Street in the Town of North Castle, NY, that they build an off airport parking facility. We broached the idea to Westchester County and Town of North Castle officials all of whom loved it. We engaged a team of consultants to design a parking facility that would accommodate 1,400 cars, and then secured an investor/developer who paid a substantial sum to be a partner in the project. FInal approval of the project is expected in 2012 with the opening of the garage scheduled for 2013.

Darien, CT.
We represented the owners of The Cookhouse Restaurant who had a favorable long term ground lease. Although the restaurant business was unsuccessful, the ground lease had substantial value. We were able to sell the "key" to Callari Motors the owner of the Mini Cooper dealership in Stamford, CT. We were then able to negotiate a new long term lease with the property owner. Mini has now completed their new building and has opened a successful dealership in this Darien location. Everybody involved in this transaction won.

Robert S. Silver is a master dealmaker who can create the right buy/sell/lease/lease back for you just as he did for these varied companies:


As Brokers:

AmeriCares Stamford, CT
Airline Terminal Ticket Office New York, NY
American Can Company Greenwich, CT
Anaconda Wire & Cable Greenwich, CT
Bridgewater Associates Westport, CT
Chrysler Capital Corp. Greenwich, CT
Chrysler Capital Corporation Stamford, CT
CM Almay & Company Greenwich, CT
Continental Can Company Greenwich, CT
Control Data Corporation Greenwich, CT
Cuisinart Company Greenwich, CT
Direct Media, Inc. Greenwich, CT
Direct Media, Inc. Portchester, NY
Hill & Knowlton New York, NY
IBM Credit Rye, NY
IBM Westport, CT
Mechtronics White Plains, NY
Michael Allen Company Westport, CT
Nine West Shoe Company White Plains, NY
Phelps Dodge Company Greenwich, CT
Phoenix Mutual Life New York, NY
Pitney Bowes White Plains, NY
Rogers, Casey & Associates Darien, CT
Stolt-Neilsen Company Greenwich, CT
Ted Colangelo Associates Greenwich, CT
Turner Construction Co. New York, NY
Unilever (Chesebrough-Pond's) Greenwich, CT
United Parcel Service Greenwich, CT

As Consultants:

DARIEN LIBRARY Darien, CT Evaluation of the libraries 50,000 square foot building
AEROTECH REALTY White Plains, NY Development of a 250,000 square foot parking garage
OSPREY HOUSE, Weaver Street Greenwich, CT Development of a 83,000 square foot office building
500 East Post Road Westport, CT Development of a 36,000 square foot office building
GREENWICH OFFICE PARK Greenwich, CT Development of a 420,000 square foot office park
THE MILL, Glenville & Pemberwick Roads Greenwich, CT Development of a multi-use office, retail and residential complex

As Owners:

ONE GORHAM ISLAND Westport, CT 41,000 square foot office building
INDIAN RIVER GREEN Westport, CT 24,500 square foot office building
20-unit residential condominium
RIVER RIDGE, Pemberwick Road Greenwich, CT 46,000 square foot office building


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Caroline Beek,

Real Estate Brokerage

We can represent either buyer or seller or both.
Comparative Market Analysis
We will provide comparables within the desired market area for properties available for lease or for sale.
Facilitate a Purchase, Sale, or Lease
We will work with your attorneys and accountants to properly and expeditiously complete a sale, acquisition, or lease.
Property Leasing
We have a long and highly successful history of exclusively representing property owners in the leasing of their office, industrial and retail space.
As your agent, we will distribute information about your property to both principals and brokers.

Real Estate Development

Creating value with expertise

We wear a number of hats, one of which is as a development consultant. If YOUR property is ripe for initial development or expansion, and you have neither the time nor the know-how to take advantage of the opportunity, let us do it for you. This work takes place mainly in two situations,

  1. Where an owner of an existing building and property wants to expand and does not have the time or expertise to do it on their own and
  2. Where an owner of property wants to build and lease or sell for profit as a pure real estate venture.

We can manage your development team in the pre-development process and obtain permits for site plan approval and construction.

As Follows:

  1. Review zoning ordinance for allowable building parameters.
  2. Recommend and engage architects and engineers to develop plans for the project.
  3. Interface with owners attorney for any legal questions that need to be addressed.
  4. Direct the planning process by interfacing with all necessary consultants, architects, engineers, attorneys, municipal officials, traffic experts, etc.
  5. Submit plans to the municipality for approval.                                     
  6. Oversee requests for financing.
  7. Put together comprehensive construction budget for financing purposes-develop construction time line.
  8. Finalize budget.                                                                          
  9. Finalize plans.                                                                          
  10. Choose contractor.                                                                          
  11. Oversee the actual construction.                   

Most projects are similar in process with the major difference being the venue.

We receive a monthly fee from each project and in the case of a speculative development we also receive brokerage fees and sometimes financing fees.

Successful Relocation In The 21st Century


During the 1980's, the discipline known as "tenant representation" which had its roots in New York City some 50 years ago, began to spread to major markets around the country. The logic behind tenant representation was, and is, elegant in its simplicity; that in order to reach an equitable real estate solution to a particular need, a company seeking space -- whose primary business is not real estate and who, therefore, is not in the market daily -- should have access to negotiating savvy equal to that of the property owner on the other side of the table, who does this for a living.

The professional providing that service -- the tenant representative -- owes loyalty to the corporate client, not to the property owner and establishes his or her commitment and fiduciary responsibility in the form of an "Exclusive Right to Represent" agreement.

Many Services Included

Tenant representation has evolved to include a broad range of services. It includes lease audits, lease administration, negotiating lease renewals and expansions and providing construction management for tenant improvements and build-to-suits. Since many corporations today have more space than they need and are taking a close look at ways to control their occupancy costs, brokers and consultants are developing the specialty of handling lease buyout negotiations and subleasing.

Unique Skills Demonstrated

The best brokers and consultants have many traits in common, whether they work for a firm that /represents users only, for a full-service company, for a small "boutique", or as a member of a national firm or network. For example:

  • They become knowledgeable abut their clients' overall business objectives and strategies; they become, in effect a company's "real estate arm."

  • They understand that office and industrial facility decisions do not involve real estate matters alone; but also include such factors as services, demographics and proximity to transportation arteries.

  • They understand that today's highly competitive business environment places a premium on the ability to build flexibility into any real estate decision.

  • They are creative in structuring solutions to clients' problems and add value in the process.

  • They know how to build a team of professionals -- including, perhaps, a space planner, general contractor or attorney -- to see a project through to its completion

  • They give clients a realistic, honest assessment of the market. This educational component is particularly important for a client who has unrealistic expectations about what is achievable in the market. An unseasoned or overly-zealous advocate may not be able to deliver what the client expects and can mishandle a potential transaction in trying to achieve it.


A Tenant Representative's Value

Some industry observers believe that tenant representation is a phenomenon of a soft market; that, when the tide turns, the ranks of tenant representatives will shrink. We disagree. The broker's or consultant's role is critical because of:

  • their knowledge of the timing and location of space becoming available;

  • their knowledge of the details of transactions being done, which helps create leverage in negotiations for the corporate user;

  • their credibility and track record established with property owners -- particularly for brokers and consultants who disavowed a "scorched-earth, take no prisoners" approach to negotiations when the market was soft.

In short, the reason a tenant needs a representative under present market conditions is clear!

The business of representation for the corporate space user is here to stay. As corporate management continues to focus on its occupancy costs and how real estate furthers its business objectives, there will be a growing role for professionals who can assist in short- and long-term business and real estate strategy. Helping corporate clients to "manage uncertainty," in the words of a leading practitioner, is the measure of the broker's value in times of dramatic change.

The Future

We believe that the business will continue to be dominated by seasoned pros who have established credibility with corporate decision-makers and with the landlord community. We also believe that more real estate service companies will understand the need to attract people from a variety of sophisticated disciplines -- such as law, finance and engineering -- in order to provide high quality services.

We also believe that compensation issues will become clearer. The myth that brokers provide their services "for free" persists, fueled partly by the continuing willingness of many brokers to provide market analysis, lease analysis and other services without compensation in the hopes that a transaction will take place. But that is changing. From both the corporate and service perspective, there will be a greater understanding that:

  • the broker or consultant brings value to a particular assignment;

  • the services the broker or consultant provides must be paid for;

  • the broker's or consultant's compensation is a factor in the economics of a transaction; and

  • compensation issues should be defined up front.

The business is becoming more consultative, whether brokers wish to call it that or not. What we're seeing now is a blurring of the lines: corporate real estate "profit centers" participating in real estate commissions, or negotiating lower commission rates than were customary in the 1980s. This will change, too, as compensation becomes a more clearly-defined issue, much as it is for attorneys or architects. Services that have been provided "for free" will increasingly be "unbundled" and paid for directly.

More Strategic Alliances?

Some industry observers believe that tenant representation is a phenomenon of a soft market; that, when the tide turns, the ranks of tenant representatives will shrink. We disagree. In a so-called "landlord's market," the corporate user's need for a representative becomes that much greater. The broker's or consultant's role is critical because of:

  • their knowledge of the timing and location of large blocks of space becoming available;

  • their knowledge of the details of transactions being done, which helps create leverage in negotiations for the corporate user;

  • their credibility and track record established with property owners -- particularly for brokers and consultants who disavowed a "scorched-earth, take no prisoners" approach to negotiations when the market was soft.

Needs Become Magnified

In short, all the reasons why a space user needs a representative under present market conditions become magnified when the market seems to provide the property owner with all the leverage.

The business of representation for the corporate space user is here to stay. As corporate management continues to focus on its occupancy costs and how real estate furthers its business objectives, there will be a growing role for professionals who can assist in short- and long-term business and real estate strategy. Helping corporate clients to "manage uncertainty," in the words of a leading practitioner, is the measure of the broker's and consultant's value in times of dramatic change.


The decision to move a business, regardless of size, is almost always reached for compelling reasons, after thorough research and analysis justify the step. The time, money and effort expended preclude the luxury of relocation on a whim.

Any of the following can make your operation a candidate for relocation.

Expansion May Dictate a Move

The need to provide adequate facilities for personnel -- executive, scientific or technical -- can make a move imperative, because, in simplest terms, crowding beyond a certain point leads to inefficiency. Your business may literally outgrow its quarters. And in some instances, the expansion of a particular function -- research and development, for example -- may necessitate a move involving your entire operation. The creation of an entirely new business or subsidiary by a parent corporation is obviously another form of expansion and, in many cases, calls for the establishment of new quarters.

Sometimes Less Space is Needed

A regrouping of functions, as a matter of corporate policy or dictated by reduced business activity, can also provide strong impetus toward seeking new quarters. The need for new, smaller quarters can also come about through a restructuring of your company's operations. Decentralization, for instance, may necessitate the establishment of branch offices thus decreasing the need for home office space.

Don't Let Your Existing Lease Dictate When You Can Move

Often companies are not happy in their current location, yet they feel they can't move due to a long-term lease in place. The reality is that there are lots of ways to deal with existing lease obligations, and this should not be the dictating factor as to whether or not a company moves.

Relocation May Improve Your Image

At first glance, a company's desire to improve its image and status may seem insufficient reason to justify a move. Close analysis, however, shows this motivation to be anything but an "ego trip," because a firm's so\called "image," as well as its physical location, can have a direct bearing on its ability to attract and retain competent employees. The concept of image may be nebulous; the reality can offer direct benefits and, in some instances, justify a move.

Learn All About the Area

If you're going to move, how do you choose an area? What about the building? Are there guidelines, other than cost, that can help you select the proper location and lease the proper facilities? Of course. Some are apparent, others less so. Specific aspects of an area that can be considered "pluses" include ready access to major highways, to an airport or to a railroad station. Features to look for in the community should be those that appeal to everyone -- employee and visitor, alike. If your business attracts numerous out-of-town visitors, for example, hotels and motels within a reasonable distance may be important. A variety of good retail establishments rates highly, as do restaurants. And both you and your employees are likely to appreciate a choice of recreational, cultural and academic facilities. Also worthy of analysis is the new location's distance from the homes of your executives and other employees, and from the business locations of local customers or clients. The general reputation of the community you are considering may call for a value judgment. Is it clean, attractive, well governed? Remember, whether you live there or not, it's going to be "home" for a lot of hours each week.


We will provide a team of specialists to represent and assist you as necessary in making realistic relocation decisions.

As your representative, our first step is to help you establish your requirements and then look at where these requirements fit into the market, both physically and economically. By matching your requirements with market opportunities, we can negotiate a favorable transaction on your behalf. We will provide a complete market analysis to determine where your requirements can best be fulfilled.

We will explore alternatives with you which may include leasing, purchasing existing property, new construction, or remaining at your current facility. Any alternative you choose will be reviewed comprehensively by us. If desired, we will conduct a complete space analysis. We will meet with your personnel to determine your goals and objectives for the future location of your company. We will also review your plans for expanding, downsizing, or diversifying.

Having identified potential sites, we will narrow down the selection to your top few choices and do a thorough analysis of each. We will negotiate concessions in rental rates, operating expenses, and tenant improvements. We will also negotiate future expansion and extension options. Once we have concluded the lease negotiations, we will coordinate the logistics of your move from every aspect. We will maintain a close watch with the interior space planner through the build-out of your space to ensure that the work is being performed per the plan. After you are operating in the space, we will assist you in analyzing your operating costs to see if they are in line. Our service does not end when you sign a lease.

With respect to leasing, we can provide you with information in the following areas:

- Base building definitions - Potential concessions - Building systems
- Financial analysis - Base rental rate - Requests for proposals
- Traffic flow & parking issues - Lease documents - Tenant work letters & costs
- Legal consultation - Operating expenses - Comparative lease analysis
- Real estate taxes - Move coordination - Telecommunications/computer
- Space planning/programming/design

In addition, with respect to purchasing and constructing, we can provide you with information in the following areas:

- Zoning code requirements - Cost analysis - Land use
- Financing - Environmental questions - General contracting
- Design consulting - Construction management - Feasibility study


In considering your move to new office space, there are certain key features that demand close scrutiny and careful consideration. Each is important because it can affect your comfort, convenience and satisfaction.

  • Method of Measurement - In evaluating the terms of a lease, be sure you understand the difference between usable and rentable space. The usable area is that in which you may put furniture and equipment for actual office use. Rentable space includes a proportionate share of a building's public and service areas.

  • Building's Standard Installation - All construction work, including the lighting, partition and door allowance, and electrical capacity should be compared with those of other candidate buildings in order to make your best decision. The specifications for this work are in the 'Work Letter' section of the lease. The dollar value of Work Letters vanes from one building to another. Examine and compare!

  • Elevators - Consider the number of elevators, their size and design.

  • Building Management - Is the building adequately maintained? Does it indicate the care and concern of the landlord? Day-to-day management of the building should be one of your primary concerns.

  • Parking — Where applicable, the proportion of parking spaces to rentable area should be checked carefully. Insufficient parking space can downgrade a host of other positive features. An excellent parking ratio is 4 cars per 1,000 feet rented, but 3 cars per 1,000 feet will usually suffice. Parking may or may not be included in the rent.

  • Public Facilities - Tenants frequently lease office facilities without considering areas such as lobby, corridors, and toilet facilities. This occurs most often in new structures where space is leased before the building is completed. A cramped, unattractive lobby, narrow, dimly-lit corridors, or inadequate, poorly-located restrooms can detract from the value of your office space.

  • Column Spacing and Size - Here's a factor that is commonly overlooked, but shouldn't be. Closely-spaced columns limit your possibilities of interior partitioning, particularly if you need a screening room, conference room, cafeteria, or computer room. Ideal column spacing is 28 to 30 feet. Large columns limit layout possibilities, especially if they are close to core areas or demising walls.

  • Proximity to Plumbing - Be sure to check this during office planning if you require water for sink, pantry, kitchen, executive washroom or business equipment.


The Improvements

Tenant improvements in new office space must be considered during the selection process if a realistic occupancy date is to be met. Concurrently with lease negotiations, preliminary design and construction budgets must be prepared in order to facilitate lease negotiation and cost allotment between the building owner and tenant.

The Plans

The architectural plans, including those for HVAC, plumbing and electrical, must be submitted with permit applications in a timely fashion to the municipal building inspectors. The plans must be signed and sealed by an architect, and the permit applications for HVAC, plumbing and electrical work must be signed and sealed by licensed subcontractors for these trades.

The Construction Contract

After the lease is signed, a construction contract should be awarded in a timely fashion based on bid price, contractor reputation, and knowledge and scheduling of work. The scope of work and unit prices should be discussed to assure that change orders are controlled. The lowest price is not always the best price.

Other Requirements

Before construction begins, the tenant should order furniture, telephone/data lines and security equipment, and make arrangements for movers, plants, art work and new stationary. Furniture delivery can often take up to three months and telephone data line installations must be coordinated with the contractor


Office space improvements usually require eight to twelve weeks depending on size and complexity. Inspections by municipal officials are done upon completion of the rough walls, plumbing, electrical and HVAC work. A certificate of occupancy (CO) is usually issued one week after final inspections.

  • Analyze and determine space and location requirements
  • 1-2 weeks
  • Initial space search
  • 2-4 weeks
  • Identifying top choices
  • 2 weeks
  • Negotiation with top choices
  • 4-6 weeks
  • Lease preparation and negotiation,
    final work letter negotiation, finalization of layout, furniture
    and communications selection and ordering
  • 4-6 weeks
  • Completion of plans, commencement and completion of work
    and new communications installation
  • 8-16 weeks

We see what others don't. Can we help you?

Current Projects

  1. Beacon, NY.
    Twelve years ago we leased the Mechtronics Corporation the Pitney Bowes building on New King St. in White Plains, NY -22,000sf-for a period of 10 years expiring in June of 2010. A little over two years ago in a discussion we were having with Richard Fellinger, the President of Mechtronics regarding renewing his lease, he changed course and decided that expanding the manufacturing facility that he already owned in Beacon, NY would be both a money saving investment and a way to combine all of his operations under one roof.

    Fellinger was too busy to oversee the project so we became his development consultant. We directed the project for which we received a monthly consulting fee. We recommended the design team, we interviewed and recommended construction companies, and we interfaced with municipal officials to obtain site plan approval. Mechtronics will be moving in April of 2012

    VALUE: Fellinger trusted me to be him and make reasoned decisions. I thus saved him his valuable time while completing a project which will duplicate the size of his office facility and add 50,000sf of warehouse space to the existing 80,000sf building all while reducing Mechtronics' yearly expenditures for plant and office operations.

    A home run!

  2. Harrison, NJ.
    We were representing Walgreens as brokers and in that capacity we agreed a deal for 15,000sf for twenty years on this site. We finalized and signed an LOI and were going to lease when we were informed that the municipality had imposed an overlay/redevelopment zone within which we could not make the Walgreens deal.

    So now we had to put on our developers hat and start the process of developing the overall scheme for utilization of the site-legal/architectural/civil/etc.

    The result is what you see on the WEB site-330 hotel rooms and suites, plus about 65,000sf of retail, plus parking. A major development for the area and one in which we were paid development fees to put it all together and we will be paid brokerage fees for leasing the retail space and bringing in a hotel developer.

    Please visit the website for One Harrison Avenue

  3. Southampton, NY.
    Several years ago (08) we offered a site in Southampton, NY to Hillstone the restaurant chain out of Beverly Hills that operates Houston's and Gulfstream restaurants.

    Hillstone ultimately rejected the location (too seasonal) but Wally Glennon, the owner, liked our style and asked us to become his exclusive agent.

    The idea was for us to secure a tenant but the reality was that the zoning situation was so difficult that we soon realized that we needed to organize the development aspects of the site before we could bring in a tenant.

    So now we started the development process with again, design, legal, all of the standard development tasks. In this case we determined that highest and best use would be a combination office and bank building and that is what we proceeded to design. In the midst of all this the economy tanked and we realized that there were no possible tenants for what we were designing.

    We then cancelled our exclusive agency agreement as there was nothing more for us to do.

    Several months later, Glennon called to say that the Village Trustees had approached him to and said that they would consider providing a zoning change to permit supermarket use. I said - HOMERUN! - and promptly contacted The Fresh Market in Greensboro, NC (a customer of ours - high end similar to Whole Foods).

    We have now signed a lease with TFM and we are wearing two hats - developer and broker and getting paid for both. We are directing the Development process - zoning /legal/planning/design/financing/lining up construction/etc. Once we obtain all the approvals we will oversee the construction of a 20,000sf high end grocery market.

  4. New Milford, CT.
    We represent the owners of The Cookhouse Restaurant in New Milford, CT. They recently acquired the property the Cookhouse is located on as well as the adjoining property. As the owner's development agent we are attempting to get approval from the town of New Milford to build a retail building of about 20,000sf. Once approval is obtained the value of the property will be 5 times what the owners paid for it. We will then bring in a retail tenant and be paid a brokerage fee for that transaction.

Past Projects

    Gorham Island: 40,000-square-ft & 5 years of determination

  • AmeriCares: Made the Impossible, Possible


RS Silver Enterprises
110 Millertown Rd. Bedford, NY 10506

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