Houston-based real estate developer Charles Shears brings nearly three decades of experience to the planning and execution of retail projects in emerging markets. As managing partner of SDI Realty Advisors, which he established in the late 1990s, he has led the development of shadow-anchored retail centers across Texas and beyond. His portfolio includes more than 60 Lowe’s Home Improvement stores and 23 Wal-Mart Supercenter projects, along with collaborations involving brands such as Dick’s Sporting Goods, Bed Bath & Beyond, and JC Penney. Charles Shears studied economics at the University of Texas in Austin and began his career in land brokerage before expanding into full-scale retail development. His professional affiliations include the International Council of Shopping Centers and the National Association of Convenience Stores. This background informs his perspective on how smaller cities can attract national retailers while meeting strict construction and opening schedules.
How Smaller Cities Attract National Retailers on a Tight Timeline
New retail construction has been limited, so smaller cities competing for national brands need a plan that is practical and deliverable. National retailers expanding into smaller towns still expect predictable delivery and may not build in extra time into project schedules, even when a site offers lower costs or less competition. Here, “tight timeline” means a schedule constrained by entitlements, permits, utilities, inspections, and a retailer’s planned opening sequence.
In retail real estate, the International Council of Shopping Centers (ICSC), a trade organization, tracks how brands expand beyond dense urban cores. Recent ICSC coverage highlights secondary and tertiary markets, growing trade areas where limited retail supply can leave demand underserved. It shows national retailers paying closer attention to these mid-size communities as competition for metro sites remains intense. In that environment, concrete execution and local coordination matter more than broad promises.
Smaller cities often start with proof of demand. City officials and partners can use “dialogue and data” to show population growth, housing pipelines, and local spending patterns that retailers can quantify. Retail “leakage” analysis can also show when residents spend heavily but travel elsewhere for certain services. Those numbers help developers and retailers evaluate a site without relying on anecdote.
Developers then translate the market story into a deliverable project. Their responsibilities span from securing and preparing land to navigating zoning, permits, and infrastructure coordination. Early feasibility work assesses land-use fit, access, environmental constraints, and utility capacity, as late upgrades can extend timelines and require design changes.
Entitlements and permitting then become the next hinge in the timetable. Entitlements are the land-use approvals required before full permitting, such as zoning compliance, special-use approvals, and related reviews. Commercial development guidance emphasizes that permitting often takes months and can involve multiple agencies, so a practical goal is predictable sequencing, not a blanket claim of “fast approvals.”
Capacity and coordination often decide whether predictability holds. Local planning teams may be lean but accessible, yet limited inspection bandwidth or fragmented infrastructure coordination can still slow a project. Early engagement with city staff can clarify submittal order, align review expectations, and surface fire-safety or drainage questions before final drawings lock in, reducing redesign loops that quietly consume weeks.
When readiness gaps appear, developers shift into execution mode. They may plan phased site work, line up contractors and materials in advance, and coordinate with utility providers to keep critical connections on track. Phased scheduling can reduce idle time while approvals finalize, which helps protect the opening date from preventable stoppages.
Retail clustering can strengthen the case for a corridor, especially when a recognized anchor is involved. ICSC coverage points to interest in grocery-anchored and other open-air formats. Anchors do not guarantee leasing, but they can make a node easier for retailers and lenders to underwrite and help municipalities recruit additional brands by providing a stable traffic driver.
Cities also improve outcomes by coordinating beyond city hall. Some communities partner with neighboring jurisdictions so a retailer can consider multiple nearby sites under one regional story. They may also align early with state-level agencies on incentives or grant programs. Hence, businesses hear a consistent message, with fewer last-minute surprises about who can approve what and when.
The most competitive cities do not just promise delivery; they document it. When city staff and developers align early, reduce rework, and plan around real capacity, national brands are more comfortable choosing them again. In tight-supply conditions where rollout decisions hinge on credibility, proven execution at the local level becomes the strongest case a city can make.
About Charles Shears
Charles Shears is a Houston-based managing partner and founder of SDI Realty Advisors, a firm established in the late 1990s to develop shadow-anchored retail centers. Over nearly three decades, he has co-developed more than 60 Lowe’s Home Improvement stores and 23 Wal-Mart Supercenter locations, along with projects involving national brands such as Dick’s Sporting Goods and Bed Bath & Beyond. He studied economics at the University of Texas in Austin and maintains professional affiliations with the International Council of Shopping Centers and the National Association of Convenience Stores.
