PENSACOLA INTERNATIONAL AIRPORT

SELECTION COMMITTEE MEETING

REQUEST FOR PROPOSAL 13-008

OHM CONCESSION GROUP PRESENTATION

Held at the Pensacola International Airport, 2430 Airport Boulevard, 2nd Floor Conference Room, Pensacola, Florida, on the 21st day of August, 2013, at 2:15 p.m.

Hitchcock and Associates

Registered Professional Reporters

111 South Baylen Street P. O. Box 13253 Pensacola, Florida 32591-3253

(850) 434-6447 / 434-6773

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2 A P P E A R A N C E S

Greg Donovan, Director Pensacola International Airport Wes Payne, Manager Cordova Mall Perry Hunter, Manager McGuires Irish Pub Bill Dagnall, Business Account Officer Navy Federal Credit Union Brad Roberts, Power Quality Systems Director S&C Electric Company Michael Laven, Property and Budget Manager Pensacola International Airport Richard Chinsammy, Consultant Concessions Solution Group

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3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 setup. being here. MR. LAVEN: Thank you very much for

This is the proposal presentations

for the City of Pensacola, Request for Proposal 13-008, Pensacola International Airport, Food and Beverage Concession lease. You will be able to

give an oral presentation on your proposal, and you will be able to present your content in an oral format. Today is August 21, 2013. getting started now at 2:15. Were

You will have 30

minutes for your presentation, and you will have an additional 15 minutes at the end for questions from the committee. Now that the recorder is on, I can say the committee members present would be Greg Donovan, who is our airport director, Brad Roberts, Bill Dagnall, Wes Payne, and Perry Hunter. You were each given 15 minutes for your We ask that you not provide any samples or Again, you

giveaways to the selection committee.

may only present that which is included in your proposal, and you may not revise your proposal. This is something new. After the

second presentation today, we will be holding a

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4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 afternoon. members. public meeting of the selection committee. At

that time the selection committee will evaluate the two proposals, and at that time they will make a recommendation to the mayor to the most responsive proposal. That meeting at

approximately 4:15 will be open to the public. Youre invited to remain. We hope you will.

So at this time-once again, this is being recorded for the record. This will become

part of the public record after the award of this presentation. So please proceed. Thank you. Good

MR. MILAN PATEL: How are you?

Thank you, committee

Thank you for giving us the opportunity

to come forth to you and do our presentation on OHM Concession. Today I have with me partners of my group, OHM Concession Group. Maria Patel, shes

the senior vice president of OHM Concession Group; Hamal (phonetic) Patel, VP of finance. From the brands representing-Phil Nichols from Chick-fil-A. MR. NICHOLS: Hi. Channing (phonetic)

MR. MILAN PATEL:

Phillips from Einstein Bros. Bagels; Ernesto

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5 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Salazar (phonetic) from Surf City Squeeze Smoothie. We have Chef Michael Jasa from Corona

Beach House. Along with that, we have Tara Carmichael, our designer partner with Silhouette, an architectural group from Chicago. So OHM-what does OHM stand for? OHM

stands for Outstanding Hospitality Managements. Our company is a food and beverage-based company. We are passionate about our business. To put it

simply, customers are our priority, and we want to take care of them to our best ability. Our vision

is simple-to enrich the lives of our partners. We operate in some of the top airports in the country. We have a track record of

increasing sales and customer satisfaction at some of our contracts. For example, in St. Louis we

took a facility that was TCBY, about 400 square feet, we reconcepted, added Dunkin Donuts and Baskin-Robbins, of sales from 400,000 annually to 2.2 million-just simply switching the concepts, seeing the vision behind it, and increasing the sales. OHM is owned and operated as a hundred percent Florida ACDB (phonetic) company. As you

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6 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 see, we operate in some of the nations top airports. We would love to make Pensacola the

number seven awarded contract, as you see (unintelligible). We want to realize your vision. job as an F&B concession-food and beverage concessionaire is to deliver the vision you have set forth for the citys airport. partners. We are your Our

We bring a fully integrated team to We will be responsive,

deliver our proposal.

flexible to the changing of business needs and change as we need to change to better the airport. Our proposal brands deliver qualityquality service, quality food, quality brand standards. A design and architecture development team thats experienced in food and beverage, developing all over the country-they have twentyplus airports that theyve done work in. A focus management team and support team will be dedicated to Pensacola. We will

drive sales and revenue growth through national, regional, and local marketing programs with our brand partners. We will give a hundred-percent

commitment to buy local program-local vendors,

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7 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 produce, all nonproprietary items to the brand. We will make a hundred-and-ten-percent effort to source locally. You have our hundred-percent commitment when you go through our proposal and make decisions. We are a family-owned business, and we

believe in honesty, integrity, mutual respect for one another, trust, team work, personal and professional growth, a world-class customer service, passion for business excellence, and an entrepreneurial spirit. So OHM-OHM offers value to our guests. Our pricing ranges from 85 cents to $16 across the menu on all the brands. In fact, all the brands

have kid-friendly offerings as well, an option for parents that are traveling with the kids. In

fact, the national brands drive three times more revenue than the local concept, and thats a fact, not my own perception. standards. National brands give

Its their model that has to be

followed, or theres no other way. Passengers flying out of Pensacola have two choices, dining in Pensacola or connect to their connecting hub airport, such as Miami, Houston, Atlanta, and spend the dollars they would

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8 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 have spent in Pensacola in the other airports-at other airports in the national grand aspect of it. MS. PATEL: Good afternoon, gentlemen. Youre going

What are you guys getting with OHM? to get Chick-fil-A.

Chick-fil-A right now is one

of the hottest brands in the North American market. They have over 1,700 stores, and you will

be getting for this size airport, the small regional airport-this will be the first small regional airport with such a-with a brand like that. Youll be getting Einstein Bagels, one of the best bakery concepts in North America, and they do that while maintaining a high level of quality and service and support. They offer a

variety of speciality coffees, sandwiches, light fare and snacks for an all-day menu option. Corona Beach House-were taking a regionally themed Florida staple and giving it a national-with national standards. They have an

extensive menu and offer pricing from $8 to $16. Surf City Squeeze-they have-offer healthy alternatives for todays more healthconscious people, because, lets face it, were all trying to live a more health-conscious

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9 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 lifestyle. So they have smoothies, chillers,

salads, sandwiches, wraps, and they add a nutritious choice to the consumer thats looking for it. What OHM will bring to you, well bring you value, reasonable prices, a little something for everybody, choices. Between all the brands

that were going to offer you, somebody is going to find something that they want. There are

standards with backing from a national-all the national brands. You can guarantee that there is

going to be, like, support and systems in place. What does that mean for Pensacola and its customers? It means hundred-percent

satisfaction for your customers and for the city as well. MR. MILAN PATEL: We have compiled

comparison data for airports the size of Pensacola, for example, 700 to 800 enplanement passengers. Our concept plan will immediately

place Pensacola above other regional airports, as you can see on the screen, place Pensacola on the same level as larger airports in terms of offerings. This will not only attract passengers,

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10 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 just as importantly, it will attract airlines to Pensacola. So now Id like to take a moment to bring up Tara Carmichael from our design group to take you through the design aspect of the proposal. Thank you. MS. CARMICHAEL: Hello. When we

approached this RFP in terms of the design in maximizing the potential of these spaces, to be able to really-not just from a design perspective, from a performance perspective, too-optimize what we can provide to the travelers. When you start looking at what weve presented here, were actually at 30 percent drawings. real. I mean, these are designs that are They can go right

Theyre not imaginary.

into construction drawing phase. So part of what we tried to do was take the spaces that were being offered and really get the most out of them. At the Einstein Bros.

location, which is the pre-security, we wanted to provide a space where people felt like they could sit and wait for-you know, if theres delays, obviously, the more comfortable people are, you know, theyll not only purchase items, but theyll

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11 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 be happy to frequent the airport and realize that theres options when youre sitting, waiting for people to arrive. So we incorporate a storage area, but we also maximize the seating area, so its like a nice, open caf, open windows out onto the tarmac and really relates to the space within. We also wanted to kind of keep in mind with all of our concepts how it integrated withyou guys had a beautiful renovation. that work within what were proposing? How does We dont

want to propose something that doesnt fully maximize what youre looking for in terms of spending that kind of money, investing into the spaces. In terms of the interior space, postsecurity, we really wanted to create kind of a destination for customers but also that provided most choices. So we start with Chick-fil-A which They have

is obviously a very recognizable brand. great colors and materials.

We wanted to focus on We

some green elements and sustainable elements.

have not only lighting, materials, equipment that are all focused on that because the design-the world that we live in is focusing more towards a

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12 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 green attitude, but also make it recognizable, obviously, to people who know Chick-fil-A; and its colors keep the kitchen open so people can see into it. it. So you can see that we really used high quality, durable materials, very clean, modern, and really trying to focus on that part of updating and giving you a great space to invite your customers. Then post-security we also have our Corona concept which is obviously Florida. It It really relates to the space around

reflects Florida, has the beach, the sun, the vibrant colors, all of those textures. The floor Its

even almost exactly matches your concept.

got that great water, surf, sand, but also colors that feel comfortable. This gives us our sit-down

option where people can sit, wait for their flight, have a drink or not, have some food, and just take the time that they need to relax. So we

have, you know, pebble elements and the stone and things like that that are really going to be durable and last throughout the time that you need for the space, so that it doesnt look old in two or three years.

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13 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Then we have our Surf City Squeeze concept which is obviously very focused on the ocean and the sun and has that great, bright inviting feel, and its more of a quick-serve option, which obviously has the option for you to go and use the seating areas in the open. We kept

the whole design of the post-security open so that you can sit down with whatever you take, or you can take it with you on the airplane. So again,

these are all bright, colorful, solid materials that are going to last. Then we have a second Einstein Bagels, which does provide us with another opportunity to have a seat. Its a little more of a quick You dont feel

service versus the restaurant. like you have to stay.

The idea with all of these is that they complement each other, but theyre very recognizable brands, and in the design we kept those brands, but we adapted it for the airport use because, obviously, airport traffic is very different from a street location. So that was

important in the way that we approached the designs. Theyre very accessible and open. You can see out into the The

windows are open.

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14 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Thank you. MR. HAMAL PATEL: Thank you. So now airport. You can see through the concourse, and

it really adds to it versus, you know, conflicting with the overall design of the airport. In summary, basically, our goal is to make this a reality in a very efficient, seamless manner as possible. We would like to be able to

open the Chick-fil-A space in April of 2014 once the existing spaces are barricaded, once the leases are up, also be able to provide kiosks temporarily to allow those services still to be provided to travelers, which is very important, so that when they open in August of 2014, the travelers already know that they have the options there. They dont have to wait until August to

get them. So I will turn it now over to Hamal.

were going to dive into some financials of what actually drove, you know, our RFP and our proposal. OHMs proposal is data driven, and our proposal is based on past performances at Pensacola International Airport and our own experience offering some more concepts. Moreover,

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15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 working with our brand partners, we have compiled realistic and achievable sales goals. Our plan

will drive sales and therefore revenues to the city. We have achieved a 66-percent sales increase over our current performance with our program, as you can see on the top part of the chart. We plan to raise the capture rate and

increase the sales per employment to industry standards which is setting up (unintelligible) per employment passenger. Our proposal also guarantees the city and airport a minimum rent of over 4.4 million over the term of the agreement. Our capital investment proposal exceeds the stated minimum investment for this proposal. Our proposed investment ensures that we would have a world-class dynamic facility which would complement and enhance the Pensacola airport. Our plan will increase the jobs to Pensacola International Airport for about a hundred full-time jobs and also approximately ten management positions. We will also be contributing approximately $600,000 annually to the local

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16 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 economy through our buy-local program. We will also be giving back to those who serve our country by giving coupons and discounts to military members and their families. We are fully committed to supporting the local economy, and Maria will give you an example of how we provide this with the local USO and military. MS. PATEL: We are located in St. Louis

as well as-International Airport-as well as BWI International Airport. strong USOs there. Both of them have very

St. Louis is an Army town. So we do a lot

Fort Leonardwood is right there. of work with them.

We donate doughnuts every day, two dozen doughnuts every day to the USO. We do

catering for them, which, you know, not for profit, you know, all donations, catering for all of their events between anywhere from a thousand people to in November were going to do five thousand people for them. So whatever we can do

to help out our local-you know, our military men and women, were all there for it. Customer service is our priority. take our jobs very seriously. hundred percent of the time. We

I am in the field a I actually took some

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17 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 time out of my schedule to come here and talk to you nice gentlemen, so-but we are very, very customer focused. We have a detailed customer

service program where we teach all of our associates, you know, the ins and outs of, you know, a proper sale, how to take a complaint and everything like that. Between our training and then the branch training, I believe, as well as everybody here, that we would be able to have a combination of, like, world-class customer service that you guys would have that would be unbeatable. MR. MILAN PATEL: And more so, we want

the associate to be an ambassador to the airport, not just an associate thats working, earning a paycheck. We want them to really take-know the

airport besides their job so if a guest comes to them and says, Hey, where is the restroom? Where is the escalator? Where is the elevator? Where can I go to the baggage claim? theyre able to answer those questions without bothering the employer, without being distracted. what we want them to be. Thats

We want them to really

be an ambassador to the Pensacola airport, not just an associate for OHM.

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18 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MS. PATEL: Right, and just an example

St. Louis has a-called Catch Us (unintelligible) program the airport came out with. Its a

customer service based program so customers can actually go onto the airport website and leave comments about people, and every month one of our employees from one of our stores is on there, about, like, you know, helping them up the escalator or, you know, walking them to their gate or something along those lines, taking the personal extra step. Its a fact, every day our customers vote with their wallets. You know, theyre going

to figure out, you know, give us their vote. Either theyre going to choose to endorse us, or theyre going to choose to endorse somebody else, and we want them to endorse Pensacola, and we want them to endorse us as well. OHM has responded to the citys request-Im sorry. OHM has responded to the RFP You asked for first

that the city requested.

class food and beverage offers with a broad variety of popular food options in a customerfriendly environment, and weve delivered on that. A modern food and beverage program

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19 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 reflecting todays trends, weve delivered on that. Innovative food and beverage concessions, concepts, designs and passenger experiences, weve delivered on that. Exceptional levels of customer service and satisfaction in quality products, we have that in all the other locations that were in, and we are ready and able to bring that to Pensacola. We believe in supporting local vendors and businesses, and we will incorporate a buylocal program; and then once again, we are a hundred percent ACDB (phonetic) owned and operated. MR. MILAN PATEL: So in summary, OHM

has responded a hundred percent to the request for the RFP that was set forth by the city. We have

answered each and every question to our best ability and knowledge, delivered division and goals in detail set by you guys to see what do you guys want to bring to Pensacola airport. We went beyond that, maximizing the design aspect of the locations to make sure that its more inviting, more open to the public, make sure that they want to come in and dine, to

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20 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 maximize the revenue. At the end of the day,

storage space is not going to give you more aeronautical revenue. The passengers will.

Maximizing customer satisfaction and drive sales and the revenue to the airport is our game. Thats all we know how to do, and were

ready to come to Pensacola airport. This will elevate Pensacola to the national prominence and position, Pensacola in the same category as the top fifty airports in America. Complements to the overall airport and incorporate sustainable environmental friendly material, finishes, and equipment, provides passengers and visitors and staff members with a world-class dynamic plan reflecting what todays future passengers are demanding. Lastly, but most importantly, we wanted to give them choices. At OHM we like to take a

space of 400 square feet and probably put six concepts if were able to maximize the revenue. So we wanted to offer variety, choices, and a value proposition to all the passengers traveling through. Financial commitment is guaranteed,

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21 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 done. MR. MILAN PATEL: UNIDENTIFIED: Thank you, sir. validated and a hundred percent, without exceptions, in the RFP. We are a dynamic, We

professional financially stable company team. are ready to work with you to transform the passenger experience at Pensacola.

So when youre

doing your due diligence, we humbly ask for your business. Thank you. UNIDENTIFIED: Well done, very well

Lets start off with-

from-we have a procedural question, I think, Michael. UNIDENTIFIED: A disclosure question, The

Ive just got a fine-print type of thing.

city has a prohibitive conduct policy, and this policy was stated in the RFP document itself. Specifically it says, March 25, 2013, the date this RFP was first advertised, Has anyone from your organization or anyone associated with your proposal made contact with anyone on the selection committee, any member of city council, or anyone who may have been considered for the selection committee, including airport staff or

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22 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 you. UNIDENTIFIED: Can I ask a quick first you. UNIDENTIFIED: We have to get that Mr. Chinsammy, but not including the citys purchasing manager or his staff? MR. MILAN PATEL: The only person that

we run into at conferences and stuff is Mr. Chinsammy. AMAC. Hes at the conferences, ARN,

Were a member of AMAC and ARN, but not

anything particular to Pensacola we havent spoken to. UNIDENTIFIED: Okay, very good. Thank

technical question out of the way. MR. MILAN PATEL: Sure, and

Mr. Chinsammy is a great consultant, and I think everybody in the room has probably met with him and talked to him and said hello at one point. MR. CHINSAMMY: I dont know any of

question real quickly while its in the top of my mind? MR. LAVEN: Yes. You mentioned that your Does-I

UNIDENTIFIED:

brands have standard systems manuals.

gathered with Surf City and Chick-fil-A and

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23 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 bit. that orMR. JASA: Sure, Ill put in a little Einstein. Does Corona Beach House have the same I know where youre-do you have

system standards?

system standards manuals, things of that nature (unintelligible)? MR. MILAN PATEL: I can speak to a

little bit, and then maybe if Chef wants to dive in here, well be more than happy to, but, yes, Corona Beach House does have-its a local concept in Miami, but its-they have brand standards that are nationally recognized, and theyre developed systems and procedures and processes to executefor instance, theyre in Miami. be in LAX. Theyre going to

So its hard to do if they dont have

the system in places to do that. Chef, would you like to add anything to

Corona Beach House is actually a national

brand, owned and sponsored by Crown Imports, but its operated by the people that I work for out of Miami, which was the first location. So I was the

menu founder, and I started it from the beginning of the concept with the owner. So what I have an example of here is a full operations manual that was meant to be for a

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24 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 national franchise to come. So it starts with job

descriptions, goes into training procedures for first aid, special diets, that kind of thing. goes into order guides, small wares list, and manager checklist and cleaning checklist and similar things that youd ever have when you needed to open up a new location. UNIDENTIFIED: Very good. Well, let It

me, first of all, commend you on the amount of energy that you put into the presentations, very well done. Then like a good baseball team, youve

got a variety of exceptional performers, and thats very exciting to me and to the airport. The one question came up when I wrote down here that you talked about a marketing program. Could you go into some detail? Lets Making

say hypothetically that youre selected.

sure that our passengers and that our community understands what is changing at the airport, the resources that we have here, could you go through what type of marketing that you would do, just hypothetically? MS. PATEL: Okay, I know that in our

other airports, they have the clear channel boards, the light-up boards. We use those. All

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25 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 of our brands give us coupons, flyers. actually-we do sampling. Weve

We try to bring up as

much as possible through the airport extension signs and stuff like that, just letting people know that were there. Me, personally, Im the type of person who is kind of like in-your-face a hundred percent of the time, and I teach my employees to be like that, to be, like, overactive, Hi. are you? Hello, how

If theyre looking, youre talking to

them and just trying to, by word of mouth, you know, just bring them, make them aware of our concepts because even-you know, if theyre looking, then they might be interested in something, and you can-if theyre not hungry now, theyll be hungry later, and you can get themexplain it to them what we are, whether its Einstein or Chick-fil-A, you know. If theyve never had it, you give them a little sample of coffee or a bagel or something like that, and thats going to bring back your base, bring back-you know, your customers will be like, Oh, well, I remember that bagel. It was

actually pretty good, or, you know, That sandwich was-you know, that chicken was great.

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26 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 something? MS. PATEL: Absolutely, sir. At Einsteins we also We Lets-you know, lets go there. So knowing your product and knowing your things is very important when youre in a customer service base. UNIDENTIFIED: Maria, can I add

UNIDENTIFIED:

have frequency programs that we can leverage.

provide a full integrative website for OHM to be able to customize materials and print-off and be able to run with those. Especially talking about doing things with the military, through the USO, and, you know, also coffee would be something that we would be very focused on. MS. PATEL: And we have those in a lot

of our stores, too; like, you buy nine, you get the tenth free. UNIDENTIFIED: In this day and age of

iPads and iPhones, does OHM have a social media director to where you monitor Facebook tracking, Twitter, to be able to get the word out that way aside fromMS. PATEL: We do have-we have Dunkin

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27 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Donuts. We have five of them in the airports, so We have Facebook

we do have web pages for those. pages for those.

Dunkin is very, very supportive

in that aspect, so they do a lot of the work with you as well to set up all of your stuff like that. We alsoMR. MILAN PATEL: And if I may, were

in the process-were testing with the Micros, our POS, point of sale system, to kind of come up with something like that they could order at the gate and we could deliver. MS. PATEL: Were working thatAnd theres also-before you board,

MR. MILAN PATEL:

is HMSHosts application-were working-like, for instance, in Corona we could probably put tablets at the tables that integrate with our point of sale system so if a guest is there dining, they could really just scroll through there and say, Hey, I need a drink, and if they order a drink off of their tablet, it goes to the hand-held that the server has. It (unintelligible), Hey, Make sure

somebody at table four ordered a drink. you serve them.

So were working on that technology. Sometimes technology sounds great, but if it

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28 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 of that. doesnt work out the kinks, it could be a miserable (unintelligible - background noise). MS. PATEL: So we are looking into all

Theres also some apps where you can So theres an app for,

order before you get here.

lets say, Great American Bagel, so you can go through and order your sandwich, and itll send us an alert and say that, you know, Milan ordered a sandwich for eleven oclock, and he will be there at-and what sandwich it is, everything on it. itll be ready for him when he walks through the door at eleven. MR. MILAN PATEL: And I think Einstein So

has a kiosk program-Micros kiosk programUNIDENTIFIED: Right. -that they would

MR. MILAN PATEL:

order certain items and takeUNIDENTIFIED: Right, and especially

for your associates and people that-employees that work at the airport. That thing can be especially

useful for them so they can come in and order, you know, when they first come in in the morning. know, I want to get lunch at ten-thirty, they can go ahead and place their order in the kiosk, and itll be ready for them. You

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29 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 That technology also exists for things like-and I dont know if you do this-but down the road, if you ended up doing something on an account with your associates that you do (unintelligible) balance with them, that technology exists, and they can also prepay at the kiosk as well. UNIDENTIFIED: I have a quick question,

just from the business standpoint, more so geared towards Chick-fil-A. Just so theres no problems

down the road, if this actually happens, are there any territorial issues with present ownership, or is the ownership going to be the ownership here in the airport? How does that territorial stuff work

as far as ownership and operation of Chick-fil-A? UNIDENTIFIED: Thats a great question.

So let me explain kind of the structure of our licensing program in relation to OHM, and I think that might answer your question. UNIDENTIFIED: UNIDENTIFIED: Okay. We have about 14

restaurants in this area, and all of them are individually, locally owned by business owners, and so theres no territory. Theres no lines

drawn in the sand, pardon the pun, here in

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30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 here? MR. MILAN PATEL: Our projected was to yes, sir. MR. ROBERTS: Can I ask a question? Florida, but-so you can go anywhere with Chick-fil-A, and so theres no territorial issues here at the airport; but what well do is well actually contract with a local owner-operator to support the Chick-fil-A here in Pensacola. Thats

one of the feedbacks we get from our business partners, is that the support level that Chickfil-A provides for business partners is actually pretty well compared to some others because we have a local guy or gal on the ground that comes at least two times a month to grow the businesshelp them grow the business and also help just to make sure the brand standards are in check; but it would be their business, if that makes sense. MR. ROBERTS: site-on that premise? UNIDENTIFIED: Yes, sir. Absolutely, All the cooking is on the

You said the national average for spending on enplanements was $4.81, I think. UNIDENTIFIED: MR. ROBERTS: Yes. Correct.

What is your projection

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31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 obviously do better than that, but we could minimally hit that, theres no doubt. I think

theres money being left out-left on the table by the passengers here because of the choices, and there will-quite frankly, this is my fourth time throughout the RFP process. okay. Ill be like, Hey, Ive got a

You know, Im going back.

connecting flight to Atlanta, lots of options, lots of choices. You know, I will get something

from a gift store here to hold me over and then go there, you know. So its-I think the area-you know, our training-our associates training-we want to-I mean, we want the customer to leave with charging their MasterCard if theyre paying cash, you know. So we want to get every dollar, every

dime, every nickel that we could get out of them, and then they can go on, you know. MR. ROBERTS: You indicated that you

would-this is for Einstein, I guess, primarilythat yall would make regular local donations to the USO? MR. MILAN PATEL: No. We currently

do-so we would get together with the USO here and come up with something. We work with them, hands

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32 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 facilityMR. MILAN PATEL: MR. ROBERTS: being offered? MR. MILAN PATEL: alcohol offered. There is minimum Yes, sir. on at the airports in St. Louis and in Baltimore. For instance, we had a national doughnut day. We brought tons of doughnuts to

Baltimore USO and St. Louis USO to give them out because its free doughnuts to anybody that comes through. MR. ROBERTS: sponsored, typically. MR. MILAN PATEL: Not necessarily. No, Thats corporate

thats the-its on the-its a corporate program that all the franchisees have to participate. MR. ROBERTS: Participate in, okay. But in the airports,

MR. MILAN PATEL:

in our sublease and our agreements, the airports understand that they dont want anything like that because it damages their revenue and all that, so. MR. ROBERTS: In your pre-security

-theres minimal alcohol

We figured-you know, we were

looking to see-you know, nine out of ten times the pre-security offering is going to be

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33 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 delays. MR. MILAN PATEL: MR. ROBERTS: Yes, sir. patronized by the people that are going to be leaving the airport. So we took into

consideration do we really want an individual to drink three, four, five, six beers and drive to go home or vice versaMR. ROBERTS: Well, my-or do we want

MR. MILAN PATEL:

somebody to come inside and patronize-theres a bar inside. Well have a full bar, full-you know. MR. ROBERTS: I fly a lot. MR. MILAN PATEL: MR. ROBERTS: Yes, sir. Well, my only comment is

And theres a lot of

And so theres a lot of

people waiting a long time to pick up people that are coming in, and when I generally come in, the only space thats occupiedMR. MILAN PATEL: MR. ROBERTS: Is the bar.

-is the bar, andBut if-

MR. MILAN PATEL: MR. ROBERTS: drinking too much.

-I dont think theyre

Theyre probably not drinking

as much as the people on the airplanes, but-

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34 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 that? MR. MILAN PATEL: UNIDENTIFIED: Yes. percent. MR. ROBERTS: Yeah, and thats a big MR. MILAN PATEL: Well, I mean, if it

comes to that point and if were the elected operator, we would consider that point well taken, and we would probably tweak the design and come forth to you and ask you if it works for you andMR. ROBERTS: differenceMR. MILAN PATEL: MR. ROBERTS: -if youWell, because theres a

-in license categories. Yes.

MR. MILAN PATEL: MS. PATEL:

Absolutely, a hundred

difference, as I understand it. UNIDENTIFIED: capabilityMR. MILAN PATEL: MS. PATEL: Yes. -if you need to adjust Yes. You have that

UNIDENTIFIED:

Because that is a point

well taken, that the meeters and greeters are not the number that you see as enplanements. MR. MILAN PATEL: No. And that goes to

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35 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 spaceMS. PATEL: MR. ROBERTS: Correct. -or to-be-vacant space. To-be-vacant. my other point that we made. We are willing and

able to change as the business needs, so we will work with your concession department and work hands on and say, Hey, can we try this? Can we do this? Can we-whatever works to bring a dollar to the airport, were all for that. MR. ROBERTS: And then one other

question on the implementation. MR. MILAN PATEL: MR. ROBERTS: Yes, sir.

You indicated that Chick-

fil-A would be open fairly quickly. MR. MILAN PATEL: MR. ROBERTS: Yes, sir.

Because thats a vacant

MR. MILAN PATEL: MR. ROBERTS:

So you would try to have

that open at the time the otherMR. MILAN PATEL: MR. ROBERTS: Contract expires.

-contracts are ending.

Then it takes five months before the other spaces are open? MR. MILAN PATEL: Thats five monthsNot necessarily.

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36 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MR. CHINSAMMY: Michael and I just want

to make sure we point out that those-the dates are specifically in the RFP with the availability of space. That post-security space has to be open

(unintelligible) irregardless. MS. PATEL: Right. Right, the new oneThe new one. -the new space. Yeah. Yeah, the existing

MR. MILAN PATEL: MR. CHINSAMMY: MR. MILAN PATEL: MR. CHINSAMMY: MR. MILAN PATEL:

concessionaire has up to 60 days to remove his equipment. Thats why we are going for an So

ultimate goal of the end of the 2014 year. were giving you a little bit of extraMR. ROBERTS: till the end of 2014? MR. MILAN PATEL: MR. ROBERTS: MR. CHINSAMMY: Yes.

So youre allowing them

Starting in April? Yeah, they-the The space

contract will start April 1 of 2014.

may not be available for 60 days or more after that date. MR. MILAN PATEL: Well, we will have

some kiosks and offering in front of our

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37 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 barricade, offering temporary solutions to take care of the passengers. MS. CARMICHAEL: of construction in airports. And weve done a lot To be quite frank,

thats the longest Ive ever been given to get a project completed. So the likelihood that it

would take that long to actually get it donebecause we put all the planning in up front. put a lot of time into that. We

I mean, as you can

see from the RFP, we really think about the space. We dont show you a picture thats something imaginary, thats not possible. UNIDENTIFIED: MS. CARMICHAEL: Sure. These are real, solid We may need to

things that can move forward.

change them slightly based on, you know, whatever mechanical-we may need to make some modifications, but realistically, these are work with the concepts, and they also work with the spaces that we were given. MR. MILAN PATEL: Along with that, to

expedite the process, we will have a project manager that we will be sought out from the area here that will be hands-on to lead the construction project and go smoothly and give them

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38 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 work? incentives to finish early, becauseMR. ROBERTS: I meanUNIDENTIFIED: MR. ROBERTS: town contractor? MR. MILAN PATEL: UNIDENTIFIED: Yes, sir. Yes. -it could be an out-ofYou bid that construction

We will bid locally. Local contractors are You know, sometimes

MR. MILAN PATEL: familiar with the airport.

well ask for recommendations or the people that have done work at the airport because they knowUNIDENTIFIED: Yeah, and normally the

people who work in the airport work in the airport. You dont want to bid an outside

contractor because it will not be a pretty sight. MR. ROBERTS: Yeah, but you might get

somebody that knows how to work in an airport. UNIDENTIFIED: MR. DONOVAN: Possibly. Ive got a quick question

concerning Surf City Squeeze, the pricing schedule for that. MR. SALAZAR: Our pricing runs from

3.50 for a small fruit blend smoothie to 5.50 for a large. So its 3.50, 4.50, 5.50, and then one

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39 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 of the things that were really famous for are the supplements that we add to them, whether they might be multivitamins, echinacea. You know,

theres a list of about twelve of them I have here. So that runs about 1.25 to add that

supplement and convert your smoothie to a power smoothie. I dont know how you areMR. ROBERTS: MR. SALAZAR: Seven-hour energy drink. -but when I get on a

plane-taking down a little echinacea before you get on a plane is not-thats not the sort of thing-I dont know if you want to get on there and pump iron, but thats available, too. So, basically, thats on the smoothie side, and then we have some other light fare that well be offering that will fall within that price range. MR. MILAN PATEL: And along with that,

if I may, director, we want to probably do like cross-marketing within our concepts. Like, lets

say, if somebody bought a bagel, we might give them a dollar off on a smoothie. UNIDENTIFIED: Sure. So we might

MR. MILAN PATEL:

capitalize on the bagel side, but now were going

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40 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 sir. UNIDENTIFIED: Thank you. Sure. to get them at the smoothie side, give them a dollar off of the smoothie-bring that receipt and go there and get a dollar off on a medium smoothie. UNIDENTIFIED: Very good. So its going to be-

MR. MILAN PATEL:

those are the ways we will market it, you knowUNIDENTIFIED: Very good. -to increase-yes,

MR. MILAN PATEL:

MR. MILAN PATEL: UNIDENTIFIED:

I guess I-I commend the

person who constructed your PowerPoint in being astute to the branding of Pensacola airport, the bullet points that you had in your PowerPoint that had the branding in Pensacola airport. So that

was a good move right there, and that kind of segues into my next question. In keeping your theme of kind of localizing Pensacola-my question is to the chef with Corona-is there some opportunity to put like a specialty dish thats kind of homegrown with Pensacola, as people are visiting, like having a shrimp and grits or something like that within

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41 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 that. your menu that they could remember Pensacola by, gosh, I ate at Corona Beach House, and I had this specialty dish thats kind of known to PensacolaMR. JASA: Yeah. Well, theres-

UNIDENTIFIED: MR. JASA:

-or a Bushwacker?

-plenty of opportunity for

Not only do we usually have one page thats

just daily specials, which we can standardize or we can tweak as we need, it wouldnt be a problem to take that direction all the way and also to utilize local vendors, local products as theyre available, as long as theyre qualified to deliver to the airport; but if theres-hey, we get a request in the suggestion box, Can we have a homegrown dish with a little bit of Spoke cheddar grits?UNIDENTIFIED: MR. JASA: Sure.

-thats not a problem. My last question is,

UNIDENTIFIED:

going back to Slide No. 2 where your location is at, if you could pull that up on your PowerPoint, I just wanted to see the airport locations. MR. ROBERTS: And it looks like a

couple of them are just now starting. MS. PATEL: Yes, sir.

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42 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 money, sir. UNIDENTIFIED: So I look at all those MR. MILAN PATEL: MS. PATEL: hundred percent. St. Louis. Yes.

We are in St. Louis a

We have seven locations in

We haveMR. ROBERTS: St. Louis needs all the

help it can get. MS. PATEL: It needsTheyve redone their

MR. MILAN PATEL:

food and beverage concept, and theyve redone their retail now, so itsMR. ROBERTS: It needed a lot of work. Yes. Yes.

MR. MILAN PATEL: MS. PATEL:

Theyve put in a lot of

airports, very, very big airportsMR. MILAN PATEL: UNIDENTIFIED: Yes, sir.

-Pensacola is not quite Why did you

the size of those airports yet. choose Pensacola? MR. MILAN PATEL:

See, theres two So

kinds to model-prime and subcontractors.

Pensacola, if we do it ourselves, we know that we can be a prime operator. Its a baby step to go

towards the big contracts when they do come out

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43 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 ourUNIDENTIFIED: under HMSHost? MS. PATEL: WereIm sorry-a subSubtenant. Youre a subcontractor for 20 million, 30 million. We want to tackle

them, but we dont want to tackle those before we do it in small stages, you know. So our team got

together and said, I think we need a small airport under our belt to operate and manage, except in St. Louis we did-besides the contract that we have-were under HMSHost as a subtenant of HMSHost-we did just get awarded a local (unintelligible) brewery that were doing. MS. PATEL: We went-we bid our own-

UNIDENTIFIED:

MR. MILAN PATEL: MS. PATEL:

-a subtenant. Were a subtenant of

MR. MILAN PATEL:

HMSHost, but we just won an RFP directly with the airport on-we were bidding against Host and a couple of other people, and we won the RFP. UNIDENTIFIED: Host have in St. Louis? MR. MILAN PATEL: Host has about How much business does

28 million total, including the subtenants, which

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44 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 program? MR. MILAN PATEL: UNIDENTIFIED: Similar to Pensacola. can. MR. MILAN PATEL: UNIDENTIFIED: have in-Im sorry. gettingMR. MILAN PATEL: UNIDENTIFIED: yeah, Baltimore. Baltimore? MR. MILAN PATEL: Well, weve got We have BaltimoreYes. 10 million of it is mine with seven locations; and they have 14 other locations. UNIDENTIFIED: divulging too muchMR. MILAN PATEL: UNIDENTIFIED: Yes. Okay, and without

-if you can-if you

How much business do you

Im trying to read-Im

How much do you have-

How much business do you have in

approximately $5 million in size. UNIDENTIFIED: So similar to this

How aboutWere adding-were

MR. MILAN PATEL:

adding a couple more facilities in Baltimore, so well get up to 7.5 million. UNIDENTIFIED: In Missouri you have how

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45 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 10 million. UNIDENTIFIED: Ten million, okay. Yes. much now? MR. MILAN PATEL: In Missouri we have

MR. MILAN PATEL: UNIDENTIFIED:

Okay, Florida? Florida, we just

MR. MILAN PATEL:

signed a deal with Orlando, and were in a design stage, and were going to start construction soon. Itll be a $1.5 million Dunkin Donuts. UNIDENTIFIED: Okay, and I see

Massachusetts and California, soMR. MILAN PATEL: UNIDENTIFIED: Right.

Are you subtenants On

with-or sorry-you said subtenants with Host. anything else or justMR. MILAN PATEL: No, just in

St. Louis, and thats another reason why we want to take a baby step to go after Pensacola is like we want to compete with them. We dont want to be

called an ACDB (phonetic) company all our life. We want to grow. We want to grow the program and

be OHM everywhere, you know. So to grow with HMSHost in other airports, its difficult because they dont want-

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46 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 they dont want the little guy to grow. creating competition to them, you know. UNIDENTIFIED: MR. HUNTER: Okay. Thanks. Its

Just something for the

restaurant side, specifically Corona Beach House, who is your major food purveyor? Sysco? U.S. Foods? PFG? MR. JASA: Well, thats something that Do you buy from

we would evaluate when we come here and look and see whos going to be the most, I guess, between local and equitable for everyone. So thats open.

Currently in Miami, were using Gordon Food Service, and I think theres about to be a little bit of an adaptation to Sysco, but thats still very open; and then we use a localMR. MILAN PATEL: And, Chef, if I may,

we have a national contract with U.S. Food Service for OHM. Baltimore. We have establishments in St. Louis and So we would probably just bring in the

items to-whatever the items that Corona Beach approves, we would have U.S. Food Service house themMR. HUNTER: U.S. Foods is solid. Yes.

MR. MILAN PATEL: MR. HUNTER:

Theyre a good, solid

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47 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 cost? MR. JASA: from the report? MR. MILAN PATEL: No. We got a Do you have the solid number company right there. MR. MILAN PATEL: MR. HUNTER: Definitely, yeah.

So is Sysco.

The next thing is, what is your food

guesstimation number between the alcohol and the whole restaurant. We dont think the food cost is

going to be-its going to be a range of 24 to 28 percent, no higher than that. MR. HUNTER: Well, see, the reason I

ask that is because your food cost determines your quality of your food and your quantity of your food. MR. MILAN PATEL: MR. HUNTER: Uh-huh.

We operate on a

40-percent food cost at McGuires Irish Pub, but we also have big portions, quality, and I was just trying to figure outMR. MILAN PATEL: MR. HUNTER: Well, in-

-whats the quality of

food youre going to beMR. MILAN PATEL: If we back out the

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48 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 beer for? alcohol aspect of it, were probably in the 30s. MR. HUNTER: Okay. We have the alcohol

MR. MILAN PATEL:

to balance in the airport, selling the beer for five bucks, you know, bringing the food cost down. So I couldUNIDENTIFIED: How much do you sell

Im just kidding. MR. ROBERTS: UNIDENTIFIED: Its $7 on a plane. Silly question. Our expert traveler

MR. MILAN PATEL:

says $7 on the plane, so we probably could get six here. UNIDENTIFIED: But I think the point

raised is very important because-so help us understand. What do you run in food cost,

generally speaking, in your restaurants today? MS. PATEL: Right now our restaurantIts liquor

we have a full-service pasta house. and food as well.

Were running about 28 percent,

and it was probably 70/30-70 food, 30 percent, and all of it is a hundred percent homemade, big portions, Italian food, and were using U.S. Food. It is all top dollar, laser-cut chicken and everything else. So we are spending a pretty

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49 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 strategy? MS. PATEL: It isIts street plus ten. penny for all the stuff that we buy as well. UNIDENTIFIED: Whats your pricing

MR. MILAN PATEL: MS. PATEL:

Street plus ten. Street plus ten brings Im sorry, 26 on-

UNIDENTIFIED: you to about-you said 26? MS. PATEL:

BetweenThat number is a

MR. MILAN PATEL:

little bit higher because of the pre-security locationMS. PATEL: Pre-security. -so thats volume. I mean, everything

MR. MILAN PATEL:

The sales volume is not there. is determined by its sales.

If the sales are

going to be high, your food cost is going to come down and all that. Its a pre-security location,

where meeters and greeters are coming down to eat, etc. So its very difficult to get an accurate-

but industry-like HMSHost, for instance, Im in communications with their G.M. every day in St. Louis. Theyre running anywhere from

18 percent to 24 percent in the restaurant. UNIDENTIFIED: And can I ask one last

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50 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 ten. question aboutMR. MILAN PATEL: UNIDENTIFIED: Yes. Street plus

-the cost?

Could you tell me what the 10 percent does

to your food cost? MR. MILAN PATEL: 2 to 3 percent. UNIDENTIFIED: your food cost downMR. MILAN PATEL: UNIDENTIFIED: Absolutely. So 10 percent will bring It brings it down

-2 to 3 percent? Absolutely. Thanks.

MR. MILAN PATEL: UNIDENTIFIED: MR. DONOVAN:

Okay.

Would you mind going back

to the slide that shows the financials? MR. MILAN PATEL: MS. PATEL: MR. DONOVAN: business plan. Yes.

And thats (inaudible). Just a well thought-out I certainly take

Im impressed.

note with the fact that many of these products, we would be your first small hub airport, and small and medium hub airports in the country are, I think, an area for development. MR. MILAN PATEL: MR. DONOVAN: Yes, sir.

If you do it well, this

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51 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 sir. MS. PATEL: MR. DONOVAN: Thats our goal. Thats a strong strategy. could expand to other locations. MR. MILAN PATEL: That is our goal,

Could you just kind of go over just a little bit again on this, on how in seeing the comparison between, you know, where were at today, whereMR. MILAN PATEL: MR. DONOVAN: Yes, we-

-you came to 66 percent.

Thats an impressive figure. MR. HAMAL PATEL: Yeah. If you look at

it, I mean, currently theres only two locations, you know, here at the airport, you know, with our proposed location for here (unintelligible) Chick-fil-A, Surf City, and Corona, you know, were looking at an increase outside, postsecurity, of 25 percent; and then inside, you know, with more options and that for the travelers, you know, were looking at a 78-percent increase, so an average of 66-percent increase overall, which will bring our ticket average, you know, for when passengers (unintelligible); but we plan to have that number a lot higher, but-

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52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MR. MILAN PATEL: Our ticket average-

for example, our ticket average in Dunkin Donuts in St. Louis is $6.50. Ticket average nationwide

in Dunkin Donuts is three bucks. MS. PATEL: Three bucks. And if you look at

MR. HAMAL PATEL:

any other brand, too, their ticket average is going to be a lot higher also. MR. MILAN PATEL: So, I mean-

We bring the ticket-

we want to drive the ticket average higher by adding additional items to the order. If theyre

getting-we train our associates, if theyre getting a sandwich, we will pair a complemented drink with that to say, Hey, how about a Diet Coke with that? or, Hey, how about a bottle of water? You know, every-one and two items-one

and two top sellers in the airports are, believe it or not, bottled water and bananas. MR. ROBERTS: on the plane, butMR. LAVEN: From a procedural point, Theyre not charging it

guys, just-I think unless theres a really burning question that the selection committee needs to ask, then were going to have to, from a timing perspective, move on. So are there any other

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53 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 yet. MR. ROBERTS: MR. LAVEN: Oh, okay. Okay. question. MR. MILAN PATEL: MR. LAVEN: Yes, sir. questions, selection committee members, that you need to ask? UNIDENTIFIED: MR. DONOVAN: MS. PATEL: MR. ROBERTS: Nope. Well done. Thank you.

Thank you very much. One off-the-record

Were not off the record

Let me just do one more Today is August 21.

thing here, the timeline.

Following the next presentation there will be a public committee meeting where the committee will make their recommendation to the mayor. join us. Please

Itll be in the same room here as soon

as everything is done. Were going to recommend-the selection committee recommendation will be sent to the mayor the end of this month, which we have another few days left in it. Sometime around the first of

September, the citys purchasing department will be issuing a notice of the results of the RFP. September 1 is a Sunday, and I believe we have

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54 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 Labor Day in there, so its going to be around the first week of September. We will also begin the contract negotiations at that time, during the month of September. Providing the mayor concurs with the committee recommendation, well be taking this to the city council for an agenda meeting on September 23, for final approval September 26. Now, it has been recommended that the proposer is prepared to make a presentation at that Thursday meeting, but well give you some more information about that as we go on. The final contract will be reviewed by the city and executed the last week of September. We expect to have the fully executed contract in place October 1 of this year. We will be-

hopefully, the new place will be available for you on-shortly after October 1. Once we have the

signed contract, youre free to go ahead and get your design work and your permits. Well be making that space available to you October 1. Youll have six months to get that

place renovated, get it all set out for opening on April 1; and because of the uncertainty with the

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55 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 WHEREUPON, the presentation by OHM Concession Group was concluded. existing space, were going to give you until December 31, 2014, to open up the remaining concessions. MR. MILAN PATEL: MS. PATEL: MR. LAVEN: Got you.

Yes, sir. Also, would you please send I think you

me a hard copy of your presentation. should have my email address. MR. MILAN PATEL: MR. LAVEN:

Yes, sir.

If you dont, you can send

it to George Maiberger in purchasingMR. MILAN PATEL: MR. LAVEN: wonderful job. MR. MILAN PATEL: MR. LAVEN: Thank you. We Sure. You did a

I do thank you.

Thank you for coming.

do appreciate your input.

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56 CERTIFICATE OF REPORTER

STATE OF FLORIDA COUNTY OF ESCAMBIA

I, Professional Florida at

PATRICIA

D.

HITCHCOCK, Public,

Registered State I of was

Reporter Large, to

and

Notary

hereby

certify the

that

authorized

transcribe

foregoing

recorded

Selection Committee meeting and that the transcript is a true record of the proceeding. I further

certify that I am not a relative, employee, attorney or counsel of any of the parties, nor am I a relative or employee of any attorney or counsel connected with the action; nor am I financially interested in this proceeding or its outcome.

Dated this

day of September, 2013.

PATRICIA D. HITCHCOCK Registered Professional Reporter and Notary Public, State of Florida at Large My commission expires October 22, 2015.

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