Mixed-Use + Street-Retail Real Estate RedevelopmentNorthern California + Northern Nevada

Places that
restore purpose.

Four decades of adaptive reuse, restoration, and placemaking — returning the center of commerce to its rightful place alongside the center of culture at the heart of the communities it serves.

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About Foothill

A privately held
development company
with a public purpose.

Founded by Douglas Wiele, Foothill Partners, Incorporated focuses on the adaptive reuse, restoration, and repositioning of underutilized urban and infill properties throughout Northern California and Northern Nevada.

For more than four decades, Foothill has built a reputation as one of the West's most progressive mixed-use and street-retail developers — recognized for its disciplined understanding of urban economics, merchandising, placemaking, and land planning.

At the core of every Foothill project is a simple belief: healthy communities are built where commerce, culture, and community come together.

Foothill acquires, develops, and operates properties in partnership with private investors, institutional real estate funds, and mission-aligned strategic partners.

40+
Years of Development
10
Landmark Projects
1.5M
Square Feet Repositioned
5
Major Project Awards

Center of Commerce  ·  Center of Community  ·  Center of Culture

One Place

Our work, dedicated to restoring essential centers of civic life

What We Do

Current & landmark
projects.

The Oddie District
01
Current Project — Opening Fall 2026

Reno-Sparks, Nevada

The Oddie
District

Reno Post Casino — the name Burning Man co-founder Michael Mikel gave to what Foothill is building here. The Oddie District is the rebuild of a long-vacant 210,000-square-foot former Lowe's into a 232,000-square-foot maker-economy Innovation Campus, Maker Space, and Art Park — emerging as the largest campus of its type in the world, recognized as such by the State of Nevada Governor's Office of Economic Development. Anchored by The Reno Generator, now the largest community maker space in the world, The Oddie District is where Tech meets The Trades on equal footing. 

Light Industrial & Maker-Economy Real Estate
Reno Public Market at dusk Live music and a full house in the Reno Public Market food hall A yoga class above the market with Sierra views
02

Reno, Nevada

Reno
Public Market

Foothill's complete reimagining of a failed 1960s strip mall on prime Midtown Reno real estate, Reno Public Market has become symbolic of the resurgence of Reno itself. Opened in 2023 as a vibrant center of commerce and culture for the entire region, the public market is anchored by FiftyFifty Brewing and Sprouts Farmers Market, with great local merchants including Junkee Clothing Exchange.

2023 CoStar Impact Award — Redevelopment Project of the Year
The Old Lumberyard, Truckee CA Aerial view of The Old Lumberyard with downtown Truckee beyond A railyard-iron sculpture in the courtyard at The Old Lumberyard
03

Truckee, California

The Old
Lumberyard

From 1931 to 2020 the home of the Cross family's Truckee Tahoe Lumber Company, The Old Lumberyard is firmly established as the first commercial project in the Truckee Railyards District — an open-air commercial hub and community gathering space in historic downtown Truckee. Its first phase is open, combining established local merchants and restaurants with rich history and inspired architecture that embraces the old lumber storage buildings. Foothill serves the Cross family as development consultant and leasing director.

Development Consultant & Leasing Director
Cooper Molera Adobe Historic Site, Monterey CA The Alta Bakery cafe garden at Cooper Molera Adobe A wedding in the restored event barns at Cooper Molera
04

Monterey, California

Cooper Molera Adobe  Historic Site

Developed in financial partnership with the Washington, D.C.–based National Trust for Historic Preservation, Foothill returned commercial uses to a two-acre downtown historic site with structures dating to the 1820s of Alta California. Operated on a "Shared-Use" model — interpretive programming by the Trust, and commercial curating by Foothill - local food, beverage, and hospitality: restored barns serve as a wedding and cultural event center, Cella Restaurant & Bar in the old Spear Warehouse, and Alta Bakery & Cafe in what was the first bakery in Alta California.

2019 California Preservation Foundation — Design Excellence Award
The Gilman District mural and streetscape with Office Depot The Whole Foods Market anchor at the Gilman District Philz Coffee and Farm Burger at the Gilman District at dusk
05

Berkeley, California

Gilman
District

On Berkeley's Gilman Street corridor, Foothill repurposed obsolete and under-utilized industrial buildings into a 95,000-square-foot, Whole Foods–anchored local-needs shopping district. The opening also included a relocated and right-sized Office Depot, Philz Coffee, other shops and restaurants, and the locally based Firehouse Art Collective, and the project became the catalyst for the emergence of an entire shopping district where one did not exist before — The Gilman District.

2015 Berkeley Design Advocates — Excellence in Design Award
Trader Joe's anchoring Uptown Monterey Shopping Center Peet's Coffee & Tea at Uptown Monterey r.g. Burgers at Uptown Monterey
06

Monterey, California

Uptown
Monterey

At the top end of downtown Monterey, Foothill's Trader Joe's–anchored Uptown Monterey Shopping Center — a public/private venture with the City of Monterey — became the catalyst project for the re-emergence of downtown Monterey as an important place on the Monterey Peninsula. In August 2008 it was certified LEED® Silver by the U.S. Green Building Council: the first LEED-certified shopping center in the Western United States.

FIRST LEED-CERTIFIED SHOPPING CENTER IN WESTERN UNITED STATES
Nob Hill Foods, the anchor grocery at Alameda Bridgeside Center, at night The lit BRIDGESIDE tower at Alameda Bridgeside Center at twilight The retail row and BRIDGESIDE tower at Alameda Bridgeside Center at dusk
07

Alameda, California

Alameda
Bridgeside Center

On the Inner Harbor in Alameda, Foothill's Nob Hill Markets–anchored Bridgeside Center — a public/private venture with Regency Centers and the City of Alameda Redevelopment Agency — earned one of the greatest of the awards Foothill has received: named by the California Redevelopment Association in 2008 as the State of California's "Best Commercial Redevelopment Project of the Year."

2008 CRA — Best Commercial Redevelopment Project in California
El Dorado Hills Town Center stone tower at dusk A lakeside event at El Dorado Hills Town Center Selland's Market-Cafe at El Dorado Hills Town Center at golden hour
08

El Dorado Hills, California

El Dorado Hills
Town Center

El Dorado Hills Town Center thrives as a central shopping and dining district for the western slope of El Dorado County. From 1997 to 2012, in as much a labor of love as anything else, Foothill collaborated with The Mansour Company in converting a 100-acre horse pasture into an 800,000-square-foot downtown district. Once described by the Sacramento Bee as "hosting more events than Disneyland," Town Center has become the center of commerce, culture, and community in El Dorado Hills.

Developed 1997–2012 with The Mansour Company

Our Philosophy

"Across the breadth of human culture, the Center of Commerce and the Center of Culture have traditionally been one place — a shared place, the Center of Community."

More than
returns.

Foothill believes great real estate does more than generate returns. Our projects restore purpose to places that have lost it — creating long-term economic, social, and cultural value for the communities they serve.

One property at a time, we work to return the center of commerce to its historic and cultural place at the heart of our communities. The two essays below — long the most-read pages on our website — set out what that means, and why it has drawn so much of our work to us.

Essay One

Progressive Retail Centers

"You can't always get what you want, but if you try sometimes you'll find you get what you need."The Rolling Stones

The mid-twentieth-century American existential psychologist Abraham Maslow wrote of a "Hierarchy of Needs." This pyramid describes the process of fulfilling human potential — starting with the need for food, shelter, and clothing, and working upward through self-esteem and the needs of others; in other words, from needs to wants. The hierarchy is dynamic: the dominant need shifts constantly. The musician, in the midst of playing, grows tired and hungry and puts down the instrument. And a single behavior may combine several levels — shopping can fulfill physiological, social, and esteem needs all at the same time.

Abraham Maslow's Hierarchy of Needs

  1. Physiological Needs. Food, shelter, clothing.
  2. Safety Needs. Security, structure, and protection.
  3. Social Needs. A sense of belonging and community.
  4. Esteem Needs. Respect, self-respect, and recognition.
  5. Self-Actualization. Moving beyond the self.

Most in contemporary Western culture find their physiological needs readily met, and reside on the levels above the base of the pyramid. Nevertheless, the first payments out of each paycheck are typically spent at the neighborhood supermarket and its neighboring shops. Other household expenditures may fluctuate from prosperous to languishing times, but supermarket expenditures are a Western cultural constant. As a result, the neighborhood shopping center in America has typically been developed as a needs-driven commodity product, and creative design is not often seriously considered.

Thomas Friedman, of The New York Times, wrote in 1999 of what then appeared to be a pending collision between e-commerce and the shopping center industry. While e-commerce had yet to prove much of a threat to traditional retail, he offered a timeless warning about the risks of operating a property as a need-based commodity:

"As we rapidly move into a world in which the Internet will define both commerce and communication, there will be just two kinds of businesses: Internet businesses and anti-Internet businesses. Anti-Internet businesses are those that cannot be done over the Internet — and those that are in some ways a reaction against it. Those would include things like shopping centers and coffeehouses."

"The more people are home alone with their computers, surfing the Net, the more these same people will want to get out of the house, go to the mall or Main Street and touch someone, smell something, taste something or feel something. The more they are in their Lexuses, the more they will want to spend time leaning against their olive trees."Thomas Friedman · The Lexus and the Olive Tree, 1999

Friedman discounted — with a warning — any significant impact of e-commerce on the shopping center industry. As convenient and attractive as Internet shopping might become, the solitary nature of e-commerce works against the third need in Maslow's hierarchy: the basic human need for socialization is very strong.

But, Friedman warned, the shopping environment must fill the desire — the want — to get out of the house, to touch something, to smell something, to feel something, to be with others. If a neighborhood center is designed for function alone and not for socialization — for needs alone and not for wants — then it is unnecessarily vulnerable to emerging forms of commerce.

Especially within areas of strong disposable income, the charge is simple. Shopping centers must occupy a place in society that is more than a commercial venue; in that role alone they are commodities overly vulnerable to competition. Instead, successful centers must also be places of social interaction — with excellence in location, design, execution, and operations.

This is what we at Foothill call a Progressive Retail Center.

Essay Two

Center of Community

Across the course of human history and the breadth of human culture, the Center of Commerce and the Center of Culture have traditionally been one place — a shared place, the Center of Community.

The Greek agora of ancient Western culture, the Arab souk of the east — these were the places one went for the daily events of life: for commerce, for governance, for arts, for worship, for social contact. There one found merchants, priests, craftsmen, administrators, artists, and entertainers; there one's home was found. The agora and the souk gave way to new names, but always for the same idea: commerce and culture occupying one place — One Place across human history.

Not so in contemporary Western culture. The events and advancements of the twentieth century redefined culture in remarkable ways — and in some lamentable ones. Among the lamentable is our recent history of separating commerce from culture; in so doing, we have weakened our communities. We live in one place, shop in a second, work in a third, worship in another, and seek entertainment in others. The places of our lives have become segregated, specialized, and sanitized — and we spend our days endlessly shuttling from one to the next.

So where, then, do we meet each other? In what place can our lives be accidentally enriched?

The shopping center industry, in which Foothill finds its roots, was a leading player in this sea change. We listened to our merchants and their need for parking, and we pulled them out of the center of our communities, off to the edges, far removed from the center of culture. We turned our role as the agoranomos — the overseer of the agora — into that of the mall manager, and our culture is the poorer for it.

Wall Street is with us in its drive for predictability and specialization: there are shopping center funds, office funds, industrial funds, apartment funds, single-family funds, even self-storage funds. There are few with the fundamentals to understand the mixing of uses in a community, or the ability to invest in that direction.

The planning community and regulatory bodies are equally complicit. Only recently have zoning codes intentionally encouraged mixing it up. Land use gets fiscalized, the agora gets left behind, and we end up with sterile neighborhoods devoid of central districts and civic engagement. And what passes for mixed-use — residential units stacked over a thin band of ground-floor "retail" — is no replacement for what has been lost.

Even our preservation communities are complicit. We don't live or work in our old buildings; instead we cordon them off behind velvet ropes, charge an admission fee to see them, and turn them into something less than they were — than what they could be.

And our culture is the poorer for it. The places where we run into those whom we might never otherwise meet are fewer and fewer. Restaurants — we don't like eating alone — occupy ever-narrower niches as the segments of our culture are further stratified. Vibrant churches, temples, and synagogues are no longer at home in the center of our communities. We are increasingly polarized, and our communities are symbols of that polarization.

Is there no place in our culture for the specialized mass merchants who deliver staggering breadth at remarkable prices? Of course there is. Is there no value in zoning that establishes quiet neighborhoods and efficient workplaces? Of course there is. But we will do well to intentionally allow for, encourage, and create those places that are a bit less planned — where the milieu of life is encouraged to grow and to thrive.

Foothill's commitment, in however small a way, is to return the Center of Commerce to the Center of Community — to bring the Center of Commerce and the Center of Culture back together again, one property at a time, as one place.

Leadership

The people behind
the work.

Douglas Wiele

Douglas
Wiele

Founding Partner, President & CEO

Five decades of retail, mixed-use, and adaptive reuse experience. Doug began his career in retail leasing before co-founding Whitney Development Co. in 1986, developing grocery-anchored properties across Northern California through the early 1990s. Foothill grew out of that work — and on a select basis, Doug consults on retail development projects spanning the United States and Southeast Asia.

A longtime volunteer leader with the International Council of Shopping Centers, he has lectured regularly at UC Berkeley’s Haas School of Business and USF School of Law, and spoken before the Urban Land Institute, the National Trust for Historic Preservation, and the California Preservation Foundation.

Board Member: Economic Development Authority of Western Nevada (EDAWN)
ICSC Trustees Distinguished Service Award 2015
Past Chair, California Business Properties Association
Former Vice Chair, California Commission on Disability Access — Governor’s appointee, ten years
Featured alumnus, Cal Business Magazine, Summer 2011
Fourth-generation Northern Californian — UC Berkeley Haas, Class of 1976
Nettie Oliverio

Nettie
Oliverio

Chief Operating Officer, Director of Arts & Culture

After a long career in IT, Nettie joined Foothill Partners in 2019 as Arts and Culture Director in the creation of Reno Public Market — a redevelopment project in Reno, Nevada that interweaves arts, culture, commerce, and community in the company's trademark development style. Shortly thereafter she became the company's COO.

She continues to guide the arts and culture aspects of all of Foothill's projects, and relishes sharing in the creation of new projects and redeveloping existing tired real estate into properties that serve communities and support regional economies. She chairs the regional Arts Consortium and continues to work with community and economic development leaders to strengthen Northern Nevada's core economic base.

Member, City of Reno Redevelopment Agency Advisory Board
Member, Nevada Arts Council
Nevada Government Relations Chair, International Council of Shopping Centers (ICSC)
Chair, regional Arts Consortium
EDAWN Lifetime Achievement Award — innovation & stewardship of the Arts in Nevada
Nick Smoot

Nick
Smoot

Community & Economic Development Partner

For more than a decade, Nick has worked at the intersection of real estate, storytelling, economic development, technology, and civic activation — building entrepreneurial ecosystems, civic platforms, and adaptive reuse projects. His work has spanned 17 states and three countries, supporting universities, governors' offices, civic institutions, and international government leaders in activating local talent, strengthening entrepreneurial ecosystems, and turning community momentum into economic growth.

He has directly shaped or activated more than 500,000 square feet of community-centered real estate — innovation campuses, adaptive reuse projects, faith-based civic campuses, and large-scale community centers. Nick treats buildings not as static assets but as platforms for entrepreneurship, workforce development, arts, culture, and human connection, and has built software that connects tenants, members, entrepreneurs, artists, and residents around shared opportunity. It reflects his core belief: amenity is community — the strongest projects are defined by the culture they make possible, not square footage alone.

Milken Institute Young Leader
TEDx speaker
Federal education & economic development policy advisor
Recipient, 2019 Award of Excellence — University Economic Development Association
Work cited by Brookings, Google, and Bloomberg
Rob Cord

Rob
Cord

Project Development Partner

A 35-year commercial real estate professional, Rob is a manager of people and places with the goal of creating spaces that enrich the quality of our lives. His success is derived from the energy he places in the people with whom he works and the projects he manages and develops — competing to achieve results beyond reasonable expectation.

From large national institutional assignments to local investors and family offices, Rob's work is focused on submarkets and communities. He has been a senior managing director with CBRE, Kennedy Wilson, Cassidy Turley, and Voit Real Estate, and is the Managing Member of AREAS, a full-service commercial real estate asset and property management boutique serving clients from New England to the West Coast.

Leadership — International Council of Shopping Centers
Leadership — American Cancer Society
BOMA & NAIOP
California Business Properties Association
Cheryl Carver

Cheryl
Carver

General Manager - Corporate Finance and Operations

Foothill Partners' founder, Doug Wiele, says he hired Cheryl 30 years ago and has worked for her ever since. In 1997 she became Foothill Partners' General Manager, bringing her wealth of experience in accounting for commercial real estate development and property management to enhance the company's success and prosperity.

Cheryl is equally at home with NYSE listed GAAP corporate investors, public pension funds, private equity funds and private family offices, and individual investors. The combination of her eagle eyes on the balance sheet and her capacity to make friends with all those handling numbers on the other side — accountants, loan administrators, accounting staff, vendors, owners, and partners — keeps the tax returns, the financial reporting, and the reconciliation of all accounts for all of Foothill's projects in perfect order.

Get In Touch

Let's talk about
your project.

Whether you're a community partner, prospective tenant, investor, or operator or broker with a property in need of new purpose — we'd like to hear from you.

For Press & Partnerships

Nettie Oliverio

COO & Director of Arts & Culture

hello@foothillpartners.com

Foothill Partners, Incorporated
Northern California and Northern Nevada