St. Petersburg’s EDGE District has become one of Tampa Bay’s most recognizable examples of retail-led placemaking. What was once a stretch of underutilized storefronts has evolved into a vibrant corridor of independent restaurants, bars, fitness concepts and neighborhood staples that function as true third places for the community. The district’s energy did not happen by accident. It was built intentionally, with a focus on daily-need retail, local operators and long-term partnerships that prioritized identity over quick absorption.
Lauren Campbell played a key role in shaping that evolution. Our COO, Matt Levinson, experienced that vision firsthand when, as ULI Florida Retail Development Chair, he led his council on a tour of the EDGE District with Lauren and later caught up with her over lunch in St. Pete to discuss how those lessons continue to shape her work.
Today, as founder of The Archer Group, a boutique commercial brokerage based in Tampa Bay, Lauren advises developers, landlords and operators across the region, applying the same partnership-driven philosophy that helped define EDGE to mixed-use and redevelopment projects throughout Florida.
When I first became involved in EDGE, what stood out to me was the opportunity to create something authentic. I was fortunate to work with a developer who had a broad, long-term vision for the district, one that aligned closely with how I believe retail should shape a neighborhood. That shared perspective allowed us to be intentional from the start.
It was never about filling space for the sake of occupancy. It was about curating retail that would give the district identity and staying power. From the beginning, I believed in starting with retail instead of rooftops. If you create a great place of daily need, the rooftops will follow. Coffee, fitness, neighborhood bars, places people can gather, those uses create rhythm and routine. They create what I think of as a true third place, somewhere between home and work.
Retail can and should be a job creator. It builds loyalty within the community and creates momentum for other retailers. When people see energy on the street and businesses supporting one another, that momentum compounds. That was always the goal in EDGE: to build a foundation strong enough that the district could sustain itself and continue evolving.
Legally, it’s a landlord-tenant relationship. Realistically, it’s a partnership.
For the tenant, this is their business. They are emotionally invested. They are the face of the brand every single day. When you approach leasing with a long-term vision for the district, you have to recognize that your success is directly tied to theirs.
Looking at everything through the lens of partnership changes how you structure deals. It means sometimes structuring rent in a way that allows a business to grow rather than trying to maximize profit on day one. If a tenant succeeds long term, the district succeeds long term. That alignment matters.
Intermezzo is a great example. It became a huge hit in the district, and that success led to the owner opening Bar Mezzo. That kind of growth happens when there is mutual trust and shared commitment. I look for operators who are dedicated to their craft and striving for excellence. And yes, there is a gut component. You can usually tell who is going to treat the space, and the neighborhood, as more than just a lease.
In real estate, we often focus on square footage, rents and absorption. But what keeps people coming back is how a place makes them feel.
Hospitality is what turns a collection of storefronts into a true third place. Architecture sets the stage, but the operator, the staff and the everyday experience create the connection. When that experience is right, it builds loyalty not just to one business but to the entire district.
Through Archer, we are currently handling retail leasing for Gas Worx and other large-scale mixed-use projects in downtown St. Pete and downtown Tampa. In each case, the principle remains the same: retail sets the tone.
The lesson from EDGE is that identity has to be intentional from the beginning. Retail cannot be an afterthought. We focus on uses people need and will visit consistently, building that daily rhythm first. Once you have that, you create loyalty and foot traffic that other retailers can build on.
No matter the project, we still look at tenants through the lens of partnership. You want operators who understand they are helping define the character of a place. The fundamentals do not change. It is still about people, collaboration and building something that lasts.