Blog

With the paradigm shift in office demand and valuation methodologies lagging behind this new reality, investors are facing a tough balancing act–how much should they focus on valuation versus maintaining Net Operating Income levels? While landlords understandably don't want to hurt values and financeability in the short-run, Net Operating Income is what pays the bills and it has to be prioritized.

As the old joke goes, when it comes to a Ham & Egg sandwich, the Chicken is involved, but the Pig is committed. The Owner-Operator path is for Pigs only—delivering Space-as-a-Service yourself means fully committing to becoming an operating business. If done right, it'll mean higher profits, but expect valuations and financing to be an uphill battle.

Management Agreements are growing in popularity, but does everyone truly understand the risks and rewards? By directly exposing Landlords to potentially volatile Space-as-a-Service income, having a strong financial model that accurately reflect the Management Agreement becomes key for both Landlords and Operators.

When you don't own the real estate and a large amount of your costs are fixed, it's a high wire act. Operating efficiency is the name of the game...for both the Operator and the Landlord. A deep dive into the first of three Space-as-a-Service delivery models: Lease Arbitrage.

Flexible leasing entails a different method of calculating property values—and the investors who figure this out stand to profit while everyone else tries to catch up.