Operational Consulting | CRE Asset Advisory | Career Coaching

Assets

30 years of experience in CRE Asset Management, repositioning and strategic execution.

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Position Your Assets

  • Strategic planning and organized execution
    • Property operations
    • Lease negotiations
    • Financial management
    • 3rd party oversight
  • Business Plan creation or refinement to meet objectives (SWOT analysis)
  • Renovation planning and project management
  • Optimization of available capital for maximum benefit
  • Management and leasing team selection
  • Acquisitions and dispositions
    • Underwriting and due diligence consulting
    • Coordination and planning
    • Brokerage
  • Receivership for lenders
  • Portfolio management

Companies

We improve efficiencies, create scalable organizations, align actions with goals, and preserve financial assets for our clients.

Assets

Every owner has different objectives and every real estate asset is unique. We understand what creates value, how to drive results and how to position your asset to reach its highest potential.

Individuals

Even the best of the best benefit from coaching. By creating your personal strategic plan and honing your skills, our coaching program is designed to help you realize your goals and reach your true potential.

CASE STUDY: A 100,000 sf building, which was built in the 1970s, was built on top of a five story parking garage. The street level entrance sat 35’ back from the street up under the 2ndfloor of the garage and was difficult to find unless you knew it was there. The building had not been updated in many years; however, the submarket was one of the most desirable submarkets in the city. Therefore, rates in the building were significantly below the potential market. In addition, we owned only the air rights. The street level of the building was owned by a TIC and there were two tenants occupying that floor.

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CASE STUDY: A three building portfolio consisted of two large buildings on a campus totaling 475,000 sf with occupancy at 86%, and a third, smaller building in reasonable proximity totaling 80,000 sf, which is 42% leased. In the larger building, there is a nationally recognized 100,000 sf tenant who is vacating at year end. Their departure was unanticipated in underwriting, therefore no money was allocated for re-leasing costs. In addition, there was another 53,000 sf nationally recognized tenant in bankruptcy, but who had indicated their intent to stay in the project.

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