We know, we know. You love working from home. So do we as a matter of fact. But there is much to be said for coming into the office for any number of reasons, from collaborating and even socializing with coworkers to face time with higher ups. Many companies have settled into a schedule of three days at work and two at home. Other companies are starting to really pressure their workers to come in all five days of the week. Here’s a secret for these companies: if you make your corporate and physical environment an attractive destination you probably won’t have that much of a problem. On the following pages we have chronicled those CRE companies that fall into that category.
COMPANIES
ACCESSO Accesso’s leadership team has built a corporate culture focused on integrity and a family atmosphere that values collaboration reinforced by a two-way communication policy that encourages feedback. Accesso is a full-service, vertically-integrated commercial real estate manager, owner and operator that is focused on acquiring office and multifamily properties in fast-growing cities and premier suburban submarkets. The firm’s portfolio includes 30 office properties spanning nearly 14 million square feet, as well as a four-million-square-foot multifamily pipeline. Led by founding and managing partner of investments Ariel Bentata, the Hallandale Beach, FL-based company has owned and managed $3.2 billion in real estate investments. Thanks to the firm’s entrepreneurial spirit that enables quick decision-making, Accesso implemented a strategy during the pandemic that allowed it to retain all employees and accelerate its expansion into the multifamily sector in order to mitigate the pandemic’s impact on the company’s office portfolio. The firm’s exclusive amenities program, Accesso Club, is open not only to Accesso’s tenants and business partners but to all of its team members. The program offers year-round, stress-reducing activities, including yoga and meditation classes, career development seminars and fitness events—all of which are designed to promote a healthy lifestyle, manage anxiety, keep minds sharp and improve work/life balance. Further, the organization’s Accesso University platform enables team members to take specialized commercial real estate training courses in-person and online. One employee says that the firm’s culture makes her excited to go to work and she attributes her success in part to the trust that the firm’s partners have in her and their open-door policy. She says team members, while different in every sense, are collaborative, respectful and caring.
AMERICAN CAMPUS COMMUNITIES American Campus Communities was founded in a dorm room in Austin, TX in 1993 and it has grown to become the nation’s largest devel-opers, owners and managers of high-quality student housing. Led by CEO Rob Palleschi, the firm owns and manages 202 student housing communities, totaling 140,300 beds in the US and Canada and it employs 3,200 people. ACC recently announced its $12.8 billion acquisi-tion by Blackstone. The company is guided by a culture that puts people first, prioritizes great communication and acknowledges the experi-ences of team members at all levels. Internal promotion is key to the firm’s culture, with 90% of ACC’s senior management being promoted from within and a total of 500 internal promotions in 2021. Inside Track, ACC’s internal talent development program, provides comprehen-sive training programs and mentorship opportunities to property team members who wish to advance their careers at ACC. Through internal talent development, 33 members of the firm’s senior management team advanced to their positions after starting as community or resident assistants. One employee says ACC fosters an authentic culture of hard work, meritocracy, positivity and care that is promoted through men-torship, sponsorship and the sharing of expertise, wisdom and advice. ACC measures the effectiveness of its corporate culture initiatives through an employee engagement survey, which found in 2021 that 85% of employees were proud to tell people where they work and 90% respect the abilities of their managers. The firm’s culture committee fosters an environment dedicated to service and team spirit through regular internal communications, volunteer events with charity partners and activities, including its annual “CHEERity week” in December that focuses on giving back to the Austin community.
AVANATH CAPITAL MANAGEMENT Privately-held, vertically-integrated institutional fund manager Avanath Capital Management wants its employees to know that the work they do matters. Led by founder, chairman and CEO Daryl J. Carter, the firm employs 453 people focused on workforce and affordable housing across the country. Founded in 2007, Avanath Capital Management has developed and maintained a company culture that is inclusive of all employee backgrounds, experiences and perspectives and fosters open communication and bright ideas. The team consistently strives for improvement and innovation. For example, the HR team recently introduced a fully-integrated, human capital platform for leadership and workforce process-centered service delivery. Avanath Capital Management prioritizes employee growth and development by offering training and professional development opportunities for current employees and it offers career development opportunities for non-employees through the Avanath summer internship program. The company promotes a healthy work/life balance and it offers various resources for mental health concerns for employees and their families. As a Black-owned investment firm with a management team that comprises diverse leaders with unique backgrounds, Avanath Capital Management believes it is critical to hire a variety of individuals who bring different perspectives to the company. To date, 81% of the firm’s employees are of a minority class. One employee suggests that company leadership puts in extra effort to ensure that employees feel involved with the firm’s overall mission and to reinforce the impact each employee has on the community.
BEB CAPITAL BEB Capital is a privately-owned, entrepreneurial business that understands the importance of family; a theme that resonates across the company through teamwork, camaraderie and growth. Led by CEO Lee Brodsky, BEB Capital is an investor in and developer of industrial, office and multifamily assets throughout the East Coast. The firm was founded in 2017 and has 50 employees. Its culture is built on core values of teamwork, empathy, respect, curiosity and communication. According to one employee, the culture at BEB Capital is communal and engaging. Professionals are made to feel like they are part of a team and encouraged to share thoughts and ideas with leaders who are truly interested. To engage with team members, the company hosts quarterly town hall meetings, CEO roundtables, employee happy hours, team-building activities, catered meals, tuition reimbursement, employee recognition and monthly birthday celebrations. BEB Capital sup-ports its employees who wish to take additional courses, training and certifications to benefit their personal and professional interests by covering related expenses. In addition, the firm offers a hybrid work schedule that allows employees to balance their personal and profes-sional lives. The company prioritizes diversity in hiring as well as giving back to its community through volunteerism and charitable giving.
BELLWETHER ENTERPRISE REAL ESTATE CAPITAL LLC Led by president DJ Effler, Bellwether Enterprise Real Estate Capital LLC prides itself on being able to provide big-company services on par with Fortune 500 competitors, while maintaining the personal level of service of a smaller firm. Established in 2008, BWE is a commercial mortgage banking company with 441 employees across 36 offices. The firm’s culture is characterized by hard work and maintaining a posi-tive work-life balance. The company strives to apply its business approach to its employees, as well, by emphasizing relationships, team-building and collaboration. BWE nurtures an open-door policy at every level of the company and recognizes the value in providing learning experiences to help employees grow within the organization. The firm offers training via MBA and LifeLabs Learning that are de-signed to foster leadership and management development for employees. In addition, BWE employees are given the opportunity to expand their skillset by taking additional courses or attending learning experiences outside of the office. BWE knows that promoting diversity, equity and inclusion is necessary for growth, and the firm has increased the number of women and minorities within its workforce. BWE Foundation aims to ensure that the next generation of industry professionals come from a wide variety of backgrounds and ethnicities. One employee says the words that come to mind when he thinks of BWE include leadership, opportunity, inclusiveness, family, agility, class and peo-ple-focused. He has witnessed firsthand the company’s adherence to core values, despite several years of growth and change, which has led to a low turnover among employees. BWE also focuses on broader societal goals by allocating a portion of each property’s revenue to the development of affordable housing across the country.
BERKADIA Through its employee engagement survey, Berkadia measures the effectiveness of its culture. In its most recent survey, employees indicated that they have a sense of belonging at work and feel cared about by colleagues. The firm, founded in 2009 and led by CEO Justin Wheeler, offers commercial property services and employs more than 2,500 people. Berkadia’s three employee resource groups are an important part of its engagement strategy. The BeWin group strives to support and mentor female employees in career growth and advancement; the BeProud+ group fosters and cultivates community, mentorship, professional development and networking opportunities among Berkadia’s LGBTQ+ employees and allies; and the BeUNITED multicultural group focuses on empowering, connecting, developing and supporting employees, regardless of race, ethnicity or nationality. Berkadia is also committed to creating a company culture that promotes professional development, a healthy work-life balance and personal wellness. It is committed to growing talent from within, and in addition to a tuition reimbursement program, the company provides employees with internal training and development opportunities and access to training through Linked Learning. One employee says he feels like the company is investing in him through internal training, growth opportunities and being heard by management. “Unlike other companies I’ve worked for, upper management is not only accessible, but they also walk the walk,” he says. “I often see them providing feedback, having an active voice in various projects and attending training sessions with em-ployees.” To engage and educate employees through benefit offerings, Berkadia created a wellness committee to organize monthly wellness events, such as biometric screenings, cooking demonstrations, educational classes, fitness challenges and more.
CLARION PARTNERS Clarion Partners believes its employees are its biggest differentiator and that it only succeeds when they succeed. That is why, during the four decades since it was founded, the firm has built a workplace culture based on high performance, respect and integrity, with an eye to-ward providing opportunities for growth and rewarding careers. Led by CEO David Gilbert, the New York-based real estate investment management firm employs 321 professionals across five offices. Clarion Partners has more than $71 billion in total assets under management. The company believes the most important thing it can do for employees is to constantly evaluate and evolve its policies and benefits to ensure its people thrive personally and professionally. In addition to traditional benefits, the firm offers a virtual wellness program that encourages physical fitness and mental well-being. Additionally, employees are provided access to educational seminars on various aspects of wellness including financial, social, mental and physical well-being. Clarion Partners prioritizes giving em-ployees the tools and resources they need to succeed; a focus that was amplified during the pandemic when professionals needed virtual tools to continue working. The firm helped ease the transition back to work following COVID-19 by implementing hybrid work schedules and adding amenities, such as free lunch and healthy snacks. The company also makes an effort to take care of employees through policy changes about paid time off allotments, dress codes, meal stipends and parental leave. “My favorite aspect of Clarion’s culture, and a true differentiator to other places I have worked, is the focus on developing junior talent,” states one employee. “Clarion hosts an Analyst and Associate Summit every other year, which consists of a two-day event for junior talent across the firm to gather in-person for professional development training and bonding exercises.”
COMPSTAK As a disrupter in the commercial real estate industry, CompStak is comfortable embracing change and challenges as part of its corporate culture. Established in 2012, CompStak is led by CEO Michael Mandel and employs 175professionals. The real estate data and analytics company provides insights that allow brokerage firms and real estate investors to compare properties and make investment decisions. Its commercial real estate data covers more than five million comps and 35 billion square feet in properties. CompStak’s leaders sit with their teams in an open floor plan that fosters transparency and team building. Weekly companywide standups further emphasize transparency, with each team leader sharing and celebrating the success of someone on their team. CompStak offers many initiatives to encourage professional development, a healthy work/life balance and personal wellness. The company’s culture encourages employee retention and development. “CompStak excels in celebrating its employees and fostering a feedback-forward environment,” says one employee. “On a daily, weekly, quarterly and annual basis employees are encouraged to seek out input on their performance from their peers, managers and others. This instills a sense of security within the company, where everyone knows that their successes will be (publicly) appreciated and acknowledged by everyone.” The firm provides free breakfast, lunch and happy hour weekly, as well as unlimited snacks and drinks in the office. CompStak also supports philanthropic events and it partners with Homes for the Homeless to collect gifts for the holiday season.
CONCORD COMPANIES Concord Companies emphasizes that it is not a suit-and-tie commercial real estate firm, but one where team members wear jeans to work and can play their favorite music over the office sound system. Within this work-hard-play-hard model, Concord also treats each of its team members like leaders with hopes of creating an entrepreneurial culture that fosters creativity, authenticity and mutual respect. Led by founder and CEO Reuben Robin, the real estate investment and services organization offers a full suite of in-house services, including capital markets, lend-ing, brokerage, property management, leasing and construction. Recognizing the value of strong work ethics, the firm has a history of pro-moting employees from front-line staff to partners. Concord places a strong emphasis on work/life balance and it is piloting an alternative workweek schedule known as a 9-80 schedule during which employees work 80 hours over nine business days and have the 10th business day off. Team members also enjoy quarterly events that build camaraderie, such as a Halloween costume contest and a summer barbecue. Concord provides a budget for employees looking to access training in their field and encourages cross-training and job shadowing to build well-rounded employees. The company is an advocate for diversity, inclusion and belonging and it is committed to building an inclusive workplace where differences are embraced, recognized and understood. One employee states that they appreciate the company’s growth mentality. “I have been here four years and within that time frame I have experienced both company growth and personal growth,” he says. “I like that everyone is goal-oriented. It does not matter what department you are involved with, everyone wants to achieve and do well for themselves and the company.”
CRESA Global commercial real estate advisory firm Cresa believes its people are its greatest asset and its success depends on their ability to em-power and incentivize them. Led by CEO Tod Lickerman, Cresa was founded in 1993 and employs 1,000 professionals. Its core values in-clude working together, creating value through innovation and creativity, being tenacious, embracing diversity and enhancing community. The firm employs a collaborative culture where teams are incentivized to work together to solve client problems. “This structure allows peo-ple to form strong and authentic relationships with each other,” one employee says. “Our work does not feel like typical ‘brokerage,’ but one team all pushing in the same direction for a shared objective.” In addition to providing training and creating strategy groups to share best practices and refine processes, the company encourages participation in industry events and workshops to discuss new ideas, challenges and innovative solutions, while connecting with others who share their specialties. Cresa values mentorship and each of its accounts is managed by a partner who is committed to developing new talent and to sharing years of industry knowledge. The firm offers new employ-ees learning opportunities through real-world account management alongside senior partners. The firm teaches employees how to make the most of client feedback–ensuring growth and client satisfaction. Cresa’s executive team is committed to driving diversity through its Diversi-ty, Inclusion & Belonging program, which launched in 2018. The firm’s diversity council is made up of professionals with varied specialties, backgrounds and experience levels and it has developed measurable goals for the new initiative.
DEALPATH Teamwork is highly valued at Dealpath, a real estate platform that has supported more than $10 trillion in transactions through real-time deal information since its founding in 2014. Departments work cross-functionally to enforce a sense of unity and common purpose in their work, as well as enhanced communication. Despite being scattered across four cities, Dealpath’s employees are consistently connected through company-wide initiatives that aim to bring all professionals together to learn, grow and share experiences. Through a professional development stipend, paid industry conferences and cross-functional training, Dealpath makes it a priority to continue educating and con-tributing to the upskilling of its departments; a practice company leadership views as necessary in the ever-changing real estate and tech-nology climates. To guarantee that employees feel respected and heard, Dealpath deploys quarterly engagement surveys and weekly check-ins to facilitate open dialogues, ensure company leadership are consistently in touch with all employees and make necessary changes to company policies and routines. One professional suggests that Dealpath cultivates a people-first workplace culture that empowers em-ployees to grow and provides them with the resources to do so. “Every team member brings high energy and passion for the company’s suc-cess and future, which has instilled a great team-centric mentality across all departments,” he says.
DLC DLC, a shopping center owner, operator and manager with a portfolio of millions of square feet of retail space, has built a culture based on respect, transparency, appreciation and constant communication. The firm believes these guiding principles have helped it attract and retain its team members, many of whom have grown beyond the position they were hired into. Led by founder and CEO Adam Ifshin, DLC employs 111 professionals across six offices. Team members describe the company’s culture as close, friendly, family-focused, welcoming, encour-aging, collaborative, inclusive and respectful. Its professional development programs include an in-house, teammate-led leadership devel-opment program, as well as a mentor program. All of the firm’s mentee and mentor pairings are cross-departmental, enabling professionals to build strong relationships with employees outside of their own departments and gain exposure to areas that are not part of their day-to-day responsibilities. To promote better work/life balance, DLC offers flexible place and time policies that give teammates increased flexibility with their work schedules. The company also offers a wellness hub that includes healthy recipes, meditation and on-demand fitness classes. One employee says DLC’s culture drew him to work there. “We are large in our business, owning a big portfolio of assets, but the company runs like players of a sports team, each going the extra mile to ensure we all succeed,” he says. “Like the saying ‘there’s no I in team,’ I be-lieve each teammate we have recognizes the need to help move us forward as a unit, all together, seeing the rewards and benefits through the results of our collective success, not individually.”
EAGLE PROPERTY CAPITAL Eagle Property Capital’s culture emphasizes innovation, flexibility, initiative, collaboration and personal responsibility. Founded in 2011, the vertically-integrated real estate investment manager is led by co-founder and managing principal Gerardo Mahuad and employs 143 profes-sionals across 21 offices. The firm pursues value-add investment strategies through the acquisition, repositioning and management of mul-tifamily properties in Florida and Texas. The firm’s institutional culture is built on transparency and corporate best practices, which have helped it to build a talent platform that it believes will sustain future growth and increased product diversification. Through its Vidalta Uni-versity learning program, the company gives all team members access to on-demand courses and weekly live workshops that provide profes-sional development resources and tools for personal growth. EPC incorporates social, environmental and ethical considerations and con-cerns for human rights and stakeholders into its everyday operations and interactions. A four-year veteran of the company described EPC as a close-knit team of gifted individuals. “Eagle Property Capital is dedicated to the personal growth and development of each member,” she says. “Across teams, suggestions and collaboration are always appreciated. Loyalty and dedication to the organization and to one another are fostered by the culture.”
HARRISON STREET Harrison Street is a leading investment management firm exclusively focused on alternative real estate assets. The firm, led by co-founder, chairman and CEO Christopher Merrill, employs 215 professionals across four offices. Since its inception in 2005, the company has invested $63 billion across senior housing, student housing, healthcare delivery, life sciences and storage space as well as social and utility infra-structure. The firm fosters a culture of innovation and teamwork that attracts and retains talent. Harrison Street supports employees profes-sionally and personally through learning and development opportunities, health and wellness activities, community service initiatives and equal opportunities. Among its programs is Harrison Street University, which provides training topics and learning options for employees to develop skills related to performance, productivity, communications, team building, problem-solving and personal wellbeing. The firm’s Im-pact Academy employee development program helps employees develop leadership skills with courses on providing effective feedback, conflict management and conducting effective performance reviews. Diversity is a key component of the company’s culture, and it works to foster diversity and inclusion as it builds its workforce, develops leadership and creates opportunities. Harrison Street’s dedicated DEI com-mittee is tasked with raising awareness, forming strategic partnerships and implementing a range of programs to increase diversity at all levels, including an internship program. One employee says her colleagues at Harrison Street are smart, driven and collaborative. “No matter the situation, my coworkers are always willing to take the time to help me and/or explain something, and that mentality has been ignited from the top down and really permeates throughout the organization.”
INTERSTATE EQUITIES CORP. Creating a positive, uplifting work environment is a daily and ongoing priority for Interstate Equities Corp.’s team. Founded in 1981, the institutional fund manager invests in and transforms multifamily communities on behalf of endowments, foundations, family offices and pension funds. It specializes in finding dated multifamily properties and transforming them into updated, boutique-style assets and it has more than $1 billion of assets under management. Led by co-president and COO Julia Boyd Corso and co-president and CIO Marshall Boyd, the firm employs nearly 100 professionals. Integrity is a driving force and a fundamental pillar of the firm’s operations and success. IEC also is committed to diversity, equity and inclusion –- specifically including women and people of color in key account positions. The culture of IEC promotes open dialogue and the firm encourages feedback and prioritizes employee appreciation. On the property level, the firm insti-tutes Wellness Wednesday, which provides a day off for property management teams to do something fun, relax and focus on their own well-being. The firm has also incorporated a day to recognize maintenance teams at IEC’s properties with time off, personalized bonuses and team shoutouts. IEC believes these programs have resulted in higher employee approval ratings and a happier work environment that ultimately leads to better service for residents and stronger ROI for investors. One employee suggests that IEC goes above and beyond for its team members by valuing authentic communication, employee empowerment and clear expectations. “Although we aren’t a small company, we hold great value in operating and communicating like one,” she says. “We know every associate’s name and make it clear from the start that every opinion matters, regardless of tenure or rank at the company.”
IQHQ IQHQ has put thought and care into fostering a healthy workplace and providing employees with access to counseling programs, mindful-ness education and inclusive social outings to foster team interconnectivity and relationships. Founded in 2019, IQHQ employs 74 employ-ees in San Diego and Boston. The firm specializes in the premier life science real estate industry and has a portfolio of more than 10 million square feet of class A lab and office space. IQHQ has built a culture of diversity and inclusion and boasts a workforce that is 50% female. The firm also supports, sponsors and contributes to the continuing education and training of its team members, including committing an annual stipend to all employees for continuing education purposes and personal development in areas such as management skill building. IQHQ pursued the International Living Future Institute’s Just 2.0 certification, including a thorough review and update of its social policies. It achieved the Just 2.0 label last year and is continuing to track its progress for future label achievement. One employee notes that the firm is making ongoing improvements to its physical office spaces to foster collaboration, communication and comfort. “Our design-forward ap-proach means our offices are beautiful places to get work done, with free parking, well-stocked kitchens and plenty of intentional spaces for teams to collaborate,” she says. “In the past year, we have received additional and unexpected time off around major holidays… a true sur-prise and gift that allowed team members to truly disconnect and recharge. That’s just one example of our company going above and be-yond.”
KBS REALTY ADVISORS KBS Realty Advisors believes that each of its team members has something meaningful to contribute and deserves a seat at the table to present their ideas. The entire firm is encouraged to think outside the box while adhering to the firm’s mission and commitments to its ten-ants and investors. Founded in 1992, KBS Realty Advisors is one of the nation’s largest commercial real estate owners and operators, having amassed $44.5 billion in total transaction volume. Employing 79 professionals across two offices, KBS prides itself on treating its team members with warmth and respect by providing an ideal environment in which to grow and thrive. Numerous team members have remained on the firm’s board for decades thanks to its positive culture and opportunities for professional growth and learning. Promotion from within is integral to KBS, and professionals at all levels, from human resources to asset management to the firm’s current CEO, have advanced within the company. In addition to offering tuition reimbursement for online and in-person courses that heighten knowledge and skills, KBS strongly encourages mentorship between tenured and newer employees, and it also strongly champions health and wellness internally. One 16-year veteran of the firm says the company is committed to excellence from the top down and has an atmosphere of teamwork and camaraderie. “Employees appreciate that they are respected, heard and given a chance to express themselves candidly with upper management,” he says. “Leadership, in turn, welcomes feedback and new ideas from team members. It’s a symbiotic relationship that helps make the ship run smoothly, even in the face of unprecedented events like the pandemic.”
LENDLEASE Led by CEO of the Americas Claire Johnston, Lendlease is a globally-integrated real estate and investment management company. Head-quartered in New York, the firm has more than 1,300 employees. Lendlease recognizes and rewards individual and team achievements, including outstanding safety performance, project excellence and exceptional customer outcomes largely through internal communication channels. The firm supports workplace flexibility including work from home, flexible hours, additional purchased leave, compressed hours, job sharing and career breaks. Its corporate office design offers 15 types of meeting rooms and working spaces from private quiet rooms to focus booths to open workstations to different-sized bookable spaces. With a biophilic design focus, each office has a living wall, at least five plants per person, constant access to natural light, expansive outdoor views and white noise to break up sound. The firm’s structured two-year graduate program called Cornerstone provides entry-level experience through two to three targeted job rotations and development activities. One employee specifically credits Lendlease with helping her achieve career growth. “Right before COVID-19, I decided to attend Columbia’s Executive MBA program. I had to balance work, school and life (including my wedding), not to mention the ever-changing global pandemic,” she says. “I received support from Lendlease to work flexibly to attend classes and Lendlease also provided some tuition assis-tance per their continuing education policy. My ability to complete this degree with Dean’s Honors while working full-time speaks to how Lendlease finds ways to support career growth for its employees.”
MARCUS & MILLICHAP Marcus & Millichap, led by president and CEO Hessam Nadji, drives success through its dedication to a culture of learning and professional development. Founded in 1971, the firm employs 2,500 professionals across 80 offices and specializes in commercial real estate investment sales, financing, research and advisory services. Marcus & Millichap offers extensive training and development programs rooted in real-world experience for prospective agents. It has regional managers that are solely focused on providing support and knowledge for new agents as they grow their business and ensuring these agents are held accountable to their short-term and long-term goals. “Marcus & Millichap creates and fosters a culture that emphasizes learning through experience, which I believe is extremely impactful in developing future leaders in commercial real estate,” says one employee. “I am a product of this internal growth, having begun my career as an associate in Marcus & Millichap’s Fort Lauderdale office in 2007. I was constantly coached by my superiors and fellow colleagues, giving me the confidence and additional knowledge required to further my career. Having built my career through those resources and connections I have made within the company, I ensure these same training programs and resources are made available to all prospective and new agents.” In addition, the firm’s William A. Millichap fellowship program offers a rigorous 24 months of training and development for up-and-coming commercial real estate professionals. Aiming to empower ambitious individuals from all backgrounds, the program partners with Project Destined and CREW Net-work and is dedicated to cultivating strong educational foundations for the next generation of industry leaders.
MDL GROUP MDL Group puts its money where its mouth is when it says it supports employees in their professional and personal development. The firm offers each employee $500 to use to better themselves. In the past, employees have used the funds for industry designation applications, software training and athletic event registrations. Employees have even used their money to conquer a fear – in one case it was skydiving. The boutique brokerage firm focuses on property management and sales and leasing. Led by Hayim Mizrachi, MDL Group employs 50 pro-fessionals, manages more than 12 million square feet of commercial real estate space and has more than 100 properties on the market for sale or lease. Team members describe the firm as family-oriented, professional and ethical. MDL Group employs an open-door policy for professionals to express concerns and ask questions, and it engages employees through events such as summer parties and holiday socials. The firm also sponsors a “biggest loser” event that promotes a healthy lifestyle, brings employees together and provides accountability. The company has a committee that organizes quarterly charity events, such as feeding the homeless and hosting blood drives. Every Friday em-ployees are encouraged to wear jeans for a $2 fee, which is used for charitable purposes at the end of the year. “I choose to walk through that front door every day and make valuable contributions to our team because I am surrounded by team members making each other build up and want the best for themselves and the company,” states one 15-year veteran of the company. “The care and investment into our people have created a supportive environment where we can grow and thrive as professionals.”
NORTHMARQ Privately-owned commercial real estate financing provider Northmarq is driven by success, but not at the cost of its employees’ well-being. Led by CEO Jeffrey Weidell, the company was founded on the principles of fair play and doing what it takes to make a project successful for those involved, including all of the company’s employees. Northmarq encourages a healthy work-life balance for its employees and fosters an environment where its professionals feel cared for, valued and heard. A strong sense of collaboration and inclusivity is a core value in each of Northmarq’s teams. The firm offers an Associate Producer/Associate Broker program focused on training, coaching and formal pro-fessional development. The multi-year program allows up-and-coming talent to learn the industry, best practices and practical skills. North-marq also offers a leadership development program that involves practical skill development to improve the effectiveness of core leadership skills, which is uniquely designed for Northmarq’s business needs. The company allows flexibility for employees to balance their personal and professional lives and competitive benefits such as parental leave, enhanced adoption, fertility and transgender benefits. Northmarq offers a Learn to Live program, which includes cognitive-based therapy, focused on a wide array of mental health topics, such as stress management, mindfulness and anxiety. One employee suggests that the company’s private ownership and entrepreneurial spirit create a stimulating environment where employees collaborate and share new ideas to create strategic, innovative solutions. “Northmarq stands out among other places I have worked as I have always been able to see how my daily work contributes to the success of the company,” she says. “I am viewed as more than a resource that needs to be added or removed based on company results.”
OLIVE TREE HOLDINGS Led by CEO Ian Bel, private investment company Olive Tree Holdings employs more than 100 professionals that focus on acquiring multi-family assets in high-growth markets and implementing targeted capital improvement programs to preserve affordable housing and cultivate elevated living experiences for residents. The firm and its affiliates have acquired and transformed 16,000 units of workforce and affordable housing in eight states since its 2016 inception and it has a lifetime portfolio value of more than $2 billion. Upper-level leadership helps foster employee development by encouraging cross-collaboration across business lines and offering various programs that promote profes-sional development. Olive Tree Holdings financially supports employees to attend conferences, receive certifications or partake in external industry organizations. The firm fosters engagement through an internal newsletter that recognizes employee achievements and corporate events such as golf outings, retreats and an annual holiday party. Olive Tree Holdings encourages diversity through various committees, such as the diversity, women’s leadership, mentorship and food & culture committees. One employee suggests that Olive Tree Holdings is one of the most unique work environments that she has experienced. “When I began at the company, everyone was eager to get to know me, integrate me into the business and encourage my professional growth along the way. This company is truly driven by a people-first mission — ranging all the way from the way we value our residents at the property level to the way our corporate environment functions. We are one big family, and everyone supports each other’s individual and group successes.”
PARTNERS Led by managing partner Jon Silberman, Partners (formerly NAI Partners) is one of the largest independent commercial real estate firms in Texas. Established in 1997, the company employs 200 professionals and provides client solutions for various industry sectors. The company ensures that its colleagues know that they are appreciated through quarterly employee recognition breakfasts, producer gong ceremonies celebrating the quarter’s most significant transactions, a year-end employee celebration dinner, an annual awards event, holiday parties and other employee-facing events throughout the year, including a Halloween costume party and dip contest, internal happy hours and a team-building game day. In addition, Partners’ annual client event features keynote speakers such as baseball Hall-of-Famer Cal Ripken Jr. and pro football legend Archie Manning. Partners offers comprehensive training programs for new commercial real estate brokers across multiple business lines. The company is also a major proponent of healthy work-life balance and offers a paid time-off program and other flexible work options. Personal wellness is also at the company’s forefront, as employees are encouraged to participate in virtual health and wellness seminars on a quarterly basis. One employee suggests that a main positive attribute of the firm is its approachability and open-ness. “Upper management does a fantastic job of making everyone company-wide feel included and appreciated. We all are constantly made aware that our efforts are valued and we are seen as the true power behind our brokerage teams.”
RAISE COMMERCIAL REAL ESTATE Raise Commercial Real Estate has five core values that guide its operation, including winning as a team, going to the ends of the earth for clients, being authentic, doing the right thing and empowering people. Led by co-founder and CEO Justin Bedecarre and president and CRO Felipe Gomez-Kraus, the firm employs 61 professionals across five offices. A self-proclaimed industry disrupter, Raise Commercial Real Estate builds products and workplace solutions backed by real-time data to enable strategic decision-making. The company stresses the importance of collaborating and innovating together, and in-turn integrating a team-first mentality into its culture. Raise Commercial Real Estate has fostered a community for young professionals entering the commercial real estate industry by investing in their professional de-velopment and giving them opportunities to learn from the leadership team. The firm offers an annual learning and development stipend to encourage continuous professional development and upskilling, which allows employees to purchase necessary software, coaching, books and other resources. Raise also promotes the use of stipends for certifications and training. One employee that started out as the company’s client before joining the firm a year ago states, “Their care and dedication to our project and myself was a clear indicator of the strong com-pany culture and environment that Raise has developed internally, and I knew it was a company I wanted to be involved in as an employee. Raise prioritizes and greatly values the relationships amongst team members and this has translated into a wonderful client experience and developed a strong-knit workplace community.”
RANGEWATER REAL ESTATE RangeWater Real Estate prioritizes hiring the right people and investing in them through one-on-one training, continuing education incen-tives and automatically extending memberships to key industry associations. The firm recently launched a leadership series to grow emerg-ing leaders across all of its departments. Nineteen team members enrolled in the six-day series that featured nationally acclaimed organiza-tional psychiatrists, community influencers and company executives in order to better themselves and their respective departments. The firm also created a mentorship program to support newly promoted team members by partnering freshman employees with seniors. Led by chairman and CEO Steven Shores, the Atlanta-based firm employs 1,546 professionals and maintains a diversified portfolio of multifamily, build-to-rent and mixed-use real estate assets. Since its inception in 2006, The company has acquired and developed more than 34,000 multifamily units, representing more than $6.6 billion in total capitalization. The firm’s live well committee and culture committee, made up of volunteers, work to ensure employee wellness and healthy work-life balance through updated parental leave policies and a more flexible paid-time-off policy for new parents. RangeWater Real Estate prioritizes promoting from within whenever possible. In 2022, the company filled 906 new positions and promoted 158 current team members to new roles. “RangeWater is a unicorn in the real estate world,” one em-ployee says. “They live and breathe the company’s core values in everything they do, prioritizing the experience of their team members be-fore all else. They genuinely believe that if you take care of your employees, they will take care of your customers.”
SAB CAPITAL SAB Capital team members are hired with core values in mind, including a competitive nature that the company hopes will push each individual to succeed. SAB Capital operates as a collaborative business, meaning all agents, team members and departments work together to bring deals and initiatives to the finish line. Since its inception in 2018, SAB Capital has facilitated more than $4 billion in closed transactions and it has placed more than $620 million in financing across 45 states. The leadership team at SAB Capital routinely meets with and works alongside agents and staff to maintain open communication and welcome new ideas. The firm’s 38 employees are given substantial upper-level guidance wherever needed, while maintaining ownership over their roles and expertise. In addition to internal professional development, SAB Capital offers sponsored wellness classes and team-building activities in and outside of the office to promote healthy and active lifestyles and team collaboration. One employee suggests that hard work is noticed, appreciated and rewarded at SAB Capital. “We work as a collaborative team, and the effects of one’s work are tangible within other individuals’ outcomes and are noticed by all management and team members across the company,” he says. “Additionally, the guidance of the management team and agents has not only propelled my knowledge of the industry but also allowed me to focus on growth strategies that will provide our team members with the same value they provide me — the opportunity for recognition and growth.”
THIRTY CAPITAL Thirty Capital’s five core values include transparency, innovation, grit, social responsibility and integrity. To support those values, the firm has created a reflective work environment with quarterly anonymous surveys to help leadership better understand its strengths and weak-nesses and make changes accordingly. As an accelerator of client-centric commercial real estate software and data solutions, the firm em-ploys 30 professionals. Led by CEO and founder Robert J. Finlay, Thirty Capital prioritizes transparency and encourages employees to share feedback openly with colleagues. It is working to create an idea-meritocracy, where all employees, regardless of title or tenure, have a voice and a seat at the table. The addition of a chief people officer in 2020 prompted increased communication, the breakdown of existing silos and a thoughtful approach to incorporating DEI into the firm’s policies, systems and structures. Thirty Capital also provides an internal and external training academy. All courses are offered free of charge internally for employees looking to gain knowledge and skills within the space. The company has an internal expectation that every employee receives 40 hours of professional development per year. One employ-ee compliments the firm’s family-like atmosphere and staff made up of bright and driven team members. “From executing complex transac-tions to organizing the supply closet, we strive for excellence in completing every task. We constantly look for ways to improve our team and provide value to our community. We believe in growth and improvement, autonomy, education, input, respect and collaboration. Our for-ward-thinking leadership has fostered a transparent and engaging workplace environment, which in turn allows us to provide creative and effective solutions for our clients.”
TRANSWESTERN Transwestern’s vision includes being the No. 1 real estate value creator in the US; a goal it says it can only achieve through bringing out the best in its employees with an inspiring and empowering culture. Founded in 1978, the privately-held firm employs 2,100 people across 33 offices. Led by CEO Larry Heard, Transwestern prioritizes mutual respect, collaboration and doing the right thing in every instance, and it seeks to hire people who are attracted to that culture because it resonates with them personally. The firm seeks individuals who are rela-tionship-focused, service-oriented and respectful of others, and the firm clearly communicates its service-minded values during the interview process and reinforces its cultural pillars throughout a person’s career at Transwestern. New employees are introduced to the company’s culture and complemented with training that corresponds to specific job functions through a framework designed for progressive learning. For example, individuals new to the brokerage business begin with a two-year program that offers a combination of in-person and web-based learning experiences. Similarly, mid-level brokerage professionals can qualify a 12-month webinar-style program designed around critical business themes that rewards contributions to individual, team and organizational advancement. One employee says Transwestern has helped her solidify a career in the industry that she was not anticipating when she joined the firm eight years ago. “In my tenure, I have seen and experienced Transwestern leadership’s dedication to establishing a foundation of strong workplace culture as the company grew and evolved. Transwestern exemplifies commitment to its team members by creating a culture that shows we are part of something with purpose and nurtures confidence and efficiency in achieving success for ourselves, the team and the company.“
DIVISIONS
CAPITAL ONE COMMERCIAL REAL ESTATE
The Capital One commercial real estate team focuses on developing and engaging employees through a unified “one team” culture that listens to all associates and invests in their growth and development. Led by EVP and head of commercial real estate Jamie Henderson, Capital One’s commercial real estate division employs 322 professionals and includes bankers, underwriters and service teams that offer financing solutions for property owners and developers across the country. Capital One commercial real estate has implemented several programs and policies to promote professional development and support associate well-being. RISE is a women’s differential investment program designed to increase representation of women in leadership. Advancing Black and Latinx Leaders provides emerging Black and Latinx leaders with tools, resources and relationships to support their career growth and champion increased representation by diverse exec-utives. The division also offers industry-focused educational training and classes through the Mortgage Bankers Association that allow em-ployees to develop and improve skills to contribute to their professional growth. Division leaders have implemented “Zoom Free Fridays” to provide employees a break from virtual meetings, as well as “Invest in Yourself Days” that allow associates to participate in self-care and career development opportunities. To advance diversity, inclusion and belonging, the team engages in educational coffee chats, speaker series, interactive book clubs and other events. In 2021, Capital One joined forces with Project Destined, a program dedicated to transform-ing diverse youth into owners and stakeholders in their communities by creating opportunities to learn from and engage with developers, operators, agencies, brokers and lenders within the industry. The commercial real estate team prioritizes retention and recently implemented a new onboarding process that pairs each new hire with an established employee within their affinity group and one outside of it.
COLLIERS | U.S.
Colliers U.S., led by president and CEO Gil Borok, employs 5,000 professionals and offers brokerage services, valuation and appraisal ser-vices, corporate solutions, and property and project management services for landlords, tenants, investors and owner occupiers. The divi-sion’s operating philosophy and organizational structure encourages hard work, collaboration, respect, teamwork, creativity and unlimited opportunity. Colliers U.S. remains committed to embracing professionals with diverse backgrounds and personalities by increasing the in-fluence of female professionals and BIPOC professionals within its business. Colliers has successfully developed formal, sophisticated training programs and communications protocols, as well as wellness programs and a mentorship program that provides mentees with the opportunity to gain insight, advice and guidance from a mentor. The company encourages career development through its acceleration pro-gram, which combines formal training, on-the-job work experience, professional exposure and one-on-one coaching. In addition, the firm’s customized online learning tool, Colliers University, offers professionals more than 800 digital courses, including internally produced content and LinkedIn Learning courses. Colliers also offers employees the KrowdFit Wellness Engagement program, a fitness platform that syncs to existing fitness trackers and rewards employees for living a consistently healthy, active lifestyle. One employee compliments the company’s enterprising nature, saying that the division portrays a desirable blend of large-scale sophistication and small-business energy. As a female commercial real estate professional, she says she feels empowered to lead a large region representing a significant portion of the business. “Colliers is a place where I feel respected and heard.”