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It was late June 1984 and I had just gotten the New York Times to do a Sunday Business section feature on my boss, Ben Holloway, the chairman of Equitable Real Estate Group. It was a big deal story — we had just become a subsidiary of Equitable Life and we were positioning ourselves as the biggest “independent” institutional investment advisor in the real estate industry. We had $30 billion under management and we were trying to expand our pension fund client base.

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