Peachtree's track record in commercial real estate is impressive. Our team has thrived through three significant economic disruptions. Our senior leaders have been instrumental in that success. Recently we asked those leaders to reflect on their lessons learned and share how that experience has shaped their thought process moving forward.
Here are a few of those insights.
"Building a formidable team is crucial for realizing your vision. Select individuals based on their exceptional skills and expertise and then trust them to excel in their roles. Empowering your team unlocks their full potential, driving extraordinary results and propelling your organization to new heights."
Greg Friedman and Jatin Desai – Managing Principals
“Foresight is critical in the investment process, requiring continuous consideration of macroeconomic conditions alongside local economic factors. This dual analysis enables us to identify nuanced opportunities and manage risks more effectively. By integrating global and regional insights, we can make more informed and strategic decisions, enhancing the potential for the investment's long-term success."
Greg Friedman, Managing Principal and CEO
“Ensure sufficient liquidity to maintain resilience. We have implemented and consistently maintained this approach for our Funds. While it may impact internal rates of return (IRR), it will allow us to endure market volatility and retain assets. Asset values typically rebound if adequate capital is available to weather downturns.”
Jatin Desai, Managing Principal and CFO
“Navigating through development always entails its share of challenges and victories, a reality underscored especially during Covid. While previous downturns primarily revolved around financial aspects, the pandemic introduced disruptions in cost, labor, and material supply chains. Reaching a semblance of normalcy took nearly three years, during which we remained steadfast in risk mitigation across these fronts. Adaptations in processes, timing, procurement strategies, and collaborations with skilled contractors were pivotal in this regard. Despite each disruption, we observed a consistent upward trend in average daily rates, particularly for newer or like-new assets.”
Mitul Patel, Principal
“Anticipate various exit scenarios: While one of our investments succeeded with the SBA refinance strategy, another encountered challenges. Legal issues with the borrower disqualified them from SBA eligibility, leading to loan refinance challenges. In hindsight, we were too dependent on a single exit source and now underwrite deals to ensure there are several (refinance, sale, loan sale) exit options available.”
Michael Harper, President, Hotel Lending
“Constant exposure to various transactions across different levels has enabled us to recognize patterns and anticipate issues during negotiations. This depth of experience has honed our ability to streamline the process, focusing on the crucial issues and avoiding unnecessary distractions. Ultimately, efficiency is paramount.”
Kevin Cadin, General Counsel
“The priority lies in cultivating a pipeline rather than managing individual transactions. The true value lies in the pipeline itself, not the deals outlined in term sheets. This approach grants the freedom to negotiate without the pressure of immediate results. Consequently, I rarely push terms or additional proceeds because I know the depth of additional opportunities and have confidence in the channels that have been developed to continue generating opportunities.”
Daniel Siegel, Principal and President, CRE
“The90% rule. It is often better to make a decision with 90% of the information or90% of what you would ideally like an output to be. That last 10% which is for perfection often leads to analysis paralysis and the opportunity cost of waiting is often greater than the value achieved in getting the last 10%. There is no such thing as perfect.”
Brian Waldman, Chief Investment Officer
There is a record amount of debt maturities in 2024 at close to $1T, and another $1T over the next two years, notes Greg Friedman CEO Peachtree Group.
In this interview with Schwab Nework, he discusses commercial real estate and how the market is still pricing in 50BPS of cuts between now and the end of the year, and its increasingly looking like faith rather than “data driven.”
Watch the full interview here.
It seems like the housing market is currently in a better position compared to previous economic recessions, such as the one in 2009. Back then, 26% of mortgaged residential properties had negative equity, while now it's only about 2.7%. Although industries reliant on debt, like commercial real estate, are facing challenges recalibrating to higher interest rates, it's unlikely that we're headed towards a major economic recession without a significant setback in the housing market.
The stability of the housing sector can help cushion against economic downturns, as it directly impacts consumer wealth and confidence, which in turn influences spending - a significant factor considering that consumer expenditures make up about 70% of the U.S. GDP. This stability enhances the likelihood of sustained economic growth rather than a descent into a recession.
This commentary originally appeared on Greg Friedman's LinkedIn page on May 15, 2024, in response to a Bloomberg article by Alexandre Tanzi titled: "Seriously Underwater' Home Mortgages Tick Up Across the US.
Follow Greg Friedman and Peachtree Group on LinkedIn.
Learn more about Peachtree Group's Credit division.
Prior to 2022, borrowers enjoyed for over a decade the opportunity to secure loans at near-zero interest rates, a boon that fueled growth and expansion in the commercial real estate market. Today, we see an unprecedented volume of loans maturing in a much higher interest rate environment, with banks reducing exposure to commercial real estate. Despite these conditions, the demand for loans continues to grow.
Historically, a spike in loan demand during higher interest rates would be a warning sign of a looming credit crunch. Yet, defying expectations, recent data suggests a deviation from this pattern, with banks reporting increased lending activity despite maintaining onerous lending standards. This anomaly, combined with moderated inflation, challenges traditional recession indicators. While some analysts cautiously suggest that "this time is different," economic uncertainties persist, posing an interesting question about the underlying market dynamics.
While uncertainties linger, one thing remains clear: the commercial real estate sector faces a pivotal juncture. We are navigating the evolving landscape vigilantly, balancing risk and opportunity in a market shaped by unprecedented forces.
This commentary originally appeared on Greg Friedman's LinkedIn page on May 16, 2024, in response to an Inc magazine article by Phil Rosen titled: A Critical Recession Red Flag is Missing.
Follow Greg Friedman and Peachtree Group on LinkedIn.
Learn more about Peachtree Group's Credit division.