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Frank Billand, member of the management board for Union Investment Real Estate GmbH, an institutional player, said the company has a dedicated team that meets with owned hotels exclusively to keep tabs on operating metrics and performance. With leases that typically run for 20 years, the company wants to ensure its getting the most of its investment, he said. Not every owner has the same motivation, the panelists said.
People like to own them to say they have this hotel and like to associate themselves with it. The Tonstate Group, a family-owned portfolio, views each asset as a combination of the two, Wojakowski said. Billand has grown cautious of trophy assets in general, especially as so many operators handed over control of a property during the depths of the downturn. Another concern involves the blurring line between 4-star and 3-star segments.
ADIA is one of the few companies that can build a property where and when it makes sense but is just as willing to invest mezzanine debt, equity or other financing. Please check your spam or junk folder just in case. Need help signing in? Issues with signing in? Click here. Don't have an account? Register now. Regular-way fund commitments are not what the Abu Dhabi Investment Authority is about these days. We felt it was a good time to let people get to know us better and understand what we are trying to achieve.
Additionally, in a significant break from the past, ADIA hired a five-person communications team to make itself more accessible to the outside world. Now, partly to broadcast its upgraded capabilities, and partly to correct misconceptions, ADIA is more willing than ever before to tell its own story. But it has not gone from opacity to transparency in one fell swoop. The unrelenting question of how much money it has under management, for example, remains officially unanswered.
Instead, starting with its property group, ADIA wants to dispel some of the misunderstandings about the organisation that exist in the marketplace and, in so doing, attract an appropriate set of operating partners to help it pursue its strategy.
The room would fit well in a giant cruise-liner at sea — very panoramic, very bright, very blue. Already used to such serenity, however, Schwab and team sit with their backs to the window along a sparsely laden, curved desk. Unlike in the wider organisation, where 80 percent of its assets are managed externally, RED has long invested directly and often in joint venture partnerships.
And ADIA is clearly intent on putting more capital to work in real estate. Their decisions are based in part on recommendations from the Strategy Unit led by Jean-Paul Villain, as well as with feedback from the individual departments. Although the Strategy Unit makes its allocation recommendations independent of RED, Schwab says he and his senior colleagues do maintain a regular dialogue with them.
Tom Arnold. All are keen to point out that RED has sole responsibility for originating investment ideas and all decisionsare made on a purely commercial basis. We have hired some of the best talent in the world and these people would not have come if they did not feel they could have a similar impact. RED is billing itself as the partner of choice in global real estate investment, able to add its own array of expertise and services to deals.
To illustrate this point, Goodson describes a deal in North America which had stalled until RED stepped in with fresh capital and ideas. We were able to move in, increase our equity commitment, thereby taking away the financing dependency to get the deal moving again. If you come to us with a good economic deal and a reasonable structure, we can get it done. We can do it quickly and with conviction and I think that makes for a great partner. There are certain specialisations that we are adding but we think that is part of our story.
Although RED is focused on attracting new partners able to offer complimentary skill-sets, Goodson says RED will maintain a strong focus on managing relationships with existing partners, even if, on the LP side, some of the structures of the investment vehicles they manage have become outmoded.
In general, the inflexible approach offered up by fund managers in the past has proved very unsatisfactory for many market participants. Private equity-style real estate funds also typically come with finite holding periods, a constraint that RED wants to avoid. Arnold amplifies this point by describing an office tower ADIA has owned for 25 years. Is that a good thing or a bad thing?
According to PERE sources, ADIA has recently declined several opportunities to invest in new funds by well-known industry players, although in keeping with policy, ADIA would not discuss individual investment partners. Schwab says RED is a very active advisory board member in many of its funds. We are still regularly talking with managers about what they are doing with particular assets. That visit, Arnold adds, was one of up to 15 RED receives from managers and other market participants each week, many seeking to offer investment propositions.
Some of these visits, Arnold admits, are from fund managers expecting RED to make a limited partnership commitment. We want to deploy capital but we want a premium for something other than just risk. ADIA today is happy to invest and manage an asset directly but it is equally comfortable investing in a club-style structure with two or three partners or as the sole financial partner to a specialist.
Arnold describes another investment, worth hundreds of millions of dollars, with a North American investment management firm that specialises in repositioning multifamily occupied properties. We have a global view which led us to like eight of these cities, so we told them we would like them to work exclusively for us in these eight cities, not the twelve.
The strategy for these investments will be hand in hand, almost like a marriage. Given the lack of liquidity in many global real estate markets, it is little wonder that petrol-dollar fuelled sovereign wealth funds like ADIA are inundated with investment proposals. Goodson says the investment team is forever scrutinising potential deals. We are looking to generate superior risk-adjusted returns and sometimes that can be a function of scale.
Naturally when such a large investor, such as RED, chooses to do more for itself, thare are some sceptics. Clearly building one of the largest real estate investment platforms in the world is a seven-day a week task. However, providing an attractive working and social environments therefore plays a pivotal role in the recruiting process of ADIA, which is seeking to add some 40 people to RED this year.
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Close drawer menu Financial Times. Despite a decision by the to all Subscriptions. Learn more and compare subscriptions. PARAGRAPHThese state-owned institutions gain funding access for groups of users then invest funds into potential growth areas including shares, bonds, pricing and volume discounts for. These economies, which tend to from various state-affiliated sources and 24 different asset classes and sub-categories. Full Terms and Conditions apply. Team or Enterprise Premium FT. Pay based on use. Or, if you are already International Edition. Does my organisation subscribe.Mike Goodson | Ocala, Florida | Retired at The Great Outdoors (again!) | + connections ADIA. Feb - Jun 8 years 5 months. The Great Outdoors. Michael Darryl Goodson Jr. is a former American football running back. He played college football at Texas A&M. Goodson was drafted by the Carolina Panthers in the fourth round of the NFL Draft. He also played for the Oakland Raiders and the. The Abu Dhabi Investment Authority is still looking for portfolio deals growing,” said Mike Goodson, who has led ADIA's hotel investment.