Founded in 1983, general contracting firm 
Howard Building Corp. fosters an active and 
innovative culture that shapes its approach to 
employee ownership and ESG principles, 
including equity, inclusion and sustainability. 
HBC employs 147 people. The company has made changes designed to cultivate a more diverse and inclusive industry while creating strategies for continued improvement. In addition to achieving pay equity in 2021, it has increased its total workforce diversity year after year. “HBC leadership is committed to staff development as part of our larger 100% equitable training program,” says assistant project manager Debi Boler. “We have developed a no-cost online learning platform, HBC University, which is readily accessible to all HBC employee-owners. In addition, our college tuition reimbursement program is open to all staff. Currently, 100% of tuition reimbursement recipients are female and minority employee-owners. HBC’s focus on employee health and wellness, including work-life balance, is second to none. The bottom line is that HBC truly cares about their employees.” HBC strives to continually prove to employees that they are the company’s top priority. All team members, from office to field staff, are recognized and provided with benefits like paid time off and insurance. “The fact that HBC is a 100% employee-owned company is crucial to the happiness and success of not only the employees, but the company as a whole,” says Boler. HBC continues to implement a formal hybrid work policy to cater to employee and company needs. It also hosts several activities to promote fun during the workday including jobsite food trucks, Halloween costume contests, bring your dog to work day, succulent planting workshops, and more. Community service is one of HBC’s core values. Each year, employees dedicate more than 3,300 volunteer hours.

Howard Building Corp.

While individual achievement is important, Housing Trust 
Group believes the most important function of employees 
is the contributions they make to the group as a whole, 
working as a united entity for a common purpose. Founded 
in 1997, HTG is a full-service multifamily community 
developer with transactions exceeding $4 billion. With a 
belief that affordable housing succeeds through investment in employees, HTG has introduced programs that foster transparency, inclusivity, growth and wellness. This includes flexible workdays, family-inclusive events, catered meals and in-house and external classes that target wellness and skill building. HTG strives for a collaborative and supportive environment where creativity and innovation are rewarded. Every team member has the opportunity to make suggestions, and recognition for accomplishments takes place in large group forums, sometimes with monetary prizes. HTG operates in a flat structure where team members have access to leadership at the top of the organization. “The open-door policy ensures that there’s never any doubt about seeking help or clarification,” says VP of Operations Glenda Brown. “The willingness of every team member to assist one another creates a collaborative and supportive atmosphere. Moreover, our commitment to employee satisfaction is evident through initiatives like the annual end-of-year survey, where each employee’s opinion is sought to shape our future strategies.” Goals are set for each employee annually, and the company provides mentorship and learning opportunities to help them succeed. To ensure its staff remains diversified, HTG recruits from several sources including placing an emphasis on team member referrals, identifying up-and-coming talent from local universities, and maintaining relationships with community partners. The altruistic mission of the company to give people homes that may never have had a home before resonates with staff and translates into several initiatives to give back to the community.

Housing Trust Group

With 113 employees, Horvath & Tremblay is one of 
the fastest-growing real estate investment sales 
organizations in the country. Horvath & Tremblay 
empowers its team members to create efficiency by 
building a collaborative investment real estate 
brokerage organization, supported by a centralized 
professional services team that manages all tasks within the brokerage continuum for the entire company. From day one, the firm has emphasized creating a collaborative environment that promotes unified client development, eliminating internal friction points and allowing team members to work together instead of against each other with shared data, back office, underwriting, and proposal and marketing processes. “All of our team members are expected to have a high level of personal responsibility. Expectations are high, but the excellent support we get from our peers allows for rapid growth on both a personal and professional level,” says corporate strategy analyst Daylan Skidmore. “To that end, the collaborative culture builds a strong camaraderie that allows us to perform at a high level in a fast-paced, exciting industry.” Multiple off-book/non-performing managers provide guidance and leadership to the production offices. In addition to these managers, junior brokers are assigned to a senior broker at the firm who mentors them over the first few years of their careers. Corporate training is conducted daily with new agents and is run by the principals of the firm. Employees can work when and where they want. The company does not track time off, and the professional services group and brokers manage their own schedules. “One of Horvath & Tremblay’s greatest strengths is the incredibly collaborative and teamwork-oriented culture within the company,” says Skidmore. “We are constantly working together on deals and projects and are always pushing each other to exceed our goals. This inherent positivity has built an environment that motivates me and others to continue to work hard to progress our careers and best serve our clients’ needs.”

Horvath & Tremblay

Commercial real estate advisory firm HKS Real Estate 
Advisors’ biggest internal strength is its culture of 
collaboration and willingness to listen to every employee, 
regardless of job title, according to associate Alex Dobosh. 
“The team works very well together, respects each other, and 
supports each other,” says Dobosh. “There is not an air of 
competition between associates, rather one person’s win is a 
win for the entire team, as well as for our clients.” Founded 
in 2011, HKS employs 19 people who provide financial services including CRE debt, equity, bridge and joint-venture financing. HKS has more than $2 billion in average annual transaction volume and has closed more than $25 billion in transactions since its inception. The company attributes its success to its positive and collaborative work environment and a culture characterized by a combination of professionalism, communication, innovation and inclusivity. HKS places a strong emphasis on transparent communication channels, including an open office environment. It holds weekly firm-wide meetings to discuss the status of all pending transactions and celebrate recent closings. HKS mentors between four and seven interns each summer and hires one or two each year as analysts. The firm prioritizes professional development and mentorship, where partners offer continuous learning opportunities to associates. “When a team member expresses interest in learning about a particular industry facet or desires career advancement, the leadership at HKS ensures tailored guidance and resources are readily available,” says Dobosh. “For example, I joined HKS during the pandemic when the firm was completely remote. Even during those circumstances, the team carved out time to train me. Various directors and team members spent hours on the phone with me, in which they would train me on different topics weekly, discuss successful closings, and more so that I could get up to speed as quickly as possible.”

The Colliers culture is underpinned by core values 
that empower enterprising employees, encourage 
collaboration, build relationships and develop 
experts in the industry. With 7,000 employees in 
more than 150 US offices, Colliers US is a 
diversified professional services and investment 
management company offering brokerage, valuation and appraisal services, corporate solutions, and property and project management. The company fosters its culture through professional development, continuous learning, mentorship, wellness, work-life balance, inclusivity and community outreach. Diversity, equity and inclusion is one of its strategic areas of focus and it continues to promote increased engagement through established employee resource groups that serve and support underrepresented groups. Managing director for Las Vegas and San Diego Aaron West described Colliers’ corporate structure as flat, allowing managing directors to be nimble, make decisions quickly and contribute input about the organization’s decisions. “We had an important meeting put together for about a dozen West region managing directors, and we were all able to offer input to the executive leader’s group,” says West. “We mentioned what talent acquisition or HR might be doing that makes our jobs a little harder or might impede our speed to market. What’s important is this open sharing of ideas; such opportunities to influence and affect practices or outcomes are very rare within other firms.” West says corporate leaders make an effort to show employees they are valued. The regional president overseeing West’s market flew in to meet with a top-producing team recently. “This had a big impact on the brokers,” says West. “They felt important, as this was something the regional president at their firm never had done. His investment in people impacted our recruiting by attracting the best professionals.”

Colliers

Cityview excels at supporting its employees’ career 
growth, building a strong company culture and 
creating an inclusive and equitable workplace. The 
vertically-integrated real estate investment management and development firm was founded in 2003 and has 42 employees. Specializing in developing, acquiring and operating opportunistic and value-add multifamily projects, Cityview creates sustainable housing options in transforming areas and has invested in more than 130 projects to date. Cityview strives to ensure every team member feels like an integral part of the firm’s projects and successes. All team members are invited to enjoy milestone events such as property groundbreakings and completions, giving everyone a chance to celebrate the firm’s accomplishments while socializing with coworkers and networking with clients and project partners. Leadership involves all employees in high-level strategy and team updates through Bagel Mondays, where employees, partners and managers gather to share what they’re working on and what’s next for the firm. In support of employee wellness, the company provides treadmills, regular mindfulness and massage events, fitness classes and company-branded activewear. The firm also offers luxury amenities in its office, including onsite dry cleaning and car washes, and it provides free healthy snacks and beverages. Cityview promotes growth and learning through a comprehensive in-house training program for manager-level employees and future leaders of the firm and subsidizes third-party education through reimbursement for approved learning programs. According to Cityview’s 2022 annual employee engagement survey, 93% of employees feel included and valued by their team and indicated they are likely to recommend Cityview as a place to work. “Whether through fully paid health benefits, professional development opportunities, social and philanthropic events or salary equity studies, the firm works to ensure its employees are happy, healthy and fulfilled at work,” says HR manager Tina O’Brien.

Cityview

Chatham Financial fosters a workplace culture 
that values diversity, promotes teamwork and 
prioritizes effective communication. Founded 
in 1991, the independent financial risk 
management advisory and technology firm employs more than 600 people and strives to ensure each team member feels a sense of belonging. It builds a focus on teamwork by encouraging employees to share ideas, collaborate on projects and leverage each other’s strengths. Teams are structured to encourage cross-functional collaboration, break down silos and promote a holistic approach to financial risk management. Chatham prioritizes open communication channels across all levels of the company through weekly company meetings, departmental updates, and an open communication platform. Managing director of strategic account management Casey Irwin says the company’s focus on innovation and technology sets team members up for success. “In the landscape of commercial real estate, staying ahead requires a forward-thinking approach,” says Irwin. “We consistently invest in technology to provide our team with the tools they need to excel to deliver value to our clients.” Chatham invests in continuous professional development throughout the employee life cycle, offering access to certification programs like NYU’s Schack Institute of Real Estate, training sessions and workshops to enhance employees’ skills and keep them abreast of industry advancements. Its new hire academy combines online and in-person immersive training. Outside of work, employees participate in volunteering initiatives, and the firm’s community impact programs support nonprofit organizations dedicated to education, healthcare and community development. By aligning corporate success with social responsibility, Chatham creates a workplace where employees feel proud not only of their professional accomplishments but also of their contribution to positive social change.

Chatham Financial

Founded in 1996, diversified real estate 
investment and development company 
Capstone Advisors employs 15 people and 
has acquired five million square feet of 
commercial properties across the US. The 
firm nurtures a collaborative culture and an enjoyable working environment, ensuring each team member recognizes the value their work brings to bettering communities. Clear and open communication is a priority for the company. It highlights individual contributions and collectively shapes the company’s annual goals and objectives. “Capstone Advisors excels in collaboration and communication among employees,” says COO Jay D. Matthes. “Everyone operates from a basis of trust and confidence that their talents are valued and the work they perform is important to the company’s success.” The firm invests in career development, education and training opportunities for each team member, leveraging insights from the McQuaig personality assessment to individually tailor its strategies for mentoring, managing and coaching. “We keep an open door policy for anyone to express issues, and keep a consultant on retainer to regularly speak with employees who may otherwise be hesitant to discuss their satisfaction with a manager or coworkers,” says Matthes. “As a result, we are in tune with employee satisfaction.” To support a healthy work-life balance, the company offers a flexible 4-1 hybrid work schedule and provides an onsite gym with shower facilities to promote physical well-being. “Although we have periods of high operating tempo and deadlines, everyone from the CEO down understands that a work-life balance is important, and we try to set reasonable and achievable schedules and goals for the company with the help of the employees,” says Matthes.

Capstone Advisors

American Landmark Apartments is a rapidly 
expanding multifamily owner-operator 
headquartered in Tampa with a portfolio spanning 
34,000 units. The company fosters a positive 
culture and motivational environment, promotes 
teamwork and maintains effective communication channels. “What stands out for me is the community-centric culture that’s found throughout the firm,” says property manager Ana Martin. “We view each property as more than an investment, but as a potential home for individuals and families. With this mind, it gives our workplace greater meaning and purpose, reminding us of the broader societal impact we make.” Martin also highlighted the firm’s investment in employee professional development and its willingness to embrace innovation. “Rather than following industry trends, the company seeks to stay ahead of the curve by incorporating smart building technologies and spearheading community engagement initiatives. An example of this is the introduction of Smartflowers across multiple properties to conserve energy while beautifying each community. That, in addition to new workplace and educational platforms that make work easier, lets me know that American Landmark is a forward-thinking company that I can continue to grow with.” The AL University education platform allows individuals across all levels of the organization to access courses, training modules and workshops. American Landmark also offers a paid property management internship program that provides hands-on experience in resident-facing property management roles. Focused on work-life balance, the firm’s annual retreat brings property managers from across its portfolio to gather with leadership for team-building activities and celebrations. Rather than a top-down structure, American Landmark promotes a horizontal approach that allows for easy sharing and implementation of diverse ideas.

American Landmark Apartments