2024 CRE's Best Places to Work
In this era of remote work, it may seem counterintuitive to analyze which companies are the best places to work. But, of course, a company’s culture and work ethos is more than its four walls. It’s also more than its benefits packages and compensation ranges and flexibility politics, although let’s face it, those do matter. As we sat down to decide which companies met the criteria for our Best Places to Work nominations, we were considering a wide range of attributes that included most of the above along with the examples set by corporate leadership, the company’s spirit of giving back to the community and the affection in which employees held these firms. Even with this long and complex list, we had some hard choices to make. We hope you agree with our decisions as you read the following pages.
Western National Property Management
Caring about people is part of
Western National Property
Management’s DNA. “WNPM
is truly a company that
cares — about its clients, its residents, its associates, and the community at large,” says director of training Brittany Mackey. “The company distinguishes itself by its tremendous level of integrity, honesty, and dedication to making a positive difference in the world.” WNPM believes in a culture of cohesiveness and the value of building and maintaining long-term relationships. With 750 employees, the firm is one of the largest regional management companies in the West. The company operates in California, Nevada and Utah and manages more than 24,500 multifamily units with a combined value of more than $8 billion. The firm is guided by core values of culture, results and ethics-driven organization, or CREDO, which values people as the company’s most important asset. In the spirit of the company’s foundation of teamwork and respect, leadership believes that outstanding associates should be recognized for going above and beyond their regular job duties and provides associates with more than 229 awards throughout the year. In addition, associates can electronically nominate their co-workers who have gone out of their way to assist each other or residents. This program fosters a strong teamwork dynamic among associates. The company offers professional development initiatives to support career growth, including a core curriculum for each job role, compliance training and leadership development programs. “Regardless of any obstacles WNPM may face, people always come first,” says Mackey. “For example, during the pandemic, the company launched a rental assistance program in conjunction with our clients that gave away more than $7 million in assistance to residents across our managed portfolio. This type of generosity and kindness helps make Western National Property Management successful and distinguishes it as an industry leader.”
Vidalta Property Management
Vidalta Property Management fosters a
sense of genuine commitment to
employee well-being and growth,
according to VP of asset management
Hector Gonzalez. “We believe that a positive workplace culture drives success,” says Gonzalez. “Vidalta’s core values of providing exceptional living experiences extend beyond its residents to a work environment that fosters excellence.” The firm manages 23 multifamily properties encompassing 7,000 units in 14 cities. Vidalta is developing a comprehensive Diversity, Equity, Inclusion and Belonging policy aligned with the principles of the Global Compact and the Sustainable Development Goals. Its commitment to equity, diversity and inclusion has resulted in a highly diverse staff, with more than 50% of senior and middle management composed of women. Vidalta believes continued training is essential to employee growth and encourages employees to take advantage of Vidalta University, on-demand courses and weekly live workshops. The company regularly communicates with associates through monthly wellness resources emails that offer insights, tips and information. It believes in rewarding passion, dedication and a positive attitude among its 156 team members. “Our recent leadership summit afforded an unforgettable experience to all our employees, filled with enlightening presentations, thrilling games, and a strong team spirit that inspired us all to reach new heights,” says Gonzalez. “Employee appreciation days and special outings such as Maintenance Appreciation Bowling Day are some examples of Vidalta promoting employee engagement while also celebrating and recognizing our team’s hard work and dedication.” Vidalta’s collaborative spirit extends into its communities. It has partnered with the Houston Humane Society and hosted several adoption events at two communities in Texas. It also organized a food drive with employees and collected contributions for the Red Cross.
Trinity REIS
Trinity Real Estate Investment Services’ culture and environment
focus on a commitment to employee growth, a supportive culture,
continuing education opportunities, and teamwork and
communication. Headquartered in Fort Worth, Texas, Trinity REIS
is a CRE brokerage firm specializing in the investment sales of
single-tenant, net lease properties nationwide. Partners remain
connected to team members through weekly check-ins, mentorship
and availability for questions, advice and support. Employees are encouraged to have a voice not only in day-to-day operations but also in the overall direction of the company. “Trinity has always fostered a casual yet hard-working environment that allows people to grow into their roles organically,” says marketing department manager Anna Macedo. “I love my flexibility in my role, my ability to take time off work to spend quality time with friends and family, and how Trinity gives us the option to work from home.” The company fosters professional development from the early stages of employment and provides opportunities for growth and the tools to succeed. Its eight-week summer intern program encourages critical thinking skills and ends with an elevator pitch and a capstone project that includes researching and presenting solutions for real-world business challenges. New hires attend extensive training and then shadow more experienced agents and benefit from mentorship during their first several months in the business. “The beauty of working for a smaller company like Trinity is the people you get to work with,” says Macedo. “The people here have such strong ethics and work toward the greater good of the company, together. I feel surrounded by people who support me in my role and my work.”
The Designers Group
The Designers Group, a purpose-
driven interior design firm, is
committed to creating a workplace
where diversity is celebrated,
communication is open and
individual growth is nurtured. TDG has cultivated a culture of collaboration and innovation where every team member’s voice is heard and respected. Teamwork is at the core of TDG’s success story. From the outset, TDG actively encouraged collaboration among employees, enabling cross-functional teams to work seamlessly. The company’s leadership nurtures an environment that values and appreciates collective effort, allowing individuals to flourish while contributing to a shared vision. To facilitate seamless interaction, the company prioritizes effective communication channels, regular team meetings, open-door policies and advanced technology tools. This commitment to communication encourages the exchange of ideas, fosters a sense of unity, and strengthens the cohesiveness of the team. TDG encourages professional growth through tailored training initiatives, including workshops, seminars, and certification programs. Offering training opportunities, incentivizing career growth, and promoting a healthy work-life balance are integral parts of TDG’s employee-centric approach. The company’s advocacy for mental health awareness and stress management initiatives creates a supportive environment for employees’ overall well-being. The TDG Stars program acknowledges exceptional contributions and bolsters a culture of appreciation. “At TDG, there’s an exceptional level of employee engagement stemming from a culture of inclusivity and support,” says account manager Yogeetha Shekar. “Transparency in communication during uncertain times and a genuine concern for the team’s welfare create a sense of belonging and trust among employees. This supportive atmosphere allows everyone to contribute ideas freely, fostering a collaborative environment where diverse perspectives are valued.”
Taurus Investment Holdings
Taurus Investment Holdings’ 105 team members are influenced by
the personality and values of its leadership. Notably, CEO Peter
Merrigan is an ardent believer in the value of effective
communications. He is an outstanding listener, takes note of
perspectives and different individual experiences, and strives to
create an environment where people feel their opinions matter. The
private equity firm has acquired and developed more than 70 million
square feet of commercial space, totaling more than $10 billion, however, because Taurus still identifies as a small company, everyone’s ideas are encouraged and embraced. The company’s culture is built around a pay-it-forward mentality that champions helping, educating and providing resources with collaboration in mind. Through a full professional training library, Taurus employees can access on-demand videos, print resources and interactive coursework on a variety of industry topics. In addition, Taurus reimburses employees who take continued education courses to build industry or function skill sets. Acquisitions associate Elizabeth Lane started as an intern at Taurus and has worked with multiple teams, asset classes and divisions during the past 10 years. “The benefit of Taurus is that they invest in their people and enable them to grow into roles that inspire and challenge them,” says Lane. “While it may seem impressive that I’ve been at Taurus for more than 10 years, many of my peers have been at Taurus for much longer than that. Taurus has numerous employees that effectively started as receptionists and have grown into VP-level roles at the company.” Taurus looks at people’s potential, considering curiosity and willingness to learn as key drivers of hiring and development decisions. “I admire how everyone at Taurus is a perpetual learner and am grateful to Taurus as I do not believe anyone is disingenuous,” says Lane.
Preservation Equity Fund Advisors
Preservation Equity Fund Advisors has built
a team with a common, mission-based goal
that creates a culture of purpose, excellence
and teamwork. A real estate private equity
fund manager, the firm specializes in investment opportunities that preserve affordable housing, a mission employees rally around, and as a result, there is a strong sense of camaraderie and respect among teammates. The firm’s employees are guided by a dual mandate of impact and performance. PEF Advisors has five key qualities it looks for in employees, including quality, respect, teamwork, integrity and responsibility. By aligning on these traits, PEF Advisors cultivates an environment built on shared values. From the top down, the company’s leadership empowers employees to take ownership and leadership in their roles and often allows for opportunities to learn and execute at the next level. For example, younger team members are often allowed to participate in higher-level calls, conversations and processes to increase exposure, experience and learning opportunities. Over-communication is also foundational to ensuring all employees are plugged into the organization. Each week, the entire team meets to discuss current and future needs. As a family-owned company, PEF Advisors believes work-life balance is essential and offers flexible schedules, paid parental leave and paid volunteer days. The company also provides experience rewards, such as sleepovers at the zoo and hot air balloon rides to celebrate employee milestones. “PEFA has an employee appreciation week every year which is meant to bring everyone from the company together to share ideas and build relationships through fun experiences together,” says VP of asset management Ryan Arango. “Events have included trips to Disneyland, escape rooms and go-kart racing, to name a few. These team-building activities and open channels of communication ensure that every employee feels not just a part of a company but an integral member of a supportive community.”
Olive Tree Holdings
Private investment company Olive
Tree Holdings, founded in 2017,
focuses on acquiring multifamily
assets in high-growth markets and
undertaking targeted capital
improvement projects, preserving affordable housing units and cultivating elevated living experiences. The company places a high value on communication and collaboration among its team members. It builds a positive culture through committees devoted to diversity, philanthropy, women’s leadership and mentorship. Leadership also prioritizes building personal connections with team members, and executives have an open-door policy that allows employees to freely share their thoughts, ideas and feelings. Olive Tree encourages team members to strive for continuous learning and supports employees financially if they want to attend a conference, receive a certification or be part of an external industry organization. The company hosts golf outings, corporate retreats and an annual holiday party to boost employee morale and strengthen its family atmosphere. It also offers summer Fridays, paid volunteer days and work-from-home flexibility, providing paid time off to care for family members and offering paternity/maternity leave benefits. Its corporate office offers amenities including a state-of-the-art gym, meditation room and ping pong table. Olive Tree also offers monthly leadership webinars that connect employees and foster engagement on various topics. VP Julie Surago says she felt a strong welcoming culture from her first interview at Olive Tree. “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,” says Surago. “This company is truly driven by a people-first mission – ranging all the way from the way we value our residents and staff to how the corporate employees treat each other. We are all friends, and everyone supports each other’s individual and group successes.”
NewPoint Real Estate Capital
NewPoint Real Estate Capital is a
relatively new company founded in
mid-2021 with 94 employees and has
enjoyed rapid growth and success. It
now employs more than 240 people
across 17 locations. Under the leadership of CEO David Brickman, the former CEO of Freddie Mac, and a dozen other multifamily and commercial real estate finance veterans who form the NewPoint core management team, NewPoint believes it has brought together the best in the business to build what’s next for the industry. The firm delivers lending solutions to investors of multifamily, affordable housing, seniors housing, healthcare, manufactured housing, and build-to-rent communities nationwide. NewPoint fosters a culture of collaboration, innovation, effective communication, commitment to diversity and inclusion, and dedication to employee well-being. These elements combine to create an environment where employees are motivated, engaged and empowered. Organizational communication is a cornerstone of NewPoint’s success through bi-weekly all-hands calls where employees are encouraged to ask questions and make suggestions. The firm has structured its organization without silos and prides itself on interdisciplinary knowledge. NewPoint offices host team-building activities, from chili cook-offs, Halloween costume contests, lunch and learns, ping pong tournaments, ice cream socials and more. “The culture at NewPoint is characterized by innovation, collaboration, and an entrepreneurial spirit,” says director of affordable housing originations Charles Crowe. “NewPoint is committed to individual growth and autonomy, something that empowers me to not only contribute meaningfully but also carve a path of my own choosing. I feel there’s a collective mindset and commitment to excellence at NewPoint which both inspires and arms me with the confidence to push the boundaries of my potential.”
MMG Real Estate Advisors
A collaborative and transparent work environment is
at the heart of investment sales and advisory firm
MMG Real Estate Advisors, which employs 76 people
in 27 offices across the country. “What sets MMG
apart from other places I have worked is the genuine
sense of community and collaboration that permeates every department,” says director of experience and engagement Karisa Cowell. “Our teams work seamlessly together, encouraging cross-functional partnerships. This collaborative spirit extends beyond the workplace, as we organize regular team-building events, social activities and charity initiatives. These activities not only strengthen professional relationships but also create a sense of camaraderie and shared purpose among our team members.” Brokers are financially incentivized to collaborate on deals and share information, and regular team meetings and open channels foster effective communication, ensuring that ideas flow seamlessly and everyone feels heard. The company’s operations team is designed to serve advisors so they can focus on serving clients. Curated email distribution, transaction and pipeline management, bespoke research production, social media management and financial analysis are available to each advisor. The firm’s commitment to employee engagement is evident in various initiatives that prioritize the well-being and growth of staff, says Cowell. “We understand that a diverse team brings unique perspectives and fosters creativity,” says Cowell. “MMG actively promotes an inclusive environment where every team member feels heard, respected, and empowered to contribute their best.” The company implemented training programs that encourage employees to advance their skills and take on new challenges. Its advisory program enables junior team members to gain experience in multiple markets. A recent graduate says, “The opportunity to be part of the deal process is rare for someone this early in their career, and I learned immensely from the hands-on experience.”
Meadows & Ohly
The driving force behind Meadows
& Ohly’s success over more than
five decades is its unwavering
commitment to its core values of integrity, hard work and long-term relationships. Established in 1972, Meadows & Ohly is a comprehensive real estate services firm focused on the healthcare industry. Its holistic approach to developing its culture focuses on a strong sense of community and open communication among its 190 employees, and it says the success of this approach is reflected in high employee retention. “What sets Meadows & Ohly apart is the rarity of finding a workplace where a significant number of individuals have dedicated 10, 20 or even 30 years to the company,” says director of marketing Taylor Sanderson. “This longevity is a testament to the company’s genuine interest in employee well-being. Our workplace allows for fulfillment, growth opportunities, and a strong sense of community creating an environment conducive to long-term commitment and loyalty.” Meadows & Ohly organizes events, information exchanges and team-building activities, creating opportunities for employees to connect professionally and personally and strengthening camaraderie. Team members are encouraged to take ownership of their work, contribute ideas and actively participate in decision-making processes. To further professional growth and well-being, the firm introduced a training and development manager to identify the individual learning needs of employees and design tailored training programs to enhance their skills and knowledge. Further, a robust mentorship program allows employees of all levels to connect with experienced mentors to provide guidance, share industry insights and find support for their growth and career development. “In addition to this, the company has cultivated a culture of recognition, where achievements — whether big or small – are celebrated,” says Sanderson. “This not only serves to boost morale but also reinforces the fundamental idea that every individual, from a building manager in the field to an assistant in the office, plays an integral role in the overall success of the company.”
Link Logistics
With 538 million square feet of property
and more than 10,000 customers, Link
Logistics is among the largest US-only
owners and operators of last-mile industrial
real estate. The company’s culture is focused on collaboration and compassion and providing an inclusive and supportive environment where team members can thrive. To build connections among its more than 1,000 employees, the firm launched an updated intranet called The Link, which hosts daily stories and videos that highlight the company’s business, strategy and culture. Employee engagement has increased nearly 20% since The Link launched, and its most popular stories are those that showcase colleagues. The company hosts quarterly town halls that provide company and employee updates and garner nearly 100% employee participation. Link Logistics’ culture is also bolstered through informal internal events such as live Q&A sessions with members of leadership that allow employees to ask any questions on their minds. “The desire of our leadership team to share relevant information makes all of us legitimately engrained in Link’s journey,” says senior manager of communications Jennifer Abakan. “Additionally, leaders repeatedly acknowledge the efforts of employees, pointing out that we are what make the company.” Link prioritizes work-life balance with generous time off, thoughtful and comprehensive benefits, a hybrid work policy and more, says Abakan. “We prioritize the well-being of our employees and continually invest in organizational and employee success,” says Abakan. “Link actively pursues emerging technologies to strengthen our workflow and hire the right talent.” The company promotes healthy lifestyles through initiatives including gym subsidies, weight management programs, smoking cessation support, fitness services and equipment discounts as well as mental health resources for all employees and their families.
Lee & Associates NYC
Lee & Associates NYC’s 1,400 employees provide
corporate advisory and CRE services, including
office and retail brokerage, sales and investments,
and project and property management. With 72
offices across the US and Canada, the company is
the largest broker-owned CRE company in North America. Lee & Associates NYC promotes a culture that values and integrates the ideas of all employees. It encourages communication and idea-sharing through weekly luncheons that have sparked innovative ideas, such as creating online tours narrated by brokers familiar with specific neighborhoods. The company operates a mentoring and training initiative known as Young Bucks, which regularly convenes younger and junior brokers to delve into topics such as career progression, insights into the CRE market, effective cold-calling strategies and the art of reputation building. The program goes beyond internal expertise by inviting speakers from within the real estate community to engage with and inspire brokers. “The culture and employee engagement at Lee & Associates NYC are unmatched in my experience. With a healthy level of friendly competition, the collaboration between individual brokers and disciplines is truly a competitive advantage of the company,” says director of Investment Sales Jonathan Braun. “The camaraderie and collaboration reaches all levels of the organization from associates to principals. The individuals at the company have confidence in one another and trust each other, creating a fantastic environment for everyone involved.” The Lee & Associates NYC team is deeply committed to philanthropy and supporting those facing challenges. The leadership sends care packages to employees who are ill or experiencing a family loss. In addition, the company contributes to charities endorsed by the team and specializes in giving back to the local community.
Howard Building Corp.
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.
Horvath & Tremblay
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.”
Greystar
Greystar’s 22,400 employees are key to
the culture it has built on genuine
relationships and shared values. The
company continuously asks questions
that help it evolve and provide a working environment that allows employees to succeed. Founded in 1993, Greystar is the largest apartment operator in the US. The firm is committed to professional development through an internal learning platform that houses more than 1,500 online courses, multidimensional leadership development cohorts and an education assistance program that supports continuing education, certifications and professional designations. Greystar also focuses on the importance of team member well-being, including mental, emotional, physical, financial, social and professional. To celebrate Greystar’s 30th Anniversary, the company asked team members to donate their time with a goal to volunteer 30,000 hours. Ultimately, employees donated more than 30,800 volunteer hours, gave back to more than 240 organizations and raised more than $1 million. “While there are many reasons I love working at Greystar, one aspect always comes to mind: Greystar truly puts its people first,” says senior associate of communications Zain Abouseido. “Since I joined the company, Greystar has made a strong commitment to progressing its Diversity, Equity, and Inclusion efforts – a subject that has always been important to me as a person of color. In addition, there are a number of wellness initiatives to help employees feel valued not only in the workplace, but outside of work as well, providing the ultimate space for work-life balance. For example, I was able to enjoy the benefit of 16 weeks of paid maternity leave to welcome my first-born – a time that I will cherish forever.”
ElmTree Funds
ElmTree Funds’ leadership team has created a
generous culture and a tight-knit group among its
employees. “First and foremost, everyone here looks
at ElmTree as a family: a place where we genuinely
care about our colleagues and team members,” says
VP Ikenna Nwadibia. “That mindset isn’t artificial, it’s ingrained into the culture in a way that creates real connections. I feel like that caring approach spills over into the way we operate, as well. This is a company that cares deeply about being good stewards of the communities where we live and work. I’ve worked at larger publicly traded firms, and it’s refreshing to be at a firm that is a little smaller but has national coverage, punches above its weight from the perspective of resources, research and reach, and is able to genuinely be close and connected.” Founded in 2011 and headquartered in St. Louis, the real estate private equity firm manages capital for institutions and private investors. ElmTree recently launched a comprehensive wellness program that pays for employees’ personal training at its on-site, 8,000-square-foot gym. ElmTree also organizes corporate retreats and team-building events focused on not just connecting and learning but unplugging and experiencing memorable moments together. Recently, the team went to Deer Valley Resort in Park City, Utah, where they visited Olympic Park and enjoyed activities like hiking, team-building exercises, horseback riding and zip-lining. The company supports educational endeavors and recently implemented a companywide eight-week training program designed to help introduce new people to the company and deepen existing employees’ understanding of the different verticals and services across the organization. “One of the things I appreciate most about ElmTree is that it’s an organization that is always looking for ways to improve,” says Nwadibia.
Davis
Davis is a healthcare real estate firm that provides
development, property management, brokerage,
investment and consulting services to healthcare
organizations. It employs 31 people. “Davis is a
company that cares about its employees, offering
competitive pay, great benefits, flexible scheduling and numerous opportunities for career development and advancement,” says VP of finance Adam Peterson. “The company culture is robust, with employees finding value in the ownership they have over their role and career, creating a positive impact both within the office and out in the community.” The company encourages open-door access to all departments and executives, and an autonomous work environment that provides opportunities for collaboration, career development, mentoring and internal advancement. Employees also enjoy company-sponsored events, including happy hours, virtual game days, concerts, sporting events and educational summits. “Executives and employees alike enjoy many company-sponsored social activities in unison such as Twins games, monthly lunches and off-site happy hours,” says Peterson. “Employees benefit from numerous other perks as well, including underground parking, carpool lane access, a downtown gym membership, anniversary gift cards, weekly coffees and amazing healthcare benefits.” Beyond these perks, a high level of corporate mindfulness and respect from the top down creates an atmosphere of trust and loyalty. Davis executives not only welcome feedback but also act on those insights. For example, Davis received feedback that its employer-sponsored fitness membership could be improved. After meeting with many wellness professionals, Davis launched a new fitness initiative that encouraged company-wide engagement and gave every employee an Apple Watch with access to a fitness app. All office locations and departments came together in a positive forum to set and meet wellness objectives. Through the program, employees formed new relationships, solidified new habits and were rewarded with prizes.
Cortland
Throughout Cortlandia – the nickname associates
affectionately use to refer to multifamily investment,
development and management firm Cortland – there
is a culture fueled by passion, collaboration,
innovation and connection. “Associates at all levels
throughout the company are encouraged to share ideas freely and collaborate with other teams, all the while, the genuine camaraderie among Cortlandians makes Cortland feel like a second home,” says strategic investments associate Hannah Yu. “This sense of belonging has not only fueled my personal growth but has also created a foundation for collective success.” The firm, which employs 2,424 people, owns and manages apartment communities across the country with regional offices in Charlotte, Dallas, Denver, Greenwich, Houston, Orlando and Phoenix. Despite rapid growth during the past decade, Cortland has worked to maintain a close-knit culture with a small company feel. One of its core values is to take care of each other in the good times and bad. To that end, Cortland set up the Cortlandia Fund to provide financial support for associates in the aftermath of a natural disaster or unexpected personal tragedy. To help associates develop and grow, the firm offers award-winning training programs and has outlined learning roadmaps for its community roles, implemented peer coaching programs to provide mentoring and maintains a defined training curriculum for new associates. “Our associates invest their careers in Cortland, and in turn, Cortland invests in our associates,” says Yu. “Growth opportunities, internal promotions, and geographical changes show that the leadership cares about our teammates’ professional fulfillment as much as their personal happiness. There are countless examples of Cortlandians wanting to move out of state for personal reasons, and Cortland has done what it can to find an appropriate role for them in their desired location.”
Cityview
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.
Centennial Real Estate Management
In Centennial Real Estate Management’s
2023 employee survey, 90% of
employees indicated they feel cared
about as a person, not just as an employee. “One of Centennial’s core values is Put People First, which is embraced throughout the company starting with the leadership team,” says regional director of national marketing Ashley Kravitz. “One way of exemplifying this is promoting within the organization. I have received two promotions since starting at Centennial 5.5 years ago and know several other people who have also advanced their careers multiple times.” To encourage internal advancement, Centennial formed a cross-functional team that identified career advancement paths for every position in the company and outlined expectations for employees on how to achieve their desired advancement goals. Furthermore, it provides financial incentives designed to motivate employees to reach defined metrics. The company prioritizes employee recognition and celebration as part of its people-first culture, with initiatives including an annual outstanding achievement award, monthly shout-outs during companywide town hall meetings and an online points-based recognition platform. Through its Centennial Way employee-led cultural committee, the company fosters a positive and collaborative atmosphere. Ambassadors from each property meet monthly to plan engagement events, wellness initiatives, and peer learning opportunities that bring people together and help make work fun. During various site visits and meetings, the executives take time to come into the office and say hello to the entire team, making them feel valued. “There aren’t many CEOs who go out of their way to acknowledge the housekeeping staff and show their appreciation,” says Kravitz. Centennial Real Estate Management is a real estate owner and operator that employs 300 people in five offices. Its national portfolio includes shopping, dining, entertainment and mixed-use destinations.
Capstone Advisors
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.
Berkadia
With more than 2,500 employees, Berkadia
is a full-service CRE firm and brokerage that
serves multifamily and commercial property
clients. The firm keeps its finger on the pulse of employee satisfaction through an annual engagement survey. In 2022, the survey revealed that employees would recommend Berkadia as a great place to work, were excited about the company’s future and were overall satisfied with their experience working at the company. “I feel like my work matters and that I’m valued as a person first,” says SVP of production strategy and operations Charlie Sigaud. “Our executive management sets a strong cultural tone and expectation of collaboration from the top and expects and empowers everyone in the organization to contribute meaningfully through consistent engagement and feedback. Berkadia truly prioritizes and invests in employees by sponsoring industry training or courses, developing internal training to help us meet our evolving needs, or facilitating career development discussions and planning. At Berkadia, I’m given the opportunity to grow and the responsibility to contribute to our and our clients’ success.” Berkadia nearly doubled its investment in learning and professional development and is committed to growing talent from within. It established an experiential leadership program and has developed a full-time rotational analyst program that allows new graduates to work in field offices and gain hands-on exposure to its investment sales and mortgage banking businesses. It strives to create a sense of belonging through three employee resource groups, including a women’s network, an LGBTQ+ group and a multicultural ERG. Berkadia has created a wellness committee, BeWell, that is committed to organizing monthly wellness events and initiatives to help employees take a proactive approach to their health and well-being. It also prioritizes equality in opportunity and pay through an annual pay equity review.
Avison Young
Avison Young has cultivated and maintained a unique
people-first culture built around purpose, passion and
partnership. The global full-services CRE firm has more than
100 offices in 18 countries and employs 5,000 people.
Every member of the organization is encouraged to
collaborate with leaders and teammates to make a positive impact on its operations. Principal and marketing director for North America Mary Tamaki says the firm’s culture is a mix of innovation, teamwork and a genuine focus on well-being and making sure every team member feels valued and included. “What makes us stand out is our commitment to diversity and inclusion,” says Tamaki. “As a woman of color, I feel genuinely valued for my diverse background, allowing me to bring my whole, authentic self to work every day. I honestly believe that at Avison Young, diversity isn’t just a goal; it helps drive our success.” Tamaki says she is proud of Avison Young’s focus on employee development. “We never lack for tools and new opportunities to innovate and progress as the market demands.” Avison Young prioritizes career development through several initiatives. AY Mentoring brings together mentors and mentees to participate in one-on-one or group mentoring, enabling connection as well as professional and personal development. The firm’s emerging leaders program focuses on early career professionals with less than five years of experience and provides guidance through monthly calls, workshops and annual retreats. Leadership Pathways is a five-month, project-based leadership development program that provides experiential and feedback-centric programs designed to bolster cross-functional collaboration alongside leadership capabilities. “What stands out for me about Avison Young compared to other places I’ve worked, is that it feels like a community,” says Tamaki. “It’s a flat organization so whether you’re working with top leaders or support folks, everyone is a valued contributor working together toward the same goals.”
American Landmark Apartments
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.
Agree Realty Corp.
Agree Realty is best described as a team where
no task is beneath any employee, according to
VP of due diligence Terra Stenerson. “You often
witness senior level team members, including
the CEO, mentoring and supporting junior level
team members,” says Stenerson. “What is special is the company’s dedication to continuous improvement and growing tomorrow’s real estate leaders in a supportive environment, learning from our missteps and celebrating our wins together.” The company prioritizes learning and offers a variety of opportunities for professional development. A rotational program allows team members to experience multiple departments and gain core skills to facilitate internal mobility, while ADC University provides professional development opportunities, team leader training and compliance training. The firm builds team member engagement through its Culture Playbook, annual goal-setting and review processes, a physical and financial wellness program, weekly fitness and yoga classes, and a private care room. The company intentionally designed its building to provide a comfortable place to work, including a coffee bar, a fully stocked cafe and team lunches three times a week. Monthly team huddles reinforce the company’s focus on communication by celebrating milestones and providing updates on goals. Agree Realty Corp. employs 75 people. The firm specializes in net lease retail property acquisition and development and owns and operates a portfolio of more than 2,200 properties totaling around 23 million square feet of gross leasable space. Annually, Agree chooses a local nonprofit with whom to partner and provide team members the opportunity to give back and volunteer. In 2023, Agree partnered with Care House of Oakland County.
Armada Hoffler
Armada Hoffler’s leadership trusts employees
to advance the firm’s objectives and provides
them with the tools they need to succeed.
When director of corporate communications
and investor relations Chelsea Forrest wanted to expand the firm’s marketing horizons, she says she was given an enthusiastic go-ahead to create a corporate digital marketing footprint and subsequently expand it to the property side of the business and beyond the firm’s Virginia Beach home base, a project that required a paradigm shift in strategy. “At no point did the executive team push back or say ‘this is how we’ve always done it,’” says Forrest. “Instead, the feedback was that they had my back and asked me what resources and support I needed to achieve success.” Armada Hoffler is a vertically-integrated, self-managed REIT that employs 170 people. The company has four decades of experience developing, building, acquiring and managing multifamily, office and retail properties located primarily in the Mid-Atlantic and Southeast US. Now a large company, Armada Hoffler strives to maintain the culture it created as a much smaller organization. As the firm continues to grow, it has placed a priority on investing in its recruiting process focused on finding the right skillsets, experience and diversity. In response to employee feedback, Armada Hoffler improved its parental leave policy to build upon its work-life balance initiatives. Armada Hoffler has numerous training and development initiatives, including mentoring and job shadowing/cross-training. Armada Hoffler prides itself on giving back to the community, and its employees logged more than 500 volunteer hours in 2022. “It is easy to assume from the outside that a publicly traded REIT would operate in a buttoned-up, ultra-competitive fashion, but it is the opposite at Armada Hoffler,” says Forrest.
B+E
B+E takes an all-hands-on-deck approach to work,
prioritizing inclusivity among all of its brokers and total
buy-in from the entire team. Specializing in net lease real
estate, B+E is a modern investment brokerage firm that
helps clients buy and sell single-tenant real estate. The firm has offices in New York, Chicago, Atlanta, Tampa, Charlotte, Dallas, Orange County and San Francisco. New employees receive 90 days of training and maintain professional development momentum through biannual employee reviews. B+E employees have a strong work ethic, and the company encourages a good work-life balance. Its annual company retreat offers fun activities and team building. In 2023, team members went to a cabin in the Virginia woods, hiked a portion of the Appalachian Trail, toured Harper’s Ferry, visited breweries, played lawn games and hosted an epic company Olympics game. Led by a female CEO, Camille Renshaw, the firm prioritizes diversity and inclusion. B+E has an employee-led book club that reads books to foster dialogue on tough subjects. Director Hayden Salvas says the firm’s culture is unique, encouraging new tech ideas and focusing on engagement across departments. “We have frequent all hands calls, and regular broker, analyst, marketing retreats, bringing together personnel from all eight of B+E’s offices across the country, in an effort to build a consistent culture, with no silos within the company,” says Salvas. “Analysts are exposed to different types of deals through all of the brokers on the team. Employees at all levels share personal mission statements/what inspires them, and their professional growth opportunities.”
BKM Capital Partners
BKM Capital Partners’ mission is to create a dynamic and
collaborative work environment where teams can work at their
full potential. Headquartered in Newport Beach, California,
the firm is a fund manager specializing in the acquisition and
improvement of value-added multi-tenant light industrial
properties in the western US. It employs 90 people across 13 offices. Since its inception in 2013, BKM has acquired more than 16 million square feet of industrial projects valued at more than $3.1 billion. The firm believes employee satisfaction begins with a great office space and has designed each office with comfort and collaboration in mind. Its headquarters office includes a basketball and pickleball court, pool, shuffleboard tables and an outdoor patio for gatherings and events. Employee satisfaction surveys have revealed that about 70% of employees cite BKM’s workplace culture as a major factor that contributes to their happiness at work. A new employee recognition system it recently implemented allows all members of the organization to recognize peers for their hard work. Associate director of design Koren Mercer says BKM team members truly have each other’s back. BKM has implemented numerous training and development programs designed for employees at all levels, including an emerging leaders program, mid- and upper-level manager training, and frequent companywide virtual lunch and learns. “We have tons of training and programs available to promote and foster professional and personal growth, a great new hire/onboarding experience, open communication, and are given opportunities at all levels to make an impact, make change, and impact decisions about the business,” says Mercer. “Our culture prioritizes employee well-being, offering a healthy work-life balance, and supports personal and professional growth through continuous learning opportunities. Teamwork is emphasized, yet individual contributions are recognized and rewarded but never at the expense of the team.”
CBRE
CBRE Group Inc. is a Fortune 500 and S&P 500
company that employs more than 45,000 people
across more than 130 US offices. Globally, the
firm employs more than 115,000 people. “A misconception of CBRE is that you join an organization of this size and become just a number,” says project management director, PJM Advisory Occupier, Carolina Trujillo. “I can say based alone on the support I receive from my peers, that is not the case.” CBRE leverages an annual employee engagement survey as well as required inclusion training to gather feedback, measure and address areas of opportunity, and recognize progress. Several ERGs offer strategic business and networking opportunities, and the firm’s workplace safety and well-being vision ensures employees work in a caring and safe environment. CBRE fosters a culture of teamwork through various avenues of communication, including global and regional newsletters, an employee intranet, in-person meetings and virtual town halls. In 2023, CBRE launched Learn Live, a global offering that supports professional development regardless of job level. Topics include resilience, innovation, working on hybrid teams, storytelling and presentation skills. CBRE also provides employees access to mentoring-based development programs, including the EMPOWER leadership development program, location- and line-of-business-based programs, and EBRG-sponsored programs. “One of the best parts about working at CBRE is the empowerment and trust that the company has placed on me and my skills as a young female, especially working on the project management side of the business which is predominantly white males,” says Trujillo. “I am a Hispanic female in my 40s and at other companies I struggled with being accepted, trusted and empowered. CBRE is different. CBRE has done a great job supporting its people and continues to implement changes and new policies that make it a great place to work.”
Chatham Financial
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.
Colliers
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.”
DAUM Commercial Real Estate Services
DAUM Commercial Real Estate Services
is not just a workplace. It is a closely knit
community of brokers and professionals
who build camaraderie through various
engaging events, according to EVP Casey Mungo. “This tight-knit environment extends beyond the internal office,” says Mungo. “DAUM actively promotes cooperation not only internally but also emphasizes the value of building relationships with external brokers to leverage networks for mutual benefit. These relationships often prove to be instrumental in successfully closing deals for our clients.” Established more than a century ago in 1904, privately owned DAUM provides brokerage, tenant representation, consulting, leasing sales and property management. It employs 190 people. DAUM fosters an entrepreneurial culture and family-like atmosphere, encouraging close-knit relationships and a sense of unity among team members. A flat organizational hierarchy ensures direct access for everyone, including to the CEO and executive team, promoting an environment where ideas and feedback flow freely. To strengthen bonds and bolster camaraderie, DAUM hosts an array of companywide events. These include an annual company-sponsored trip recognizing top producers and their guests, an inclusive summer barbecue that brings together all sales and administrative staff, and an annual holiday party welcoming employees and their significant others. A testament to the firm’s nurturing environment, 52% of agents have been with DAUM for more than 10 years. The company’s six-month accelerated broker training program equips new agents for success, offering comprehensive instruction, field training and hands-on experience in prospecting. DAUM’s young professionals group enables networking and skill enhancement for agents under 35 years old. Led by successful program graduates, the group convenes quarterly for educational and team-building events. To further support professional growth and financial well-being, DAUM also offers real estate ownership opportunities for team members.
EBI Consulting
EBI Consulting’s nearly 500 employees love working at
the company due to its commitment to work-life flexibility,
its unique and laid-back culture, personalized leadership
engagement, ample career growth opportunities and a
supportive community of colleagues. The firm, founded in
1989, assesses, enhances and verifies CRE assets throughout their entire lifespan. EBI was well-prepared for the pandemic due to an existing remote-first approach cultivated throughout the years, which allowed it to navigate pandemic challenges while maintaining a flexible work-life culture. The bi-weekly EBI Insider newsletter delivers crucial updates and industry news and fosters a sense of community through interactive features. Virtual engagement channels, such as contests, challenges and interest groups like the garden club build camaraderie among employees. The firm’s corporate communications committee upholds the firm’s commitment to a dynamic and inclusive culture. The group meets every six weeks to gather feedback and generate new ideas. The EBI 2023 Employee Wellbeing Needs & Interest Survey reveals that 92.86% of respondents feel their health and well-being are supported. Notably, 73.81% of employees indicated well-being is a priority at EBI, and 65.32% find well-being resources easy to access. “EBI’s leadership, particularly our president and CEO, Nolan Previte, stands out for their hands-on approach to employee engagement,” says marketing communications manager Taylor Martin. “Nolan takes the time to personally connect with new hires, asking tailored questions during orientation. This commitment to understanding each employee’s background and aspirations sets a strong foundation for a supportive workplace culture.” EBI’s commitment to learning includes a lunch-and-learn program, providing regular opportunities for team members to explore various topics, other departments and services. Furthermore, employees have the option to attend external training courses and workshops, obtain certifications and licenses, and participate in higher education programs, all supported by company-provided tuition assistance.
Franklin Street
Integrated CRE services firm Franklin
Street believes creating an environment
that supports personal and professional
growth is the best way to enhance the growth of its business. Founded in 2006, the firm employs 348 people and generates more than $7 billion in transaction value. It promotes a positive culture based on its five core values of collaboration, integrity, hard work, accountability and innovation. Among its recent initiatives to reinforce its culture are CEO Andrew Wright’s monthly calls that celebrate the company’s achievements, and the Franklin Fest employee appreciation program that includes games and activities. “Unlike other companies, Franklin Street’s award and recognition program is not a mere annual event but a year-round, comprehensive and strategic initiative,” says director of marketing Connie Selcis. “The celebration methods are diverse and inclusive, ranging from award ceremonies to exciting reward trips, ensuring recognition at all levels and across departments. More than just celebrations, Franklin Street’s culture motivates employees to exceed expectations, collaborate seamlessly across teams and take ownership of their responsibilities.” The firm prioritizes professional growth through training and career development programs, including weekly training sessions and a leadership development program. To enhance work-life balance and personal wellness, it expanded its paid-time-off policy to include rest and recharge days and added paid parental and caregiver leave and eldercare benefits. Diversity and inclusion are paramount from top to bottom at Franklin Street, with 41% of leadership roles held by women. In 2023, its team members volunteered nearly 1,000 hours and raised more than $10,000 for community organizations.
HKS Real Estate Advisors
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.”
Housing Trust Group
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.
Hudson Pacific Properties
Recognizing that promoting from within boosts morale,
strengthens productivity and reinforces its commitment to
employees, Hudson Pacific Properties promoted 139
employees in 2022 – 6% of its workforce. Founded in
2006, the company focuses on media and tech through its
full-service platform. Hudson prioritizes innovation and
collaboration and creates a fun, spirited workplace where employees are rewarded for their efforts and given opportunities for professional growth. Each quarter, the firm welcomes new employees to its executive roundtable, an orientation and training program designed to engage new hires and connect them to its company culture, foundations and strategic direction. This program empowers employees to build relationships beyond their own teams from the beginning of their employment. During the past three years, the firm implemented a DEI training program for employees aimed at educating and empowering teams to build an inclusive organizational culture of trust, respect and belonging, and it has a vibrant employee resource group program, including six groups for Asians and Pacific Islanders, Women, Black Enterprise, Unidos, Pride, and Halawa Society. In 2016, Hudson Pacific created the NextGen internship program to share the variety of career paths available in CRE with the next generation of leaders. Its most recent intern class had more than 390 applicants with 13 interns chosen to work in various departments around the country. “Hudson Pacific’s core values focus on building a community of people who have integrity, vision, passion and courage,” says senior director of operations Rebecca Agbuya. “The company inspires these values by providing employees with various training resources that aim to enhance leadership, improve communication skills, and more.”
Liberty Military Housing
Liberty Military Housing’s 1,500 associates
bring a blend of property management and
military experience to their roles that further
their mission to serve those who serve our
country through privatized military housing. Team members strive to demonstrate the company’s core values of balance, commitment, integrity, respect, empowerment and communication. “At the heart of Liberty’s success is its strong leadership team,” says director of internal communication and engagement Brooke Scarbrough. “Our leaders understand that a strong culture comes from the top, and they all demonstrate a commitment to Liberty’s core values in every interaction. They lead by example, empowering employees to take ownership of their work and creating an engaging work environment where employees can thrive.” Fundamental to its success is the company’s culture of camaraderie and collaboration in a people-first environment that honors diverse experiences, ideas and contributions. Liberty encourages its associates to invest in their professional success and provides each associate with the resources they need to learn and grow. Every year, team members are granted more than 150 hours of professional development and training in any subject relevant to their career goals. As of the end of November 2023, Liberty associates completed a total of 171,852 professional development hours, a nearly 600% increase since the program launched in 2020. As an ESOP, Liberty is committed to inclusive decision-making, allowing employee-owners to meaningfully participate in shaping the company’s direction. Through peer-to-peer groups, committees and other working groups, Liberty provides a platform for individuals to contribute to and influence decisions. Central to Liberty’s values of communication and respect is a robust employee feedback program. Through new hire surveys, annual performance reviews, 360 surveys, pulse surveys, and all-hands meetings, Liberty ensures associates have ample avenues to provide feedback to company leaders.
Marcus & Millichap
A leading brokerage firm specializing
in commercial real estate and
investment sales, financing, research
and advisory services, Marcus & Millichap Inc. employs more than 1,900 employees. “The company is driven by a rich culture of collaboration, specialization, hard work, research, and a client-centered focus,” says SVP and division manager for Southern California, Salt Lake City and Las Vegas Adam Christofferson. “That culture has produced market-leading results in total investment real estate transactions year after year. Engagement in and across our offices and sharing exclusive listings across the entire firm creates an extremely wide buyer pool and thousands of successful transactions annually.” The firm is well-known for its agent development and training program that provides new CRE professionals with the skills to excel in the industry. At the root of its programs is a dedication to providing real-world experience for prospective agents. Regional managers mentor new agents, and internship and fellowship programs further foster future generations of CRE leaders. The firm started the Military Bridge to Brokerage program, which provides veterans an opportunity to hit the ground running in post-military CRE careers, and it partnered with the California Legislature and legislative partners to draft Assembly Bill 883, which expedites real estate licenses for SkillBridge participants. “For more than 50 years our industry-leading training program has shaped thousands of individuals into market-leading brokers,” says Christofferson. “Newer people are mentored by an amazing lineup of senior-level brokers and non-competing managers to dramatically increase their probability of success. Senior level agents are supported with resources, technology, and strategic coaching to increase their market share and develop talented teams.” Corporate and employee giving is an intrinsic part of Marcus & Millichap’s culture. It has worked with organizations including Rise Against Hunger, Feeding America, the International Committee of the Red Cross and the Wounded Warrior Project.
Menlo Group Commercial Real Estate
Menlo Group Commercial Real Estate
distinguishes itself as an exceptional
workplace through a supportive culture,
positive energy and an unwavering
commitment to team success and client satisfaction, according to property manager Chandler McCormick. “At the core of our success is a culture that fosters collaboration, innovation and personal development,” says McCormick. “Our company’s culture is characterized by open communication, mutual respect, and a genuine passion for our work. The level of employee engagement is consistently high, driven by a shared sense of purpose and the understanding that each team member plays a vital role in our collective success. Regular team-building activities, mentorship programs, and a commitment to work-life balance contribute to a positive and engaging work environment.” Founded in 2008, Menlo Group is a 24-person full-service CRE brokerage specializing in buyer/tenant representation, seller/landlord representation investment services, real estate consulting, and property and project management. The company’s collaborative environment is characterized by team members who share best practices and market knowledge freely. Quarterly team events unite employees in a fun environment, and the company rewards employees with trips to Disneyland and Mexico to celebrate a job well done. It prides itself on the support it provides team members in their efforts to earn their real estate licenses and industry credentials. Recognizing the importance of diversity, Menlo Group has taken steps to establish diverse interview panels, including individuals with varied backgrounds and experiences in the assessment process so it can form a comprehensive and well-rounded view of each candidate. It also prioritizes pay equity by refraining from asking about salary history and emphasizing fair compensation based on qualifications. Menlo Group sponsors an annual day of service each year, allowing team members and their families to come together to volunteer for House of Refuge, a local nonprofit organization dedicated to alleviating homelessness for families with children.
Newmark Group Inc.
Founded in 1929, Newmark Group
Inc. is built on strong values,
employee engagement and
ownership through equity stakes in the company. A world leader in CRE, Newmark employs 7,400 people around the globe. Its core values are built around collaboration, flexibility, a human focus and a forward-looking approach. “Newmark is unique to the other global corporations I’ve worked at because the company fosters a culture of excellence – and approachability,” says managing director of national industrial research Lisa DeNight. “Everyone across the spectrum, from C-Suite to first-day-on-the-jobbers, is readily available to help and listen. Especially for those growing in their careers, engagement and morale are immensely impacted when the opportunity to regularly interface with experts in the company is welcomed and encouraged.” Newmark is known for the transparency, accessibility and availability of its leadership, who take the time to listen to team members. Furthermore, the firm’s professionals are encouraged to pioneer new and innovative ideas as part of a collaborative culture designed to accelerate productivity. Newmark maximizes each employee’s potential with training and support, including on-the-job and classroom training for new employees. Individual employee curriculums are established by supervisors and determined by job description, cross-training responsibilities and career path requirements. “Early on, I was lucky enough to be paired with talented, smart and empathetic team members who were instrumental in helping me feel my way through the organization,” says Gerald Eve senior associate Hettie Cust. “In fact, I continue to be struck by the number of truly talented people I work with day-to-day. Companies are only as good as the people who comprise them and, as a remote employee, I consider myself blessed to have developed so many important relationships – even if only through a screen.”
Northmarq
When commercial real estate brokerage and advisory firm
Northmarq was founded more than 60 years ago, ensuring
employee success was one of its foundational principles. The
firm, which employs 955 people, is highly focused on success
and excellence but never at the expense of employee well-being.
Northmarq has fostered an environment where employees feel
valued for their expertise, respected and supported. To further professional development, the firm offers a multi-year associate producer/associate broker program focused on CRE and sales training and coaching. It also offers a leadership development program. Northmarq strives for flexibility to support employees as they balance their personal and professional lives and offers competitive benefits such as parental leave, enhanced adoption, and transgender and fertility services. Northmarq also offers a “Learn to Live” program, which includes cognitive-based therapy that focuses on mental health topics, including stress management and anxiety. DE&I is a longstanding commitment at Northmarq as is its dedication to positively impacting communities where team members work and live. It encourages volunteerism and sponsors nonprofit organizations focused on affordable housing. Regional managing director David Link described Northmarq as a vibrant and stimulating atmosphere that emphasizes relationships. “Throughout my 20-year career journey, Northmarq has always stood out for recognizing the intrinsic worth of each employee beyond mere productivity metrics,” says Link. “I’ve always felt integral to the company’s success, appreciated for my contributions and valued as more than just a statistical resource. Despite our rapid growth, Northmarq has admirably retained its core cultural values, emphasizing the importance of relationships, expertise and an unwavering commitment to delivering an unparalleled client experience.”
Prescriptive Data
Prescriptive Data’s 40 employees
operate as one team with one
mission, using data to answer
questions, solve conflicts and
build trust. The privately held, smart-building technology company uses artificial intelligence to optimize the tenant experience and decrease carbon emissions through its flagship product Nantum. A consistent attraction to work at Prescriptive Data is its Earth-saving mission, and while employees love the technology and the integration of AI, what really hits home is that their work, their effort and their time is put toward something that matters. In line with that purpose, the Prescriptive Data team is regularly involved with making an impact outside of working hours, including working on city green roofs on Earth Day. The company’s culture is deeply rooted in principles including unity, integrity and a focus on customers. Team members remind themselves frequently to focus on how they can help and to always listen, which results in collaboration, a fresh perspective and learning opportunities. As part of the firm’s commitment to fostering teamwork dynamics and execution-based career paths, the company’s engineering team created Innovation Week, during which final projects are shared with the entire company. Taking the time to focus on creativity pauses the need to meet expectations and KPIs, and employees learn that some of the best lessons are learned through trial and error. “I’ve worked for bigger companies that felt impersonal, just a cog in the machine. And I’ve worked for smaller startups that ran on hope, but never really got to market,” says Backend Software Developer Blake Schneider. “I’m amazed at what we’ve delivered with our small headcount. Seeing Nantum reduce energy usage, reduce utility bills, reduce carbon output, and knowing that I’ve helped build it is a feeling I can’t describe. Working with others who share this mission and vision: What more could you ask for?”
Presidium
There’s never a dull moment at
Presidium, where office pranks are
welcome and surprise treats in the
lounge or movies in the conference room are a regular occurrence. The firm endeavors to combine hard work and fun for its 150 employees while building an environment with a sense of purpose, community and belonging. Founded in 2003, Presidium is a Texas-based real estate developer, owner and operator with a portfolio totaling $2 billion AUM. The firm describes itself as a place where you’re likely to find colleagues deep in discussion about a project and trading ideas, knowing that their voices will be heard by leadership. The firm maintains an open-door policy that fosters transparency and trust. Presidium encourages employees to explore opportunities across teams to help them find passion in their work, continue to learn, and grow both personally and professionally. Beyond work, the company strives to maintain community among its employees with team-building events and happy hours. Its internal Facebook page is dedicated to employee shout-outs, and the company takes time to celebrate birthdays, promotions or personal milestones like marriages and graduations. The company’s annual awards program recognizes individuals who exemplify excellence. Presidium offers a tuition reimbursement program, covering industry-relevant courses and seminars. Achievement in these programs is not only recognized but rewarded. Community director Cynthia Vides says the company’s culture is nurturing, empathetic and welcoming. “We are treated like family, and also very respected,” says Vides. “I don’t feel like a number, and I know that if I have a concern, I can reach out to the executive leadership team if needed.” During COVID-19, Presidium allowed team members to have flexible schedules and provided financial support. “Our team members felt heard and supported when they needed it the most,” says Vides.
The Bromley Cos.
The Bromley Cos. is in a unique position as a
growing company that maintains a tight-knit
culture as it continues to expand, says
marketing associate Andrew Augst. “They
place a good deal of value on nurturing
relationships, fostering talent, and providing a culture of transparency and accessible communication,” Augst says. “Any employee, regardless of level or tenure, is encouraged to communicate directly with any member of the team, all the way up to the CEO.” When asked about their favorite aspect of the company, many junior employees note the company’s flat culture and the access to C-suite executives for questions or career advice. This level of direct access to people and information allows the team to work closely and feel heard, acknowledged and appreciated. The Bromley Cos. is a national real estate developer with a diversified portfolio including office, student housing, retail and industrial assets. Founded in 1972, the company has developed and owned more than five million square feet of real estate and employs 25 people. The Bromley Cos. is a family-run company that aims to create a welcoming workplace that fosters learning, collaboration and growth. One notable aspect of the firm is the commitment and longevity of its team members, who have an average tenure of nine years. Given the company’s smaller nature, employees can try lots of different things and gain experience in various facets of real estate, from development, design and construction to leasing, tenant management and community engagement. “Bromley’s key strengths lie in how nimble and competent the entire team is,” says Augst. “It’s worth noting how intellectually curious our team is. Whether or not something pertains to one’s specific role, the team as a whole loves getting into discussions about real estate and the world at large.”
The RMR Group
At a company town hall meeting eight years ago, the RMR
Group president and CEO Adam Portnoy told employees the
company wanted employees who are driven because skills
can be taught but drive cannot. That message stuck with
Jack Weiland, who was interested in real estate deals but
felt that goal was far in his future. When a role in
acquisitions became available, he was inspired to apply.
“Seven years later, I’m a senior director working on acquisitions and dispositions every day,” says Weiland. This type of story is not unique at RMR, says Weiland. “There are many examples of people who have moved between groups and cases where the company recognized a person’s skillset was ideal for a different department or role. To me, this is the most unique and wonderful part of RMR.” Founded in 1986, the RMR Group is an alternative asset management company that employs 600 people in 30 offices across the US. RMR is focused on cultivating a collaborative and inclusive workplace where employees can develop their skills and grow their influence. Throughout several years, it has expanded and optimized employee communication channels to facilitate collaboration and feedback, including an internal portal and social media platform. Each new employee participates in a new hire orientation at its corporate office and all managers’ progress through a Managing with Impact course. This commitment has resulted in consistently favorable engagement survey feedback regarding managers, with 92% of new hires saying their manager is interested in their growth and development. “Because of this culture, we often benefit from a diverse range of views and experiences that other companies simply do not get, and our employees feel empowered to speak up and to raise their hands,” says Weiland. “It takes talent and effort and courage to identify good people and make a bet on them, and every day I’m proud to work in a place where that happens.”
Universe Holdings
While Universe Holdings has a singular focus –
multifamily properties in Southern California’s
largest cities and most challenging markets –
the firm prides itself on its dynamic work
environment. The firm credits its success to
employees who come to work inspired and to encourage that attitude, it fosters a culture of creativity and collaboration. Universe treats each team member as a leader and emphasizes mutual respect. It also strives for an entrepreneurial spirit where associates are allowed to put their unique touch on every project. “I love the core values that the company is built on,” says acquisitions associate Noah Kaufman. “It is a place where we all think of each other like family, so there is a lot of friendship and camaraderie. We all share in each other’s successes and if someone is struggling everyone is so supportive and helpful.” While the team is spread across 53 properties, it strives to bring team members together through company-wide video calls, outings and its annual awards banquet. Employees are encouraged to continue their professional development through technical and professional certifications along with continuing education. The company developed a dedicated training room at its corporate headquarters for new employee orientation and ongoing education. “At Universe employees can voice our ideas and a lot of times they are incorporated into the plan,” says Kaufman. “From my first day, doors have been open from my boss to his supervisor and beyond. There is so much trust here because we all know there is accountability.” During the past three years, Universe has more than doubled the number of people it employs, and part of that growth was driven by the company’s goal of creating a diversified staff that represents the communities it serves.
Walker & Dunlop
Founded in 1937 as a
small family-owned
business, Walker & Dunlop has grown to become one of the largest commercial real estate finance and advisory firms in the US. The company is a large company with a small company feel, where it strives to ensure its team members feel they belong and are challenged professionally, supported and rewarded. The company encourages its 1,300 employees to achieve ambitious goals by establishing a clear vision, communicating openly and providing opportunities for growth. A key element of its culture is a commitment to teamwork and collaboration, which it supports through cross-functional teams and interdepartmental projects. “The leadership team at W&D is committed to creating a positive and empowering atmosphere,” says Norma Choza-Sanchez, affordable housing | equity - asset management. “Management values the input of every team member and actively seeks feedback to continuously improve our work environment.” W&D invests in team-building activities, such as volunteering, workshops and employee resource group events that bring employees together and create opportunities to connect on a personal level. In addition to conducting an annual external employee opinion survey, the company’s leadership team maintains an open-door policy and holds regular small-scale listening sessions, encouraging employees at all levels to share their thoughts, ideas and concerns. “W&D prioritizes a collaborative and inclusive work environment,” says Choza-Sanchez. “We understand that success in the commercial real estate industry relies on teamwork, and we have fostered a culture that encourages open communication and mutual support among our employees. This is especially present in our extensive work with ERGs, one of which I am president of, Unidos. Our work with ERGs allows us to create a safe space for employees to express viewpoints and experiences unique to a specific group. It creates a strong connection in a supportive environment and access to better decisions, making diversity and inclusion a commonplace of work life at Walker and Dunlop.”
Windsor Communities
The past three years have been marked
by significant growth and evolution for
Windsor Communities, a property and
asset management company that employs
1,000 people. During this time, Windsor expanded its portfolio by more than 17,000 units and exceeded its financial performance goals. The company is committed to creating a sense of home both for its residents and for its associates. “Our leaders take significant care to create an environment where associates can thrive, both professionally and personally, and demonstrate their investment in associates through consistent, transparent communication, opportunities for growth and a comprehensive benefits package,” says VP Beth Van Dyke. “I have worked with Windsor for 24 years in several different regions and in my experience, Windsor is consistent in creating a culture that feels like ‘home.’” It’s an exciting, supportive environment and where I feel that I can make a true difference for others.” In 2022, Windsor Communities launched Windsor 2025 to revolutionize its multifamily business model through centralized support and regionalized leasing and maintenance. The initiative will streamline the customer experience while offering associates the opportunity to take on bigger, better roles within the company. One example of this initiative is The Hub, a centralized support service that automates administrative tasks, which allows on-site teams to focus on customer service. Windsor believes that a strong company culture is built through connection with others and has implemented several programs that create opportunities for associates to create bonds with one another, including an internal engagement platform, leadership speaker series and associate spotlights. Windsor partners with BetterUp Care to provide tools and support that help unlock employees’ professional and personal potential. To date, associates have participated in nearly 750 coaching sessions and every associate who has used the service reports that sessions are a valuable use of their time.
ZRS Management LLC
ZRS Management LLC, a stand-alone third-party
management company, manages more than
75,000 units at more than 250 properties for
institutional clients, partnerships and individual
owners across seven states. The firm employs
1,800 people. Its employee-centric culture translates into highly competitive compensation and benefits as well as wellness perks such as credits for fitness programs, free counseling, extended leave and floating holidays. At ZRS, there are plenty of opportunities for employees to learn and grow, and the company actively seeks to fill open positions first from within. It offers different styles of learning experiences – mentorship for new hires, online live sessions for learners who like interacting with the instructor and asking questions, and for those who prefer self-paced learning, it offers on-demand learning plans. Some of its courses are offered in two languages to foster diversity and inclusion. Leadership seeks employee feedback to better understand areas where improvements are needed and supports that goal with an approachable demeanor and open-door policy. “One of the areas where ZRS stands out from other companies that I’ve worked for is how accessible president Darren Pierce is,” says regional VP Carey Dougherty. “In most companies, the president is a person who sends out an e-mail or corporate video a few times a year. Darren is active and engaged in all levels of ZRS and is always willing to share his thoughts and experiences. Knowing I have the support from the president encourages me to be better today than I was yesterday.” The company seeks to balance work with fun. “Every Friday in the North Florida region, we have a wheel of fortune that decides who gets to leave an hour early with a $100 gift card,” says Dougherty. “It’s our way of saying, ‘You’re awesome, go enjoy your weekend a little early!’ But it’s not just about the perks; it’s about feeling like part of a big, supportive family.”
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