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By Jeff Lefko of Hanley Investment Group Real Estate Advisors For much of the last few decades, commercial real estate investors have operated under a simple assumption: interest rates rise, and cap rates rise with them. It is a straightforward relationship: intuitive, widely accepted and deeply embedded in underwriting models and investment committee discussions across the industry. Yet in the net lease sector, the connection between interest rates and cap rates has been far less direct than many believe. Since early 2022, the Federal Reserve has increased short‑term rates by more than 500 basis points, the fastest tightening cycle in four decades. Longer‑term borrowing costs remain elevated compared to the ultra-low-rate era of 2020 and 2021, even after the Fed’s rate cuts through 2025. Conventional thinking suggests net lease cap rates should have expanded sharply. Instead, cap rates across much of the single-tenant and multi-tenant net lease market have risen only modestly relative to the scale of the rate increases. There has been movement in certain segments, particularly in secondary markets, shorter lease terms and lower credit tenants, but the broader market has moved far less than the headline rate increases alone would suggest. This raises an important question for …

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By Cliff Booth, founder, chairman, Westmount Realty Capital For more than 40 years, Westmount Realty Capital has invested through multiple commercial real estate cycles. Each cycle has its own characteristics, but one common theme has remained constant: periods of uncertainty tend to reward discipline. Today’s market is no exception. Commercial real estate continues to operate against a backdrop of elevated interest rates, geopolitical uncertainty and a more constrained capital environment. While these challenges are widely discussed, what is often overlooked is how significantly capital markets conditions are now influencing every aspect of the investment process. In many ways, capital markets have become the story. The Pricing Disconnect Slowing Transactions One of the most significant challenges facing the industry today is the disconnect between buyers and sellers. Many owners remain anchored to valuations that were established during a period of historically low interest rates, while buyers must underwrite acquisitions using today’s cost of capital. The result is a pricing dislocation that has materially reduced transaction volume across many sectors. That slowdown matters because liquidity fuels investment activity. When assets are not trading, investors have fewer opportunities to recycle capital into new acquisitions. Fundraising becomes more challenging, capital deployment slows and transaction …

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CHICAGO — As employer costs cool down, materials — particularly metals — are emerging as the bigger source of construction costs pressure, according to findings from Cushman & Wakefield’s Construction Insights: Summer 2026 report. For much of the post-pandemic construction cycle, finding people to build was becoming increasingly expensive. Labor shortages, wage growth and competition for skilled trades pushed construction costs higher as developers navigated an already challenging development environment. But now, that equation is beginning to change. The recently published report shows that construction cost pressures are becoming concentrated in materials, as metals and equipment prices rise more rapidly while labor-cost growth steadies. The shift is significant for developers and contractors as the factors influencing project budgets are becoming tied to pricing commodities, which are impacted directly by tariffs and global supply chains. The increase in commodity prices is more than 4.7 times the rate recorded a year earlier, led by aluminum at 40.9 percent, copper base scrap at 39.3 percent and nonferrous metals at 38.5 percent, as reported by Cushman & Wakefield. A Different Kind of Pressure According to Cushman & Wakefield, the ENR Building Cost Index rose 4.7 year-over-year in August 2026, while its skilled labor component …

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ATLANTA — Born between 1946 and 1964, the Baby Boomer generation has spent nearly eight decades redefining what each stage of life looks like. From coming of age during a period of sweeping social change in the 1960s to becoming one of the largest and most influential consumer cohorts during the 1980s and 1990s, boomers have rarely been a group that follows a prescribed path. Now, as the oldest boomers enter their 80s and the younger members approach their 60s, that mindset is following them into senior living. Unlike previous generations, many boomers are arriving with an established sense of identity and a clear idea of how they want to spend their time. The generational shift was a central theme among senior housing CEOs on “The Power Panel” at the 13th annual InterFace Seniors Housing Conference, which was held on Aug. 25. Jointly hosted by France Media’s InterFace Conference Group and Seniors Housing Business magazine, the event brought together roughly 350 professionals at the Grand Hyatt Buckhead Atlanta. Editor’s note: InterFace Conference Group, a division of France Media Inc., produces networking and educational conferences for commercial real estate executives. To sign up for email announcements about specific events, visit www.interfaceconferencegroup.com/subscribe. While executives discussed …

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By Jeff Evans, president, Volta Global Eight years on Wall Street, including six-and-a-half years at long-short equity hedge funds, will teach an investor to look beyond a business’ headline characteristics. Public markets teach investors to understand business models, identify changing industry dynamics and allocate capital with attention to both opportunity and downside. When this writer moved into private, long-term investing, that analytical discipline played an invaluable role. What changed was the horizon. Self-storage is a core focus at Volta Global, alongside essential, unanchored strip retail centers and durable small business operations. These investments may look different, but they share a common requirement: the ability to source, underwrite, acquire and improve assets in complex, often inefficient markets. The common thread isn’t the property type. It’s the capabilities required to create value. How The Playbook Expanded The decision to expand beyond self-storage was not driven by a decision to pursue another asset class. It began with an essential retail property included in a larger acquisition focused primarily on storage. Volta acquired the retail asset because it was part of the broader transaction. Once we began assessing the property, its tenants and its market, we recognized that many of the capabilities developed in …

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By Tim Franzen, Ginsberg Jacobs Nearly 30 years as a principal sponsor of hundreds of hospitality real estate investments have shaped how I approach legal due diligence. Hotel deals rarely fail because someone missed an obscure legal technicality. They fail because buyers, lenders and even counsel didn’t fully understand the business implications of key property and operational issues. The franchise agreement that looked standard triggered a property improvement plan. The management contract that seemed reasonable made the operator nearly impossible to remove. The union agreement exposed the owner to unexpected pension liabilities. The following due diligence priorities aren’t exhaustive, nor are they a substitute for experienced legal counsel. But if you can confidently address each of them before going hard on a hotel acquisition, you’ll be in a far stronger position than most investors. 1. Understand what you’re actually buying. Hotel acquisitions involve far more than real estate. In addition to land and buildings, you may be acquiring management agreements, franchise rights, liquor licenses, union obligations, equipment leases and vendor contracts. Hotels are operating businesses, not just real estate assets. Before closing, your legal team should identify what transfers automatically, what terminates and what requires third-party consent. Pay particular attention …

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By Taylor Williams ATLANTA — The cog between the wheels, the mortar between the bricks, the grease between the skids — when it comes to seniors housing, whatever your preferred cliché is for the factor or mechanism that makes it all work, you’re likely talking about the operator. Operators in seniors housing have always provided crucial services in the forms of resident caregiving, facility maintenance, property marketing and programming execution. But in 2026, amid a rebounding investment sales environment, third-party operators also play important roles in helping sellers accurately underwrite costs that fall outside their traditional line-item purview. In addition, the reputation of the operator can factor into the buyer pool for a property on the selling block. Editor’s note: InterFace Conference Group, a division of France Media Inc., produces networking and educational conferences for commercial real estate executives. To sign up for email announcements about specific events, visit www.interfaceconferencegroup.com/subscribe. At the 13th annual InterFace Seniors Housing Southeast conference, which took place on Aug. 25 at the Grand Hyatt Buckhead Hotel in Atlanta, a panel of owners and investors spelled out just how important the role of the operator really is in the current seniors housing environment. Shae Portnoy, vice president of investments …

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In today’s market, builders are met with longer decision-making timelines and increased scrutiny over budgets before projects are approved, according to John Line, executive vice president with Farmington Hills, Michigan-based Huntington Construction.  Last year, CBRE reported that the construction pipeline continued to contract across all property types, estimating that construction costs increased 35 percent since 2020. A J.P. Morgan report from earlier this year states that rising costs, largely fueled by tariffs and trade policy uncertainty, present challenges for commercial real estate. For instance, imported aluminum, copper and steel parts are subject to a 50 percent tariff. “While there’s still a healthy pipeline of opportunities, clients are carefully evaluating scope and costs before breaking ground,” says Line. “As a result, preconstruction and collaboration are more important than ever, and contractors are expected to provide strategic guidance long before construction begins.”  Kinjal Patel, president of Chicago-based McHugh Construction, echoes this sentiment. He says success in today’s market depends on disciplined project selection, early planning and closer coordination with clients and trade partners during preconstruction.  McHugh has utilized time during slower development cycles over the past few years to strengthen subcontractor relationships, procure long-lead-time materials earlier and leverage emerging technology to improve …

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By Ernie Williams, CEO of Go To Green Commercial buildings have changed dramatically over the past several decades. They’re taller, denser, more connected and increasingly filled with technologies that can control everything from temperature and lighting to access, energy consumption and security. Yet when an emergency occurs, many of those same buildings still rely on surprisingly old models for getting people to safety. A traditional evacuation plan works best when an emergency is predictable. A fire alarm sounds; occupants move toward the nearest available exit, and first responders arrive to address the source of the danger. The problem, of course, is that many modern emergencies aren’t static. Fire and smoke can spread; severe weather can make one side of a property more dangerous than another, and active threats can move through a building. Floodwater can block an exit that was accessible minutes earlier. In a large multifamily, commercial or mixed-use development, thousands of people may need to make decisions at the same time without having the same information. Property owners and operators may need to plan for severe thunderstorms, flash flooding, hurricanes, extreme heat, wildfires, power disruptions and human-generated emergencies. The response required for one event can be entirely different …

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Senior living has changed a lot in the past five or six years. The shift  was underway before the pandemic, but it has accelerated recently. Now, there is a clear move away from institutional designs toward communities that feel more like hotels, with a focus on wellness, flexibility and the resident experience. The way spaces are designed has changed as well. In the past, facilities had large, central common areas. Now, layouts focus on flexible use and smaller, spread-out gathering spaces. There is also more focus on connecting with the outdoors, so courtyards, walking paths and shaded seating are now standard. Industry research shows that spaces that support social engagement and health are important, which is guiding how buildings are now designed and built. We have seen these changes firsthand through our work across the senior living sector. ANF recently completed Wellspring Apartments in Miami, a complex that reflects the growing need for well-located, intentionally designed housing for older adults. We are also building All Seasons Delray Beach for Beztak, a luxury senior living community centered on hospitality, lifestyle and elevated amenities. In Pembroke Pines, we are completing the final phase of Douglas Gardens for McDowell Housing Partners and Miami …

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