Real Estate Project Profiles
Structuring a Public-Private Investment Partnership
For a government authority and its private arm overseeing a Special Economic Zone, SDG analyzed the development rights fees and structuring of an investment in a 810,000-square-meter tower.
Urban Planning and Zoning
SDG directed a multifunctional team to develop an urban planning strategy and supporting zoning regulations for a city with a population of more than three million.
Infrastructure Strategic Outsourcing
As part of a long-term relationship with a leading Indian infrastructure company. SDG has been responsible for the planning, review, and risk processes in the organization spanning the infrastructure sectors of airports, urban, power, and related sectors like real estate and special economic zones.
City Center Master Plan Feasibility
SDG advised a consortium leading the master planning and redevelopment of a 5 million-square-meter city center on the project's overall feasibility, strategy, financial structuring and analysis, and local government relationships.
New Corporate Strategy Uncovers Opportunity in REITs
A global financial services conglomerate with a large commercial real estate division wanted to investigate whether to provide financial and complementary services to Real Estate Investment Trusts (REITs). What mix of products and services would it take to market? How could it compare investment needs, profitability requirements, and risks across many different alternatives?
Good Bank, Bad Bank
In the closing years of the 1980s, a large number of savings and loan institutions found themselves with an unusually high percentage of non-performing real estate loans. Conventional financial analysis was not sufficient. Without systematic and rigorous information about the risks and uncertainties inherent in the non-performing assets, no investors or buyers would consider purchasing the assets. Evocative of the subprime mortgage crisis of today, this period marked the beginning of a savings and loan crisis in the United States. Because these financial institutions did not want to be in the business of managing real-estate-owned (REO) properties, many took steps to establish a separate "liquidation bank" that would dispose of these non-performing assets. Financed by securities backed by the non-performing loans, the liquidation bank would buy the non-performing assets from the established bank.
Detailed Analysis Breaks Real Estate Deadlock
Management of a $1 billion electric utility remained deadlocked on how to develop a piece of property. The property itself was small – a 30-acre parcel zoned for light industrial use – but the real estate market had recently dropped and management was at odds about what to do with the property.
Real Estate Expansion
The senior management team of a real estate business was eager to develop a growth strategy that would expand the business beyond its traditional focus on retail property development into residential and mixed use developments.
