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Managing global property portfolios, transactions and teams : A primer for corporate real estate executives – Part 1
Corporate Real Estate Journal,
10
(2),
152-167
(2021)
Abstract
More than ever, corporate real estate (CRE) executives and their advisers are afforded the opportunity to coordinate projects in markets unfamiliar to them. This paper discusses the reader’s commitment to the site and the economic investment you have made to the property and to the business. In many cases this may be dependent upon the ability to exit later in a way that allows corporate real estate (CRE) executives to derive residual value rather than to abandon their investments. Its aim is to inform CRE executives’ questions and to encourage them to educate themselves about the faraway location of their next property investment, and to expand their peripheral vision.
Keywords: corporate real estate (CRE); planning projects abroad; operational challenges; domestic project; local customs; cultural styles; clearly expressed business objectives
The full article is available to subscribers to the journal.
Author's Biography
James Hagy is Distinguished Lecturer in Residence at Loyola University Chicago School of Law. He has also lectured at other professional schools across the US and at Peking University School of Transnational Law. He founded and directs the Rooftops Project, which offers conferences, workshops, research and resources about the role of real estate in the missions and the operational and financial performance of not-for-profit (charitable) organisations of all sizes and mission types. Prior to his life in teaching and community service, he practised for almost 30 years with one of the largest global law firms, where he co-led its real estate practice worldwide.
