Twenty years on the principal side of real estate.

The Pattern

Every role I've held has been a version of the same problem: how do you take an investment thesis and build the team, systems, and capital infrastructure to actually execute it at scale?

I started my career at Vornado Realty Trust, acquiring and asset managing pieces of a $5 billion mixed-use institutional portfolio in Washington, D.C. That experience gave me something I didn't fully appreciate at the time — a front-row seat to how disciplined, institutional-quality investing actually works at scale — the rigor, the reporting cadence, the systems that let a platform absorb billions without losing discipline.

At Aspen Heights Partners, I launched the firm's student housing acquisitions program and built a proprietary database of value-add targets across 91 university markets. That taught me the power of systematic deal sourcing — a discipline I've carried into everything since.

At Casoro Group, I served as Chief Investment Officer and led the firm's investment strategy, capital raising, and portfolio growth. My team completed 18 transactions exceeding $600 million. I also helped re-launch a public non-traded REIT. That experience sits at the center of this practice: most firms that stall have a sound investment thesis and lack the infrastructure to execute it.

Across these roles, I transacted on the principal side of approximately $3 billion — as a deal-team member early on, and eventually as Chief Investment Officer — across office, multifamily, retail, and specialty asset classes. Along the way I raised $150 million in equity and completed $300 million of debt financing with institutional partners.

The Practice

There's a concept in Sanskrit called Seva, selfless service. It has been a guiding principle in my life, and it is why I keep the practice small: a few clients at a time, so each one gets my full attention.

I advise sponsors, investors, partners and lenders on the few decisions each year that move their firms: capital stacks that no longer work, lender and partner negotiations, disputes, recoveries, and new funds launched from strength. Sometimes I am a sounding board for the principal; sometimes I am in the room working the problem.

I do not raise capital, broker deals or take placement fees, so my only interest is the decision in front of the client. What clients share stays confidential.

The full argument behind the practice is in my book, The Platform CEO, available as an advance reader copy ahead of publication.