Deals that required
more than a broker.

Post-merger real estate integration for a major logistics company — consolidating 40+ locations, relocating global headquarters, and structuring lease economics around EBITDA sensitivity.

A multi-year engagement spanning 155 locations across 62 countries — from consolidation and disposition to HQ strategy — executed for a confidential global pharmaceutical client.

An accelerated real estate disposition program executed concurrent with a corporate divestiture — 10 lease buyouts, 7 subleases, 57.4% average IRR, driven by P&L-aligned scenario modeling.

A 70,000 RSF headquarters with two years remaining on lease, a pandemic, and a new CEO mid-engagement. Utilization analysis and scenario modeling produced a 30% space reduction with the confidence to act on it.

A company in a dated, talent-unfavorable owned building needed objective evidence to justify a move. Space programming identified a 30–40% footprint reduction and gave the board a defensible brief for entering the leasing market.

A 10,000 RSF headquarters already undersized for a company projecting exponential growth. A three-phase space program model gave leadership the flexibility to expand methodically without overcommitting ahead of uncertain headcount timing.

A tech company with a lease expiring, COVID uncertainty, and a capital event pending. Three renovation cost scenarios — low, moderate, and high investment — designed to improve the workplace without overcommitting capital ahead of a major milestone.

A prototype factory sited on rent economics alone would have been in the wrong place. Labor catchment modeling and commute analysis identified locations that maximized specialized engineering talent access while protecting existing employee retention.

A two-phase national market selection model — macro indicators to identify cities, drive-time block-group scoring to identify neighborhoods. Tradecraft's expansion search narrowed from national to a set of specific blocks with the highest probability of success.

120 production workers needed in three months, 30–40% attrition, and federal stimulus compressing the effective wage gap. A labor supply and wage feasibility study determined whether hiring was possible at the current location — and what it would take to make it happen.

A remote-first start-up with no consensus on where to open physical offices. A multivariate model screened 380 U.S. metros across labor, wages, connectivity, and real estate cost — validating some markets leadership had identified and surfacing others they hadn't considered.

Before committing to a relocation in Metro New York, Standard Bots needed to know where their specialized assembly technicians actually lived. Block-group-level labor mapping across four counties pinpointed the right submarkets before any leases were signed.

Padel had no U.S. track record — no historical data to run regression against. A first-principles Opportunity Index built from the global demographic profile of padel players identified where U.S. demand was most likely to concentrate.

The world's oldest 3PL needed to consolidate 200,000+ SF of distribution space into one location without violating SLA commitments for 1/2/3-day ground shipping. A custom screening model built around hub proximity, population access, labor, and real estate cost ranked every viable U.S. market.

Before renewing their Illinois lease, Empire wanted to know whether relocating would save money on logistics. A four-factor supply chain model found an optimal location two hours away — then showed that labor availability made staying the right answer anyway.

Multiple West Coast distribution facilities with growing logistics complexity. A four-factor model (transportation, drayage, labor, rent) evaluated candidate consolidation sites under current volume and two growth scenarios — identifying Las Vegas and Lebec, CA as the optimal single-facility answers.