20대 부동산 분야에서 Peachtree의 실적은 인상적입니다.우리 팀은 세 번의 경제 혼란을 겪으면서 번창합니다.우리의 어려운 리더들은 이러한 성공에 중요한 역할을 했습니다.최근에 우리는 리더들에게 기억을 되찾고 그 경험을 앞세워 어떻게 변화시켰는지 이야기해 달라고 요청했습니다.
다음은 이러한 인사이트 중 몇 가지입니다.
“강력한 팀을 구성하는 것은 정신을 실현하는 데 매우 중요합니다.뛰어난 기술과 전문성을 바탕으로 개인을 선발하고 이들이 맡은 역할을 훌륭하게 수행할 수 있습니다. 믿으세요팀의 강화로 시스템을 최대한 잘 해낼 수 있습니다.
그렉 프리드먼과 자틴 데사이 — 경영진
“선견지명은 투자 과정이 매우 중요하며 지역 경제 요인과 함께 거시 경제 상황을 지속적으로 이해합니다.이러한 이중 분석을 통해 미묘한 기회를 잡으실 수 있습니다. 글로벌 및 지역적 통합을 통해 전략적 결정을 내리고 투자의 장기적 성공 가능성을 높일 수 있습니다.”
그렉 프리드먼 대표 겸 대표
“탄력성을 유지하기 위해 충분한 유동성을 확보합니다.우리는 펀드에 이러한 접근 방식을 구현하고 지속적으로 유지해 왔습니다.내부 수익률 (IRR) 에 영향을 미칠 수 있습니다.
자틴 데사이, 매니징 디렉터 겸 CFO
“개발 과정에는 항상 도전과 승리가 계속됨, 특히 코비드 기간 동안 이러한 현실이 강조되었습니다.이전의 경기 침체는 주로 국가적 측면을 중심으로 이루어졌습니다, 팬데믹으로, 노동력 및 비용 공급망에 빠졌습니다.정상에 도달하는 데에는 3년이 걸렸으며, 이 기간 우리는 이러한 전선에서 꾸준히 위험을 완화할 수 있었습니다.이 점에서의 프로세스, 타이밍, 숙련된 전략 협업에 대한 조정이 매우 중요했습니다.이러한 혼란에도 불구하고, 특히 신규 자산 또는 신규 자산의 경우, 일 평균 금리가 지속적으로 상승하는 추세를 보일 수 있습니다.”
미툴, 파텔, 교장
“다양한 출구 시나리오를 예상하십시오.SBA 재융자 전략으로 성공했지만 다른 사람은 어려움에 부딪혔습니다.대출자와 관련된 법적 문제로 인해 SBA 자격 요건이 박탈되어 대출 재융자 문제가 발생했습니다.돌이켜보면 우리는 단일 출구 첫 번째로 떠올릴 수 있습니다.
마이클 하퍼, 호텔 렌딩 회장
“다양한 수준의 다양한 관계가 지속적으로 노출되어 협상 중에 문제를 해결할 수 있었습니다.이러한 깊이 있는 경험을 통해 프로세스를 간소화하고 중요한 문제에 집중하고 불필요한 요소를 제거할 수 있습니다. 궁극적으로 효율성이 가장 중요합니다.”
케빈 캐딘, 법률 고문
“우선 순위는 개별 거래를 관리하는 것보다 파이프라인을 돕는 데 도움이 됩니다.진정한 가치의 극복 선 자체에 대한 것이지 용어 () 지어낸 거래가 적습니다.이러한 접근 방식을 통해 즉각적인 결과에 대한 압박 없이 자유롭게 협상할 수 있습니다.
다니엘 시겔, 대표 겸 회장
“90% 의 법칙.90% 또는 원하는 결과물의 90% 를 기준으로 하는 의사 결정을 내리는 것이 더 나은 것 같습니다.완벽을 위한 최고의 것은 최후는 최후를 위한 최우선의 최후입니다. 완벽한 것은 없습니다.”
브라이언 월드먼, 최고 투자 이사
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Institutional Real Estate – In an era where stubborn inflation keeps central bankers awake at night and rate volatility tests investor discipline, smart capital is quietly gravitating to assets that can flex, literally overnight. Hotels, with their daily lease resets, are one of the few real estate plays with a built-in inflation defense. But not all hotels are created equal. For investors looking to put capital to work today, premium-branded select-service and compact full-service hotels stand out as some of the most reliable performers across economic cycles, including inflationary periods.
Short Leases, Big Advantage
Unlike offices or retail, where lease terms can lock in rates for years, hotels are designed to be nimble. Operators adjust room rates daily, matching market demand and passing through cost increases with far less lag than other real estate types. During the inflationary surges of the 1970s and early 1980s, room rates in the United States climbed almost in lockstep with the Consumer Price Index. More recently, ADRs rose rapidly during the inflation spike of 2021–2023, especially in well-positioned premium brands. Yet flexibility alone is not enough. Demand elasticity still matters. Not every guest will pay more just because costs are higher. This is where premium select-service and compact full-service assets show their edge.
Why This Segment Holds Up
Hotels at the upper end of the select-service spectrum, including Marriott’s Courtyard and AC Hotels, Hilton’s Hampton Inn and Hilton Garden Inn, and IHG’s Hotel Indigo and Crowne Plaza, strike the balance travelers want: elevated comfort and amenities without full-service prices. They cater to travelers who want quality and consistency without paying for frills they do not use. Business travelers, sports teams and mid-tier corporate groups typically make up the core customer base. This gives owners both repeatability and rate integrity. Compact full-service properties, especially those under strong flags in good urban or suburban nodes, also shine here. They deliver enough amenities, such as an on-site restaurant, meeting space and a bar, to justify a healthy rate premium while keeping operating costs leaner than those of sprawling resorts or luxury assets.
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ATLANTA (Oct. 15, 2025) – Peachtree Group (“Peachtree”), a leading commercial real estate investment firm overseeing a diversified portfolio of more than $8 billion, today announced the appointment of Lindsay Monge as executive vice president of asset management. In this role, Monge will oversee the firm’s hospitality and real estate assets, driving performance, strategic planning and value creation across the portfolio.
Monge brings more than two decades of leadership experience in hospitality, real estate investment and operations to Peachtree. Most recently, he served as president of Seaview Investors where he led asset management and daily operations for a portfolio of eight Marriott and Hilton-branded upscale hotels in California. Before this, he spent nearly 16 years at Sunstone Hotel Investors, rising to senior vice president, chief administrative officer, secretary and treasurer, where he oversaw corporate functions and played a pivotal role in managing a $3.9 billion asset base.
“Lindsay’s extensive background leading hotel operations and real estate investment platforms makes him an invaluable addition to our leadership team,” said Greg Friedman, managing principal and CEO of Peachtree. “His experience across public REITs, private equity and owner-operator platforms uniquely positions him to enhance value creation for our investors while strengthening our asset management capabilities.”
His career also includes senior leadership roles at Magna Flow as chief operating officer and at Alpha Wave Investors as chief administrative officer and partner where he directed strategic planning, growth initiatives and asset repositioning strategies. Earlier in his career, Monge held management positions at The Westgate Hotel and began his hospitality career in Hilton’s executive management program at the Waldorf Astoria in New York.
Monge earned an MBA in strategy and leadership from the Drucker School of Management at Claremont Graduate University. He holds a bachelor’s degree in hotel administration from Cornell University’s Nolan School of Hotel Administration. He also completed executive education in the LEAD Business Program at Stanford Graduate School of Business.
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Fortune | There’s no doubt that commercial real estate, and especially the office market, is undergoing a seismic transformation, one that’s not likely to abate any time soon. A boom time of near-zero-interest-rate policy, abundant liquidity, and cap rate compression over the past decade has given way to a perfect storm–a wall of maturing debt, tightened lending conditions, and cratering property values–all amid higher interest rates that show no sign of returning to their pre-2022 lows.
The outlook for the office sector has been particularly negative. It’s a tale of two markets right now: roughly 30% of office buildings account for 90% of the vacancies and may never recover, while the other 70% have the chance to stabilize over time. Either way, the office market finds itself at an inflection point, much like the retail market as mall acquisitions were being financed.