The commercial real estate market is experiencing its most significant transformation since the Great Financial Crisis, and for seasoned investors, the question isn't whether opportunities exist, it's whether you have the experience and infrastructure to capitalize on them. In the latest Peachtree Point of View episode, Managing Principal & CEO Greg Friedman, Managing Principal & CFO Jatin Desai, and President and Principal CRE, Daniel Siegel reveal how nearly two decades of strategic evolution has positioned Peachtree Group to thrive in today's dislocated market.
When Peachtree Group launched in 2007 with just five team members, the timing couldn't have been more challenging or more instructive. The Great Financial Crisis (GFC) became the firm's first masterclass in identifying mispriced risk and executing complex transactions when others retreated. This foundational experience, from 2009 to 2011, of "dusting off the playbook" by providing rescue capital through hook notes and restructuring distressed assets established the operational framework that drives today's strategy.
"We've always been very much focused on mispriced risk," explains Friedman. "There's always going to be challenges and opportunities, but we're always looking for where is there that mispriced risk."
The decade following the GFC saw Peachtree systematically build the infrastructure that now provides competitive advantages. The firm vertically integrated operations, bringing property management, loan servicing, construction management and their broker-dealer in-house by 2010. This wasn't just operational efficiency, it was strategic positioning for future market dislocations.
Most significantly, Peachtree began its heavy focus on private credit in 2014, recognizing the asset class as "very, very much mispriced" with substantial opportunities. While competitors are now rushing into private credit for the first time, Peachtree has 15 years of direct lending experience across 630+ credit transactions with a remarkable track record: only 2% of deals required asset takeback, with just a 0.17% loss rate on $2.3 billion in deployed credit capital.
Today's market validates every strategic decision made over the past 18 years. With over $1 trillion in commercial real estate loans maturing into a dramatically different interest rate environment, regional banks are facing the exact pressures Peachtree learned to navigate during the GFC.
The firm's growth trajectory tells the story: from five employees in 2007 to 100 in 2019, and now 300+ team members managing $4 billion in equity across $8 billion in total assets. But scale alone doesn't explain their current advantage; it's the operational sophistication built through multiple market cycles.
The current environment reveals why infrastructure matters more than capital. As Desai notes, "There's a lot of private credit outthere, but most of them have come to us because they can't originate. They don't have the infrastructure, they don't have the originators, underwriters, servicing in-house."
Eighteen years of market presence have created another competitive moat: deep bank relationships across 40+ financial institution counterparties. These relationships now provide access to off-market transactions as banks seek creative solutions to manage regulatory pressure around commercial real estate exposure.
"Banks are being very constructive, thoughtful and strategic about how they're trading paper," explains Siegel. "Most of. these have been off-market transactions, and we're sourcing them mostly internally through our existing bank relationships."
Strategic Investment Implications:
• Experience-driven opportunity recognition: Peachtree's GFC playbook from 2009-2011 is directly applicable to today's market, providing tested frameworks for special situations and rescue capital deployment
• Infrastructure as competitive advantage: 15 years ofprivate credit experience and vertically integrated operations enable executionwhere new market entrants fail to close deals they've underwritten
• Relationship-sourced deal flow: Deep banking relationships across 40+ institutions provide exclusive access to off-market transactions,creating sustainable competitive advantages
• Proven downside protection: Track record of 98% asset retention rate and 0.17% loss ratio on $2.3 billion in credit investments demonstrates risk management capabilities refined through multiple cycles
• Market timing validation: Current dislocation represents the type of "mispriced risk" opportunity that has driven Peachtree's strategy since inception, with 3+ year runway for deployment
The discussion reveals why this moment represents more than just another market opportunity. It's the convergence of two decades of strategic preparation with optimal market conditions.
For sophisticated investors evaluating how market history informs current opportunity, this episode provides rare insight into how institutional platforms leverage experience, relationships and infrastructure to generate alpha in dislocated markets.
Listen to the full Peachtree Point of View episode to hear detailed examples of how decades of market experience translate into current deal execution and investment strategy. Follow Peachtree Point of View on your preferred podcast platform for ongoing insights into institutional-quality real estate investment approaches.
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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.