“延伸并假装” ——正如哈姆雷特曾问过的一句名言：“要成为，要不成为”，我们也正处在关键启示的边缘。我们是不是面试利率持续上升的巨人转变，这是个基本上被忽视的问题？从短期期和长期来看，这种转变将如何影响商业房地产和其他资产类别的类别？公然 parepentemen 是看似不可避免的免疫事故共和国的情绪好起来了吗？今天，我们遇到了校友的问题，在更高的利率中，犹豫不决已经不能再行了。
与过去的几次退步（例如冠状病毒、全球金融危机和互联网泡泡破裂）不一样，由于利润率极低，美联储大幅降低了利用率，使商业地产所有者和贷款人即使在现实的金流负担数或薄弱的情形下也能轻松 “延期和假装”。
今天，我们正处在商业房地产退出之中，没有减的意象。在强势的就业市场推行下，经济拥有相机强势的实力，创纪录的流动性处置于观望状态。我认识到，如果没有必需的催化剂可以将利率恢复到前几个周的水位。因为这里，我不认为 “延期和假装” 是一种有效的策略，它会是更多的破坏、失业抵押品回权和强制出场做好准备，因为我们处在新的利率中，或者可能只会是复数，不幸的是，这将对价值观，尤其利率是低估市值利的资产破坏损坏。归根结底，在任何市场混乱中，对于某些具有决定的性质和流动性的人来说，肯定会有关键的机会是真正的时机。
这篇评论现在已经出来了 格雷格·弗里德曼的领地英页面 2024 年 5 月 1 日，回应 《华尔街日报》 文章标题为： 即使美联储减利用率，超低利用率的时代也结束了。
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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.
