Four strategies, each underwritten with patience and conviction.

We invest in healthcare real estate alongside the operators, physician groups, and health systems who occupy it. Our focus is on assets where the credit of the tenant, the strength of the location, and the durability of the underlying service line align — and where our capital can support growth without disrupting clinical operations.

We typically hold these positions for the long term. We are comfortable with single-tenant net lease, multi-tenant medical office, and structured arrangements with physician partners. Most of all, we are comfortable taking the time to get the partnership right.

• SizeEquity commitments from $5M to $50M+, with capacity to scale alongside a long-term partner.
• HoldIndefinite. We are not constrained by a fund cycle and prefer partners who think the same way.
• PartnersHealth systems, physician practices, behavioral-health operators, ambulatory specialists.

Our commercial real estate strategy is rooted in the Sun Belt — Florida, Texas, the Southeast, and select gateway markets where we have decades of experience. We favor durable cash flow, conservative leverage, and locations whose fundamentals do not depend on the next cycle being kind.

We invest as a principal alongside sponsors and developers, often through joint ventures and recapitalizations where our capital is additive to an existing operating relationship.

• GeographySun Belt focus, with selective exposure in gateway markets where dynamics support long-hold capital.
• StructureJV equity, preferred equity, recapitalizations, and direct acquisitions alongside operating partners.
• DisciplineConservative leverage, durable cash flow, and a clear thesis for every dollar at work.

Operators carry real estate on their balance sheet for many reasons — but rarely because it is the most efficient form of capital. Our OpCo/PropCo work helps operators unlock the value embedded in their real estate, while preserving the operating control they need to run the business.

These transactions require a partner who understands both sides of the equation: the operating business that occupies the asset and the real estate that supports it. That dual fluency is something we have spent decades building.

• For operatorsLiquidity, balance-sheet flexibility, and a long-term landlord who acts like a partner — not an absentee.
• For capitalLong-duration, contractually-supported income from credit-worthy operating businesses.
• Ideal fitOwner-operators evaluating succession, growth capital, or strategic recapitalization.

Our alternatives portfolio is small by design and built almost entirely through relationships — co-investments alongside trusted sponsors, direct private credit positions, venture allocations into businesses we have come to know personally, and the occasional special-situation opportunity that fits our risk-return profile.

We do not chase the asset class. We chase the right partners within it. That distinction matters.

• SourcingThrough our existing network of operators, sponsors, and family-office peers — rarely through intermediaries.
• SizingRight-sized to the conviction we have, not to a target allocation.
• ApproachPatient, principal-led, and willing to wait for the right opportunity to come around.