What it is:

Our proprietary economic modeling quantifies market demand across retail, restaurants, hospitality, multifamily, single-family housing, creative office, and mixed-use development.

What it does:

It reveals how the market actually behaves—where demand exists, how it is segmented, and whether a site can support the uses being considered at scale and over time.

Why it matters:

Every major decision that follows—design, entitlements, phasing, financing, leasing—either builds on this foundation or suffers from its absence. This is where clarity begins.

What it is:

The translation of economic insight into a clear, market-supported development direction—tailored to the real economics of place.

What it does:

Defines highest and best use, optimal mix of uses, program size, phasing, and competitive positioning—aligning what the market can support with what the project must achieve.

Why it matters:

A project without strategy relies on hope. A project grounded in economics earns approvals, attracts partners, and performs as intended.

What it is:

A market-backed evaluation of development feasibility, paired with documentation lenders, investors, and public agencies require to move forward.

What it does:

Supports land valuation, underwriting, bond financing, incentive programs (including TIF and state tax credits), pro forma assumptions, and capital partnership discussions.

Why it matters:

Development strategy is only as strong as its financial credibility. Economics is what turns vision into bankable reality.

What it is:

A place-based assessment of where a concept, tenant, or development type will perform best—based on real market behavior.

What it does:

Evaluates competing sites, demographic engines, retail gravity, accessibility, anchors, and long-term market value.

Why it matters:

The right site is the difference between average performance and exceptional performance. Economics illuminates that difference.

What it is:

Syndicated household segmentation appended to a retailer's or restaurant operator's own customer records, producing a core customer definition grounded in behavior.

What it does:

Models store and restaurant supportability across more than 900 markets nationally — how many units each market will carry, where you're underbuilt, and where you shouldn't be at all.

Why it matters:

Site decisions get defended to real estate committees, landlords, and lenders. A modeled number holds up under that questioning; a demographic report doesn't.

What it is:

Retainer-based counsel for owners who aren't hoteliers — a seat at the table representing ownership alone, from site and demand economics through brand selection, pre-opening, and stabilization.

What it does:

Establishes what a hotel has to deliver economically before any brand or operator conversation begins, then carries that mandate through execution. Led by Nik Leuenberger, fifteen years General Manager of The Peninsula New York, pre-opening leadership at Baha Mar, and Managing Director of The Alpina Gstaad.

Why it matters:

A warehouse converting to a Curio. Eight floors of a residential tower reserved for an operator. A boutique hotel anchoring a district under construction. The owner is rarely a hotelier, and everyone else at the table — brand, management company, operator — brings their own interest. This one represents ownership's, and helps make clearer decisions, reduce risk, and strengthen outcomes at every stage.

What it is:

An objective assessment of how a project contributes to local and regional economies.

What it does:

Measures job creation, tax revenue, spending patterns, quality-of-life benefits, and ripple effects of development.

Why it matters:

Cities, agencies, and civic partners rely on these findings to justify investment, guide public approvals, and build durable support for transformative projects.