According to the WSJ, the US office market saw a significant increase in leasing activity in the first quarter of this year. Approximately 115 million square feet of space was leased, which represents a 13% increase from the previous quarter and the highest level since before the pandemic in mid-2019.

But then, tariffs for everybody! Now tenants are worried that a recession is coming, inflation is going to rise, and that so too will interest rates. Uncertainty is bad for business.

Here's where things broadly sit as of the beginning of this year:

• The national office vacancy rate was 19.7% at the end of February 2025

• San Francisco had the highest vacancy at 27.8%

• $7 billion worth of office sales were recorded in the first two months of the year and the average price was $177 per square foot

• The cheapest markets are/were in the midwest with Minneapolis-Saint Paul recording the lowest average sale price of $50 per square foot (versus $215 psf a year ago)

• Chicago averaged $67 psf

• The most expensive markets were places like San Diego ($662 psf), Manhattan ($450 psf), San Francisco ($282 psf), Miami ($239 psf), and Los Angeles ($207 psf) — we continue to see a flight to quality

Maybe things will get better later this year, or maybe they won't. It's impossible to know what comes next in this trade war.

Cover photo by Delia Little on Unsplash

As many of you will know, I very much enjoy reading the investing memos of Howard Marks. And buried somewhere in one of them is an analogy about the kind of investors who try and time the market and/or who constantly chase the next hot thing (whatever asset class that may be).

It goes something like this: If you're trying to catch a bus and you're running from bus stop to bus stop trying to perfectly time the arrival of the next one, there's a chance that you might never catch a bus. But if you patiently wait at one stop, eventually a bus will come and eventually you'll be able to get on it.

I like this analogy because you see this jumping around in every industry. In tech, a lot of people have moved from the crypto bus stop to the AI bus stop and, in real estate, we've seen it, and are seeing it, with industrial, student housing, and other in-demand asset classes. Capital wants its yield.

Now, it's obviously important not to ignore macroeconomic shifts and fundamental changes to your sector. If your bus route has been cancelled or rerouted, you don't want to be waiting patiently at that stop. You want to be on the move.

But if the long-term fundamentals in your sector haven't changed and everyone else is distracted by what's new and shiny, hanging out can be a powerful strategy. And this brings me to something that Marks recently wrote about in a memo called "On Bubble Watch." In it, he talks about the three stages of a bull market.

Here's how he describes stage one:

The first stage usually comes on the heels of a market decline or crash that has left most investors licking their wounds and highly dispirited. At this point, only a few unusually insightful people are capable of imagining that there could be improvement ahead.

In my view, this is broadly the stage we are at in the commercial real estate industry. It's tough out there. But at some point in the future, we will move past this stage and go from "a few unusually insightful people" to "most people" and then finally "everyone." These are the exact words used in his 3 stages.

But here's the thing.

There's lots of opportunity if you can be among the "few unusually insightful people." It gives you the chance at being right about something that "most people" are overlooking. But that means you need to hang out at the bus stop that you have high-conviction around, which can be hard if everyone has left you in search of another one.

I have been through two major downturns in my real estate career. The first was the 2007-2008 financial crisis. And the second is what's happening right now. Right before the first one, I was working for a small real estate developer/consultancy in Dublin and, let me tell you, it was an exuberant time. Ireland was at what ended up being the tale end of its "Celtic Tiger" and everything was possible.

One of the projects I was working on was the proposed U2 Tower at the mouth of the River Liffey in the Docklands area. We were running the international design competition to select an architect and everyone from Foster and Partners to Zaha Hadid was participating. It was going to be the tallest tower on the island of Ireland and in the penthouse was going to be a recording studio for the rock band U2.

But then, the great financial crisis happened and the tower got cancelled. By then, I had returned from the US (where I was finishing grad school) to work in Toronto. The writing was starting to be on the wall, but I managed to get a summer internship for a developer. By fall, shit had hit the fan and they reneged on my full-time offer, citing that the market was just too bad.

In reality, though, things were much worse in the US. I vividly remember developers claiming that it would take decades for development to return to feasibility. That's how bad things felt. In hindsight, this was pivotal timing for me for two reasons. One, it taught me early on in my career just how bad things can get in real estate, and I try to always remember that. And two, it forced me out of the US after graduation.

I had initially planned to stay and work there for a few years, but there were simply no real estate jobs and, if there was one, they weren't going to hire a Canadian with a background in architecture. Who knows where I would have ended up had I stayed. Despite it being my plan, it's possible I may have never returned to Toronto.

During this period, I remember thinking to myself that development is super risky, it shuts off periodically, and so it's a good idea to also own long-term assets with long-term leases, like office buildings. And after returning to Toronto, I ultimately went to work for a company that did both development and that owned office buildings, among other commercial assets.

This seemed like a reasonable approach up until 2020, which is of course when office buildings were negatively impacted by the pandemic. But I don't know how anyone could have predicted this. It was truly a black swan event that had far reaching implications on real estate beyond just office assets.

But here's the thing: I feel lucky with the timing I've had. These are the best times to be starting something. During the first cycle, I was just starting my real estate career and it taught me things. And now, during this current downturn, I'm focused on growing Globizen. It's hard to imagine a better time to find opportunities that the rest of the market may be overlooking or simply can't execute on.