David Wex started his career working for one of the big Seven Sister law firms in Toronto. But right from the outset, it was clear that he wasn’t in it for the long run.
In fact, only a few days after he started, David had the clever idea of turning his desk around so that it faced the window, instead of the hall. That way, he could avoid eye contact with partners as they walked by his office, and reduce his chances of being assigned a file.
Of course he couldn’t avoid being tracked down all the time. But whenever someone would try to assign him work, he would simply say: “I’m sorry, but I’m really busy working on something right now.” His nickname quickly became “One File Wex” and it was clear that he was headed towards the departure lounge and not a corner office.
But already, David had his mind set on doing something related to cities. So while still working as a lawyer he decided to complete his Graduate Record Examination (GRE) in preparation for going to planning school. Ultimately, he decided not to go back to school, but instead leave the firm and just figure things out. He left in 1992.
After leaving, he did in his words, “nothing” for a few years. He lived off his savings, spent some time working with a bunch of guys cleaning up the Don River, and tried to figure out a way to put together a development project.
David Wex started his career working for one of the big Seven Sister law firms in Toronto. But right from the outset, it was clear that he wasn’t in it for the long run.
In fact, only a few days after he started, David had the clever idea of turning his desk around so that it faced the window, instead of the hall. That way, he could avoid eye contact with partners as they walked by his office, and reduce his chances of being assigned a file.
Of course he couldn’t avoid being tracked down all the time. But whenever someone would try to assign him work, he would simply say: “I’m sorry, but I’m really busy working on something right now.” His nickname quickly became “One File Wex” and it was clear that he was headed towards the departure lounge and not a corner office.
But already, David had his mind set on doing something related to cities. So while still working as a lawyer he decided to complete his Graduate Record Examination (GRE) in preparation for going to planning school. Ultimately, he decided not to go back to school, but instead leave the firm and just figure things out. He left in 1992.
After leaving, he did in his words, “nothing” for a few years. He lived off his savings, spent some time working with a bunch of guys cleaning up the Don River, and tried to figure out a way to put together a development project.
Eventually he met a friend of the Goodman family and this led to an introduction to the
It was the early 90’s and nothing was happening by way of development in Toronto. The real estate industry was in a deep recession. Ask anyone who was “active” during this time. It was a painful time to be in the business. But the Goodmans told David that he if could find a suitable site to develop, they would invest. Lesson: Developers are constantly leveraging other people’s money.
So David went out and found a site on a sleepy street named Camden in Toronto’s Fashion District. This is not the Camden Street of today, which has an Ace Hotel currently in the works. It was a dead zone. By this point we are in 1995 and few people believed that anyone would want to live on a downtown street like Camden.
Given the perceived undesirability of the site and the continued lull in the market, David tied up 29 Camden for C$700,000 with a 2 year option. What this means is that he had 2 years to figure out if he actually wanted to close on it. He could put very little money down and get the project going before having to worry about carrying the land. It wasn’t until midway through sales that he actually went firm.
It’s hard to imagine being able to do this in today’s competitive real estate market, but that was the market at the time.
Of course, the flip side to all of this is that it also took him 2 years to sell about 20 condominium units (out of a total of 55), at an average price per square foot of $195. Today you could sell those units in 2 hours at $800 psf.
Brad Lamb – who was just starting out at the time – was the broker on the project. And activity at the sales office was so scant that everyone would get excited even when a car would drive down Camden Street. That’s how dead it was in the Fashion District.
Eventually Dundee got impatient. Sales were slow. A lot of money had been spent on marketing. And the partners didn’t believe that “the bump and grind of Queen Street” (original marketing pitch) was the right way to position the product. David was also in the midst of rebranding his company from Red Rocket (named after our transit commission) to Scrappy Dog Real Estate Investments. By that point Dundee came in and said: “You’ve fucked up this project. You’re out.”
David had felt like he had made it and become a developer with Camden Lofts. But just like that – before construction had even started – he was off the project.
The deal that David struck with his partners was that he didn’t want any money out of the project (it didn’t end up making much money anyways). But he wanted to stay involved and be able to call Camden Lofts his project. And so to this day, Camden Lofts remains the first development project of his very successful real estate career.
But Camden Lofts didn’t solidify David as a real estate developer. After the fumble, David took on the role of managing a loft conversion for what turned out to be some pretty dodgy landowners. The total management fee was a princely $5,000, but David wanted to complete his own project from beginning to end. And so he did just that with Century Lofts at 365 Dundas Street East. He also spent a great deal of time learning Illustrator, Photoshop, and other design tools so that he could do all of the marketing himself. This is an experience that would later manifest itself in his company’s business model.
After tuning his craft for a couple of years, David met his current business partner, Mark Reeve. Mark was a corporate real estate developer and planner, and they talked about doing something together. So they did, and the result was Urban Capital Property Group. Mark was also able to planning consult on the side and that helped fund their fledgling business as they worked on breaking into the development game.
The first project to come out of this relationship was The Sylvia, which was also on Camden Street (#50). However, you won’t find this project on their website because it was done in partnership with developer Intracorp. The relationship ended up not being a productive one and both David and Mark vowed never again to be involved in a project that they weren’t actively managing themselves. That vow continues to this day.
The first project that Urban Capital did on their own was the 66-unit Charlotte Lofts. It’s the first project they completed from A to Z. They sourced the site, secured the financing, worked on the design, marketed it, and constructed it. It was a success.
The partners did well but the learning curve remained so steep that neither felt that they had really “made it” with this project. Indeed, my interviews have uncovered that this is a common experience amongst new developers. It can take a few projects before they really hit their stride and, in some cases, even make any money.
But who ever remembers the stumbles?
Today, Urban Capital has completed over 4,000 urban condominiums and has another 2,500 in the works. They have developed over $2 billion worth of real estate to become one of Canada’s most influential urban infill developers.
Unlike other Toronto-based condo developers, they have branched out beyond Toronto: east to Montreal, Ottawa and Halifax; and west to Winnipeg and Saskatoon, with other cities on the horizon. Their mission is to act as an urban regenerator by bringing high design urban living to new markets across the country.
They have come a long way since the days of Scrappy Dog Real Estate Investments. Clearly David is the furthest thing from “One File Wex.”
This is the first post in my new blog series called BARED (Becoming A Real Estate Developer). More posts to come in the following weeks. Subscribe to stay in the loop.
Last week was developer Urban Capital’s 5th annual “Naughty or Nice” party. It’s obviously a holiday tradition of theirs and it has become a tradition of mine to attend. Judging by my vast collection of photo booth photos, there’s a chance I may have been to all of them. It’s easily one of the best holiday parties in the business.
One of the things that Urban Capital does at its annual party is release its annual magazine. And this year I was fortunate enough to be invited to write a piece for it on the highs and lows of mid-rise development. Put differently, it’s about the challenges facing developers who want to build mid-rise, but also why they’re pretty great for cities.
It was the early 90’s and nothing was happening by way of development in Toronto. The real estate industry was in a deep recession. Ask anyone who was “active” during this time. It was a painful time to be in the business. But the Goodmans told David that he if could find a suitable site to develop, they would invest. Lesson: Developers are constantly leveraging other people’s money.
So David went out and found a site on a sleepy street named Camden in Toronto’s Fashion District. This is not the Camden Street of today, which has an Ace Hotel currently in the works. It was a dead zone. By this point we are in 1995 and few people believed that anyone would want to live on a downtown street like Camden.
Given the perceived undesirability of the site and the continued lull in the market, David tied up 29 Camden for C$700,000 with a 2 year option. What this means is that he had 2 years to figure out if he actually wanted to close on it. He could put very little money down and get the project going before having to worry about carrying the land. It wasn’t until midway through sales that he actually went firm.
It’s hard to imagine being able to do this in today’s competitive real estate market, but that was the market at the time.
Of course, the flip side to all of this is that it also took him 2 years to sell about 20 condominium units (out of a total of 55), at an average price per square foot of $195. Today you could sell those units in 2 hours at $800 psf.
Brad Lamb – who was just starting out at the time – was the broker on the project. And activity at the sales office was so scant that everyone would get excited even when a car would drive down Camden Street. That’s how dead it was in the Fashion District.
Eventually Dundee got impatient. Sales were slow. A lot of money had been spent on marketing. And the partners didn’t believe that “the bump and grind of Queen Street” (original marketing pitch) was the right way to position the product. David was also in the midst of rebranding his company from Red Rocket (named after our transit commission) to Scrappy Dog Real Estate Investments. By that point Dundee came in and said: “You’ve fucked up this project. You’re out.”
David had felt like he had made it and become a developer with Camden Lofts. But just like that – before construction had even started – he was off the project.
The deal that David struck with his partners was that he didn’t want any money out of the project (it didn’t end up making much money anyways). But he wanted to stay involved and be able to call Camden Lofts his project. And so to this day, Camden Lofts remains the first development project of his very successful real estate career.
But Camden Lofts didn’t solidify David as a real estate developer. After the fumble, David took on the role of managing a loft conversion for what turned out to be some pretty dodgy landowners. The total management fee was a princely $5,000, but David wanted to complete his own project from beginning to end. And so he did just that with Century Lofts at 365 Dundas Street East. He also spent a great deal of time learning Illustrator, Photoshop, and other design tools so that he could do all of the marketing himself. This is an experience that would later manifest itself in his company’s business model.
After tuning his craft for a couple of years, David met his current business partner, Mark Reeve. Mark was a corporate real estate developer and planner, and they talked about doing something together. So they did, and the result was Urban Capital Property Group. Mark was also able to planning consult on the side and that helped fund their fledgling business as they worked on breaking into the development game.
The first project to come out of this relationship was The Sylvia, which was also on Camden Street (#50). However, you won’t find this project on their website because it was done in partnership with developer Intracorp. The relationship ended up not being a productive one and both David and Mark vowed never again to be involved in a project that they weren’t actively managing themselves. That vow continues to this day.
The first project that Urban Capital did on their own was the 66-unit Charlotte Lofts. It’s the first project they completed from A to Z. They sourced the site, secured the financing, worked on the design, marketed it, and constructed it. It was a success.
The partners did well but the learning curve remained so steep that neither felt that they had really “made it” with this project. Indeed, my interviews have uncovered that this is a common experience amongst new developers. It can take a few projects before they really hit their stride and, in some cases, even make any money.
But who ever remembers the stumbles?
Today, Urban Capital has completed over 4,000 urban condominiums and has another 2,500 in the works. They have developed over $2 billion worth of real estate to become one of Canada’s most influential urban infill developers.
Unlike other Toronto-based condo developers, they have branched out beyond Toronto: east to Montreal, Ottawa and Halifax; and west to Winnipeg and Saskatoon, with other cities on the horizon. Their mission is to act as an urban regenerator by bringing high design urban living to new markets across the country.
They have come a long way since the days of Scrappy Dog Real Estate Investments. Clearly David is the furthest thing from “One File Wex.”
This is the first post in my new blog series called BARED (Becoming A Real Estate Developer). More posts to come in the following weeks. Subscribe to stay in the loop.
Last week was developer Urban Capital’s 5th annual “Naughty or Nice” party. It’s obviously a holiday tradition of theirs and it has become a tradition of mine to attend. Judging by my vast collection of photo booth photos, there’s a chance I may have been to all of them. It’s easily one of the best holiday parties in the business.
One of the things that Urban Capital does at its annual party is release its annual magazine. And this year I was fortunate enough to be invited to write a piece for it on the highs and lows of mid-rise development. Put differently, it’s about the challenges facing developers who want to build mid-rise, but also why they’re pretty great for cities.
If you’d like to have a read, you can do that online by clicking here. And if you’d like to receive a hard copy of the magazine, I can make that happen as well. Tweet at me. Alternatively, you can also pick up the magazine at any Urban Capital sales office.
I deliberately tried to make it so it wasn’t your typical real estate puff piece: condos are great, yada, yada, you should buy one from us. I tried to make it an intelligent piece on some of the real challenges facing mid-rise developers. And that’s what Urban Capital wanted as well. I hope you enjoy it :)
In 2007, I spent the summer working in Dublin, Ireland for a boutique real estate consulting firm called Urban Capital. (For those of you who are from Toronto and know the industry, there’s no connection between the Urban Capital in Dublin and the Urban Capital in Toronto.)
At the time, they were working with a number of government agencies on the development of masterplanned communities, as well as on specific development projects. Real estate was booming and everyone wanted to be a part of it – including the band U2.
But as you all know, the following year (2008) wasn’t kind to the real estate industry and, in particular, to Ireland. That year the country fell into recession for the first time since the 1980s and became labeled as one of the “PIGS.”
I really wish I had started this blog by that point because it would be interesting to look back today on my posts from that summer and see how I was thinking about the Dublin real estate market. I remember having many Guinness-fueled discussions about whether the bull market could continue.
In any event, the Irish economy is coming back.
This year GDP is expected to grow by 5.4%, which would make it the fastest growing economy in Europe. National debt is also falling. At the end of 2013 it stood at €215 billion or about 123% of GDP. And at the end of 2014 it had fallen to €203 billion or about 109% of GDP. The national debt is expected to fall below 100% of GDP by 2018.
I’m thinking and reading about all of this today because I was looking through my photo collection this morning and I stumbled upon a folder titled “Dublin 2007.” The photo at the top of this post was the terrace that I had outside of my apartment in the Docklands area. I don’t think I used it once that summer.
And here’s a photo of my bedroom. It must have been the curtains that sold me on the apartment.
I had a great time in Dublin that summer. It’s a fun and young city and I remember being incredibly impressed by the quality of city building that was going on. I’m sure that wasn’t lost in the Great Recession.
If you’d like to have a read, you can do that online by clicking here. And if you’d like to receive a hard copy of the magazine, I can make that happen as well. Tweet at me. Alternatively, you can also pick up the magazine at any Urban Capital sales office.
I deliberately tried to make it so it wasn’t your typical real estate puff piece: condos are great, yada, yada, you should buy one from us. I tried to make it an intelligent piece on some of the real challenges facing mid-rise developers. And that’s what Urban Capital wanted as well. I hope you enjoy it :)
In 2007, I spent the summer working in Dublin, Ireland for a boutique real estate consulting firm called Urban Capital. (For those of you who are from Toronto and know the industry, there’s no connection between the Urban Capital in Dublin and the Urban Capital in Toronto.)
At the time, they were working with a number of government agencies on the development of masterplanned communities, as well as on specific development projects. Real estate was booming and everyone wanted to be a part of it – including the band U2.
But as you all know, the following year (2008) wasn’t kind to the real estate industry and, in particular, to Ireland. That year the country fell into recession for the first time since the 1980s and became labeled as one of the “PIGS.”
I really wish I had started this blog by that point because it would be interesting to look back today on my posts from that summer and see how I was thinking about the Dublin real estate market. I remember having many Guinness-fueled discussions about whether the bull market could continue.
In any event, the Irish economy is coming back.
This year GDP is expected to grow by 5.4%, which would make it the fastest growing economy in Europe. National debt is also falling. At the end of 2013 it stood at €215 billion or about 123% of GDP. And at the end of 2014 it had fallen to €203 billion or about 109% of GDP. The national debt is expected to fall below 100% of GDP by 2018.
I’m thinking and reading about all of this today because I was looking through my photo collection this morning and I stumbled upon a folder titled “Dublin 2007.” The photo at the top of this post was the terrace that I had outside of my apartment in the Docklands area. I don’t think I used it once that summer.
And here’s a photo of my bedroom. It must have been the curtains that sold me on the apartment.
I had a great time in Dublin that summer. It’s a fun and young city and I remember being incredibly impressed by the quality of city building that was going on. I’m sure that wasn’t lost in the Great Recession.
