I don't remember signing up for Thesis Driven's newsletter, but I'm on it, and it does sound like something I would do. Their latest post, the first of this year by Brad Hargreaves, is called "Seven Real Estate Predictions for 2026." And I'd like to draw your attention to the last one. Here it is verbatim:

The word “sponsor” has historically implied episodic activity: raise capital, do a deal, return capital, repeat. That framing made sense when real estate investing was primarily about financial engineering and asset selection.

It makes far less sense in a world where alpha increasingly comes from operations.

By 2026, I think the most sophisticated real estate operators will stop being thought of—and thinking of themselves—as sponsors at all. They will be platforms. And platforms are underwritten differently.

Rather than being evaluated solely on IRRs and realized multiples, these businesses will increasingly be assessed through a private equity lens: EBITDA generation, revenue streams, margin stability, customer (tenant) retention, technology leverage, scalability of systems, and durability of management teams. Deal performance will still matter, but as proof points—not as the whole story.

The consequences? Platform economics reward longer-term thinking, reinvestment, and organizational maturity. They also open the door to entirely different capital partners, exit paths, and valuation frameworks that look a lot more like growth equity than traditional real estate promote structures.

This really resonates with me. Sponsor, promoter, and developer — these names have historically reflected the entrepreneurial and deal-specific nature of real estate. It's also one of the reasons why project brands typically overshadow developer brands; the focus is on that one deal.

A good deal is a good deal. We all get that. Sometimes a single deal is all that is needed to change your life. But as a general rule, I am much more interested in longer-term thinking, an approach that compounds over time, the opportunity to continually refine a craft, and the growth of brand equity.

I don't remember signing up for Thesis Driven's newsletter, but I'm on it, and it does sound like something I would do. Their latest post, the first of this year by Brad Hargreaves, is called "Seven Real Estate Predictions for 2026." And I'd like to draw your attention to the last one. Here it is verbatim:

The word “sponsor” has historically implied episodic activity: raise capital, do a deal, return capital, repeat. That framing made sense when real estate investing was primarily about financial engineering and asset selection.

It makes far less sense in a world where alpha increasingly comes from operations.

By 2026, I think the most sophisticated real estate operators will stop being thought of—and thinking of themselves—as sponsors at all. They will be platforms. And platforms are underwritten differently.

Rather than being evaluated solely on IRRs and realized multiples, these businesses will increasingly be assessed through a private equity lens: EBITDA generation, revenue streams, margin stability, customer (tenant) retention, technology leverage, scalability of systems, and durability of management teams. Deal performance will still matter, but as proof points—not as the whole story.

The consequences? Platform economics reward longer-term thinking, reinvestment, and organizational maturity. They also open the door to entirely different capital partners, exit paths, and valuation frameworks that look a lot more like growth equity than traditional real estate promote structures.

This really resonates with me. Sponsor, promoter, and developer — these names have historically reflected the entrepreneurial and deal-specific nature of real estate. It's also one of the reasons why project brands typically overshadow developer brands; the focus is on that one deal.

A good deal is a good deal. We all get that. Sometimes a single deal is all that is needed to change your life. But as a general rule, I am much more interested in longer-term thinking, an approach that compounds over time, the opportunity to continually refine a craft, and the growth of brand equity.