Welcome again to 2025.

Yesterday we spoke about what might happen in 2025 and my predictions for the year ahead. Today we're taking about what Globizen is specifically focused on. But first, I think it's important to reiterate what we're all about. We are a city building company and community focused on creating better places. These words were chosen carefully. We want to be both a business and a community.

What this means is that in addition to obviously working on our own property portfolio, we also want to collaborate with others on this mission of creating better places. It is recognition that "city building" takes many forms; we couldn't possibly do it all; and we want to broadly support all those who are doing great things and working to build more livable, beautiful, and economically vibrant places.

Now, our work. At the highest level, we are focused on three development strategies:

• Differentiated end-user focused condominiums in prime locations. While we do think that it will take a few years for the market to absorb the current pipeline of condominium projects under construction in the GTA, we also believe these 3 things to be true: (1) end-users represent a more durable demand segment for housing compared to investors; (2) prime locations in global cities such as Toronto will maintain their value over the long term; and (3) design-focused and differentiated product offerings only become more valuable in a down market. Overall, this thesis is based on the view that we are in the midst of a housing reset and that there is/will be a market for the right projects. In some cases we will aim to execute in the short-term, and in other cases we will set ourselves up to be patient.

• Infill apartments in walkable and transit-oriented communities. We see the scale of housing that is permitted on an as-of-right basis continuing to grow. Over the last few years, Toronto added permissions for fourplexes, then 6-storey apartments, and the current plan is to streamline the process for even larger mid-rise buildings. This is creating two interconnected opportunities: (1) the ability for developers to feasibly develop smaller projects; and (2) the opportunity for a systems-based approach to development -- one that allows a greater repetition of designs, materials, and the overall process. We call this the "productization of housing", and it's fundamental to our multi-family rental strategy.

• Hotels, creative retreats, and hospitality experiences. Increased travel, remote work (including from digital nomads), and a desire for unique in-person experiences; these are all important and growing macro trends that will continue to reshape the landscape of our cities. We think of this as being centered on an underlying aspiration to be a kind of citizen of the world, and so we're interested in real estate opportunities that can respond to this demand. Last year, we completed our first "creative retreat" in Park City, Utah. And this year, we're focused on bringing the first design and lifestyle hotel to the waterfront in Canada's largest wine region -- the Niagara Benchlands.

Alongside these specific strategies, we are committed to growing our real estate advisory and development management services business. This is something we started in earnest in 2024 and want to do more of this year. Finally, we would like to grow our lifestyle shop and ramp up content creation in a way that can support our real estate strategies and our broader goal of promoting and creating better places. It's going to be a fun year.

If you'd like to work with us on any of this, please do get in touch.

Welcome again to 2025.

Yesterday we spoke about what might happen in 2025 and my predictions for the year ahead. Today we're taking about what Globizen is specifically focused on. But first, I think it's important to reiterate what we're all about. We are a city building company and community focused on creating better places. These words were chosen carefully. We want to be both a business and a community.

What this means is that in addition to obviously working on our own property portfolio, we also want to collaborate with others on this mission of creating better places. It is recognition that "city building" takes many forms; we couldn't possibly do it all; and we want to broadly support all those who are doing great things and working to build more livable, beautiful, and economically vibrant places.

Now, our work. At the highest level, we are focused on three development strategies:

• Differentiated end-user focused condominiums in prime locations. While we do think that it will take a few years for the market to absorb the current pipeline of condominium projects under construction in the GTA, we also believe these 3 things to be true: (1) end-users represent a more durable demand segment for housing compared to investors; (2) prime locations in global cities such as Toronto will maintain their value over the long term; and (3) design-focused and differentiated product offerings only become more valuable in a down market. Overall, this thesis is based on the view that we are in the midst of a housing reset and that there is/will be a market for the right projects. In some cases we will aim to execute in the short-term, and in other cases we will set ourselves up to be patient.

• Infill apartments in walkable and transit-oriented communities. We see the scale of housing that is permitted on an as-of-right basis continuing to grow. Over the last few years, Toronto added permissions for fourplexes, then 6-storey apartments, and the current plan is to streamline the process for even larger mid-rise buildings. This is creating two interconnected opportunities: (1) the ability for developers to feasibly develop smaller projects; and (2) the opportunity for a systems-based approach to development -- one that allows a greater repetition of designs, materials, and the overall process. We call this the "productization of housing", and it's fundamental to our multi-family rental strategy.

• Hotels, creative retreats, and hospitality experiences. Increased travel, remote work (including from digital nomads), and a desire for unique in-person experiences; these are all important and growing macro trends that will continue to reshape the landscape of our cities. We think of this as being centered on an underlying aspiration to be a kind of citizen of the world, and so we're interested in real estate opportunities that can respond to this demand. Last year, we completed our first "creative retreat" in Park City, Utah. And this year, we're focused on bringing the first design and lifestyle hotel to the waterfront in Canada's largest wine region -- the Niagara Benchlands.

Alongside these specific strategies, we are committed to growing our real estate advisory and development management services business. This is something we started in earnest in 2024 and want to do more of this year. Finally, we would like to grow our lifestyle shop and ramp up content creation in a way that can support our real estate strategies and our broader goal of promoting and creating better places. It's going to be a fun year.

If you'd like to work with us on any of this, please do get in touch.