Approach
The right amount of senior capability, exactly when it is needed.
Three client profiles, two alternatives, and a clear case for why a scoped engagement beats both of them for most owners.
Client Profiles
Different constraints. The same requirement for senior judgement.
Most owners arrive at Sixth Adams from one of three positions, each with a different gap between what the portfolio demands and what the current team can absorb.
Emerging GP Operators
Support platform growth and asset management buildout.
Key Constraints- Portfolio growth outpacing asset management infrastructure
- Operations and reporting requirements consuming resources needed for platform expansion
- Outsourced asset management across leasing, development oversight, financial modeling, and investor reporting
- Institutional discipline applied to day-to-day operations without the need to build a full internal team
- Underwriting and investment materials for acquisitions and capital raising
Family Offices
Strengthen investment oversight and decision making.
Key Constraints- Limited internal resources to evaluate real estate investments and monitor performance
- Reliance on GP reporting with limited ability to independently assess or challenge decisions
- Independent review of GP reporting, asset performance, and investment progress
- Representation in asset management discussions with the context and expertise to add value
- Unbiased evaluation of new investment opportunities and strategic decisions
Independent Owners
Execute asset-level decisions and initiatives.
Key Constraints- Variable operational needs that do not justify full-time senior-level support
- Principal time split across ownership and operations, limiting ability to execute asset-level initiatives
- Execution support across leasing, repositioning, and capital initiatives
- Comprehensive asset review including valuation, leasing strategy, and a defined execution plan
- Ongoing asset-level decision support as needs arise, without building a dedicated team
Differentiated Approach
Versus a large consulting firm.
The tradeoff with a large platform is rarely capability. It is who actually does the work, and what you pay for around it.
Senior Attention
The senior professional who wins the engagement is rarely the one doing the work. Day-to-day execution is delegated to junior team members.
Direct Senior Execution
You work directly with the senior professional responsible for the analysis and the decisions. No delegation, no translation.
Relevant Experience
Teams are often career consultants with limited operating experience. Few have negotiated leases, managed capital programs, or owned asset-level outcomes.
Operator-Led Perspective
Advice is grounded in real operating experience: leasing, capital execution, and asset-level decision-making under pressure.
Accountability
Work is delivered through layered teams with no single point of ownership. Responsibility is distributed, not owned.
Clear Ownership
One person owns the work and the outcome. No layers, no diffusion of responsibility.
Engagement Flexibility
Engagements are structured, rigid, and process-heavy. Targeted or iterative work is difficult to scope and execute.
Flexible by Design
Work is scoped precisely, executed quickly, and can evolve in real time as priorities change.
Cost Structure
Fees reflect firm overhead, brand, and infrastructure. You are not paying solely for the work on your asset.
Pay for Expertise, Not Overhead
Fees reflect direct expertise and execution. You are not paying for firm infrastructure, brand, or unused capacity.
Differentiated Approach
Versus a full-time hire.
Bringing the capability in-house is the other obvious answer. It is the right one when the workload is genuinely constant and genuinely full-time, and an expensive one when it is not.
Fixed Annual Commitment
A senior seat carries base salary, bonus, benefits, payroll taxes, software licenses, and workspace, carried in full whether or not the portfolio needs that capacity in a given quarter.
Cost Scoped to the Work
Engagements are scoped to defined deliverables and timelines, so what you spend tracks what the portfolio actually requires.
Competing for Senior Talent
Hiring at this level of experience means competing directly against institutional platforms for a small pool of candidates, and paying the compensation package that seat commands.
Seniority Without the Salary Band
That same level of experience is applied only to the work that genuinely requires it, without carrying the seat that comes with it.
Fixed Capacity, Variable Need
Real estate workload is lumpy. An acquisition, a lease-up, or a refinancing creates months of intense work, and quieter stretches follow. A hire is fixed against that variability.
Capacity That Flexes
Scope expands through an acquisition or lease-up and contracts when the portfolio is stable, matching effort to the actual cycle.
Search, Notice, and Ramp
A search runs months, notice periods add more, and a new hire needs another quarter or two to learn the portfolio before contributing fully to it.
Productive on Day One
No recruiting cycle and no ramp period. Work begins at engagement, on a portfolio reviewed as the first order of business.
One Résumé, One Depth
Most candidates are genuinely deep in underwriting, or leasing, or development, or operations, rarely in all four. The gaps get filled by consultants anyway.
Breadth Across the Spectrum
Underwriting, asset management, leasing, development, and financing draw on a single background that spans all of them, without assembling a team.
Key-Person and Retention Risk
Turnover means severance exposure, a repeat search, and institutional knowledge walking out the door with the person who held it.
No Retention Exposure
No severance, no re-recruiting cycle, and documentation built to live with the asset rather than with an individual.
A full-time hire is the better answer for some owners. Where the portfolio supports continuous senior workload, Sixth Adams will say so, and can help scope and evaluate the role.