This week's Podcast/YouTube show
Guest: Guest: Greg MacKinnon, Director of Research at Pension Real Estate Association (PREA)
Institutional CRE investing today: A market run by allocation math – and uncertainty
PREA represents the institutional real estate community - think pension funds, sovereign wealth funds, endowments, and other fiduciaries managing hundreds of billions on behalf of millions of beneficiaries.
These are the investors who typically allocate to real estate as part of their overall investment portfolios and who set the tone for how capital flows through the entire real estate market.
My guest, Greg Mackinnon explains how while institutional real estate remains a roughly 10% sleeve in diversified institutional portfolios, the number matters less than the mechanics behind it.
When equities rally and private values fall, the real estate slice shrinks, creating a theoretical bid to “rebalance” back to target. In practice, that bid has been clogged by a fund-recycling problem: closed-end vehicles haven’t been returning capital as quickly because exits have slowed, which leaves investors waiting for distributions before recommitting. Until that dam breaks more broadly, new capital formation into private real estate remains inconsistent across strategies and managers.
Full episode here: https://gowercrowd.com/podcast/institutional-capital
Office: price discovery by compulsion
Institutional portfolios built in a world where office was a core holding are still working through the repricing. Unlevered office values are down on the order of ~40% from pre-COVID peaks nationally; with leverage, many positions are effectively wiped out, explaining why owners resist selling and why trades are scarce.
That stasis is ending as lenders tire of “extend and pretend,” loan maturities arrive, and forced decisions accelerate. The practical question for CIOs isn’t simply “hold or sell” but how fast to harvest, return, and re-underwrite risk elsewhere. Expect more office volume but much of it distress-driven rather than conviction buying.
The rate cut mirage: CRE runs on growth and the 10-year
Market chatter obsesses over the next Fed move. Institutional capital takes a broader view. The cost of capital that matters for underwriting – term debt, cap-rate anchoring, discount rates – is tethered more to the 10-year Treasury than the overnight Fed funds rate.
A policy cut can coexist with a higher 10-year if inflation risk re-prices, blunting any “cuts are bullish” narrative. More importantly: CRE performance tracks the real economy’s breadth and durability.
Historically, rising interest rates often coincide with strong growth and healthy real estate. Falling rates tend to arrive with deceleration, which is why “cuts” are not automatically good news for NOI or values. Underwrite your forward cash flows, not the headline.
Policy risk is now an underwriting line item
Global capital has long treated the U.S. as the default safe harbor. That advantage compresses when macro policy feels unpredictable – tariffs one week, reversals the next, and public debate over central-bank independence. Some non-U.S. allocators have simply chosen not to live with the noise premium, shifting incremental dollars to Europe.
Domestic institutions aren’t exiting the U.S., but the signal is clear: political-economy volatility now shows up as a higher hurdle rate, more conditional investment committee approvals, and a stronger preference for managers who can navigate policy in both research and structuring.
Where the money is actually going
Facing actuarial return targets and a cloudy macro, institutions are tilting toward “where alpha lives now”:
- Digital and specialized industrial: data centers; cold storage; and industrial outdoor storage (IOS) – think secured yards for heavy equipment – where supply is constrained and tenant demand is need-based.
- Housing adjacencies: single-family rental, manufactured housing, student housing, and seniors housing, plus targeted affordable strategies that can layer policy incentives with operating expertise.
- Selective core logistics and resilient multifamily: still investable but crowded; institutions need an edge in submarket selection, cost basis, or operations to meet return hurdles.
Themes in common: operational complexity that deters industry tourists, local expertise that differentiates underwriting, and cash flows less correlated to the office cycle.
The portfolio is changing: from “real estate” to “real assets”
Many large investors are reorganizing how they bucket risk. Instead of a hard 10% “real estate” sleeve, they’re adopting either a broader real assets mandate (real estate + infrastructure + sometimes commodities) or a private markets sleeve (real estate + private credit + private equity).
The goal is flexibility: tilt to where relative value is best without tripping governance wires each time. This structural shift makes it easier for a head of Real Assets to move dollars from, say, mid-risk equity in apartments to long-duration infrastructure when spreads and growth argue for it, and to rotate back when underwriting improves. It’s a quiet change with large implications for which managers get funded and when.
“Institutional quality” is a culture, not a class of building
Too many sponsors use “institutional quality” as shorthand for a gleaming asset. Institutions define quality as process: governance, repeatability, controls, reporting cadence, and audit-ready data, plus the discipline to say “no” when the numbers don’t clear the bar.
That’s why a best-in-class niche specialist can attract blue-chip LPs without owning a single skyline trophy. Conversely, a sponsor with a glossy deck but ad-hoc reporting will struggle to cross the institutional threshold even in “prime” locations.
What to do now (operators and allocators)
- Own the 10-year, not the headline. Build your assumptions around the 10-year Treasury and the yield curve, not the Fed’s short-term rate projections. Stress cash flows under slower growth.
- Lean into complex operations. Data centers, IOS, cold storage, seniors housing, where capability barriers protect yield.
- Be distribution-aware. If you’re raising from institutions, understand their recycling constraints; design pacing and structures that fit their liquidity reality.
- Institutionalize the back office. Reporting, controls, and data pipelines are capital-raising assets. Treat them as such.
Bottom line: allocations still want to be filled, but the bar is higher and the path is narrower. Those who combine operating edge with institutional process will take disproportionate share when the dam finally breaks.
n.b. Greg and I take a detailed look at what ‘institutional’ real estate really means; how it’s defined, structured, and operates. It’s worth tuning in so you can separate fact from fiction the next time you see the term in a pitch deck.
Watch/listen to full episode here: https://gowercrowd.com/podcast/institutional-capital
and please weigh in on any thoughts you have in the discussion about the episode we're having here on LinkedIn:
https://www.linkedin.com/posts/gowercrowd_institutional-capital-sets-the-tone-for-the-activity-7371165688704495616-2M14