December 21, 2024

The 30-Minute Interview: The 30-Minute Interview: Richard J. Mack

AREA, founded in 1993, has invested around $14 billion in over 600 transactions worldwide, including the Time Warner Center and the Apthorp condominium in New York.

Interview conducted and condensed by

VIVIAN MARINO

Q. How much of your portfolio is in the New York region?

A. I would say probably about 25 percent of what we do is in the New York area.

Q. Is most of your focus these days in the multifamily sector?

A. We are opportunistic in how we view the world, and so we see the risk-adjusted returns favoring the residential sector. Over the last three years we’ve been one of the most active buyers of multifamily. We bought nearly 25,000 units across the country.

Q. You’ve also gained control of properties through debt purchases, like the Apthorp condominium on the Upper West Side. What’s happening there in terms of improvements to the building?

A. Most of the value-add that needed to occur to the common areas has already been done. But upgrading the finishes and combining units is something that we continue to do.

Some like to finish the units themselves, so we are making a unit-by-unit decision. The biggest value-add that we’re bringing to that property is stable ownership. It’s making people feel comfortable that the asset is properly capitalized. They don’t have to worry about another financial crisis.

We have everything from four-bedrooms to studios.

Q. How else are you adding value to your acquired properties?

A. Value-add for us is a style of investing. We are buying cash-flowing assets that have some need of improvement. In multifamily space, for example, we’re looking for properties that have been overleveraged and therefore financially starved of investment. So there’s deferred maintenance. So we’re fixing roofs and clubhouses and things like that. We also look at investing in the units, where we think that upgrading the units we can get higher rents.

Q. What about investing in condos?

A. We think that the multifamily sector is very, very resilient and has been driven by things other than economic growth, really demographic forces. But I also think there’s an element of people wanting to rent, believing that home prices are only going to go up. So you have this large change in attitude about homeownership and demographic forces.

A shock in the condo market could come from a disruption in the economy. So we are concerned about taking too much risk on the condo side. We are approaching it right now with preferred equity and mezzanine as a way to enter the business, but we’re not ready to take on more risk from a common equity perspective.

Q. Who are your main investors?

A. They are the largest public pension funds in the U.S. and some of the largest sovereign wealth funds in the world. We have them from the Middle East as well as other places that seem to be exporters of capital these days.

Q. What’s the minimum investment in your funds?

A. The minimum is usually $5 million. It’s primarily institutions, but we do have high-net-worth investors who can make that investment and those who have been investing with us for very long periods of time who we can be somewhat more flexible with.

Q. What kind of rates of return are you looking to get on your funds?

A. We target different rates of return depending on the risk we’re taking. For our mezzanine funds we are looking for 12 to 15 percent; for our value-add fund we’re probably looking for 13 to 16 percent; and for our opportunistic funds we’re looking 16 to 20 percent.

Q. Your father, William Mack, is a prominent real estate investor, and also the chairman of the board of Mack-Cali Realty, one of the nation’s largest publicly traded real estate investment trusts. Was he also your mentor?

A. My father definitely has been a mentor — whether on purpose or by osmosis. Growing up, going out to the construction sites when you’re a kid definitely has an impact on you. Even if you want to get away from real estate it’s kind of hard. It was kind of in my blood.

My father is kind of the senior statesman and the chief critic. It’s been fantastic to have him there to serve both of those roles. I think what I learned most from my dad was probably lessons on humility and how to treat people in the world, and that your word is your bond.

Article source: http://www.nytimes.com/2012/11/28/realestate/commercial/the-30-minute-interview-richard-j-mack.html?partner=rss&emc=rss

DealBook: David Martinez in Spotlight in Battle With Billionaire

High above Columbus Circle, atop the Time Warner Center, is one of the most expensive apartments in Manhattan, a sleek aerie of steel and stone, high windows and soaring views.

It is the home of David Martinez, a Mexican financier who has minted a fortune buying and selling the debt of troubled countries and companies from Argentina to Pakistan. He paid about $42 million for the 12,000-square-foot duplex in 2003, then spent even more on additions and renovations, covering the space in stone and stainless steel.

The apartment has a private art collection that is said to include a $140 million Jackson Pollock. But for all his extravagant spending, Mr. Martinez is, even to his associates, something of a mystery.

Now a legal battle with another powerful investor is drawing back a curtain on Mr. Martinez’s secretive world. While investors often have disputes that end up in court, this cross-border fight is with one of the giants in global distressed debt — Paul E. Singer, a major Republican donor. The dispute, and its eventual victor, could have implications for other companies in the world’s fastest-growing economies.

The fight is over the bankruptcy of Mexico’s largest glassmaker, Vitro, a 103-year-old company run by the Sada family, one of the wealthiest in Monterrey. Allegations abound of covert meetings, fraudulent debts and crooked courts in a bankruptcy that ended up leaving control of the company in the hands of its shareholders, while costing bondholders as much as 60 percent of their investment, according to some estimates.

That runs counter to what typically happens in an American bankruptcy, and Mr. Singer and other Vitro creditors have argued that if Vitro and Mr. Martinez prevail, other Mexican companies could have trouble raising money in the United States.

Both men are known as “vulture investors,” a term applied to those who buy up cheap debt that no one wants. The strategy has made Mr. Singer’s company, Elliott Management, one of the most successful hedge funds in the world. Mr. Singer, 68, cut his teeth wrangling payments on defaulted debt from countries like Peru and Congo, and has earned a reputation for bare-knuckled doggedness unparalleled on Wall Street. Just last week, Elliott Management persuaded a court in Ghana to seize an Argentine naval ship in a dispute over the South American country’s bonds.

Yet he may have met his match in Mr. Martinez. Over the last 20 years, the 55-year-old financier has plowed billions of dollars into troubled corners of the global economy, often aligning himself with the management of bankrupt companies.

“If you don’t know who the sucker is in a particular deal, it’s probably you,” a top investor in distressed debt said. “When David is involved, you know he isn’t the sucker.”

He and others interviewed for this article declined to be identified speaking about Mr. Martinez, citing the continuing litigation or fear of angering him. Through a spokesman, Mr. Martinez declined to comment.

Little is known about the financier, who splits his time between New York and London, where he runs an obscure investment company called Fintech Advisory Ltd. In life as in business, Mr. Martinez treads lightly. He is fond of shell companies, whether to buy artwork or to pay household expenses. Those he hires often know him only as “the client.”

But Mr. Martinez and Mr. Singer are not strangers. They have clashed before, most notably during Argentina’s debt restructuring in 2005. While Elliott is still holding out for a more lucrative settlement with the nation over its defaulted bonds, Fintech sided with Argentina in 2005, a move that some bondholders felt undermined efforts to force the country to pay what it owed.

In the case of Vitro, Elliott and allied investors contend that Mr. Martinez helped the Mexican company muscle investors out of hundreds of millions of dollars through financial sleight of hand. Mr. Singer and his counterparts, who own about $700 million worth of the company’s old debt, have called Vitro’s efforts “a testament to audacity, brazen manipulation and greed.”

Vitro says that it has done nothing illegal. The maneuvers, it says, are standard practice under Mexican law and have been used in many other bankruptcies there. Fintech noted that a United States bankruptcy court, which is handling the bankruptcy of Vitro’s United States subsidiaries, found no wrongdoing this summer. “Such McCarthy-like allegations were unsupported,” lawyers for Fintech wrote in court documents.

The conflict has its roots in 2009, when Vitro found itself mired in trouble after the financial crisis. Bad derivatives bets had dried up its cash, and it began defaulting on its debt. The company called on Mr. Martinez for help.

To get some much-needed cash, the company struck a deal with the investor: a $75 million loan in exchange for the title to several of its properties. As part of the arrangement, Mr. Martinez was given an option to return the properties to Vitro, once it emerged from bankruptcy, in exchange for a 24 percent stake in the company — effectively aligning his interests with management as it negotiated with other creditors.

In mid-2010, he went to the different banks that Vitro owed money to and bought the claims. In the process, Mr. Martinez became the biggest individual outside creditor, owning about $600 million worth of claims.

The company began taking big loans from its subsidiaries, in effect creating a fresh class of creditors outside of the hedge funds — a group under its control, with the rights to approve any bankruptcy plan. Subsidiaries went from owing the parent company about $1.2 billion to being owed $1.5 billion.

With the help of Mr. Martinez, the company outvoted many other bondholders to approve a reorganization plan.

That maneuver was upheld by a court in Monterrey, allowing Vitro to proceed with a plan that pays creditors an estimated 40 to 60 percent of what they are owed and keeps the Sada family in control.

Mr. Singer and the hedge funds have taken the fight to the United States, suing Vitro and Fintech. This summer, the hedge funds won a round, as a federal judge in Dallas declined to uphold the Mexican court’s ruling. Arguments in the appeal were heard earlier this month.

The outcome of this case, experts say, could have implications for other companies in fast-growing economies. A country that appears to be undermining protections that are typically granted to creditors in a bankruptcy might scare investors away. “This is a precedent-setting case, no matter how it turns out,” said Arturo Porzecanski, economist in residence at American University’s School of International Service. “It has highlighted apparent loopholes in the bankruptcy law of Mexico, through which Vitro ran an 18-wheel truck.”

In suing Fintech, the hedge funds encountered one obstacle early on: they couldn’t find Mr. Martinez.

When servers went to Fintech’s Park Avenue offices to deliver the summons, they could not reach him. They stood outside the Time Warner Center for weeks hoping to catch him, to no avail.

Eventually, the lawsuit found its way to the investment company in London.

Mr. Martinez was born in 1957 and grew up in Monterrey, which is home to some of Mexico’s largest industrial companies. Power there is heavily concentrated among businessmen in the so-called Group of 10, a club that includes the Sada family, which controls Vitro.

Though Mr. Martinez was not a part of that circle, he has cultivated deep connections to it. The Sadas relied on Mr. Martinez to help them maintain control of another of their companies that went bankrupt in 2004.

As a young man, Mr. Martinez was a member of Regnum Christi, an evangelical group related to the Legionaries of Christ, an influential Roman Catholic order in Mexico that includes among its benefactors the billionaire Carlos Slim. After earning an engineering degree from the Tecnológico de Monterrey, Mr. Martinez moved to Rome to study philosophy at the Pontifical Gregorian University and considered becoming a priest.

But he was drawn to Wall Street instead, and earned a third degree from Harvard Business School before taking a job at Citigroup on the emerging-markets desk in New York. There, he began his long affair with distressed debt in far-flung places. In 1985, he left the bank and eventually founded Fintech.

While it is unclear how much money the company controls, or even how many employees work there, bits and pieces have emerged about Mr. Martinez over the years. Often it relates to his art collection, which includes the works of Damien Hirst and Mark Rothko.

In his lavish redoubt overlooking the city and Central Park from the penthouse of the Time Warner Center’s South Tower, Mr. Martinez has fashioned a gallery for his art. The apartment has a two-story living room and a reflecting pool, according to public records and interviews with people familiar with the unit. A special system has been rigged to support one exceptionally heavy piece of art.

Even before the costly renovations by the architect Peter Marino, the home was among the city’s most expensive residences.

But Mr. Martinez still had spending to do. In the fall of 2006, word spread that Jackson Pollock’s “No. 5, 1948” had been sold for $140 million, a record at the time. The buyer was said to be Mr. Martinez — a rumor that lawyers for Mr. Martinez denied, sending the art world into a state of confusion as to the whereabouts of the painting.

Through a spokesman, Mr. Martinez still denies that he owns the work. But according to several people with knowledge of the collection, the painting currently hangs in his New York home.
Charles V. Bagli contributed reporting.

Article source: http://dealbook.nytimes.com/2012/10/11/in-a-clash-of-two-billionaires-a-peek-at-a-mexican-financier/?partner=rss&emc=rss

Square Feet: T. J. Gottesdiener

During his three decades at SOM, Mr. Gottesdiener has been involved in several major projects, including One World Trade Center, 7 World Trade Center, the Time Warner Center and the Lever House renovation.

Q You’ve been called the most famous architect few have heard of. Any comment?

A My comment is thank you — that’s a compliment. That’s a real testament to the way Skidmore works, which is about all of us working together and not one person being the most important part of the project. It’s all about the buildings.

Look, throughout the course of history at this firm there have been famous names — you might go to Gordon Bunshaft or Bruce Graham, and people know the name David Childs. Frankly, a lot of the name recognition you see has been created, whether by clients or by marketing.

Q Having said that, do you have a favorite architect?

A I would probably say Le Corbusier. There was something about his innovation and his plasticity about design. Although a lot of his urban projects that many people know about — Towers in the Park — are probably real disasters, there were other projects that were quite fascinating.

Q Let’s move on to one of SOM’s biggest projects, One World Trade Center. What’s your role there?

A SOM is the architect for Tower One, and we’re leading all of that design and effort. My role is managing that process.

Q So where do we stand in the process?

A We’re about 65 floors. They’re setting steel at the rate of a floor per week. We’re about the height of 7 World Trade Center, which is over 700 feet, and things are really falling into place.

Q Were you concerned by the numerous delays?

A People have commented that it’s taken a long time, and my comment is, I don’t think so. Look where we are now. We’ve had so many obstacles because of the conditions of the site: A lot of it was below the grade; it’s over active PATH tracks; we’re holding back the Hudson River, basically on reclaimed land. This is probably the most complicated building I’ve ever done.

Q And there have been more complications. Last month, the Port Authority vetoed the idea of having 2,000 glass panels installed at the base, in part because of technical problems.

A As it was manufactured, the glass at the base of One World Trade Center simply did not perform as we were promised, so we are in the process of redesigning it. Things like this happen occasionally, and that is why we have developed such a thorough process.

Q How did all the safety issues affect the building’s design?

A Well, I hope for you and everybody else who’s at the building, there’s no effect. But for us as designers there was a big impact.

When the towers came down after 9/11, we had to rethink the building codes, and 7 World Trade Center was the first one that implemented a lot of the ideas before the code had even been enacted. A lot of nuances and major things have changed in designing high-rise buildings.

Q Some of the new codes came at the suggestion of SOM, right?

A Many of our people were involved with the city in rewriting the codes. We have, for example, all kinds of redundancies in building systems. Fire protection has cross-connections, so if there’s one sprinkler that is out of service, the other one will cover it. We’ve increased stair widths to allow firefighters to climb upstairs while people exit. There are little things, like phosphorescent tape in the egress stairs.

It was done at 7 World Trade Center. They were almost experiments, because the code had not yet been enacted.

Q Is the rebuilding at ground zero a career-definer?

A I definitely would think that this is one of the greatest achievements that I’ve been able to work on. But I said that about the Time Warner Center and I said that about Tokyo Midtown.

Q Let’s talk about some other projects in New York.

A The John Jay College of Criminal Justice expansion project is close to being finished. We are doing a rather low building that will essentially become their campus. And we’re starting the first phase of the Moynihan Station redevelopment.

Q Is the firm doing anything to celebrate its 75th year this year?

A No. We thought about it, and talked about it. But the one thing we thought most about was what are we going to do for the next 75 years, to move forward.

Article source: http://feeds.nytimes.com/click.phdo?i=ee38fc38fc3cfad68aa5f68a60417bf9