TISHMAN SPEYER

Tishman Speyer is a global real estate development and investment firm headquartered in New York City, operating across the United States, Europe, Asia, and Latin America. The firm develops, owns, and manages office, residential, and mixed-use assets, integrating property operations with long-term investment management.

 

Private Class A profiles attribute more than 170 million square feet of space and approximately $89 billion in property value acquired, developed, or operated. Its portfolio serves roughly 1,800 customers across more than 35 major markets. The platform is supported by a global organization of over 1,200 professionals spanning development, property management, fund management, and capital partnerships, structured to deliver durable long-term value creation.

The JACX is a 1.2 million square foot office property located in Long Island City, Queens. The asset comprises two 26 story office towers connected by shared amenity and retail spaces, operating as a single campus. Approximately 50,000 square feet are dedicated to retail, including a food hall and on site restaurant offerings.

 

Building amenities include a boutique fitness centre, a one acre landscaped terrace with a 2,000 square foot food and beverage pavilion, on site valet parking, and 175 space bicycle storage. The property sits directly above a major transit hub serving multiple subway lines, providing immediate access to Manhattan and the broader New York metropolitan area for tenants and visitors alike.

Scope of work at The JACX encompassed property management execution and asset management reporting across a large scale office campus. Operating statements were reviewed monthly, with budgets built, monitored, and maintained for three distinct operating entities representing each tower and retail spaces.

 

Regular forecasts and reforecasts were produced to manage variances, support cash flow, and inform ownership decisions. Capital expenditure tracking and five year capital planning were coordinated with engineering teams, including tenant build out impacts. Tenant billing, vendor contracting, and service standards were monitored to preserve building performance and the day to day tenant experience. 

The assignment strengthened financial fluency within an institutional ownership environment. Managing three interrelated budgets required disciplined controls over allocations, accruals, and variance analysis, supported by monthly operating statement review.

 

Regular forecasting cycles clarified how leasing activity, tenant build outs, service contracts, and utility consumption affected net operating income over time. Direct interaction with asset management and investment partners improved the ability to translate operating conditions into decision ready financial reporting. Capital planning responsibilities, including five year programmes, reinforced the connection between engineering priorities, project timing, funding sources, and the maintenance of a consistent tenant experience today.