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 TRIO portfolio comprises three office properties located in Beverly Hills, California: 345 North Maple Drive, 407 North Maple Drive, and 9242 Beverly Boulevard. Together, the assets total approximately 602,000 square feet of office space and operate as a coordinated portfolio.

 

The buildings span multiple development periods, with construction dates ranging from 1987 to 2003 and major renovations completed between 2017 and 2021. Portfolio amenities include landscaped courtyards, outdoor terraces and balconies, fitness facilities, on-site food offerings, and structured parking. The properties provide access to Tishman Speyer’s Beverly Hills amenity platform. Sustainability credentials across the portfolio include LEED Gold and LEED Platinum certifications.

Scope of work across the TRIO portfolio encompassed property management execution for three office assets operating under a coordinated Beverly Hills platform. Primary focus was placed on vendor management, service contract administration, and building work scope coordination across all properties.

 

Billing oversight was managed at the account level, including tenant invoicing, reconciliation, and compliance with lease terms. Vendor performance, pricing structures, and contractual obligations were reviewed to maintain service standards and cost discipline. Client and tenant management represented a core operational function, supporting day to day service delivery, issue resolution, and occupancy requirements. Workstreams were coordinated with ownership and asset management partners to ensure consistency and operational alignment across the portfolio.

The assignment strengthened operational and financial acumen within a multi asset office portfolio. Emphasis on vendor management and service contract oversight sharpened controls around pricing, scopes of work, and performance accountability.

 

Tenant coordination and leasing support introduced deeper exposure to build out processes, work letter execution, and occupancy transitions. Accrual management and expense timing became central to monthly close activity, reinforcing the relationship between operational decisions and reported performance. Ongoing review of tenant billings, reconciliations, and recoveries clarified cash flow dynamics. The experience strengthened fluency in aligning vendor activity, tenant requirements, and financial controls within an institutional ownership framework.