The bifurcation thesis is the starting point for every decision on this page. The 17.6% metro-wide vacancy headline obscures two opposite stories. Class A assets in Maitland Center and the Lake Mary/Heathrow corridor are absorbing tenants at rents well above the market average — $30–$36/SF NNN in Maitland, $28–$34/SF in Lake Mary — while institutional capital pays 6.0–7.0% cap rates for the most credit-tenanted buildings. Meanwhile, Class B and C buildings in downtown, the University corridor, Airport, and Sand Lake are in a concession war where landlords write $60–$80/SF TI checks and give away 6–8 months of free rent to avoid rolling vacancies that push buildings past the 25–30% threshold triggering lender scrutiny. The conversion thesis is the third option: buying distressed B/C office at $80–$120/SF and repositioning it to medical office, which trades at 5.5–6.5% cap rates and outperforms general office on occupancy by 8–10 percentage points. That is the full menu. This page prices every option.
The single most important analytical move for any Orlando office investor or tenant in 2026 is to stop looking at the metro-wide 17.6% vacancy figure and start looking at the two completely different markets it aggregates. The blended number is technically accurate and practically useless. It combines Class A assets in Maitland that are running 8–10% vacancy and absorbing 50,000–80,000 SF annually with Class C downtown and suburban buildings running 25–35% effective vacancy (accounting for shadow space and sublease) and hemorrhaging tenants to suburban flight. Treating these as one market produces the wrong investment decision and the wrong negotiation posture. The investor who buys Class B/C expecting Class A performance gets crushed. The tenant who negotiates with Class A landlord expectations in a Class B building leaves 4 months of free rent on the table.
Class A office in Orlando’s primary suburban nodes is operating in a fundamentally different market than the metro average suggests. Maitland Center — the suburban campus park running along Maitland Boulevard between I-4 and US-17/92 — is the market’s clearest flight-to-quality winner. Tenants who can afford the $30–$36/SF NNN asking rents in Maitland’s best buildings (Maitland Summit, 341 North Maitland, Lincoln Plaza) are moving there from Class B downtown and from suburban C stock citywide. The appeal is predictable: large-format parking (5:1,000 ratio is standard), modern building systems, on-site amenities, professional environment, and proximity to Maitland’s residential density. The Lake Mary/Heathrow corridor — the I-4 North stretch from Lee Road to SR-46 — serves a different tenant base: financial services, insurance back-office, regional headquarters of mid-market companies that want suburban pricing with Fortune 500 neighbor quality. Both nodes are absorbing space, both are achieving rents above the metro average, and both are trading at cap rates (6.0–6.5% for Class A core, 6.5–7.0% for core-plus) that reflect institutional confidence in the tenant base.
Class B office buildings across all Orlando submarkets are in a concession war that has no near-term resolution. The drivers are structural, not cyclical: the pandemic-era right-sizing that removed 2–4 million SF of effective demand from the metro has not reversed and will not reverse at the 2019 pace. Hybrid work models have settled into a 2–3 day pattern for most office-using employers, which means the tenant who occupied 40,000 SF in 2019 needs 28,000–32,000 SF in 2026. Class B landlords are absorbing this demand destruction through concessions rather than rent cuts because rent cuts get reported and affect appraisal. The result: market-rate rents in Class B look relatively stable at $22–$26/SF NNN while TI allowances have grown from $35–$40/SF in 2019 to $55–$80/SF in 2026 and free rent periods have extended from 2–3 months to 6–8 months on 5–7 year deals. The tenant’s all-in occupancy cost advantage over 2019 is real and significant — but it is buried in lease economics that require a calculator to see.
Class C office in Orlando is in structural distress. Buildings constructed pre-1990 with unupgraded HVAC, electrical systems, and parking ratios below 3:1,000 cannot compete for tenants who have Class A and B options at historically low effective rents. Class C vacancy in the downtown core and secondary suburban nodes (University, Airport, South OBT) is running 25–40% by building in the worst cases. The lender community has noticed: community banks that originated 5-year balloons in 2018–2020 on Class C office are watching their collateral values fall below loan balance at maturity. This creates the distressed acquisition opportunity. A Class C downtown office building acquired at $80–$100/SF with 30% vacancy can be repositioned as medical office (targeting AdventHealth-adjacent demand) at a total all-in cost of $160–$200/SF and traded at 5.5–6.5% medical office cap rates for $250–$310/SF — a $50–$150/SF gross spread per square foot. That math is the foundation of the conversion thesis.
Orlando’s office market clusters into six distinct geographic nodes with materially different vacancy levels, tenant profiles, and investment theses. The top two nodes — Maitland Center and Lake Mary/Heathrow — are functioning as landlord markets within what is broadly a tenant market. The remaining four — Downtown, Sand Lake, University/436, and Airport/South — are in varying degrees of tenant power, with concession structures that would have been unimaginable in 2018. Understanding which node you are analyzing is the prerequisite for every other analytical step: cap rate, concession benchmark, conversion viability, and exit strategy all depend on submarket identity first.
The grouped bars reveal the story within the story. In every submarket, Class B/C vacancy runs 4–14 percentage points above Class A — the bifurcation is not a downtown phenomenon, it is a metro-wide structural condition. The spread is narrowest in Maitland (9.5% Class A vs 14.0% B/C) because Maitland’s B/C stock is older and more limited, forcing tenants who cannot afford Class A there to compete for a small supply. The spread is widest in the Airport and University corridors (22–24% Class A vs 32–38% B/C) because these nodes have the highest concentration of 1970s–1980s Class C stock with no plausible upgrade path to compete with Maitland and Lake Mary at any economically viable price point.
| Submarket | Total Inventory | Overall Vacancy | Class A Rent | Class B Rent | Primary Cap Rate | Dominant Tenant | Investor Signal |
|---|---|---|---|---|---|---|---|
| Maitland Center | ~8M SF | ~11% blended | $30–$36/SF NNN | $22–$26/SF NNN | A: 6.0–6.5% | Financial svcs, legal, regional HQ | 🟢 BUY (Class A core) |
| Lake Mary/Heathrow | ~5M SF | ~14% blended | $28–$34/SF NNN | $20–$24/SF NNN | A: 6.0–7.0% | Insurance, tech, financial back-office | 🟢 BUY (Class A core-plus) |
| Downtown Orlando | ~7M SF | ~22% blended | $26–$30/SF NNN | $18–$23/SF NNN | A: 6.5–7.5%, B/C: 9.0–11.0% | Law firms, govt, co-working | 🟡 HOLD (A) / 🔵 CONV (B/C) |
| Sand Lake/I-Drive | ~4M SF | ~18% blended | $25–$29/SF NNN | $17–$21/SF NNN | A: 7.0–8.0%, B: 8.5–10.0% | Tourism-adjacent HQ, hospitality mgmt | 🟡 HOLD |
| University/436 | ~3M SF | ~26% blended | $22–$26/SF NNN | $14–$18/SF NNN | B/C: 9.5–11.0% | Small professional, medical support | 🔵 CONV (B/C → medical) |
| Airport/South OBT | ~3M SF | ~30% blended | $20–$24/SF NNN | $12–$16/SF NNN | B/C: 10.0–12.0% | Government, legacy tenants | 🔴 DISTRESSED ACQ ONLY |
Key Insight:Two takeaways. First: Maitland and Lake Mary are the only nodes where Class A absorption is meaningfully positive — tenants from downtown and secondary suburban are migrating north. Second: the three distressed nodes (Downtown B/C, University/436 B/C, Airport) are approaching the vacancy levels where medical office conversion — requiring access to AdventHealth campuses at Celebration, Altamonte, Apopka, and Orlando — becomes a more viable exit than continued leasing. The conversion geography matters: University/436 is within 3 miles of AdventHealth Orlando’s main campus; Airport corridor is within 2 miles of the Osceola Medical Center complex.
The 2026 Orlando office market is the most tenant-favorable leasing environment since 2009. Understanding the specific concession structure available by asset class, deal size, and submarket is the prerequisite for any tenant in active lease negotiation. The mistake most tenants make is anchoring to the stated asking rent — which is a fiction designed to be negotiated from. The real economics of a 2026 office lease are in the TI allowance, the free rent period, the right-sizing clause, and the termination options — four concessions that collectively can reduce the effective annual occupancy cost by 20–35% below the stated face rate. Every one of these concessions has a current market benchmark. This section provides those benchmarks by deal size, by asset class, and by submarket — so tenants and their brokers know what to ask for before they sit down across from a landlord.
Both concession metrics have moved in a single direction since 2019 with no inflection point in sight. Free rent months on a Class B 5-year lease have increased from 2.5 to 7.5 — a 200% increase in the value of the concession relative to contract rent. TI allowances have moved from $38/SF to $72/SF — again, for buildings at nominally similar face-rate rents, meaning the landlord’s effective retained economics have deteriorated significantly even as asking rents appear stable. This divergence between stable face rents and exploding concessions is the defining characteristic of the 2026 office market. Landlords maintain face rates to protect appraisal values and lender covenants. They pay for tenants through concessions that do not appear in the rent roll. For investors underwriting at face-rate NOI, this is the single largest underwriting risk in Class B office acquisition.
| Deal Parameter | Class A (Maitland/Lake Mary) | Class B (Secondary Suburban) | Class C (Distressed) |
|---|---|---|---|
| TI Allowance — Under 5,000 SF | $30–$45/SF | $35–$55/SF | $40–$65/SF |
| TI Allowance — 5,000–15,000 SF | $45–$60/SF | $55–$72/SF | $60–$80/SF |
| TI Allowance — 15,000–30,000 SF | $55–$70/SF | $65–$80/SF | $70–$90/SF |
| TI Allowance — Over 30,000 SF | $65–$80/SF | $75–$90/SF | Negotiate above $90/SF |
| Free Rent — 3yr lease | 1–2 months | 3–4 months | 4–6 months |
| Free Rent — 5yr lease | 2–4 months | 5–7 months | 6–9 months |
| Free Rent — 7yr lease | 3–5 months | 6–8 months | 8–12 months |
| Parking Ratio | 4:1,000–5:1,000 (standard) | 3:1,000–4:1,000 | 2.5:1,000–3.5:1,000 |
| Right-Sizing Clause | Limited — Class A landlords resist | 10–15% contraction right after yr 3 | 15–25% contraction right after yr 2 |
| Early Termination Option | 6 months rent penalty | 4–6 months rent penalty | 3–4 months rent penalty |
| Sublease Rights | Standard with landlord consent | Easier sublease consent process | Negotiate open sublease market |
| Renewal Option | Market rate | Fair market value with floor | Below-market cap in option |
| Annual Escalation | 3.0–3.5% | 2.5–3.0% | 2.0–2.5% |
| Operating Expense Caps | Uncapped | Negotiate 5–8% annual OpEx cap | Negotiate hard cap on mgmt fee |
The three most powerful negotiating tools in the 2026 Orlando office market are term length, move-in readiness, and speed. Term length: a landlord collecting 7.5 months of free rent on a 5-year lease loses more in concessions than they gain in extra term commitment over a 7-year lease with 6 months free. If you can sign 7 years and genuinely intend to stay, the math favors asking for a 7-year lease with substantially lower TI per SF rather than a 5-year lease with maximum TI — you pay less total, they give away less. Move-in readiness: tenants who bring a space plan, a space planner, and a fixture specification to the first negotiation session signal that they are serious and close to closing. Landlords allocate their best TI budget to tenants who demonstrate lease certainty, not to tenants who are still deciding. Speed: in the Class B market specifically, a landlord who has had a floor vacant for 6 months is calculating daily holding costs against the concession package they are willing to offer. Every week you delay is a week of holding cost that reduces their negotiating resistance. Submitting an LOI within 72 hours of your first tour with real economic terms — not a low-ball offer, a real offer — is the single most effective way to maximize your concession package.
The specific items to negotiate in order of landlord resistance: (1) TI allowance — lowest resistance, they need to fund this to win tenants. (2) Free rent months — moderate resistance, shows up in lender reporting. (3) Right-sizing clause — higher resistance, creates future uncertainty. (4) Termination option — highest resistance, destroys NOI predictability. Never negotiate all four simultaneously. Lead with TI and free rent to close the economic argument first. Introduce right-sizing and termination as secondary concessions when the letter of intent is nearly agreed.
The most compelling value creation opportunity in Orlando office real estate in 2026 is not buying Class A at 6.5% and hoping for compression — it is buying distressed Class B/C office at $80–$120/SF and converting it to medical office, which commands 5.5–6.5% cap rates and outperforms general office vacancy by 8–10 percentage points. The conversion thesis has three prerequisite conditions that Orlando satisfies: (1) AdventHealth has active expansion programs at four campuses — Celebration, Altamonte Springs, Apopka, and the main Orlando campus — creating demand for outpatient medical office within a 3–5-mile drive radius; (2) the Lake Nona Medical City ecosystem — anchored by UCF College of Medicine, Nemours Children’s, the VA Medical Center, and AdventHealth’s Lake Nona campus — has established Orlando as a destination for physician groups and healthcare system expansion that extends well beyond the Medical City campus itself; (3) Class B/C office buildings constructed in the 1980s–1990s in the University/436 and Airport corridors have structural characteristics — 10–14 foot clear heights, dedicated parking ratios of 4:1,000 or higher, floor plates of 10,000–25,000 SF — that align with outpatient medical office programming requirements without the ground-up development cost that new medical office construction commands.
The conversion works only in buildings within 3–5 miles of an AdventHealth campus or the Lake Nona Medical City perimeter. The drive-time requirement for physician office space is absolute: patients do not choose a physician’s office based on building quality; they choose based on proximity. Buildings in the University/436 corridor (2.8 miles from AdventHealth Orlando main campus), the Airport/South OBT area (4.1 miles from AdventHealth Orlando, 3.2 miles from AdventHealth Altamonte’s satellite clinics), and the Celebration/US-192 zone (1.5 miles from AdventHealth Celebration) are in conversion geography. Buildings in Lake Mary and downtown are not.
A successful medical office conversion requires minimum 10-foot finished ceiling heights (12–14 feet preferred for imaging suites), electrical capacity above 200 amps per floor (medical equipment draws heavily), fire suppression with accessible sprinkler riser locations, a structural floor loading capacity of 80+ psf for radiology equipment, and plumbing riser locations accessible for clinical sink additions. Buildings that fail any of these screens without prohibitively expensive structural remediation do not convert economically. Always commission a structural and MEP assessment before signing a PSA on a conversion candidate.
AdventHealth’s four expansion campuses create predictable physician group demand. As hospital systems expand surgical capacity, they need satellite outpatient offices within 3–5 miles of each campus — dermatology, orthopedics, primary care, OB/GYN, and specialty practices that serve patients who will then use the hospital for inpatient and surgical services. The health system actively recruits private practices into its satellite network. A converted medical office building that can pre-lease 40–60% to AdventHealth-affiliated practices before construction completion has the lowest leasing risk of any medical office development or conversion in the Orlando market.
Medical office conversion capex runs $80–$120/SF for a full clinical build-out from shell condition — more than standard office TI because of the plumbing, electrical, and HVAC specialty systems required. On a 20,000 SF conversion at $100/SF capex and $95/SF acquisition price, the all-in investment is $195/SF. At a stabilized medical office cap rate of 6.0% and achievable MOB rents of $22–$28/SF NNN (versus $14–$18/SF for the Class B office it replaced), the exit value is $367–$467/SF — a $172–$272/SF gross margin per square foot before financing costs. The conversion equity multiple exceeds 1.8×–2.5× on a 3–5 year hold even with conservative assumptions. The deal requires bridge financing for the conversion period (typically 12–18 months) and then a medical office lender (Physicians Realty Trust, NNN Healthcare, or a local bank medical program) for permanent placement.
The waterfall illustrates the core conversion thesis: buying distressed Class B/C at $95/SF (realistic for Airport corridor, University/436 distressed assets), spending $95/SF on clinical conversion, and exiting to Physicians Realty Trust or NNN Healthcare at a 6.0% medical office cap rate against $24/SF NNN stabilized rents produces a $210/SF gross value creation — a 110% return on all-in cost before leverage. The conversion repositions the building not just in cash flow terms but in buyer universe terms: the distressed B/C buyer pool is thin and value-driven; the medical office buyer pool includes healthcare REITs, life companies, and pension funds paying 5.5–6.5% exit caps.
The Florida Live Local Act (SB 102, signed May 2023; amended by HB 1239 / SB 328 in 2025) created a second conversion path for distressed Class B/C office buildings in commercial zones: by-right residential conversion without public hearings, rezoning applications, or local government approval — provided the project dedicates 40% of units to households earning at or below 120% of Area Median Income. For office property owners watching their buildings bleed occupancy with no realistic re-tenanting path, the Live Local Act changes the exit calculus: instead of selling to a value-add buyer at 9–11% distressed cap rates, they can entitle the site for residential conversion at residential land values — which in most Orlando commercial zones translate to $35–$65/SF of site area, dramatically higher than the $15–$25/SF that distressed office land commands in a commercial-only market.
The Act preempts local government zoning in commercial, industrial, and mixed-use zones: any compliant application is approved administratively without the public hearing process that traditionally added 12–24 months and significant entitlement risk to residential projects in commercial corridors. For an office building owner, this means the land under a 20,000 SF Class C office building in the University/436 commercial corridor — currently zoned commercial, impossible to rezone residential through conventional channels — can be converted to residential use by-right, without a commission vote, without a planning board hearing, and without neighbor opposition having any administrative standing.
The Act grants qualifying projects the right to match the density and height of the tallest and densest buildings within a 1-mile radius. In suburban office corridors adjacent to apartment complexes — the University corridor sits next to multiple multifamily projects at 200–300 units per acre equivalent densities — this effectively removes the density cap that historically made residential conversion of office parcels uneconomical. A 2-acre office site that in conventional zoning could yield 40–50 residential units can qualify for 150–200 units under Live Local Act density matching, transforming the economics of the conversion from marginal to compelling.
The 2025 amendments clarified several implementation ambiguities: the income restriction calculation method was standardized to use the most recent HUD AMI figures for the Orlando-Kissimmee MSA; the definition of “affordable” was expanded to allow longer initial affordability periods with CPI-adjusted escalation rather than fixed rents; the local government administrative review period was capped at 120 days; and the appeals process for locally rejected compliant applications was streamlined. Net effect: the 2025 amendments make the Act easier to implement and harder for local governments to reject administratively. The conversion path for distressed office is now more certain than it was at the Act’s 2023 passage.
Two calculators: the full medical office conversion IRR model for investors, and the effective rent cost comparison for tenants. All outputs update in real time.
Models the complete conversion cycle — acquisition, capex, lease-up, stabilized hold, and institutional medical office exit. Three corridor quick-fill buttons pre-load current market assumptions. All outputs live-update.
⚠️ DSCR of 0.94× is below the 1.20× minimum threshold — most lenders will not fund at this leverage level. Reduce LTV or increase target rents.
Key Insight: Converting $90/SF Class B/C office to medical office at $202/SF all-in produces a $332/SF exit at 6% MOB cap — a 1.58× equity multiple and ~6.5% approximate IRR over 8.0 years, against an office-hold return of approximately 10.8% at a 10.8% distressed cap rate.
MOB vs Office Hold: Your MOB exit at $332/SF compares to holding as distressed office at $90/SF (estimated at 10.8% cap on current NOI). The conversion creates $130/SF of additional value.
Healthcare REIT Benchmarks: Comparable medical office transactions: Physicians Realty Trust targets 5.5–6.0% going-in cap rates on Class A MOBs. NNN Healthcare Office REIT pays 5.75–6.25% for healthcare system credit tenanted buildings. Healthcare Trust (REIT) focuses on outpatient MOBs within 1 mile of major hospital campuses at 5.5–6.5% caps.
Face rent is a fiction. The real economics of your office lease are in TI amortization, free rent timing, and operating expense exposure. This calculator shows your true annual occupancy cost for three comparable options — Class A, B, and C — at your space requirement and deal size.
Key Insight: For 8,000 SF on a 5-year lease, Class C delivers $875,096 lower total occupancy cost vs Class A — largely because the $25/SF TI difference funds your build-out and 6 additional months of free rent reduces your effective rate. The Class A premium is $26.88/SF effective.
Negotiation Benchmark: At 8,000 SF on a 5-year lease, current market benchmarks suggest: TI ≥ $65/SF and Free Rent ≥ 6 months are achievable in Class B/C. If your current offer is below these benchmarks, you have room to negotiate.
The most underutilized strategy for small professional office users in Orlando — law firms, accounting practices, engineering firms, medical practices, financial advisors, and insurance agencies — is buying their office space rather than leasing it. The SBA 504 program makes this achievable at 10% down on buildings up to $5–$10M with fully amortizing 25-year fixed rates that in 2026 produce monthly payments comparable to market rent. In a market where Class B asking rents are falling while operating expenses rise, the owner-user who locks in a fixed P&I payment buys immunity from landlord-market reversals — and builds equity in an asset that in zero-new-supply submarkets like Maitland and Lake Mary is likely to appreciate at 3–4% annually.
Annual lease cost: $36/SF × 5,000 SF = $180,000/year
SBA 504 (10% down, $1.08M financed, 7.2% blended rate, 25-year amortization): ~$91,000/year P&I
Annual property tax + insurance + maintenance: ~$55,000/year
Total own cost: ~$146,000/year vs $180,000/year lease — $34,000/year savings from day one
After 10 years: ~$200,000 in equity paid down; building likely worth $1.6M+ at 3% annual appreciation
After 25 years: building owned free and clear, worth $2.5M+ in a no-new-supply market
The SBA 504 owner-user in Maitland or Lake Mary is not just buying an office — they are locking in below-market occupancy costs forever in a submarket where Class A rents will recover.
Business must occupy 51%+ of the building. Business must be for-profit with net worth below $20M and net income below $6.5M (2-year average). Use of proceeds: acquisition + improvement of owner-occupied real estate.
Structure: 50% bank first mortgage + 40% SBA CDC (fixed rate) + 10% borrower equity. No balloon on the SBA portion — 20 or 25-year fully amortizing fixed.
Florida Business Development Corporation (FBDC): 418 loans / $440.8M in FY2025 — highest-volume SBA 504 CDC in Florida.
FFCFC (Florida First Capital Finance Corporation): 349 loans / $426.9M FY2025 — alternative if FBDC has capacity constraints.
Office is the most scrutinized asset class in commercial real estate lending in 2026. The national narrative — downtown office towers with 40% vacancy, CMBS defaults, office conversions in San Francisco and Chicago — has made lenders cautious well beyond what Orlando’s fundamentals justify. Understanding which lenders are still active in Florida office, what their underwriting requirements look like by asset class, and where the capital stack advantages exist is essential for any buyer who needs financing to close.
| Asset Type | Active Lenders | Max LTV | Min DSCR | Typical Rate | Notes |
|---|---|---|---|---|---|
| Class A Stabilized (Maitland/Lake Mary) | Life companies, regional banks | 65–70% | 1.35× | 6.75–7.25% | Best pricing; requires 85%+ occupancy, 3yr WA lease term |
| Class A Value-Add | Regional banks, bridge lenders | 55–65% | 1.20× (stab.) | 7.5–8.5% (bridge) | Bridge to stabilization, then refi to perm |
| Class B Stabilized | Community banks, CMBS conduit | 60–65% | 1.30× | 7.0–7.75% | CMBS now pricing office wide; conduit conservative |
| Class B Value-Add | Bridge lenders, debt funds | 55–60% | Pro forma 1.20× | 8.5–10.0% | Hard money available; execution risk priced in |
| Class C / Distressed | Private / hard money only | 50–55% | N/A (distressed) | 10.0–14.0% | Bridge to conversion or disposition; no perm market |
| Medical Office Conversion | SBA, specialty healthcare lenders | 65–75% (perm) | 1.25× | 6.75–7.5% | Healthcare lenders active; bridge during conversion |
| Owner-User (SBA 504) | FBDC/FFCFC + bank first | 90% combined | Varies | Blended ~7.0–7.5% | 10% down; most accessible path under $5M |
| Broker | Firm | Specialty | Best For |
|---|---|---|---|
| David Murphy | CBRE Orlando | Office investment sales | Class A Maitland/Lake Mary acquisition and disposition; institutional level |
| Monica Wonus | CBRE Orlando | Healthcare / medical office | MOB conversion targeting healthcare system tenants; CBRE Healthcare practice |
| Gabby Gissy | CBRE Orlando | Office leasing | Tenant representation and agency leasing in suburban nodes |
| John Huguenard | JLL Capital Markets | Capital markets — all asset classes | Financing placement, structured equity, portfolio-level office transactions |
| Julia Silva | JLL Capital Markets | Capital markets | Bridge and perm financing for office repositioning; MOB conversion capital |
| Lucia Hedke | JLL Healthcare | Medical office — leasing | AdventHealth-adjacent MOB pre-leasing; healthcare tenant relationships |
| Micah Strader | JLL Healthcare | Medical office — investment | MOB acquisitions; healthcare REIT and life company buyer introductions |
| Rick Colon | Cushman & Wakefield | Institutional investment | Larger office disposition and acquisition; CMBS and life company financing |
SBA 504 for owner-user office; 418 loans / $440.8M FY2025; Orlando office, industrial, and professional office specialty
SBA 504 alternative; 349 loans / $426.9M FY2025
Off-market distressed office opportunities, medical office conversion introductions, Class A core-plus deal flow, and tenant concession benchmarks for active lease negotiations — all matched to your role and profile.
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