WEBVTT - Link Sees Warehouse Demand Building

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<v Speaker 1>Thank you. Hi, everyone. This is Lee Klaskow, and we're

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<v Speaker 1>Talking Transports. Welcome to Bloomberg Intelligence Talking Transports podcast. I'm

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<v Speaker 1>your host, Lee Klaskow, Senior Freight Transportation and Logistics Analyst

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<v Speaker 1>at Bloomberg Intelligence, Bloomberg's in-house research arm. Before we dive in,

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<v Speaker 1>a quick favor. If you enjoy the podcast, please take

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<v Speaker 1>a moment to follow, rate, review, and share it with

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<v Speaker 1>a friend or a colleague. Your support helps us continue

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<v Speaker 1>to bring you conversations with leaders shaping transportation and logistics.

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<v Speaker 1>And if you'd like to connect, you can find me

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<v Speaker 1>on the Bloomberg Terminal on LinkedIn or on X at

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<v Speaker 1>Logistics League. Joining us today is Luke Petherbridge, CEO of

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<v Speaker 1>Link Logistics, one of the largest owners and operators of

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<v Speaker 1>logistics real estate in the United States. Warehouses are a

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<v Speaker 1>critical link in the freight transportation network, connecting ports, railroads,

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<v Speaker 1>and highways with businesses and consumers. That gives Luke and

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<v Speaker 1>his team a unique view into freight flows, inventory trends,

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<v Speaker 1>supply chain investments, and the broader economy. Today, we'll talk

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<v Speaker 1>about the outlook for logistics real estate, what links customers

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<v Speaker 1>are telling them about the economy and the freight markets,

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<v Speaker 1>and how Technology and AI are changing warehouses. And also,

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<v Speaker 1>where Luke sees opportunities for growth. Luke, welcome to Talking Transports.

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<v Speaker 2>Well, thank you for having us, Leigh. We really appreciate it.

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<v Speaker 1>Yes, my pleasure. You know, not everyone might be familiar

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<v Speaker 1>or listeners might not be familiar with Link Logistics. If

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<v Speaker 1>you can give us an overview of the company, its portfolio,

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<v Speaker 1>and kind of the customers that you serve.

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<v Speaker 2>Yeah, absolutely. Well, I think you did a pretty good

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<v Speaker 2>job giving the high level. We are one of the

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<v Speaker 2>largest owners and operators of warehouses, particularly last mile infill

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<v Speaker 2>warehouses in the country. We have a little over 350

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<v Speaker 2>million feet of real estate in 50 different markets. We

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<v Speaker 2>have about 8,000 customers. So whether that's the largest e-commerce, retailers,

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<v Speaker 2>transport companies in three PLs down to small business America.

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<v Speaker 2>So we really serve everyone across the country. We have

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<v Speaker 2>1100 teammates that are based throughout the country. But a

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<v Speaker 2>good way to think of it is like three to 4%

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<v Speaker 2>of US GDP flows through our customers in our building.

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<v Speaker 2>So I think we do have a pretty nice purview

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<v Speaker 2>and we're really humble that we can support the economy

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<v Speaker 2>the way we do.

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<v Speaker 1>That's awesome. And a quick question. So are you predominantly

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<v Speaker 1>your footprints in the United States? Do you have anything

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<v Speaker 1>outside the US?

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<v Speaker 2>We're in North America. So we operate predominantly in the

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<v Speaker 2>United States, but then in Canada, Pure Industrial is part

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<v Speaker 2>of Lynx. So we operate in Canada under the Pure

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<v Speaker 2>Industrial banner.

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<v Speaker 1>Okay. You know, Link has become one of the largest

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<v Speaker 1>operators of logistics real estate in the U.S. What's been

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<v Speaker 1>the biggest driver for growth? Are you growing more through

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<v Speaker 1>M &amp; A of existing companies or just buying up assets?

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<v Speaker 2>It's probably a little bit of both. If you think

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<v Speaker 2>of the last five years, we've really sort of grown

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<v Speaker 2>and scaled our business. We started in 2019, so we're

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<v Speaker 2>only nearly seven years old as a firm. And a

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<v Speaker 2>lot of it was through very large acquisitions. We are

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<v Speaker 2>a Blackstone portfolio company, so very large corporate acquisitions. We've

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<v Speaker 2>bought a lot of one-off buildings or portfolios. And then

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<v Speaker 2>we have built a pretty sizable development pipeline where we've

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<v Speaker 2>delivered over 30 million feet of brand new class A

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<v Speaker 2>LEED certified buildings around the country. So it's a little

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<v Speaker 2>bit of everything. And we've been operating in most of

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<v Speaker 2>the markets.

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<v Speaker 1>And when you say development in your world, are you

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<v Speaker 1>talking about like creating an industrial park, a logistics park

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<v Speaker 1>out of not thin air, but like, you know, greenfielding

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<v Speaker 1>or brownfielding?

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<v Speaker 2>Yeah, absolutely. Yeah. So we can, you know, development, whether

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<v Speaker 2>it's an industrial park, multiple buildings, a brand new standalone building,

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<v Speaker 2>but Yeah, these are brand new buildings we've developed. We've

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<v Speaker 2>also done redevelopment where you take down older inventory and

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<v Speaker 2>replace it with brand new class A buildings. But yeah,

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<v Speaker 2>we've developed land into new industrial buildings.

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<v Speaker 1>And are there part of the countries where you're seeing

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<v Speaker 1>more growth in terms of these new opportunities?

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<v Speaker 2>Yeah, I think, look, it varies over the different parts

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<v Speaker 2>of the cycle. I'd say right now, what we've really

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<v Speaker 2>started to see is when you think of the demand profile,

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<v Speaker 2>there's probably a few things that really sort of stand out,

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<v Speaker 2>which then regionally will focus it. You know, whether it's

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<v Speaker 2>the continued proliferation of e-commerce, you know, whether that's, you know,

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<v Speaker 2>generational shift in about a decade, 50% of Americans will

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<v Speaker 2>have grown up with Amazon Prime. We continue to see,

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<v Speaker 2>you know, Walmart and Amazon and others really focus on speed.

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<v Speaker 2>That continues to be a growth lever. We are now

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<v Speaker 2>starting to see, you know, onshoring and nearshoring impacts. There's

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<v Speaker 2>been almost a trillion dollars of announced factories throughout the

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<v Speaker 2>United States. As you well know, once you sort of

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<v Speaker 2>put a big factory, think of Tesla in Austin, there's

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<v Speaker 2>a whole supply chain and network that gets built around that,

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<v Speaker 2>that normally resides in warehouses. And then more recently, you know,

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<v Speaker 2>with the data center boom that's going on, There's a

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<v Speaker 2>whole supply chain, like data center spillover demand is really

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<v Speaker 2>starting to happen. So those three things, if you think

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<v Speaker 2>where that's coalescing, we're seeing that specifically in Texas, the

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<v Speaker 2>southeast corner of the United States, and even that onshoring

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<v Speaker 2>and nearshoring is now starting to matriculate west, whether it's

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<v Speaker 2>Phoenix around the TSMC plan or data center build out there.

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<v Speaker 2>So we're really seeing it in sort of Texas and

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<v Speaker 2>west is sort of the latest growth trend.

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<v Speaker 1>And does your footprint, do you be outside of like

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<v Speaker 1>supporting the data centers? I mean, do you guys have

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<v Speaker 1>warehouses that people buy to convert into data centers that

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<v Speaker 1>you lease to them?

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<v Speaker 2>Not yet. We really haven't seen, I mean, obviously data

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<v Speaker 2>centers are, and I'm sort of, this is obviously not

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<v Speaker 2>exactly our asset class. They're highly specialized buildings. You know,

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<v Speaker 2>an industrial building is a little different. So it's more,

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<v Speaker 2>if you think of the data center spillover, what I'm

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<v Speaker 2>talking about, It could be 3PLs that are holding the

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<v Speaker 2>racks and servers that go into the data centers. It

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<v Speaker 2>could be industries that are actually building cooling towers or

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<v Speaker 2>switchgear or electrical panels or generators or turbines. I think

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<v Speaker 2>of all the component parts that are being built and

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<v Speaker 2>going into this very, very large fiscal expansion in the

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<v Speaker 2>country or That flows into what I consider the industrial complex,

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<v Speaker 2>and that obviously sits in warehouses.

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<v Speaker 1>The nearshoring and onshoring trends that you're seeing, have they

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<v Speaker 1>cooled a little bit? Because it seems like they really

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<v Speaker 1>had a lot of momentum five or six years ago,

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<v Speaker 1>and then all of a sudden we're spatting with our

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<v Speaker 1>partners to the north and to the south of us,

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<v Speaker 1>so it seems like people are taking a wait-and-see approach.

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<v Speaker 1>Are you still seeing the kind of similar intensity of

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<v Speaker 1>people interested in expanding their warehouses industrial footprint here in

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<v Speaker 1>the United States?

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<v Speaker 2>Yeah, I think there was a lot of talk four

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<v Speaker 2>or five years ago. I think when you look at

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<v Speaker 2>these sort of supply chain or manufacturing decisions, these are

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<v Speaker 2>decade-long decisions because you build out very large plants, it's

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<v Speaker 2>highly capital intensive. So yes, we're still seeing that, maybe

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<v Speaker 2>not with the velocity that we saw a while ago,

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<v Speaker 2>but it's still prevalent, whether it's pharmaceuticals, EVs, batteries, solar panels.

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<v Speaker 2>And now more recently, all the chip fabs that have

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<v Speaker 2>sort of been put into Phoenix and around Austin, they

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<v Speaker 2>will have a spillover. But I think when you think

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<v Speaker 2>of our business, the factory is one part or the

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<v Speaker 2>manufacturing that's coming back, the supply chain and the network

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<v Speaker 2>that's needed, there's normally a lag. So I'd say all

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<v Speaker 2>the announcements and the investment that was made three to

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<v Speaker 2>five years ago is starting to build that demand in

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<v Speaker 2>the supply chain network that's proliferating the country now. So

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<v Speaker 2>we're still seeing pretty solid demand from suppliers that supply

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<v Speaker 2>into the sort of growing onshoring and manufacturing base here

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<v Speaker 2>in the country.

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<v Speaker 1>You mentioned earlier that e-commerce is driving the need for

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<v Speaker 1>speed when it comes to delivery, whether you're Walmart or Amazon. Obviously,

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<v Speaker 1>to do that, you get closer to your customer. How

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<v Speaker 1>has that impacted your portfolio in terms of properties that

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<v Speaker 1>you're looking at? Are you looking at smaller properties in

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<v Speaker 1>suburbia America versus 50 miles in more rural areas?

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<v Speaker 2>Yeah, I mean, I would say we really focused on

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<v Speaker 2>owning the infill last mile. So location matters, I think

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<v Speaker 2>is what you're saying there. You really touched on speed.

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<v Speaker 2>If you think about the consumer expectation, and it's not

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<v Speaker 2>just e-commerce, I would say replenishing store networks, Even parts

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<v Speaker 2>to factories, that speed of the network is now so

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<v Speaker 2>much more important. What used to be acceptable to deliver

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<v Speaker 2>something in three to five days is now 24 hours.

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<v Speaker 2>The way to do that is more inventory closer to

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<v Speaker 2>the consumer. So when you think of, I would say

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<v Speaker 2>the size of the building is secondary to location, but

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<v Speaker 2>normally what happens is as you try to get closer in,

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<v Speaker 2>like in Phil Dallas, in Phil Chicago, infield jersey infield

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<v Speaker 2>atlanta they're normally smaller buildings and when i say smaller

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<v Speaker 2>they're not million footers they're still hundreds of thousands of

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<v Speaker 2>feet size buildings and what we found is our partners

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<v Speaker 2>and customers are able to use those buildings as nodes

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<v Speaker 2>as well as the middle mile larger facilities so yes

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<v Speaker 2>we really focused on owning more infield real estate it's

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<v Speaker 2>harder to replicate it's closer to the consumer and we

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<v Speaker 2>think that is the path of travel for a lot

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<v Speaker 2>of these e-commerce providers And.

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<v Speaker 1>Is Link Logistics a landlord or are you providing services

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<v Speaker 1>in addition to just leasing out the square footage, if

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<v Speaker 1>you can talk about that?

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<v Speaker 2>We're just a landlord. So we partner with our customers, 3PLs,

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<v Speaker 2>e-commerce providers, retailers, manufacturers. We're the landlord.

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<v Speaker 1>Gotcha. And, you know, you mentioned you're a Blackstone company.

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<v Speaker 1>So what does that mean for you guys? Is this

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<v Speaker 1>something where, you know, they're holding all their logistics assets

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<v Speaker 1>in one business or is this like a company where,

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<v Speaker 1>you know, they continue to consolidate the market and, you know,

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<v Speaker 1>obviously you guys have grown a lot and maybe it

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<v Speaker 1>becomes a standalone public company?

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<v Speaker 2>Yeah, so we are Blackstone's North American industrial real estate company.

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<v Speaker 2>As we buy things, we add it to our portfolio.

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<v Speaker 2>We manage the real estate on behalf of Blackstone's funds.

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<v Speaker 2>We're really focused more on internal organic growth, whether it's

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<v Speaker 2>growing our customers, redeveloping buildings, adding new buildings to our

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<v Speaker 2>network that we think our customers want to use both now,

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<v Speaker 2>but then also in the future. And owning the real estate,

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<v Speaker 2>the path of growth, I think has been really our focus.

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<v Speaker 2>The benefit of Blackstone is you are part of a

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<v Speaker 2>global network that has enormous access to information, access to capital,

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<v Speaker 2>and that information and capital with our local operating expertise

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<v Speaker 2>really has been a potent combination to be able to

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<v Speaker 2>grow a business and own a portfolio that we think

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<v Speaker 2>is very, very unique.

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<v Speaker 1>So how did you originally get into the logistics real

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<v Speaker 1>estate game?

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<v Speaker 2>Yeah, so I used to work, I've been working for

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<v Speaker 2>Blackstone for a little over a decade. I've worked at

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<v Speaker 2>a few different portfolio companies in retail. So I was

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<v Speaker 2>probably in the store world for a long time, like

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<v Speaker 2>a retail landlord. And then about six years ago, I

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<v Speaker 2>had the opportunity to move over to Link Logistics. And,

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<v Speaker 2>you know, with incredible partners here and partnership at Blackstone,

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<v Speaker 2>we've been able to grow a business into a pretty

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<v Speaker 2>scalable and sizable platform now.

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<v Speaker 1>And when you guys are looking to buy existing assets,

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<v Speaker 1>is the market reasonably priced? Would you deem it as

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<v Speaker 1>expensive from a historical standpoint? I guess you're pricing everything

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<v Speaker 1>on a square footage basis.

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<v Speaker 2>Yeah, I think there's a few different ways you can

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<v Speaker 2>price it. Obviously, square footage is one versus replacement cost.

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<v Speaker 2>You can look at yield. You know, I think it's fairly,

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<v Speaker 2>I would say the benefit of being in such a

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<v Speaker 2>large asset class is it's fairly efficient. It reprices pretty efficiently.

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<v Speaker 2>Right now, I think, you know, the capital markets remain

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<v Speaker 2>fairly liquid. There's a significant number of buyers and sellers.

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<v Speaker 2>I think the asset class, partly because of the multifaceted demand,

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<v Speaker 2>I sort of talked about e-commerce, onshoring and nearshoring, but

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<v Speaker 2>then also this new demand from data center spillover, as

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<v Speaker 2>well as just general GDP growth. We're also now, as

0:12:53.750 --> 0:12:57.060
<v Speaker 2>a sector, there's limited new supply coming online right now.

0:12:57.140 --> 0:12:59.240
<v Speaker 2>It's starting to tick back up, but it's well off

0:12:59.780 --> 0:13:04.740
<v Speaker 2>historical highs back in 21, 22. So you have good demand.

0:13:05.640 --> 0:13:09.460
<v Speaker 2>You have significantly lower new supply. That sets up pretty

0:13:09.620 --> 0:13:12.620
<v Speaker 2>constructive sort of view of the sector. So What we've

0:13:12.660 --> 0:13:15.439
<v Speaker 2>seen from a transactional point of view, there is significant

0:13:15.460 --> 0:13:19.800
<v Speaker 2>amount of capital looking to deploy into North American industrial. And,

0:13:19.920 --> 0:13:22.420
<v Speaker 2>you know, we're trying to do that. We're also selling

0:13:22.440 --> 0:13:25.140
<v Speaker 2>from some of the older funds, but it's a pretty

0:13:25.220 --> 0:13:30.150
<v Speaker 2>functioning and capital. There's no real constraint on capital in

0:13:30.170 --> 0:13:31.270
<v Speaker 2>this market at the moment.

0:13:32.250 --> 0:13:34.969
<v Speaker 1>And, you know, you mentioned about supply, limited amount of

0:13:35.010 --> 0:13:38.510
<v Speaker 1>new supply. Is that because construction costs are so high

0:13:38.590 --> 0:13:42.440
<v Speaker 1>or is that because the environmental impact difficulties in trying

0:13:42.460 --> 0:13:46.340
<v Speaker 1>to find a spot and getting the approval? What's creating

0:13:46.400 --> 0:13:47.360
<v Speaker 1>the lack of supply?

0:13:47.380 --> 0:13:50.940
<v Speaker 2>I think there's a few things there. One is, yes,

0:13:51.000 --> 0:13:55.880
<v Speaker 2>costs are going up, whether it's labor or steel. Also,

0:13:55.960 --> 0:13:58.849
<v Speaker 2>I think just a number of, like, we probably oversupplied

0:13:58.910 --> 0:14:03.010
<v Speaker 2>the industrial market. Post-COVID, everyone started to become a developer.

0:14:03.610 --> 0:14:07.170
<v Speaker 2>we as a sector developed a lot in America. We

0:14:07.190 --> 0:14:11.740
<v Speaker 2>probably oversupplied. So there's been this reabsorption moment. Rates are higher.

0:14:11.760 --> 0:14:14.640
<v Speaker 2>So I wouldn't just say hard costs, interest rates make

0:14:14.700 --> 0:14:17.800
<v Speaker 2>it a little more expensive for developers to develop. So

0:14:17.840 --> 0:14:20.360
<v Speaker 2>we've seen a pullback in development. It's not zero, but

0:14:20.400 --> 0:14:24.520
<v Speaker 2>it's just significantly off this booming new supply. And so

0:14:24.540 --> 0:14:28.950
<v Speaker 2>you have good demand, limited new or lower new supply.

0:14:29.090 --> 0:14:31.770
<v Speaker 2>It just, it sets up a pretty constructive forward look

0:14:31.810 --> 0:14:32.390
<v Speaker 2>on this sector.

0:14:33.130 --> 0:14:36.130
<v Speaker 1>And when you're managing the portfolio, generally speaking, when you're

0:14:36.150 --> 0:14:40.300
<v Speaker 1>looking to sell, what makes you guys decide, oh, we

0:14:40.340 --> 0:14:44.260
<v Speaker 1>want to sell this asset? What kind of goes into

0:14:44.300 --> 0:14:44.960
<v Speaker 1>that decision?

0:14:45.600 --> 0:14:48.040
<v Speaker 2>I think there's a few things. One could be the

0:14:48.080 --> 0:14:51.340
<v Speaker 2>life cycle of the asset in a fund for our investors.

0:14:51.920 --> 0:14:54.210
<v Speaker 2>Another one could be there's a higher and better use

0:14:54.250 --> 0:14:58.010
<v Speaker 2>with someone else. Or we've captured, we are a real

0:14:58.030 --> 0:15:00.630
<v Speaker 2>estate investor, we've captured the value of the asset at

0:15:00.670 --> 0:15:04.050
<v Speaker 2>that moment. And the best long-term capital source might have

0:15:04.090 --> 0:15:07.650
<v Speaker 2>a lower cost of capital than ours. So there's multiple

0:15:07.690 --> 0:15:10.450
<v Speaker 2>different avenues. But at the same time, while we're selling,

0:15:11.030 --> 0:15:14.110
<v Speaker 2>we are a pretty active buyer too. So it can

0:15:14.150 --> 0:15:16.650
<v Speaker 2>sometimes be a little confusing where Link's buying and selling

0:15:16.690 --> 0:15:19.250
<v Speaker 2>at the same time, but it just depends on what

0:15:19.430 --> 0:15:22.910
<v Speaker 2>fund each of the assets sit in and realization schedules.

0:15:23.470 --> 0:15:26.170
<v Speaker 1>And how leveraged do you guys go when you're buying

0:15:26.210 --> 0:15:28.320
<v Speaker 1>a new asset?

0:15:28.980 --> 0:15:34.560
<v Speaker 2>It varies by fund, but moderate leverage across our fund base,

0:15:34.620 --> 0:15:36.660
<v Speaker 2>like around 50%.

0:15:36.660 --> 0:15:40.950
<v Speaker 1>50%, gotcha. Could you talk about, are customers still carrying

0:15:41.050 --> 0:15:45.710
<v Speaker 1>more inventory and building greater redundancy in their supply chains,

0:15:45.770 --> 0:15:50.440
<v Speaker 1>or has the pendulum swung back towards focusing on more

0:15:50.500 --> 0:15:51.880
<v Speaker 1>efficiencies and costs?

0:15:52.580 --> 0:15:57.510
<v Speaker 2>I think post-COVID, obviously, everyone swung very hard to safety stock.

0:15:57.670 --> 0:15:59.890
<v Speaker 2>It has moved back. I don't think it's come all

0:15:59.910 --> 0:16:04.420
<v Speaker 2>the way back to wildly efficient. I think the reason

0:16:04.460 --> 0:16:07.600
<v Speaker 2>for that is risk is still very much apparent in

0:16:07.620 --> 0:16:10.430
<v Speaker 2>the supply chain network, whether it's what's happening in the

0:16:10.470 --> 0:16:15.850
<v Speaker 2>Middle East, what's happened in other, whether it's tariffs or

0:16:15.910 --> 0:16:21.150
<v Speaker 2>political uncertainty, geopolitics, I think all our customers continue to

0:16:21.210 --> 0:16:25.330
<v Speaker 2>focus on just managing their risk profile. And when you

0:16:25.350 --> 0:16:29.390
<v Speaker 2>think of supply chain networks, what that generally means is

0:16:29.450 --> 0:16:32.090
<v Speaker 2>own a little more closer to the end destination. So

0:16:32.130 --> 0:16:35.890
<v Speaker 2>we still see Customers being thoughtful about, you know, just

0:16:36.050 --> 0:16:39.470
<v Speaker 2>inventory levels. I don't think they're at safety stock sort

0:16:39.510 --> 0:16:43.230
<v Speaker 2>of levels, but they've been pretty thoughtful about where they are.

0:16:43.430 --> 0:16:46.840
<v Speaker 2>I think it's also where some of this production is

0:16:46.890 --> 0:16:50.260
<v Speaker 2>coming from, what ports they're using, where they actually are

0:16:50.320 --> 0:16:54.200
<v Speaker 2>locating goods around the country. They're not getting isolated with

0:16:54.340 --> 0:16:57.260
<v Speaker 2>one port of entry. And I think some big retailers

0:16:57.320 --> 0:17:00.300
<v Speaker 2>really have sort of expanded to the four corner strategy.

0:17:00.340 --> 0:17:02.520
<v Speaker 2>And we're seeing that working pretty well for them.

0:17:02.940 --> 0:17:05.119
<v Speaker 1>And, you know, just generally speaking, you know, when you

0:17:05.140 --> 0:17:09.929
<v Speaker 1>guys are increasing rents or releases, what kind of increase

0:17:10.010 --> 0:17:11.189
<v Speaker 1>are you guys getting?

0:17:11.530 --> 0:17:14.970
<v Speaker 2>Yeah, I mean, it varies by market. Every market, you know,

0:17:14.990 --> 0:17:17.770
<v Speaker 2>it's sort of rolling to market rents. But, you know,

0:17:17.810 --> 0:17:21.230
<v Speaker 2>it varies economics, like what the old lease was, how

0:17:21.320 --> 0:17:22.800
<v Speaker 2>old the old lease was. So it would be very

0:17:22.840 --> 0:17:26.020
<v Speaker 2>hard to specifically call one. I think rents, though, if

0:17:26.060 --> 0:17:28.520
<v Speaker 2>you said market rents in the United States, which is

0:17:28.560 --> 0:17:31.180
<v Speaker 2>probably a better way to think about it, I think

0:17:31.260 --> 0:17:33.859
<v Speaker 2>market rents have been sort of flat for the last

0:17:33.920 --> 0:17:36.880
<v Speaker 2>year and they feel like they're starting, like more recently,

0:17:36.900 --> 0:17:39.600
<v Speaker 2>we're starting to see some growth across the country. But,

0:17:40.200 --> 0:17:44.040
<v Speaker 2>you know, that's wildly different between Dallas. You're seeing strong

0:17:44.080 --> 0:17:47.920
<v Speaker 2>rent market rent growth, where other markets that have, you know,

0:17:47.980 --> 0:17:51.160
<v Speaker 2>significant amount of supply and they're reabsorbing a flat bit

0:17:51.200 --> 0:17:52.040
<v Speaker 2>like the West Coast.

0:17:52.560 --> 0:17:54.350
<v Speaker 1>Are you guys involved at all in temperature control?

0:17:54.900 --> 0:17:57.600
<v Speaker 2>We have a little bit of cold storage, but we're

0:17:57.640 --> 0:18:00.859
<v Speaker 2>not a huge cold storage operator. I think what we

0:18:00.900 --> 0:18:05.400
<v Speaker 2>found is that's highly operationally intensive and there's other companies

0:18:05.460 --> 0:18:08.210
<v Speaker 2>that have been very much specifically focused on that.

0:18:08.570 --> 0:18:11.490
<v Speaker 1>And so, you know, you kind of mentioned some of

0:18:11.510 --> 0:18:15.810
<v Speaker 1>the nearshoring trends. A lot of folks kind of put

0:18:15.850 --> 0:18:18.630
<v Speaker 1>their money on Mexico as where a lot of manufacturing

0:18:18.670 --> 0:18:25.480
<v Speaker 1>might go. Outside of having properties along the border in Texas.

0:18:25.520 --> 0:18:28.160
<v Speaker 1>Do you guys have anything south of the border?

0:18:28.720 --> 0:18:31.000
<v Speaker 2>We do not own anything in Mexico.

0:18:31.400 --> 0:18:34.300
<v Speaker 1>Is that like an opportunity or there's a reason? There's

0:18:34.320 --> 0:18:35.660
<v Speaker 1>a very good reason why you're not there.

0:18:36.119 --> 0:18:39.330
<v Speaker 2>No, I think it absolutely is an opportunity. We've looked

0:18:39.400 --> 0:18:43.630
<v Speaker 2>at it. I mean, Blackstone invests globally. So it absolutely

0:18:43.650 --> 0:18:46.790
<v Speaker 2>is something that we have looked at with them. We own,

0:18:46.990 --> 0:18:50.460
<v Speaker 2>we're a sizable owner in El Paso. We just haven't

0:18:50.520 --> 0:18:53.480
<v Speaker 2>found the right opportunity in Mexico yet.

0:18:53.520 --> 0:18:58.629
<v Speaker 1>When you guys are developing a new property, I'm assuming

0:18:58.690 --> 0:19:00.730
<v Speaker 1>there's a lot that goes into the decision of where

0:19:00.750 --> 0:19:03.770
<v Speaker 1>you're doing it. Can you just talk about those inputs

0:19:03.850 --> 0:19:06.959
<v Speaker 1>and on what makes, whether it's a brownfield or a greenfield,

0:19:07.000 --> 0:19:10.440
<v Speaker 1>an attractive place to build in a logistics park?

0:19:11.210 --> 0:19:12.889
<v Speaker 2>Yeah, I think the first thing I would say is

0:19:12.990 --> 0:19:16.090
<v Speaker 2>where's the demand going? And so what we really tried

0:19:16.130 --> 0:19:19.890
<v Speaker 2>to do is own land in locations where we think

0:19:19.930 --> 0:19:24.010
<v Speaker 2>demand is, whether that is in infill New Jersey, Boston,

0:19:24.030 --> 0:19:28.909
<v Speaker 2>we're building something right now in Miami, right near the

0:19:28.950 --> 0:19:31.820
<v Speaker 2>Hard Rock Stadium. We're really trying to find that where

0:19:31.859 --> 0:19:36.400
<v Speaker 2>we think demand will start to either emerge or move to,

0:19:36.720 --> 0:19:39.980
<v Speaker 2>and that generally is close to the end consumer or

0:19:40.000 --> 0:19:44.129
<v Speaker 2>the user's and consumer. And then when we look at that, obviously,

0:19:44.170 --> 0:19:46.300
<v Speaker 2>then you need to see what are the rents we

0:19:46.320 --> 0:19:48.790
<v Speaker 2>can achieve in that market for a brand new class

0:19:48.869 --> 0:19:52.040
<v Speaker 2>A building? What do we think the long-term value of

0:19:52.080 --> 0:19:55.100
<v Speaker 2>that opportunity would be? And then the cost. And then

0:19:55.619 --> 0:19:58.460
<v Speaker 2>if there's economic reasons to do it, we can lean in.

0:19:58.500 --> 0:20:01.340
<v Speaker 2>So we are developing a number of sites right now

0:20:01.380 --> 0:20:04.460
<v Speaker 2>where we think that the economics make sense. But I'd

0:20:04.480 --> 0:20:06.820
<v Speaker 2>say the number one reason of where we will develop

0:20:06.840 --> 0:20:10.639
<v Speaker 2>or the number one commonalities, where do we think demand

0:20:10.680 --> 0:20:14.500
<v Speaker 2>will start to proliferate? And generally, we find that infill,

0:20:15.180 --> 0:20:17.959
<v Speaker 2>infill developments is where the opportunity exists.

0:20:18.480 --> 0:20:20.560
<v Speaker 1>And is there a part of the country where the

0:20:20.640 --> 0:20:26.990
<v Speaker 1>economics are the most attractive, where that intersection between cost

0:20:27.070 --> 0:20:28.770
<v Speaker 1>and opportunity meet?

0:20:29.630 --> 0:20:31.030
<v Speaker 2>Yeah, I think there the market is just saying the

0:20:31.070 --> 0:20:34.810
<v Speaker 2>biggest demand. I think in Dallas or Texas in general,

0:20:34.830 --> 0:20:39.380
<v Speaker 2>but Dallas has a real opportunity. I think Southeast Florida,

0:20:39.520 --> 0:20:42.180
<v Speaker 2>there's an opportunity due to the fact it's very, very

0:20:42.240 --> 0:20:45.900
<v Speaker 2>hard to build there. There's limited land. There's growing consumption

0:20:45.940 --> 0:20:50.940
<v Speaker 2>and population. I think in South Bay, LA remains pretty

0:20:51.000 --> 0:20:54.430
<v Speaker 2>attractive with all the aerospace and defense that's starting to

0:20:54.490 --> 0:20:58.350
<v Speaker 2>appear in that particular market. So there's a handful of markets.

0:20:58.369 --> 0:21:01.920
<v Speaker 2>They all have different reasons, but Markets that have, it's

0:21:02.000 --> 0:21:06.210
<v Speaker 2>difficult to supply with growing consumption, you seem to find

0:21:06.230 --> 0:21:08.670
<v Speaker 2>those two things, as you mentioned, start to cover less.

0:21:09.510 --> 0:21:13.070
<v Speaker 1>Right. And when you guys are using technology or developing

0:21:13.109 --> 0:21:18.280
<v Speaker 1>technology for your business, could you talk about how a

0:21:18.320 --> 0:21:20.800
<v Speaker 1>company like yours leverages technology?

0:21:21.119 --> 0:21:23.960
<v Speaker 2>Yeah, I think from a landlord's point of view, there's

0:21:24.000 --> 0:21:28.990
<v Speaker 2>obviously operational efficiencies we can extract. Out of running our business,

0:21:29.070 --> 0:21:34.170
<v Speaker 2>whether it's using AI or process automation with technology, we're

0:21:34.290 --> 0:21:40.600
<v Speaker 2>using technology at the buildings, whether it's cameras, security, and

0:21:40.700 --> 0:21:46.560
<v Speaker 2>other forms of energy efficiency or sustainability efficiency opportunities there.

0:21:47.850 --> 0:21:51.650
<v Speaker 2>And then we believe in our business, data and insights

0:21:51.710 --> 0:21:55.750
<v Speaker 2>remain incredibly impactful to how we can find the path

0:21:55.790 --> 0:21:58.830
<v Speaker 2>of growth, invest around that path of growth. We have

0:21:58.869 --> 0:22:01.570
<v Speaker 2>one of the largest data sets, I think, in our sector.

0:22:01.590 --> 0:22:04.810
<v Speaker 2>So we really sort of went heavy into data and

0:22:04.869 --> 0:22:08.080
<v Speaker 2>insights that we can use to make better decisions at Link,

0:22:08.100 --> 0:22:10.980
<v Speaker 2>but then also help our customers make better decisions on

0:22:11.840 --> 0:22:15.570
<v Speaker 2>supply chain networks and nodes, sort of There's some of

0:22:15.609 --> 0:22:19.170
<v Speaker 2>the examples of that. Our customers are obviously heavily investing

0:22:19.210 --> 0:22:24.969
<v Speaker 2>in technology, hard technology in the buildings, automation, autonomous trucks,

0:22:25.230 --> 0:22:28.020
<v Speaker 2>and then also electric vehicles throughout their fleet networks.

0:22:28.880 --> 0:22:33.859
<v Speaker 1>You mentioned security. In transports, obviously fraud and security is

0:22:33.920 --> 0:22:38.580
<v Speaker 1>becoming a bigger and bigger issue. As a landlord, are

0:22:38.600 --> 0:22:42.119
<v Speaker 1>you expected to provide a bare minimum security kind of

0:22:42.430 --> 0:22:44.940
<v Speaker 1>security or is the security you have a fence with

0:22:44.980 --> 0:22:48.520
<v Speaker 1>a gate and then the person that leases the space

0:22:48.580 --> 0:22:49.920
<v Speaker 1>is responsible for everything else?

0:22:50.320 --> 0:22:54.000
<v Speaker 2>Generally, the customer is responsible for security. We do provide

0:22:54.119 --> 0:22:56.449
<v Speaker 2>secure buildings. I mean, that would make it attractive to

0:22:56.470 --> 0:22:59.169
<v Speaker 2>a customer, whether it's a gated truck call, whether it's

0:22:59.230 --> 0:23:03.590
<v Speaker 2>cameras at the facility. But generally, the customers come with

0:23:03.630 --> 0:23:08.050
<v Speaker 2>their own security arrangements. They normally have 50, 100 buildings.

0:23:08.130 --> 0:23:11.020
<v Speaker 2>But for our smaller customers, we provide support on that.

0:23:12.190 --> 0:23:13.930
<v Speaker 2>But generally, the customer comes with that.

0:23:14.770 --> 0:23:16.850
<v Speaker 1>And, you know, you guys have become one of the

0:23:16.890 --> 0:23:20.640
<v Speaker 1>largest players. What does the scale provide for you outside

0:23:20.660 --> 0:23:23.740
<v Speaker 1>of maybe a lower cost of capital? Do you see

0:23:23.760 --> 0:23:26.459
<v Speaker 1>deals before they hit the market? Just if you can

0:23:26.500 --> 0:23:29.159
<v Speaker 1>talk about, you know, how why your scale kind of

0:23:29.200 --> 0:23:29.720
<v Speaker 1>helps you guys.

0:23:30.380 --> 0:23:32.830
<v Speaker 2>I think there's a few things. One, I think we

0:23:32.850 --> 0:23:36.810
<v Speaker 2>can give better solutions to our customers. So that's simple

0:23:36.910 --> 0:23:40.750
<v Speaker 2>as we have hundreds of buildings in the largest markets

0:23:40.790 --> 0:23:43.110
<v Speaker 2>and we can help you grow and shrink as your

0:23:43.170 --> 0:23:47.570
<v Speaker 2>business ebbs and flows. I think that's very helpful as

0:23:47.609 --> 0:23:50.800
<v Speaker 2>we think about our overall business. I think we have

0:23:50.840 --> 0:23:54.080
<v Speaker 2>more access to information so we can make decisions. We

0:23:54.100 --> 0:23:57.340
<v Speaker 2>can use that data and insights to make better decisions

0:23:57.400 --> 0:24:00.630
<v Speaker 2>with our customers, for our customers. And then I think

0:24:00.790 --> 0:24:04.350
<v Speaker 2>scale also allows you, as you think about building out

0:24:04.450 --> 0:24:07.910
<v Speaker 2>the best network of team members, I think being larger

0:24:07.930 --> 0:24:11.109
<v Speaker 2>allows you to get better employees and smarter employees that

0:24:11.130 --> 0:24:13.650
<v Speaker 2>can do better things for your customers. So I think

0:24:13.690 --> 0:24:15.990
<v Speaker 2>as we think about the benefit of scale, a lot

0:24:16.020 --> 0:24:18.959
<v Speaker 2>of it points to what we can deliver for our customers,

0:24:19.420 --> 0:24:22.700
<v Speaker 2>more buildings and better locations. I think we can share

0:24:22.760 --> 0:24:25.580
<v Speaker 2>and use data to make better decisions with our customers.

0:24:26.060 --> 0:24:29.929
<v Speaker 2>And I think we can hire people exceptional people that

0:24:29.950 --> 0:24:32.300
<v Speaker 2>can do that. And I think scale is a huge

0:24:32.380 --> 0:24:34.200
<v Speaker 2>component part to be able to do all three.

0:24:35.080 --> 0:24:39.240
<v Speaker 1>And the relationship that Blackstone has, your relationship, well, the

0:24:39.280 --> 0:24:43.620
<v Speaker 1>ownership of Blackstone, you know, does the sister companies always

0:24:43.660 --> 0:24:48.290
<v Speaker 1>go to link first, you know, of other... other companies

0:24:48.310 --> 0:24:50.129
<v Speaker 1>that the Blackstone family owns?

0:24:50.210 --> 0:24:53.340
<v Speaker 2>That need warehouses, absolutely. We're a service provider to the

0:24:53.400 --> 0:24:58.020
<v Speaker 2>Blackstone ecosystem, just like there's other Blackstone portfolio companies that

0:24:58.080 --> 0:25:00.659
<v Speaker 2>we can use that could be in technology or in,

0:25:01.240 --> 0:25:04.440
<v Speaker 2>you know, whether it's the LiftMaster company and things like that.

0:25:04.540 --> 0:25:07.639
<v Speaker 2>So it is a great network that LENC gets to

0:25:07.720 --> 0:25:10.270
<v Speaker 2>benefit from, but yeah, we are absolutely a port of

0:25:10.290 --> 0:25:11.770
<v Speaker 2>call for all the Blackstone companies.

0:25:12.330 --> 0:25:15.210
<v Speaker 1>So when you made the move into, you know, industrial

0:25:15.230 --> 0:25:19.109
<v Speaker 1>real estate, what was the biggest surprise going into that

0:25:19.170 --> 0:25:23.409
<v Speaker 1>business compared to, you know, maybe your perception of it beforehand?

0:25:24.050 --> 0:25:26.530
<v Speaker 2>Yeah, I think the biggest one was if you think

0:25:26.570 --> 0:25:30.360
<v Speaker 2>of an industrial warehouse and you drive past them, whether

0:25:30.380 --> 0:25:34.260
<v Speaker 2>it's in O'Hare, I live in Chicago, whether it's, you know,

0:25:34.300 --> 0:25:38.399
<v Speaker 2>drive around any major interstate you see them. They're fairly

0:25:38.510 --> 0:25:42.050
<v Speaker 2>simple buildings. It's when you go inside, it's like the

0:25:42.190 --> 0:25:46.429
<v Speaker 2>magic of the US economy and the importance of the

0:25:46.619 --> 0:25:49.399
<v Speaker 2>infrastructure that is laid out. And it may not be

0:25:49.420 --> 0:25:51.300
<v Speaker 2>just the building, but just how it fits in a

0:25:51.320 --> 0:25:55.810
<v Speaker 2>broader supply chain network. I didn't have a full appreciation

0:25:55.950 --> 0:25:59.270
<v Speaker 2>for the supply chain network of the country. Think about

0:25:59.310 --> 0:26:02.910
<v Speaker 2>an aeroplane being built and all the component parts from

0:26:02.950 --> 0:26:05.830
<v Speaker 2>the blade and the engine, the engine getting shipped, all

0:26:05.869 --> 0:26:10.290
<v Speaker 2>of that runs through many, many warehouses. And to be

0:26:10.369 --> 0:26:12.530
<v Speaker 2>able to be at the right spot at the right

0:26:12.570 --> 0:26:16.949
<v Speaker 2>time to be added to the end product. So 45

0:26:16.950 --> 0:26:19.960
<v Speaker 2>planes leave the lot every month. So it's just that

0:26:20.200 --> 0:26:27.640
<v Speaker 2>intense complexity and the interconnectivity of the ecosystem I didn't appreciate.

0:26:28.220 --> 0:26:30.530
<v Speaker 2>And the warehouse, and I said at the very beginning,

0:26:30.609 --> 0:26:35.210
<v Speaker 2>we humbly serve the U.S. economy through all these customers.

0:26:35.840 --> 0:26:39.119
<v Speaker 2>I really believe that. We really serve an important role

0:26:39.160 --> 0:26:42.900
<v Speaker 2>of how the economy has become wildly efficient here in America.

0:26:42.960 --> 0:26:46.450
<v Speaker 2>So I think that is something that I did underappreciate

0:26:46.510 --> 0:26:48.770
<v Speaker 2>and the importance of the building and the road networks

0:26:48.830 --> 0:26:51.510
<v Speaker 2>and the infrastructure networks that happen here in the country

0:26:51.609 --> 0:26:54.649
<v Speaker 2>really are something to behold. And those that are in

0:26:54.670 --> 0:26:58.430
<v Speaker 2>supply chain, my hat's off to you. I think it's remarkable.

0:26:59.109 --> 0:27:05.210
<v Speaker 1>And do you think there's an obvious relationship between logistics

0:27:05.270 --> 0:27:08.790
<v Speaker 1>real estate and its relationship with the general freight cycle?

0:27:10.490 --> 0:27:12.820
<v Speaker 1>Are you guys able to ebb and flow as quickly

0:27:12.900 --> 0:27:13.980
<v Speaker 1>as the freight cycle moves?

0:27:14.460 --> 0:27:16.360
<v Speaker 2>I don't know if we can move quite as fast

0:27:16.440 --> 0:27:19.639
<v Speaker 2>as that, but there is absolutely a relationship as the

0:27:19.700 --> 0:27:23.540
<v Speaker 2>freight cycle, especially up steam, we'll see more leasing. What

0:27:23.560 --> 0:27:27.150
<v Speaker 2>we're seeing year to date is significantly more leasing than

0:27:27.170 --> 0:27:30.160
<v Speaker 2>a year ago. It's like up 30% from a year ago.

0:27:30.290 --> 0:27:32.970
<v Speaker 2>So we're seeing pretty strong demand, but it's not just

0:27:33.010 --> 0:27:38.129
<v Speaker 2>all freight. Like there's manufacturing in there, there's service orientated businesses.

0:27:38.190 --> 0:27:41.469
<v Speaker 2>So it links a little bit more to GDP and

0:27:41.490 --> 0:27:44.409
<v Speaker 2>it doesn't move as quickly. I think the freight cycle

0:27:44.650 --> 0:27:48.570
<v Speaker 2>is much faster to react. These are longer term contracts,

0:27:48.990 --> 0:27:52.710
<v Speaker 2>the leases, but there is an absolute relationship between that

0:27:53.050 --> 0:27:55.050
<v Speaker 2>and the leasing we're seeing.

0:27:55.640 --> 0:27:58.010
<v Speaker 1>And obviously you'd always want to be a hundred percent, um,

0:27:58.430 --> 0:28:00.850
<v Speaker 1>leased out if that's the right term, probably not.

0:28:01.109 --> 0:28:01.830
<v Speaker 2>Absolutely.

0:28:02.210 --> 0:28:05.169
<v Speaker 1>Uh, is, is there, is there a number that you

0:28:05.190 --> 0:28:08.750
<v Speaker 1>kind of always, always hovering around or like, is there

0:28:08.770 --> 0:28:11.020
<v Speaker 1>a number where it's a bad market? Like, do you

0:28:11.040 --> 0:28:13.560
<v Speaker 1>get the 60% or are you selling assets when you

0:28:13.580 --> 0:28:14.140
<v Speaker 1>get that low?

0:28:14.280 --> 0:28:16.360
<v Speaker 2>Yeah, I don't think we ever get anywhere near that.

0:28:16.400 --> 0:28:20.440
<v Speaker 2>So the availability for the country, like availability in warehouses

0:28:20.520 --> 0:28:24.720
<v Speaker 2>around about 8% today. In the middle of COVID where

0:28:24.740 --> 0:28:28.859
<v Speaker 2>the world was super tight, it was probably 5%. And

0:28:28.900 --> 0:28:31.200
<v Speaker 2>then post COVID where there was a lot of delivery,

0:28:31.240 --> 0:28:34.530
<v Speaker 2>it sort of gapped out to up a nine. So

0:28:34.810 --> 0:28:36.750
<v Speaker 2>this is a healthy market. I think if you look

0:28:36.830 --> 0:28:41.170
<v Speaker 2>over a long-term history, I think average availability is like

0:28:41.250 --> 0:28:44.750
<v Speaker 2>seven to 8%. So this is a constructive market for

0:28:44.810 --> 0:28:45.370
<v Speaker 2>our sector.

0:28:45.630 --> 0:28:45.890
<v Speaker 1>Yeah.

0:28:46.880 --> 0:28:48.959
<v Speaker 2>If you just think of the U.S. economy, like it's

0:28:48.980 --> 0:28:53.380
<v Speaker 2>a good bellwether for the economy. And, you know, the U.S. economy,

0:28:53.400 --> 0:28:56.040
<v Speaker 2>like everything we're seeing from small by leasing, which is

0:28:56.080 --> 0:29:01.730
<v Speaker 2>better local business growth, consumption to bulk and manufacturing, like

0:29:01.790 --> 0:29:06.130
<v Speaker 2>demand continues to be very resilient, which I think we're

0:29:06.150 --> 0:29:08.530
<v Speaker 2>seeing in other pockets of the U.S. economy as well.

0:29:09.710 --> 0:29:12.190
<v Speaker 1>And if you, you know, looked into your crystal ball

0:29:13.160 --> 0:29:15.770
<v Speaker 1>and looked up five years, Do you think there's going

0:29:15.790 --> 0:29:19.600
<v Speaker 1>to be anything materially different in the warehousing business and

0:29:19.660 --> 0:29:21.560
<v Speaker 1>in your business in five years?

0:29:22.560 --> 0:29:24.800
<v Speaker 2>I don't think it'll be material. I think the need

0:29:24.840 --> 0:29:27.260
<v Speaker 2>for power at the buildings will continue to go up.

0:29:27.360 --> 0:29:31.810
<v Speaker 2>If you think of automation, EV trucking, I just think

0:29:31.880 --> 0:29:36.600
<v Speaker 2>we're a very low power intensive business. It'll probably drift up.

0:29:36.730 --> 0:29:39.250
<v Speaker 2>You see the odd things change in our building, clear

0:29:39.290 --> 0:29:42.580
<v Speaker 2>height over the last 20 years has gone up they

0:29:42.600 --> 0:29:47.140
<v Speaker 2>want more cubic feet trailer parking more needed but if

0:29:47.180 --> 0:29:49.650
<v Speaker 2>you think of the bulk of the business it is

0:29:50.110 --> 0:29:54.710
<v Speaker 2>well located functional buildings close to population centers and road

0:29:54.770 --> 0:29:58.930
<v Speaker 2>networks those core things won't change in the next five years.

0:29:59.230 --> 0:30:01.350
<v Speaker 1>And when you guys buy a new asset, is that

0:30:01.750 --> 0:30:04.050
<v Speaker 1>the biggest thing that you maybe have to reinvest in

0:30:04.150 --> 0:30:07.050
<v Speaker 1>is its ability to provide a certain amount of power

0:30:08.090 --> 0:30:10.040
<v Speaker 1>to the facility? Sometimes.

0:30:10.060 --> 0:30:13.560
<v Speaker 2>Yeah, I think that's and that's more you really need

0:30:13.580 --> 0:30:15.920
<v Speaker 2>to have. And we've built a power and infrastructure team

0:30:15.940 --> 0:30:19.300
<v Speaker 2>here at Link that just focuses on power upgrading to buildings.

0:30:20.280 --> 0:30:23.100
<v Speaker 2>As we think through it, not always, like sometimes it's

0:30:23.120 --> 0:30:25.600
<v Speaker 2>got enough power and most of our buildings do have

0:30:25.660 --> 0:30:29.210
<v Speaker 2>sufficient power for today's user and tomorrow's user. It's more

0:30:29.690 --> 0:30:33.630
<v Speaker 2>the general trend of a path of travel. I think

0:30:33.690 --> 0:30:35.450
<v Speaker 2>over the next five years will be just a little

0:30:35.490 --> 0:30:39.420
<v Speaker 2>more power across the buildings. You know, we nothing like

0:30:39.460 --> 0:30:42.300
<v Speaker 2>some of the other asset class uses, but we'll probably

0:30:42.320 --> 0:30:43.240
<v Speaker 2>just need a little bit more power.

0:30:44.470 --> 0:30:48.170
<v Speaker 1>Now, you're involved in logistics, and one of the major

0:30:48.250 --> 0:30:50.920
<v Speaker 1>things in logistics is getting food to people. And I

0:30:50.950 --> 0:30:55.800
<v Speaker 1>know you've co-founded CoreGiving to fight childhood hunger and food insecurity.

0:30:56.540 --> 0:31:00.780
<v Speaker 1>What drove you to that, obviously, besides being a good person?

0:31:01.540 --> 0:31:05.040
<v Speaker 2>Yeah, and it really started almost a decade ago. It

0:31:05.100 --> 0:31:07.770
<v Speaker 2>was probably a decade ago when we started looking at it.

0:31:08.360 --> 0:31:11.560
<v Speaker 2>When we sort of think about the problems, And there's

0:31:11.620 --> 0:31:14.090
<v Speaker 2>so many great courses out there, but the one that

0:31:14.110 --> 0:31:15.870
<v Speaker 2>really stood out to a lot of our team, and

0:31:15.930 --> 0:31:17.950
<v Speaker 2>I was just one of the many people that worked

0:31:18.030 --> 0:31:21.170
<v Speaker 2>on this, was one in five children don't know where

0:31:21.210 --> 0:31:23.170
<v Speaker 2>their next meal's coming from. And if you sort of

0:31:23.210 --> 0:31:25.610
<v Speaker 2>then expand that into, well, if you don't know where

0:31:25.650 --> 0:31:28.370
<v Speaker 2>your next meal's coming from, do you learn? And if

0:31:28.410 --> 0:31:31.970
<v Speaker 2>you don't, there's a whole ripple effect of not getting

0:31:31.990 --> 0:31:34.600
<v Speaker 2>the nutrition you need. And you do more work with

0:31:35.380 --> 0:31:38.300
<v Speaker 2>Feeding America. And so what we were able to do

0:31:38.340 --> 0:31:41.460
<v Speaker 2>with Call Giving is sort of combine what is now

0:31:41.570 --> 0:31:45.970
<v Speaker 2>almost 20 different Blackstone portfolio companies where we raise money,

0:31:45.990 --> 0:31:48.350
<v Speaker 2>we give time and effort. We have Call Giving Day

0:31:48.370 --> 0:31:53.530
<v Speaker 2>where we have 4,000 volunteers this October 1st around the

0:31:53.590 --> 0:31:58.410
<v Speaker 2>world giving back to food insecurity in local markets. And,

0:31:58.540 --> 0:32:02.340
<v Speaker 2>you know, we really think, unfortunately, This is still a problem,

0:32:02.480 --> 0:32:05.580
<v Speaker 2>not just in the US, pretty much globally. And it's

0:32:05.700 --> 0:32:08.070
<v Speaker 2>one we're going to continue to fight for. And hopefully

0:32:08.110 --> 0:32:10.470
<v Speaker 2>we can really make a dent in it because I

0:32:10.510 --> 0:32:14.770
<v Speaker 2>think the long-term impact of not having our children and

0:32:14.830 --> 0:32:20.170
<v Speaker 2>people having food insecurity is just massive. So it's saying

0:32:20.190 --> 0:32:22.990
<v Speaker 2>we're being very proud to partner with our local food pantries.

0:32:23.050 --> 0:32:25.810
<v Speaker 2>We have so many different partners that give to this

0:32:25.890 --> 0:32:28.310
<v Speaker 2>as well. And I'm just fortunate to be part of that.

0:32:28.950 --> 0:32:33.360
<v Speaker 1>And does Link, Does Link provide the warehousing space for

0:32:33.920 --> 0:32:35.440
<v Speaker 1>the food to be distributed?

0:32:35.680 --> 0:32:39.170
<v Speaker 2>Yeah, we generally work with our local food pantries, like

0:32:39.210 --> 0:32:42.910
<v Speaker 2>just Call Giving does. We do donate space, not just

0:32:43.010 --> 0:32:48.230
<v Speaker 2>for food, but it could be for emergency services, toys

0:32:48.250 --> 0:32:51.330
<v Speaker 2>for kids. We do that throughout the Link network. It

0:32:51.370 --> 0:32:54.550
<v Speaker 2>doesn't have to specifically be for food. Obviously, for food,

0:32:54.590 --> 0:32:57.100
<v Speaker 2>you need food, great facilities. I would think of it

0:32:57.130 --> 0:33:01.820
<v Speaker 2>more the Chicago Food Depository. We give money. We all

0:33:01.860 --> 0:33:05.300
<v Speaker 2>donate time there. All the Link employees, all the Blackstone

0:33:05.320 --> 0:33:10.050
<v Speaker 2>port co-companies in Chicago do that. The shocking stat was

0:33:10.120 --> 0:33:12.590
<v Speaker 2>last year, I was with the person that was running that,

0:33:12.630 --> 0:33:16.740
<v Speaker 2>the director there, who mentioned the need for the Chicago

0:33:16.800 --> 0:33:20.700
<v Speaker 2>food depository and food is greater now than in the

0:33:20.760 --> 0:33:24.520
<v Speaker 2>middle of COVID really resonated with me. Like this food

0:33:24.560 --> 0:33:27.840
<v Speaker 2>insecurity has got worse than when we're in the middle

0:33:27.880 --> 0:33:30.340
<v Speaker 2>of a pandemic. So we still have a long way

0:33:30.380 --> 0:33:34.340
<v Speaker 2>to go on this unfortunate epidemic here in this country.

0:33:34.380 --> 0:33:35.719
<v Speaker 2>And it's something we're very focused on.

0:33:36.540 --> 0:33:40.020
<v Speaker 1>And has your work with core giving changed the way

0:33:40.280 --> 0:33:40.880
<v Speaker 1>you lead link?

0:33:42.270 --> 0:33:45.209
<v Speaker 2>I think so. I think it gives you greater empathy

0:33:46.210 --> 0:33:51.900
<v Speaker 2>for people in different situations. It also gives you just

0:33:51.960 --> 0:33:54.820
<v Speaker 2>a little bit more humbleness about, you know, how lucky

0:33:55.140 --> 0:33:58.160
<v Speaker 2>many of us are. So we've really, you know, in

0:33:58.200 --> 0:34:00.680
<v Speaker 2>giving back to our communities, not just through call giving,

0:34:00.700 --> 0:34:03.800
<v Speaker 2>through our developing community grants, we give $ 2 million a

0:34:03.840 --> 0:34:08.239
<v Speaker 2>year across many different local projects, whether it's our development

0:34:08.300 --> 0:34:12.140
<v Speaker 2>partner program in different markets, like I really think as

0:34:12.200 --> 0:34:17.330
<v Speaker 2>we think about real estate and not just industrial, we

0:34:17.390 --> 0:34:21.670
<v Speaker 2>are a local business. The buildings we build have businesses

0:34:21.710 --> 0:34:25.110
<v Speaker 2>that employ local people. The shopping centers we build, local

0:34:25.180 --> 0:34:28.540
<v Speaker 2>people work at and shop at. The offices we build

0:34:28.580 --> 0:34:31.739
<v Speaker 2>have local people. The residential we build and own have

0:34:31.760 --> 0:34:34.360
<v Speaker 2>local people. We really are a local business. And if

0:34:34.420 --> 0:34:37.049
<v Speaker 2>we can leave those local communities better than the way

0:34:37.090 --> 0:34:39.170
<v Speaker 2>we found them, I think we're doing a better job.

0:34:39.690 --> 0:34:41.730
<v Speaker 2>And I think that's the onus is on all corporates

0:34:41.750 --> 0:34:43.410
<v Speaker 2>to do that wherever they possibly can.

0:34:44.320 --> 0:34:48.060
<v Speaker 1>Absolutely. And, you know, it's great work that you're doing there.

0:34:48.080 --> 0:34:49.859
<v Speaker 1>You know, before I let you go, Luke, I always

0:34:49.900 --> 0:34:52.299
<v Speaker 1>like to ask our guests a question about if they

0:34:52.320 --> 0:34:56.760
<v Speaker 1>read a book on leadership, in your case, real estate,

0:34:56.820 --> 0:35:00.790
<v Speaker 1>supply chains, businesses that have kind of resonated with you

0:35:00.810 --> 0:35:01.350
<v Speaker 1>through the years.

0:35:01.900 --> 0:35:04.450
<v Speaker 2>Yeah, I think the one that stands out, I read

0:35:04.469 --> 0:35:06.570
<v Speaker 2>a long time ago, is the book Good to Great.

0:35:08.550 --> 0:35:13.090
<v Speaker 2>My summary of it is the simple mantra of hire

0:35:13.150 --> 0:35:17.469
<v Speaker 2>great people, great people do great things. And I think

0:35:17.510 --> 0:35:20.569
<v Speaker 2>what we've done here at Link is we've hired exceptional

0:35:20.640 --> 0:35:23.180
<v Speaker 2>people and then we've built great tools and then we

0:35:23.739 --> 0:35:26.259
<v Speaker 2>allow great people to do great things. And we've been

0:35:26.320 --> 0:35:28.899
<v Speaker 2>very fortunate. The teammates we have here and what they

0:35:28.940 --> 0:35:32.980
<v Speaker 2>do every day across the country. And I think that

0:35:33.060 --> 0:35:35.799
<v Speaker 2>is the cool thing. So that was a book that

0:35:35.840 --> 0:35:37.859
<v Speaker 2>really stood with me a long time ago. There's so

0:35:37.900 --> 0:35:41.340
<v Speaker 2>many great books on leadership and being a servant leader

0:35:41.360 --> 0:35:44.200
<v Speaker 2>and humble, but that's the one that really stands out.

0:35:44.760 --> 0:35:47.339
<v Speaker 1>Great. Well, Luke, I really want to thank you for

0:35:47.360 --> 0:35:48.100
<v Speaker 1>joining us today.

0:35:48.500 --> 0:35:50.100
<v Speaker 2>Thank you so much, Luke. Thanks for having me.

0:35:50.480 --> 0:35:54.080
<v Speaker 1>And we really appreciate your insights on logistics, real estate,

0:35:54.120 --> 0:35:57.459
<v Speaker 1>supply chains, and the broader economy, and especially for sharing

0:35:57.480 --> 0:36:00.739
<v Speaker 1>the story behind your philanthropic work and why giving back

0:36:00.780 --> 0:36:03.580
<v Speaker 1>has become such an important part of your life and leadership.

0:36:03.719 --> 0:36:06.590
<v Speaker 1>And thank you for everyone for listening. If you enjoyed

0:36:06.610 --> 0:36:09.810
<v Speaker 1>the conversation, please take a moment to follow, rate, review,

0:36:09.910 --> 0:36:12.170
<v Speaker 1>and share the podcast with a friend or a colleague.

0:36:12.530 --> 0:36:16.549
<v Speaker 1>Your support helps us continue bringing you conversations with the

0:36:16.610 --> 0:36:20.360
<v Speaker 1>leaders shaping transportation and logistics. We've got a great lineup

0:36:20.390 --> 0:36:22.399
<v Speaker 1>of guests coming up, so be sure to check back

0:36:22.460 --> 0:36:27.860
<v Speaker 1>for more conversations with CEOs, founders, shippers, regulators, investors, and

0:36:28.000 --> 0:36:31.390
<v Speaker 1>other decision makers within the freight markets. Also, if you'd

0:36:31.430 --> 0:36:34.110
<v Speaker 1>like to learn more about the freight, transportation, and logistic markets,

0:36:34.130 --> 0:36:36.770
<v Speaker 1>you can find out our research on the Bloomberg Terminal

0:36:36.830 --> 0:36:39.470
<v Speaker 1>at bigo.com. And you can connect with me on LinkedIn

0:36:39.530 --> 0:36:42.239
<v Speaker 1>or follow me on X at Logistics Lee. I'd also

0:36:42.300 --> 0:36:45.740
<v Speaker 1>like to thank our outstanding producers, Miriam Traore and Aditya Samani,

0:36:46.000 --> 0:36:50.080
<v Speaker 1>for helping bringing Talking Transports to life each week. This

0:36:50.140 --> 0:36:52.859
<v Speaker 1>is Lee Klaskow signing off. Thanks for talking transports with me.

0:36:52.960 --> 0:36:53.739
<v Speaker 1>We'll see you next time.