Quattro Group AS
Quattro Group
Alberts was created in Auckland in 2020 to invest in B-grade office and create value by monetising the workplace culture gap across an entire building, now we win awards with our model.
A new economic model for office that is sustainable, delivers office as a desired destination and captures the value of workplace culture to drive asset performance.
A New Office Economy
Today and moving forward, there are
significant challenges when it comes to how
our customers approach their workspaces.
Our target market demands aspiration,
collaboration, sustainability and
community, the 4 keys aspects of the modern
workplace, often termed Hybrid.
We are ahead of the challenge, creating a new
office class and economic model, Green H-Premium, to meet our customers demand for
new workplaces that capture the true
meaning of Hybrid.
We execute a “brown to green” investment
strategy, delivering workplaces in existing
buildings that are aspirational, sustainable,
experience driven and are deeply valued by
our customers.
We understand workplace culture and the
market opportunity between traditional office
and the new. We deliver a new economic
model for office which is demand driven and
delivered via a closed economy model that
optimizes revenue.
We’ve re-created existing buildings into high performance award-winning investments.
Our unique knowledge of office uses non
traditional data and we create customer offers
that are attractive in terms of amenity, design
and importantly.
Our brand grabs the attention of our target
market, ensuring Alberts remains top of mind. Our core marketing theme is the creation of FOMO, ensuring a following and disrupting the status quo of office.
Our flagship, 1 Albert Street, is an award
winning asset that sets new revenue
parameters: it disrupts the traditional
economic model of office.
Quattro Alberts
Quattro Alberts is an operator of and investor in office buildings. We acquire assets, reposition and upcycle, create revenue and fully manage office buildings. Our current portfolio is worth $700m at completion.
Our inspiration is to create the office as a desired, sustainable destination for our customers. A core belief is that the greenest buildings are the buildings we already have.
Our focus is on the new economic of office, we are innovative but measured in creating value. This means listening, understanding and prioritising our customers satisfaction by actively engaging with the physical asset, developing an aspirational design, being accountable and delivering an ESG driven outcome.
We manage capital to optimise our investment partners returns by combining a focus on the economic with governance and sustainability. Our core belief is to protect capital and we do this by ensuring that the expectations of our key customers, the tenants, are met.
Our stabilised assets operate at levels not achieved by the traditional office model. Our track record means we are favoured by lenders and admired by our competitors.
The Church Bell, FOMO and WFH
At Alberts, our phenomenal experiences turns the workplace into a highly desired destination for our customers, the tenants.
This is driven by the four key pillars of Green H-Premium: Aspiration, Community, Collaboration and Sustainability. Our customer products are a combination of market research, a high performing leasing strategy, aspirational workspaces and a shared economy, based on the world’s best work clubs, with exceptional amenities, service and community.
Alberts creates a strong community with a customer focus led by our concierges, marketing, programming, private events and collaborative spaces.
As part of the new economic model, we have developed workplace products that offer our customers the elements they need to thrive in simple to acquire packages:
1. Agile Suites – 2 to 6 pax (up to 5% of NLA)
2. Private Suites – 6 to 50 pax (up to 40% of the NLA)
3. Bespoke – 20 to 250 pax ( the rest of the NLA)
4. Traditional – ok, we do play the old way as well (kind of)
And we develop new products to meet our customers needs and market changes. We are a deep thinker about the future of workplaces.
The $3 trillion Church Bell: A New Paradigm
The workplace culture gap
~NZ $700sqm | Traditional Office
Traditional office strategy responses to change; • Supply led model at economic rents • Leasing based on $/sqm and incentives • Responses to change: − Fitted suites, boring & not the right fit-out − Bigger incentives − Add co-work operators to tenant mix − Upgrade lobbies with cafes and trees • Some are more engaged: − Concierge services − More hospitality Results for investors: 1. More capital costs in build and incentives 2. Lower effective rents as too much ‘same’ product, the “Kia” impact. “Simple, do not build traditional solutions when your research tells you that you need desired destinations to meet demand.”
~NZ$1,000sqm | Alberts Auckland
The Alberts New Office strategy; Integrated Office operating system focussed on revenue by accessing value of the workplace culture gap across entire building: • Demand driven model executed through aspirational closed end economy model • Leasing based on 4 leasing offerings / products that are simple for the end user to understand through a simple charge PCM • End user pays less overall for much better workspace supported by community, aspirational design and collaboration. Results for investors: 1. Same or lower cost as traditional office strategy 2. Profit 30% to 50% higher per $sqm 3. The share economy occupies the “credit loss” space in the traditional strategy
NZ$2,000 + sqm | Co-Working
The Co Working Strategy; Rent arbitrage model across portion of building, not a contributor to revenue across whole of building; • Demand driven model executed through share economy. • Licences based on memberships; landlord may participate in revenue. • End user pays per desk, flexible terms, high turnover of users. • Expensive to operate due to constant marketing and cost. • Smaller tenants, lack of credit quality. Results for investors: 1. Incentives paid to co-working tenant. 2. Short-term users impact cash flow quality 3. Do not add to overall revenue “Regus, Spaces, Servcorp, Generator – all co-work rent arbitrage models"
“The team behind 1 Albert Street have delivered a project that gives a new lease of life to this prominent building, adding huge value as an investment, to its inhabitants and to the wider precinct.”
– Leonie Freeman, Property Council CEO
ESG: Brown to Green Strategy
We’re committed to creating a lasting legacy of high-quality, upcycled assets that excel in both sustainability and financial performance. Our approach is rooted in comprehensive lifecycle planning, guided by our robust ESG credentials and strategies. We actively seek opportunities to collaborate with our customers, supporting their ESG goals and community initiatives.
Our prudent capital management strategy is designed to safeguard investments throughout market cycles while identifying optimal moments to divest assets and reinvest capital. This forward-thinking approach ensures we deliver enduring value to our stakeholders while championing environmental responsibility and community engagement.
Quattro Alberts’ core focus as an investor, operator and partner
Acquisition
• Tired, inefficient assets, with poor ESG, with appropriate features,or
• New assets that are not well leased or are not performing to underwrite.
• Attractive emerging locations supported by infrastructure and new investment.
• Off market assets that offer ability for a well managed capital structure.
• Support “brown to green” and Alberts H premium workspace execution.
• Focus on capital relationships outcomes, governance and profit, be resilient in protecting capital and targets.
Upcycling
• Vacancy and short WALT allows restructuring to H Premium.
• Last 8% of NLA can be reconfigured cost efficiently to FOMO share economy.
• Deep dive market understanding of the revenue church bell opportunity.
• Design early, driven by economics, demand and design quality, at a known cost
• Sustainability is core, recycle and repurpose within an overall lifetime ESG plan
• Deliver a better outcome for our partners
Albert Experiences
• Customer focused, know our customers, who they are and how to communicate with them.
• Create attractive workspaces, both in design and economically, for our customers.
• Keep it simple, one price that is all inclusive and easy to use.
• Our customer experiences are core, whether it is the workspace, the community or events, we endeavour to meet our customers expectations.
• We evolve constantly through research
Sustainability
• Create a legacy of quality upcycled assets that will stand the test of time in terms of sustainability and financial performance.
• Endeavour to extend assets useful life’s through life cycle planning driven by our ESF credentials and strategies
• Be aware of opportunities to work with our customers to support there ESG and
community credentials
• Manage capital through cycles to protect capital invested and seek opportunity to exit assets in order to recycle capital.
Meet our team
Quattro has a seasoned management team with decades of international experience across real estate, finance, and investment.
Andrew Saunders
CEO
Andrew established Quattro in 2007 in a joint venture with Mulpha Group, with a PERE strategy that successfully invested in the Park Hyatt, Sydney, amonst other assets. In 2012, Mulpha Group interest was acquired and Quattro entered the US market, buying Record Realty $3bn US office portfolio for $50m with backing from the Los Angelos based Saban Group. In 2015, Quattro partnered with Morgan Stanley Real Estate Investment to acquire assets in Auckland.
Later, Alceon joint ventured with Quattro to invest in the Alberts Office strategy. In total, Andrew has acquired and successfully managed over $1bn of NZ office, $3bn of US office and $2bn in Australia. He has worked in the UK, Singapore, the US and ANZ. He founded Macquarie Banks platform in Asia, led Challengers Group US and UK investment and has a range of experience to deliver Quattro Alberts to a global platform.
The Quattro Team
60 Staff in ANZ
The Quattro team numbers over 60 staff, with backgrounds including Blackstone, CBRE and JLLS. This real estate experience is complimented by a digital marketing team, hospitality operations and brand creation, with these experiences combining to bring together the Quattro Alberts strategy execution.