CIM Group

CIM Group

CIM Group launched in 1994 as a real estate owner and operator and has since built a vertically-integrated platform spanning equity and credit across real assets. Its $32.0 billion in assets owned and operated as of December 2025 reflects a model that directly manages properties, infrastructure projects, and lending operations rather than acting as a passive capital allocator. The firm describes its clients broadly — they include institutional and individual investors, co-investors, fund and account holders, borrowers, and tenants — a structure that embeds multiple avenues for capital deployment and value capture. The strategy runs through three distinct platforms. The real estate business owns and operates thousands of leaseable properties across the Americas, seeking tenants whose goods and services support local needs. The infrastructure platform recently launched a permanent power company, securing a long-term power purchase agreement with an investment-grade offtaker and major financing from HPS Investment Partners. The credit platform provides lending solutions across the same real asset ecosystem, though specific vehicles and fund sizes are not publicly disclosed. The firm operates across North America and Europe. CIM reports a 900-person team supporting 304 assets globally as of year-end 2025. The firm’s headquarters are in Los Angeles, with additional office locations referenced but not individually named on its public website. A significant recent move is the formation of the permanent power platform, announced alongside the power purchase agreement and the HPS financing commitment, signaling expansion into next-generation digital infrastructure via owned operating companies. The structural differentiator is CIM’s vertical integration — it is an owner, operator, lender, and developer in a single entity, with clients defined to include the tenants and borrowers it serves. This operating-company posture means CIM makes money not just from asset appreciation or management fees, but from the cash flows of the businesses and properties it controls, a model that demands longer holding periods and in-house operational expertise.