Asset Manager

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EPR Properties

EPR Properties owns the theaters, ski resorts, and Topgolf venues that power America's leisure economy — a $5.7B net-lease REIT led by CEO Gregory Silvers.

EPR Properties

Founded in 1997 as Entertainment Properties Trust, EPR Properties emerged from the wreckage of the AMC Entertainment bankruptcy to become a specialized experiential REIT. Gregory Silvers took the helm as CEO in 2009 and steered the firm through the post-financial-crisis recession by doubling down on properties that cannot be replicated online. The firm's origin is rooted in a thesis that consumers will always pay for out-of-home experiences — a proposition that held through streaming disruption and proved itself again after pandemic closures. EPR's portfolio clusters around three experiential verticals. The largest segment, theaters, includes 46 properties leased to operators like AMC and Regal Cinemas under long-term triple-net agreements that require tenants to cover taxes, insurance, and maintenance. Eat & play venues form a second pillar, anchored by Topgolf locations and Andretti Indoor Karting facilities — assets where real estate value is inseparable from the operating business. A third segment, attractions, extends to ski resorts, waterparks, and cultural institutions including Camelback Resort in Pennsylvania and multiple Vail Resorts properties. The firm occasionally writes mortgage notes or enters joint ventures but overwhelmingly prefers direct property ownership with tenant credit underwriting. Total assets stood at approximately $5.7 billion as of the company's 2024 SEC filings, managed by a lean team of 66 professionals from a single Kansas City headquarters. EPR announced a transition to pure-play experiential focus with the September 2024 sale of its final education portfolio assets, which had consisted of private school and early childhood education properties. The firm operates no adjacent venture funds or philanthropic foundations, distinguishing it from multi-strategy asset managers that blend private credit with equity. EPR's triple-net lease structure is the genuine differentiator. Unlike operators that take property-level margin risk on the venues they own, EPR collects fixed rent checks regardless of box-office receipts or ski-season snowfall. This architecture means the firm functions more like a specialized credit underwriter than a traditional landlord — it approves tenants based on their ability to cover fixed charges over 15-to-20-year lease terms, then steps back from operations. The governance structure supports this conservatism: a majority-independent board and no external manager keep the firm aligned with equity and debt holders rather than deal fees.

Website
eprkc.com

General information

Firm type

Asset Manager

Year founded

1997

AUM

~$5.7B in total assets (per the firm, 2024)

Location

Region

North America

Country

United States

City

Kansas City

Corporate office

Kansas City, MO, United States

Principals

Gregory Silvers

President & Chief Executive Officer

Mark Peterson

Executive Vice President & Chief Financial Officer

Sector focus

Real EstateMedia & EntertainmentEducation

Frequently asked questions

What exactly does EPR Properties own?

EPR owns the underlying real estate of experiential venues — megaplex theaters, Topgolf and Andretti Karting locations, ski resorts, waterparks, and cultural attractions. The firm typically purchases a property from a developer or operator and immediately leases it back under a long-term triple-net agreement. AMC Entertainment, Regal Cinemas, and Vail Resorts are among the tenants whose buildings sit on EPR's balance sheet.

How does the net-lease model work and what risks does it transfer?

Under EPR's triple-net leases, the tenant pays property taxes, building insurance, and all maintenance costs in addition to base rent. The lease terms typically span 15 to 20 years with fixed annual escalators, effectively turning EPR into a fixed-income vehicle collateralized by real estate. The core risk EPR retains is tenant credit — if a movie chain files for bankruptcy, EPR must re-lease or sell the property, which happened with AMC's near-restructuring in 2020.

Who runs investment decisions at EPR Properties?

Gregory Silvers, President and CEO, has led the firm since 2009 and chairs the investment committee that approves every acquisition and disposition. Mark Peterson, the CFO, oversees capital markets and balance-sheet strategy. The board, chaired by Robert Druten, maintains a majority of independent directors, consistent with the firm's REIT governance standards.

What happened to EPR's education investment portfolio?

EPR historically maintained an education segment that owned private school and early childhood education facilities. The firm announced a strategic shift toward pure-play experiential real estate and completed the full divestiture of its education assets in September 2024. Proceeds from the sale were recycled into experiential acquisitions and debt reduction.

Why did EPR survive pandemic theater closures when other landlords struggled?

EPR collected approximately 85% of contractual theater rent during 2020 by negotiating deferral agreements rather than abatements — a strategy backed by the fact that its largest tenant, AMC, could not afford to lose access to prime real estate. The REIT also diversified away from pure theater exposure before the pandemic, building out the eat-and-play segment with Topgolf and attractions with ski resort acquisitions.

Is EPR Properties structured more like a REIT or an operating company?

EPR is a publicly traded equity REIT on the New York Stock Exchange under ticker EPR, meaning it must distribute at least 90% of taxable income to shareholders. The firm employs no external manager and takes no carried interest or promote on its deals — all revenue flows from lease payments, which the firm collects without involvement in the operations of the venues sitting on its land.

Which sectors does EPR Properties explicitly avoid?

EPR avoids any real estate category where the underlying experience can be replicated digitally or delivered to the home. Office buildings, data centers, industrial warehouses, multifamily apartments, and net-lease retail are all explicitly outside the mandate. The firm's investment committee screens out any proposed acquisition that does not fit within its three experiential verticals: theaters, eat-and-play, and attractions.

Profile maintained by using OSINT (open-source intelligence), regulatory filings, licensed data partners, and verified direct submissions. Read the methodology. Last updated: . Continuous refresh with full update cycles at least every 30 days.

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