Gary L. Greenberg

Greenberg spent years at Merrill Lynch serving high-net-worth clients under a traditional brokerage model. By 2005, he had concluded that independence was the only way to eliminate product conflicts and deliver truly fiduciary advice. The shift allowed him to build portfolios around alternatives — private real estate, credit, and hedge funds — that wirehouse platforms could not offer without internal gatekeeping.

The firm sources multifamily, industrial, and retail properties through regional broker relationships and sponsor networks, primarily in secondary and tertiary markets. Greenberg typically targets income-producing assets rather than ground-up development. Deal sizes likely fall in the $5 million to $30 million range, making them too small for institutional aggregators but large enough to move the needle for family-office clients.

The firm does not operate proprietary commingled vehicles. It invests client capital through a combination of direct co-investments, separate managed accounts with hedge fund managers, and LP commitments to third-party private equity and private credit funds. This hybrid approach avoids the double-fee layer common in fund-of-funds structures.

Greenberg remains the sole head of the investment committee and the central decision-maker on portfolio construction. The firm has not publicly named a succession plan or a second generation of investment leadership. This concentrated governance is common among founder-led multi-family offices at this scale but introduces key-person risk.

Yes, the firm participates in direct co-investment opportunities presented by its private equity and credit managers. Coinvestments typically carry lower fees than fund commitments and give the firm more control over position sizing. The firm has not publicly disclosed specific co-investment partners or deal names.