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CHELSEA IN BLOOM x THE GREATER GOOD - For Cadogan’s results this week, we focused the press on operational growth. Not only was this the strongest story (+22% yoy) it also demonstrates how value (both asset and social) gets created. There were many highlights - from amazing net-zero progress, dozens of new lettings & completion of major developments. But let’s stick with ops. because it leads into a much bigger thematic challenge faced by (mainly listed) CEOs. During my semi-sabbitcal in recent months, I’ve enjoyed many lunches with an array of amazing minds. All of the listed ones bemoan being hostages to NAV and to each one I say the same: stop whacking it in the first par of your press statements and quit using opaque jargon around “asset management” and other such stuff your shareholders (like most normal humans) don’t understand. If you cut the cake on a portfolio, what does the income actually represent? And how do you influence it? People are interested in how property works and if you can explain clearly what you do to create a better place, more people (investors, policymakers, customers) will engage. Like many of the firms I’ve gotten to know over the years - from Landsec and SEGRO in the days of Francis Salway and Ian Coull - Cardigan has been unafraid of being progressive, not just in what it says but in what it does. From the best-in-class marketing it deploys to drive customers (and you can see the results) through to the way it curates occupiers. Decisions may not always please everyone but, as they've said, "enlightened self interest" is honest and effective. In this story, the company's overall NAV increased by 3% yoy, but this hardly reflects the full story. As a message, it also suggests passivity - as if a company has been sitting on its assets waiting for values to increase. Indeed, many have happily done this over the years, but for most listed firms and asset managers, being able to explain the chunky performance fees requires them to be driving value. A key USP here the ability to accept a longer term payback than a typical propco. Here, game-changing projects like the Gaumont (a mixed-use scheme with seven - that's SEVEN - use classes) have rightfully taken years, while the green refurb of Sloane Street only makes commercial sense because Cadogan can consider the value of the GREATER GOOD What's rewarding for the wider sector here, and for other companies seeking comparable to take to their ICs or boards, is that the benefits emerging from long term investments into place, curation, marketing, people and culture are as striking as some of the outfits you'll see on the King's Road this summer. For more detail, listen to the podcast Hugh Seaborn CVO taped with me recent: https://lnkd.in/ecMTmsdr Results: https://lnkd.in/eDjGY2fY Caroline Jennings Sarra Pardali, CEnv Sophia Hamilton-Jones

Cadogan boss hails ‘enlightened self-interest’ as income and values at £5bn Chelsea estate grow

Cadogan boss hails ‘enlightened self-interest’ as income and values at £5bn Chelsea estate grow

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