Past Event: Stanford GSB Chapter of Hong Kong

Date:
Breakfast, Wednesday 21 May 2014
Speaker Series:
MARTIN S. BURGER, CEO, Silverstein Properties, Inc.
Topic:
From the Ashes - Ground Zero Resurrection, Asia Inspiration:
How Family-Led Silverstein Properties Rebuilt New York City’s Ground Zero and the Lessons it is Applying to China and the World
Time:
08:00 am to 9:45 am
08:00    Registration
08:30    Remarks
09:15    Q&A
09:45    Close
Place:
The American Club, Town Club, 49th Floor and Terrace
2 Exchange Square, Central, Hong Kong
Registration:
Pre-registration by Wednesday midnight, 20 May 2014 is requested. The cost is HKD 360 per person for advance payment registration (PLEASE CLICK HERE) and HKD 460 CASH and/or Walk-In Registration. Please bring exact change as no change will be provided at the event.
Guests:
Guests welcome.
Speaker's Bio
PLEASE CLICK HERE


Event Details:
The Stanford GSB Chapter of Hong Kong is pleased to invite you to a breakfast talk with Marty Burger, CEO of Silverstein Properties Inc. (SPI), the company that has, from the ashes of disaster, rebuilt New York’s World Trade Center (WTC) and brought confidence back to Lower Manhattan and the world’s financial home. 

The story of the WTC, and SPI’s role in it are unmatched in modern real estate and urban planning – a compelling public/private partnership that has re-imagined the urban landscape.  A founder-led family corporation story in which Marty, the first non-family member CEO, has played a transformative role. On the back of these lessons, Marty is now leading SPI’s “Chapter Two” of international expansion, applying these insights and vision to what SPI will be Shenzhen’s WTC and China’s rival to Shanghai, the Qianhai Finance Center

Master-planned by Daniel Libeskind, and bringing together some of the world’s most prominent architects (including David Childs, and Pritzker-Prize winning architects Norman Foster, Frank Gehry Richard Rogers and Fumihiko Maki, among others), today, the WTC is widely considered to have re-invented the heart of NYC’s financial district and is viewed as a clear “win”.  

This success, however, was far from certain. The World Trade Center’s re-launch in 2006 ran smack into the turbulence of the 2008 Global Financial Crises, the third major crises of its history, with doubters again questioning the redevelopment’s fundamental viability.  Having acquired ownership of the World Trade Center (WTC) from New York/New Jersey’s Port Authority just months before 9-11, from the very beginning, SPI was faced with extraordinary emotional, legal and financial challenges. Debate about what a rebuilt WTC should look like and even if it should be rebuilt were heated.  SPI itself faced financial challenges. An unprecedented mix of stakeholders were involved - ranging from the Port Authority of New York and New Jersey, the City of New York, the financial community of the United States, the Federal Government, the States of New Jersey and New York which co-owned the Port Authority and its transportation networks supporting Lower Manhattan, and, of course, the families of the victims who suffered most directly from the tragedy itself, as well as the owners of the site itself – SPI - to name but a few.

The history of the WTC has been plagued by challenges. The original World Trade Center took almost 20 years from concept to opening in the midst of the 1973 Oil Crises and was entirely owned by the Port Authority. Its concept was challenging, and its design initially unpopular. For many years, its tenants were almost exclusively government entities. The re-conceived WTC, post 9-11, changed this -  allowing the public sector to focus on the transportation links and the private sector to focus on the now mixed-use real estate development (with Conde Nast, BMI, Brookfield and Moody’s just some of many high-profile tenants) covering office, retail, residential and hospitality.

How did SPI succeed in the face of this history, this tragedy and these competing interests?  What lessons has SPI learned from its WTC experience, and what insights is it taking to its international expansion - and most important, to China and Asia?

The Stanford GSB Chapter of HK could not be more pleased to have Marty share his insights, experience and wisdom on this extraordinary history and its lessons for the future.  We hope you will be able to join us for his talk.


Speaker's Bio: Martin S. Burger
Chief Executive Officer, Silverstein Properties

Marty Burger is Chief Executive Officer of Silverstein Properties, Inc. He leads the company’s day to day activities, and focuses on its acquisition, development and financing efforts in the United States and abroad.

Prior to joining Silverstein, Mr. Burger was President and Chief Executive Officer of Artisan Real Estate Ventures, a company he founded in 2006.  As head of Artisan Real Estate Ventures, he oversaw the acquisition and management of about 2,000 residential rental units around the Las Vegas valley.  His firm also provided brokerage, marketing and management services to high-rise and mid-rise condominium development projects.

Prior to Artisan, Mr. Burger spent 15 years at Related, including serving as President of Related Las Vegas and Executive Vice President of The Related Companies, L.P.  He was also a Principal and Chief Investment Officer for Related Urban Development (mixed use division), Related Lodging Group (hotel division) and Related Experiences (sponsorship division).

Mr. Burger opened Related’s office in Washington, D.C. in 2003, and a year later, opened the Related Las Vegas office.  As President of Related Las Vegas, he led all of the company’s efforts in the City of Las Vegas and Clark County, Nevada.

As Executive Vice President and Chief Investment Officer of Related Urban Development, Mr. Burger was responsible for the structuring and financing for all of its projects involving more than $4 billion in public and private debt and joint venture equity transactions.  He completed the equity joint venture and all of the debt financing for its CityPlace project in West Palm Beach, Florida, as well as the bond financing for all of the public improvements in the project.  In New York, he led the team that structured and closed $1.8 billion of debt and equity for the 2.8-million-square-foot Time Warner Center project.  Mr. Burger subsequently helped orchestrate the successful refinancing of over $2 billion of debt and equity for the project.

From 1994 to 1997, Mr. Burger was a Vice President at The Blackstone Group working on acquisitions for its first three real estate opportunity funds.  From 1993 to 1994, he worked for Goldman Sachs’  Whitehall Real Estate funds, also on the acquisition side. Prior to that, Mr. Burger spent five years at The Related Companies where he was a Vice President of Development and Acquisitions.

Mr. Burger received a Bachelor of Science degree in Economics from the Wharton School of the University of Pennsylvania.  He is a Trustee of the Urban Land Institute, and is Chairman of his Urban Development Mixed-Use Council nationally.   Mr. Burger is on the Executive Committee of the Zell/Lurie Real Estate Center at the Wharton School of the University of Pennsylvania, and is an active member of the Real Estate Roundtable in Washington, DC.   In addition, Mr. Burger is a member of the Board of Trustees of the Battery Conservancy.

Mr. Burger is involved with Habitat for Humanity in Westchester with his sons, helping to create quality housing for those in need.  He is a board member of The Catalog for Giving, a charitable organization providing funds to multiple programs benefitting underprivileged inner city children.   In addition, Mr. Burger helps oversee the activities of the Downtown Division of the UJA Federation.