Title insurance is a policy that protects property buyers and lenders against financial loss related to defects or issues with the legal ownership of a property.
Why Title Insurance Matters in Real Estate
In Canadian real estate, title insurance provides peace of mind by covering risks not always detectable through a title search. It protects against issues such as:
Undisclosed liens or encumbrances
Errors in public records or surveys
Title fraud or identity theft
Zoning or permit violations discovered after purchase
There are two main types:
Owner’s policy: protects the buyer’s interest in the property
Lender’s policy: protects the mortgage lender’s interest
Title insurance is often a one-time premium paid at closing. It complements, but does not replace, a thorough legal review and title search conducted by a real estate lawyer.
Understanding title insurance ensures that buyers are protected from unforeseen legal claims or defects that may threaten their ownership rights.
Example of Title Insurance
After closing, a buyer discovers a previously registered construction lien. Their title insurance covers the legal costs and settlement to clear the issue.
Net operating income (NOI) is the total income generated by a property after operating expenses are deducted but before taxes and financing costs.. more
Just over a month after announcing they had closed on the sale of the site, investment manager Fengate Asset Management and development and construction company High Rise Group have advanced plans to bring a 44-storey purpose-built rental to 4, 6, 8, and 10 Beamish Drive. The site in Etobicoke has already been rezoned for the proposed tower, and now the developer is seeking Site Plan Approval, which gives the City a chance to review the technical design and functional details of the project.
Fengate announced the acquisition of the site on July 21, describing it in a press release as a “landmark” and “transit-oriented parcel” steps from the Kipling Transit Hub. “Located at the intersections of Dundas Street West, Bloor Street West, and Kipling Avenue, the site is well positioned with direct access to TTC subway lines, GO Transit, and MiWay bus services, providing seamless connectivity across the Greater Toronto and Hamilton Area (GTHA),” the release said.
According to a series of planning documents that went to the City in mid-August, Fengate is looking to bring around 343,067 sq. ft of total gross floor area (GFA) to the site, inclusive of around 340,484 sq. ft of residential GFA and 2,583 sq. ft of retail GFA.
Site plan and context/WZMH Architects
For its residential part, 530 rental units are planned — marking a slight increase over the 509 units the site is currently zoned for — which are to be broken down into 39 bachelor units, 261 one-bedrooms, 75 two-bedrooms, and 55 three-bedrooms. In addition, around 22,820 sq. ft of amenity space — to be split evenly between indoor and outdoor on the ground, second, and mechanical penthouse levels — 77 parking spots, and 212 bicycle parking spaces have been proposed.
Renderings prepared by WZMH Architects show the tower anchored by a six- to nine-storey podium. Projecting balconies are shown on the tower facades.
Returning to Fengate’s July 21 press release, it specifies that the development slated for 4-10 Beamish “will complement the broader Six Points Redevelopment Plan, a transformative initiative by the City of Toronto that aims to improve roadways, pedestrian and cycling infrastructure, and create mixed-use destinations such as the new Etobicoke Civic Centre, which includes a library, art gallery, childcare centre, and recreation facilities.”
“This development represents a significant step forward in our commitment to delivering dynamic, transit-connected rental housing in vibrant urban communities,” said Fengate Real Estate President Jaime McKenna in the release. “With its proximity to major transit, retail, and civic amenities, 4-10 Beamish Drive is poised to become a cornerstone of the Six Points neighbourhood revitalization, creating more jobs and bringing more homes to Toronto’s housing market.”
Other particulars of the proposal include around 129,166 sq. ft of new parkland dedication, including Dunkip Park, and plans to meet the Toronto Green Standard for sustainable building design and LEED Silver certification.
Notably, Fengate is managing the Beamish Drive investment on behalf of the LiUNA Pension Fund of Central and Eastern Canada (LiUNA) — the firm it's also working with for The Dennis, a new purpose-built rental community and one of the first approved projects to break ground under the City’s Purpose-built Rental Housing Incentives Stream approved in November 2024. The project will bring 448 new units, including 89 affordable homes and six rental replacement units, to the Mount Dennis neighbourhood of Toronto. Fengate, The Hi-Rise Group, and LiUNA broke ground on The Dennis last Wednesday.
Westbank named Darren Tangen as its new President on September 3.
Last week, prominent Vancouver-based real estate developer Westbank welcomed Darren Tangen as its new President, the company tells STOREYS.
Tangen comes from American global asset management firm Oaktree Capital Management, where he served as Managing Director, Head of Real Estate Business Development from April 2023 to March 2025. (Canadian firm Brookfield Asset Management acquired 61.2% of Oaktree in 2019.)
While with Oaktree, Tangen was based in California, where Westbank has also been very active and is undertaking several ongoing development projects. In San Jose, Westbank, its long-time partner Peterson, and Canadian pension fund OPTrust are currently undertaking a master-planned project called Westbank Campus.
Prior to Oaktree, Tangen led Colony Capital Inc. from August 2002 to April 2020 while simultaneously leading his own investment and advisory services firm Black Tusk Partners, according to his LinkedIn. Both companies were also based in California.
Although he has spent most of his career in the United States, Tangen is local to Delta, spent some time with commercial real estate brokerage Colliers in Vancouver, and graduated from McGill with a Bachelor of Commerce, focusing on Real Estate and Management Information Systems. He also received a Master of Business Administration in Finance and Real Estate from the University of Pennsylvania's The Wharton School.
"These are unusual times," said Westbank in a statement provided to STOREYS. "Our industry is evolving rapidly, and the current pace of disruption brings both significant challenges and unique opportunities. From the beginning, we have taken pride in being more of a creative practice than a traditional real estate business. Our ability to develop innovative real estate solutions has always helped us navigate uncertain waters and differentiate ourselves in the marketplace."
"Today, Westbank is recognized for our architecture, design, and large-scale city-building initiatives," the company added. "As part of our ongoing evolution, we are now applying our experience owning and managing a district energy system in Vancouver, BC to expand into the realm of urban digital infrastructure — merging our expertise in city-building with the growing need for low-carbon AI infrastructure. While we will continue to pursue residential, hospitality, retail, and everything else that has defined us, we are broadening our horizons."
The district energy system the statement alludes to is Creative Energy, which was founded in 1968 as Central Heat Distribution and was rebranded in 2014 after being acquired by Westbank. Earlier this summer, Creative Energy named Mike Crawley as Executive Chair of the Board and Kieran McConnell as its President & COO.
Westbank itself has also been going through a series of changes over the past two years, including embarking on an extensive selling spree. Since Spring 2024, sales Westbank has made include The Pendrell to CAPREIT, The Zephyr to Crombie REIT, M2 to Spear Street Capital, as well as Deloitte Summit, Toronto House, and M4 to Allied Properties REIT. Most recently, Westbank also sold its stake in Sen̓áḵw. Together with Peterson, Westbank has also sold The Lauren and the Shangri-La Vancouver.
In that same time, however, Westbank has also continued to advance both existing and new projects. The Raven at 3709 W Broadway and Joyce II at 5055 Joyce Street are both nearing completion, while upcoming projects include the three-tower Commercial-Broadway Safeway redevelopment, the three-tower East Village project in the Downtown Eastside, and a 14-storey condo project near King Edward Station.
Like many other real estate companies, Westbank has seen personnel changes in recent months. Notably, longtime Head of Partnerships, Acquisitions, and Development Ian Duke left the company in June after more than 14 years. Duke played a critical role in establishing many of the aforementioned relationships and has since joined Aquilini Group as Executive Vice President.
DiamondCorp and BV Realty Partners are behind plans for a 48-storey condo tower that would replace a string of single-family homes just north of the future Cedarvale station of the Eglinton Crosstown LRT. The development would deliver over 500 new residential units and be designed by Arcadis.
Plans were filed in late-August and support an Official Plan and Zoning Bylaw Amendment application to increase the height and density on permitted on the site, which includes five owner-occupied detached dwellings. The site spans from 5-15 Park Hill Road in Toronto's Forest Hill Neighbourhood and is located just northwest of the Eglinton Avenue West and William R. Allen Road intersection.
If approved, the development would be well serviced by existing and future public transportation, with the report making note of not only "direct access" to the Eglinton LRT, but also the site's connectivity to "multiple existing high-order transit lines including TTC Line 1 (Yonge-University) and Metrolinx GO Barrie Line, GO Kitchener Line and the Union-Person Express" As such, the surrounding area has seen development applications proposing similar heights, such as a 43-storey condo tower from Starbank Developments at 1410 Eglinton Avenue West and a 25-storey CreateTO mixed-income development at 1250 Eglinton Avenue West.
Planned for the 21,969-sq.-ft site is a roughly square-shaped building with a two-storey podium and 46-storey tower element. The tower would span 367,296 sq. ft of gross floor area (GFA), inclusive of 360,480 sq. ft of residential GFA and 21,750 sq. ft in amenity spaces.
At grade, residents would enter the lobby from Park Hill Road and six townhome units would also be located at the ground level with entries located at various points around the north side of the building. On the northeast portion of the site, a green space with tree plantings would also be provided.
In total, the building would deliver 505 condo units, including 91 one-bedroom units, 227 one plus den-bedroom units, 90 two-bedroom units, 46 two plus den-bedroom units, and 51 three-bedroom units.
Residents would have access to amenity spaces on levels two, where an indoor amenity space would span the entire floor and an outdoor space would sit atop the townhomes; and four, where a large interior amenity space would flow into an outdoor terrace atop the two-storey podium. In total, there would be 17,200 sq. ft of indoor amenity space and 4,540 sq. ft of outdoor space. Additionally, there would be 93 vehicle parking spaces and 289 bicycle parking spaces provided across three levels of underground parking.
If completed, DiamondCorp and BV Realty's proposed development would transform an under-utilized and transit-oriented site into an intensified residential hub located within a well-established and vibrant north-Toronto neighbourhood.
Welcome to Meet the Agent, an ongoing series profiling real estate agents from across Canada. With more than 150,000 agents, brokers, and salespeople working in 75 different boards and associations across the country, we thought it was about time they had a place to properly introduce themselves.
If you or someone you know deserves the same chance, email agents@storeys.com to apply.
I grew up in Toronto, in the Avenue Road and Eglinton Area.
Where do you live now? And what neighbourhood (in Canada, or worldwide) would you love to live in (that isn’t your own)?
My partner and I currently live in the Dovercourt Park area near Dovercourt and Bloor. I love my neighbourhood’s character and sense of community, but as a lifelong windsurfer, being close to water and consistent wind has always been a pull for me. In Canada, Kingston and Squamish have always caught my interest. Internationally, Tarifa in Spain, the Canary Islands, or even Maui would be dream destinations.
I originally thought I’d become a teacher and even worked at a high school for three years. While I loved working with people, I wanted to find a role where I could combine that interaction with something that carried deep personal significance for clients. Real estate had always been on my radar, and with my background in economics and some construction experience, it felt like a natural fit.
In a few sentences, describe what a typical “day in the life” looks like for you. Does this align with what you expected before you became an agent?
In real estate, there’s no such thing as a “typical” day and that’s one of the things I love most about it. I could be combing market stats, painting, staging, power washing a deck, driving clients around the city, searching through listings or working on marketing materials. Every day brings something new, which keeps things exciting. People often think agents set their own schedules, but in reality, the work often happens when clients need you, not necessarily when it’s convenient.
What’s the single best advice you have for sellers?
Be realistic about today’s market and work with an agent who will be completely honest with you. We’re no longer in the market conditions of 2022, and right now, different areas and property types are performing very differently. Sometimes the best move is to list right away, and other times it’s worth waiting. The right strategy depends entirely on your goals and local conditions.
What’s the single best advice you have for buyers?
There are opportunities out there right now, though they may be outside your first-choice neighbourhood. It’s a great time to explore options you might not have considered before. I have a feeling this fall could be an especially good moment to make a move into the market, especially for first time buyers.
What made you choose to work for your current brokerage?
A family friend, who’s also a real estate lawyer, recommended it to me and I’m glad they did. What I appreciate most is that it’s a small, highly professional office where everyone supports one another. I know that if I ever needed coverage, any agent here would take great care of my clients and in this industry, that level of trust and professionalism is rare.
Who do you believe is making the biggest waves in the industry today? Is there anyone you recommend people should be paying attention to right now?
That’s a tough question because the industry is evolving in so many ways. One standout for me is Tridel, they’ve been approaching new construction with fresh ideas and innovative thinking, and I’m really impressed with some of their recent projects.
What is one professional goal you have for the next year? What’s one that you have for the next 10 years?
This year I am mostly just focused on providing the best guidance for my clients through a tough market. In the next ten years I hope to grow with my clients, by building deeper connections within my community and enhancing my marketing presence. Over the next 10 years, I aim to become a trusted go-to resource for real estate in my area, someone known not just for strong results, but for making the buying and selling process smoother, less stressful, and even enjoyable for my clients.
Tell us about your favourite (or most memorable) sale, and why it stands out to you.
That’s a tough one, I’ve had the privilege of working with so many wonderful people over my 14 years in real estate. What stands out most to me isn’t just a single sale, but the lasting impact of helping clients build a life in the homes they choose. Watching families grow, seeing clients flourish, and knowing I played a part in that is what makes it meaningful. On a personal level, helping my own parents transition from the home I grew up in, and finding a home for my brother and his wife, where they’re now raising their two children, are experiences that will always stand out to me.
What are the three words you hope your clients use to describe you?
Ontario Place Redevelopment, March 30, 2025 / Shutterstock
This article was written and submitted by Richard Witt, an architect and principal at BDP Quadrangle where he tries to fill every half empty glass.
“Architecture is like clothing for our streets,” said Robert Wiljer, a professor I was fortunate enough to study under at the University of Waterloo. “Some people walk by and never notice what others are wearing. But for some of us, it matters deeply.” That line seems to be resonating with me more recently as I traverse the west end of Toronto, and I suspect would have the same resonance if I was able to get to other parts of the city (expediently).
Ontario Place has dominated recent headlines, a flashpoint in a city experiencing increased dissatisfaction. And, while I enjoy a good debate, I won’t wade into that particular firestorm here. What concerns me more is the underlying reason we’re even having this debate at all: a quiet, persistent indifference to the public spaces we already have; The ones that don’t make headlines, the ones we pass daily and no longer see. The reality is that the Ontario Place redevelopment is happening because we didn’t care enough to maintain it. And that neglect continues to shape the broader future of the city.
One enduring emblem for me is the rusting pedestrian bridge that once proudly connected Ontario Place to the Exhibition Grounds. Between 19,000 and 29,000 people pass under it daily — drivers, cyclists, pedestrians — and it stands there, neglected and skeletal, a quiet admission that we’ve let things slide. It's not asking for an architectural overhaul. Just a coat of paint. A sign that someone, anyone, still cares... or even notices.
Unfortunately, it’s not an isolated case. Two more examples come to mind: the bridges at Dowling Avenue and Dufferin Street, both demolished years ago and replaced by what looks like military-grade stopgaps — Bailey Bridges, the kind famously used in World War II. They’re not beautiful. They’re not even meant to be permanent. But in Toronto, they’ve quietly become just that. Dowling’s bridge was removed in 2015, Dufferin’s in 2013. Promises of replacement have come and gone. In 2023, we were told Dowling would be replaced “within 2–3 years” (roughly how long it’s already been since the promise was made).
The Dowling Avenue bridge, Sept 2023 via Google Maps
Dufferin’s bridge has been missing for over a decade, replaced by a barebones steel structure that seems deliberately forgettable. What makes this especially jarring is the view from the base of the Dufferin Gate. The iconic 65-foot parabolic arch still stands, bold and commanding. It feels like it’s from another era, one where we asked more of our public spaces. An era where infrastructure was designed not just to function, but to endure, inspire, and represent.
Now, imagine walking through a historic European city — say, Prague — and standing on the Charles Bridge, only to find it replaced by a steel plank walkway. Would you still take the photo? Would you still tell people it was worth the trip? The truth is, we expect more from cities when we’re visitors. We should expect no less from the cities we call home. We deserve places that remind us of where we are and make us feel proud of being there.
Charles Bridge in Prague (Shutterstock)
We don’t have to accept this erosion of beauty and identity as the norm. Wiljer once said something else that has stayed with me: “As a designer, you should never be afraid to say, it’s just not beautiful.”
These bridges, these connections, are more than just steel and concrete. They’re statements. And right now, the statement they’re making is that we’ve stopped caring.
But we can change that. It starts by saying: It’s just not beautiful. And that means it's not good enough.
Brookfield acquired Shangri-La Vancouver earlier this year and is rebranding the hotel as a Hyatt. / Peterson, DIALOG Design
Less than three months after acquiring the Shangri-La Vancouver, which is set to be rebranded by Hyatt, Canadian multinational investment firm Brookfield is looking to flip the retail component they acquired alongside the hotel, STOREYS has learned.
The Shangri-La Vancouver is located at 1128 W Georgia Street — between W Georgia Street and Alberni Street, along Thurlow Street — and consists of a 62-storey tower with 119 hotel suites on the first 15 floors and 307 residences above. Adjacent to the tower is a three-storey building at 1121 Alberni Street that houses retail space.
The mixed-use project was developed by Vancouver-based real estate developer Westbank and its long-time partner Peterson, with James KM Cheng Architects serving as the architect. The hotel component and retail component are individual legal parcels and both were acquired by Brookfield through a fund managed by Brookfield Asset Management in June.
Transaction details were not disclosed, but BC Assessment values the hotel parcel at $65,629,000 and the retail parcel at $39,247,000, for a total assessed value, dated to July 1, 2024, of $104,876,000. Industry sources told STOREYS that Brookfield acquired the two components for a total somewhere between $150 million and $200 million.
The retail component of the Shangri-La Vancouver / Park Hyatt and its surrounding retailers. / Marcus & Millichap
On July 1, Hyatt announced that the Shangri-La Vancouver was being rebranded as the Hyatt Vancouver Downtown Alberni while the hotel undergoes renovations to be rebranded under its luxury Park Hyatt brand.
"Our acquisition of the former Shangri‑La in downtown Vancouver reflects Brookfield's deep conviction in both the strength of the Vancouver market and the enduring appeal of luxury hospitality," said Shai Zelering, Managing Partner, Brookfield Real Estate, in a statement provided to STOREYS. "We're excited to begin the next chapter as we transform this landmark into a world‑class Park Hyatt, delivering elevated experiences that capture the essence of one of Canada's most dynamic cities."
The Listing
Just over two months after the rebranding announcement, Brookfield is now looking to sell the retail component, according to a sales brochure obtained by STOREYS. The listing team is Mario Negris and Martin Moriarty of Marcus & Millichap, who described the listing as "a landmark retail investment opportunity."
Address: 1121 Alberni Street, Vancouver (1101, 1121, and 1133 Alberni Street)
Listed By: Marcus & Millichap (Mario Negris and Martin Moriarty)
The Burberry at the corner of W Georgia Street and Thurlow Street in Vancouver. / Marcus & Millichap
The retail component is fully leased to Burberry, Urban Fare, and The Keg, with a fully extended weighted average lease term of approximately 15.8 years that offers investors stable cash flow. The sales brochure also notes that there is an opportunity "to drive significant rental growth at Urban Fare and the Keg through a contractual 2028 FMV rent reset or re-leasing campaign." The property also includes 79 vehicle parking spaces.
"Situated within the city’s premier high-street retail corridor, it offers prominent frontage along three major thoroughfares and is surrounded by luxury hotels, high-end retailers, and acclaimed restaurants such as Din Tai Fung, Joe Fortes, and Black+Blue," the sales brochure also notes. "The Property benefits from strong, year-round foot traffic generated by high-end leisure travelers, nearby corporate offices, and locals. Foot traffic is expected to grow further with the anticipated opening of the Park Hyatt Vancouver in 2026."
"This offering represents a rare opportunity to acquire a never-before-marketed, trophy retail asset in one of Vancouver’s most prestigious shopping and dining destinations."
A new homeless shelter recently opened in my neighbourhood, operated by St. Felix Centre. By definition, I am the one who is “supposed” to object — the neighbour who falls into the familiar NIMBY category. Instead, I want to explain why I support this project, and why it has the ingredients not only to succeed but to become a model for other shelters.
When Adaptive Reuse Meets Urgent Need
The shelter was created by renovating an existing building, rather than constructing a new one. This distinction is critical. New builds are often more difficult for communities to accept because they visibly alter the physical status quo of the neighbourhood. By repurposing an existing building, the change is primarily in use, not in built form. This reduces disruption while still addressing urgent need.
One of the most thoughtful aspects of this shelter is how little it alters the immediate outdoors. Waste management takes place entirely inside the building, preventing the kinds of clutter or overflow that often fuel neighbourhood concern. The outdoor patio is enclosed with a high railing, creating a secure and discreet space for residents without impacting the public realm. From the sidewalk, you would not even know the building is a shelter — quietly fulfilling its role without drawing negative attention.
Meeting Urgent Needs with Dignity
Site photo of the two-bed pods at the new 629 Adelaide St. W shelter
The shelter provides accommodations in pods with two people per pod. This is not the long-term housing solution we ultimately need, nor is it a substitute for supportive or transitional housing. But it represents an immediate, humane response. Residents can live with dignity in a setting that is safer, warmer, and more stable than the alternatives.
When the Crisis Doubles Overnight
According to the City of Toronto, Homelessness in Toronto has doubled since the COVID-19 pandemic, rising from roughly 7,300 people in 2021 to more than 15,000 in 2024. These numbers underline the urgency of expanding capacity in every available form —whether permanent housing, supportive housing, or emergency shelters. Waiting for perfect solutions risks leaving thousands with nothing.
St. Felix’s operations include wrap-around supports — mental health services, harm reduction, meals, and recreation — designed to help residents stabilize and plan for permanent housing. This approach reduces risks for the neighbourhood and increases the chances of long-term success for residents.
Site photo of the kitchen at the new 629 Adelaide St. W shelter
Emergency shelters are often seen as a stopgap, but their impact extends beyond providing a bed. By connecting residents to healthcare, employment services, and case management, shelters can act as stabilizing anchors. The goal is not only to keep people safe in the short term but to put them on a pathway to permanent housing. Without this bridge, people can become stuck in cycles of instability that are far harder to break later.
Concerns about safety often dominate local opposition to shelters. Yet research consistently shows that shelters operated with wrap-around supports are safer for both residents and surrounding communities than unmanaged street homelessness. By providing structure, supervision, and services, shelters reduce the risks that come with people being forced to survive outdoors. Integration, rather than exclusion, is what truly improves safety.
A Shared Neighbourhood Responsibility
It is easy to default to resisting local shelters. Yet homelessness is not an abstract issue — it is on our streets every day, and shifting responsibility to “somewhere else” does not solve it. What this project demonstrates is that with adaptive reuse, thoughtful design, and a credible operator, a shelter can integrate into a community while providing desperately needed support. I may be the neighbour expected to say “not here,” but instead I see a model that is pragmatic, dignified, and urgently necessary. For that reason, I stand behind it.
”Restoring an individuals’ sense of hope and showing them that they have value as a human being by welcoming them into a neighbourhood is one of the most impactful elements to ensuring someone can have a successful outcome as they navigate the shelter system,” says Brian Harris, the Executive Director of the St. Felix Centre.
When the shelter was first proposed, many of my neighbours raised strong objections, some even knocked on my front door hoping for us to join them. I understood their concerns, but walking past the building, you won’t even be able to notice its use. “We’re grateful that the vast majority of residents living near the new shelter have shown us and our guests warmth and compassion and we do hope that what we’ve achieved here can inspire future projects the City supports to address the housing and homelessness crisis,” says Harris.
From the outside, there are no visible signs that it is a shelter. Life on the street has not changed in the disruptive way some feared. What has changed is that people inside now have a safer, more dignified place to be.
The Pender Place office towers at 700-750 W Pender Street in Vancouver. / Cadillac Fairview
Toronto-based private equity real estate firm KingSett Capital has acquired the twin office towers in downtown Vancouver known as Pender Place, after the high-profile complex was put on the market earlier this year.
Pender Place is located at 700 W Pender Street and 750 W Pender Street in the heart of downtown Vancouver, which are together a single 0.716-acre legal parcel with an address of 700 W Pender Street.
Cadillac Fairview (CF) — the wholly-owned real estate subsidiary of the Ontario Teachers' Pension Plan — jointly owned 700 W Pender Street alongside the Investment Management Corporation of Ontario (IMCO) and the property was held under PCL Pender Place Inc. Perhaps better known for its shopping centres, Cadillac Fairview is one of the largest owners of office space in downtown Vancouver, and remains so after this sale.
Originally constructed in 1973, the two towers each rise 16 storeys and together make up the entire block between Howe Street and Granville Street. 700 W Pender houses 141,772 sq. ft of office space while 750 W Pender houses 141,758 sq. ft of office space, for a combined 283,530 sq. ft of Class B office space, according to Cadillac Fairview.
700 and 750 West Pender Street in downtown Vancouver and its surrounding context. / JLL
The complex also includes retail space on the ground floor, bringing the total amount of leasable space to 292,613 sq. ft, according to a sales brochure, as well as a glass concourse between the two towers that connects the complex to CF Pacific Centre.
BC Assessment values the property at $146,174,000 in a valuation dated to July 1, 2024, a decrease from the previous valuation of $160,187,000.
KingSett Capital acquired Pender Place last month through its KingSett Real Estate Growth LP No 8 Fund. According to CoStar transaction info, KingSett Capital acquired the property for $125 million.
The sale was brokered by Edgar Buksevics, Kevin Meikle, Mark Trepp, Matt Picken, Adam Budd, Tomasz Lenard, and James Holdsworth of JLL, who listed the property in mid-February, as previously reported by STOREYS. At the time the property was listed, JLL said the two towers had a combined occupancy rate of 86% and a weighted average lease term (WALT) of 4.1 years.
KingSett Capital
The twin office towers at 700 and 750 West Pender Street in Vancouver. / Cadillac Fairview
With the acquisition, KingSett Capital adds to its portfolio of office properties in Vancouver, the most notable of which is the 26-storey Arthur Erickson Place at 1075 W Georgia, which KingSett co-owns with Toronto-based Crestpoint Real Estate Investments and Vancouver-based developer Reliance Properties.
KingSett Capital was founded by Jon Love, who is currently serving as Executive Chair and was formerly the CEO of Oxford Properties, which was founded by his father, Don Love. Oxford Properties was later sold by Jon Love to the Ontario Municipal Employees Retirement System (OMERS) in 2003.
The company has been a recurring name in Vancouver in recent months due to the insolvency of Thind Properties, who KingSett served as a lender to on four projects. Aside from Thind, KingSett has also been involved in several other high-profile insolvencies across the country as the lender, with upwards of $1.2 billion tied up in insolvency proceedings at one point, as first reported by STOREYS earlier this year. Last fall, the Globe and Mail also reported that KingSett had paused redemptions on its flagship fund.
Nonetheless, KingSett has continued to be active and has been involved in numerous transactions this year.
In Q1, KingSett sold the office building at 5600 Cancross Court in Mississauga to 1000960992 Ontario Inc for $32,000,000, according to commercial real estate brokerage Avison Young. In Q2, KingSett then sold the office building at 1200 McGill College in Montreal to BUSAC for $100,600,000, according to commercial real estate brokerage Cushman & Wakefield. KingSett Capital also recently sold the Westmount Shopping Centre in London for a reported $40,000,000.
Over the past year, KingSett has also put many of its properties on the market, including the office building at 1235 Bay Street in Toronto and several industrial properties across Ontario.