ULI | Heitman Report

 

 

CLIMATE RISK AND REAL ESTATE

Excerpts from the 2020 ULI | Heitman Report.

ULI partnered with Heitman, a global real estate investment management firm, to assess the potential impacts of climate change on the long-term viability of real estate assets. Derived from a series of interviews with leading institutional investors, investment managers, investment consultants and others, the report provides members with an inside look at how real estate investors are factoring climate risk into their investment decision-making and management processes.

See full report at : https://knowledge.uli.org/en/Reports/Research%20Reports/2020/-/media/b81db4bbc77845f7834f24b0e974dd7a.ashx

ULI publishes this updated report amid a global pandemic and economic uncertainty. For many, it may feel as if the priority of addressing climate change is dissipating as we face the immediate challenge of COVID-19.  Although it is still too early to draw conclusions about the long-term implications of COVID-19 for our cities and the real estate industry, such a wide-scale humanitarian crisis throws the connections between environmental, social, and governance (ESG) issues and our economies into sharper focus.

However, just as the coronavirus has exposed many weaknesses, it has also shown us that we have the ability to adapt and change our behaviors quickly and radically.

Globally, most major economic hubs are in coastal, river delta, or other high-risk areas. These locations present many advantages, relating to connectivity, trade, quality of life and placemaking. These cities house more than half the global population, with much higher percentages of residents in some regions. About 80 percent of U.S. residents live in cities, for example, 39 percent of the European Union population lives in metro areas with 1 million or more inhabitants.

In 2020 (as of October 7), there have been 16 weather/climate disaster events with losses exceeding $1 billion each to affect the United States. These events included 1 drought event, 11 severe storm events, 3 tropical cyclone events, and 1 wildfire event. Overall, these events resulted in the deaths of 188 people and had significant economic effects on the areas impacted. The 1980–2019 annual average is 6.6 events (CPI-adjusted); the annual average for the most recent 5 years (2015–2019) is 13.8 events (CPI-adjusted).

Many of the most economically powerful coastal cities face significant climate risk. However, these cities offer some of the most attractive investment environments, meaning that the risk is worth the return. “We have a dilemma that some of the most attractive markets are also markets that are affected more by weather-related risks,” noted one real estate investment manager. However, a few investors indicated that they are beginning to suspend acquisitions or take steps to reduce their real estate footprint in city markets where they harbor climate-risk concerns. The phases after a big disaster, according to one interviewee, were to see the market buoyed up by subsidies and insurance, followed by rebuilding and speculative demand. This short-term “sugar high” of disaster support, insurance claims, and opportunistic investment likely masks underlying negative and fiscal impacts that could be exacerbated by future climate-related events (or other shocks).

The research found a number of misleading correlations, such as flooding having a positive impact on cash solvency and fiscal health, and hurricanes increasing budget solvency. However, the current model of contingencies will not be sustainable with the expected increase in the frequency and intensity of climate change impacts, as well as slow-moving stresses such as sea-level rise, which further exaggerate the effect of peak events. In other words, a weather-related event has not yet adequately “shocked” the system of contingencies as to break it. However, the COVID-19 crisis may prove to be the ultimate shock to the system that breaks it. What happens when that “extreme event” is no longer a geographically or temporally discrete event?

“There are three big mechanisms through which costs are likely to increase going forward: one is insurance, [and] the second area is . . . tax rates and the third is cost of financing as banks start to cost the added risk.

 BlackRock, the world’s largest asset manager, made headlines in January 2020 when Larry Fink, the firm’s CEO, stated in his annual letter on corporate governance that “climate change has become a defining factor in companies’ long-term prospects,” and “we are on the edge of a fundamental reshaping of finance.” The BlackRock announcement signified an increasing industry prioritization of climate change mitigation, or efforts to prevent or reduce greenhouse gas emissions.

Most interviewees also expressed overall uncertainty about future insurance prices and the likely market impacts of shifting insurance policy. In an extreme scenario, some investors envisioned a future in which properties could not qualify for insurance at all and therefore became ineligible for loans.   The annual insurance pricing structure can underpredict risk for longer hold periods, as well as for the underpinning infrastructure. The approach also assumes the long-term availability of underwriting capabilities, in terms of the affordability and availability of products. If sites are unable to obtain insurance, they will not be eligible for loans, leading to major potential valuation consequences.

Long-term focus: In lay terms, catastrophe models simulate “thousands of versions of next year,” not “thousands of successive years.”

All agreed that valuation is currently lagging behind recognition of climate risk and anticipate this changing in the near future. Valuation does not incorporate climate risks because it is “backward-looking”. Models typically do not allow a user to modify future climate conditions, and there are no established best practices to apply insights from climate science to catastrophic hazard risk modeling. Valuation has become more urgent for investors considering longer time horizons. Some investors have also informally discussed properties having “expiration dates” after which they may no longer be safe or suitable for residential or business use without extensive investment in surrounding infrastructure.

Anticipating steep declines in building value because of climate impacts runs counter to how buildings are currently valued. In the current model, value is derived from the residual value of the land and structure, plus discounted cash flows over time that drive net present value and cap rates. However, if dramatic changes lead the value of the structure and land to approach zero, cap rates would change significantly, with a steep decrease in value after purchase, and would need to be offset with increased cash flow and profitability to maintain net present value.

Several discussed efforts to design risk mitigation strategies for vulnerable assets and price these costs into deals. Some also spoke about resilient design as presenting opportunities to differentiate assets and enhance value. For example, one interviewee said they were exploring opportunities to create a “resilience zone” for entire neighborhoods.

Parametric insurance, where insurance payouts are linked to when predefined event parameters such as extreme weather events are met or exceeded, is an emerging option. Industry leaders note that parametric insurance may become more widespread, but it is not an appropriate solution for all scenarios. The Caribbean Catastrophe Risk Insurance Facility (CCRIF) is one example of a regional fund.  #heitman 

 

AG&T is committed to being part of the climate solution. AG&T joined over a thousand leaders from local governments, businesses, universities, and other institutions across the country as part of the “America Is All In” joint statement.  To learn more click here. 

Returns on Resilience: Why Sustainable Design Has Become One of the Best Investments in Caribbean Hospitality

ULi Speakers

Returns on Resilience: Why Sustainable Design Has Become One of the Best Investments in Caribbean Hospitality

For decades, sustainability was often viewed as an aspirational goal—a desirable feature that enhanced a project’s brand, improved public perception, or satisfied environmental objectives.

Today, that conversation has fundamentally changed.

Across the Caribbean, resilience has evolved from an environmental initiative into one of the most important drivers of long-term financial performance.

Developers, institutional investors, lenders, insurers, hotel operators, and governments increasingly recognize that resilient design is no longer optional. It is becoming a prerequisite for preserving value, attracting capital, reducing operating risk, and ensuring that hospitality assets remain competitive for generations.

At AG&T, we have long believed that the future of Caribbean development lies at the intersection of economics, engineering, hospitality, and environmental stewardship.

That belief inspired one of the Urban Land Institute Caribbean Council’s most forward-looking conversations: Returns on Resilience, bringing together internationally recognized experts from finance, architecture, engineering, and sustainability to examine how resilient design is reshaping real estate investment.

The discussion featured:

  • Jan Raes, Global Sustainability Advisor, ABN AMRO

  • Esteban Biondi, Associate Principal, ATM

  • Koen Olthuis, Co-Founder, Waterstudio.NL

  • Adam Greenfader, Managing Partner, AG&T

Together, the panel explored a fundamental question:

Can resilience create superior investment returns?

The answer was a resounding yes.

Sustainability Has Become a Financial Strategy

Institutional capital has undergone a profound transformation over the past decade.

Major pension funds, sovereign wealth funds, insurance companies, banks, and private equity firms increasingly evaluate climate resilience alongside traditional underwriting metrics such as location, occupancy, and projected cash flow.

Today’s investors ask very different questions:

  • Can this property withstand stronger hurricanes?

  • How will sea level rise affect long-term value?

  • What is the projected cost of insurance over the next twenty years?

  • How resilient are the building systems?

  • Can the project maintain operations following a major storm?

  • Does the development reduce long-term environmental risk?

Increasingly, these answers influence financing decisions, insurance pricing, investment returns, and exit valuations.

Resilience has become a core component of fiduciary responsibility.

The Economics of Resilience

The discussion emphasized that resilient development should not be viewed simply as an added construction expense.

It should be viewed as an investment.

Resilient projects often benefit from:

  • Lower long-term operating costs

  • Reduced insurance premiums

  • Improved access to financing

  • Stronger lender confidence

  • Higher institutional investor interest

  • Faster post-storm recovery

  • Greater asset liquidity

  • Improved guest confidence

  • Longer building life cycles

  • Enhanced long-term property values

For hospitality assets in particular, every day a hotel remains operational after a major storm protects revenue, employees, guest relationships, and brand reputation.

The financial value of remaining open can far exceed the incremental cost of building resiliently from the beginning.

Beyond Green Building

The conversation also challenged a common misconception.

Sustainability is not simply about achieving certifications or incorporating environmentally friendly materials.

True resilience requires a comprehensive approach that integrates architecture, engineering, infrastructure, energy systems, coastal protection, water management, emergency planning, and long-term operational strategy.

Developments must be designed not only to survive future climate events—but to continue operating through them.

That shift represents a new philosophy for Caribbean development.

Rather than designing for average conditions, projects must increasingly be designed for future conditions.

Learning from the Dutch

Perhaps one of the most fascinating discussions centered on aquatic architecture and the remarkable experience of the Netherlands.

For more than a thousand years, the Dutch have lived with water rather than attempting to conquer it.

Long before climate resilience became a global priority, Dutch engineers, planners, and architects developed sophisticated strategies for flood management, floating communities, adaptive infrastructure, and integrated water systems.

Companies such as Waterstudio.NL have transformed centuries of accumulated knowledge into innovative approaches that are now being implemented around the world.

For island nations throughout the Caribbean, these lessons are becoming increasingly relevant.

As sea levels rise and coastal environments evolve, the question is no longer whether architecture should respond to water.

It is how quickly we are prepared to embrace that reality.

Aquatic architecture is not science fiction.

It represents an evolution in urban planning that includes floating homes, floating hotels, adaptive marinas, amphibious structures, floating public spaces, and waterfront communities designed to work in harmony with changing environmental conditions.

For the Caribbean, where coastlines define both our identity and our economy, these ideas deserve serious consideration.

Hospitality’s Next Competitive Advantage

Hospitality has always depended upon extraordinary locations.

Many of the world’s finest resorts occupy beaches, bays, lagoons, and waterfronts that also happen to be among the most environmentally vulnerable landscapes on earth.

Protecting these destinations requires more than stronger buildings.

It requires integrated planning that combines resilient architecture, renewable energy, advanced water management, nature-based coastal defenses, intelligent infrastructure, and thoughtful master planning.

The most successful hospitality destinations of the future will likely be those that embrace resilience not as a regulatory requirement, but as a defining competitive advantage.

Guests increasingly value destinations that demonstrate environmental leadership.

Investors increasingly reward projects that reduce long-term climate risk.

Lenders increasingly recognize resilience as an indicator of stronger underwriting.

Insurance providers increasingly differentiate projects based upon mitigation strategies.

The market is beginning to place a measurable premium on resilience.

AG&T’s Vision for the Caribbean

At AG&T, resilience has never been viewed as a niche topic.

It is central to how we think about Caribbean development.

Throughout our work across Puerto Rico, Sint Maarten, and the wider Caribbean, we continue to advocate for development strategies that combine world-class hospitality with resilient infrastructure, renewable energy, regenerative design, and innovative coastal planning.

Our collaboration with global experts—from Dutch aquatic architects and sustainability advisors to institutional investors and hospitality leaders—reflects our belief that the Caribbean has an opportunity not simply to adapt to climate change, but to become a global laboratory for resilient tourism and coastal development.

The islands have always been defined by their relationship with the sea.

The next generation of Caribbean hospitality will be defined by how intelligently we choose to live with it.

Designing sustainably is no longer about branding.

It is about building stronger businesses, protecting communities, preserving irreplaceable destinations, and creating hospitality assets capable of thriving for generations to come.

For the Caribbean, resilience is no longer simply good environmental policy.

It is good economics.

New Hotel Announced in St. Maarten

Site Plan of Hotel

INDIGO BAY–Two prominent real estate development firms have partnered with Cay Bay Development (CBD) NV, the master developer at Indigo Bay Development, to propose the development of a US $220 million luxury hotel resort and condos in St. Maarten.  AG&T provided advisory services and a group of independent real estate brokers led by Adam Greenfader at Oceanfront International Group at Douglas Elliman coordinated the transaction. 

 

 

The proposed high-end hotel development at Indigo Bay Development,  is expected to feature certain luxury accommodations and five-star amenities, including 94 hotel rooms and suites, and 130 residential homes. Additionally, the proposed hotel development is expected to feature large water ponds and greenery areas in keeping with its eco-centric vision, as well as an extensive public parking area for public beach access to Indigo Bay.

  “The timing for such a development could not have come at a more opportune time, as country St. Maarten is tasked with creating new and innovative strategies to counter the global economic crisis due to the pandemic,”.

In an economy whereby hospitality and tourism are at the centre of its recovery, it is expected that the development of a high-end branded hotel in St. Maarten would provide an enormous boost to this endeavour by enhancing several areas in tourism.

 

Hotel Concept at Indigo Bay

 

According to the release it can enhance St. Maarten’s global attractiveness as a prime tourist destination; increase hotel accommodation by approximately 20 per cent; increase the number of annual visitors to St. Maarten by 32,000 based on hotel occupancy of 65 per cent (double) and an average stay of five nights; and attract high value tourists who may choose St. Maarten as a vacation destination as opposed to accessing surrounding islands through its air and sea ports of entry, it was stated in the release.

The proposed world-class hotel development, once completed, will be managed by an internationally-recognised hotel brand, which will lend itself to greater global recognition, the release said. The projected marketed average daily rate (ADR) for hotel rooms at the proposed new hotel development is expected to be substantially higher than the current average daily rates on St. Maarten.

The CBD and the principals of the proposed hotel development seek to assure that the interest of the citizenry and of the environment are paramount to their endeavor.  Six acres of the overall hotel site of about 18 acres is projected as a green zone, including the retention ponds that were originally constructed at Indigo Bay Development by CBD. 

For more information about Caribbean hotel opportunities contact us 

Caribbean Banking Leadership During the COVID-19 Pandemic

Isabel de Caires

Caribbean Banking Leadership During the COVID-19 Pandemic

 

During the unprecedented disruption of the COVID-19 pandemic, Caribbean financial institutions faced one of the most significant challenges in their history. With tourism at a standstill, hospitality assets under pressure, and uncertainty across virtually every sector of the regional economy, banks were required to move beyond traditional lending practices and work collaboratively with borrowers to preserve long-term value.

In this exclusive interview, Isabel de Caires of FirstCaribbean International Bank shares how regional lenders responded during the crisis, implementing payment deferrals, restructuring loans, reducing costs, and working alongside clients to help businesses navigate an extraordinary period of uncertainty.

One of the most important lessons from the pandemic was the willingness of Caribbean banks to cooperate—not only with borrowers, but with one another and with governments—to maintain financial stability across the region. That collaborative approach helped many projects survive a period that few could have anticipated.

For AG&T, these conversations reinforced the importance of maintaining strong relationships throughout the Caribbean banking community. Over more than three decades, we have worked closely with regional and international financial institutions, giving our clients valuable insight into evolving lending practices, capital markets, and financing strategies across multiple jurisdictions.

Whether structuring development financing, introducing lending partners, or advising on capital formation, AG&T’s longstanding relationships with Caribbean financial institutions provide clients with access to market intelligence that extends well beyond individual transactions.

Watch the interview with Isabel de Caires to learn how Caribbean banks responded during one of the region’s most challenging periods and how those lessons continue to influence lending and development today.

 

Hospitality Innovation in Times of Crisis: Lessons from IDB Invest and the Future of Caribbean Tourism

Rogerio Bass

Hospitality Innovation in Times of Crisis: Lessons from IDB Invest and the Future of Caribbean Tourism

Hospitality Innovation in Times of Crisis: Lessons from IDB Invest and the Future of Caribbean Tourism

As the COVID-19 pandemic swept across the globe, few industries were impacted more dramatically than hospitality and tourism. Borders closed, airlines grounded fleets, conferences were canceled, and hotels that once operated at record occupancies suddenly found themselves with little to no demand.

For Latin America and the Caribbean—regions where tourism serves as a critical engine of economic growth, employment, and foreign investment—the implications were profound.

To better understand the challenges facing the industry and the opportunities that could emerge from the crisis, the Urban Land Institute Caribbean Council hosted a conversation between Rogerio Basso, Head of Tourism at IDB Invest, and Adam Greenfader, Chair of the ULI Caribbean Council and Managing Partner of AG&T.

While much of the discussion focused on the immediate impact of the pandemic, the conversation ultimately became a broader examination of innovation, leadership, capital markets, and the future evolution of hotel management throughout Latin America and the Caribbean.

The Tourism Industry Before COVID-19

Before the pandemic, hospitality was experiencing one of the strongest periods in its history.

Global travel demand continued to expand, international tourism arrivals were reaching record levels, and investors remained highly attracted to hospitality assets throughout the Caribbean and Latin America. Major hotel brands were expanding aggressively, new resort developments were under construction, and institutional capital was increasingly targeting hospitality as a long-term growth sector.

Destinations throughout the Caribbean benefited from growing airlift, rising visitor expenditures, and increasing demand for experiential travel, wellness tourism, luxury resorts, and branded residential products.

According to Rogerio Basso, the industry’s fundamentals entering 2020 were exceptionally strong.

What followed was not a traditional economic downturn or cyclical correction. It was a sudden and complete interruption of global mobility.

Why This Crisis Was Different

The hospitality industry has weathered numerous crises over the past several decades, including recessions, geopolitical conflicts, natural disasters, and health emergencies.

COVID-19 was fundamentally different.

Unlike previous downturns that impacted specific regions or market segments, the pandemic affected virtually every tourism destination simultaneously. Hotels were not competing for reduced demand; in many cases, demand simply disappeared.

For owners and operators, the challenge was unprecedented. Revenue declined almost immediately while many fixed costs remained. Management teams were forced to make difficult decisions regarding staffing, operations, capital expenditures, and long-term strategy.

Yet amid the disruption, Rogerio emphasized that hospitality leaders could not simply focus on survival. They also needed to prepare for recovery.

Innovation as a Competitive Advantage

One of the most important themes that emerged during the discussion was the role of innovation in hotel management.

The pandemic accelerated trends that had already begun transforming hospitality, forcing operators to adopt new technologies and rethink traditional business models at a much faster pace.

Hotels across the region began implementing:

  • Contactless check-in and check-out systems

  • Mobile guest communication platforms

  • Digital concierge services

  • Enhanced health and sanitation protocols

  • Flexible staffing models

  • Advanced revenue management systems

  • Data-driven guest personalization

  • Hybrid meeting and conference capabilities

  • Expanded outdoor experiences and wellness programming

Many of these initiatives were initially introduced as crisis-response measures. However, they quickly evolved into permanent operational improvements that enhanced both efficiency and guest satisfaction.

The discussion highlighted an important reality: innovation is often accelerated during periods of disruption.

The hospitality companies that adapted fastest were frequently the ones best positioned to capture demand when travel resumed.

The Evolution of Hotel Management

Perhaps one of the most significant lessons from the pandemic was the changing role of hotel management itself.

Historically, hotel operators focused primarily on maximizing occupancy, controlling expenses, and maintaining service standards. Today’s hospitality leaders must balance a much broader range of responsibilities.

Modern hotel management increasingly requires expertise in:

  • Technology integration

  • Sustainability initiatives

  • Wellness programming

  • Community engagement

The panel discussed how successful operators would need to become more agile, more data-driven, and more responsive to changing guest expectations than ever before.

Hotels are no longer simply places to stay. They are becoming platforms that integrate hospitality, wellness, residential living, experiences, technology, and community.

This transformation is particularly relevant in the Caribbean, where travelers increasingly seek authentic experiences, environmental stewardship, cultural immersion, and personalized service.

The Role of Multilateral Development Banks

A unique aspect of the discussion focused on the role of multilateral development banks (MDBs) in supporting tourism and hospitality during times of crisis.

As Head of Tourism at IDB Invest, Rogerio Basso oversees initiatives that provide financing solutions throughout Latin America and the Caribbean. These include debt, mezzanine financing, equity investments, and other instruments designed to support sustainable development.

Multilateral institutions play a critical role because they often provide patient capital during periods when traditional financing becomes scarce.

Beyond capital, organizations such as IDB Invest contribute technical expertise, environmental standards, governance frameworks, sustainability initiatives, and strategic guidance that strengthen projects over the long term.

The discussion emphasized that recovery would require collaboration among governments, hotel operators, developers, lenders, investors, and development finance institutions.

No single stakeholder could solve the challenges alone.

Three Strategic Actions for Hospitality Leaders

Rogerio outlined several priorities that hospitality companies should consider when navigating periods of uncertainty:

1. Preserve Liquidity

Cash management becomes paramount during periods of disruption. Organizations must maintain financial flexibility to withstand market volatility while preserving their ability to invest when opportunities emerge.

2. Continue Investing in Innovation

The temptation during a crisis is to cut spending across all areas. However, technology, operational improvements, and guest experience enhancements often generate long-term competitive advantages that outlast the crisis itself.

3. Focus on Long-Term Demand Drivers

While short-term conditions may fluctuate, the fundamental drivers of tourism—human connection, exploration, business travel, leisure experiences, and cultural exchange—remain intact.

The strongest organizations maintain a long-term perspective even during periods of uncertainty.

Looking Back: From Crisis to Transformation

Several years later, many of the observations discussed during this ULI Caribbean Conversation proved remarkably accurate.

Tourism throughout the Caribbean and Latin America rebounded faster than many analysts expected. Luxury travel accelerated. Wellness tourism expanded. Branded residences became one of the industry’s fastest-growing segments. Technology adoption increased dramatically. Investors returned to the sector with renewed confidence.

Most importantly, hospitality emerged stronger, more resilient, and more innovative than before.

AG&T’s Commitment to Hospitality Thought Leadership

At AG&T, we believe that some of the most important conversations occur during periods of uncertainty. Throughout the pandemic and beyond, we partnered with the Urban Land Institute Caribbean Council to bring together industry leaders, investors, developers, hotel operators, economists, and policymakers to discuss the future of Caribbean real estate and hospitality.

Our conversation with Rogerio Basso was more than a discussion about crisis management. It was a dialogue about leadership, innovation, and the future of tourism in Latin America and the Caribbean. The lessons remain relevant today.

Hospitality is no longer defined solely by buildings, brands, or locations. It is increasingly defined by adaptability, technology, sustainability, and the ability to create meaningful experiences for guests. As the Caribbean continues its hospitality renaissance, innovation in hotel management will remain one of the most powerful drivers of long-term success. At AG&T, we remain committed to advancing the conversations that help shape that future.

The Elimination of Section 936

Zaida Feliciano Queens College

The repeal of Section 936 resulted in lost manufacturing jobs for the USA and a 15 year economic crisis for Puerto Rico. 

As we sit today in the middle of a world pandemic, a few things seem certain. COVID 19 is a health crisis that has forever changed our relationship with globalism. It is time for a new understanding of how manufacturing keeps us all safe. This is especially true of the pharmaceutical industry. With shortages of basic supplies, medicines and protective gear, is it time to bring critical manufacturing back to the United States?

In this AG&T Thought Leadership conversation, we speak with economics professor Zadia Feliciano (see bio)of Queens College and explore the consequences for the USA and Puerto Rico of eliminating the manufacturing tax incentives –  Section 936.

In her groundbreaking work on Section 936, entitled, “US Multinationals in Puerto Rico and the Repeal of Section 936 Tax Exemption for U.S. Corporations“, professor Feliciano and Andrew Green, “analyze the effects of the phase out and elimination of Section 936 on the number of establishments, value added, employment, and wages in Puerto Rico’s manufacturing.  

Unfortunately, the elimination of Section 936 helped push critical manufacturing AWAY from the USA. Critical manufacturing left Puerto Rico (USA) and  sought cheaper markets in Mexico, Ireland, Latin America and China.

Moving Forward.

The Food and Drug Administration has for some time been expressing concern that the United States is too dependent on China within the medical supply chain. Puerto Rico has 49 FDA-approved pharmaceutical plants in place, and produces not just one quarter of all U.S. pharmaceutical exports, but also significant amount of medical devices.

Puerto Rico’s manufacturing industry is in need of support, but is also in a position to blossom, similar to other areas of the country that used to have a strong manufacturing base. In the area of pharmaceuticals, Puerto Rico has the advantage of an educated workforce and many people experienced in the industry. Puerto Rico produces 25% of the pharmaceuticals exported by the United States. This is more than any State. The Island has the cold chain logistics for pharmaceuticals in place. The learning curve would be lower for Puerto Rico than for many other U.S. regions. The time to act is now.

To learn more about how Puerto Rico can help USA manufacturing. 

Puerto Rico’s Manufacturing Renaissance: Strengthening America’s Supply Chain

Luis Fortuno

Puerto Rico's Manufacturing Renaissance: Strengthening America's Supply Chain

About Luis Fortuño

Luis G. Fortuño is the former Governor of Puerto Rico (2009–2013) and one of the island’s leading voices on economic development, manufacturing, and public policy. Prior to serving as governor, he was Puerto Rico’s Resident Commissioner in the U.S. Congress, where he advocated for the island’s economic and federal priorities. Today, he is a partner at Steptoe LLP, advising multinational corporations, investors, and governments on public policy, international trade, infrastructure, energy, and economic development.

Throughout his career, Governor Fortuño has been a strong advocate for strengthening Puerto Rico’s role as a strategic manufacturing hub for the United States. His deep understanding of government policy, international business, and economic competitiveness offers valuable insight into how Puerto Rico can leverage its world-class pharmaceutical industry, highly skilled workforce, and U.S. legal framework to support the reshoring of critical manufacturing and build a more resilient American supply chain.

 Luis Fortuño, partner at Steptoe and Johnson (Governor of Puerto Rico 2009-2013), 

 

 

The COVID-19 pandemic fundamentally changed the way governments and businesses think about global supply chains.

For decades, manufacturers optimized production by moving operations to lower-cost jurisdictions around the world. The pandemic exposed the vulnerabilities of that model. Shortages of pharmaceuticals, medical devices, personal protective equipment, semiconductors, and other critical products demonstrated that efficiency alone could no longer be the primary objective. Resilience had become equally important.

Today, reshoring and nearshoring have become central components of U.S. industrial policy.

One question remains especially relevant:

What role can Puerto Rico play in rebuilding America’s manufacturing capacity?

That question was the focus of a conversation between Luis Fortuño, former Governor of Puerto Rico (2009–2013) and Partner at Steptoe LLP, and Adam Greenfader, Chairman of AG&T. Their discussion explored Puerto Rico’s unique position within the United States and why the island remains one of America’s most important strategic manufacturing platforms.

A Manufacturing Legacy

Puerto Rico’s manufacturing story began long before COVID-19.

Beginning with Operation Bootstrap in the late 1940s, Puerto Rico became one of the United States’ premier manufacturing hubs. Over the following decades, the island attracted many of the world’s leading pharmaceutical, biotechnology, medical device, aerospace, and advanced manufacturing companies.

At its peak, Puerto Rico produced a significant share of the pharmaceuticals consumed in the United States and became home to one of the highest concentrations of pharmaceutical manufacturing facilities anywhere in the world.

That industrial base continues to represent one of Puerto Rico’s greatest competitive advantages.

Why Puerto Rico Still Matters

Governor Fortuño emphasized that Puerto Rico possesses several unique characteristics that are difficult to replicate elsewhere.

First, the island already has an extensive network of FDA-approved manufacturing facilities, many of which can be expanded or modernized far more quickly than constructing entirely new plants.

Second, Puerto Rico has a highly skilled workforce with decades of experience in highly regulated industries including pharmaceuticals, biotechnology, life sciences, aerospace, and medical devices.

Third, the island’s universities—particularly the University of Puerto Rico at Mayagüez (RUM)—continue to produce outstanding engineers, scientists, and technology professionals who support many of the world’s leading manufacturers.

Combined with Puerto Rico’s status as a U.S. jurisdiction, these assets create a compelling environment for advanced manufacturing.

Lessons from the Past

The conversation also examined the factors that contributed to Puerto Rico’s manufacturing decline.

The expiration of Section 936, increased global competition, the implementation of NAFTA, and aggressive incentive programs offered by countries such as Ireland, Singapore, and China all encouraged manufacturers to relocate production.

At the same time, Puerto Rico faced economic recession, rising energy costs, fiscal challenges, and the devastating impacts of Hurricanes Irma and Maria.

Despite these setbacks, the island retained one of its greatest strengths—its manufacturing ecosystem.

The Reshoring Opportunity

The pandemic fundamentally altered how companies evaluate supply chains.

Today, resilience, geographic diversification, national security, and supply chain reliability have become strategic priorities.

Puerto Rico is uniquely positioned to benefit from these trends.

As a U.S. territory operating under the American legal, regulatory, and intellectual property framework, Puerto Rico offers manufacturers many of the advantages of domestic production while maintaining strategic proximity to major U.S. markets.

Rather than rebuilding manufacturing capacity from the ground up, many companies have the opportunity to leverage an existing industrial base supported by experienced workers, established infrastructure, and decades of operational expertise.

Policy and Investment

The discussion also addressed the importance of public policy in supporting Puerto Rico’s manufacturing future.

At the time, bipartisan legislation introduced by Resident Commissioner Jenniffer González-Colón, together with members of Congress, sought to strengthen America’s critical supply chains while recognizing Puerto Rico’s strategic role in national manufacturing.

Although specific legislation has evolved over time, the broader objective remains unchanged: strengthening domestic manufacturing capacity while reducing dependence on distant supply chains for essential products.

Looking Back

Viewed today, many of the observations made during this conversation proved remarkably accurate.

Reshoring has become a central objective of U.S. industrial policy.

Supply chain resilience now influences corporate site selection decisions.

Federal investment in advanced manufacturing has accelerated, and Puerto Rico continues to attract new interest from pharmaceutical, life sciences, medical technology, and advanced manufacturing companies seeking to expand production within the United States.

The conversation serves as an important reminder that Puerto Rico’s manufacturing potential did not begin with COVID-19—it simply became impossible to ignore.

AG&T’s Perspective

For more than three decades, AG&T has worked at the intersection of economic development, real estate, infrastructure, hospitality, and industrial investment throughout Puerto Rico and the Caribbean.

Our conversations with policymakers, industry leaders, investors, and manufacturers have consistently reinforced one conclusion: Puerto Rico’s future will be built upon a diversified economy. Puerto Rico is uniquely positioned not only to participate in America’s manufacturing renaissance, but to help lead it.

Mixed-use project delivers on wellness in Puerto Rico

 

 

 

 

AS PUBLISHED IN HOTEL BUSINESS  BY  ON

PONCE, PUERTO RICO—Ponce Paradise—a 900-acre resort, healthcare village and marina located here—is giving guests all the conveniences and amenities of mixed-use, but with a twist.

Adam Greenfader, managing partner, AG&T, the development firm behind Ponce Paradise, said, “There is a trend in hospitality development for travelers searching for a destination that offers a wellness package or amenities.”

Conceptualized by LandDesign and Winstanley Architects & Planners along with AG&T, the teams consulted engineering and aquatic architecture professionals to make the vision a reality, bringing together a mixed-use development and a wellness destination.

“Economies of scale seem to indicate mixed-use projects will be getting larger. The live-work-play concept is really taking hold as more people want to be in the center of it all,” Greenfader said.

Ponce Hospital and Wellness City

Still in its early design and community involvement phase, Ponce Paradise will comprise a hotel and spa, wellness community, farm-to-table agricultural setup, a micro-grid, residential neighborhoods, a town square and a university medical center, with a total investment of approximately $1 billion.

Specifically, the 166-acre Wellness City will have research, university and care facilities, which will include a branded hospital, rehabilitation centers, outpatient, recovery rooms, assisted living facilities, nursing home, short-term residential units and condominiums. The wellness lagoon will have restaurants and retail, and a plaza will be home to a worship center, park and entertainment venue. 

The development will not only promote health and wellness but sustainability as well. About 60% of the site is untouched and will remain in its natural state, according to the Puerto Rico Conservation Easement Law. Additionally, the developed area has acres of green space, waterways and parks.

“Wellness tourism has been estimated as a $563 billion industry in 2018,” Greenfader said. “Puerto Rico is ideally situated to capture a large part of this market due to its central location, airlift and cruise traffic, U.S. medical doctors and great infrastructure.

“There are many medical treatments that can be done in Puerto Rico for a fraction of the cost—and you get to enjoy an amazing Caribbean vacation experience,” he added.

There are, of course, some challenges. “Less than 7% of Puerto Rico’s GDP is tourism based. For a Caribbean island with great beaches, people and infrastructure, this in incredibly low. The city of Ponce, in particular, has a convention center, port and airport that are highly underutilized,” Greenfader said, highlighting the project’s necessity.

He said the first challenge is to get the Municipality of Ponce and the Fiscal Board controlled by the U.S. Congress to fully use its assets. The second challenge—which is common in any large mixed-use project—is to provide the right combination of uses.

“The last challenge is financing,” he said. “In Puerto Rico, there are $20 billion of Community Development Block Grants for Disaster Relief. We trust some of that will be allocated to critical projects such as Ponce Paradise.”

Following meetings with the municipality, major medical associations, cruise lines and community leaders—each with their own concerns—Greenfader is confident that they will be able to address each group while also honoring Ponce’s natural surroundings.

Master Plan for Wellness City and Hospital

 

“Our job as project sponsors is to balance the concerns of each group with the stewardship of the environment,” he said. “The project must make economic sense but also be a valuable contributor to the local region, protecting and enhancing natural assets.”

Greenfader said that as hospitality as a whole faces its own challenges, differentiators like mixed-use developments are gaining more momentum.

“Airbnb and other disruptors have proven that the market is changing and that guests are seeking new experiences. Budget allocations, the desire to be together in large groups and ease of booking a reservation are just a few reasons the hotel industry is adding more residential units,” he said.

According to Greenfader, residential space generates revenue that can assist with the financing capital stack, while also creating a rental pool of additional units for the high seasons.

Ponce Paradise plans to offer three residential options: single-family homes, smaller vacation rentals and affordable “shotgun-style” housing, all with their own facilities and security.

Its attention to health, however, is the real differentiator, with nature serving as both the basis for its design and Ponce Paradise’s mantra.

“Everyone realizes that wellness is holistic; we don’t just treat the physical but the whole mind, body and spirit,” Greenfader said. “Doctors know that a patient’s success rate is often a result of a positive mental attitude. A cold, sterile room doesn’t necessarily lend itself to great health. Great architecture, beautiful landscaping, water vistas, amazing smells, community, etc., can make the difference between success and failure in a person’s treatment.”

Wellness extends far beyond simple offerings here. “Doing yoga with goats may not prove to have ‘legs,’ but resort wellness has just begun to take off. The reasons are simple: Industrialized nations are getting older, people are living longer, and with two billion new tourists coming from India and China, there are many more potential people for this market niche,” he said. “Some experts say the wellness resort industry is expected to double within the next 20 years and become a $1-trillion industry.”

The sustainability factor is also attracting hoteliers, especially in an area that’s been struck by natural disasters.

“Developers are starting to realize that a weather-related crisis can have a devastating effect on operational risk,” he said. “If a hotel cannot withstand hurricane-force winds, floods and mold, then it will suffer huge downtimes and repairs. In fact, hotels may not ever come back online at all.”

Greenfader said that hotel buyers are now evaluating their portfolios for climate risk and realizing that initially spending 15-20% more in construction costs to make a project resilient and sustainable makes good business sense.

“Developers also realize that if they can stay open during a crisis, their occupancy will be 100% or more,” Greenfader said. “During a relief and rebuilding period, hotels host thousands of relief workers, insurance adjusters and other critical workers. It’s a win-win to be resilient and sustainable.”

This couldn’t be more clear than at the current time, when Puerto Rico is beginning to recover from a series of earthquakes, which Greenfader noted had hit the south particularly hard—especially structures built before 1990, when codes were updated to bolster construction for seismic activity.

“The earthquake reaffirms that a project like Ponce Paradise needs to build a resilient infrastructure into its master plan and be forward-looking in its design,” he said. HB

From the Netherlands to the Caribbean: Rethinking Climate Resilience for Island Communities

ULI Roundtable on Climate Resilience in The Netherlands

From the Netherlands to the Caribbean: Rethinking Climate Resilience for Island Communities

 

Climate resilience is no longer simply an environmental discussion.

It has become one of the defining economic and development challenges of the 21st century. For island nations throughout the Caribbean, climate adaptation influences everything from infrastructure investment and insurance costs to tourism, housing, transportation, energy, and long-term economic competitiveness.

Recognizing these challenges, Adam Greenfader with the Urban Land Institute (ULI) convened an international Climate Resilience Roundtable in the Netherlands, bringing together planners, architects, engineers, financial institutions, developers, investors, and public-sector leaders to explore how some of the world’s most climate-resilient communities can help shape the future of Caribbean development.

The discussion was particularly timely following the devastating impacts of Hurricanes Irma and Maria in 2017 and Hurricane Dorian in the Bahamas in 2019. These events highlighted the urgent need to move beyond disaster recovery and begin designing communities capable of withstanding the increasing impacts of climate change.

Learning from the Dutch

Few countries understand the relationship between water and urban development better than the Netherlands.

For more than a thousand years, the Dutch have designed cities, infrastructure, and landscapes that coexist with water rather than simply attempting to control it. Their expertise in flood management, adaptive urban planning, coastal engineering, and integrated water systems has become a global model for climate resilience.

Rather than viewing resilience as an additional cost, the Dutch approach recognizes it as a long-term investment—one that protects communities, reduces future losses, and creates stronger, more valuable places to live and invest.

As Caribbean nations confront rising sea levels, stronger storms, coastal erosion, and aging infrastructure, these lessons have become increasingly relevant.

Sharing Caribbean Experience

Representing the Caribbean perspective, Adam Greenfader, then Chair of the ULI Southeast Florida/Caribbean Council and Chairman of AG&T, shared lessons learned from the ULI Advisory Services Panel for the Municipality of Toa Baja, Puerto Rico.

The multidisciplinary panel examined how one of Puerto Rico’s most vulnerable municipalities could rebuild after Hurricane Maria while improving long-term resilience, strengthening economic opportunity, and reducing future climate risks.

Rather than focusing solely on reconstruction, the discussion emphasized creating communities that are stronger than those that existed before the storm.

This philosophy—often described as “building back better”—has since become a guiding principle for resilient development worldwide.

A Global Perspective

Joining the discussion was Henk Ovink, the Netherlands’ Special Envoy for International Water Affairs and one of the world’s foremost experts on climate adaptation and water management. Mr. Ovink discussed how climate resilience requires integrated thinking across government, infrastructure, finance, urban planning, and community engagement.

His work through initiatives such as Rebuild by Design, the Global Center on Adaptation, and Water as Leverage has demonstrated that resilience is most successful when architects, engineers, investors, policymakers, scientists, and local communities collaborate from the earliest stages of planning.

The message was clear:  Resilience cannot be added at the end of a project.

It must become part of the project’s DNA.

 

From Recovery to Regeneration

One of the most important themes of the roundtable was the distinction between recovery and regeneration.

Recovery seeks to restore what existed before.

Regeneration asks a more ambitious question:

How can we rebuild communities that are stronger, safer, more sustainable, and better prepared for future generations?

That philosophy extends far beyond engineering.

It includes resilient housing, renewable energy, modern infrastructure, nature-based solutions, flood management, resilient tourism, environmental restoration, and economic diversification.

Increasingly, these principles are also influencing investment decisions.

Why This Matters Today

Since this discussion took place, climate resilience has become one of the most important considerations in global real estate and infrastructure investment.

Institutional investors now routinely evaluate climate risk alongside traditional financial metrics.

Insurance markets increasingly reward resilient design.

Hotels, resorts, airports, ports, hospitals, and mixed-use developments are incorporating resilience into their planning from the earliest stages.

For the Caribbean, resilience is no longer simply about protecting communities.

It has become a competitive advantage.

Destinations that invest in resilient infrastructure, sustainable development, renewable energy, and climate adaptation will be better positioned to attract tourism, institutional capital, and long-term economic growth.

AG&T’s Perspective

For more than three decades, AG&T has viewed resilience as an essential component of responsible development throughout the Caribbean.

Whether advising hospitality projects, master-planned communities, infrastructure initiatives, or economic development strategies, we believe resilience should not be treated as a regulatory requirement or a marketing slogan.

It is an investment strategy. Projects that are thoughtfully designed to withstand climate risk, reduce operating costs, protect natural systems, and enhance community well-being create stronger long-term value for investors, residents, and governments alike.

The conversations held in the Netherlands reinforced an important principle that continues to guide our work today: The Caribbean has the opportunity not simply to recover from climate change—but to become a global leader in resilient, regenerative development.

By combining local knowledge with international best practices, we can create island communities that are stronger, more sustainable, and more prosperous for generations to come.

 

      Some of the works discussed:

Caribbean Hospitality Summit Draws Record Numbers

The Caribbean’s Hospitality Renaissance:

 

For decades, the Caribbean has been recognized as one of the world’s premier tourism destinations. Today, it is emerging as one of the most compelling regions for hospitality investment, infrastructure development, and long-term capital deployment. At the center of that transformation is Puerto Rico—a market whose financial renaissance is helping redefine investment across the Caribbean.

At AG&T, we have had the privilege of participating in that evolution for more than three decades.

As a Caribbean real estate development and capital advisory firm, our mission extends well beyond individual transactions. We have worked to strengthen the economic ties between Puerto Rico, the U.S. mainland, and the broader Caribbean by bringing together developers, lenders, institutional investors, hospitality brands, family offices, government agencies, and industry leaders. We believe that successful hospitality markets are built on relationships, collaboration, and confidence in long-term investment.

This philosophy has guided AG&T’s partnerships with organizations such as the Puerto Rico Builders Association, the Urban Land Institute, Bisnow, hospitality conferences, investment forums, and numerous public and private initiatives designed to showcase the Caribbean as a world-class destination for investment as well as tourism.

One such milestone was the Puerto Rico Builders Association’s conference, where AG&T organized and moderated a discussion on the future of development finance featuring senior executives from FirstBank, the Economic Development Bank of Puerto Rico, and Acrecent Financial. While the conversation centered on financing new construction, it reflected something much larger: Puerto Rico’s financial sector was entering a new era, creating opportunities not only for the island, but for hospitality and real estate investment throughout the Caribbean.

Looking back today, that conversation marked the beginning of a broader transformation.

Puerto Rico has emerged from years of fiscal restructuring with renewed financial stability, strengthened institutions, and a growing ecosystem of capital providers. Traditional banks have returned to construction lending, private credit has expanded, institutional investors are increasingly active, and billions of dollars in federal investment have accelerated infrastructure modernization. Together, these developments have created one of the strongest investment environments the island has experienced in decades.

The implications extend far beyond Puerto Rico.

Hospitality has always been one of the Caribbean’s most important economic engines. Across the region, demand for luxury resorts, branded residences, mixed-use destinations, marinas, wellness communities, and experiential travel continues to grow. Meeting that demand requires sophisticated capital markets, experienced development partners, and trusted financial institutions.

Puerto Rico’s financial resurgence is helping create that foundation.

As capital markets mature and investor confidence grows, the island increasingly serves as a gateway for institutional investment into the Caribbean. International hotel brands, private equity firms, family offices, lenders, and developers are viewing the region with renewed optimism, supported by stronger financial structures and improved access to capital.

At AG&T, we have worked to help build those connections.

Through partnerships with organizations such as Bisnow, the Urban Land Institute, the Puerto Rico Builders Association, and numerous hospitality and investment organizations, we have organized conferences, investor forums, educational programs, and networking events that connect mainland U.S. capital with Caribbean opportunities. These initiatives are designed not simply to promote projects, but to foster meaningful dialogue between investors, public officials, hospitality leaders, financial institutions, and developers.

Our objective has remained remarkably consistent: position Puerto Rico and the Caribbean as globally competitive destinations for investment, innovation, and sustainable economic growth.

The Caribbean hospitality sector is entering a defining period. Record tourism, expanding airlift, increasing demand for luxury accommodations, resilient infrastructure, and growing interest from global investors are reshaping the region’s development landscape. At the same time, public-private partnerships, innovative financing structures, and collaborative leadership are creating opportunities that would have been difficult to imagine only a decade ago.

Economic transformation does not occur in isolation. It is the product of sustained collaboration among governments, financial institutions, developers, investors, and industry organizations that share a common vision.

Puerto Rico’s financial renaissance is strengthening not only the island’s economy, but also the future of Caribbean hospitality.

At AG&T, we are proud to continue serving as a bridge between Caribbean opportunity and global capital—helping build the relationships that will shape the region’s next generation of hospitality and real estate development.