Blanca CRE was retained to advise White & Case on a long-term lease strategy for its Miami office at Southeast Financial Center.
Working closely with the firm’s leadership, Blanca CRE benchmarked space utilization, developed new seating standards, and evaluated relocation scenarios to build leverage in negotiations. The team secured a ten-year renewal that reduced total leased space by over 16,000 SF with no impact on headcount, achieving more efficient use and substantial savings exceeding $6 million..
Ownership engaged Blanca CRE to assume property management of a 240,000 SF Class A multi-tenant office building with multiple capital projects underway and several 24/7 tenants.
Blanca CRE assembled a transition team with accounting, engineering, and operations expertise to ensure immediate continuity. The team transferred accounting data with zero discrepancies, executed capital improvements ahead of schedule, and implemented new
Healthcare Realty engaged Blanca CRE in 2021 to lease three Miami-Dade medical office buildings totaling 221,000 SF.
By leveraging deep relationships with hospital executives and the medical brokerage community, Blanca CRE improved occupancy, achieved higher rental rates, and created strong tenant demand. Impressed by the results, the client expanded the assignment to 10 buildings totaling 900,000 SF by 2023.
Shifted community perception and drove rapid lease-up of downtown’s transit hub. Blanca CRE was awarded the leasing assignment for Two and Three MiamiCentral amid skepticism about the project and location.
The team implemented an integrated marketing campaign emphasizing connectivity, access, and neighborhood transformation. Within 12 months of delivery, occupancy rose from 52% pre-leased to 97% leased, culminating in The Blackstone Group’s $230M acquisition.
A rapidly growing international wealth management firm required a larger, high-profile headquarters in Brickell that reflected its brand and supported its private office-intensive model.
Blanca CRE identified a unique opportunity during COVID to leverage favorable market conditions, creating competition among landlords and negotiating premier terms including top-of-building signage. The team secured Insigneo’s headquarters at 1221 Brickell Avenue, delivered expansion rights that were later exercised to secure the building’s top two floors, and supported additional growth in Coral Gables and New York. The long-term advisory relationship has supported Insigneo’s expansion from approximately $8 billion to over $35 billion in supported client assets.
After years of growth, Dufry outgrew its headquarters, and the existing building was no longer a viable long-term solution.
Blanca CRE conducted a full market assessment and initiated a competitive RFP process to create leverage for Dufry’s tenancy. At the same time, the team negotiated directly with the existing landlord, Prologis, to explore expansion options. By running both strategies in parallel, Blanca CRE secured a short-term expansion at Dufry’s existing rental rate—avoiding any increase in occupancy costs—while also structuring a long-term built-to-suit lease designed to support the company’s growth over the next decade.
Banco Santander engaged Blanca CRE to evaluate renewal and relocation strategies for its South Florida offices.
Through benchmarking studies and market negotiations, Blanca CRE identified an opportunity to restructure the existing lease early, reducing the overall footprint and improving space utilization. The resulting agreement provided cost savings, flexibility for future growth, and a refreshed office environment aligned with the bank’s evolving operational model.
As Quirch Foods expanded nationally, its leadership sought to elevate its corporate image while balancing cost and consensus.
Blanca CRE guided the executive team through a rigorous evaluation of stay-in-place and relocation scenarios, managed an RFP for architecture partners, and developed a qualitative scorecard to align stakeholders. The result was a 9-year off-market sublease in Coral Gables with aggressive economics and generous concessions that supported the company’s brand and growth vision.
A 32,282 square-foot office building fully leased to a single tenant was brought to market with an upcoming lease expiration, creating perceived risk for investors.
Blanca CRE launched a targeted marketing campaign that generated four offers within one week, creating immediate competitive tension. The process resulted in a full-price sale, delivering a strong outcome despite lease rollover concerns.
A retail and office building in Bay Harbor Islands, combined with an adjacent development site, was brought to market as both an income-producing asset and a future redevelopment opportunity.
Blanca CRE executed a targeted global marketing strategy, attracting interest from buyers across six continents. The competitive demand drove the sale to 99% of asking price at a 4.20% cap rate, delivering a strong outcome for ownership on a uniquely positioned mixed-use asset.
A vacant 8,000 square-foot retail building on a one-acre site in Doral was brought to market with the goal of maximizing value.
Blanca CRE broadened the buyer pool by targeting owner-users, investors, and developers, generating strong interest across all groups. The resulting competitive environment led to a sale above asking price and set a record price per square foot for a vacant freestanding building along the Doral Boulevard corridor.
A waterfront property in Miami consisted of 61 individually owned condominium units, with only a small portion of owners initially aligned on a potential sale.
Blanca CRE developed and executed a strategic assemblage plan, working closely with each owner to align interests and maximize value. Through a highly coordinated effort, the team successfully consolidated the units and facilitated a $48 million sale, delivering significant premiums to ownership and enabling a transformative redevelopment that is reshaping the Miami skyline.
Blanca CRE was hired to reposition a dated office park and stabilize occupancy.
The team repositioned the building’s perceived location and infrastructure as key differentiators and executed a disciplined canvassing effort to attract top tenants. The strategy achieved 98% occupancy 24 months before TCO with record-setting rents between $65–$68 PSF.
Blanca CRE was engaged to market and lease a new Class A office tower under construction during the Great Recession.
The team repositioned the building’s perceived location and infrastructure as key differentiators and executed a disciplined canvassing effort to attract top tenants. The strategy achieved 98% occupancy 24 months before TCO with record-setting rents between $65–$68 PSF.
Tasked with securing tenants for 463,000 RSF of Class A office space before and after construction, Blanca CRE launched a targeted campaign to attract premier tenants.
Blanca CRE was engaged during construction to reposition and lease the 387,000 RSF Class A office tower in Downtown Fort Lauderdale.
The team positioned The Main as a premier workplace destination where employers could attract and retain talent post-COVID, highlighting the building’s modern design, state-of-the-art systems, and hospitality-driven amenities. A fast-paced leasing strategy and targeted marketing campaign generated strong momentum, achieving 98% occupancy at 25% above average market rents within 18 months.
Ownership engaged Blanca CRE to assume property management of a 240,000 SF Class A multi-tenant office building with multiple capital projects underway and several 24/7 tenants.
Blanca CRE assembled a transition team with accounting, engineering, and operations expertise to ensure immediate continuity. The team transferred accounting data with zero discrepancies, executed capital improvements ahead of schedule, and implemented new
The City of Miami Beach-owned Miami City Ballet facility required extensive repairs under strict state grant guidelines.
Blanca CRE provided a comprehensive building assessment, prioritized repairs, and coordinated closely with state and municipal officials to ensure compliance. The team executed all projects before the grant deadline, implemented new maintenance protocols, and improved building operations—reducing HVAC costs by 29%, trash and recycling by 21%, and overall supply costs by 10%. The project strengthened relationships with city officials and delivered long-term operational savings for the client.
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