Olive Real Estate Capital Partners is raising $150-$200 million to develop Class A multifamily communities throughout the Southeast and Mid-Atlantic states.

• Established in 2017, recently rebranded to Olive Real Estate Capital Partners

• Team comprised of deeply experienced real estate investment professionals with the support of Noah and Gopher Global, a global asset management platform

• Successfully raised and deployed over $300 million in this strategy, generating strong investor returns

• Established long-term and defensive strategy, and repeatable investment process

• Robust pipeline of investment opportunities

• Focus on middle market investments in submarkets that are driven by population migration, job growth, and business friendly jurisdictions

• After two years of “higher for longer” interest rate environment, which has substantially reduced the development pipeline, a shortage of newly built multifamily projects in the next three to five years is expected

• The multifamily sector also is benefiting from a surge in home prices during the past five years that has made renting a more cost-effective option than buying for many would-be home buyers, should put significant upward pressure on rent growth

• The long-term housing shortage bodes well for strategic multifamily development in the remainder of 2025 and 2026

• Large CRE investors are coming back into play in the multifamily market

• Investor sentiment is improving as many institutional investors need to allocate capital in the high-quality multifamily asset class (the largest in the commercial real estate sector)

• Real assets tend to hold intrinsic value over time, especially multifamily properties which are recognized as extremely resilient

• Real estate investments are often seen as a good hedge against inflation, and have historically had a low correlation with the stock market

• Access to Exclusive Development Opportunities: Long-standing relationships with top-tier regional developers who prioritize working with familiar, reliable capital partners

• Active Investment Role with Strong Governance: Takes an active role in its projects, allowing for direct influence over key decisions throughout the investment lifecycle

• Proven Track Record with Strong Performance: Leadership team has collectively managed and deployed over $1.9 billion in AUM, with 20%+ realized IRRs across multiple multifamily projects

• Focus on High-Growth Markets: Specializes in middle-market multifamily developments in the Southeast and Mid-Atlantic—regions that benefit from strong job growth, population migration, and housing supply constraints

Roy Chen – Managing Partner/Head of US Real Estate

• Over 20 years of commercial real estate experience – closed over $5 billion of transactions
• Oversees, sources, structures, negotiates, and executes real estate acquisitions. Leads the team’s fundraising efforts, investment strategy, team building, and operations
• Prior to Olive, was the Head of US Real Estate for China Orient Asset Management (COAM) US Real Estate, executing $450 million of US real estate equity investments, with an average IRR of over 20%

Adam Matmon – Director of Acquisitions

• Over 15 years of commercial real estate experience – closed over $2 billion of transactions
• Sources new investment opportunities and leads all aspects of the acquisition cycle, including underwriting, deal structuring, negotiating contracts, financing/capitalizing investments, and executing transactions through the closing process
• Prior to Olive, was VP of Acquisitions at COAM, and an Associate at PGIM Real Estate

• Continued “higher for longer” interest rate environment could increase cost of debt
• Short-term oversupply in certain markets, which would take longer to absorb
• Development projects are subject to unforeseen delays due to supply chain issues, prolonged construction process, and municipal permitting delays
• Economic downturns, natural disasters, and liquidity can negatively impact performance
• Inflation, labor shortages, and material price volatility can increase construction costs, potentially eroding profitability
• Changing demographic trends and migration patterns could reduce tenant demand in certain markets
• Changes in rent control laws, zoning regulations, or tax policies can introduce regulatory and policy risks that affect project feasibility and returns
• Difficulty in achieving projected occupancy rates and rental income could extend the stabilization period and impact cash flow, creating operational and lease-up risk
• Limited access to financing or increased equity requirements due to lender risk aversion could make projects less viable, especially in periods of capital market volatility
• Private securities are speculative, illiquid, and carry a high degree of risk – including the loss of the entire investment