Griffin Investments

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An initial series of thematic edits culled from staff interviews. These excerpts attempt to highlight the range of perspectives within the firm, including areas of broad agreement and diverging opinions.

Griffin Culture: Broad agreement around integrity, supportive culture. Family oriented legacy culture sometimes out of step with younger generation, office can feel tired, quiet. Culture inconsistent depending on where you are in the organization, lack of strong top down culture that permeates entire firm.

What differentiates Griffin as an investor in 2025? How does Griffin distinguish itself from bigger competitors? How does the pivot to Industrial integrate with the legacy fund and property management businesses?

Individuals “Wearing Many Hats” came up in multiple conversations. The upside is teams working together, and gaining visibility into all sides of a deal. Downsides include potential external confusion, and lack of focus. Particularly for mid-level team members, the norm seems to be operating more as a “jack of all trades” than as a specialist.

Investing Through Cycles: Lessons from surviving and thriving in a cyclical industry. Balancing capital preservation with increasing risk to achieve higher returns. How does Griffin continue to invest within its historic focus areas in this new cycle? How does Industrial pivot provide opportunities in this new cycle?

Areas For Improvement: Comments from the front lines on ways to improve and build upon the foundation of Griffin. From culture, to process, to integrating multiple business lines.  How do we increase AUM while continuing to work on small-medium sized deals?