Michael Pralle abruptly departed GE Real Estate at the end June, having overseen huge growth in direct equity investing around the world at the unit, which, in the 1990s, had concentrated simply on lending to real estate companies. Pralle, who joined GE Capital in 1989 and ran the business in Asia, changed all that in his time as CEO of the real estate unit. Through a period of surging gains for the asset class, he grew its assets and earnings at a remarkable clip. As Liquid Real Estate pointed out in its profile of GE Real Estate in our last issue, that growth surge had come to present the company with a tricky problem. Real estate assets on the GE’s balance sheet grew from $21 billion in 2000 to $59 billion by the time Pralle left. The real estate unit closed $29 billion of deals in 2006 alone. But GE chief executive Jeffrey Immelt grew uneasy. He did not want his company, now deriving 10% of its earnings from real estate, to be classed as or trade on the multiples of a real estate company. Nudging up against these corporate balance sheet limits, GE Real Estate began distributing assets it had originated to off-balance-sheet and third-party vehicles. Pralle pointed out that this entailed forgoing some expected earnings.
August 22, 2007