Students ask me practical questions. How do you start a business? How do you scale it? How do you raise capital? How do you spot an opportunity before anyone else does?

Founders often mistake growth for scale. Revenue increases. Demand rises. A second location opens. Headcount expands. From the outside, it looks like progress.

At AB&B, property management is never treated as a back-office function. It’s a form of stewardship, shaping how properties perform and how tenants experience them every day.

When Cindy Cohen was four years old, she climbed onto the roof with her dad.
Not because she was told to. Because she was curious.

When Lori Webb talks about Health House, you quickly realize this isn’t just another wellness concept. It’s deeply personal — and deeply intentional.

When we talk about real estate as a tool for economic development, we’re often referring to large-scale investments and long-term growth.

Most leaders will tell you that the things that matter most – culture, leadership, trust, brand – are difficult to measure.

At AB&B, sustainability is built into our growth strategy. “Responsible development is a core driver of our business model,” says Gerhard Renner, CFO of AB&B.

In the dynamic world of commercial real estate, the ability to anticipate and address tenant needs proactively is a hallmark of excellence.