Quality captures movement.
Tenants are consolidating around buildings that support workforce, access, and amenity expectations.
Property Type
Office
We advise office owners and occupiers on leasing, investment sales, valuation, site selection, and portfolio decisions, with close attention to tenancy, building condition, lease economics, and market position.
LEYDARS advises office owners and investors and represents landlords, tenants, buyers, and sellers across Washington, DC, Maryland, and Northern Virginia.
Practice focus
Occupancy strategy
Leasing
Investment sales
Market intelligence
Building and lease position
Office performance differs materially by building quality, location, lease exposure, and basis.
A market vacancy rate does not explain an individual building. Owners and investors need the competitive set, available blocks, effective rents, concessions, tenant movement, rollover, and capital requirements.
LEYDARS evaluates the building within its true competitive set, then connects that evidence to an ownership, occupancy, leasing, or transaction strategy.
Lease structure defines durability.
Credit, term, rollover, concessions, and capital obligations determine the quality of the rent roll.
Pricing should reflect income, condition, tenant demand, and buyer requirements.
Acquisition basis and capital needs establish the room to hold, improve, reposition, or exit.
Office underwriting
Review the building, rent roll, competitive set, and capital plan together.
The review should reconcile physical competitiveness, in-place income, near-term lease events, market leasing costs, financing, and the capital required to execute the business plan.
Quality and functionality
Floor plate, building systems, amenities, access, efficiency, and the capital required to compete.
Income and rollover
Tenant credit, lease duration, concentration, renewal probability, and future leasing exposure.
Competitive position
Effective rent, concessions, available blocks, tenant movement, and the relevant buyer universe.
Basis and execution
Debt, improvements, commissions, hold period, and the risk-adjusted path to stabilization or exit.
Building class
Class A, B, and C compete for different tenants and capital.
Quality, location, and amenities sort office buildings into tiers that shape the tenant base, achievable rent, buyer pool, and business plan.
Premium, well-located
Top finishes, amenities, and management. These assets attract credit tenants at the highest rents and draw institutional capital and the deepest liquidity.
Solid, mid-tier
Well-maintained older buildings or newer suburban offices with a mid-tier tenant base, frequently the value-add and repositioning opportunity.
Functional, value-priced
Older, value-priced buildings in less central locations, often candidates for renovation, repositioning, or conversion to another use.
Owner, investor, and occupier requirements
Ownership, investment, and occupancy lead to different decisions.
The required work depends on whether the client owns the building, is underwriting an acquisition, or needs space for its operations.
Protect income and create optionality.
Align leasing, capital planning, valuation, and disposition timing around the asset’s competitive position.
Underwrite the divergence.
Test tenancy, rollover, capital exposure, leasing assumptions, and exit liquidity before conviction hardens.
Make real estate serve the operation.
Translate workforce, location, flexibility, and full-term cost into a defensible occupancy decision.
Research, advisory, and brokerage
Research supports the recommendation; brokerage executes the approved strategy.
Research defines the competitive market and lease evidence. Advisory addresses value, capital, and occupancy choices. Brokerage carries an approved leasing, acquisition, or sale strategy into the market.
Property type
Office
Occupancy · Tenancy · Basis
Research & Analysis
Define the competitive submarket, read effective economics, and establish the evidence behind the decision.
Advisory
Compare paths, expose tradeoffs, and align the office strategy with ownership or operating objectives.
Transactions
Position the property or requirement, engage the relevant market, and negotiate through closing or occupancy.
District and suburban office markets
Office conditions differ across the District, suburban Maryland, and Northern Virginia.
The District, suburban Maryland, and Northern Virginia respond to different demand engines, infrastructure, and tenant priorities.
Washington
Federal, legal, association, and professional-services demand shaped by transit, amenities, and urban quality.
Maryland
Healthcare, life sciences, federal agencies, and suburban nodes where access and specialized demand matter.
Northern Virginia
Technology, defense, government contractors, and corporate demand across connected suburban markets.
Other property types
Compare another asset class.
Office strategy