The record behind the platform.

Doorway is led by people who have moved institutional capital into real assets, delivered new construction methods on flagship projects, and kept buildings running through a restructuring. Housing at national scale needs all three at once. What follows is the record. Read it as evidence of the function rather than as a profile.

Capital into real assets

From 2015 to 2019 our lead was on the real-estate private-equity team at PSP Investments, one of Canada's largest pension investment managers. In that role he directed the $825 million acquisition of the Downsview lands in Toronto from Bombardier and helped launch and structure Northcrest Developments, the entity created to plan and develop the site. He led the $1.65 billion syndicated refinancing of the Wharf in Washington, DC, and co-led the $650 million acquisition of a film-studio portfolio. He holds an MBA in finance from the Rotman School of Management.

Before PSP, he ran the global acquisition programme at Premier Tech, a Quebec industrial group, through the period in which its revenue grew from $125 million to about $500 million. The transactions are different in kind from housing. The function is the same: the ability to underwrite a large asset, assemble the lenders and co-investors, close, and then stay with the asset as it is built and operated.

New methods on real buildings

On the Wharf, the same lead carried a low-carbon concrete method from an owner's sustainability target into a specification a contractor could price, and stayed with the supplier until its plant could produce the mix. That pour was 18,891 cubic yards and avoided over 134 tonnes of CO2. The method was then delivered at Amazon's HQ2 in Arlington at about 106,555 cubic yards and about 1,144 tonnes saved, with the same supplier and this time written into the structural engineer's specification from the start (CarbonCure project profiles, 2023 and 2026). The full account, with its sources, is in the Delivery piece.

Low-carbon concrete, from one asset to the next

Buildings kept running

As vice-president of finance of a smart-building division inside a vertically integrated real-estate group, our lead led the division's capital restructuring while its parent went through a court-supervised restructuring and sale. Through that period the building-automation and resident-safety systems across more than 40 buildings, housing more than 15,000 residents, kept running. The parent is not named here; the residents did not choose its capital structure, and the point is what happened to them. Affordable housing is a long-duration promise to people who cannot easily move. The test of an operator is a bad year, and this was one.

The firm behind it

Hopewell was founded in Calgary in 1990 by Sanders Lee and has built through three downturns since: 2008, the Alberta oil crash of 2014 to 2016, and COVID. Its company record shows more than 10,000 homes delivered and roughly 25 million square feet of commercial and industrial space, with Mahogany, Calgary's largest lake community, as its flagship. It has been in the Platinum Club of Canada's Best Managed Companies for eight consecutive years. Its institutional co-investors include Cadillac Fairview, GTIS Partners, Nicola Wealth and MBK (Hopewell Group company record, 2026). The group is a suite of operating companies: development, residential homebuilding, industrial, logistics, capital and property management, each of which has run through the same cycles.

In 2019 Hopewell added Groundbreak Ventures, its construction-technology affiliate. Its first fund invests in the methods that lower what a home costs to build and to run, and proves them on Hopewell's own projects before they are carried further. Family capital anchors the platform.

Our companies How we invest in what's next

Why all three

A housing programme at national scale fails at the seams. Capital that does not understand construction buys the wrong buildings. Builders who cannot reach institutional lenders stay small. Operators who did not set the specification inherit costs they cannot control. The integrator function is to hold all three in one hand: underwrite the asset, deliver the method, and run the building for the decades a covenant lasts. Hopewell has built through three downturns since 1990. Groundbreak Ventures runs the pipeline that proves and deploys new building methods. Doorway brings the capital-markets and delivery experience that turns both into one national platform.

The firm