Profit is foundational. It is not the only goal.
TAS operates across the full arc of a building’s life — acquisition, entitlement, ground-up development, adaptive re-use, lease-up and long-term asset management — through a private equity platform built to hold impact and return in the same frame.
That means the impact case and the investment case are underwritten together, not bolted on. It is what has let us deliver market returns while measurably broadening affordability, cutting carbon and building social capital in the neighbourhoods we work in.
Listen first
Local research and community engagement shape the plan before the pro forma is fixed. Consultation at 385 The West Mall surfaced the need for seniors’ housing and health services; at The Campbell it produced a multigenerational rental building.
Underwrite purpose and profit together
Impact objectives are set at acquisition and carried through the investment memo, so affordability, carbon and social outcomes are priced in rather than traded away under pressure.
Reposition rather than replace
Our urban industrial strategy takes underused warehouses — 1500 Birchmount, 10 North Queen, 772 Warden, The Planet — and converts them into commercial community hubs, keeping embodied carbon in place.
Build to a standard, not to code
M5V was Toronto’s first LEED Gold certified condominium. We have been a certified B Corporation since 2013, re-certifying against a rising bar.
Report in public
We publish an annual Impact Report against a defined framework, alongside a Reconciliation Action Plan, so partners and communities can hold us to the numbers.
Stay for the operating life
We manage what we build. Asset and property management keep us accountable to the tenants and residents who live with the decisions we made in design.