Professional Background

Todd Perman, CCIM, is Vice Chairman of Global Healthcare Services at Newmark, responsible for overseeing all of the healthcare real estate professionals with¬in the company.

Mr. Perman has more than 29 years of healthcare experience. He has driven creative strategies in the industry that have helped his clients navigate the regulatory environment, reduce cost, increase revenue and leverage their capital. Mr. Perman has deep experience in asset monetization strategies and establishing systems and processes for analyzing complicated financial structures.

Mr. Perman and his team have grown Global Healthcare Services significantly over the last five years, working with well over 200 health systems and many of the largest medical practices in the country. The team consists of a fully integrated platform of brokerage, finance experts and consultants that are exclusively gathered to serve healthcare providers surrounding all areas of capital, cost reduction and strategies for growth and dealing with the transformation in healthcare coming over the next 10 years and beyond. In recent years, the GHS team has participated in more than 400 transactions valued in excess of $2 billion.

Mr. Perman has held his position at Newmark since 2012, when Newmark & BGC Partners, the public arm of Cantor Fitzgerald, acquired Grubb & Ellis where Mr. Perman was national director and senior vice president of healthcare and medical properties for two years. Prior to that, he was president and CEO of Healthcare Real Estate Advisors, Inc (HREA), which he established in 2004. Previously, Mr. Perman worked for more than 10 years at Stryker Corporation, a $5 billion medical device company. During his tenure at Stryker, Mr. Perman held a variety of positions, including director of healthcare solutions, national account manager, regional/national technology consultant and sales representative. His responsibilities included consulting with large medical practices, healthcare systems and providers on everything from supply chain management, cost segregation and selling devices to operating rooms of the future. The strategies developed at the time were designed to contend with the balanced budget amendment for healthcare in 1997, which set forth reduced reimbursement and created significant cost issues for healthcare systems.