Real deals. Real outcomes.

A family had run their gas station for years, and needed to upgrade aging underground fuel tanks to meet current regulations. But there was a problem hanging over the property, a legacy fuel discharge from decades earlier that several consultants and brokers had told them, for years, meant the property could never be sold.

We looked at it differently. Instead of just upgrading the tanks, we asked: why not sell the property, and let us handle the cleanup as part of the sale?

We arranged for a bank to purchase the property for two million, seven hundred fifty thousand dollars, contingent on us delivering a formal closure order from the state. We completed the cleanup in twelve months, the order was issued, and the sale closed.

That family is retired today, because a problem everyone else called permanent turned out to be solvable.

That's the difference between managing contamination, and actually closing it out.

A national commercial insurance firm came to us needing to sell four commercial properties, each one carrying its own problem: low valuations, open permits, past violations, or leases that needed restructuring before anyone would take them seriously.

This was a sophisticated client, one that holds its own real estate license. They didn't need someone to explain the market. They needed someone who could actually solve four different property problems at once.

We sold all four. And the relationship spoke for itself, that same client came right back and asked us to help them acquire four new properties.

Despite holding their own license, they told us they chose GeoTech for what our two firms do together, environmental and real estate, in one place.

That's not a transaction. That's a relationship.

A longtime client had just sold several out-of-state holdings and needed two replacement properties, fast, to complete a 1031 exchange. Both had to be investment-grade, corporate-guaranteed leases: a Dollar General, and a T-Mobile store, in two different Florida markets.

That meant two closings, running against one IRS clock, forty-five days to identify the properties, a hundred eighty to close.

On one leg, our diligence found a permitting problem in work the seller had told us was already approved. We rebuilt the purchase contract and renegotiated the lease with the tenant, after the purchase agreement was already signed.

Both properties closed the same year, inside the deadline, for a combined four point six four million dollars.

That's what it takes when the clock doesn't wait for problems to get fixed.

A 13-tenant office building came to us running well below its potential, rents below market, and just under 90 percent occupied. The kind of asset most people walk past.

Before we ever listed it, due diligence turned up unpermitted work, plumbing and electrical issues, even mold and asbestos, the reasons rents had been discounted for years.

We restructured the rent roll to reflect what the building was actually worth once those issues were addressed, then took it to market.

It sold in 90 days, over a hundred and ten thousand people viewed the listing online, for two million, eight hundred seventy-five thousand dollars, against a buyer represented by a major national brokerage.

That's what value-add really means: not describing a problem. Fixing it, and getting paid for the fix.

A family-owned company that had run a Florida facility for decades finally wanted out, the founder was retiring, and managing the site from out of state had become more than they wanted to keep doing.

Most buyers in that position start from zero. A new broker or consultant walks in blind, and that kind of due diligence can take two years and cost tens of thousands of dollars before a deal even takes shape.

We'd managed that facility's permits for more than ten years. We already knew it better than anyone, so we handled the entire due diligence ourselves. State regulations don't allow these permits to transfer between owners, so we managed the full, formal closure of both as part of the sale.

Two years later, that same client came back and asked us to reapply for those same permits. Today, we continue to work with them on both sides of the business.

That's what a real relationship in this business actually looks like.

A warehouse owner discovered their tenant had secretly run an electroplating operation for over ten years, and had been storing hazardous waste left over from another facility they'd already closed. The tenant left the country but kept paying rent, so no one knew the site had been abandoned until a regulator found it.

We were brought in to make sense of it: over five thousand drums of hazardous waste sitting on the property.

We worked directly with EPA Region 4 and local regulators, sampled the waste stream, negotiated the disposal contracts, and took the site through full assessment, remediation, and closure.

Budget was two million dollars. We closed it out in eleven months, for under one and a half.

That's Advisory when the stakes are real, not managing a problem. Solving it.

A government-owned gas station had a real liability sitting underground, three leaking underground storage tanks containing petroleum products.

We gave the client a complete, fixed-fee estimate up front, closure, remediation, and permitting, with no change orders added later.

Instead of replacing three full-size tanks, we installed one dual-compartment tank, cutting that cost roughly in half, and ran the remediation during the closure work itself, not as a separate phase after.

We finished at 89% of the proposed budget, well under what competitors quoted, in five weeks.

That's what Advisory paired with execution looks like: the smartest fix, not just the standard one.

An auto repair shop came to us with a real problem, petroleum under the in-ground lifts, two old used-oil tanks, and gasoline contamination left over from fuel dispensers that hadn't been used in years.

Before we did any work, we gave the owner the strategy and the actual cost to cure, so the decision was made with the full picture, not a guess.

We got the state's approval for a limited assessment, removed the lifts and the tanks, cleaned up the contaminated soil, and closed it out with a completion order.

Then we found the buyer, negotiated the deal, closed it, and later placed a tenant for the new owner.

That's Advisory and execution, start to finish. Not just telling you what's wrong. Fixing it, and getting the deal done.

A South Florida municipality bought a 2.5-acre parcel that used to be a fuel station and auto repair center. Testing found gasoline and diesel had contaminated the soil and groundwater underneath.

This was a competitive-bid government contract, and partway through the work, we found something nobody expected: an old waste-oil tank nobody knew was there.

We didn't hide the discovery. We disclosed the scope increase to the client immediately, and kept working.

We finished with a fully disclosed 6% overage, on a government contract, with full transparency start to finish. That client still works with us today.

That's what it looks like to earn trust on a public contract: not zero surprises, but being straight about the ones you find.