Welcome to the Fourth Quarter Year-End Investors Conference Call. Today’s call is being recorded. Legal counsel requires us to advise that the discussion scheduled to take place today may contain forward-looking statements that involve known and unknown risks and uncertainties. Actual results may be materially different from any future results, performance or achievements contemplated in the forward-looking statements. Additional information concerning factors that could cause actual results to materially differ from those in the forward-looking statements is contained in the company’s annual information form as filed with the Canadian Securities Administrators and in the Company’s Annual Report on Form 40-F as filed with the U.S. Securities and Exchange Commission. As a reminder, today’s call is being recorded. Today is Wednesday, February 13, 2019. And at this time, for opening remarks and introductions, I would like to turn the call over to the Chairman and Chief Executive Officer, Mr. Jay Hennick. Please go ahead, sir.

Thank you, operator. Good morning, and thanks for joining us for the fourth quarter and year-end conference call. As the operator mentioned, I’m Jay Hennick, Chairman and Chief Executive Officer of the company and with me today is John Friedrichsen, Senior Vice President and Chief Financial Officer. This conference call is being webcast and is available in the Investor Relations section of our website. And a presentation slide deck is also available there to accompany today’s call. Earlier today, Colliers reported more than double-digit revenue and profit growth for the fourth quarter and the full year, copping – capping out an outstanding year for our company. For the quarter, revenues were $890 million, up 18% in local currency. Adjusted EBITDA was $133 million, up 39%. And adjusted earnings per share came in at $1.77 up 30% against a very strong fourth quarter last year. For the year, revenues were $2.8 billion, up 16%. Adjusted EBITDA was $311 million, up 28%. And adjusted earnings per share came in at $4.09 per share, up a strong 29% over the prior year. John will have much more to say about our quarter and year-end results in a few minutes. Without question, 2018 was a defining year for Colliers. Not only did we establish a new Investment Management platform with the acquisition of Harrison Street, a company that is a true pioneer in demographic-based investing with a proven track record of best-in-class returns for investors. Together with our existing business, our new platform had more than $28 billion in assets under management at the end of 2018. We also completed a record 11 other acquisitions, including five in the Americas, four in the EMEA and two in Asia Pacific. All of this maintained Colliers’ pace as the world’s fastest growing global real estate and…

Thank you, Jay. As announced in the press release earlier this morning and highlighted by Jay in his opening remarks, Colliers International Group reported strong fourth quarter and annual results, capping off an exceptional year. Our finish in 2018 includes substantial contributions from most of our major operations across our global platform. Since our consolidated quarterly and full-year results are already outlined in our press release and the conference call slides posted on our website accompanying our call, to streamline my conference call comments, I’ll focus on our operating results by reporting the region focused on the fourth quarter and then turn to our consolidated cash flow, capital deployment and financial position. I will then conclude with our comments on our 2019 outlook. Please note that my comments may reference non-GAAP measures such as adjusted EBITDA and adjusted EPS, both of which include adjustments composed primarily of non-cash charges that we view as largely unrelated to our operating results for the period. References to revenue growth, including internal growth, are calculated based on local currency unless otherwise indicated. Our $890 million in fourth quarter revenues were up 18%, comprised of $309 million from Outsourcing & Advisory services, up 16% versus last year; $257 million in brokerage, up 8%; and $285 million in Lease Brokerage, up 17% versus 2017. Meanwhile, our Investment Management revenues came in at $38 million compared to $4 million entirely attributable to the Harrison Street acquisition completed in Q2. Overall, internal growth across our operating segments came in better than expected, up 7% compared to a strong finish in 2017. Geographically, revenues remained well balanced, with 53% of our revenues generated in Americas, 25% in Europe, 18% in Asia Pacific and 4% from Investment Management. Adjusted EBITDA generated by our operations outside the Americas continued to generate…

[Operator Instructions]. Your first question comes from the line of George Doumet of Scotiabank. Please go ahead. Your line is open.

Yes, good morning guys. And congrats on a solid quarter and a strong year.

Good morning.

I guess, your outlook now calls for low single digit organic growth from 6% this year. Jay, I’m wondering elevated conservatism in there? Or are you seeing some slowdown on activity in some of our businesses? And maybe can you – how do you think of the algorithm as it relates to the three geographies that we operate in?

Well, you asked me the question. The outlook came from John, which actually makes some sense, because I think it is a little conservative frankly. Our five-year plan was based on 5% internal growth over the course – on average over the course of five years. We had a very good year in terms of internal growth. We see, as John said, continued activity in the real estate sector, although probably tempered somewhat, given all the things that everybody has been talking about. But I’m optimistic for better than 5% internal growth for the year, but it’s early days and we’ll see how that translates.

Okay. I guess, I was asking earlier about the geographies that we planned. Can you maybe, I guess, bucket, which one you think you look at EMEA, Asia and Americas, which one do you think would probably be in a position to gain in terms of the top line versus just maybe rank those three?

Well, I think we have a great opportunity in the U.S. I don’t think we capitalized on it. We’ve done I think a great job bringing that business from strength to strength. But I think there is more work to do at both top line, and more importantly, in some respects on the EBITDA line. If we can move the margins in that business up by 100 to 200 basis points and maybe higher over the next two or three years it’s a huge, huge benefit for all of us. So top line growth, I think the biggest opportunity is probably right now in the U.S. for a variety of reasons. We have a very strong platform in Europe. It is – it would have had much higher internal growth if not for the geopolitical changes that are going on there now, not just Brexit, but the impact of Brexit and the reaction of various other countries in which we operate too, the implications of Brexit. So I think that is slowing down internal growth there. But that somehow clarifies, and it doesn’t necessarily have to be solved. It just needs to be clear to everybody, a clear path. I think we can see better internal growth there. And Asia, Asia for us again is a big, big opportunity that I think we can pursue more aggressively. The past number of years and this past year has been a good year for Asia on the profit line. But the past couple of years, we have been top grading management virtually, major market by major market. They are now well entrenched, been there for three, two and 18 months. So we’ve got high hopes for the team there, very energized, great growth opportunities all over the place. Our brand just continues to be one of the majors in that market. And so I’m cautiously optimistic we’ll do a little bit better in Asia as well. And that’s why on balance, when you look at everything in perspective, I might be at a 6% internal growth kind of number company-wide, but John is the – John’s number is the number you should use for modeling [ph] purposes.

That’s helpful, Jay. Thanks. And just one last one, if I may. In that context where would you see AUM growth for 2019 on our Investment Management platform?

You’re asking me that question or John?

Maybe both of you guys?

Well, you ask John.

Look, we’re bullish on the AUM growth. And I can say that we’re very confident in the low double-digit growth for sure. I think when you speak to the management team, Harrison Street in particular, they have aspirations for better than that. But at this point, we’re feeling very positive based on the trajectory of fundraising and deployment of that capital and to track the investments for their LPs.

All right. Thanks, John. That’s it for me.

Your next question comes from the line of Stephen MacLeod of BMO Capital Markets. Please go ahead. Your line is open.

Thank you, good morning.

Good morning, Steve.

Just wanted to circle back around on the Harrison business. You put up a very strong margin there, particularly relative to Q3 and I know there was some timing issues with Q3? But how – given what you said about low double digit AUM growth through 2019 and beyond. Can you just talk a little bit about how you see that margin expectation evolving and what the key drivers are?

Well, look – I mean, our – we have not gotten – I don’t really want to get too detailed with respect to margin. I understand that the margin obviously in this business is conservatively higher than the balance of our business. So where we ended up – and we’ve spoken about this before, margins would be in the 40% to 45% range. I think that those are achievable based on the company’s current focus, the value they add, the sector they’re deploying capital in, they will continue to generate – we expect them to continue to generate those kind of margins based on fee revenue. And of course, that does not include any performance-related fees that may be generated down the road.

Yes. The only thing I would add to that is there’s two sides to that equation. One is fundraising, how much are they going to – well, how much are they going to raise and what their dry powder is, and most importantly, can they access high-quality investments that deliver expected returns to investors. We only get paid if they’re able to do that. So, Harrison Street has been historically very successful in both categories. But finding the right investment continues to be the big differentiator in that business. So, we’ll see how they execute over the next period of time, given what’s going on in the overall industry, although they are very focused in specific areas, which gives them a leg-up, I think, over most in the traditional asset management space.

Okay. That’s very helpful. And can you just talk a little bit about, what areas you’re focusing on – Harrison is focusing on for some of the first-half-weighted fundraising? Or maybe say in another way, where are you expecting to see most of the AUM growth in Harrison. Is it mostly – I know one of the things when you bought it was they have a larger presence – or a smaller presence in Europe and see that as an opportunity is that what you expect AUM growth to come from?

I think, I think Harrison Street is very, very fortunate, because it has pretty much a split between a core fund, which is sort of permanent capital over a long period of time, and opportunistic funds, where they’re – they’re both closed-end funds and infrastructure funds. The infrastructure fund is also a core fund. So, its business as usual for them and they’ve been highly ranked in terms of funds raised and funds returned to investors and returns – dollars returned to investors and returns for investors over the long-term. But – so I think you’re going to continue to see exciting growth in North America. They have a nice beachhead in Europe. We’re spending a lot of time with them on the Europe piece more so than North America, because all of our relationships there and opportunities to source off market transactions and help them accelerate their growth and help with strategic hires. So, I think in 2019, for us, the big challenge/opportunity is how do we double or triple the size of our business in Europe. And that’s – there’s all hands on deck on that one right now.

Okay. That’s helpful. Thank you. And then finally, just with respect to the EMEA business. Jay, I think, you referenced in your comments around the segmented, segmented outlook. But can you just talk a little bit about the impact you have seen from Brexit and how you maybe, expect that to evolve going forward?

I’ll take that one. It’s a mixed bag, honestly. I spoke about sales down sharply in the UK, in the quarter, opposite, strong finish to 2017 when basically at that point, the whole Brexit thing, well, as an issue was further away. And I think because of its close proximity to the self-imposed exit day of March, there was greater decision and transactions, which were deferred pending more clarity around Brexit. So that applied to both sales, and to a lesser extent, but also to leasing activity in the UK, where a number of our clients were just kind of waiting and seeing. Those who don’t have to make a decision immediately are deferring that. But as we’ve seen before, when the whole Brexit thing initially impacted the business, when there became more clarity around the path forward, we saw a resumption in, quite frankly, a catch-up. So, we would expect to see that again. So that was the UK. On the flip side, we had a very, very strong performance in Germany. I think the other European countries perhaps are being impacted somewhat by uncertainty, but much less so. And really, real estate continues to be very active in that market, and we saw that and benefited from the diversification we had throughout our EMEA business.

Okay. That’s helpful, John. Thank you.

You’re welcome.

Your next question comes from the line of Mitch Germain of JMP Group. Please go ahead. Your line is open.

Good morning.

Good morning.

Jay, I know that you’ve got about 60% of the revenues coming from the Americas region. I’m curious as the plan, Enterprise 2020 Plan takes shape, is that geographic mix kind of the target? Or are you looking for a little bit of a further upside from Europe and Asia?

I think by virtue of the size of the opportunities in the U.S., we’re probably going to range between 55% and 60%, that’s just the reality. But we see lots of opportunity in EMEA and some opportunity in Asia Pacific. So, it’s all going to be strategic. I think, Mitch, at the end of the day, what makes sense to our business in a particular region, how does it – how does it skew – how does it skew our numbers. Obviously, we have a very close eye on recurring revenue and that raises our incentive in different geographic regions. But five years out, I think it’s probably 55% to 60% Americas.

Okay, that’s helpful. With regards to the balance sheet, John, I mean, obviously, you had a pretty meaningful decline in leverage – excuse me quarter-over-quarter. Care to share kind of what your thoughts are as maybe one year from now, where you think that’s going to sit?

You’re asking me to give my crystal ball, Mitch. I guess there’s two answers. I suppose if we were to just continue to run the business without a whole lot of capital deployment on acquisitions, we end up delevering down to one times or below. The reality is we’re going to continue to find attractive acquisitions, which we can generate a good return on capital. And if we end up next year in the 1.5 times range of where we are right now, that would be fine. I mean, we’re content to be in the 1.5 to two times range. However, if we don’t see opportunities, we will naturally delever the balance sheet, always being in a very strong position to continue to operate our business, notwithstanding what might transpire in the business cycle, and of course, most importantly, perhaps taking advantage of great acquisition opportunities that markets turn the other direction, as we’ve done in the past.

Great. And then sticking with capital deployment, obviously, some of our peers are taking it pretty meaningful investments in technology, obviously, both efficiency of their producers and personnel as well as client facing. And I’m curious, Jay, what your view is of technology and what it means to Colliers and what it means to your capital allocation strategy?

Well, we’ve spent extensively on technology. Our philosophy on base technology, which is some of the existing proprietary programs we have, we want to constantly make sure that they’re world-class. And so we’re constantly making upgrades in that regard. Remember, we established the Proptech Accelerator. There were 10 cohorts. We invested in three of those cohorts. We have created joint ventures with those three. So there’s very interesting new technologies virtually around the world. So, technology is a very keen focus for us. A part of the CapEx that John talked about earlier stepping up in 2019 is all around new technology for our own base business and it happens not to be the technology spend around our Proptech Accelerator. So, we think that we are more than pacing our peers from a relative size standpoint. I think we’d look at things differently than they do in a sense that we’re very disciplined in what we expect to get in return for those investments. We’re not talking fliers on things that they might take a flier on. We’ve seen most of the deals that they’ve looked at, had an opportunity to be a country club investor in some of those investments as they have done. And so that’s just not our way at Colliers, never been our way at Colliers. And so we’ve realized the benefits and have over the past five years at least spent a significant amount of our CapEx on making our technology state-of-the-art. And by the way, we have tons more to do. There are – I’m looking at you, John. There’s two or three very significant initiatives we’re executing on this year, which are going to substantially make our business better, create more data for us as leaders and create much more data for our clients to make decisions out in the field. And we just don’t seem to talk about those things until directionally up and running and delivering results that we can brag about. So that’s sort of our philosophy on technology.

Thank you very much.

You’re welcome.

Your next question comes from the line of Stephen Sheldon of William Blair. Please go ahead. Your line is open.

Thanks. Good morning.

Good morning, Stephen.

With the high single-digit revenue growth expected in 2019, can you maybe help us frame what your broad expectations might be by service line? And second, how are you thinking about growth in the leasing, given your strong performance there over the last few years, which has created some tough comparisons?

Stephen, I don’t think we have a particularly differentiated view with respect to service line growth. I mean, whether it’s Outsourcing & Advisory, which for us is property management, project management, evaluation and appraisal. Obviously, leasing and sales, I’d say, is a very balanced, at least at this stage of the year. We have a pretty balanced view on internal growth opportunities across those three areas. I’d say that given some of the macroeconomic stuff we’ve talked about or geopolitical things, one might suggest that sales revenue could be a little bit more at risk, at least from a timing perspective, in Europe in particular, pending what may happen over the next few months. But we think that that’s largely timing related. We’re very bullish on Europe longer term once they sort out their internal issues with respect to the UK and other countries. So, I think that’s the best I can provide at this point.

Okay. That’s helpful. And then can you maybe – can you help us maybe walk through the factors driving the expected 100 basis points to 120 basis points of margin expansion. How much of that is driven by the continued boost from Harrison Street and excluding it, how are thinking about potential to include margins in the rest of the business and include the…

Yes. So, yes. The bulk of that three quarters of it, for sure, would be Harrison Street related, just a higher margin business and the impact it would have once you combine that. And we get a full year from that business in 2019. And then there’s incremental – we do expect incremental improvement in – from our other businesses, balancing additional scale benefits and operating leverage against ongoing investments in those businesses to build strength and enter new markets, like we’ve done in Japan and a few other places, which are paying off well for us. So that’s the way I would characterize the increase – expected increase in margin.

Got it. Thank you.

[Operator Instructions]. Your next question comes from the line of Michael Smith of RBC Capital Markets. Please go ahead. Your line is open.

Thank you and good morning.

Hey, Mike.

Good morning.

I just wanted to switch back to Harrison Street, a couple of questions. First, are there any news that are being marketed [Technical Difficulty] it’s relatively new one for a perpetuity capital?

Okay. Mike, slow down, because you’re going in and out of your call. So, we didn’t hear either of those questions. I’m sure the rest of the people on the call didn’t hear it again. So, can you try it again?

Okay. Sorry about that. Must be my headphone, I’ve just picked up my line.

Yes, yes. Perfect.

So, there is a trend in the industry for perpetual capital. I think Blackstone has about 15% of its AUM as perpetual; it’s a big number of $64 billion? And I’m just wondering if there’s new strategies that are being marketed today? Or is it a traditional strength of Harrison Street?

Well, let’s start with Harrison Street has about 50% of its capital as perpetual capital. 50% and that’s one of the great attributes of this company and one of the big reasons why it made so much sense for us. So we’re on it. And for the most part, our growth initiatives are all around core, open-ended funds for that reason. Most investment managers would rather have closed-end funds, because the promotes are higher for their employees. We believe that we want to build over the long-term an institutional investment management firm that is 60/40 perpetual funds, so that we can manage core assets over the long-term. There is no sense – I’ve been a real estate investor and a student of the real estate industry for so many years. You build or you acquire a – an irreplaceable asset. And because the fund is 10 years old, you have to sell it. It’s a travesty. And you sell it, because not so much that the investors want it, but potentially, the portfolio managers need to do that to crystallize their promote. So, Harrison Street has built its business on the basis of having a balance there, and we see that as one of the great differences of the Harrison Street platform to any others we might have looked at over the years.

Okay, thank you. Very helpful. And any new strategies? Or are they still sticking to – are they sticking to their core competencies?

Well, they did establish last year a – an infrastructure, open-ended, so permanent capital fund. I believe it was just a startup. They raised about $500 million. They have a pipeline of transactions, and these are infrastructures, primarily – their focus interestingly is primarily around institutions in which they have relationships with. So if you think about student housing and medical office, their relationships are with universities and colleges and hospitals. And so their infrastructure fund is around funding projects for universities and for hospitals, leveraging those relationships that they’ve already built. So, it’s early days. It was just kicked off last year. They have lots of opportunity there. We’re excited about. They’re more excited about it. And so that would – I would consider that to be a new product. But their view of specialty is to remain in their – Harrison Street, it’s a good name along their street, whether it’s students, whether it’s seniors, whether it’s medical office and be the absolute leader in those spaces. And once they are able to take in on the road into Europe, as they’ve started to do to remain focused in those areas. I think infrastructure will follow in the future, but one step at a time.

Okay. That makes sense. Jay, I’m wondering if you could just highlight your top two or three priorities for 2019.

That’s easy. 2019, we’d like to take another big step towards our five-year plan. If you roll out the numbers and we have a decent year, we might even be able to hit our five-year plan in four years. When we set the plan, and you were there at the time when we set out on the plan several years ago, 3.5 years ago, people said, doubling your business in five years, boy that sounds ambitious. And here we are in the fourth year of our plan with a real shot and exceeding expectations by the end of the fourth year. So that’s a big priority for all of us. Another priority is to continue to strengthen our U.S. business, which is strong and – but has margin opportunities there and primarily around the fact that we have strategically acquired and added significant businesses to that platform over the past five years. Every time, we add a business, we’re adding back-office infrastructure, different IT systems. And so there’s a huge integration challenge and opportunity for us. So, we have a specific team that integrates these operations as quickly as possible. And if we do a good job with that, it will add basis points to our margin. So that’s another area of focus. And again, in the U.S., it’s top grading our talent, how do we position ourselves with the best real estate professionals and perhaps most – more importantly, the leadership of our business for the next five to 10 years. And we’ve made some great strides, but we have more work to do there.

Great. Thank you. That’s it from me.

Your next question comes from the line of Felicia Frederick of Raymond James. Please go ahead. Your line is open.

Hi. I just wanted to touch on some M&A since most of my questions have been answered already. How should we look at your M&A profile for 2019 or just assume that it’s similar to 2018 less Harrison Street?

Yes. I think Felicia, it’s John. Just to reiterate your question, you’re just wondering about our expected pace of M&A in 2019 and would it be similar to 2018, excluding Harrison Street, which obviously was a very, very large acquisition.

Yes, yes.

You can answer that, John. I mean, my view of it is 2018 was an outlier year. We – putting aside Harrison Street, we added a lot of activity there, 10 other acquisitions in strategic areas. We might be able to do that again. Our pipelines are such that we could, but I wouldn’t forecast that. I would stick with 10% of the prior year’s EBITDA on acquisitions for 2019. And if we can do better, as we did in 2018, we will.

Okay. Thanks. That’s all I have.

There are no further questions in the queue. I’ll turn the call back over to the presenters.

Thanks very much, everyone, for participating. We look forward to doing this again at the end of the first quarter. Have a great week.

Ladies and gentlemen, this concludes the quarterly investors conference call. Thank you for your participation, and have a nice day.