Hines is getting into the coworking biz. Image courtesy of Hines

Houston-based real estate investor and developer Hines Interests LP is eyeing a piece of the burgeoning market for coworking space.

Hines just unveiled Hines², a platform for flexible office space at Hines-owned buildings. Hines² already is up and running at two locations: 717 Texas, a 33-story Class A office tower in Houston, and The Kearns Building, a 10-story office building in Salt Lake City.

Justin Boyar, director of market analytics at CoStar Group, a provider of commercial real estate data and analytics, points out that the two Hines buildings where Hines² has launched had vacancy rates of 48.6 percent (717 Texas in Houston) and 32.4 percent (Kearns Building in Salt Lake City) in the third quarter of this year.

Landlords like Hines increasingly are incorporating coworking into their office buildings "as a way to creatively entice tenants to buildings otherwise suffering high vacancy rates," Boyar says.

"Office landlords have been under siege this cycle by new space utilization trends — including increased density and efficiency, open floorplates, remote work, hoteling, and coworking," he says. "Office landlords now not only have to compete with structurally shrinking office demand but also with coworking providers who now offer hotel-like amenities and programming."

On the horizon are Hines² setups in markets such as Atlanta, Boston, Denver, New York City, the San Francisco Bay Area, and Washington, D.C. Eventually, Hines plans to enter other markets in North America, South America, Europe, and Asia.

New York City-based Industrious, a provider of flexible workspace, is Hines' operating partner for the new venture. Industrious runs more than 80 flexible-workspace sites in more than 40 U.S. cities. Additionally, Hines has teamed up with New York City-based Convene to provide event management and meeting services.

"Hines' workplace services offering will serve as a complement to our existing office capabilities, strengthening our position as the preferred partner for tenants and investors around the world, without changing our risk profile or leasing strategy. It's a natural extension of our vertically integrated operating model," Charlie Kuntz, chief innovation officer at Hines, says in a release.

Inside Hines properties, Industrious will operate centers known as The Square, which will supply coworking and flexible-workspace options, meeting and event services, food, beverages, collaboration areas, and community programming.

"The Square is a direct response to the changing needs of our current and future building tenants — our core customers. Hines has a 60-plus-year track record of providing superior space and service, and flexible workspace and office hospitality are a logical progression for us," Kuntz says.

In the coworking sector, Hines goes up against established players like Regus and WeWork. Working to Hines' advantage in the increasingly competitive coworking field is that it already owns the office buildings where Hines² will operate.

Coworking ventures like Hines² continue to emerge, given that flexible workspace and shared-amenity spaces are projected to make up about 30 percent of the U.S. office market by 2030, according to a forecast from commercial real estate services company JLL. Today, coworking accounts for less than 1 percent of the U.S. office market, according to CoStar.

CoStar says Regus ranks first among U.S. providers of coworking space, with about 16.8 million square feet. At No. 2 is WeWork, with 14.8 million square feet. Boyar predicts WeWork might surpass Regus by the end of 2019 to claim the No. 1 spot.

Boyar says that Regus and WeWork still dwarf other coworking providers in terms of lease space, although he notes that Hines partner Industrious is one of the fastest-growing providers in the U.S.

Nearly 47 percent of coworking occupancy in the U.S. is spread among six major office markets, according to CoStar. They are New York City; Los Angeles; Washington, D.C.; San Francisco; Boston; and Chicago.

Paul Leonard, managing consultant at CoStar Portfolio Strategy, says that although coworking is experiencing rapid growth, "it remains a small piece of the office universe and today is more of a collaborator with landlords than a competitor. That may change with time, but operators like WeWork have a far smaller share of office demand compared to other disruptors like Airbnb for hotels or Uber for rideshare and taxi services."

In Houston, coworking represents less than 0.5 percent of leased office space, or about 1.4 million square feet, according to Boyar. An estimated 190 buildings in the Houston area lease space to coworking tenants.

"Surprisingly, even this little amount of coworking space puts Houston in the conversation with the largest coworking markets in the U.S.," he says.

Boyar says it makes sense for Houston-based Hines to break into the coworking market in its hometown and elsewhere.

Hines is "seen by many industry insiders as the gold standard, so their foray into the coworking space represents an acceptance, of sorts, that coworking is here to stay," he says. "Subjectively, I think their partnership with Industrious and Convene represents formidable competition in the coworking space."

That being said, Boyar doubts Hines will embark on aggressive growth in coworking, as WeWork has. But he says Hines² "will allow them the ability to offer more flexible solutions to their tenants. If I were Hines, I would see this a risk worth taking."

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Baylor College of Medicine names Minnesota med school dean as new president, CEO ​

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Dr. Jakub Tolar, dean of the University of Minnesota Medical School, is taking over as president, CEO and executive dean of Houston’s Baylor College of Medicine on July 1.

Tolar—who’s also vice president for clinical affairs at the University of Minnesota and a university professor—will succeed Dr. Paul Klotman as head of BCM. Klotman is retiring June 30 after leading Texas’ top-ranked medical school since 2010.

In tandem with medical facilities such as Baylor St. Luke’s Medical Center and Texas Children’s Hospital, Baylor trains nearly half of the doctors who work at Texas Medical Center. In addition, Baylor is home to the Dan L Duncan Comprehensive Cancer Center and the Texas Heart Institute.

The hunt for a new leader at Baylor yielded 179 candidates. The medical school’s search firm interviewed 44 candidates, and the pool was narrowed to 10 contenders who were interviewed by the Board of Trustees’ search committee. The full board then interviewed the four finalists, including Tolar.

Greg Brenneman, chair of Baylor’s board and the search committee, says Tolar is “highly accomplished” in the core elements of the medical school’s mission: research, patient care, education and community service.

“Baylor is phenomenal. Baylor is a superpower in academic medicine,” Tolar, a native of the Czech Republic, says in a YouTube video filmed at the medical school. “And everything comes together here because science saves lives. That is the superpower.”

Tolar’s medical specialties include pediatric blood and bone marrow transplants. His research, which he’ll continue at Baylor, focuses on developing cellular therapies for rare genetic disorders. In the research arena, he’s known for his care of patients with recessive dystrophic epidermolysis bullosa, a severe genetic skin disorder.

In a news release, Tolar praises Baylor’s “achievements and foundation,” as well as the school’s potential to advance medicine and health care in “new and impactful ways.”

The Baylor College of Medicine employs more than 9,300 full-time faculty and staff. For the 2025-26 academic year, nearly 1,800 students are enrolled in the School of Medicine, Graduate School of Biomedical Sciences and School of Health Professions. Its M.D. program operates campuses in Houston and Temple.

In the fiscal year that ended June 30, 2024, Baylor recorded $2.72 billion in operating revenue and $2.76 billion in operating expenses.

The college was founded in 1900 in Dallas and relocated to Houston in 1943. It was affiliated with Baylor University in Waco from 1903 to 1969.

​Planned UT Austin med center, anchored by MD Anderson, gets $100M gift​

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The University of Texas at Austin’s planned multibillion-dollar medical center, which will include a hospital run by Houston’s University of Texas MD Anderson Cancer Center, just received a $100 million boost from a billionaire husband-and-wife duo.

Tench Coxe, a former venture capitalist who’s a major shareholder in chipmaking giant Nvidia, and Simone Coxe, co-founder and former CEO of the Blanc & Otus PR firm, contributed the $100 million—one of the largest gifts in UT history. The Coxes live in Austin.

“Great medical care changes lives,” says Simone Coxe, “and we want more people to have access to it.”

The University of Texas System announced the medical center project in 2023 and cited an estimated price tag of $2.5 billion. UT initially said the medical center would be built on the site of the Frank Erwin Center, a sports and entertainment venue on the UT Austin campus that was demolished in 2024. The 20-acre site, north of downtown and the state Capitol, is near Dell Seton Medical Center, UT Dell Medical School and UT Health Austin.

Now, UT officials are considering a bigger, still-unidentified site near the Domain mixed-use district in North Austin, although they haven’t ruled out the Erwin Center site. The Domain development is near St. David’s North Medical Center.

As originally planned, the medical center would house a cancer center built and operated by MD Anderson and a specialty hospital built and operated by UT Austin. Construction on the two hospitals is scheduled to start this year and be completed in 2030. According to a 2025 bid notice for contractors, each hospital is expected to encompass about 1.5 million square feet, meaning the medical center would span about 3 million square feet.

Features of the MD Anderson hospital will include:

  • Inpatient care
  • Outpatient clinics
  • Surgery suites
  • Radiation, chemotherapy, cell, and proton treatments
  • Diagnostic imaging
  • Clinical drug trials

UT says the new medical center will fuse the university’s academic and research capabilities with the medical and research capabilities of MD Anderson and Dell Medical School.

UT officials say priorities for spending the Coxes’ gift include:

  • Recruiting world-class medical professionals and scientists
  • Supporting construction
  • Investing in technology
  • Expanding community programs that promote healthy living and access to care

Tench says the opportunity to contribute to building an institution from the ground up helped prompt the donation. He and others say that thanks to MD Anderson’s participation, the medical center will bring world-renowned cancer care to the Austin area.

“We have a close friend who had to travel to Houston for care she should have been able to get here at home. … Supporting the vision for the UT medical center is exactly the opportunity Austin needed,” he says.

The rate of patients who leave the Austin area to seek care for serious medical issues runs as high as 25 percent, according to UT.