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The evolving public market now features specialised platforms with recurring revenue and institutional backing across co-working, real estate investment trusts, student housing, education infrastructure, logistics parks, and managed development platforms.

Read more: Most active funds beat benchmark indices last year: Motilal Oswal Study

Rather than being dominated by conventional property developers, the next phase of listings is likely to feature specialised real estate platforms with recurring revenue models, institutional ownership and sector-specific growth opportunities.

Agencies

Market Evolution Co-working operators, REITs and education infra firms seek their growth capital through public listings

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“India’s real estate IPO market is entering a new phase, one where institutionally managed platforms and not just conventional developers are stepping into the public markets,” said Lata Pillai, senior MD and head of Capital Markets, India, JLL. “Backed by institutional ownership, transparent governance, predictable cash flows and scalable operating models, these businesses are opening the door to a new breed of listings for investors to explore.”
Flexible workspace operators led the first wave of post-pandemic public listings. Companies like WeWork India, IndiQube, Awfis, and Smartworks have already gone public, while The Executive Centre India recently filed for an IPO and Alta Capital-backed Tablespace is exploring a listing.
“For a long time, private equity was the primary source of growth capital for specialised real estate businesses. As these platforms have scaled and established operating track records, the public markets are emerging as the next logical source of capital,” said Deep Shah, AVP, Unistone, a Merchant Banking firm. “IPOs provide companies with the financial flexibility to fund expansion, pursue acquisitions, strengthen their balance sheets and diversify their sources of capital.”
Institutionally backed residential developers are also exploring the public markets.

Bengaluru-based Assetz has filed draft IPO papers to raise over ₹1,200 crore, while positioning itself as a professionally managed, institutionally backed developer with a focus on governance and design-led residential projects.

Another emerging category is student housing and education infrastructure.

Centres of Learning

Hillhouse-backed Elevate Campuses has proposed a ₹2,550 crore IPO comprising entirely a fresh issue of shares. The company plans to use the proceeds to expand its education infrastructure platform, including student accommodation and K-12 education assets. Among residential developers, Runwal Realty has filed draft papers for a ₹2,000 crore IPO, while Runwal Enterprises has received Sebi approval for its proposed ₹1,000 crore public issue.

According to Pillai, as capital markets deepen and specialised real estate segments mature, we expect a wider range of platforms to tap public capital, unlocking fresh opportunities across realty growth story.

US stocks have finished the trading session lower, pausing after a strong start to the week, as investors digested the latest round of corporate earnings and looked for signs of ‌progress toward a peace deal between the US and Iran.

A robust earnings season, which has tempered some concerns about the massive spending by AI-related companies, and growing optimism over the potential ‌end of hostilities in the Iran war helped propel both the Dow Industrials and S&P 500 to record highs earlier this week.

Oil prices rose, with US crude settling up 2.75 per cent at $US77.29 a barrel and Brent settling at $US82.49 per barrel, up 3.83 per cent.

Iranian news agency Fars reported that a parliamentary committee in Iran is reviewing a preliminary bill that would bar US, Israeli and other “hostile” vessels from transiting the Strait of Hormuz.

“You’re seeing perhaps more muted response to macro news than you would otherwise see, probably due to the fact of ‌the summer and a little ‌bit of fatigue, there’s a ⁠little bit of headline fatigue, specifically around Iran,” said Robert Bernstone, head of trading at SummitTX Capital in New ​York.

“Iran is having less of an impact right now, to be clear, I’m not saying it has no impact … tweets are something, headlines are something, but we really want to see the devil is in the details.”

The Dow Jones Industrial Average fell 464.02 points, or 0.85 per cent, to 53,885.10, the S&P 500 lost 13.52 points, or 0.18 per cent, to 7,710.03 and the Nasdaq Composite lost 15.09 points, or 0.06 per cent, to 26,348.35.

The recent indications of movement toward a peace deal helped push crude prices lower earlier in the week and, in turn, eased inflation worries and ⁠expectations for a rate hike from the Federal Reserve, which also served to push US Treasury yields ‌lower.

Data storage company Western Digital tumbled 13 per cent and memory chip maker Sandisk dropped 6.8 per cent following their quarterly results. 

Both companies have surged this year, however, with Sandisk ​up more than ‌400 per cent and Western Digital up about 160 per cent. 

AppLovin plunged 19.7 per cent after the marketing platform missed Wall Street estimates for quarterly revenue while Datadog plummeted 19 per cent after the cloud security firm said ​it expects revenue growth to slow in the third quarter. 

Both stocks were among the biggest drags on the benchmark S&P index.

Of the 382 companies in the S&P 500 that have reported earnings through Wednesday morning, 84.8 per cent have topped analyst expectations, according to LSEG data, well above the 68 per cent average beat rate since 1994.

SpaceX shares erased losses from earlier in the session and closed ​6.1 per cent higher, defying expectations that they would be pressured by insider selling, as the ‌lockup period for early investors holding the stock expired. 

On the data front, the number of people in the US filing claims for unemployment benefits increased slightly last week.

The report came ahead of closely watched non-farm payrolls figures for July due on Friday, which will shape expectations for the Fed’s path for interest rates at a time when chairman Kevin Warsh has scaled back on forward guidance from the central bank.

Declining issues outnumbered advancers by a 1.57-to-1 ratio on the NYSE and by a 1.38-to-1 ratio on the Nasdaq.

The S&P 500 posted 29 ​new 52-week highs and four new lows while the Nasdaq Composite recorded 131 new highs and 82 new lows.

Volume on US exchanges was 17.09 billion shares, compared with the ​17.42 billion average for the full session ⁠over the last 20 trading days.

Operator

Ladies and gentlemen, thank you for standing by. Hello, and welcome to Perdoceo Education Corporation’s Second Quarter 2026 Earnings Conference Call. [Operator Instructions]

I would now like to turn the conference over to Nick Nelson. Please go ahead.

Nick Nelson
Alpha IR Group LLC

Thank you, operator. Good afternoon, everyone, and thank you for joining us for our second quarter 2026 earnings call. With me on the call today is Todd Nelson, President and Chief Executive Officer; and Ashish Ghia, Chief Financial Officer. This conference call is being webcast live within the Investor Relations section of the company’s website at perdoceoed.com. A webcast replay will also be available on our site for 90 days following the call, and you can always contact the Alpha IR Group for Investor Relations support.

Let me remind you that this afternoon’s earnings release and remarks made today include forward-looking statements as defined in Section 21E of the Securities Exchange Act of 1934 as amended. These statements are based on assumptions made by and information currently available to Perdoceo Education Corporation and involve risks and uncertainties that could cause actual future results, performance, business prospects and opportunities to differ materially from those expressed in or implied by these forward-looking statements.

These risks and uncertainties include, but are not limited to, those factors identified in Perdoceo’s most recent annual report on Form 10-K and subsequent filings with the Securities and Exchange Commission. Except as expressly required by the securities laws, the company undertakes no obligation to update those factors or any forward-looking statements to reflect future

Clinical research moves medicine forward one study at a time. Behind every successful study is a team focused on accuracy, safety, and people. Natasha La Anyane has built her career around that responsibility.

She combines technical knowledge with communication, adaptability, and resilience. Her approach shows that leadership is not only about managing complex work. It is also about staying true to your values while helping others succeed.

“I define success as living according to your values while making progress toward meaningful goals,” Natasha says. “That is what guides me every day.”

How Natasha La Anyane Built a Career in Clinical Research

Natasha La Anyane earned a Bachelor of Science in Psychology. That educational background gave her a deeper understanding of human behavior and communication. Those skills became valuable as she entered the field of clinical research.

She chose a career where every detail matters. Clinical research requires careful planning, strong organization, and teamwork. Every step must follow strict guidelines while keeping patient safety at the center of the process.

Over the years, Natasha has built extensive experience supporting clinical research while remaining committed to professional growth. She is an active member of the Association of Clinical Research Professionals (ACRP) and has earned the Certified Clinical Research Associate (CCRA) credential. These achievements reflect her commitment to maintaining high standards and continuing to grow within the industry.

What Makes Someone Successful in Clinical Research?

Working in clinical research means balancing science with people. Natasha believes technical knowledge is only part of the equation.

“Flexibility, adaptability, interpersonal skills, proactiveness, and communication make the biggest difference,” she explains.

Clinical research rarely follows a perfect path. Timelines shift. Unexpected challenges appear. Teams must respond quickly while maintaining quality and compliance.

Natasha believes successful professionals remain calm and adjust without losing sight of the larger goal. Strong communication helps researchers, sponsors, healthcare professionals, and study teams stay aligned throughout the process.

Her psychology background also supports her ability to understand different perspectives and build productive working relationships.

Why Resilience Matters in Clinical Research

Every career includes setbacks. Clinical research is no exception. Studies change direction. Plans evolve. New challenges appear with little warning.

Natasha has developed a mindset that keeps her moving forward.

“Not getting what I want but being resilient and getting back up and trying again helps me overcome challenges,” she says.

Rather than viewing obstacles as failures, she sees them as opportunities to learn and improve.

This outlook has helped shape her approach to leadership. Instead of reacting emotionally to problems, she focuses on solutions. She believes consistency and perseverance often create better long-term results than chasing quick wins.

Accountability Creates Better Leaders

One lesson Natasha continues to apply throughout her career is personal accountability.

“Keeping myself accountable has made a tremendous difference,” she says.

She believes leadership starts with holding yourself to the same standards you expect from others. That includes preparing thoroughly, communicating clearly, and taking ownership of responsibilities.

Her own standards continue to guide her professional decisions.

“My own set standards keeps me focused on doing my best.”

This personal discipline helps create trust among colleagues and contributes to stronger teamwork across clinical research projects.

Balancing Performance with Health and Well-Being

Clinical research can be demanding. Projects often involve multiple priorities and strict timelines. Natasha believes maintaining personal health is essential for long-term success.

“It contributed tremendously to keep your mental and physical health intact,” she says when discussing the importance of balance.

Outside of work, she enjoys playing tennis, traveling, and spending time at the gym. These activities help her recharge while supporting both physical and mental well-being.

She also draws strength from her faith.

“Faith and prayer help keep me grounded,” Natasha says.

Together, these habits help her maintain perspective while managing the responsibilities that come with a career in clinical research.

Lessons from Natasha La Anyane’s Career Journey

Natasha’s career demonstrates that leadership is built through consistent actions rather than single achievements.

She believes success comes from staying adaptable, communicating effectively, and continuing to grow professionally. Her resilience allows her to move through challenges without losing sight of her goals. Her commitment to accountability helps build trust with those around her.

Most importantly, she continues to define success on her own terms.

“I define success as living according to your values while making progress toward meaningful goals.”

That philosophy continues to shape every stage of her career.

As clinical research continues to evolve with new technologies, treatments, and global collaboration, professionals like Natasha La Anyane remind us that progress depends not only on scientific innovation but also on strong leadership, clear communication, and an unwavering commitment to doing meaningful work with integrity.

Thailand throws away food on a massive scale. Yet much of what ends up in the bin could still feed people, animals, or even produce energy. The real problem is not simply waste but a system that makes reuse difficult.

Each person in Thailand generates about 154 kilograms of food waste a year. In 2024 alone, the country produced more than 10.1 million tonnes, almost one-third of all municipal waste nationwide.

The striking thing is how much of this waste still has value. More than 40% of food waste could still be used. Even food that can no longer be eaten as it is does not have to go to waste. It can still be turned into animal feed, fertiliser or energy.

Food waste is often blamed on households. But the issue runs far deeper than the kitchen. Waste occurs throughout the food system—in the way food is produced, distributed, and consumed. It shows up everywhere: in fresh markets, retail shops, hotels, and large urban communities.

It’s clear. Food waste is not simply about consumer habits. It reflects how the entire food system works.

And when so much food is thrown away despite its potential value, the problem goes beyond eating habits or business practices. It also reveals legal and regulatory barriers that make it harder for Thailand to move towards a genuine circular economy.

The problem is particularly clear in how surplus food and food waste are managed. Together they make up a major share of the country’s waste. Public awareness has begun to grow, and some initiatives now redirect surplus food to people in need through charitable organisations.

Yet a major obstacle remains. Thailand still lacks specific legislation to guide the systematic management of surplus food and food waste. There is also no clear lead agency responsible for the issue. Without coordination, efforts are then scattered and difficult to expand.

Surplus food refers to food produced or supplied in excess of demand but still safe and of good quality. This includes food nearing its expiry date or unsold items left on retail shelves.

At present, the Food Act of 1979 focuses mainly on consumer protection and food safety. These safeguards are essential. But the law has no measures to make use of surplus food. 

Another important problem: There is no legal protection for food donors. Even when businesses donate surplus food in good faith, they can still face civil or criminal liability if something goes wrong after the food is eaten. 

With that risk hanging over them, many companies choose to destroy surplus food rather than donate it. Legally speaking, throwing it away feels safer.

Tax rules create another layer of difficulty. Under current regulations, donated goods are still taxed. Businesses are required to include the value of donated food when calculating value-added tax.

There are exemptions for certain fresh foods and agricultural products. But they apply only in limited cases and do not reflect the kinds of surplus food commonly generated in the retail and food industries.

Food donations are also treated as charitable expenses. Companies can claim a deduction of no more than 2% of net profit. For businesses with large volumes of surplus food, that cap means the tax benefit often falls far short of the value of what they donate.

Food waste—surplus food that has deteriorated or expired and can no longer be eaten—presents another set of challenges. Laws such as the 1992 Public Health Act and the 1992 Cleanliness and Orderliness Act focus mainly on sanitation and the safe disposal of waste.

Local administrative organisations are responsible for waste management. In many areas, however, their waste separation systems are still lacking. Food waste is often mixed with general waste, making recovery or reuse far more difficult.

Even when businesses want to turn food waste into fertiliser or energy, regulatory hurdles remain. These activities require strict approval from local authorities. Transporting food waste across administrative boundaries can also involve lengthy approval procedures.

Not surprisingly, such obstacles discourage investment and limit opportunities to put food waste to productive use.

To tackle the problem, Thailand needs to bring its rules into line with the principles of a circular economy. That begins with a change in mindset.

Unsold or uneaten food should not automatically be treated as waste. In many cases it is still a resource—one that can be redistributed for people to eat, used as animal feed, processed into new products, or converted into energy. Only a small portion should ultimately need disposal.

Policies, therefore, need to make food donation safe, practical, and economically sensible for businesses. This means combining clear regulatory standards with meaningful incentives so that donating food becomes a better option than destroying it.

On the regulatory side, the government should establish clear standards for food donations, based on levels of risk. These should cover transportation, storage, and handling. Donors and intermediary organisations should also be registered and required to share information with regulators to ensure safety and accountability.

Tax incentives could also help change behaviour. Food donated through government-approved organisations could be treated in ways that reduce the value-added tax burden on businesses. Additional deductions could support activities such as food separation, donation, and redistribution.

Waste collection fees could also reflect how much food is thrown away. The Pay-As-You-Throw system should be used to make those who discard more waste pay more. The environmental costs will be clearer, giving businesses a financial reason to donate or reuse food instead of throwing it away.

Importantly, there should be a law to protect donors who give food in good faith unless gross negligence or intentional misconduct occurs. Many countries already have this legislation. Such legal protection would lower the risks for businesses and make them more willing to share surplus food instead of throwing it away.

Thailand also needs a clear lead agency to take charge of the issue, better data systems, and closer coordination between central and local authorities. Food waste should be separated from the start, with common standards that local administrations across the country can follow.

Approval procedures for collecting, transporting, and processing food waste should also be streamlined and clarified. That would open the door for businesses and communities to play a bigger role in reducing food waste.

Food waste does not lose its value the moment it is thrown away. What disappears instead is the chance to turn it into something useful.

Many countries are already moving in that direction. The question now is whether Thailand will do the same—or continue letting that value slip quietly into the landfill.

Chanisara Dumkum and Theerat Dejitikul are researchers at the Thailand Development and Research Institute (TDRI). Their policy analyses appear in the Bangkok Post on 8 April 2026.

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