GICSA is selling assets, reducing debt, and seeking to acquire all its stock market shares, which could lead to delisting. At its core, this is not a retreat driven by failing assets, but by the rising cost of sustaining its financial structure, which no longer allows it to grow as it once did. As a result, the company is exploring alternatives—restructurings and changes to its operating and capital model—without any binding agreement in place.

In this context, company data show that between 2020 and 2024, GICSA increased revenue, NOI, and EBITDA, while maintaining occupancy levels above 85%. These results coexist with a deterioration in its financial costs, which rose from around 1.9 billion pesos to more than 4 billion pesos ($110-$235 million) between 2023 and 2024, exceeding the EBITDA generated in the year. To contain this, the adjustment shifted to the balance sheet through the reduction of its bond debt. From that point on, cash flows changed function: from expansion to adjustment.

Today, that shift is reflected in concrete decisions. GICSA has divested assets—such as Paseo Coapa and Paseo Metepec—and reduced its exposure in certain regions, including Cancún, directing proceeds toward debt prepayments and the amortization of certificates.

The point is not the sale of assets, but the constraint behind it. When financial costs reduce room to maneuver and force reliance on refinancing, capital allocation shifts away from value creation toward preserving viability.

In that context, the intention to acquire all of its certificates at a 34.8% premium for investors is not an isolated move. With a turnover ratio—or the proportion of shares that change hands—below 0.02%, equity loses practical utility, limiting GICSA’s ability to raise capital and use its shares as currency in corporate transactions. At the same time, an average share price below three pesos over the past year, in a low-liquidity environment, weakens price formation and makes any issuance more expensive. Under these conditions, the market ceases to function as an effective source of capital for the company; reducing the float—or even delisting—allows it to reorganize its structure without the distortion of a daily valuation that no longer serves a financial purpose.

Behind these decisions lies a model that accumulated pressure across multiple fronts over time.

For years, GICSA operated as a capital-intensive developer, with a broad pipeline and simultaneous projects that required committing resources before assets reached stabilization. This model has a clear logic: invest ahead to capture value later. But it also creates a structural mismatch, where capital is locked in today while cash flows arrive later. As long as that gap can be refinanced, the system holds. When it no longer can, it becomes the breaking point.

That breaking point does not emerge in a vacuum. It is triggered when the conditions that supported the model change: the cost of money rises, liquidity tightens, and market depth declines. In that environment, refinancing is no longer automatic, and the margin that once sustained the mismatch disappears.

This is where the story shifts, as financial timing stops aligning with operational timing. Projects continue to advance, spaces are occupied, and revenues are generated, but not at the pace required by capital. As a result, the deterioration is neither immediate nor obvious. It accumulates, hidden within indicators that still grow and assets that continue to perform, until it becomes unmanageable. At that point, the adjustment no longer occurs in what is built, but in how it is sustained. And when that happens, the decision is no longer which project to pursue, but which part of the model to leave behind.

Today, GICSA faces debt exceeding 22 billion pesos—equivalent to 29% of its assets—and is responding by selling strategic properties, a move that, more than a tactical decision, reflects a model that stopped holding when the cost of money changed.

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