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Hamid Moghad

Co-Founder & Executive Chairman, Prologis

Search every verified Hamid Moghad interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Hamid Moghadam, co-founder and executive chairman of Prologis, was honored with the 2026 Ernest C. Arbuckle Award by Stanford Graduate School of Business in May 2026. During the event, he reflected on his career, crediting early mentorship for shaping his approach to uncertainty and decision-making. He described his "bicycle theory of business," emphasizing the need for continuous forward motion and adaptation to avoid stagnation. He also recounted a major capital raise during the global financial crisis that, while dilutive, enabled Prologis to acquire $30 billion in real estate at distressed prices, and he advised younger professionals to take more calculated risks earlier in their careers. On a recent Prologis earnings call for the fourth quarter of 2024, Moghadam addressed market conditions and company strategy. He acknowledged that the company had reduced guidance for the first time in 12 years due to softening demand, while noting that some internal projections may still carry a degree of "confident conservatism." He also discussed international market dynamics, particularly regarding Mexico and Canada, framing the trade and immigration debate as a labor supply question. He expressed a view that Mexico would likely remain a key manufacturing hub under new immigration policies, and he highlighted progress in Prologis's data center business, including a significant transaction in Elgrove Village.

Recent appearances

Notable quotes

“Well, in hindsight it was the right move because it took an existential risk off the table. We were never in an existential issue, but the market had that perception. And real estate is all about capital, and access to capital is an important signaling thing. So yeah, we diluted a good chunk of the company by doing that, but that allowed—we maybe diluted ourselves by a billion, and that put us in a position to buy $3”

“In the short term, tariffs can be very disruptive because nobody really knows how to plan and our customers are uh are very concerned where do they stage their inventory? How do they make long-term decisions given all the changes in in these policies? So, as a result of that, um, they carry more inventory than they need to because if you don't know what the outcomes are going to be, you're going to have to have more ”

“It's not going to get too cold. I don't think in places we are. It's going to get warmer. And we're very careful in every capital deployment decision to make sure that the the rise of the sea level and weather events and all that don't um are are uh you know at least thought about and mitigate it obviously in terms of the way we site and design our buildings. But at the end of the day the only way we're going to avoi”

“We issued equity at $12.15 a share which people thought was absolutely suicide. We totally diluted our shareholder base... I didn't feel good about it, but it was the key decision that put us in a position to play offense earlier than that.”

“The vast majority of the buildings are used for distribution. If you could perfectly predict demand and supply, you wouldn't need any warehouse space because basically goods would go from being manufactured straight to where they're being consumed.”

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