The blueprint changed when a former pro athlete traded the rink for construction floors and boardrooms. Jon Parker, founder and chief executive officer of 57 Advisory Group, merged an investment platform with an advisory practice and built an owner’s representation firm where fiduciary discipline meets field-tested execution.
In 2022, JPC Investments & Development focused primarily on sourcing, structuring and managing real estate investments. Parker recognized the need for tighter control over the construction and client experience side, which led to the launch of 57 Advisory Group in early 2024. Merging the investment and advisory arms allowed the firm to centralize operations, eliminate inefficiencies and deliver end-to-end service. Year one closed $8.5 million in revenue, including more than $3 million from the new owner’s representation division, proof that process can scale without losing precision.
Pressure is familiar terrain for Parker. Before real estate he signed NHL contracts, then restarted at the bottom as a cold caller earning $2K per month. He learned markets the hard way—through cycles, constraints and the realities of construction. That grind produced more than $100 million in transactions across acquisitions, flips and developments, a self-made milestone reached before thirty that now underwrites a broader ambition.
Inside the firm the future of work is designed for speed and judgment. Cross-training turns specialists into operators who think like owners and solve problems beyond job titles. Digital project controls, automated updates and collaborative dashboards keep teams aligned while training ensures technology stays a tool rather than a crutch. Parker’s mantra for high-pressure execution—create distance when it matters most—shows up in cadence, not slogans.
A Titan 100 Honoree, Parker frames service as a fiduciary promise. Owner’s representation means budgets that hold, timelines that breathe and transparency that allows clients to sleep. The firm’s edge is simple to state and difficult to deliver—act as if every dollar is personal and every decision will be audited by time.
The next chapter is mapped with measurable targets. In year one the aim is to cement the top owner’s representation position in Florida with a stable of flagship projects in Tampa. Within three years the company plans to dominate three markets—Tampa, Miami and San Diego—in reputation, client satisfaction and repeat engagement. Financially the goal is $52 million in annual revenue averaging $1 million per week. Long term, a hedge fund will extend the platform from advising and building to owning across cycles, creating a full-stack capability that serves developers, investors and families who expect institutional rigor with boutique attention.
What distinguishes Parker is not only resilience but repeatable systems that convert resilience into results. From NHL locker rooms to jobsite trailers, he learned to keep pace under pressure, to see around corners and to surround himself with people who move with urgency and care. That is how a merged practice became a trusted brand and how a builder’s mindset became a promise delivered in concrete, steel and returns that stand up to scrutiny.
