Utilisation is assumed rather than measured
Badge and booking data exist but sit outside the reporting, so decisions about how much space is needed rest on impressions of how busy the office looks.
Corporate real estate
What the estate costs, and what of it is actually used
Lease obligations, occupancy data and facilities cost joined per building, so decisions about space are made against evidence rather than against last year.
Corporate estates are managed from a lease database, a facilities system and a badge-in feed that were never designed to be read together. The result is that space decisions get made on assumptions about utilisation nobody has tested. We join the lease commitments, the running costs and the actual occupancy so the cost of a desk, a floor and a break option are all known numbers.
Discuss your operationWhat we usually find
The problems that come up in almost every one of these businesses.
Lease events arrive as surprises
Break clauses and rent reviews live in a document store rather than in a calendar anybody reports on, so the option is often noticed after it has passed.
Total cost of occupancy is spread across owners
Rent, service charge, facilities, utilities and fit-out sit with different budget holders, and no single view adds them up per building.
Where we start
What the first engagement usually covers.
Scope depends on the state of your systems. These are the pieces that recur in this sector.
Total cost of occupancy
Rent, service charge, facilities and utilities joined per building and per floor, on one definition across the estate.
Utilisation
Badge, booking and sensor data turned into a defensible measure of how much space is genuinely in use, and when.
Lease event calendar
Breaks, reviews and expiries surfaced with enough notice, and costed, so the option is a decision rather than a deadline.
Scenario modelling
The cost and headcount consequences of consolidating, subletting or exercising a break, modelled on the joined data.
What changes
What is different afterwards.
You own all of it: the code, the written definitions and documentation aimed at whoever maintains this after us.
- Total cost of occupancy per building and per desk
- Utilisation measured rather than assumed
- Lease events surfaced early and costed
- Consolidation scenarios modelled on real data
The builds behind it
Sector knowledge decides the order. The builds are the same four.
Single source of truth
Your finance, customer and operational records joined into one dataset, with each figure defined once and traceable back to the system it came from.
Analytics layer
Reporting built on top of the joined data, aimed at the few revenue and cost drivers that actually change the result.
Workflows
One defined task, automated inside a process that already exists, measured against whatever it replaced.
Financial modelling
Driver-based models built on the same definitions as your reporting, so the forecast and the actuals stop disagreeing.
Worth asking
Questions this tends to answer.
- What does a desk actually cost us?
- How much of the estate is genuinely used?
- Which break options are worth exercising?
- What would consolidating two sites save?