For most of corporate real estate’s history, performance was measured by two metrics: on time and on budget.
Delivered the HQ buildout in 12 months? Gold star. Came in 3% under budget? Call the CFO. Mission accomplished.
Then came the next evolution: portfolio optimization. Especially post-pandemic, when companies everywhere woke up to a brutal truth—they had way too much space, and way too little idea how it was actually being used. Suddenly, success meant shaving costs, shrinking footprints, and driving up utilization.
It was cleaner back then. Your job was to deliver a number—square footage, cost per desk, or (if you were feeling fancy) average utilization rate.
But today? There is no “magic metric.”
Because the workplace itself has changed.
It’s no longer a static asset—it’s a dynamic product.
It’s not one location—it’s a constellation.
It’s not just about Finance or Facilities anymore—it’s a shared domain, co-owned by HR, IT, and employees themselves. If you think you can make real estate decisions without them, just wait for the next pulse survey.
Welcome to the trade-off table.
If you're leading CRE today, you’re not choosing between good and bad.
You're choosing between what worked then—and what might actually work next.
You’re not optimizing static space. You’re navigating a fluid environment, with moving stakeholders, unpredictable behaviors, and (often) no historical precedent.
This is the new game. And the smartest leaders aren’t waiting for perfect data before they make a move. They’re sitting down at the trade-off table, naming the tensions clearly, and making the call anyway.
Old metrics don’t serve a dynamic workplace.
If you're still waiting for one tidy utilization report to tell you exactly what to keep, what to cut, and where to invest—don’t hold your breath.
Real-time usage data? Vital. Behavioral insights? Critical. Portfolio modeling? Absolutely.
But none of these will give you a final answer. Because your workplace isn’t fixed anymore. It’s on-demand. It’s everywhere. It’s employee-shaped. And it can evolve as fast as you do—if you let it.
So here’s what the job really looks like now:
Not calculating the optimal configuration—but leading through constant reconfiguration.
The new skill is prioritization.
You won't get a perfect outcome. You’ll get a moment.
A moment to decide who you are as a leader, and what kind of workplace you’re willing to bet on.
That starts by doing what most avoid:
Naming your trade-offs—out loud.
Most CRE paralysis comes from pretending you don’t have to choose.
That you can slash costs and preserve culture.
That you can close a beloved regional office without impacting morale.
That you can consolidate square footage and somehow improve collaboration.
You can’t.
Not entirely. Not all at once.
What smart leaders do differently.
They sit at the table and speak plainly.
“If we keep this office, we delay our cost savings by 12 months—but we retain trust.”
“If we close it, we lose our anchor in this region—but we free up $6M to reinvest in hubs employees actually use.”
“If we hold off, we’re paying $1.2M per year to avoid one uncomfortable conversation.”
They put the ambiguity on the table.
They make the tension visible.
And then they lead.
Because there’s no algorithm for courage.
Inaction is the most expensive decision you can make.
You can model every scenario and run the numbers six ways from Sunday. Pressure-test every assumption.
And yes, better tools now exist to help you do exactly that—we’ve built a few ourselves. Tools that turn data paralysis into confident action.
But the decision? That’s still yours.
And the people around you—Finance, HR, employees—will take their cue from how you show up.
Are you hedging, or owning?
Are you reacting, or leading?
You don’t have to be certain.
But you do have to be clear.
Build your table. Face the trade-offs. Then move.
Draw your grid.
Map your assets.
Mark the assumptions, options, risks, and benefits.
Pull the ambiguity out of the shadows—and into the light.
What are you solving for?
What are you willing to sacrifice?
What story will you stand behind when the CFO pushes back—or when employees push forward?
This is CRE in 2025. You’re not managing space. You’re managing complexity with conviction.
And good news—your playbook is expanding. You’ve got more levers than ever before:
- On-demand space for tactical needs.
- Flex options to replace the bloated middle of your portfolio.
- Strategic hubs for intentional collaboration.
The workplace has changed.
It’s dynamic. Fluid. Co-owned.
And if you’re willing to decide, not defer—you can turn that complexity into a competitive advantage.
So build your table.
Speak the trade-offs.
Make the call.
And move forward—like you meant to.
