Industry Served

Number of Leases

BackGround

Strategy Employed

Results

Communication
Company

120 million sq. ft.

Cost Reduction

§          Benchmarked three corporate real estate organizations with closest fit to industry and number of assets managed

§          Identified numerous strategic initiatives

§          Defined and benchmarked over 150 attributes for comparative analysis

Financial Services
 

4,500+ leases

Managing Growth

§          Abstracted sample of leases, keyed them into a database and utilized GIS (Geographic Information Systems) to plot data & create spatial reports that represent key business drivers and location information

§          Market monitoring & opportunity identification
 

§          The data provided users with strategic decision making information to assist in:

ü       Relocating a site

ü       Selecting new sites

ü       Closing an office

ü       Monitoring existing sites

ü       Review bulk acquisitions

ü       Combine portfolios

Insurance Company

Headquarters (five bldgs.,
2.2 million sq. ft.)

Cost reduction initiative

§          Analysis of outsourcing options

§          High-level systems diagnostic

§          Process, organization design to oversee service provider

§          Financial structuring advisory

§          Provided a shortlist of qualified outsource providers

§          Identified three outsourcing models with different personnel levels and business-related issues – cost reduction averaged $2 million per annum

§          Provided strategic guidance and subject matter expertise solution

§          Alternative solution to replacing its systems saved the client $260,000

§          Provided financial structure options that could create $30 million to $80 million impact

Public Sector

42,000 seat ballpark

Cost analysis and project management

§          Developed committed cost analysis schedule

§          Reviewed various cost components to clarify areas of potential cost savings for contract negotiations

§          Developed detailed schedules for labor and general condition cost comparison that were utilized to project “cost to complete” numbers

§          Performed cost analysis in very short time frame, which allowed project to be completed on schedule

§          Our cost analysis and resulting negotiations allowed client to reduce construction manager’s initial lump sum amount by approximately 10%

Tech.Comm

20 million sq. ft.

Cost reduction

§         Developed Strategic Plan

§          Developed business case to support initiatives

§          Designed interim processes

§          Developed high-level organization structure

§          Strategic initiatives identified 5 million+ in savings

§          Interim process changes resulted in 1 million+ cost reduction before any technology enablers

Tech.Comm

5.2 million sq. ft. office

E-enabled high growth

§         Benchmarking/best practices

§          E-enabled process organization, technology direction

§          Identify, prioritize and select best of breed applications

§          A plan to e-enable real estate-related processes to improve service to tenants, increase response time and effectively manage 5 million sq. ft. of real estate from both landlord and tenant perspective

Tech. Comm

148 assets (6,000,000 sq. ft.)

Consolidation

§          Strategic Facilities Plan

§         Benchmarking/best practices

§          Process, organization, technology improvement

§         Outsourcing opportunities identified

§          Identified in excess of $86 million per annum savings

§          Identified a one-time cash infusion of $92mm

§          Almost a one year payback of the investment

Energy (Oil & Gas)

6,000+ leases

Merger of two organizations

§         Benchmarking/best practices

§          Process, organization, technology improvement

§          Outsourcing opportunities identified

§          Identified in excess of $6 million per annum of synergy savings

Financial Services

48 assets (779,000 sq. ft.)

Managing growth

§         Strategic facilities plan

§          Optimize occupancy – space utilization standards, consolidation opportunities

§          Occupancy cost management (R&M, utilities, taxes).  Identified three occupancy cost management options that would reduce costs

§          Process, organization, technology improvement

§         Growth-enabled with reduction in cost

§         Outsource provider for management of facilities recommended

Consumer Business
(Convenience Store)

5,000 leases

Achieving growth (going from 30 new sites per year to 350  new sites per year with minimal increase in staff)

§         Benchmarking/best practices

§          Leverage outsourcing/out-tasking

§         Process, organization, technology improvement

§          Recommended outsourcing / out-tasking scenarios with as few as seven new hires

§         Growth achieved with client implementing recommendations  Growth level of 150 new sites per year achieved within 12 months and adding two additional people.