The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
Total Cost of Occupancy (TCO) Reduction
The overall cost of owning or leasing our global real estate portfolio, including rent, utilities, maintenance, and all associated operational costs.
Target · Achieve a 5-10% year-over-year reduction in TCO without compromising employee experience or operational effectiveness. If our global TCO was £20M last year, you'd aim to bring it down to £18M-£19M this year by renegotiating leases, optimising space, or improving energy efficiency.
Space Utilisation Rate
How effectively we're using our office space, measured by metrics like average desk occupancy, meeting room booking rates, and square footage per employee.
Target · Improve global space utilisation by 15-20% to support headcount growth without increasing our physical footprint. If we currently have 100 square feet per employee, you'd work towards getting that down to 80-85 square feet by implementing effective hot-desking or flexible working strategies.
Major Capital Project Delivery (On-Time & On-Budget)
The successful delivery of large-scale projects like new office builds, major renovations, or significant technology upgrades.
Target · Deliver 95% of all major capital projects (e.g., £5M+ office fit-outs) within 2% of the approved budget and within the agreed timeline. A £10M new office build in London should be completed within £200K of budget and within the original 18-month timeline, despite any unforeseen challenges.
Business Continuity Plan (BCP) Effectiveness
The readiness and resilience of our operations to withstand and recover from disruptive events.
Target · Achieve a 90% success rate in annual BCP tabletop exercises and reduce recovery time objectives (RTO) by 10% year-over-year. After a simulated power outage, critical business functions should be fully operational within 4 hours, which is 10% faster than the previous year's 4.5-hour RTO.
Executive & Board Confidence
How much the C-suite and Board trust your strategic advice and operational execution regarding our global property portfolio.
- You're proactively invited to strategic planning sessions, your recommendations on real estate are typically approved, and you're seen as the go-to expert for property-related risks and opportunities. They'll ask for your input before making big decisions that touch our physical footprint.
Global Vendor Relationship Health
The strength and effectiveness of our relationships with key global suppliers (e.g., major FM providers, security integrators, real estate brokers).
- Key vendors see you as a strategic partner, not just a client. Contracts are fair, performance issues are resolved collaboratively, and you're getting preferential treatment or innovative solutions due to strong relationships. You'll often hear positive feedback from your team about how well vendors are performing.
Organisational Change Leadership
Your ability to successfully lead and communicate major workplace changes (e.g., new hybrid work models, office consolidations) across diverse global teams.
- Major workplace changes are adopted smoothly with minimal employee friction. You'll get positive feedback from HR and regional leaders about your communication plans and how well you've managed the 'people' side of big changes. Employee surveys related to workplace satisfaction remain high during periods of change.
Risk Mitigation & Compliance
How well you identify, assess, and mitigate risks related to physical security, health & safety, and regulatory compliance across our global operations.
- We pass all external audits with flying colours. There are no major safety incidents or compliance breaches. You're proactively identifying emerging risks (e.g., new global safety regulations) and putting plans in place before they become problems. The legal team sees you as a crucial partner in protecting the company.
