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
Reducing the overall cost of owning and operating our global real estate portfolio.
Target · Achieve a 5-10% year-over-year reduction in TCO as a percentage of company revenue. If company revenue grows by 10% but TCO only grows by 2%, that's a win. You might achieve this by consolidating offices in a region, renegotiating major leases, or optimising space utilisation across the board.
Portfolio ROI on Capital Projects
Ensuring that capital investments in new properties, major renovations, or fit-outs deliver a strong return.
Target · Maintain a portfolio-wide ROI of >12% on all approved capital projects. A £5M investment in a new regional hub should, over its lifecycle, generate benefits (e.g., productivity gains, talent retention, cost savings) that exceed £600K annually, justifying the capital outlay.
Strategic Alignment Score
How well the real estate portfolio supports the company's 3-5 year business strategy and growth plans.
Target · Achieve 95% alignment, as measured by executive leadership and business unit feedback. If the business plans to expand into APAC, you'll need to demonstrate that we have a robust pipeline of suitable properties, or a clear strategy to acquire them, that directly supports that expansion target.
IFRS 16 / ASC 842 Compliance & Reporting Accuracy
Ensuring our lease accounting is spot on and transparent for financial reporting.
Target · Zero material audit findings related to lease accounting and 100% on-time, accurate reporting to Finance. You'll ensure the finance team has all the necessary data to correctly record Right-of-Use assets and lease liabilities on the balance sheet, avoiding any nasty surprises during the annual audit.
C-Suite & Board Trust
Being the go-to expert for executive leadership and the board on all real estate matters.
- You're proactively consulted on major business expansion or contraction plans. Your strategic recommendations are typically approved without significant challenge. The board relies on your insights during property-related discussions. You're seen as a credible, strategic partner, not just a cost centre manager.
Global Team Leadership & Development
Building and nurturing a high-performing, globally consistent portfolio management function.
- Your direct reports are consistently meeting or exceeding their targets. There's a clear succession plan for key roles. Your team members feel supported, challenged, and have clear career pathways. You're seen as a fair and effective leader who empowers their team to deliver.
Proactive Risk Management
Identifying and mitigating major real estate risks (e.g., market volatility, lease expiry cliffs, regulatory changes) before they become problems.
- You regularly present a clear global risk register to leadership, complete with mitigation strategies. We're rarely caught off guard by market shifts or expiring leases. You've established robust contingency plans for major portfolio events.
Workplace Strategy Adoption
Successfully driving the adoption of new workplace strategies (e.g., hybrid models, activity-based working) across the global portfolio.
- Business units are embracing new space standards and reporting positive feedback on the new ways of working. You've effectively communicated the 'why' behind the changes, getting buy-in from regional leaders and employees, leading to measurable improvements in space utilisation and employee satisfaction.
