The ten year boom just went bust! The sound of that full-blown balloon you just let fly is the sound of the world economies losing air and falling to earth. So many companies have been operating at full capacity for years, always looking to hire in order to meet the demands of the market. Whether a coffee shop, sporting goods store, tech giant, startup or an established traditional business model, companies have been in a constant “Now Hiring” phase since 2012, if not earlier. A traditional leadership model would have a company replace the bottom ten percent of their employee’s annually in an effort to cut the fat and hire anew to improve overall caliber of the organization. This practice was mostly thrown out the window during the ten year growth we’re coming out of because those same companies just needed bodies to maintain current business, much less grow.

Now What?
Business owners and leaders will lock themselves in the board room to evaluate, recalibrate, and shift gears in order to remain relevant in the Post-COVID Economy. Business plans that were developed as recently as six months ago are likely obsolete. The new business strategy will prioritize future crisis management; revisit core values; remain relevant and competitive during economic recovery; evaluate and reset employment contracts; align with key vendors and alliance partners; develop and initiate the new marketing plan; identify pricing strategy and establish priorities around customer retention.

Guerilla Marketing Tactics
The time is now to evaluate your brand, be it personal, or business, or both. Many will have to look at their product or service to determine its relevance going forward. For those that need to pivot, start immediately! For those who are able to maintain the course, start immediately! Be certain your message is clear and that it’s reflected in your branding. Take your message to the market through social media, relevant print/online media, and through your sales and business development channels now!

Customer Service Rises Again
Rising from the depths of the pending recession will require a philosophy of exceptional customer service. This goes beyond the traditional sense in that the customer is defined in many ways. Not only is it the buyer of your products or services, but, it is the operations team working for the operations manager (and vice versa). It’s the inside sales rep doing her best to maximize sales for her employer; her employer is her customer as well. In a typical sales organization, the sales team is the customer to the sales manager. And, employees will be as much the customer to the organization as management is the customer to the rank and file. There’s no excuse for bad customer service; customers will be more valuable than ever on the other side of this.

Crucified by Complacency
There’s no excuse not to be better. One thing we all have a bit more of right now, is uninterrupted time. Focus on personal development; come out of this crisis stronger and more prepared. Revisit your personal goals, core values and principals and don’t be afraid to reset some or all based on current and past experiences. Companies will have to be better and find areas for improvement in order to remain relevant and solvent during the recovery. Complacency has been tolerated of late, only because organizations have been operating too lean for the most part. No longer will bad, or average service be acceptable, whether through the barista or from the customer service representative from the local hardware store. Complacency left unchecked will lead to personal and business demise.

Focused Balance
It’s hard for me to believe that our personal values and priorities will remain the same after experiencing this crisis. Our health and longevity revolve around work/life balance such that we remain physically and mentally healthy, which includes personal and family fulfilment. It means optimizing your calendar for the best use of your time during your “business hours”. However, regardless of your craft, you will have to hone your skills; maximize your effectiveness; know your product, service, and customer better than anyone; and, just be better overall than the other options out there.

Easter – Although the origin of the word ‘Easter’ isn’t certain, an 8th century monk suggested the word came from Eeostre or Eastre, a Tuetonic goddess of Spring and fertility. Another possibility is the Norse eostur, eastur, or ostara, which meant “the season of the growing sun” or “the season of new birth.” In this case, easter would be linked to the changing of the season.

A more recent and complex explanation comes from the Christian background of Easter rather than the pagan. The early Latin name for the week of Easter translates to “white week,” while the Sunday after Easter day was named for the white robes of those who had been newly baptized. People speaking Old High German made a mistake in their translation and used a plural word for dawn instead of a plural for white. From the Latin word “ostarun” we get the German Ostern and the English Easter translation.

Regardless of its true origin, your interpretation, or your faith, I think you’ll agree that we are all pulling for a season of new birth and for the resurrection of a vibrant life without the Corona Virus. The world changed with the arrival of COVID-19. We as a society have an opportunity to unite and rise stronger and with greater worldwide love for humanity. As you and your company are retooling for the future, please do so around core values that resonate within and throughout the world.

We wish you a Happy Easter and a successful changing of the “season”.

Developing an employee handbook sets a standard for how to interact within the workplace. This is necessary because each employee has their own unique background and experiences. While it’s true that differences strengthen a company’s culture, they can also become a source of conflict. That’s why it’s a good idea for all business owners to create a manual. The following article reviews some of the main benefits.

 

What is an Employee Handbook?

An employee handbook clearly explains a company’s policies, the rights of employees, and offers a broad view of expectations within the company’s culture. Getting started may seem like an overwhelming task, but an employee handbook also helps protect your company in the unfortunate event of employee lawsuits or claims. In general, it outlines key procedures, legal obligations, and critical guidelines.

 

Here are some reasons your business needs an employee handbook:

 

1. Introducing New Employees to Your Mission and Values

The introductory section of a manual addresses questions like, “What do we stand for?” And, “What’s our company’s story?” Employee handbooks allow management to communicate an organization’s mission and core values in a consistent way. This is especially important for new hires.

 

2. Expectations

We all have a general sense for what’s suitable in the workplace, but an employee handbook outlines expectations in detail, such as dress code, internal communications, and possible disciplinary actions.

 

3. Compliance with Federal and State laws

All employers are subject to both state and federal employment laws, regardless of how many employees work for their company. Furthermore, an employee handbook demonstrates that your organization is concerned with staying within the range of compliance. For example, it should include issues like the federal Family and Medical Leave Act, and disability leave.

 

4. Highlighting Company Benefits

Benefits packages often vary depending on an employee’s position within the company. For this reason, it’s only necessary to include an overview of available perks and eligibility requirements.

 

5. When Employees Need Help

An employee handbook should point out who employees can contact with complaints or concerns. Employees who feel comfortable speaking up are less likely to seek outsider work-related assistance from organizations like the EEOC or DOL.

 

If it’s been a while since you last reviewed your employee handbook, or your business never had one to begin with, now is a good time to think about reviewing your policies. Please contact us at ProPath for consulting services. Let’s take the ProPath!

 

Leadership expert John Spence says, culture equals cash. A thriving workplace culture is behind the success of any business. It drives engagement and attracts talent. Ultimately, one of the biggest mistakes is to let your work environment develop without setting intentions. Something so far-reaching needs to be defined and shaped.

If customer service has any place in your organization, your people will treat your customers as they are treated by leadership. Hal Rosenbluth so eloquently stated on the cover of his book, The Customer Comes Second, “PUT YOUR PEOPLE FIRST, AND WATCH ‘EM KICK BUTT”. Your employees are an extension of the organization’s leadership; treat them they way you want your customers treated.

 

What is Workplace Culture?
We can expect that a video game company in Los Angeles will have a very different workplace culture from a banking institution on Wall Street. It would probably be apparent from the moment we walked through the door.

Culture is essentially the psychological framework of a business—having a unique social and behavioral makeup. The personality of an organization touches everything from its values and traditions, to the ways in which employees interact with one another. But how do you build a strong workplace culture? The following are some key points.

 

Leadership with Autonomy
Leadership that allows employees autonomy in their roles is important for peak performance. It communicates a relationship of trust and self-worth. One way management structures can empower employees is by setting clear goals, then allowing workers to make decisions about how to achieve them. Teams are often demotivated by micromanagement, even when it’s meant to be supportive.

 

Listening
Businesses that ask their teams to weigh in on projects are more likely to find solutions and inspire innovation. When their feedback is valued, employees have a greater sense of ownership over their work. Listening drives engagement.

 

Appreciation for Diversity and Inclusion
Diversity refers to the traits and characteristics that make people unique, while inclusion refers to the behaviors and social norms that ensure people feel welcome. Each team member offers something unique that adds to workplace culture. Acknowledging diversity and inclusion transfers a sense of purpose and security to all employees. When people feel like they matter for what they contribute to the team, then they feel a sense of pride and that their job matters, creating loyalty to the team and to the success of the organization.

 

Productive Space

The workplace environment should reflect the desired culture and the type of business. Employee retention is good for business and better for the bottom line. Investing in workplace design, wellness, and amenities can provide a strong return by way of less turnover and greater productivity. If the workplace mirrors the culture of the typical employee, the office will be a place of greater comfort, higher production, and better employee retention.

(Photo Credit: Common Grounds Workspace; Carlsbad, CA) 

 

Celebrate Successes
Life is short. Celebrating small wins and business milestones can bring a team closer together. Plus, happy employees care more about the work they do, which means retention rates are better.

It’s true, leaders set the tone for workplace culture, but bear in mind that cultures evolve and change. With experience in the workplace, we can provide you and your business with the guidance to build high performing teams. Let’s take the Pro Path!

 

 

One humble guy’s vision of the corporate professional and workplace environment in the dawn of this new decade – the Soaring Twenties!

 

The Leasing Broker, Circa 1989:
My Palm Pilot reminds me I have a meeting to attend out of the office. I’ll need to refer to the Thomas Guide and photocopy the directions to their office. I certainly don’t want to stop at a pay phone and ask for directions on the way. Positioned on the cutting edge, I was the young guy with a PC on my desk – a Dell 286 as I recall – with a monitor that covered a third of the desktop. The older guys in the office weren’t going to get bogged down with a computer… “How’s that going to help you lease office space?” they’d scream from their corner office. Foregoing the Rolodex, I had full, automated access to my personal contact database in an early CRM called ACT!, which required navigation via DOS, before Microsoft Windows came along.

I’m proud to say that the foundation of my professional network was built in those early days when only one program could run at a time on the PC. Many of those contacts remain influential in business today, and some have become life-long friends. It was clear to me then that technology was going to help me apply traditional business practices with increased efficiencies and carry me toward a career of success.

 

A Hand-Built Network
The first few cold calls were horrendous, certainly for me, and probably more-so for the person I was calling upon. Nonetheless, as I returned to the office to transpose my handwritten notes into ACT!, I saw the value of each contact, the information gathered, and the foundation of a network that was slowly building. This database was built over years of prospecting and the contacts were personal – my property! I’d soon find out that companies saw value in my network, and consequently, in me due to the relationships that I’d cultivated. I’ve always controlled my database and it’s followed me throughout my career. It’ll provide value to me well beyond my professional career.

 

The Return of Personal Connection
Looking forward into the decade of the twenties, we’ll see how an acceleration of technology will change the way we gather and manage information, the way we work and the environment in which we operate. As we adapt to increasing stimulation from all sorts of media at our disposal, combined with our professional responsibilities in the palm of our hands 24/7 threatening personal connection, business relationships and repeat business transactions is imminent. The importance of building and maintaining the professional network may even be more critical today, as job and career changes will be more frequent. And, I’m not talking about how many connections you have on LinkedIn.

With the exponential changes in technology, certain companies and people will become obsolete in their current form, making them of little value. Having the vision to evolve and willingness to adapt will be critical for personal and corporate survival. Your network will be an invaluable asset to call upon for direction, introductions, consultation, insight, education or condolences.

Cartoon by Jeff Stahler

 

The Workplace of the Future
It will not be the open office experiment of today, nor will it revert to the spacious private office of yesteryear. By the mid-20’s, we’ll see the sprawling campuses and multiple floors of high-density corporate occupancy… make way for the Corporate Hub!

With an eye on sustainability, wellness, employee stimulation and retention, increased production and decreasing occupancy costs, major corporations will design their space for essential daily occupancy and non-essential virtual occupancy. What’s this look like?

The hub will be situated in urban centers or near major universities with easy access to public transportation. Its core elements will be strategically designed and placed within the hub for maximum workplace efficiency. The hub will be appointed with the following:

• Virtual Presence Theaters replacing the conference room of today, equipped with smart walls and virtual A/V for remote participation and interaction.
• All Hands Arena will be a piazza-type gathering area for all-hands meetings and social engagements. Virtual presence will allow remote attendees to be “in the room” with access to 360 views and full audio/visual interaction. As soon as a remote attendee raises a hand or begins to speak, their image is projected for immediate interaction.
• Department Neighborhoods will be designed within the hub and will include a mix of open collaboration area and an abundance of privacy rooms for uninterrupted work sessions. Standing collaboration counters, acoustically enhanced furniture pods, soft furniture and high-tech workstations are placed throughout the neighborhood.
• Lactation Rooms will be convenient and plentiful with all necessary equipment, storage, etc., provided as a service… Lactation Room as a Service, if you will.
• Wellness Wings will be designed to include everything from oxygen enhanced exercise/shower areas to massage, physical and mental therapists, a nutrition center, and peaceful/napping or recharging pods.
• Essential Occupants will have designated workspace within the Department Pods and easy access to privacy.
• Non-essential Occupants may come and go as necessary and are provided with hot desks or private rooms on a reservation basis.
• Indoor Air, Lighting and Power will all be wireless with every device controllable from the command center. This will maximize comfort and production and will decrease consumption and operating costs. Fresh air and oxygen enhancement will be programmable and prevalent where necessary.
• Accessibility for the physically impaired will far exceed the minimum federal requirements by employing robotics in combination with automated vertical and horizontal pedestrian transportation, making the hub a place of comfort for those who might otherwise be challenged with daily mobility.

 

In Conclusion
Increasing housing costs and commute times will lead to increasing virtual occupancy. Technology will continue to enhance the workplace for greater proficiency, accountability and interaction.

ProPath Advisors is currently searching for qualified and motivated talent for exciting new career opportunities throughout our esteemed industry. Don’t miss out on the Soaring Twenties! Visit our Careers Site now!

 

 

Smart buildings are the future. Devices that monitor and control building operations are becoming more common, while the cost of emergent technologies declines. Watch for new tech trends to shape commercial real estate in the coming years, making it necessary for older facilities to upgrade or become irrelevant. Here’s a look at what’s possible.  

 

The Internet of Things
The Internet of Things (IoT) includes everything connected to the Internet, sharing and gathering data. It adds a layer of digital intelligence to the world around us. A light bulb is just a bit of glass and wires, but when it can be switched on with an app, it becomes an IoT device. Many physical objects can be linked into the IoT, some of them surprising or unexpected, like a child’s toy, or a human heart. The applications are only limited by our ability to imagine.

 

The Impact of IoT on Commercial Real Estate
The price of industrial sensors has significantly decreased in the last decade, making smart buildings easier to customize. From security management to air quality control, and human-centric lighting, smart buildings are connected. They’re designed to collect data that can be analyzed to improve the occupant experience for employees and tenants. IoT tech can also give startups a competitive advantage, without burdensome investments to infrastructure.

It’s possible to streamline systems, like HVAC, or car park booking, through an integrated platform. These smart building modifications improve efficiency and cut costs. For example, sensors that track room occupancy can automatically switch lights on or off and control volume of conditioned air.

Sustainability and wellness are other benefits of smart buildings. The company Pavegen creates intelligent city and retail technologies. Their flooring system interacts with shoppers and can generate off-grid electricity. The technology translates to greater efficiencies and lower operating costs. In an ideal world, that lower operating cost is a savings to the tenants of the commercial facility. When lighting, air quality control and sound masking can all be controlled via smart technology and artificial intelligence, the workplace environment becomes a better place to work, one of the factors of being considered a well-building. 

 

The Smart Building Revolution
The CRE market is expected to continue its steady growth in 2020, as new workforce trends and tech globalization alter the landscape. We’re becoming more connected at work and at home. Commercial real estate professionals are likely to see more demand for built-in IoT technologies, which will require building owners and investors to build or renovate to the new demands and to consider the use of space in exciting new ways. The decade of the ‘20’s has the potential to be revolutionary for commercial property innovation, utilization and sustainability.

 

 

It’s not a secret that the construction industry has been dealing with a crisis-level labor shortage. As the industry overall is booming and the increasing need for new construction continues at record levels, the trained workforce needed to complete these projects has decreased significantly since 2009.

This labor shortage is a problem you may be experiencing firsthand. You may have construction projects designed and ready to go, yet insufficient hands on deck, creating challenges to both schedule and budget. No general contractor wants to commit to a project, only to discover they can’t complete the task on time because of the scarcity of skilled workers.

This condition can leave several business owners feeling overwhelmed. How do you resolve a problem that affects not just your company but the industry as a whole?

Luckily, there are few actions that you can take toward easing the pain of the current construction labor shortage.

 

Industry Innovation

The construction industry hasn’t changed much in the last fifty years. There have been huge improvements in building resources and tools, but the way buildings are constructed hasn’t advanced much during that period. That is all about to transform and, fueled by the labor deficiency, that evolution promises to come rapidly for an industry that is habitually reticent to change.

Instead of using masses of construction workers to build and fabricate onsite, construction is moving into off-site warehouses where the procedure has been largely automated, and where labor might be more abundant. Modular construction is advancing rapidly.

 

Provide Sufficient Training for Workers

Today’s workers desire opportunities to continue learning and growing efficiently; and, by offering training, you can keep them occupied. Providing training is a win-win tactic. It results in more vastly qualified employees for your business, and it also expands goodwill back to these employees; they’ll feel appreciated because of the time and capital you’ve invested in them.

Build on your existing staff. It’s a lot less costly to retain your current staff than to train new; so, as any strong leader would do, listen to what they have to say. Find out what benefits are essential to them. It’s easy to make assumptions about what workers want; but, making the incorrect move could end up wasting a lot of time and money. Maybe workers are concerned about the increasing cost of healthcare or about having a safer work environment. Discover ways to “hear” their opinions through anonymous surveys or during standard check-ins. Make them happy and you will turn them into a promoter for your business.

 

Women in Construction

Women barely make up 9% of the construction industry. Providing scholarships to women and access to STEM teaching will encourage women to join the construction industry. Diversifying this industry and forming worksites that welcome women is yet another factor to lessen the labor shortage. Reintroducing vocational training at all schools will provide more students access to the training and talent required to accel in the construction industry.

 

Target your Search

Posting jobs to online gateways or local press may not constantly get you the desired applicants for construction. Reach out to trade schools or academies teaching the skills you require; keep them apprised of your ongoing needs. Have employment postings present on university or college forums, and leverage work fairs and other events to increase your business’ visibility.

The labor shortage is not going away anytime soon. It’s up to you to be innovative in your search and flexible in your training.

Business expanding? Contracting? Lease expiring within the next two years? In the market for new office space? If so, this information could be useful. Following is the typical process and related timing expectations for planning your new workplace environment. There are extraordinary circumstances in most cases that tend to affect the “typical” process; so this should not be viewed as gospel, only a conceptual outline.

For purposes of this example, let’s assume that the company is a 25,000 square foot general office user in an urban market with no extraordinary space or fit-out requirements. There are critical milestones pointed out below, which all need to fall into sequence in order to achieve target occupancy dates.

 

Milestones

Programming
The process in which the design team surveys the tenant’s (often referred to from a contract perspective as the “owner”) business practices, uses of space, flexibility in growth and contraction, and desired workplace culture in order to determine the conceptual minimum space required.

Identify Adequate Office Space
The owner’s real estate professional (broker or consultant) will identify the available space in the marketplace that fits within with the program, location and economic parameters.

Create Short-List of Real Estate Options
The total inventory of feasible options is reduced to a manageable short list in an effort to create a competitive environment for securing one of the desired short list properties.

Develop Test-Fit Plans
The design team will create a test fit for the short-listed properties to ensure that the program as identified will fit the available space. Often times, it’s this process that uncovers certain inefficiencies of a building’s footprint that may eliminate it from contention. On the other hand, if a footprint is extremely efficient, the resulting program may indicate the opportunity to commit to less square footage, increasing the economic desire of that location.

Obtain Preliminary Construction Budgets and Schedules
Once the test fit plans (or, preliminary space plans) have buy-in from the owner, the contractor will provide preliminary estimates (often referred to as “budgets”) and the associated construction schedules for owner review and compare. This practice allows the owner to gain a greater understanding of its total financial exposure for various occupancy alternatives, a key component to the lease negotiations for the owner and the broker.

Conduct Lease Negotiations
The information provided by the design and construction teams will arm the brokers with the data necessary for an apples-to-apples comparison of the alternatives. There are generally two elements involved in the negotiation, the financial terms and the legal terms; the process of negotiating much of the key points (mostly financial or business terms) in the letter of intent (LOI) is one that can expedite the process and reduce legal fees.

Pursue Final Design, Permitting and Construction
As the short list is reduced to one, the team begins to develop the construction documents (CD’s); to initiate the permit process; and, the contractor begins bidding the final documents to the sub-trades to develop a competitive final estimate and detailed scope of work. This component of the process may be shortened significantly via the collaboration of the design and construction team during the site selection and lease negotiations process.

Substantial Completion of Construction
The point when construction is sufficiently complete in accordance with the construction documents where the tenant (owner) can occupy the building or premises. Typically, the architect or engineer will certify that the space is deemed “substantially complete”, which date becomes the date of substantial completion. The significance of this date is that it’s often a trigger for rent or term commencement per the lease – another point of negotiation that should be considered by the broker during the pre-construction phase.

Installation of Furniture, Fixtures & Equipment (FF&E)
The owner’s furniture, fixtures and equipment are moved in and installed. A prudent business practice is for the design and construction team to be actively involved with the various vendors throughout the design and construction stages in order to avoid potential code or installation issues, which could become costly tenant delays.

Commissioning and Certification of the Premises as Pertinent
With typical office space, the commissioning and start-up procedures are minimal when compared with that of mission critical facilities. However, although the magnitude of the owner’s technical requirements might not be that of a 500MW data center, it doesn’t do the owner any good if their facility isn’t functioning as designed. There may also be ‘Well-Building” certification process that might require off-gassing of new materials prior to occupancy, for example. The related professionals should be consulted during the pre-construction phase in order to determine the time allocated for this final phase before occupancy.

Occupancy
Substantial completion has been achieved; all inspections have been successfully completed and signed off, the authorized agencies have issued a certificate of occupancy where necessary, and any commissioning processes have been completed, the owner may occupy.

In order to maximize leverage in lease negotiations, and minimize the unnecessary costs of expediting design, permitting and construction, (Provide LinkedIn connection for Greg, website link for TenantSee and for Cushman & Wakefield) Greg Fogg, Founding Partner, TenantSee at Cushman & Wakefield, suggests beginning the initial process about one year prior to the target occupancy date of the new premises.

 

“The caveat“, Fogg states, “is if a tenant has a renewal option that is relevant, requiring exercising one year prior to expiration… in that instance, we would likely trigger the early stage of our process (vetting the market) sooner so that the tenant is ready to make an educated decision by date of exercise.“

 

Before the brokers are able to accurately represent the user’s requirement in the marketplace, and as a prudent business exercise, the tenant should engage the services of a design firm to identify the actual size of the space needed. A common mistake is for an executive committee to give early directive about space needs without consulting a design or construction consultant. As an example, a 25,000 square foot user takes their footprint, assumes growth and proceeds with the direction to their real estate consultant to find 30,000 square foot alternatives in the marketplace. This can create costly problems if the user is in late stages of negotiations when it finds through the diligence of its design team that modern design efficiencies allow for greater use of space and ultimately a reduction in required office space, such that the necessary space may remain at 25,000 square feet. Thus, engaging the design team for early programming can save time, headaches and money.  The entire team benefits from efficiencies gained through early knowledge of the actual requirement and program.

A common method used for identifying critical milestone dates by the design, construction and real estate consultants, is to determine the desired occupancy date for “FDOB”, or first day of business. What good is a space that’s been deemed “substantially complete” if your business isn’t able to function in such a space? Working backward from the day that all systems are go with butts in seats, the design and construction team prepare the critical path schedule that will depict what milestones will be accomplished by whom and when. Referring back to our sample user, the minimum time required to effectively perform the necessary steps is 45 weeks, on average, per the table below. However, in construction more than anything, it’s best to allow for contingencies where possible, and the more time one has for lease negotiation, the higher the probability for a better deal.

The typical schedule for a 25K SF office tenant to identify, design, build and occupy new space is approximately 45 weeks from start to finish (assuming no delays).

Assumes that there are no changes or delays in approval process. Some of these steps can easily triple in time required if the process isn’t managed effectively.

 

Tenant Relocation Process – Conceptual Timeline

 

STEP	AVG. TIME ALLOTMENT	CUMULATIVE TIME
Programming	3 Weeks	3 Weeks
Identify Adequate Office Space	5 Weeks	8 Weeks
Create Short-List of Options	1 Week	8 Weeks
Develop Test-Fit Plans	2 Weeks	10 Weeks
Preliminary Budgets and Schedules	2 Weeks	12 Weeks
Initiate Proposal and Conduct Lease Negotiations	8 Weeks	20 Weeks
Design, Permitting and Bidding (simultaneous)	8 Weeks	28 Weeks
Construction	14 Weeks	42 Weeks
Installation/Commissioning FF&E	2 Weeks	44 Weeks
Systems Commissioning and Certification	1 Week	45 Weeks
	TOTAL TIMELINE:	45 WEEKS

 

 

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Contributing Author: Greg Fogg
Greg is a 30-year veteran of the bay area commercial real estate market. He brings a uniquely diverse background to his practice, having spent more than a decade inside of institutional landlord organizations where he was responsible for leasing large portfolios of office space. This experience enabled him to learn firsthand how landlords leverage the gap in knowledge between tenant and landlord to enhance leasing outcomes. Greg’s tenant advisory practice has always been about mitigating this effect. But traditional brokerage, no matter how competent, can only go so far. It fundamentally fails to incorporate critical experts in a timely manner to address all facets of the value spectrum (design, construction, legal, etc.). Learn more about Greg on his website: https://lowfogg.com/about#greg

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