Reflections from UKREiiF 2025: housing, ESG, talent and the pace of change

This year’s UKREiiF in Leeds brought together more than 16,000 delegates from across the built environment sector for three days of panels, presentations, networking and debate. From co-living to green leases, and early careers to place repositioning, the event highlighted both the industry's progress and persistent challenges.

Public–private alignment and alternative housing models

The exhibition hall was dominated by regional and corporate pavilions, reflecting the strength of collaboration between the public and private sectors. One standout session explored cooperative housing – a tenure that accounts for just 1% of UK homes, compared with as much as 40% in parts of Europe. The panel discussed the need for greater awareness, better access to funding, and the opportunity to align cooperative models with ESG and social value goals. A coordinated approach could help attract institutional investment.

Co-living finds its feet

Elsewhere, the evolution of co-living was discussed, with the consensus being that the sector is still a decade behind multi-family/BTR in terms of maturity. However, unit sizes are increasing and earlier, more restrictive formats are being rethought. While the lack of large-scale portfolio transactions continues to limit capital inflows, new funding structures may help the sector take its next steps.

Supporting new entrants into the industry

Discussions also turned to attracting the next generation into the property sector. The importance of work experience and school engagement was widely acknowledged, but speakers also highlighted the barriers, including the difficulty of engaging parents and the need to demystify workplace expectations. Peer-to-peer outreach, mentoring and practical guidance can all play a role in building confidence and widening access.

Place, placemaking and the time it takes

A recurring theme across several sessions was the need to reimagine underused spaces and the long timelines often required to reposition them. While capital typically works to a two to three-year cycle, reshaping public perception can take much longer. Creative amenities, from dog valets to rewilded green space, were cited as examples of how landlords are trying to shift the narrative around place.

Green leases come of age

The final day saw a focus on green leases and the shift in how sustainability clauses are handled. No longer a late-stage consideration, green lease terms are now appearing at the Heads of Terms stage. Tenants and their legal teams are more informed, and tracking real performance, from energy source to embodied carbon, is beginning to take precedence over formal certifications. With service charges unable to cover improvement works, some landlords are looking to rent uplifts to support net-zero targets. A case study from LandSec highlighted the challenges: while switching to air source heat pumps can lower emissions, the cost of electricity limits financial savings.

Beyond the conference

Away from the official agenda, the fringe programme of events across Leeds proved just as important for relationship-building and deal-making. With hotel rooms in short supply, many delegates based themselves in neighbouring towns and cities, leading to longer commutes, but also quieter evenings.

UKREiiF provided a useful pulse-check for the industry. While many of the sector’s challenges are well-known, the conversations this year reflected a growing realism about timelines, a maturing approach to ESG, and a recognition that supporting people, whether through housing, careers or placemaking, is central to delivering change.

We’ll be back in 2026!

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To discuss any of the above issues and topics, please contact Steph Yates.

Smarter machines, tougher questions: AI and ethics

AI has rapidly become a growing part of everyday life, sparking both excitement and unease. Some people are energised by the technology, whilst others express fear. Many of us, however, find ourselves somewhere in the middle: intrigued but cautious.

In this article, I will explore the ethical dimension of AI. Why does it provoke fear? Are those fears justified? And what kind of future are we creating?

Can AI make ethical decisions?

Most of us use AI for simple tasks - proofreading, brainstorming, or drafting emails. It’s fast, helpful, and unthreatening. However, unease grows as AI is increasingly used in contexts where moral questions arise. Can a machine make moral choices?

Consider a self-driving car faced with a dilemma: swerve and risk passengers to save a child, or stay the course and harm the child. Ethical scenarios like this expose the limits of AI.

Moral reasoning is inherently human. It draws on empathy, intuition, and lived experience; things no algorithm can truly replicate. Ethics aren’t fixed equations; real-world dilemmas are often messy and nuanced, rarely fitting neatly into a programmable code.

Take utilitarianism, for instance. It aims to maximise happiness and reduce harm. An AI might use it to decide that a self-driving car should save the most lives. However, the same logic could lead an AI to recommend sacrificing one person to save five or evicting a single tenant to accommodate a family.

So, without human judgment, AI’s rigid logic could lead to ethically troubling outcomes. While AI can follow ethical frameworks, it cannot truly make ethical decisions as it lacks the empathy and moral responsibility to do so.

Algorithmic biases

Even when AI isn't making high-stakes decisions, it can still cause harm by reinforcing biases. The data used to train AI models often reflects embedded prejudices, meaning that AI can unintentionally amplify those biases.

For example, AI could be used for tenant screening, but if trained on biased data, it could favour certain demographics over others, perpetuating inequality. This isn’t hypothetical; Amazon once developed a recruitment algorithm that penalised CVs containing the word "woman" because it had been trained on historical hiring data skewed toward male candidates.

Cases such as these have prompted a sense of urgency amongst organisations and governments to develop regulatory measures that address algorithmic transparency and train developers to recognise bias in their work (1). The European Union’s AI Act is one of the leading policy responses aimed at ensuring fairness and accountability.

Technology first, ethics later?

People are uneasy about AI largely because of fears of losing control and the human touch. While it may seem a leap from using AI to proofread emails to relying on it for ethical decisions, the pace of development is rapidly narrowing that gap.

The challenge lies in the fact that technologists are not ethicists. Innovation moves faster than ethical reflection, and with AI being embedded more deeply into everyday life, it can feel overwhelming to keep up with the implications. It’s also difficult to predict where the technology will lead. After all, the internet itself began as a tool for government researchers to share work.

The future: Charting a responsible path

So, where does that leave us? We shouldn’t be overly fearful. AI is here, and it's proving to be a powerful enabler of innovation, productivity, and growth. The challenge is to ensure we use this technology responsibly.

Organisations must take a proactive role in ensuring that AI aligns with their core values, compliance requirements, and strategic objectives. Remit’s AI survey revealed that just 24% of businesses have formal policies governing AI use in workflows, along with an AI council to oversee its impact. Furthermore, 51% of organisations lack formal AI ethics principles. These gaps highlight the need for ongoing development in governance and ethical frameworks as AI continues to evolve.

Crucially, we must stay connected to the human side. AI shouldn't replace critical thinking, empathy, or accountability. AI should serve human needs and values, not override them. By prioritising empathy, fairness, and accountability, we can harness AI's potential while safeguarding what makes us human.

(1) https://businesscasestudies.co.uk/can-ai-ever-be-truly-unbiased-exploring-the-challenges/

Lorna’s Logic: No more shouting?

Let’s face it, we are a communicating species. If we weren’t, no one would be reading this (maybe no one is, Lorna). Leaving aside for now the demographic which chooses not to speak to anyone, we generally thrive on fresh interactions and making that valuable connection, not just intellectually, but also physiologically, with the proven benefits of Vitamin S (for regular readers, see “Smoking causes Coughing”).

I have just come back from Rhodes, where I could easily live, and for me that would entail learning Greek; not just “two Aperol please” (got that licked), but really learning it so that I would be able to engage with the locals, the culture, and show my respect by making an effort to fit in.

This desire to learn a new language, however, is waning fast amongst the world’s population because of, you guessed it, AI. It is becoming increasingly common for people to speak into a smartphone in one language and have it communicated to a recipient in another. No effort required whatsoever, and utter reliance on its veracity, I might add, speaking as one who has been the recipient of hilariously mis-translated incoming messages.

Fanatics of AI will argue that this ability only enhances our opportunity for cross-cultural communication, and there is certainly substance to that. But oh, what is missing? Speaking another language changes your brain, changes the shape of your mouth as you utter the alien sounds, changes the perception of your listener about who you are and how important it is to make that connection real.

In no particular order, learning a language boosts your academic ability and creativity (1), improves focus, short- and long-term memory (2 & 3), and empathy (4). Typing or dictating a phrase into a smartphone achieves none of the above. We can revel in the joy of communicating more readily in countries where even the alphabet appears to be against us, but a possible trajectory will be a cultural loss and potentially the demise of mixed-race partnerships. Unless they have unlimited data, I guess.

Forgetting, for a moment, the potential diminution of multilingual societies, what utter reliance we have in technology is making us vulnerable. So far, the weaponisation of an electromagnetic pulse has largely been confined to Hollywood movies, but it is increasingly likely it could become the optimal way to cripple communication systems, especially if we can no longer physically talk to our neighbours.

Speaking loudly and slowly in your own language may not endear one to other nationalities, but is an abstract pre-recorded voice from a box much better? Turn the volume up, then they’ll understand you.

(1) Woll et al 2019

(2) Bak et al 2016

(3) Schroeder & Marian 2013

(4) Guiora et all 1972

Stop asking 'chicken or egg?': Aligning real estate strategy and IT for growth

In real estate asset management, ensuring your technology keeps pace with your strategic vision is crucial. But what happens when your IT infrastructure is inherited and not fit for purpose?

This was the challenge facing a real estate specialist separating from a large Dutch pension fund. After the split, they continued using legacy systems from their former affiliate, creating a misalignment between their focused real estate strategy and outdated technology.

To address this, Remit Consulting in the Netherlands worked closely with its C-level executives. The goal was to define an IT strategy aligned with their current and future real estate objectives, one that would also be resilient and forward-looking. This process often triggers a familiar dilemma: which comes first - the business strategy or the IT strategy?

Most companies begin with a business strategy and may have already made decisions about processes, data, and outsourcing. However, these decisions are often tested when it’s time to design the IT needed to support them effectively.

Clarifying the foundation: Process and data

Our strategic workshops dig beneath the surface. We critically assess whether existing processes support the new strategy and identify where efficiencies can be gained. A key question is whether these processes are mature and defined enough to be automated through modern IT systems.

More often than not, this reveals a deeper issue: the processes themselves require re-evaluation. Companies may lack clarity on which data is essential, what belongs in the data lake, what supports effective reporting, and what enables other departments. This isn’t a setback, it’s an opportunity. The IT strategy discussion becomes a catalyst, prompting clarity on operational models and data needs, and laying the groundwork for an IT landscape that truly supports the business.

IT and operational models: An interconnected challenge

A robust IT strategy depends on a clear understanding of the current business model. This involves questions such as:

• What functions will be outsourced, and to whom?

• How will the IT landscape influence outsourcing decisions?

• How do partners’ IT systems impact internal workflows?

• What data is needed to improve efficiency and remain resilient?

• How can all departments access a single, reliable source of data truth?

These aren’t just technical issues; they are core business decisions with strategic impact.

Real-world lessons from misalignment

This “chicken or egg” challenge isn’t limited to carve-outs. We see it in many contexts:

• One asset manager’s tenant-focused strategy was held back by rigid, legacy IT systems.

• Another firm found its decade-old systems couldn’t keep pace with an evolved strategy, creating operational bottlenecks.

In both cases, reviewing IT needs led to broader insights about the business model and even the strategy itself. Reassessing IT can spark valuable refinements across the entire organisation.

The way forward: Integrated thinking

Our experience shows IT decisions can’t be made in isolation. An effective IT strategy requires alignment with the business and operational model. Departments must work together, from strategic planning to implementation, for real success.

So, which comes first: the chicken or the egg? While strategy often leads, both real estate and IT strategies must evolve in tandem. Each informs and challenges the other. The key lies not in choosing one over the other, but in fostering integrated thinking and encouraging cross-functional collaboration.

Remit Consulting offers the expertise to guide this conversation, ensuring your IT infrastructure becomes a strategic enabler, not a constraint. We help align your vision with the operational and technological foundations needed for long-term, sustainable growth.

Yammer with Yiannis: Why real estate struggles with digital transformation, why it can’t afford to stay analogue, and how it can catch up

If you've ever bought, sold, managed, or invested in property, you've likely encountered the frustrating reality of outdated processes. Endless email chains, scattered PDF attachments, and workflows that feel stuck in the 1990s are still common. Despite being one of the world's largest and most valuable sectors, real estate has been surprisingly slow to embrace digital transformation. While industries like finance, retail, and healthcare have spent the last decade modernising how they operate, real estate has lagged. This has led to persistent inefficiencies, frustration for everyone involved, and many missed opportunities for growth and innovation.

The shifting sands of expectation

Today, clients, tenants, and investors increasingly expect fast, clear, and digitally enabled experiences. Think about the seamless online banking experience or the instant gratification of e-commerce. Yet, the real estate sector has struggled to keep pace with these new demands. This growing gap between what people expect and what the industry can deliver isn't just an inconvenience; it threatens to erode trust, reduce relevance, and ultimately undermine long-term value.

What's holding real estate back?

The barriers to digital transformation in real estate are well-documented, with certain themes standing out clearly.

Cultural resistance: The people problem

Many real estate professionals view change with suspicion. It's not necessarily about being anti-technology, but rather the uncertainty that disruption brings. There's a genuine fear of losing control, relevance, or even being replaced by technology altogether. The human cost of change is often underestimated. For instance, our own AI in Real Estate 2025 Survey confirmed that a lack of expertise and inadequate resources are significant barriers, leaving many teams feeling under-equipped and unsupported. Consider adding a brief, anonymised anecdote here about a common fear or hesitation you've encountered.

Fragmented processes: The operational maze

Even with a genuine will to modernise, real estate processes remain highly fragmented and often paper-based. Different parties frequently use incompatible systems, or no digital systems at all. There's a striking lack of standardisation, which slows everything down and increases risk. Modernisation efforts often get stuck at the pilot stage or collapse due to deeply ingrained habits. Example: Think about the typical process for a lease agreement, how many hands does it pass through, and how many different versions exist?

Legacy technology: The digital debt

A surprising 61% of global real estate owners and investors still heavily rely on legacy technology, according to Deloitte’s 2024 Commercial Real Estate Outlook. While new, innovative platforms exist, integrating them with old infrastructure is expensive and technically challenging. This "digital debt" creates a significant hurdle. Furthermore, regulatory pressures add another layer of complexity, with 74% of respondents in PwC’s 2025 Emerging Trends in Real Estate report citing regulation as a major challenge.

Learning from those who've leapt forward

Real estate isn't unique in facing these challenges. But other industries have found ways to move forward, offering clear lessons:

Build a culture that welcomes change: Innovation must be seen as an opportunity, not a threat. Leaders need to set the tone and create an environment where experimentation is encouraged. Think about how agile development in tech companies fosters a culture of continuous improvement and iteration.

Balance modernisation with trust: Just as the financial sector has embraced digital tools without losing sight of trust and security, real estate can find ways to modernise without sacrificing professional judgment and the human element. Consider how secure online banking platforms have replaced physical branch visits for many routine transactions, building trust through reliability.

Invest in skills and support: Similar to healthcare's complex shift to digital patient records and telemedicine, upskilling and supporting people is crucial to making technology stick. This means providing training, resources, and a clear understanding of why changes are happening. For example, many hospitals invested heavily in training nurses and doctors on new electronic health record systems.

Prioritise user experience: Retail's relentless focus on customer experience should inspire real estate to make processes simpler, clearer, and faster for everyone involved, from potential tenants to investors. Think about the intuitive design of e-commerce websites like Amazon – everything is geared towards making the customer journey as smooth as possible.

A practical path forward

Transformation doesn’t have to mean tearing everything up and starting from scratch. Instead, it involves strategically rethinking day-to-day operations with achievable goals:

Automate to reduce manual errors: Free up staff from repetitive, low-value tasks like data entry or document generation. This not only minimises errors but also allows employees to focus on higher-value activities that require human intelligence and relationship building. Imagine automating lease renewals or rent collection reminders.

Leverage data for deeper insights: Move beyond intuition. Use data-driven insights to predict market trends, identify opportunities, and improve decision-making across the board, from property valuation to tenant acquisition. For example, data analytics can be used to identify optimal rental pricing based on neighbourhood trends and property features.

Standardise documentation and transactions: By creating consistent digital templates and workflows, you can remove significant friction from processes like property listings, contracts, and financial transactions. This speeds things up and reduces legal risks.

Boost operational efficiency for real commercial value: Ultimately, these changes lead to tangible benefits: reduced operational costs, faster deal cycles, improved client satisfaction, and a stronger competitive edge.

These are proven strategies in other industries. The tools are available, and the models work. The time for real estate to embrace them is now.

Why not contact Yiannis to talk about digital transformation?

Working with AI in real estate: How to approach integration with confidence

Andrew Waller

Earlier this month, I had the opportunity to speak at the National Police Estates Group Conference about a subject that seems to be on everyone’s radar: artificial intelligence. The headlines keep coming, the tech keeps advancing, and the expectations keep rising. But in the world of real estate, the big question is still this: what should we do with AI?

The answer isn’t simple. But it doesn’t have to be overwhelming, either.

Why AI matters, and why it’s still messy

According to Remit Consulting’s 2025 AI in Real Estate Survey, 44% of property firms believe AI will be critical to their success in the next year. But only 9% say they’ve fully integrated it. Most are still experimenting, often without a clear structure or policy. In short, there’s a lot of interest, but not much clarity.

That’s understandable. AI is a fast-moving field. But the key is to stay focused on where it can actually help your business, not just where it makes the most noise.

Start with the boring stuff

In our AI workshops, we talk about four types of use cases: the boring, the difficult, the creative, and the repetitive. And it’s the boring stuff that often delivers the biggest early wins.

Lease abstraction. Document summaries. Contract reviews. Tidying up data. Transcribing meetings. These aren’t glamorous tasks, but they’re time-consuming and essential. AI tools can help you move faster and more accurately, freeing your team to focus on the things that need a human eye.

Prompting and practicalities

One of the most useful exercises in our sessions is learning how to give AI the right instructions. A simple example? Writing an email to a tenant about upcoming works. The more clearly you tell the AI who you are, who you're talking to, and what you need it to do, the better the results.

In the workshop, we even showed a version written in Cockney rhyming slang. It got a few laughs, but it made a serious point: these tools are flexible. They can sound formal, friendly, casual or confident. What matters is how you guide them.

Mind the gaps

The biggest challenges aren’t technical. They’re organisational. Our survey showed that most firms don’t have clear policies for AI use. Few have thought through ethics, data privacy, or who’s accountable for what the tools produce.

There’s also resistance to change. That’s natural. But if you don’t start shaping how AI fits into your workflows now, you’ll be on the back foot when others do.

Where to start with AI in property?

You don’t need to overhaul everything, but you do need to set some ground rules.

First, protect sensitive information. Staff should not be using free or public AI tools to process confidential, financial or company data. It’s essential to put clear boundaries in place around what can and can’t be shared.

Second, capture what’s working. Build a prompt library. Ask your team to record how they’re using AI, what it produces, and what the outcomes are. This isn’t just about transparency, it’s how you learn what’s genuinely adding value.

And thirdly, be honest about the risks. AI will change jobs. Some roles will shift; others may shrink. That’s a hard conversation, but it needs to be had. People should be asking themselves: What am I adding here that a tool can’t replicate? And how can I build on that?

A final thought

There’s understandable concern about what AI might mean for jobs. But in most cases, especially in asset and estate management, it’s about augmenting the work, not replacing it.

It gives people time back. It takes the edge off repetitive tasks. And when used well, it can highlight the value of human judgement, experience and insight.

At Remit Consulting, we’re already helping organisations navigate this shift through tailored AI workshops and practical advice. If your team is curious about where to begin or how to make more of the tools you’re already using, we’d be happy to help.

Contact us to find out more about our AI workshops for real estate professionals.

Five things you didn’t know about the PAM Forum (and what they say about the future of asset management)

Maybe you’ve heard of the PAM Forum. Maybe you’ve even attended one. But unless you’ve been in the room, there’s a good chance you’re missing what makes it different.

It’s not just another industry roundtable. The PAM (Property Asset Management) Forum, arranged quarterly by Remit Consulting, is where some of our sector's most quietly influential conversations take place. Less about performance metrics, more about mindset shifts. Less about the surface-level trends, more about the underlying direction of travel.

Ahead of UKREiiF, I wanted to share a few things you might not know about the PAM Forum, and why I think they reflect where property asset management is heading next.

1. Social value is no longer just a CSR tick-box

At last September’s PAM Forum, the focus was squarely on social value, and how it's moved from the margins to the mainstream. What stood out was just how seriously institutional investors are taking it. They’re actively looking for asset management partners who can deliver real social impact, not just polished case studies.

That means delivering real outcomes, investing in the right people and tools, and being able to evidence long-term benefits to communities. It’s no longer about doing the minimum for compliance, it’s about doing the right thing as a core part of the business.

2. The supply chain matters more than ever

It’s easy to think of social value as something delivered on-site. But discussions at the forum showed how deeply it’s being embedded throughout the supply chain. Property managers are working with contractors to offer mock interviews, apprenticeships, and skills training, particularly in areas like facilities management, where many workers face barriers to progression.

These are not headline-grabbing initiatives, but they’re making a real difference. And increasingly, they’re being scrutinised and expected by investors.

3. Residential property management is more complex (and undervalued) than many realise

In January, residential property took centre stage at the quarterly forum, and rightly so. What emerged was a clear message: managing residential assets is emotionally demanding, heavily regulated, and chronically underappreciated.

From dealing with neighbour disputes to navigating the Building Safety Act, it’s a far cry from managing commercial leases. Yet, residential also offers stable income, long-term demand, and real social impact. With affordability high on the national agenda, the value of well-managed housing is only going up, and investors are taking note.

4. Specialisation is no longer optional

One recurring theme across recent forums is the need for specialisation. Trying to manage residential and commercial property with one team often means compromises on both sides. The skill sets, regulatory environments and expectations are just too different.

The rise of Build-to-Rent schemes and the increasing complexity of mixed-use developments has only made this more obvious. Those who invest in dedicated teams are better placed to deliver high-quality service and meet the expectations of both occupiers and investors.

5. The real value? Peer honesty.

What sets the PAM Forum apart isn’t just the topics; it’s the tone. People speak candidly. They share the difficult bits, the tensions between head office and on-the-ground teams, the challenges of evidencing social value, and the things that didn’t work.

It’s a space where peers can be open, challenge assumptions, and hear what others are dealing with behind the scenes. That honesty is what makes it valuable, and, I’d argue, what makes it rare.

Let’s talk

I’ll be at UKREiiF later this month, and I’d love to carry on these conversations. Whether you’ve been to the PAM Forum or not, if you’re thinking about where asset management goes from here, let’s talk. Because it’s often the quieter conversations that shape the biggest shifts.

Steph Yates

Transforming tenant relations: A new era in real estate

How streamlined client journeys are revolutionising the industry

What if tenant satisfaction was the key to unlocking long-term returns and standing out in a crowded real estate market? Across the sector, a quiet revolution is reshaping the way we think about property management - one that places the tenant experience at the heart of strategy.

The new gold standard: Experience over efficiency

For decades, real estate success was defined by location, yield, and operational efficiency. But today’s forward-thinking firms are shifting focus. The real value lies in the relationship with the tenant - and that relationship starts long before a lease is signed.

Tenant journeys now span the full lifecycle: from initial interest and onboarding to off-boarding, service interactions, and even re-engagement. By mapping out each of these stages, companies are creating smoother, smarter, and more satisfying experiences - ones that align not only with tenant needs but also with core business goals.

As one of my colleagues suggested, “Real estate has always been about location. Now it’s just as much about connection - with tenants, with data, with communities.”

From transaction to relationship: The rise of the customer-centric model

Understanding tenant behaviour and expectations isn’t just a bonus - it’s becoming essential. Companies that adopt a truly customer-centric approach can tailor their services, strengthen brand loyalty, and respond quickly to shifting demands. In a market where differentiation is everything, experience is the new battleground.

Tech that talks to people - not just systems

Gone are the days when IT systems served solely back-office functions. Today, real estate firms are investing in point solutions that bridge the gap between operations and engagement. Platforms like Chainels¹, Area of People², and Pilar Technologies³. enable better communication, empower tenants, and streamline key touchpoints — especially during onboarding, off-boarding, and maintenance interactions.

Case in point: mapping the journey at portfolio scale

In a recent project, we partnered with a Dutch family office managing a diverse real estate portfolio valued at approximately €840 million, covering both residential and commercial properties across the Netherlands. Their ambition? To elevate tenant experience across the board.

They proactively defined a set of clear client journeys:

• One for newly built residential developments

• Another for tenants in existing assets

• A final pathway dedicated to repair requests and complaints handling

To support this strategy, Remit conducted a full assessment of how to align these journey requirements with the company’s current IT infrastructure.

The results highlighted a common challenge: their existing ERP system, designed for operational management, lacked the flexibility to support client-centric processes. A shift in mindset was needed - from an operations-first model to one that puts tenants in the driver’s seat, enabling greater transparency and autonomy throughout the process.

Challenges ahead - but huge upside

Integrating modern point solutions with legacy ERP and property management systems isn’t without its challenges. But the pay-off is significant: streamlined workflows, reduced friction, and higher tenant satisfaction.

Firms that overcome these integration hurdles will not only improve retention rates but also position themselves for stronger long-term performance.

The power of insight and communication

Another key driver of this transformation? Data. Institutional investors are increasingly seeking real-time insights into tenant behaviour — and the tools to respond dynamically. Enhanced communication channels are enabling a more personalised, responsive service model that builds trust and loyalty.

Connection is the new location

As the industry continues to evolve, tenant relationships are becoming more than a management concern — they’re a core strategic asset. By embracing a client-centric approach and investing in technology that fosters meaningful engagement, property firms can turn satisfied tenants into long-term partners.

This is more than a trend. It’s a new era - one where the client is no longer an afterthought but the starting point for every decision, every innovation, and every success.

¹ https://getchainels.com/nl

² https://www.areaofpeople.com/en

³ https://www.pilartechnologies.com

MIPIM 2025 – Navigating change and innovation

MIPIM 2025, held last month in Cannes, brought together real estate professionals from around the globe, and while the atmosphere was notably more serious than in previous years, reflecting the current economic climate, the event was a crucial platform for discussing the industry's future and how it can innovate in order to navigate the changes that real estate markets are experiencing.

Remit Consulting was at the forefront of the discussions around innovation and technology, launching the findings of our highly anticipated AI in Property Survey 2025, undertaken in association with Antony Slumbers and the UK PropTech Association (UKPA).

The survey revealed critical insights into AI adoption within the sector. While 72% of firms now provide access to AI tools, only 9% have fully integrated them into workflows. Data quality emerged as a significant barrier, and while AI is largely seen as a career enabler, concerns about job displacement, particularly in property management, persist. A key message heard throughout the AI sessions was "AI is not magic; it's maths," highlighting the importance of robust data and effective change management.

You can download the full report here: AI in Property Survey Results

Beyond AI, MIPIM 2025 highlighted several key trends shaping the real estate landscape:

• Net-Zero Standards: The UK is pioneering a unified net-zero building carbon standard, focusing on eliminating fossil fuel use and driving transparency in carbon reporting.

• Investment Shifts: The industry is witnessing a shift towards data centers, green energy, and logistics hubs, reflecting a convergence of real estate and infrastructure.

• Economic Realities: Political instability and the need to decouple energy prices from fossil fuels are significant concerns, demanding strategic policy alignment.

• Workplace Evolution: Culture and team dynamics are paramount in talent retention, with workplaces needing to reflect employee values.

• Tenant Strength: The value of real estate is increasingly tied to tenant stability and demand, as highlighted by Philippe Cervesi's memorable quote: "The value of real estate investment reflects the tenant, not always the quality of the property. In France, we had the best building in the world in Versailles, but we beheaded the tenant - after that, it was not so popular! The moral of the story is, don’t cut the heads off your tenants.”

• Purpose-Driven Business: There’s a growing emphasis on purpose, from integrating art into urban spaces to supporting LandAid initiatives.

• Middle Eastern Investment: Investors from Saudi Arabia and the wider Middle East are driving market activity with rapid decision-making.

• Proptech innovation: The UK government is funding local authorities to invest in proptech solutions – particularly in the area of town planning.

The overall mood at MIPIM reflected an industry in transition, facing economic uncertainties and a scarcity of large-scale deals. However, amidst these challenges, innovation and a focus on sustainable, people-centric real estate are driving the sector forward.

Lorna's Logic: Risk assessed, wallet depressed - the insurance gamble we all lose

I am amazed I have lasted this long without committing this particular rant to print.  However, the arrival of a renewal insurance premium with a 35% increase has opened that particular old wound again (and no, it was not a health insurance policy).

Over the years, I have battled with insurers of property, teeth, and travelling.  In each and every instance, they won financially, though I did gain some ground morally on occasion.

Apparently, the UK insurance industry is the largest in the whole of Europe and manages to reach fourth position across the globe, behind the US (no surprises there), Japan, and China.  However, per capita, we are spending around 21% more on insurance premiums than even the US! (1)

I appreciate that some categories are incredibly wise to insure (e.g. house burning down) or legally required (e.g. car etc) but why are we so obsessed with protecting against other things that may never happen and which, let’s face it, rarely do to the tune of what you have paid in premiums over the years?

In my latest contretemps, I have realised that by putting the premium into the bank instead of the insurer’s coffers, I will be better off financially and have sufficient to meet everything but the most catastrophic event.  The insurance companies won’t notice my paltry premium disappear out of their estimated £208 billion value - yes, billion.  How did insurance become such a golden goose, and why do we keep blindly feeding it?  Partly because of the complexity of policy documents and fine print, I imagine. 

I have known several actuaries over the years; I consider some of them friends.  But let’s face it, they are an unusual bunch: super-intelligent yet often not really of this planet.  They live and breathe actuarial tables, and suggesting using a practical, real-life approach tends to send them skittish. 

A previous example for you: a water main sprang a slow leak under my floor – slow enough to not be noticed, determined enough to rot through the joist and floorboards (all neatly concealed by a very large sofa).  As part of the mayhem that followed, I had a full, new water pipe installed through my house.  The insurance company was appalling and unhelpful, and so I was still in dispute with them come renewal.  “Let’s double her premium and exclude any water-related claims going forward”, they said.  Logic dictates that the odds of me having a new water leak had been minimised if not eradicated, yet the Table said “no”.

I appreciate there will be big claims elsewhere for insurers to meet, and I am sure people whose lives have been devastated by flood, fire, etc, are eternally grateful that they have cover.  However, insurance companies have become akin to casinos, playing the odds yet always, always coming out on top.

Apparently, the government receives about £12+ billion (very old statistic) via the IPT (Insurance Premium Tax), but then the government also provides a form of reinsurance to protect the insurers from crippling claims, such as during Covid or our ever-frequent flooding.  There is probably a very good reason why this money is available to the insurance companies and not as a publicly accessible option, but I fear it may be purely an administrative decision.

In these straitened economic times, could one small area of the government perhaps think about how individuals could be better protected without others profiting quite so much.

Footnote (1)

2024 figures

Remit Consulting’s Lorna Landells provides expert insight on Home-based Working at House of Lords Select Committee

Remit Consulting partner Lorna Landells, was recently invited to provide evidence to the Home-based Working Select Committee in the House of Lords. Based upon the research conducted by Remit Consulting into the evolving, post-pandemic landscape of hybrid and remote working since the end of the national lockdown in 2021.

The select committee was focused on the latest data, workplace trends, and the impact of flexible working on productivity and the economy.

Expert insights on the future of work

As part of the session, Lorna presented findings from Remit Consulting’s research, including its ReTurn study, which tracks daily office occupancy, workplace trends, and the shifting dynamics of remote and hybrid working and comprises a complete time series since May 2021. She shared valuable insights on how businesses are adapting their workplace strategies, as well as the challenges in measuring productivity and workforce engagement in a post-pandemic world.

The Select Committee explored several key issues, including:

• Current data gaps in tracking hybrid working trends across industries.

• The role of employers in shaping remote work policies and measuring productivity.

• The wider economic impact, including changes in office space demand, house prices, and business districts.

• International comparisons, highlighting how the UK leads in hybrid working due to its service-driven economy.

Shaping the future of workplace strategy

Remit Consulting continues to support businesses in navigating the challenges of hybrid working, in addition to our ReTurn research, through our regular Office Worker Attitude survey we also provide detailed analysis on office utilisation, workforce preferences, and the evolving role of the workplace.

Contact us

To learn more about how Remit Consulting can help your organisation optimise its workplace strategy, contact Lorna Landells today.

Yammer with Yiannis: My first MIPIM – should I be worried?

“Lucky you!” my fiancée said (somewhat sarcastically) when I told her I was going to the South of France next week - heading to my first-ever MIPIM. I'm joining the Remit Consulting Team at the flagship global property event, where we are publishing our research on AI in property.

I have to admit – I’m feeling a mix of excitement and, if I’m honest, a bit of apprehension. With over 20,000 attendees descending on Cannes for the world’s premier real estate event, I guess it’s easy to feel a little daunted. After all, this is where the biggest players in property, investment, and urban development come together to shape the future of our towns and cities.

Maybe it’s a touch of imposter syndrome, but I keep wondering if I’ll fit in and whether I'll be able to keep up with the whirlwind of meetings, networking events, and panel discussions. Most importantly, will I survive the late nights and early starts that seem to be an unspoken part of MIPIM?

My more experienced colleagues keep warning me that it’s a marathon, not a sprint and I need to pace myself.

It’s not something I’m very good at!

The MIPIM hype

MIPIM is the global property event. It’s where nations and cities showcase their biggest development opportunities, investors hunt for the next big thing, and businesses forge the kind of deals that can reshape entire skylines.

My colleagues tell me that the scale is staggering. Just look at the programme: four days of back-to-back events, with high-profile speakers, government delegations, and industry leaders all in one place.

But beyond the grand scale, MIPIM is really about people – the conversations, the connections, and the opportunities that arise from simply being in the right place at the right time. I guess it’s why so many in the industry see it as an unmissable fixture in the calendar.

What I’m expecting – and what I’m hoping to gain

A first-timer’s MIPIM experience can be overwhelming, but I’m approaching it with an open mind and a clear strategy. My plan is simple:

• Be prepared but flexible. I have key meetings lined up, but I also know that some of the best conversations happen unexpectedly.

• Try to pace myself. With events running from morning till late at night, and beyond, it’s tempting to do everything – but I’ll need to try and balance my energy levels. Easier said than done with my short legs!

• Listen and learn. With high-calibre speakers and real estate leaders present, I’m looking forward to absorbing as many industry insights as possible - particularly in the world of PropTech and AI.

• Meet new people. Real Estate is, ultimately, all about people and how we live, work and invest in the built environment - and MIPIM is the place to go to meet those who will shape the future

• Share our intelligence - (access the AI in Property Report even if you’re not at MIPIM)

While there’s an element of nervousness, I know that stepping into something new is often where the best opportunities come from. I’m ready to make the most of it, embrace the experience, and see where MIPIM takes me.

And if all else fails, at least I’ll be in Cannes. And if you're there, why not join me for a coffee, in the sunshine? Just from me an email at yiannis.michael@remitconsulting.com

Charlie’s Corner: Insights from SpaceUK 2025

Remit Consulting’s Charlie Bolam reflects on the key takeaways from Space UK, the one-day conference for property professionals, held recently at the London Stadium.

Last month, Remit Consulting’s team attended SpaceUK 2025 at the London Stadium, a day filled with a spectrum of hot topics in real estate and an impressive roster of hosts and speakers. Here are the key insights from four standout focus areas of the day.

Placemaking

After initial greetings and an obligatory photo of the magnificent stadium interior, we dived into a keynote on placemaking by Simon Carter, CEO of British Land.

Key Insights:

• Successful placemaking is broader than people often believe, encompassing both the space between buildings and what occurs within them.

• Big players like M&S are moving away from high street stores in favour of the increased sales seen in accessible and spacious retail hubs.

Human-Centric Regeneration

A panel featuring James Saunders (Quintain Living), Morwenna Hall (Related Argent), and Tom Bloxham (Urban Splash) explored human-centric regeneration.

Key Insights:

• A building's efficiency does not necessarily equate to a pleasant place to work or live.

• Building and maintaining community through small events is effective.

• Progress is not always linear and relies on early adopters, creatives, and storytellers to share a vision.

Return to Office (RTO) and Flex Strategy

We were given the opportunity to split into ‘tribes’ for more intimate roundtable discussions. Esteemed hosts from the likes of Avison Young, Network Rail and Ericsson brought valuable insight on RTO and Flex Strategy.

Key Insights:

• 'Team WFH' advocated for flexibility, improved father-child relationships, and liberated working mothers.

• ‘Team RTO’ raised concerns about the productivity paradox, limitations on innovation when working from home, and declining soft skills.

• The new generation of WFH recruits are suffering from “Disability in collaboration”, potentially impacting company profits.

• MindSpace noted a shift in take-up from small offices for five to six people to companies leasing entire floors to maintain a sense of place while enjoying best-in-class amenities.

Integrating AI

The roundtable discussion on integrating AI was standing-room-only, with representatives from L&G, The Crown Estate, Savills IM, Greystar and Digital Trees igniting the discussion.

Key Insights:

• Rushing to complex solutions before mastering simple ones often leads to failure.

• AI outputs should be treated like a junior team member's work.

• We will see more AI innovation in the next four months than in the past four years.

Conclusion

In summary, SpaceUK 2025 offered invaluable insights into key areas shaping the future of real estate, from placemaking to AI integration. As the industry continues to evolve, staying informed and adaptive is crucial for success.

Contact Charlie Bolam for more information

Lorna's Logic: Are we on?

When did we stop asking if it was acceptable to record someone? Moreover, when did you last feel comfortable saying “please don’t” when everyone else had nodded mindlessly?

With the exponential growth of AI in our workplace, I am hearing regularly, “Oh, I am trying out this new bit of transcribing AI, so will be recording this meeting”, or suchlike. Our consent or otherwise is not even an afterthought.

It shouldn’t matter that AI captures every word. It shouldn’t matter that it will capture the unspoken sentiment in our tone; yet it might. Even the fastest human note-writer will be unable to transcribe every, single syllable, but we are suddenly presented with the possibility of every sotto voce remark being shared more widely than intended. We should still have a voice about being recorded, especially given AI’s more malevolent ability to clone from a single phrase of just three seconds…

There is, in fact, still a legal requirement in the UK to secure a person’s consent to record them at work, not only by telling them your specific purpose but also preferably in writing. That consent, if obtained, is only valid for that one event, not in perpetuity. This is a grey and stormy area, though, as more and more are tending to record meetings. We are being bagged and tagged whichever way we turn.

If you are recording a Zoom, Teams, Google Meet etc, you are not only netting our voices, but you have our facial expressions and gestures on tape and on tap. Any fans of #aviewfromthebridge may have seen Elijah’s exposition on being filmed all the time by complete strangers. We have become so attuned to being on camera that, maybe the various indigenous people are right, by being filmed and recorded we are perhaps giving away our souls: “losing our energy”.

Enough mad rant, though, this is meant to be a way of saying, as we are, apparently, the fourth most filmed/recorded country in the world, wouldn’t it be nice to have a bit of a reprieve and just listen for a while?

Over and out.

Future Trends in Commercial Property Asset Management

The property asset management software landscape has evolved significantly in recent years, offering a plethora of options for professionals seeking alternatives to the long-standing industry standard, ARGUS Enterprise. As asset managers, many of you have relied on ARGUS for years, but as new technology is launched all around us, there is a growing interest in exploring new solutions.

We’ve been tracking about 20 new solutions which have come to the market in the last three years, and we’ve had the chance to review many of them with clients. Most have been brought to the market by people who have been frustrated by various aspects of asset management systems historically, and to be fair, there has been very little innovation in this part of the systems market.

System styles

The starting point for many of the systems varies according to the background of the company founders.

Finance

A key focus for a number of systems is aggregating all the data from multiple portfolios and regions into one reporting system. Of paramount importance are the finance numbers and how they are displayed to investors. The complexity and flexibility of each system varies and many of these solutions, when being trialled, are being developed one global fund manager at a time. This slows the overall roll-out but is intended to more fully develop the software before dealing with multiple customers.

Business planning

In the same way, some systems are hoping to integrate the reporting and analysis from many different types of system in place in organisations. Pulling together the data from the property management, valuation, finance and building systems gives a complete view of the properties and portfolios – dashboards then show different views for different users.

AI

Most systems nowadays claim to use AI to make the user’s job simpler. This is starting to be applied to limit the amount of work required to set up the systems. We’ve heard that several systems are experimenting with live searches of lease documents – i.e. reading every pdf lease anew for each query. This will overcome the need for individual lease documents to be extracted into a separate database and kept up to date with each new adjustment.

Information hub

Recent developments from existing market solutions have leant toward gathering a far wider selection of data to give a fuller picture of the investments. Data feeds from news sources and indices like MSCI or even Remit’s own ReMark can be included in the data reported through these hubs.

Valuation

In many cases, valuations are still left to existing software, particularly as few solutions have troubled the incumbents in this market. There are new solutions, and existing which are seeing a resurgence; however, with the move towards increased integration of disparate systems, this area is often left alone in specification discussions.

Conclusion

Let’s not forget that many large property organisations are building their own solutions from an increasingly accessible toolbox – Microsoft for example provides all the software applications and tools you need to create a bespoke solution if you have the right IT department. Additionally, AI provides a quick and easy way to build code if that is your background.

The abundance of software options in the property asset management space reflects a market responding to the evolving needs of professionals. Whilst ARGUS Enterprise continues to be a significant and important player, new technology has opened the door for other innovative asset management solutions. As an asset manager, it's crucial to evaluate these options based on your specific requirements, considering factors such as functionality, scalability, integration capabilities, and cost-effectiveness. Remit’s advice is to gain consensus amongst the whole team before you look at systems. Yes, we know that’s difficult, but it will significantly reduce the pain later on during implementation.

The future of property asset management software lies in platforms that can provide comprehensive, data-driven insights while maintaining flexibility and ease of use. As competition in this space intensifies, we can expect to see continued innovation and improvement across all available solutions.

---

Citations:

[1] https://www.landlordvision.co.uk/blog/gotenant-alternatives

[2] https://slashdot.org/software/p/ARGUS-Developer/alternatives

[3] https://www.getapp.co.uk/alternatives/2072938/lendlord-property-management-software

[4] https://www.altusgroup.com/solutions/argus-enterprise

[5] https://www.fixflo.com/blog/the-16-best-property-management-software-systems-uk

[6] https://www.linkedin.com/pulse/rise-fall-argus-software-omar-khan

Dear 2025 – we’ve been waiting for you!

Talking to friends across the industry, one thing is clear, few of us are sad to see the back of 2024, the year that brought seismic shifts globally and here in the UK, where a new government has set ambitious goals for transformation.

To prepare for what lies ahead, we asked some of our esteemed colleagues in the business of real estate, what they thought would be the one big change to come this year, in one sentence; some stretched that concept a tad and one response was initially, “oh blimey”! Here, though are some thoughts for you, 2025, about what you can expect.

A return to stability and opportunity

Stability for the UK perhaps, but what about the impact of US politics? “A Trump presidency will have far-reaching impacts in 2025, affecting the property sector in multiple ways: from the impact on the Government’s economic policies to trade flows and the impact on access to materials, to customer confidence.” (Melanie Leech CBE, Chief Executive, British Property Federation).

Optimism about inward investment is shared across the industry

It is clear the Labour government has a big task ahead of it, meeting the challenges of political change around the globe. However, the overriding sentiment amongst those we approached is upbeat.

“A stable political environment, reducing interest rates and a reminder of the strong fundamentals of the UK will result in increased activity from overseas investors in the UK real estate market.” (George Roberts, Head of UK & Ireland, Cushman & Wakefield).

The positivity about inward investment was echoed in, “…the biggest change will come about as a result of change elsewhere, making the UK stand out in Europe as comparative political steadiness and the safest haven for capital and with some sectors - retail in particular - firmly discarding the past and rising phoenix-like as a solid investment bet.” (Vivienne King, Founder, Impactful Places).

Stability will be a key watchword for the UK in 2025 and in comparison, with other traditional investment locations. Remit’s benchmark service – rent payments (ReMark), Return to office (ReTurn) and research to follow up on a range of 2024 projects such as our Office Productivity research will be essential in supporting investment decisions.

Pension funds

“UK Pensions” was the pithy response to our question from John Forbes. We’ve been working with John throughout 2024 and know that he is passionate about the changes brought by the change of UK Pensions from Defined Benefit, to Defined Contribution. We’ve watched the news in 2024 as the Asset Management teams of the major pension funds have started to restructure themselves, focus on different sectors, and prepare for greater flexibility to reduce costs.

We see more of the same happening in 2025 and the advent of useful Artificial Intelligence gives us yet more options. Our Boardroom AI workshops have proved popular with senior leadership teams and have already identified significant savings.

Planning for progress

Another key area in which to prepare yourself is the drive to change archaic planning regulations; “Labour’s planning bulldozer will clear the ground for those seeking opportunities in the land market.” (Peter Bill, Journalist) and “Government follow through to resource the planning system to facilitate processing of applications and decision making.” (John Duxbury, Head of UK Asset Management, M&G Real Estate), were just two of the predictions we received on this topic.

In 2024 Remit was involved in the first phase of a 27Ha mixed use development – our client wanted to design-in the efficient management of the new community and optimise its operational structure in light of ESG and consumer requirements. We see a far greater emphasis on this preparation work in prime new development and are well placed to help.

Sustainability in the spotlight

Talking of Environmental issues… these should, and will, continue to feature front and centre and our prophets felt so too, “… an increasing and tightening focus on environmental performance without the clarity needed to manage that issue.  Measurement should also factor in the entire life cycle of the building.” (Simon Elmer, Steward of the Bedford Estates).

2025

In 2024 we developed our new tagline – “Improving the Business of Property for Now, and for Future Generations.

Well, 2025, this open letter is to welcome you and the flurry of activity you are predicted to bring – but keep an eye on the long term for future generations. We are ready and waiting to be even busier!

Hello, 2025. We’re ready for you.

Improving Employment Conditions in Facilities Management: Challenges and Opportunities

The UK workforce consists of over 30 million people [ONS], with facilities management (FM) jobs accounting for around 3 million of this workforce [CIBSE Journal], so as well as being vital for the ongoing performance of the buildings we use and occupy, FM also plays a pivotal role in the UK’s economy. However, out of all the high-level roles in property, FM probably faces the most significant challenges in improving employment conditions and addressing social inequalities.

The Challenges

FM is a diverse profession: roles range from highly skilled operatives to blue collar workers, often with lower education and income levels. For example, while the average wage for FM professionals is £50,000 per year, and 44% with healthcare benefits [Macdonald & Company], cleaners, for example, earn an average of £20,670 annually (£10.06 per hour – considerably lower than the UK minimum and living wages) with only 3% receiving healthcare benefits [PayScale]. How can this be the case and what can we do to stop it?

Many lower-paid FM workers are employed in and around built-up areas where rising costs, such as public transport and living expenses, only serve to intensify inequality. Other challenges include lack of training [CIPD] and an increase in temporary contracts [REC and KPMG]

Let’s not forget there are also pressures on the FM companies and throughout the supply chains to meet modern slavery, sustainability and diversity goals.

Innovative Efforts to Address Employment Conditions

Forward-thinking organisations are addressing these issues by focusing on social value, well-being and engagement, themselves and with suppliers. Major property management teams are advocating ‘safe sick pay’; many of us are unaware that statutory sick pay is not available to all [Safe Sick Pay Campaign].

In addition, organisations like Social Enterprise UK connect property firms with bodies supporting marginalised groups, such as Hines’ partnership with Glasshouse, rehabilitating women in prison through horticulture. [Hines]

Other efforts include local recruitment to reduce travel costs, offering flexible upskilling opportunities (e.g., English lessons, management training), and exploring more sociable working hours for night-shift workers (such as cleaners working during the day instead).

Strategic Engagement

The investors and occupiers that often fund the extra time and cost associated with these initiatives need to understand and be engaged with the process too, and key to this is:

• Proactive Consultations:

  Property and asset managers should engage with investors to agree social value strategies, ensuring these are integrated at the fund level. However, we mustn’t forget that often these initiatives are paid for by the service charge, so education and communication with the occupiers is just as important.

• Educational Procurement:

  Some people just aren’t aware of the issues, and with increasing competition, firms failing to deliver social value risk being left behind in the marketplace. Including education early on in procurement for services means it is more likely to be baked into the service that clients should expect.

• Localised Social Value:

  Identifying initiatives and changes that can be made, which benefit local economies and employees, but also are scalable and impactful is a challenge. But getting people who are passionate about finding and implementing solutions will help to push through these changes.

• FM team collaboration

  None of the above will have the desired impact unless the strategies and commitment are shared with the respective FM companies commissioned to work on our properties.

Improving employment conditions in Facilities Management requires a collaborative and focussed effort involving suppliers, investors and occupiers. By prioritising social value, investing in training, and addressing income disparities, we can help to deliver the change required, and ultimately those of us who live and work in these buildings will benefit. But this will only have widespread impact if everyone is on board, and key to that is communication. As competition continues, those who lead the way will reap the benefits in an increasingly socially conscious marketplace.

Now that we all know this is the reality, we should encourage initiatives such as those listed above, and more, to bring an end to the inequalities within FM. This is not just a social imperative; it makes sound business sense that we employ people in such a way that they are motivated and able to deliver a quality service without personal hardship.

Data-Driven Decisions: The Rise of Data Jobs in UK Real Estate

The UK real estate industry is undergoing a digital transformation, driven by the increasing abundance and accessibility of data. This shift is leading to a surge in demand for data professionals, as property firms seek to leverage data insights to make informed decisions and gain a competitive edge.

The Data Revolution in Real Estate

Traditionally, real estate decisions were often based on intuition and experience. However, the proliferation of data sources, such as property listings, market trends, and active monitoring of buildings, has empowered industry players to adopt a more data-centric approach. By harnessing the power of data analytics, real estate firms can:

The Growing Demand for Data Professionals

Despite current economic constraints, we have seen a steady growth in the number of jobs within real estate in the UK. Below shows the number of thousands of people employed within real estate from June 1978 through to current day. Even when normalised to the total number of jobs within the UK, real estate has seen impressive growth.

This begs the question of what new roles are there within real estate, to facilitate such an increase in the number of jobs? Even though the number of buildings to buy, sell and maintain, has grown over the period, the total number of jobs generally would be expected to increase in line with the number of people within the UK. Therefore, the information above suggests that there are an increasing number of roles within the sector.

Anecdotally, it is clear why some of these real estate jobs have appeared, for example ESG specialists were unheard of in 1978, when the dataset shown above begins. But a large element contributing to the growth is the bolstering of data teams by the majority of corporates, supported by industry clients we have conferred with.

Some of the most sought-after data roles in real estate include:

The Future of Data in Real Estate

As the real estate industry continues to evolve, the demand for data professionals is expected to grow even further. Emerging technologies such as artificial intelligence, machine learning, and the Internet of Things (IoT) will further enhance the capabilities of data-driven real estate and drive the expansion of data to collect, clean, maintain, move, analyse and delete.

From our own experience of helping clients with their data accuracy and migrating data across systems, we see how much data is estimated rather than verified (often in the region of 60% for ESG figures). We also see how little knowledge there is of data accuracy, which will likely be many data professionals’ first tasks – checking the quality of, and then improving, the data used within real estate. This is no small task, and we expect that these data roles will initially be assigned to ensuring the accuracy and reliability of the existing data, with the goal of driving better decision-making down the line.

To capitalise on this trend, real estate professionals should consider developing data skills or hiring data experts to help them navigate the increasingly complex data landscape. By embracing data-driven decision-making, real estate firms can unlock new opportunities, reduce risks, and achieve sustainable growth.

Unlocking efficiency: an interview with Cheronne Clark on transforming real estate collaboration

In 2024, Remit Consulting embarked on an exciting project in the Netherlands, focusing on the post-merger integration of Property, Asset, and Valuation Management processes. This initiative was for a Dutch asset manager, a relatively new company formed from the merger of the real estate investment departments of two large Dutch pension funds. Throughout 2024, property managers were selected and implemented, along with Valuation Management software.

As we move into 2025, our work continues with the implementation of a new asset management software product and the creation of a new property fund for one of the clients of this asset management company. Additionally, workplace automation has become a key focus of this project. In 2024, Remit assisted with optimising Microsoft tools to gain valuable insights into workplace management, a project that is extending into 2025.

Effective collaboration and document management are essential in the evolving landscape of real estate. Cheronne Clark, a change specialist and certified professional in Microsoft technologies, is currently leading the workplace management aspect of the project for Remit Consulting. We took the opportunity to talk to her and gain insights into her work, the challenges faced, and the transformative potential of Microsoft tools.

The role of a change specialist

Cheronne’s work with Remit as a change management specialist focuses on helping organisations adopt and optimise tools like Microsoft SharePoint or Teams, for example, effectively.

"My role includes analysing the technical setup, addressing functional challenges, and guiding employees to integrate these platforms into their daily workflows," she explains. This involves designing tailored training programmes, improving system configurations, and building sustainable change frameworks, such as ambassador programmes and e-learning initiatives, to ensure long-term success.

Current project at Remit Consulting: streamlining SharePoint for a Dutch institution

Cheronne and Remit are currently working together, to streamline the client’s SharePoint usage. The client implemented SharePoint to improve document management and collaboration. Many of our client’s staff had struggled to adapt to the new system, preferring older methods and systems that had functional limitations.

"My role involves analysing the current SharePoint configuration to identify and resolve technical and functional issues, such as challenges with document sharing," Cheronne notes. She also collaborates closely with departments to understand their workflows, introduce "quick wins" for immediate improvements, and deliver tailored training sessions to boost efficiency.

Differences between corporate markets and real estate

When asked about the differences between working with corporate clients from other sectors and those in real estate, Cheronne highlighted the unique challenges faced by the latter.

"Real estate businesses often deal with highly specific workflows involving the extensive documentation associated with property portfolios. They also, frequently, collaborate with external stakeholders. This requires a more customised approach to governance and system configuration," she explains.

Secure sharing and collaboration are critical for real estate clients, whereas corporate clients in other sectors often have more standardised workflows that focus on streamlining internal processes.

Tips for real estate professionals

Cheronne offers valuable advice for real estate professionals looking to optimise their use of Microsoft tools. "Using Teams is essential for ensuring seamless collaboration among stakeholders, both internally and externally. SharePoint is ideal for centralising property and compliance documentation, while Power BI can help visualise portfolio performance," she advises.

One key practice to avoid, she warns, is setting unique permissions for individual documents or folders within SharePoint, as this can lead to confusion and administrative burdens. Instead, adopting a structured permission model based on groups or roles ensures easier maintenance and scalability.

She also emphasises that MS Teams should not be used solely for chat but as a comprehensive collaboration tool. "Think of Teams as a house where you and your colleagues live. Everything you need for collaboration - documents, conversations, meetings - is in one place, just like all the rooms and amenities in a house. In contrast, using SharePoint alone is like navigating a vast library, where you must search for specific documents across multiple floors and shelves. Teams streamlines this by offering a unified, secure environment for all collaborative activities," she explains.

The potential of Copilot and AI

Cheronne is particularly enthusiastic about the potential of Copilot and AI in transforming real estate operations. "Copilot is an invaluable assistant for repetitive tasks, such as drafting documents, analysing large datasets, or generating actionable insights. Its integration with Excel for data analysis and its ability to suggest insights in Power BI are particularly exciting," she says.

However, she cautions that companies must ensure their document structures and labelling are properly organised before implementing Copilot. Without this, Copilot might produce results that overlook document sensitivity. For example, poorly managed document permissions could allow employees to access confidential HR records, which is clearly undesirable.

Ensuring long-term adoption

When it comes to change management, Remit recognises the importance of addressing business pain points and demonstrating the benefits of new approaches, a view shared wholeheartedly by Cheronne. "Once the business understands the rationale behind certain tasks or processes, adoption becomes much easier," she explains.

For instance, implementing a document labelling system can be framed as a safety measure that reduces the risk of cyberattacks. Cheronne cites a case where a Dutch organisation’s data was seized during a cyberattack, and a ransom was demanded - a situation that could have been mitigated with better document labelling and security protocols.

Ensuring the sustainable adoption of new tools and processes is another critical aspect of her role. "Ongoing support, access to knowledge through e-learning and intranets, regular updates, and maintaining a knowledge-sharing community is vital. Establishing an ambassador programme helps embed the tools into daily workflows, ensuring they remain relevant over time," she emphasises.

Conclusion

Cheronne’s work with Remit Consulting exemplifies the transformative potential of Microsoft tools in the real estate sector. By addressing functional challenges, providing tailored training, and leveraging the power of AI, she helps clients unlock new levels of efficiency and collaboration.

As real estate businesses navigate the challenges of the digital age, expert insights and strategies, like those shared by Cheronne, are crucial for achieving success and why we at Remit bring in the expertise as and when needed

Lorna's Logic: Only the lonely

No-one really talks very much about feeling lonely. I guess that is fairly obvious since often loneliness can be equated with being isolated from those around you. Yet it is possible to feel terribly alone even when in a group of lively people.

In the frantic run-up to Christmas, with a personal expectation of seeing family and friends, I started thinking about all the lonely people (yes, also humming Eleanor Rigby) and how this time of year, in particular, can exacerbate feelings of being alone and forgotten, whether or not that is the reality.

Hybrid working has been touted by many as the office worker’s nirvana, but for others, it has only intensified their isolation. What is the point of going into the office if those colleagues who are there are only in for meetings (not with you, of course) or, worse if no one else is there at all? Arguably, the longer the period you spend working remotely, the more the reluctance to leave your home increases. There are a few studies emerging which suggest remote working can have a negative impact on mental health (e.g. Samantha et al. 2020), including increased anxiety and psychosocial deterioration.

But back to the idea of being a lonely worker and how, really, this all boils down to feeling you belong and having friends/work colleagues you can banter with or even confide in. A ten-year-old study, way before Covid, found that a lack of a social connection at work even has a direct adverse effect on a company’s performance. The logic here is that feeling you belong, and are not isolated, makes all the difference between motivated enthusiasm and “how quickly will home-time come”.

Lonely people are not necessarily introverted, and even the most overtly outgoing colleagues can feel lonely. So, what is the point of my blog? Well, it’s this: Christmas and New Year are recognised as being all about friends and family. Even in these more enlightened times of speaking up on mental health issues, loneliness is still, ironically, kept to the lonely.

Those of us who can, should acknowledge others with a smile and a “hi”, just so they know that we know they are there and among friends. It might seem that I am trivialising it, but someone has to take the first step.