Julia's Jottings: LinkedIn, AI and the quiet shift most people missed

By Julia Waller

It started, as these things often do, with a small line in a settings menu.

Back in November, LinkedIn made a change that many users will have scrolled straight past. Since then, the platform has been using public member data to help train its own AI systems. Profiles, posts and public activity are now part of the raw material shaping how LinkedIn’s future tools work.

Private messages are not included, which will be a relief to many. Still, it marks a meaningful shift in how professional data is treated on the world’s largest business network.

What actually changed

LinkedIn confirmed that from November 2025, it began using public member data across the EU, UK, Canada, Switzerland and Hong Kong to train its AI models. The stated aim is to improve search, recommendations and new AI-driven features.

By default, members are opted in. If you do nothing, your public activity is included. You can opt out, but only retrospectively. Anything already collected remains part of the training data.

This is not hidden or underhanded, but it is easy to miss unless you actively review your data settings.

Why this matters, even if it feels abstract

On one level, this is simply how modern platforms operate. Many people will shrug and move on.

But for anyone who uses LinkedIn as more than a digital business card, it is worth pausing. If you spend time crafting posts, sharing insight, refining your CV or building a professional voice, that work may now help train automated systems designed to replicate, summarise or repurpose similar content.

The upside is clear enough. Better recommendations, smarter tools and a platform that, in theory, understands its users more accurately.

The trade-off is subtler. Your words, ideas and experience contribute to something you do not control, are not credited for, and may never see directly.

What it means for businesses and advisers

For companies, advisers and professional services firms, this is a new layer to consider.

Content posted on company pages or by staff acting in a professional capacity may now feed directly into AI tools owned by the same platform distributing that content. That is a shift from content simply being seen or shared to content actively shaping the systems behind the scenes.

There may be benefits in visibility and relevance. There is also a lingering question around ownership, context and unintended reuse. None of this is unique to LinkedIn, but it is becoming harder to ignore.

It is another reminder that public content rarely stays in the box we imagine it lives in.

The wider direction of travel

LinkedIn is not acting in isolation. Meta, Google and others are all moving in the same direction. Platforms increasingly want to train their own AI models using their own ecosystems, rather than relying on scraped or third-party data.

This feels like the beginning rather than the end. AI can be a powerful tool, but as it learns more from our behaviour, language and patterns, new risks emerge alongside the efficiencies. More convincing scams, deeper impersonation and blurred lines between human and automated voices are already part of the conversation.

It is the familiar, slightly weary debate about data being used in ways that stretch beyond our original intent. The difference now is scale and speed.

What you can do

If you would prefer not to take part, opting out is straightforward:

Go to Settings → Data privacy → How LinkedIn uses your data → Data for generative AI improvement, and switch the toggle off.

Even if you leave it on, the important thing is awareness. Knowing how your data is used allows you to make deliberate choices about what you share and how you share it.

Changes like this rarely arrive with much noise. They appear quietly in settings menus, policy updates and footnotes, then gradually reshape how platforms behave and how professionals engage with them.

This shift aligns with patterns already emerging in Remit Consulting’s work on AI in real estate. Not dramatic disruption, but steady integration. Tools learning from behaviour, systems becoming more predictive, and data taking on a longer life than many users expect.

There is no single right response. Opting out or staying in is a personal and organisational choice. What matters more is awareness. Understanding how these platforms evolve, and how our professional activity feeds into that evolution, is becoming part of the job.

Sustainability and Net Zero in real estate: insights from the PAM/PM Forum

Earlier this month, Remit Consulting hosted its latest joint PAM/PM Forum, our regular gathering of property and asset professionals designed to explore practical challenges and emerging trends in real estate. This session focused on one of the sector’s most urgent priorities: delivering credible progress toward Net Zero.

A keynote from Emily Hamilton of Emily Hamilton Advisory, followed by breakout sessions and a group discussion, highlighted a market that is eager to move but constrained by policy uncertainty. Shifting regulations, particularly around EPCs, continue to complicate long-term investment planning. While many questioned the usefulness of EPCs as a core performance measure, there was broad agreement that they can still act as a useful trigger for conversations with investors and occupiers, provided they are paired with more meaningful operational data.

Data emerged as the standout theme of the morning. Attendees noted that ESG and energy data collection is increasingly embedded within property management activity, yet the industry still lacks consistent standards, clear ownership and reliable access to occupier information. Strengthening data governance and analytics capability was widely seen as essential for prioritising upgrades, validating interventions and tracking value over time.

Another strong message was the need for even deeper collaboration between PAMs and PMs. Strategy-setting, execution and reporting often sit in separate silos. Participants highlighted the need for clearer shared goals, earlier visibility of budgets, and a shift toward rewarding measurable outcomes rather than inputs.

Finally, the room emphasised the importance of scale and learning. Portfolio-level procurement, structured knowledge-sharing and a willingness to adapt as technologies evolve were all identified as key enablers for accelerating decarbonisation.

The consensus was clear. Better data, stronger alignment and proactive action can drive meaningful progress, even in the face of ongoing policy uncertainty.

Remit Consulting hosts its PAM and PM Forums to provide a practical space for open discussion, shared learning and informed debate across the sector. If you would like to attend a future forum, or explore any of the themes discussed in more detail, please contact Charlie Bolam at Remit Consulting via charlie.bolam@remitconsulting.com.

From the early web to AI: a real estate technology reflection

By Andrew Waller

I still remember the slightly awkward meeting, nearly twenty-five years ago, when a group of us at a Big Four consultancy were, ahem, “encouraged to consider our next move.” It does not feel as long ago as it sounds, but as we look back at the founding of Remit Consulting, it is striking how much of our original mission remains unchanged.

Back then, I even wrote a book for the Estates Gazette called IT for Property People, which tried to predict the future. Given the current uncertainty in the world, it feels like a good time to see which of those predictions landed and what the next decade holds.

The Context of 2003

When we started, we were experts in real estate technology in a very different world. This was eight years after Windows 95 began harnessing the World Wide Web and mere months after the dotcom bubble burst. The iPhone didn’t exist yet, and the BlackBerry was about to become the must-have tool for agents.

What we got right

Our core conviction was that firms should understand their own processes before choosing technology. This led to the Remit Process Model (RPM) and our leading practice library. We believed that fixing the business problem first was the only way to make technology work. Nearly 25 years and thousands of workshops later, that flexible, templated approach to business change remains unique to the industry, and more relevant than ever.

What we got wrong

We were over-optimistic about the speed of change. We thought that after five years, everyone would have adopted leading practice and that future gains would be incremental. How wrong we were!

Two decades later, we are running more process workshops than ever. We underestimated how long even simple automation, like deal flow management, would take to become established. Many ideas mooted in 2001 didn't become reality until after the Great Financial Crash. Even now, the European software market remains fragmented, and implementations are often riskier and more expensive than they should be.

The Shifting Landscape

The most visible shifts in the early 2000s were in residential property. US startups like Zillow paved the way for Rightmove to transform sales. While brochures became PDFs early on, saving about 30 days of manual work, genuinely useful tools like digital signatures didn't gain widespread traction until after 2015.

In the UK, commercial real estate's use of social media is still largely focused on LinkedIn. While other industries have become adept at mining digital data, for commercial property, it still feels as if the industry hasn't embraced social media data in the same way as, say, the finance industry as a whole.

And what of AI?

We are likely entering the "trough of disillusionment" on Gartner’s Hype Cycle. Early, unrealisable expectations are being moderated. However, the pressure is real:

Fund Managers are exploring AI to lean out experienced asset management teams.

Property Managers are facing margin squeezes that force them to automate or fail.

ESG Regulations have made data a board-level discussion, requiring reporting speeds that manual processes can't match.

AI will certainly have an effect, though in the short term, it may feel detrimental as the technology struggles to catch up with over-ambitious cost-saving targets.

Final thoughts

Is our industry really 20 years behind other industries? Perhaps. But that doesn’t diminish the challenge. The change management principles of our RPM are even more vital today as we navigate this next wave.

In 2003, we had no idea what the World Wide Web would eventually become. We guessed; some of our guesses were right, and some were wrong. That is exactly where we are with AI today.

London after dark: Why nightlife matters for the built environment

Written by Henrietta King

There is a rhythm to London after dark – the flow of people through neighbourhoods, high streets and transport hubs. For decades, that rhythm shaped the city’s identity and fuelled its economy. Now, it is beginning to falter, with consequences that reach deep into the future of the built environment.

London has already lost one in five bars since 2020. If current trends continue, it could lose half of its nightlife by 2030. For a global capital, this is more than a social concern; it is a structural one.

London’s nightlife has always evolved. Its current challenges are serious but not irreversible. Reversing the decline will require collaboration across planning, development, transport and policy and a recognition that the city thrives not only in daylight, but after dark.

Shifting Behaviours and Expectations

Much has changed since the pandemic. Covid shuttered venues and disrupted social habits, but six years on from lockdown, the decline can no longer be attributed solely to Covid.

The social attitudes of Londoners, particularly younger generations, are changing. Lifestyle choices increasingly prioritise balance, wellbeing and affordability.

Nearly 40% of young adults now report that they do not drink alcohol at all. That alone reshapes the types of spaces people seek after dark, favouring multifunctional venues, cultural programming and experiences that are less centred on alcohol.

Economic Pressures on Both Sides

Moreover, the cost-of-living crisis has also exposed the true cost of a night out. Rising rents, utilities and food prices have made nightlife an increasingly discretionary expense. Among 18–30‑year‑olds, 68% say today’s economic climate has directly reduced how often they go out at night.

For operators, the pressures are even more acute. Rents and business rates have risen steadily, while energy bills and staffing costs continue to climb faster than revenues. Many venues, particularly grassroots and independent spaces, operate on razor‑thin margins. When set against increasing regulatory burdens or the financial implications of redevelopment, the challenges become existential.

Corsica Studios, the much‑loved cultural institution in Elephant & Castle, is only one example. After 24 years, the venue announced its closure due to nearby development triggering new sound‑mitigation requirements that were financially unmanageable. It is a case study in how planning, redevelopment and cultural infrastructure intersect and how easily the balance can tip.

Infrastructure Gaps: Transport, Safety and Planning

London’s night‑time infrastructure has not kept pace with the city’s changing needs. Transport is a recurring concern: while millions rely on buses, trains, and the Night Tube, gaps in coverage, particularly in outer boroughs, make late‑night journeys costly, slow or unsafe. For many Londoners, especially women and marginalised groups, safety remains a determining factor in whether they go out at all. For operators, fragmented licensing frameworks, inconsistent borough‑level approaches and lengthy planning processes create uncertainty and cost.

A Turning Point: The Nightlife Taskforce

In recognition of these pressures, the Mayor of London convened an independent Nightlife Taskforce in 2025 to examine the city’s night‑time ecosystem and propose interventions. Their recommendations, published this year, are detailed and ambitious.

They call for modernised licensing, integrated planning approaches, better night‑time transport alignment, dedicated funding for nightlife innovation, and, crucially, the recognition of nightlife as culture. Not a nuisance. Not an afterthought. A cultural asset with economic, social and placemaking value.

Why This Matters for Real Estate and Urban Development

For the built environment sector, nightlife is far from peripheral; it is integral to how cities function and create value. A healthy night‑time ecosystem strengthens local economies, shapes place identity and supports a truly 24‑hour city.

Nightlife drives significant economic activity, supporting over a million workers across hospitality, transport, logistics, security and cultural production. Its impact stretches far beyond venues, sustaining the services and infrastructure that operate after traditional business hours.

It also attracts and retains talent. Nearly half of Londoners say nightlife influences their decision to stay in the city, a figure even higher among tech and creative professionals. Cities now compete as much on culture and experience as on jobs or housing, and nightlife is a key part of that offer.

From a placemaking perspective, night‑time culture defines neighbourhood identity and long‑term value. Areas like Shoreditch and Brixton became cultural destinations before they became investment hotspots. When nightlife declines, the vibrancy and distinctiveness that underpin these places, and support demand, are at risk.

A Strategic Imperative

Therefore, preserving and nurturing London’s nightlife is not an act of nostalgia. It is a strategy for economic resilience, cultural competitiveness and sustainable urban growth. Through collaboration in planning and development, improved transport, and supportive policy, London can regain its rhythm.

Lorna's Logic: Smarter than the average bear

I don’t want to be called ‘average’. Who does?

The more important question, though, might be “who is?”

We regularly hear references to the average person, the average family, the law of averages, and so on. However, fundamentally, that average entity does not actually exist. Before you worry that I am getting philosophical, or overly Zen in my old age, please tolerate a bit of maths speak.

As we know, there are three types of average: mean, median, and mode (any higher maths aficionados out there, keep schtum if this is not true in your rarified world). The most frequently used to prove a point is the mean (add up the numbers and divide by how many there are), but the one most of us interpret the answer as is the mode, the most common.

If you are told the average age is 35, most of us picture a room full of 35-year-olds, not a small group of teenagers and one octogenarian. When we hear that the “average family will be £2,000 a year worse off”, for example, how does that really help us, since none of us are actually average?

It sounds precise, but it explains very little.

Why am I ranting about this? I have noticed more and more that we are being urged towards the fictitious average, and it would be dangerous to believe the fallacy that good and evil will somehow balance out and, by the law of averages, good things will follow bad.

The ‘law of averages’ is often referred to as the Gambler’s Fallacy, so named because of a specific event in Monte Carlo where the roulette ball landed on black 26 times in a row (you can see where this is going, can’t you). On the next spin, the punters lost millions.

Which brings us from gambling with money to gambling with intelligence.

We are awash with AI today and are repeatedly told that it will return “the average” response. The Law of Large Numbers has proved that a coin flip, repeated over and over, will tend towards a 50/50 split between heads and tails, that is, the theoretical probability.

Therefore, also theoretically, with more data, AI will continue to head, inexorably, towards the average. If you follow that line of reasoning, AI’s impact on business performance should become more and more predictable as it consumes yet more data, though in the interim, it could be all over the shop, to use a technical term.

But AI usage is a different matter.

This will likely follow a power law (unless you are one of those aforementioned higher maths geeks, do not follow up on the formula for this one), which means, in a business sense, that those with greater skill at prompting or agentics will skew the “average” in their favour. The result is not a gradual lift for everyone, but a widening gap between those who know how to use AI well and those who do not.

Firms which embrace and explore AI will undoubtedly reap rewards disproportionate to their peers.

Not really average at all.

I am saying the average person does not exist, and I am not alone in that statement. But maybe the average business really does exist. A bit like a unicorn, living on only in the whimsical minds of those who thought they saw one.

You really have to be smarter than the average bear these days to get even close to stealing that picnic basket, and hoping the ranger does not notice.

Senior CIOs and property leaders gather in London for Realcomm CIO & PropTech Forum

Senior leaders from across UK real estate, transport and infrastructure came together in London for the Realcomm CIO & PropTech Forum in December; a senior-level forum focused on how digital strategy, data and emerging technologies are influencing real-world decisions across the built environment.

The closed-door event prioritised practical experience over theory, with open discussion on what digital transformation looks like in practice for complex asset owners and operators. It brought together CIOs and senior decision-makers from across commercial real estate, transport and the wider built environment to share experience and insight on topics ranging from data-driven decision-making and AI adoption to operational resilience, workplace strategy and organisational readiness for change.

Discussions reflected a growing convergence between real estate and infrastructure, with contributors highlighting common challenges around legacy systems, fragmented data and the need to align technology investment with long-term asset performance. Rather than focusing on specific products or platforms, the emphasis was on practical lessons from live programmes, and on the role of leadership in embedding digital capability across complex organisations.

Andrew Waller, of Remit Consulting, spoke to the forum about the importance of reliable workplace and operational data in a market where occupiers and asset owners are under increasing pressure to justify space, cost and performance decisions.

“Across the UK real estate market, we are seeing much greater scrutiny on how buildings and workplaces actually perform in use,” he commented, adding: “Technology has a critical role to play, but only if it is grounded in clear objectives and good data. The conversations at the forum reflected a growing maturity in how organisations are approaching digital change, moving away from experimentation and towards informed, evidence-led decision-making.”

The infrastructure perspective was provided by Network Rail, with a focus on how large, nationally significant asset portfolios utilise technology to enhance operational outcomes and long-term resilience.

Network Rail’s Vince Herrera-Leon said, “For infrastructure owners, digital transformation is not abstract. It directly affects safety, reliability and value for money. Many of the challenges discussed, from data integration to organisational change, are shared with the real estate sector. Forums like this are valuable because they allow different parts of the built environment to learn from each other in a very practical way.”

Kevin Kincaid, Group Transformation Director at Grosvenor, who hosted the event, said, “One of the most valuable aspects of bringing this group together was the chance to step back from individual projects and look at the common challenges we are all dealing with. Having open, senior-level conversations like this helps move the industry towards more informed, joined-up approaches rather than isolated solutions.”

The forum also underlined the growing importance of cross-sector dialogue as technology agendas increasingly overlap. Participants noted that issues such as AI governance, cybersecurity, skills and change management are now central to both property and infrastructure strategies, particularly in the context of ageing assets and long-term investment horizons.

Commenting after the event, Howard Berger, Managing Partner and SVP, Programs at Realcomm, said: “The quality of discussion at the London CIO & PropTech Forum was extremely high. What stood out was the openness with which senior leaders shared real experiences, including what has worked and what has not. That level of candour is essential if organisations are to make meaningful progress with digital transformation. We are building on this momentum as we look ahead to Realcomm 2026, which will take place in San Diego on June 3–4, 2026.”

The London event forms part of Realcomm’s wider global programme, designed to support senior real estate and infrastructure leaders in navigating the strategic, operational and technological challenges shaping the future of the built environment.

Two Remit Consulting team members selected as MIPIM Challengers for 2026

Two members of the Remit Consulting team have been chosen as MIPIM Challengers for 2026, an international programme designed to bring emerging voices into the heart of global real estate debate.

Charlie Bolam and Henrietta King will join a cohort of 43 professionals under the age of 31 from across Europe who will take part in the full MIPIM programme in Cannes next March. This is the largest Challenger cohort to date, reflecting MIPIM’s focus on encouraging fresh thinking, diversity, and long-term leadership within the built environment.

The MIPIM Challengers programme provides participants with full access to the event, alongside dedicated networking, leadership development and thought leadership opportunities. Challengers contribute to conference roundtables, collaborate on a published insight paper with senior industry figures, and take part in a bespoke development programme that includes coaching and training on AI implementation.

The 2026 cohort represents a wide range of disciplines across the property sector, including investment, planning, development, advisory, construction, public sector and technology. Many of the selected Challengers are actively working with data-led approaches, ESG frameworks and emerging technologies to address complex issues around how cities are planned, occupied and managed.

Lorna Landells, Partner of Remit Consulting, said: “Henrietta and Charlie represent the way the property industry is evolving. They bring strong analytical thinking, curiosity and a clear understanding of how data and behaviour intersect with real estate decisions. The MIPIM Challengers programme recognises that future value in property will be shaped by people who can connect evidence, experience and long-term outcomes, and we are delighted to see them recognised in this way.”

Their selection reflects Remit Consulting’s continued investment in developing talent and supporting research-led perspectives, helping clients make better-informed decisions about real estate strategy.

From operations to value: How FM technology enhances asset performance

By Henry Harrison

Is Facilities Management only about keeping the lights on and the lifts working?

For many, that remains the image. In reality, that view is out of step with today’s market. Advances in digital systems and smart building technologies mean that Facilities Management is now a central factor in how investors, occupiers and regulators judge the quality and performance of a building. The way an asset is managed no longer sits quietly in the background. It can have a direct influence on valuation, long-term resilience and investor confidence.

The case for better measurement

The financial benefits are becoming harder to ignore. Predictive maintenance tools, such as IBM Maximo, SAP EAM or Infraspeak, identify issues before they develop into costly failures. Independent analyses report maintenance cost reductions of around twenty to thirty per cent together with extended equipment lifespans (1). At the same time, digital platforms such as Planon, Archibus and MRI Manhattan allow space to be used more intelligently. Guidance from JLL shows how better space utilisation can reduce operating costs by avoiding heating, cooling and servicing underused areas (2). These gains strengthen cash flow and reduce lifecycle costs. They are outcomes that feed directly into better valuation metrics.

Smart systems, including Siemens Building X, Schneider EcoStruxure and Metrikus, can track energy use, air quality and occupancy while taking routine maintenance and compliance checks out of the hands of stretched FM teams. This leads to more efficient operations, healthier working environments and a better tenant experience. Independent research links improved indoor environmental quality with higher cognitive function and better occupant outcomes (3,4). In European leasing markets, assets that can evidence strong sustainability performance also show measurable pricing benefits, with certified offices achieving rent and price uplifts in multiple studies (5,6). Happier tenants are good for the workplace and good for the balance sheet.

What begins with lower costs and smoother operations strengthens asset performance and, at last, appears to support higher valuations. Well managed, efficient buildings generate more reliable income streams and carry less risk. These are two factors at the core of every valuation model. They also provide the reliable data needed to achieve environmental certifications such as BREEAM or LEED.

Multiple studies link certification with higher rents and stronger yields (7,8). For example, CBRE analysis in 2023 found that certified sustainable office buildings in Paris and Berlin achieved rental premiums of up to eleven per cent compared to non-certified peers (9). JLL work in Central London shows certified buildings transacting at higher prices and achieving higher rents in a large sample of investment deals (10). Case studies across Europe confirm that smart upgrades and modern FM strategies are delivering measurable uplifts in income and long-term value (11).

Regulation is driving change

The regulatory environment is moving the sector in the same direction. The Corporate Sustainability Reporting Directive is phasing in from financial years beginning in 2024 for the largest companies, with further phases through to 2028. It mandates consistent, verifiable sustainability reporting with assurance (12). The EU Taxonomy provides the classification system that defines what counts as an environmentally sustainable activity and it is already shaping investor reporting and eligibility for green finance (13). Digital FM systems and smart platforms are essential tools for meeting these requirements because they centralise energy, emissions and performance data. At a national level, frameworks such as SFG20 in the UK, DIN in Germany, AFNOR in France and NEN in the Netherlands provide maintenance and compliance standards that are easier to meet when embedded into FM platforms (14,,15, 16, 17). This reduces risk and gives investors confidence that assets are being managed to recognised benchmarks.

Where do we start when looking at technology?

Selecting and implementing FM technology is not simply a matter of choosing new software. It is a strategic decision that links building operations with asset management goals. The key considerations include identifying the type of system that best matches organisational priorities, ensuring compliance requirements are met, and putting in place reporting frameworks that connect operational data with investment performance. Bridging the gap between day-to-day management and long-term financial outcomes is what turns Facilities Management from a background function into a genuine driver of value.

More than meets the eye

In the end, FM technology isn’t just about systems or sensors; it’s about what they unlock. It's about data you can trust, assets that perform, and portfolios that hold their value. The real opportunity now lies in using that information to make smarter investment and management decisions.

If you’d like to explore how digital FM can strengthen your assets and meet emerging reporting standards, get in touch with Henry Harrison.

References:

1. https://www.jll.com/en-us/guides/facilities-management-tech-driving-efficiency-cost-cuts?

2. https://www.jll.com/content/dam/legacy/jll-com/documents/pdf/emea/25-guide-how-better-use-of-space-can-unlock-cost-savings-uk.pdf?

3. https://ehp.niehs.nih.gov/doi/full/10.1289/ehp.1510037

4. https://worldgbc.org/wp-content/uploads/2022/03/compressed_WorldGBC_Health_Wellbeing__Productivity_Full_Report_Dbl_Med_Res_Feb_2015-1.pdf?

5. https://s3.eu-central-1.amazonaws.com/cdn.a3bau.at/public/2023-12/CBRE_Is%20sustainability%20certification%20in%20real%20estate%20worth%20it_%202023_FINAL_DRAFT.pdf?

6. https://www.jll.com/en-de/insights/value-creation-through-energy-smart-low-carbon-buildings?

7. https://s3.eu-central-1.amazonaws.com/cdn.a3bau.at/public/2023-12/CBRE_Is%20sustainability%20certification%20in%20real%20estate%20worth%20it_%202023_FINAL_DRAFT.pdf?

8. https://www.jll.com/en-uk/insights/sustainability-and-value-capital-markets-central-london-offices?

9. https://s3.eu-central-1.amazonaws.com/cdn.a3bau.at/public/2023-12/CBRE_Is%20sustainability%20certification%20in%20real%20estate%20worth%20it_%202023_FINAL_DRAFT.pdf?

10. https://www.jll.com/en-uk/insights/sustainability-and-value-capital-markets-central-london-offices?

11. https://www.jll.com/en-de/insights/value-creation-through-energy-smart-low-carbon-buildings?

12. https://finance.ec.europa.eu/capital-markets-union-and-financial-markets/company-reporting-and-auditing/company-reporting/corporate-sustainability-reporting_en

13. https://finance.ec.europa.eu/sustainable-finance/tools-and-standards/eu-taxonomy-sustainable-activities_en?

14. https://www.sfg20.co.uk/what-is-sfg20?

15. https://www.en-standard.eu/din-31051-fundamentals-of-maintenance/

16. https://normalisation.afnor.org/

17. https://www.nen.nl/en/nen-2767-1-2017-en-247818?

Expo Real 2025: performance over promises

Expo Real 2025, the industry’s biggest annual gathering in Munich, drew 42,000 people and carried a different tone this year: quieter, more thoughtful, focused on what’s working.

Savills set the scale on day one, reporting global real estate at US$393 trillion, with Europe’s top six markets accounting for US$55 trillion. Yet the mood wasn’t about scale, it was about selectivity. After years of turbulence, investors have entered what many called the great recalibration, dividing between assets that meet modern standards and those that don’t.

Selective capital, steady logistics

Logistics dominated again, but focus has shifted from expansion to efficiency. Third-party logistics operators now account for 42 per cent of warehouse take-up in the US and about a third across Europe. Developers such as CTP and P3 Logistics are targeting brownfield sites with existing grid connections, where power infrastructure adds value.

One developer noted that 2% of its land bank could be developed as data centres, but that development costs for that type of building dwarf those of other development types.

A narrowing field

At a UK Cities panel, Bouinvest’s Mark Siezen said the number of “investable” countries has fallen from fifteen to around ten, as political and economic instability reshapes allocation strategies. He suggested the UK could gain from science-based businesses migrating from the US, drawn by policy stability and language. His warning against populist governments struck a chord: investors want predictability, not posturing.

ESG: from principle to prerequisite

Despite talk of the “death of ESG”, the consensus in Munich was that sustainability has matured. Deutsche Pfandbriefbank’s Thomas Köntgen said occupiers now drive the agenda, demanding efficient buildings, with lenders treating sustainability as a condition of finance, not a bonus.

The result is a two-tier market: modern, compliant assets attract funding, while secondary stock faces hard choices.

Climate, data and digital

Operational discussions were equally practical. Mount Street’s Jim Gott noted that climate modelling is now part of standard risk assessment. The buzz around AI has not subsided, but major investors agreed that data quality is the limiting factor. LIM’s Beverley Kilbride said smaller, targeted AI tools are proving easier to roll out, while Matt Edgar of PropTech firm Form Fighter cautioned that “automating a process is pointless unless the automation takes away the part that annoys people”.

Many described data as the industry’s new currency: those who can organise and interpret it will define the next cycle.

A market adapting, not drifting

Expo Real 2025 wasn’t about bold statements but measured progress. The industry accepts that the “rising tide” has gone. What remains is refinement, improving systems, tightening strategies, and aligning capital with long-term value.

Real estate is still adapting, still ambitious, but now performance means something simpler: doing the basics well, with the data to prove it.

Remit Consulting welcomes new Assistant Consultant

Remit Consulting has appointed Tereza Jelínková as an Assistant Consultant.

Tereza moved to the UK from the Czech Republic in 2020 to study Languages and International Relations at the University of Greenwich before going on to complete an MSc in International Real Estate and Planning at University College London.  She will be involved in a range of research, data analysis and project delivery work across the firm.

Her academic research focused on the transformation of Canary Wharf, analysing how the estate is evolving from a finance-led district into a mixed-use destination. Using planning application data, urban photography and interviews with property professionals, her study highlighted the shift of office space into hospitality and entertainment uses, alongside the influence of new infrastructure such as the Elizabeth Line.

Remit Consulting partner, Lorna Landells, said: “Tereza brings an international perspective and strong analytical skills to the team. Her work on Canary Wharf reflects the type of insight-led research into the real estate market that is core to our business, and she will further strengthen the range of skills and experience we are able to bring to the projects we work on.”

Tereza added: “Joining Remit is an exciting step in my career. I’m keen to apply the tools and knowledge I developed during my studies to the consultancy’s wide-ranging projects.”

Why real estate must bridge the cultural gap with technology

by Andrew Waller

I recently attended the Yavica conference in Copenhagen, where leading figures from technology and professional services discussed the future of real estate systems.

A key theme was the rapid evolution of technology platforms, with a particular focus on Microsoft’s platform, on which the Yavica solution is based. Artificial intelligence is now deeply integrated into many systems, and it was clear that Microsoft and its partners are investing heavily in developing AI use cases and integrating these functions across their platforms.

While these technological advancements are noteworthy, what stood out most was the cultural gap between the technology sector and the real estate industry, a point highlighted in the keynote address by Dan Hughes.

Real estate is cautious, technology is restless

Real estate businesses are typically risk-averse, preferring stability and long-term planning over experimentation. In contrast, technology companies tend to move quickly, embrace new ideas, and view failure as a natural part of progress. This difference was evident at the conference: while technology providers discussed advanced digital strategies and tools, many delegates were focused on ensuring their current systems were stable and that staff were comfortable with existing tools. There was also a clear concern about readiness to adopt further innovations.

Adoption is still the sticking point

This challenge is not new. Many real estate organisations continue to face difficulties with technology adoption. Even the most powerful tools can fall short if staff lack confidence or if processes are not properly aligned. Some attendees acknowledged that their technology implementations had not fully met expectations.

There is a risk that the industry could lag behind, observing as new processes and AI capabilities are developed, but hesitating to implement them in practice.

Bridging the gap

How can this cultural divide be addressed? From my perspective, three priorities are clear:

• Stabilise existing systems and processes before pursuing new features.

• Invest in adoption by training and supporting staff so that digital tools become second nature.

• Encourage safe experimentation, allowing teams to try new technologies or workflows without fear of disruption or blame.

The conference reinforced the view that technology itself is no longer the main barrier. The real challenge lies in whether real estate businesses can adapt their culture quickly enough to take advantage of these new opportunities. That is both the challenge and the opportunity facing the sector in the coming years.

To discuss this further, please contact Andrew Waller.

Lorna's Logic: “I hope I die before I get old" (The Who)

Well, that boat has sailed.

We’ve managed to cure all number of life-threatening illnesses (admittedly not all) and our life expectancy keeps going up and up, yet incidentally no-one, anywhere, ever, has lived beyond 120 (shut up, Methuselah).

But living longer brings all kinds of conundrums (conundra?) with it. After all, we don’t want to live longer, dribbling our way through re-runs of Golden Girls, do we? We want to be active, lively, still have all our marbles, and yes, possibly still working.

With all the myriad benefits we get from interaction with others, from using our brain for something other than how-the-hell-do-I-turn-this-damn-thing-on; going into work and keeping those cells alive is a must-have. I fully appreciate the current lack of graduate roles out there, and oldies not retiring is not helping that, but if there are knowledge and proficiency to pass on, we should keep the channels open.

Despite the legislation requiring employers to be age-agnostic, there is still a prevailing societal preference for the young vs the old. In a work environment, older people bring incomparable knowhow and experience and usually have a strong work ethic. The argument that older generations cannot handle new technology is not only a sweeping assumption, but it is manifestly untrue as, let’s be honest here, with the rate AI is developing, is any one of us completely in control of it?

There is quite potent evidence to suggest that by retiring later, you die later. This is not a causation, or at least not proven, but it is a strong correlation1. I’m not saying we should all work until we drop, God forbid, but work (even part-time) keeps your mind and body agile and active. Whilst we can still impart sage advice, between toilet breaks, then surely we owe it to ‘them young folk’.

Yes, I am talking ‘bout my generation.

1 Wu et al 2016

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!

---

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