Streamlining LaSalle’s European operations for enhanced efficiency
WHAT: A pan-European transformation of property management contracts, data structures and internal processes.
WHY: To improve operational efficiency and free up internal resources to focus on value creation.
Aligning operational delivery with strategic goals
LaSalle Investment Management’s European leadership faced a familiar challenge: how to deliver more for less. In a market shaped by recessionary pressures and increasing client expectations, holding the line on pricing was not sustainable. Instead, the company needed to become significantly more efficient, without increasing headcount.
“We needed to increase efficiency,” explained Susan Lloyd-Hurwitz, then Managing Director for Europe. “Our people weren’t spending enough time doing what they’re really skilled at—managing the portfolio and adding value to our clients.”
Reducing complexity and improving accountability
At the time, LaSalle’s European operations involved over a dozen property managers across six offices, each operating under different contracts, processes and reporting formats. This fragmentation resulted in inefficiencies, inconsistent data quality and excessive time spent on administrative details.
““We weren’t always getting the information we needed. Our asset managers and controllers were spending too much time managing details.””
It became clear that a fundamental restructuring was needed. The team aimed to reduce the number of suppliers, standardise contracts and introduce higher standards for reporting and service delivery. This initiative formed part of a wider set of efficiency measures across the business, including a move to more efficient office space in London.
Collaborating across Europe
Rather than impose a one-size-fits-all solution, LaSalle took a collaborative approach. “We didn’t want this to be seen as the ‘British solution’,” noted Jamie Lyon, then European Finance & Operations Director. “We wanted to involve our staff in the process across our European platform – get it done thoroughly but as quickly as possible.”
To accelerate progress, LaSalle engaged Remit Consulting as project managers. With prior experience supporting LaSalle in the UK and a multilingual team, Remit was well-placed to lead a European-wide programme of change.
“Remit’s international staff allowed it to interact with our European offices in their native languages,” said Lyon. “They also brought a library of ready-to-use processes and standard contracts.”
Driving rapid and practical change
Over a focused three-month period, Remit facilitated a series of cross-office workshops to review supplier relationships, streamline service delivery, and introduce clearer, stronger contracts. These sessions also set new expectations for data quality, consistency and timeliness.
“People really had to feel that we could achieve something with this process,” said Lloyd-Hurwitz.
““Bringing in a team experienced in change management helped us get early wins and build momentum.””
As the work progressed, the team discovered further opportunities to standardise and simplify. Common definitions and terms enabled more meaningful cross-country comparisons and paved the way for a scalable operational platform.
Scepticism faded as asset managers began to see tangible improvements in data quality and process efficiency. According to Lyon, “Part of the benefit was just getting people from different countries into one room. They built relationships that continue today.”
Delivering measurable impact
By the end of the process, LaSalle had significantly reduced its number of property managers. Those remaining played a more strategic role, operating under stronger contracts with clear accountability. The updated structure allowed asset managers to refocus on value creation rather than administration.
Remit’s hands-on approach was a key success factor. “They’re not the kind of consultants who come in, give you the view from 40,000 feet and then leave you to work out the details,” said Lyon. “They really addressed the detail of the information we needed to run operations day-to-day and helped us implement that.”
LaSalle also introduced a streamlined asset database and prepared to launch a unified reporting dashboard, giving teams the visibility they needed to make fast, well-informed decisions.
The commercial benefits were felt on both sides. Fewer property managers meant more work for each, enabling better pricing and economies of scale. That, in turn, allowed LaSalle to pass efficiencies back to clients, achieving the original objective.
According to Lloyd-Hurwitz, the wider cultural impact was also significant: “In the end, it gave the whole company confidence that we could implement change effectively, for the benefit of both ourselves and our clients. That was a hugely beneficial—but unexpected—bonus from the process and one that continues today.”
For more information on how Remit Consulting can help your business, contact Andrew Waller.