Real Estate Strategy and Transformation

Leverage real estate as a strategic asset with ESG as a key driver

The competitive business environment has forced organizations to rethink their real estate portfolios and operating models to help improve footprints and enhance location decisions. As a result, companies are able to streamline operations and help increase sales potential, attract and retain top talent, and improve workforce productivity.

This holistic approach demands a transformative process that requires adept management, often highlighting significant inefficiencies in the real estate portfolio that can result in a competitive disadvantage.

Real estate strategy and transformation services are a core competency of PwC. Our team of over 100 PwC professionals has extensive experience helping organizations formulate an approach that is aligned with their overarching strategy, with special consideration given to the intersections of people, technology, and their built environment. We support our clients from strategy to execution—through each phase of the real estate life cycle.

Is your goal to...

We can help you reduce ongoing real estate costs to reinvest in your business. With real estate costs often being one of the largest costs for an organization, it is a strategic asset that can be leveraged to control opex, develop talent strategy, and help meet ESG goals.

A successful real estate strategy can reduce your occupancy costs, helping you free up dollars to reinvest into other parts of your business. PwC has helped our clients achieve potential cost avoidance, savings or adjustment through the following levers:

Exit Excess Office Space

  • Rightsize office footprint based on current ways of working
  • Implementing desk hoteling
  • Implementing flex concepts/co-working
  • Increasing utilization of existing space

Improve Service Levels

  • Frequency and intensity
  • Hours and scheduling
  • Response time
  • Preventive vs. reactive
  • Substitution

Real Estate Operating Model

  • Centralized vs. decentralized models
  • Removing redundant roles and activities
  • Analyze spans and layers
  • Evaluate technology choices or leverage technical capabilities of service provider
  • Aggregating services to a single provider
  • Reduce inhouse team to essential only strategic and integrator roles

Restructure Vendor Contractors

  • Comprehensive Facility Management biding
  • Lease benchmarking
  • Optimized supply chain
  • Performance based fees
  • YOY improvement plans
  • Review KPIs

Enhance Capital Project Process

  • Contract strategy and risk allocation
  • Competitive procurement
  • Robust scope and change management
  • Real time cost analysis and recovery
  • Forward looking cost, schedule and risk controls
  • Integrated project technology

How we can help

Contact us

Ed Faccio

Partner, Real Estate Strategy and Transformation, New York, PwC US

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Erika Ryback

Partner, Real Estate Strategy and Transformation, PwC US

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Ken Schotl

Managing Director, PwC US

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Randy Hoff

Principal, Financial Markets & Real Estate, PwC US

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