The asset is real estate. The strategy is everything else.
Independent advisory on flexible workspace and commercial real estate, for the people who own it, run it, invest in it and occupy it.
One sector. Different perspectives.
Flex businesses under margin, scale or exit pressure
Pricing discipline, unit economics rebuilt from source, expansion structure, and getting the numbers presentable before a sale.
Owners, developers, investors and funds
Underwriting an operator, choosing between lease, management agreement and ownership, and judging whether an underperforming asset is the building or the operator.
Companies deciding where and how to take space
Serviced space against conventional lease, what the terms are actually worth, negotiation support, and oversight of the fit-out once it is signed.
I spent fifteen years running flexible workspace businesses before I advised anyone about them. I know what an operator’s margin actually looks like, which is exactly why I am useful to the people sitting across the table from one.
7×Revenue growth at Workland
2019–2024
A business I ran rather than advised, as chief operating officer and partner.
Questions I am usually hired to answer
If you own, run or invest in workspace
| Question | Engagement |
|---|---|
| Should we acquire this operator, and at what price? | Underwriting review |
| Is the margin problem pricing, or is it cost? | Operating diagnostic |
If you occupy it
| Question | Engagement |
|---|---|
| Serviced space or a conventional lease? Which actually costs less? | Occupier review |
| Are these terms defensible, and where will they move? | Negotiation support |
Bring the difficult question.
- What is on your mind, and where you are today.
- What result or change you are looking for.
First conversations are 45 minutes and cost nothing.
Add any data you think is worth me seeing.