Sector
Real estate
“Delivering meaningful change in the real estate industry is complex due to the need to balance the inherently local nature of physical buildings with the benefits of global scale and digital transformation. The Berkeley approach recognises that buy-in from the complex stakeholder landscape in the industry is equally as important as the solution itself. We partner with senior leadership teams to facilitate real and lasting change where it’s needed most.”
Christian Ingram
Contact Christian
“Delivering meaningful change in the real estate industry is complex due to the need to balance the inherently local nature of physical buildings with the benefits of global scale and digital transformation. The Berkeley approach recognises that buy-in from the complex stakeholder landscape in the industry is equally as important as the solution itself. We partner with senior leadership teams to facilitate real and lasting change where it’s needed most.”
Christian Ingram
Contact Christian
A real estate consulting partner that understands your complexity
We know that real estate can be complicated, and it can be daunting to navigate change as a result. At Berkeley, we understand this complexity and have years of hands-on experience of running large scale programmes with real estate businesses, working directly with C-suite stakeholders. Our consultants specialise in delivering transformation under the most complex, challenging and high-stakes circumstances.
Our consulting services have helped real estate companies through challenges such as moving to a global operating model while still maintaining local expertise, driving digitisation and PropTech expansion, and implementing successful post-merger integration. Our embedded and collaborative approach and our experience of navigating complex stakeholder landscapes enables us to deliver lasting transformative change.
Real estate consulting: global benefits with local insight
Some in the industry will tell you that real estate is inherently local. While undoubtedly there will always be a local aspect to it, the industry has seen a transition to an increasingly globalised model. Developing an operating model that achieves the right balance of the benefits of global and local is not easy to do. Berkeley’s consultants can help you with the key issues: how to make a matrix organisation work, how to globally govern yet locally lead, how to set up profit and loss (P&L) to incentivise the right behaviours, and how to navigate the complex stakeholder engagement required.
PropTech and digitisation without losing the human touch
Real estate has always been a relationship-driven business, with human interaction critical in advising clients or driving deals. However, done in the right way, digitisation and the use of technology can enhance, rather than replace, these relationships. At The Berkeley Partnership, our consultants are highly skilled in all aspects of digital transformation from strategy through to implementation, and can partner with clients to leverage the full benefits of PropTech to drive growth and efficiencies.
Real estate consulting: unlocking the benefits of M&A
The real estate industry has always been highly acquisitive, a trend which is only increasing in the current climate. However, mergers and acquisitions (M&A) are far from simple. For many real estate businesses, going through major M&A will represent the largest change they ever experience. Berkeley can help real estate companies derive value from their M&A through operational due diligence, designing post-deal target operating models, and managing the integration of acquired companies.
A real estate consulting partner trusted by your lead team
Not only does Berkeley understand the nuances of the real estate industry, but we specialise in tackling complex transformation challenges. Our highly-experienced consultants can help land change in the multifaceted stakeholder landscape inherent to the sector. Our approach of bringing small, experienced teams means we can directly partner with board-level members and senior executives, and bring together disparate groups from across the business – giving you full confidence that you will successfully drive change and realise the benefits.
Sector
Financial services
Sector
Transport and travel
Sector
Retail
Working with Berkeley was an enjoyable and value-adding experience. They provided an independent perspective and regularly challenged the project’s objectives and business benefits to help us create stronger overall outcomes.
Managing Director, a real estate company
Clients often ask us...
Question 1
How do we organise our business towards global service lines while continuing to empower local businesses?
Question 2
How do we position ourselves to take advantage of the change and disruption in the real estate industry?
Question 3
How can we manage change in such an ever-changing, fast moving industry?
Question 4
How do we take advantage of industry trends around flexible use and PropTech?
Question 5
How do we digitally transform the business while maintaining what works for us now?
Question 6
How can we turn the data we have into marketable real estate business intelligence?
Question 7
How can we realise the benefits of M&A?
Question 8
How do we achieve lasting transformation across our investment, advisory and workplace solutions businesses?
Question 9
How do we share common capabilities and provided consolidated services across multiple real estate markets?
Client stories
Global real estate services and investment company
Our client, a global real estate services and investment company, had established a Transformation Management Office (TMO) to help deliver an ambitious set of transformation objectives. However, during the first year of its existence, the TMO had encountered a number of challenges that hampered establishing engagement with the rest of the business and driving the execution of change programmes.
The company had to transform its transformation management and needed help to do it. The company asked Berkeley to lead the turnaround programme and ‘reset’ the TMO.
Altus
When Altus UK decided to buy its biggest competitor, they had to get the integration right first time. The team at Altus could see they would need expert support and reached out to Berkeley.
At the end of the engagement, Altus achieved the market share it wanted and grew its margins in excess of its pre-deal expectations. It cut costs through efficiencies – combining back-office functions, rationalising systems and processes and more. Most importantly, it achieved its mission to create a new business that took the good parts of two legacy organisations, while retaining its brand and strengthening its pre-eminent position in the marketplace.
M&G Real Estate
M&G Real Estate, the global real estate investment manager, had been affected by impacts in the property markets, which had proven more volatile than anticipated. The Executive Board knew they needed to take action to reflect new market conditions and asked us to help them define a future business model and strategic plan.
Working closely with the Board and a client-side Project Director, we created a cohesive and achievable strategy and operating plan, fully supported and approved by parent M&G and M&G Real Estate shareholders.
A global construction advisory firm
Our client was an independent global provider of professional services for the construction and management of building and infrastructure projects. The organisation predominantly specialises in quantity surveying and project management services. The CEO called on Berkeley to help him create a new business strategy covering the business’ target markets, people and operating model.
Client stories
Our client, a global real estate services and investment company, had established a Transformation Management Office (TMO) to help deliver an ambitious set of transformation objectives. However, during the first year of its existence, the TMO had encountered a number of challenges that hampered establishing engagement with the rest of the business and driving the execution of change programmes.
The company had to transform its transformation management and needed help to do it. The company asked Berkeley to lead the turnaround programme and ‘reset’ the TMO.
When Altus UK decided to buy its biggest competitor, they had to get the integration right first time. The team at Altus could see they would need expert support and reached out to Berkeley.
At the end of the engagement, Altus achieved the market share it wanted and grew its margins in excess of its pre-deal expectations. It cut costs through efficiencies – combining back-office functions, rationalising systems and processes and more. Most importantly, it achieved its mission to create a new business that took the good parts of two legacy organisations, while retaining its brand and strengthening its pre-eminent position in the marketplace.
M&G Real Estate, the global real estate investment manager, had been affected by impacts in the property markets, which had proven more volatile than anticipated. The Executive Board knew they needed to take action to reflect new market conditions and asked us to help them define a future business model and strategic plan.
Working closely with the Board and a client-side Project Director, we created a cohesive and achievable strategy and operating plan, fully supported and approved by parent M&G and M&G Real Estate shareholders.
Our client was an independent global provider of professional services for the construction and management of building and infrastructure projects. The organisation predominantly specialises in quantity surveying and project management services. The CEO called on Berkeley to help him create a new business strategy covering the business’ target markets, people and operating model.
