The record is a building, not a company.
An office tower changes hands three times in twenty years and the broker who knows it is the constant. People attach to assets rather than to accounts, a cycle is measured in years instead of quarters, and the intelligence that wins the next assignment — who owns it, what it traded for, when the anchor lease rolls — is spread across CoStar, a spreadsheet and one producer's memory.
The pitch gets rebuilt from memory.
Winning a listing assignment needs the ownership history, the rent roll, the comparable trades and every conversation your firm has had with that owner since 2019. Three of those live in different systems and the fourth lives with whoever took the meeting. So the deck is assembled from scratch, and it is only ever as good as which analyst happened to be free that week.
Every lease has an expiry, and an opening.
Commercial real estate — assets and assignmentsA firm's memory, made structural.
Properties as first-class records
Assets modelled with ownership, entity structure, square footage, debt maturity and every person attached to a role on them: owner, asset manager, property manager, tenant, lender. People move between buildings across a career. The building stays put.
Lease expiry as pipeline
Rent rolls and expiration dates loaded from Yardi, MRI or VTS so tenant rep and landlord teams work a dated pipeline twenty-four months out. The conversation that starts two years early is the one that is not a competitive process.
Pursuits, not deals
A listing pursuit, a tenant rep assignment and an investment sale have different cycles, different probabilities and different reasons for dying. Each gets its own stages, so the number at the bottom of the pipeline report means something specific.
Market data without re-keying
CoStar and Crexi activity, comps and listing history joined to your own records, so research supports the pitch instead of becoming a second full-time job for an analyst the week before it is due.
Splits that survive the close
Co-broke splits, referral fees and producer allocation held on the deal itself, so what a broker is owed is calculable on the day it closes rather than reconstructed at year end from email.
Coverage visible across the firm
Every touch with a principal logged across capital markets, leasing, property management and valuation. When three of your teams are courting the same owner, your firm finds out before the owner mentions it.
Model the asset, then the pursuit.
One asset model
What a property record is, what an ownership entity is, and how a person relates to both. Get this wrong and every report built on top of it is a rebuild rather than a fix.
Load the portfolio
Yardi, MRI or VTS extracted, matched and reconciled against your own records. The duplicates are settled once, with rules that keep them settled after the migration is over.
Build the pursuits
A pipeline per business line, with the reporting a managing director will defend in a partners' meeting — which is a higher bar than the reporting that satisfies a system administrator.
Hand it to the producers
Brokers use what makes the next pitch faster and ignore everything else. Training starts there, and adoption is measured on pitches produced rather than on records created.
Brokers do not share, and the system knows.
A CRM that exposes every relationship to every producer will not be used by the producers whose relationships matter most. One that hides everything gives the firm nothing it can own. The answer is a visibility model designed deliberately — who sees a pursuit, who sees a principal's direct line, who sees only that a colleague has coverage — because if it is not decided on purpose it gets decided by which brokers quietly stop logging.
Bring one pitch you rebuilt from scratch.
Tell us what you are running
What the system does today, where it breaks, and when it has to work. An engineer reads it — you get an answer inside one business day, not a sequence.