Portfolio Scorecard 6 questions · 2 minutes

The property decisions you're making right now — how good is the data behind them?

Most property and workplace leaders are working from a picture that's more fragmented than they realise. HR, finance, and property rarely share the same data — and the gaps between them don't show up in spreadsheets. They show up in decisions.

No benchmark databases.
No fabricated risk figures. An honest read.

Your scorecard will cover

Board confidence — how well you can answer C-suite questions about your estate

Space performance — whether your utilisation data is informing decisions or just measuring attendance

Data integration — whether HR, finance, and property share a common picture

Financial model integrity — whether the numbers behind your decisions hold up under scrutiny

People data quality — whether headcount assumptions are validated or silently assumed

Lease visibility — what's coming up and whether you're positioned to negotiate from strength

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Board confidence

When the C-suite asks about the estate, how confident are you in the answers?

Cost exposure, upcoming decisions, utilisation performance, people risk. Think about the last time leadership asked you to justify or explain a property position — and whether you had everything you needed to answer clearly.

Confident — the data is there and the position is fully defensible

Mostly confident — but some questions require caveats

There are gaps across the business that impact real estate decisions — and the data to close them isn't always available

Not fully confident — some questions are hard to answer with certainty

The board expects clarity the current data picture doesn't consistently support

Space performance

Do you know which of your spaces are costing more than they're delivering?

Attendance tells you occupancy. It doesn't tell you whether the space is actually working — whether it's earning its cost, serving its purpose, or silently underperforming while the lease runs.

Yes — utilisation and cost-per-seat are tracked and feed into space decisions

Underperforming space is identified and acted on before the lease forces the question

Partially — we have occupancy data but limited cost-per-seat or utilisation insight

We know how many people come in. Whether the space justifies its cost is less clear

Not formally — space performance isn't measured beyond attendance

Decisions about space are driven by feedback, observation, or finance pressure — not data

Data integration

Are HR, finance, and property working from the same picture — or each from their own?

The gap between functions is where most property decisions lose their integrity. Each team holds a piece of the picture. When those pieces don't align, the decision built on them is only as good as the weakest assumption in the room.

Shared view — functions work from consolidated data and decisions reflect that

Partial — data gets consolidated for specific projects but isn't maintained centrally

Each major decision starts from scratch, pulling from different places

Siloed — HR, finance, and property each manage their own data

Nobody owns the integrated picture. It shows up in decisions that are harder to defend than they should be

Financial model integrity

When a major property decision lands on the board, how is the financial case built?

Think about the last significant decision — a relocation, consolidation, renewal, or exit. Who built the numbers, what went into them, and how were the assumptions tested before sign-off?

An integrated model — HR costs, RE costs, relocation, and OPEX in one place, scenarios stress-tested

The board signs off on a complete picture, not a property-only view

A financial summary — RE costs modelled, people and operational costs estimated

The case is credible but not all assumptions have been verified or challenged

Primarily a property cost view — people costs and operational impact aren't modelled

The board is making a decision on a partial financial picture

People data quality

The headcount assumptions behind your property model — has HR actually validated them?

Attrition rates, growth projections, site-specific tenure profiles. These numbers drive space sizing, cost models, and lease terms. Most property decisions are built on figures HR has never seen — let alone signed off.

Yes — HR has formally validated site-specific headcount and attrition assumptions

The people numbers and the property numbers are aligned

Informally — we use org-wide figures that haven't been broken down by site

The numbers are directionally right but haven't been stress-tested against what HR actually expects

No — headcount comes from finance or the business plan; HR isn't involved

The property model is built on numbers HR has never seen, let alone signed off

Lease visibility

How much advance warning do lease events actually give you?

Breaks, expiries, rent reviews, dilapidation obligations across your estate. The question isn't whether they're on a list somewhere — it's whether you're managing them with enough lead time to negotiate from strength, not react under pressure.

Enough — live register, events tracked, strategy in place well ahead of time

We negotiate from preparation. Landlords don't know the clock better than we do

Mostly — key events are known but not all obligations are tracked centrally

Some things are managed proactively, others dealt with when they arrive

Not much — lease events tend to surface close to the date

We're often reacting. Landlords know the timeline better than we do

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Data readiness

Jonny's read — based on your results

— Jonny Cohen, Canvus

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