SIOR Pulse

Meet SIOR's HQ Team: Nye Harte

media@sior.com (SIOR HQ) — Thu, 02 Jul 2026 14:56:25 GMT

Get to know the people who keep SIOR HQ moving forward. Nye Harte, Director of Marketing & Communications, joined SIOR in 2025 and brings passion for writing and communications to the team. From dream travel destination to her love of music, Nye shares a little about herself in this edition of Meet the HQ Team. Read on for 10 questions with Nye.

Meet SIOR's HQ Team: John Manganiello

media@sior.com (SIOR HQ) — Mon, 15 Jun 2026 16:53:06 GMT

Get to know the people who keep SIOR HQ moving forward. John Manganiello, Senior Vice President of Business Development, joined SIOR in 2019 and brings lots of humor to the team. From a strong love of baseball to favorite foods, John shares a little about himself in this edition of Meet the HQ Team. Read on for 10 questions with John.

Increasing Power Demands and Stakeholder Response Are Changing the Data Center Map

media@sior.com (SIOR HQ) — Mon, 15 Jun 2026 15:00:31 GMT

Data centers have become one of the most important real estate asset classes in the global economy. According to a PwC study released in 2025, government revenues associated with the sector grew from $66 billion in 2017 to more than $162 billion in 2023. The growth trajectory appears far from over. Last year, JLL's Head of U.S. Data Center Research projected that North America could see as much as $1 trillion of new data center development during the second half of this decade.

Artificial intelligence, cloud computing, digital transformation initiatives, and the growing need for data storage continue to drive unprecedented demand. Yet as development and tenant demand accelerate, power accessibility and how this challenge is addressed by stakeholders is upending the site selection map.

Increasingly, the most attractive markets are not simply those with available land or fiber connectivity, but those capable of delivering power at scale while aligning stakeholders around long-term infrastructure planning.

The Evolution of Data Center Power Demand

Jim Kerrigan, SIOR, Managing Principal of North American Data Centers, has spent more than three decades advising data center owners and occupiers. He notes that power has always been central to site selection decisions, but the industry's requirements have accelerated dramatically over the last two decades.

"The business changed in the late 2000s when, following mergers among several major data center-focused property owners, you started to see more turnkey-ready data center space marketed," says Kerrigan. "From there, tenant power requirements ramped up in the early 2010s with the growth of public cloud companies and again in the early 2020s with the AI boom."

Kerrigan notes the numbers illustrate this transformation. Traditional enterprise data center users often required 5 to 7 kilowatts per cabinet. Public cloud adoption pushed expectations to 12 to 14 kilowatts. Today, AI-driven deployments can require anywhere from 50 to 250 kilowatts per cabinet, fundamentally changing infrastructure needs and development economics.

With U.S. data center power demand projected to rise from roughly 26 GW to 80 GW by 2030, according to McKinsey, and 27% of facilities expected to incorporate onsite power generation by the end of the decade, according to Bloom Energy, securing reliable electricity is becoming an increasingly complex and costly component of the development process.

Historically, markets such as Northern Virginia, Silicon Valley, Chicago, Atlanta, Dallas and Columbus have served as hubs for data center industry leaders due to a combination of reliable utility infrastructure, extensive fiber networks, favorable business conditions, and proximity to major population centers. However, growing power demands and changing stakeholder priorities are reshaping the competitive landscape.

Success Creates New Challenges

Earlier this decade Columbus, Ohio, emerged as one of North America's fastest-growing data center markets, attracting major investments from Amazon Web Services, Google, Meta, and Microsoft. Yet that success has created new challenges. According to reports filed in Ohio utility proceedings, data center electricity demand in Central Ohio could increase from roughly 600 megawatts in 2024 to as much as 5,000 megawatts by 2030, requiring significant investment in new infrastructure.

The rapid growth has fueled debate over who should bear the cost of grid upgrades, leading regulators to approve new tariff structures designed to ensure hyperscale users shoulder a greater share of infrastructure expenses. Ohio policymakers have also begun reevaluating incentive programs and development regulations amid concerns about fiscal impacts and long-term infrastructure requirements. This Spring, Ohio Governor Mike DeWine paused consideration of new data center tax exemption applications while lawmakers study the industry's broader effects on Ohio communities and energy systems. Elsewhere in the State, organizers are collecting signatures to get a ban on the November ballot on building data centers with a peak load of more than 25 megawatts per month.

Moving east to Northern Virginia, the mature market is confronting similar growth constraints. For decades, Loudoun County's "Data Center Alley" served as the industry's epicenter. Today, unprecedented power requirements are straining transmission systems and requiring billions of dollars in utility investment. Local governments have adopted stricter review standards as residents raise concerns about noise, visual impacts, and land use, while developers face longer timelines associated with utility interconnections and entitlement approvals.

Even emerging markets are beginning to grapple with similar questions. In Maine, policymakers and local communities have debated how large-scale data center development could affect electric grids, utility costs and environmental resources before the market reaches significant scale. A bill that would have halted the construction of large data centers in the state for 18 months made it through the state house to the governor’s desk but was vetoed in April. The discussion highlights a broader trend: communities increasingly want assurances that economic benefits outweigh infrastructure and environmental impacts.

Markets Positioned for Growth

While some regions face growing constraints, others have successfully elevated their profile by taking a proactive approach to infrastructure planning and stakeholder coordination.

Indiana offers a combination of available power capacity, lower land costs, a business-friendly regulatory environment, and a central location within the nation's fiber and transportation networks that is attracting major data center occupiers. Specifically, the state offers qualifying data center operators sales and use tax exemptions on equipment and energy purchases for up to 50 years on projects exceeding $750 million in capital investment. In 2024, Amazon Web Services announced plans to invest $11 billion in a new hyperscale campus in New Carlisle—the largest planned capital investment in Indiana history at the time—and followed that commitment in late 2025 with an additional $15 billion investment in Northern Indiana data center campuses. In early 2026, Meta broke ground on a $10 billion, 1-gigawatt data center campus in Lebanon, Indiana, further validating the state's emergence as a major digital infrastructure market. State and local officials have complemented these investments with infrastructure planning and utility coordination efforts designed to accommodate future growth.

Phoenix has also emerged as one of the industry's standout success stories. The market's combination of available land, expanding utility infrastructure, and coordinated economic development efforts has attracted significant investment from hyperscale operators including Google, Microsoft, and Meta. Utility providers, local governments, and developers have worked together to identify growth corridors and expand capacity ahead of anticipated demand, enabling the region to compete effectively for large-scale projects.

Finally, Reno has become an increasingly attractive option for operators seeking alternatives to more constrained Western markets. Nevada's favorable tax environment, abundant land availability, and proximity to major West Coast population centers have helped attract investment from Google, Apple, and Switch. The market also benefits from comparatively streamlined development processes and growing renewable energy resources, allowing developers to advance projects more quickly than in some traditional coastal markets.

The Broker's Expanding Role

As data center development becomes more infrastructure-driven, commercial real estate brokers are serving a broader advisory role.

The most valuable sites today are not necessarily those with the lowest acquisition cost, but those with a realistic path to power delivery and entitlement approval. Brokers increasingly help clients evaluate utility infrastructure, assess substation capacity, understand local regulatory environments, and identify potential obstacles before capital is committed.

Equally important, brokers often serve as connectors among the numerous stakeholders involved in the development process. Successful projects frequently require coordination among utility providers, municipalities, economic development agencies, landowners, engineers, and occupiers. Experienced advisors can help facilitate these conversations early, reducing uncertainty and helping clients better understand realistic timelines and development costs.

Many brokers are also utilizing new data platforms to identify jurisdictions that can support modern data center workloads. Zoneomics, for example, standardizes zoning classifications, permitted uses, building controls, and special-permit requirements across more than 25,000 U.S. cities, helping brokers and developers screen entire markets for hyperscale-compatible parcels and surface land-use restrictions that increasingly determine whether a site can clear entitlement.

In many respects, data center site selection has evolved beyond a traditional real estate transaction. It is increasingly an infrastructure and stakeholder management exercise where access to power, regulatory certainty, and community support can determine project viability.

Looking Ahead

Despite these challenges, the long-term outlook for the sector remains exceptionally strong. For commercial real estate professionals, the opportunity lies in understanding how the industry is evolving. The next generation of winning markets will likely be those that successfully balance power availability, infrastructure investment, regulatory predictability, and community support. As that shift unfolds, brokers who can navigate the increasingly complex intersection of real estate, utilities, and public policy will play an essential role in shaping where the digital economy grows next.

Meet SIOR's HQ Team: Emma Steinberg

media@sior.com (SIOR HQ) — Fri, 29 May 2026 01:09:32 GMT

Get to know the people who keep SIOR HQ moving forward. Emma Steinberg, Digital Media Specialist, joined SIOR in 2025 and brings lots of creativity and humor to the team. From favorite foods to hidden talents, Emma shares a little about herself in this edition of Meet the HQ Team. Read on for 10 questions with Emma.

Meet SIOR's HQ Team: Howard Hurey

media@sior.com (SIOR HQ) — Tue, 12 May 2026 16:50:52 GMT

Get to know the people who keep SIOR HQ moving forward. Howard Hurey, Membership Data Specialist, joined SIOR in 2022 and brings organization and humor to the team. From favorite foods to 80s TV shows, Howard shares a little about himself in this edition of Meet the HQ Team. Read on for 10 questions with Howard.

Beyond the Deal: How AI Is Reshaping Tenant Research and Experience

media@sior.com (SIOR HQ) — Wed, 06 May 2026 17:52:26 GMT

Artificial intelligence in commercial real estate isn’t new—but its role is evolving in ways that are starting to meaningfully impact occupier decisions.

For much of the past two years, the conversation has focused on speed: faster underwriting, faster research, faster marketing.

But speed alone doesn’t solve one of the industry’s most persistent challenges: understanding tenants.

Many landlords, corporate real estate decision-makers and brokers still operate with limited visibility into how occupiers are actually using space. That’s beginning to change. A new generation of AI platforms is helping pinpoint tenant workplace preferences, centralize data, surface actionable insights and guide decision-making in real time.

Information once required input from siloed teams from leasing to design to construction to finance. Now through AI, this can all be accessed and applied through a single, integrated workflow.

From Hype to Practical Use

A year ago, much of the industry was still experimenting with tools like ChatGPT. Today, adoption has broadened but fragmented.

“There’s been a huge shift from even a year ago,” says Rick Chatham, a Senior Associate for Lee & Associates and a Member Associate of SIOR. “Some are still using ChatGPT, but a lot of users have moved to platforms like Claude for deeper analysis. Others are using Microsoft Copilot or Google Gemini because they integrate directly into their workflows.”

Despite differences in platform, usage patterns are strikingly consistent. Across the industry, AI is being used primarily for lease abstraction, marketing content, and underwriting.

In other words, AI is firmly embedded in the transaction process. Where there is less consensus: its role in understanding and planning the tenant experience itself.

“Regarding using AI for renovation and space planning, this is being done a LOT by a wide range vendors,” said Chatham. “I would say these tools are in their infancy right now, but as they mature, they will become crucial for us as we tour tenants/buyers through a space.”

Utilizing AI tools, Chatham expects most all brokers will soon be able to walk into a space with a client, use a phone or iPad to scan and create a 3D model, and then use AR technology to overlay different design/layout options onto a live view or photos of the space in real time. Tools he has seen moving the industry closer to this reality include qbiq and CubiCasa.

The Tenant Visibility Gap

Traditionally, landlords and brokers have relied on lagging indicators—lease renewals, tenant surveys, and anecdotal feedback—to understand occupier behavior.

AI has the potential to change that by transforming fragmented inputs into continuous insight. At its core, AI excels at identifying patterns across large datasets—something CRE has historically struggled to unify.

“AI is really good at pattern matching,” Chatham says. “I’m sure a lot of portfolio managers are already feeding their assets into these systems to identify which properties might need to be repositioned or even divested.”

At the tenant level, that same capability can surface early signals:

Declining in-office attendance
Underutilized space within a suite
Increased service requests or comfort complaints

These are not just operational metrics; they are leading indicators of tenant satisfaction.

Additionally, SIOR professionals note that AI is improving how brokers engage with occupiers, reducing friction and enabling more tailored recommendations.

“The broker is not likely going away, and your value can become even more evident in an AI-enabled environment if you are high-touch and bring strong market relationships,” says Barry Murphy, SIOR, of Cushman & Wakefield. “AI tools streamline behind-the-scenes tasks, giving brokers more time to focus on strategy and client interaction. They also make it easier to deliver more targeted, actionable options to tenants.”

Murphy points to tools like ScoutSpace, which aggregates property data into more accurate and user-friendly surveys, and BrokerVisibility.ai, which helps AI platforms like Chat, Gemini, and Grok connect prospective tenants with brokers who have the necessary and relevant expertise.

Over time, this type of intelligence could allow landlords and brokers to move from reactive leasing strategies to predictive tenant retention.

From Insight to Action: A New Leasing Workflow

While many AI applications remain analytical, some platforms are beginning to directly reshape how deals come together.

One example is an AI platform named “MEG”, founded by three industry experts from REVISE, representing backgrounds in brokerage, workplace strategy and design, and technical architecture and construction innovation. The platform wasn’t built in a vacuum but reflects how the team actually works: conversational, iterative, and focused on helping people think through complex real estate decisions.

“We saw too many projects where critical decisions were happening downstream, after time and money had already been spent,” says REVISE Co-founder Peter Mugford. “And at that point, the ability to influence the deal is already limited.”

The founding team came together after working across brokerage, workplace strategy, and construction, and repeatedly running into the same issue: a lack of clarity and connected information needed to move decisions forward.

Bringing expertise from brokerage, workplace strategy, architecture, and technology—including a team with significant experience at firms like CBRE, HOK, Unispace, Gensler, and IBM—REVISE created an AI leveraging LLMs to advance integrated, proactive occupier decisions.

The firm’s AI tool ‘MEG’ is already influencing significant corporate real estate decisions.

“Meg acts as a force multiplier,” says Co-Founder Megan Campbell. “It brings together market research, workplace strategy, financial analysis, construction analytics, and business case development into a single, intelligent workflow. For brokers, that means getting to a clear, defensible deal strategy faster.

Unlike general-purpose AI tools, MEG is purposefully built for commercial real estate. It can generate test fits, renderings and financial scenarios almost instantly, allowing stakeholders to evaluate options much earlier in the process.

That speed has real-world implications.

Last year, REVISE worked with Oxford Properties in evaluating workplace use and needs of one of its tenants, a large tech company with approximately 1,000 employees, against the owner’s broader portfolio. Findings were used to support the tenant’s decision to relocate its headquarters to 125,000 square feet in a different Oxford Properties building in the same market, with an expanded footprint that was repositioned for the tenant’s specific needs. What would traditionally take months of iterative research, design, pricing and negotiation was compressed into a significantly shorter timeline.

Using AI to Enhance the Tenant Experience—Before and After the Lease

Tools like MEG use AI to better act on a truth that many in the industry already know: tenant experience begins before a lease is signed.

By clarifying requirements like space needs, buildout costs, and workplace strategy early on, AI helps ensure that shortlisted properties are viable from both a financial and functional perspective. That reduces friction, aligns stakeholders, and improves outcomes for both landlords and occupiers.

But the opportunity doesn’t end there.

For occupiers, AI can also provide deeper insight into behavior:

Work-from-home and in-office patterns
Commute dynamics and geographic preferences
How employees actually interact with space

This data can inform not only real estate decisions, but broader workplace strategy.

Over time, platforms that capture and learn from this information could continuously refine how space is designed, leased, and managed.

For example, REVISE led a workplace strategy engagement with the Public Policy Institute of California (PPIC) in San Francisco's Jackson Square, leveraging its proprietary tools to layer in-office attendance patterns, commute analysis, space utilization data, and construction costs to determine exactly how much square footage the team actually needed in a hybrid model. Armed with that insight, PPIC made the confident call to sell and relocate, a transaction led by Revise and closing one of the highest-PSF Class A office sales in San Francisco since the pandemic.

Challenges: Security, Integration and Regulation

Despite its potential, AI adoption in CRE-particularly for understanding tenant behavior-comes with challenges.

Security remains a top concern, particularly as widely used AI tools may not offer enterprise-grade protections.

“Almost everyone is using at least one AI platform,” Chatham says. “But legal compliance and privacy are still major concerns.”

There are also regulatory considerations. Rules around AI-generated content and automated communications are evolving quickly, and compliance requirements may vary by market.

“We’re still very much in the Wild West,” he adds.

There is also room for some hardware innovations to help really feel the impact of AI on the tenant experience, according to SIOR experts. Specifically, brokers suggest that more widespread and advanced motion sensors linked to data collection systems could use traffic patterns to pinpoint where maintenance and janitorial staff is most needed, as well as to better manage heating and cooling systems. This will generate cost savings for the owner, greater comfort for the users, and reduced environmental impact.

The Broker’s Role in an AI-Driven Industry

If anything, AI is reinforcing—not replacing—the role of the broker.

While technology can surface patterns and generate scenarios, it cannot fully interpret the human factors behind them: company culture, leadership priorities, or employee sentiment.

“The more computer-generated outreach people receive, the more they want to talk to a real person,” Chatham notes.

For brokers, this creates an opportunity to evolve into more strategic advisors—translating data into insight and guiding both landlords and occupiers toward better decisions.

“This technology isn’t changing the core of the business—it’s changing how efficiently we can operate within it,” adds Murphy. “The more you automate the workflows, the more time you have to focus on relationships, strategy and understanding what your clients actually need.”

Return to Office 2.0

media@sior.com (SIOR HQ) — Mon, 27 Apr 2026 15:26:26 GMT

Mandates, amenities, location among several factors driving occupier decisions in major global markets

A handful of years beyond one of the most disruptive events of our time - the global Covid-19 pandemic – the effects on the office sector are still pervasive. Many assets within the U.S. and abroad have been so negatively impacted by the workforce operating en masse from home, as well as the shift in work patterns that followed, that they are anticipated never to recover. Even so, there is resiliency within the sector, and many properties are even thriving.

Return to office mandates and flight to quality are unquestionably at the center of today’s office forecast. While more workers are now back in the office, at least part of the week, there is visible variation in the intensity of the mandates across industries, companies, and individual markets. Office experts cite the impact of commutes on occupier decisions, and professional development opportunities encouraging employee office attendance outside of what is mandated.

“There is a definite return to office happening,” says Tripp Guin, SIOR, Principal and Broker-in-Charge at Charlotte, North Carolina-based Tripp Commercial, a tenant representation firm providing guidance on acquisitions, dispositions, site selection, complex transaction negotiations and more. “Many companies are moving to a four-day work week, with Friday being a flex day. Remote jobs are harder to get and, as more people work from the office, dress codes are getting stricter.”

Guin points out one meaningful benefit that in-office workers have over their remote counterparts. “There’s obvious proximity bias in the workplace,” he says. “If a manager needs help with something, he or she is likely to pick someone down the hall to help and, over time, that individual may be more likely to garner advancement opportunities simply by being present.”

While the U.S. has seen a significant amount of its workforce steadily move away from the remote model, so too have other countries. In some places, the return has happened more rapidly.

“Return to office activity has been stronger in the UK than in the U.S.,” says Chris Aquilina, SIOR, Senior Director of Spring4, a boutique tenant representation firm operating in London, across the UK and worldwide. At Spring4, Aquilina and his colleagues provide professional real estate, project management and portfolio services to commercial occupiers, offering deep expertise in the office sector. He notes that many workers within London and the UK are now in the office three or four days per week.

“We experienced the same issues and lockdowns with Covid,” he says. “However, we got back into the office quicker and in stronger numbers than the U.S., with the financial and legal industries being the initial drivers of those mandates.”

Those industries have been early advocates for return to office in U.S. as well. Says Guin, “In the U.S., financial services, legal and large enterprise occupiers have been more stringent about this from the start.”

South of the U.S., in Central and Latin America, the workforce has also migrated back. Alvaro Cortes, SIOR, Senior Advisor at Cushman & Wakefield and Member of the SIOR Global Business Growth Group and SIOR Tenant Rep and Corporate Services Committee, is based in San Jose, Costa Rica and cites post-pandemic absorption as a key indicator of the trend.

“Data indicates gross absorption of office space in Costa Rica returned to pre-pandemic levels, with approximately 1.5 million square feet absorbed in 2024 and about 1.2 million square feet in 2025,” he says.“We are also seeing lower vacancy rates in countries like Guatemala and Dominican Republic due to their quality inventory having low availability, as well as their more conservative approach to Hybrid/Remote work,” he adds.

As a representative for multi-national companies, specializing in site selection and workplace strategy across Central America and the Dominican Republic, Cortes keeps close watch of the metrics across his territories, and monitors how the hybrid work model influences space requirements.

“While many have returned to the office, the direct link between job growth and real estate demand remains broken,” he says. “Hybrid work policies now dictate space needs, rather than headcounts.”

Flight to Quality and Shrinking Footprints

Cortes is pointing to shrinking occupier footprints. “Small footprint leases up to 500 square meters have grown from about 60-62% to 69% of the market, post-pandemic,” he says. “Likewise, large leases of 2,000 square meters or more have decreased from about 13-14% to 9% of the market.”

Guin affirms the same trend is occurring within U.S. markets. “Companies want less square footage, but higher quality space,” he says. “Class A buildings are taking the lead on leasing and the market is separating. Class B and C properties are getting left behind.”

Notably, in London and the UK, the trend toward smaller footprints isn’t as pronounced. “We are not really seeing companies seeking smaller spaces,” says Aquilina. “It goes back to the fact that if you want your staff back in the office, you have to provide better spaces.”

Convergence of Location and Amenities

Class A properties are noticeably in the highest demand across all the regions Guin, Aquilina, and Cortes cover. However, more factors influence occupier decision making today. Infrastructure, design, functionality, amenities, location, and commuter impacts are all critical factors.

“The winning assets are the Class A and Class A+ buildings that feature modern infrastructure and strong amenity packages, and that support hybrid work models,” says Cortes. “Competitive offerings are key.”

Commutes, which may not have been as widely considered by employers before the pandemic, have become central to occupier site selection.

“Commuting is such a pain point, with traffic and poor public transportation in certain areas,” adds Cortes. “We are now looking closely at commuting analysis data to identify the location that minimizes travel time for a company’s employee base, even if that location happens to fall in a non-traditional area. Ultimately, the ‘one size fits all’ approach has been replaced by the ‘one size fits one’ model.”

Speaking of transportation impacts to office marketability in London, Aquilina concurs. “Major employment centers, such as Canary Wharf, experienced an exodus of companies because the location outside the city center was no longer desirable to workers with longer commutes or that had to navigate lackluster transport centers to make it into the office. We are only just now seeing companies revisit Canary Wharf as an option because the Class A office market has become so tight in central London.”

Amenity demands have also clearly shifted from the novel to the practical and functional. Aquilina says in his markets one of the most in demand office amenities for companies and workers is ‘end of ride’ facilities. “So many people ride a bike to work, and they want quality bike storage, lockers, showers and towel service.”

In the U.S., Guin points to highly functional and flexible office space, with health and wellness features, along with any amenities that make the work day feel better as a primary occupier focus. “It’s no longer about having something like a ping pong table,” he says. “People want gathering spaces that are comfortable and feel more like a living room. They want to feel at home when they are at work.”

Says Cortes, “In Central America, workers want outdoor spaces, parks, walkability and dining options across a range of prices. This allows them to have a walking meeting outdoors, a quick lunch with co-workers, or take an important client to a fancier meal. Onsite gyms also offer real benefit to employees, along with tangible, financial savings benefit.”

Observations from Guin, Aquilina, and Cortes reflect employee and employer considerations impacting the continued return to office movement. Occupiers expect the ‘flight to quality’ trend within the U.S. and across European and Latin American markets to continue. However, it is clear none of these trends presents uniformly across countries, markets and industries. Real estate remains a local business, with each market a microcosm showcasing its own unique dynamics.

Meet SIOR's HQ Team: Kelly Miller

media@sior.com (SIOR HQ) — Mon, 27 Apr 2026 15:25:47 GMT

Get to know the people who keep SIOR HQ moving forward. Kelly Miller, Executive Vice President, Member Experience, joined SIOR in 2022 and brings high energy and a creative mindset to the team. From strategic plans to sunsets, Kelly shares a little about herself in this edition of Meet the HQ Team. Read on for 10 questions with Kelly.

Meet SIOR's HQ Team: Nita Clewis

media@sior.com (SIOR HQ) — Mon, 06 Apr 2026 15:29:14 GMT

Get to know the people who keep SIOR HQ moving forward. Nita Clewis, Executive Assistant, joined SIOR in 2023 and brings a collaborative spirit and plenty of positivity to the team. From favorite season to surprising fun facts, Nita shares a little about herself in this edition of Meet the HQ Team. Read on for 10 questions with Nita.

Future-Proof Ready: Practical Applications of AI for Business Growth and Operational Efficiency

Ra'eesa Motala, SIOR — Mon, 06 Apr 2026 14:35:10 GMT

Last month, I had the opportunity to present at the first SIOR Chicago Chapter Luncheon of the year, held at Harry Caray's Italian Steakhouse in Rosemont. The session, titled " Future-Proof Ready: Practical Applications of AI for Business Growth and Operational Efficiency," was designed to cut through the noise surrounding artificial intelligence and offer practical, actionable guidance for integrating AI into the everyday workflows of commercial real estate professionals.

Like many in attendance, I come from a brokerage background. I spent more than a decade as an industrial broker before transitioning to my current role as president and co-founder of Evoke Partners, a firm operating at the intersection of technology, energy, and real estate. That experience shapes how I think about AI - not as a replacement for brokers or advisors, but as a tool that, when applied with intention, enables us to work faster, smarter, and with better information.

From Curiosity to Capability

During the luncheon, I walked attendees through a live demonstration of how I incorporate AI platforms into my daily workflow. Beginning with a straightforward prompt, I previewed how tools like Claude and Realai can generate a real-time market intelligence dashboard - pulling vacancy rates, absorption figures, rental rates, and trend data across major U.S. industrial markets, refreshed at regular intervals. Access to dynamic, living data offers a distinct advantage over relying on static quarterly reports.

The response in the room was notable. Tasks that once required junior brokers or analysts days - sometimes weeks - to complete were executed in a matter of minutes. The speed and accessibility of these tools clearly resonated with attendees who had not yet fully explored their potential.

AI as a Workflow Partner

From there, I demonstrated how AI can be used to build a prospecting and development pipeline through automation and workflow integration. Microsoft Copilot, for example, operates within an ecosystem where AI, CRM, and task management tools work in concert to identify target properties, key decision-makers, and contact details. I also showed how AI can draft outreach emails, monitor response rates, and analyze campaign performance - including open rates, replies, and meeting conversions.

In one concrete example, the system calculated that it had saved me six hours in a single week — time reallocated toward strategic thinking and higher-value client work.

A point I emphasized throughout is the importance of training your AI the way you would onboard a new team member. Consistent use allows the tool to accumulate context, anticipate your needs, and progressively align with your working style and priorities.

Underwriting, LOIs, and Offering Memoranda

A significant portion of my presentation focused on underwriting and documentation. I demonstrated how platforms such as RealAI.com can generate back-of-the-napkin underwriting, full pro formas, lease analyses, RFPs, letters of intent, and offering memoranda - in under ten minutes.
Accuracy was a concern raised by the audience, and it is a fair one. AI accelerates the production of a first draft; it does not replace the need for careful review, professional judgment, and accountability. I continue to rely on experienced colleagues to validate assumptions, stress-test scenarios, and confirm that AI-generated outputs are sound. That said, reviewing five AI-generated models in two hours is materially more efficient than building those models from scratch in the same timeframe.

Leaning Into the Shift

A recurring question throughout the luncheon was whether AI poses a threat to the broker's role. My answer was unequivocal: no. AI replaces inefficiency, not expertise. Certain entry-level tasks will evolve, but that shift creates space for higher-order, strategic work - more time, more transactions, deeper client relationships, and ultimately, greater opportunity.
Brokers who embrace AI will hold a meaningful advantage over those who do not. AI will not diminish the value a skilled broker brings; rather, it will clarify where that value truly lies.

Start Small, Stay Curious

If there is one message, I hope resonated with the audience, it is this: you do not need to be a developer or a technology expert to get started. Begin with the tools already at your disposal. Use the AI embedded in your email platform to draft or refine correspondence. Use Claude to summarize key provisions in a lease or conduct a quick deal analysis. One of my preferred applications is pasting deal assumptions and asking AI to identify risk profiles or flag whether expenses and taxes appear inconsistent with comparable transactions over the prior three years. The quality of output is directly tied to the quality of your questions - learning to prompt well is a skill worth developing.

Experiment with different tools, embrace trial and error, and learn by doing. The professionals who will gain the most from AI are those who remain curious, adaptable, and genuinely open to new ways of working.

AI does not eliminate the need for expertise - if anything, it raises the bar. The competitive advantage shifts from the ability to gather information to the ability to interpret and act on it. The best advice I can offer is simply to begin. You will not regret it.