Family offices that manage commercial real estate portfolios efficiently do so by creating streamlined structures that minimize unnecessary layers of communication and decision-making.
All too often, we see family offices with one to three final decision-makers, where tasks are spread across multiple people. This can lead to breakdowns in communication, redundancy, and delays — leaving teams reactive rather than proactive, and consuming valuable time that could otherwise be spent on optimization or forward-looking strategy.
Our first priority is to establish a clear backstop: checks and balances that eliminate inefficiencies in what should be straightforward processes, such as competitive bidding or capital improvement project management. In these situations, less is more — assigning a single point of accountability for daily operations significantly reduces confusion and closes gaps created by too many parallel lines of communication.
This streamlined approach applies across all major functions — Capital Improvements and Construction, Leasing and Risk Mitigation, and Future Opportunities and Growth. By structuring tasks within these categories, private ownership groups can operate with confidence, knowing the details are managed, accountability is established, and the portfolio is positioned proactively rather than reactively.
Finally, true efficiency requires clear distinctions of final authority based on the type of decision being made. Routine operational items should be delegated, while strategic portfolio decisions remain in the hands of ownership or trustees. This balance accelerates execution, reduces bottlenecks, and enables family offices to stay focused on high-level strategy and long-term portfolio growth.
Commercial Real Estate Asset Management for Family Offices and Trustees 