The best property management group for commercial spaces helps you protect your investment while making your life easier. When you bring in a professional team, you get a partner who can reduce vacancies and streamline daily operations. From managing budgets to boosting tenant retention, the right company takes care of the details so you can focus on growing your business. Working with a top-tier management group is wise if you want peace of mind and long-term value from your project. Why Property Management Matters for Commercial Assets The best property management group for commercial spaces understands your project’s unique challenges. It takes a proactive approach to solving them. Commercial spaces have complex regulatory requirements and tenant expectations that can quickly become overwhelming. Without proper management, you risk tenant turnover, rising operational costs and potential legal trouble. A reliable management company handles lease enforcement, budgeting and tenant communications, which gives you consistent results and peace of mind. What Is the Best Property Management Group for Commercial Spaces? Choosing the right property management group for commercial spaces can make or break your investment. Whether you own one office building or manage a portfolio of retail centers, the right team keeps operations smooth and tenants satisfied. 1.   Property Management, Inc. If you are looking for a dependable commercial property management group in Pennsylvania, Property Management, Inc. (PMI) offers services tailored to your needs. With over 50 years of experience, it manages more than 6 million square feet of commercial space, including office buildings and retail centers. Its services encompass lease administration, facility maintenance, financial planning and tenant relations. PMI’s dedicated team provides on-site staff management and strategic consulting to help you maximize your investment. Recognized as the No. 1 Best Commercial Property Management Firm by the Central Penn Business Journal, PMI stands out among its competitors for its commitment to excellence and client satisfaction. 2.   Cushman & Wakefield If you manage a high-value commercial asset, Cushman & Wakefield brings global reach and deep local expertise to help you elevate your property’s performance. Its management services go beyond basic operations. It focuses on delivering workplace experiences that attract and retain top tenants. You will benefit from smart building technology, real-time data insights and a team that tailors solutions to your business goals. With a presence in over 60 countries and a team of more than 50,000 professionals, it brings global expertise and local market knowledge to every client. Cushman & Wakefield’s dedicated teams create engaging workplace experiences by maximizing your investment’s value while providing superior tenant service. 3.   CBRE Group, Inc. CBRE combines global expertise with innovative solutions. Managing over 3.1 billion square feet across 19,000 properties worldwide, CBRE can help enhance your establishment’s performance and value. It offers lease administration, facility maintenance and financial planning to ensure your property is efficient. CBRE’s commitment to sustainability is evident through its integration of environmental, social and governance principles and smart building technologies. Its expertise helps you meet environmental goals while reducing operational costs. With a dedicated team of over 16,000 professionals, CBRE provides personalized service tailored to your specific needs, which makes them a top choice among commercial property management groups. 4.   JLL (Jones Lang LaSalle) JLL is a strong contender if you want a property management group for commercial spaces that brings innovation and reliability. It offers a full range of services that cover building operations and lease administration, energy management and workplace experience design. What sets Jll apart is its focus on using real-time data and advanced technology to drive smart decision-making and reduce costs. You will also benefit from its deep commitment to sustainability, with tailored programs that help your property meet environmental goals without sacrificing performance. Whether managing an office tower, industrial park or mixed-use development, JLL delivers consistent results with a focus on tenant satisfaction and long-term asset value. 5.   Lincoln Property Company Suppose you want to partner with a company that combines national scale with personalized service. Seek the services of Lincoln Property Company (LPC), which offers solutions to enhance your project’s performance and tenant satisfaction. It covers lease administration, facility maintenance and tenant relations, which ensures your property is profitable. Its proactive approach focuses on creating premier environments and engaging tenant experiences, leveraging the latest technologies and innovations to optimize real estate investments. Whether managing an office tower or industrial park, LPC’s dedicated team provides tailored solutions to meet your needs. How to Choose the Right Property Management Partner The best property management group for commercial spaces responds quickly, uses smart technology and understands the unique needs of your project. Take the time to compare offerings because the right partner can protect your investment and support long-term stability.

A new report by CBRE, commissioned by West Yorkshire Combined Authority (WYCA), has highlighted the acute need for more grow-on space for life sciences, and in particular digital health companies if the region is going to fulfill its potential and retain its home-grown talent. CBRE’s research found that with over 600 health and life sciences companies, including 250 MedTech firms and over 90 digital health enterprises, West Yorkshire is emerging as a top ten cluster due to its vibrant start-up culture, skilled graduates and strong research network.  The 51,618 sector professionals across the region represent a 10% annual growth and Leeds has a significantly higher density of these employees than the national average. The UK is aiming to develop 21 million sq ft of lab space by 2030 and investment currently remains concentrated in established hubs. CBRE’s report shows increasing investor interest in the sector, with 58% of funding from Venture Capital funds into West Yorkshire going to life sciences and technology. However, if the region is going to continue to attract investment and retain home grown talent, it will need to address the supply issue. Jonathan Lowe, Head of Science & Technology for the North at CBRE, explains: “West Yorkshire has done a fantastic job of enabling start-ups to get established, evidenced by the fact that Leeds University’s Nexus incubator is nearing capacity, so the question now is where these companies will move to. The key is to keep that talent, innovation and the associated jobs within the region and provide a range of flexible space with a combination of offices, labs and industrial facilities to satisfy demand. It is important to encourage clustering to enable knowledge and resource sharing and avoid new facilities becoming too disbursed.” CBRE’s report shows there are 44 live occupier requirements in West Yorkshire, with remaining lab availability limited at Nexus in Leeds and Huddersfield’s 3M Buckley Innovation Centre.  All of the available lab space across the region is within suites of 2,000 sq ft and below, leaving little room for growth. Most grow-on requirements start above 5,000 sq ft, therefore intervention is required to bridge this gap. Lowe continues: “The repurposing of office stock is certainly a viable solution, particularly for digital health companies who don’t typically require the same specific requirements of wet lab facilities. Redundant space within medical and university estates could present opportunities, providing the buildings have the underlying building infrastructure fundamentals within locations surrounding the key research institutions.” Looking ahead, there is 45,166 sq ft of lab and office space to come forward at Old Medical School in Leeds but this isn’t set to be available until 2027. The future development pipeline for West Yorkshire also includes future phases of Innovation Village in Leeds, the National Health Innovation Campus in Huddersfield and the focus in Bradford on the Knowledge Quarter. CBRE’s report concluded that the West Yorkshire life sciences sector holds significant growth potential and that by addressing specific real estate needs, fostering clustering and investing in targeted incubator and grow on development, the region can solidify its position as a competitive player in the UK life science landscape. Building, Design & Construction Magazine | The Choice of Industry Professionals

Despite the seismic shift towards hybrid working, the physical office is far from obsolete. In fact, a new global survey from workplace experience experts ISS suggests the opposite: while remote work is here to stay, the modern office still plays a vital role in how we connect, collaborate and thrive at work—if it’s designed with intent. Drawing insights from nearly 11,000 office workers across multiple continents, the study reveals that 81% of professionals now operate in a hybrid model. Working from home one or two days per week is the most common set-up, allowing employees to strike a better work-life balance, reduce commuting time and gain more control over their daily routines. But the office, it seems, still has a heartbeat. Seventy-one per cent of respondents said the physical workplace remains important to them—though not for the reasons one might expect. Productivity, while essential, isn’t the sole draw. Instead, the office is prized for the human experiences it enables: spontaneous conversations, shared learning, and a break from the solitude of home working. According to the data, 99% of workers identify specific advantages to office attendance. Chief among them are social interaction, informal knowledge exchange, and simply the act of ‘getting out and about’. Yet one somewhat unexpected finding stood out: food is a major factor. From well-thought-out breakfast offerings to quality coffee and healthy lunch options, curated food experiences are now seen as key motivators for returning to the workplace. It’s here that ISS introduces the idea of the purpose-driven office—a reimagining of the workplace not as a default location, but as a destination in its own right. When asked to picture their ideal workspace, over half of respondents described environments that directly support how they work: ergonomic chairs, height-adjustable desks, well-integrated technology and flexible areas for collaboration. A further 25% focused on how the office makes them feel, citing features that support physical and mental wellbeing—natural light, quiet zones, greenery, and areas to decompress. The findings highlight a truth many organisations are now grappling with: the office must earn its place in people’s lives. It needs to provide more than just a desk—it must offer experiences, inspiration, and the kind of human connection that simply doesn’t happen over Zoom. Carl-Fredrik Bjor, Group Commercial & Revenue Officer at ISS, sums it up: “Today’s workforce has high expectations. While it’s not always possible to meet every request, it’s essential that businesses understand what motivates and engages their people. Often, it’s the smaller, everyday experiences—great coffee, thoughtful design, the buzz of collaboration—that have the most lasting impact.” The purpose-driven workplace is not about gimmicks or empty gestures. It’s about creating spaces that are both functional and fulfilling—where people feel seen, supported, and energised to do their best work. In a world where home is always an option, the office must become something more: a place people choose to be. Building, Design & Construction Magazine | The Choice of Industry Professionals

In today’s fast-paced construction industry, project leaders face a complex landscape marked by rising material costs, stricter environmental regulations, and growing sustainability demands. Harry Simpson is a seasoned project leader with extensive experience managing high-profile projects and pioneering innovative fire safety and remediation strategies. His work on award-winning initiatives has made him a respected voice on the challenges and advancements shaping modern construction. In this interview, Harry shares his insights into adapting to industry pressures, leveraging digital tools for transparency, and exploring the future of facade engineering. The construction market is currently facing a number of challenges, including rising material costs and tightening environmental standards. How are you adapting to these conditions, and which industry trends do you see as most critical for the successful delivery of projects? Clearly, these challenges are affecting how we deliver projects. We now prioritise early engagement with the supply chain to balance performance, aesthetics, and budget. For instance, we collaborated with the subcontractor’s curtain wall manufacturer to examine aluminium options, ultimately choosing a system that contained 75% recycled aluminium. This decision significantly reduced the facade’s embodied carbon and aligned with the government’s net zero targets. Looking ahead, two trends are becoming critical: prefabrication and modular facade systems for faster, higher-quality construction, and stricter tracking of embodied carbon, especially in facade materials. Staying agile and technically innovative is essential, and we are actively pursuing these approaches. In light of these pressures, which project management practices do you find to be the most effective? A proactive approach is crucial. We should identify risks early during procurement and have a plan to deal with them as they arise. It is also helpful to negotiate with the supply chain early on, to secure prices, and to fix lead times in order to mitigate external factors such as rising raw material costs. Moreover, strong change control management is essential, including tracking costs and maintaining clear communication for evaluating and approving contract variations with all relevant parties. I understand that at Lendlease, you introduced processes that have since become a company-wide standard. Could you share how you persuaded the organisation to adopt a new approach to assessing design consultants’ competencies? It wasn’t about persuading the organisation, rather, creating something genuinely useful for the team, which led to its wider adoption. I am referring to our responsibilities under the Building Safety Act 2022. In response to that, I have developed a competency questionnaire for all new Principal Designer appointments. The questionnaire helps assess how companies or individuals ensure compliance with regulations and provide the necessary information to the principal contractor for managing health and safety during construction. It also allows them to present practical evidence of how they eliminate hazards and control risks during the design phase. Using this approach ensures that the partners we select for our projects are qualified. You’ve led both new-build developments and the refurbishment of existing faсades. What are the key differences in management approaches between these two types of projects? A lean approach is generally best suited to new-build projects, focusing on efficiency through effective planning. These projects involve multiple trades, each following its own schedule to meet key milestones. In contrast, facade remediation works—especially those related to fire safety—require an agile approach to project management. This is due to the potential for scope changes as inspections and uncovering progress. Continuous collaboration between the fire engineer, designers, and contractors is essential to ensure that any new scope is thoroughly evaluated for fire safety risks. Which facade project has been the most challenging for you personally, and what made it so? Probably the most challenging project I’ve worked on was the New American Embassy in London, because of the scope and logistics involved in getting materials from the US to a highly secure and restrictive building site in London. One of the major on-site challenges was planning the installation of 20+ foot column cladding, which required a complex lifting strategy using mobile spider cranes and specialist lifting devices. Additionally, we encountered significant issues with slab deflection on the ground floor, which led to the development of an innovative preloading system using calibrated weights. With this solution, we were able to adjust the façade’s preset positions precisely, helping us avoid substantial programme delays. In one of your columns, you mention that without reliable and transparent EPD declarations, reducing embodied carbon becomes something of a mystery. In your view, what are the main barriers to achieving full data transparency across the construction supply chain, and how can project leaders influence this in practice? The inconsistency in the way that data is collected, reported, and verified across different manufacturers is one of the biggest barriers to full data transparency, especially around EPDs (Environmental Product Declarations). In the facade industry we work with a wide range of materials—aluminum, glass, insulation, and sealants—often sourced internationally. Many suppliers either lack EPDs or provide ones that are not third-party verified or aligned with current standards, making it difficult to compare products consistently. As project leaders, we can promote transparency by integrating EPD requirements and low-carbon options into procurement processes at the tender stage. Additionally, we can engage with suppliers to encourage life cycle analysis and certification. Finally, digital tools and databases, such as One Click LCA or EC3, allow us to benchmark and track carbon data across design iterations. This makes informed decisions clear and measurable. What role do you see for digital technologies—such as BIM or carbon-tracking platforms—in improving transparency and reducing carbon emissions throughout the construction process? BIM has played a massive part in revolutionising the way we look at projects digitally. Over the past several years, I’ve personally seen significant improvements in the user interface and adoption. This has, historically, been a challenge due to the vast amount of information involved and the complexity of managing changes to ensure that the most up-to-date project data is presented. Construction projects are inherently dynamic, with designs evolving throughout, making strict supervision by a dedicated controller essential. For BIM to be effective