CBRE UK Consulting

OVERVIEW

Business strategy, real estate depth, one delivery platform.

We start from a client's corporate strategy and apply real estate expertise to it. Our advice puts CBRE in the room before the brief is written and connects straight into transactions, project management and facilities management.

150UK delivery consultants across seven practices

50Sustainability specialists working with occupiers and investors

70Data and analytics specialists at our Bratislava Centre of Excellence

Business strategy, with real estate depth

Strategy firms rarely have the real estate depth. Property advisers rarely have the seat at the table. We bring both to the same conversation.

Seven practices, one team

Location, workplace, digital, programme delivery and sustainability work as one team, so clients get one joined-up answer and one point of accountability.

From strategy through to delivery

Our recommendations move straight into CBRE delivery. One team, from boardroom to building, with the data and analytics scale to back every decision.

CLIENTS

Trusted by the organisations that set the pace in their sectors.

Deep expertise across the real estate lifecycle.

We work where real estate meets business performance, with strategy, advisory and change expertise across every stage of the lifecycle.

Workplace, Experience and Digital Strategy

Workplace and occupancy, change management, digital advisory, human capital

Commercial, Portfolio and Programme Strategy

Portfolio strategy, commercial strategy, consumer, supply chain and talent, programme management

Sustainability Advisory

Climate risk and resilience, energy and decarbonisation, health and wellbeing, due diligence

WHAT WE DELIVER

The questions clients bring us.

Each one starts as a business problem. We turn it into a real estate answer CBRE can deliver. Select a question to see the practice behind it.

ONE CBRE

From boardroom to building.

Consulting is where the conversation starts. When the strategy is agreed, the same client moves straight into CBRE's transaction, project management and facilities teams, with no handover gap and no second pitch.

$131m

Recurring annual saving for a global pharmaceutical client, delivered by one integrated CBRE team across 300 locations.

ADVISE

UK Consulting leads the decision

Portfolio Strategy set the framework and built the business case site by site for the C-suite.

Portfolio StrategyWorkplaceOccupancy PlanningAgile Advisory

DESIGN

One global framework, designed in

Design and agile advisory worked inside the joint client and CBRE team from the start.

Design

TRANSACT

Exits, renewals and new space

Brokerage sat in the same team, ready to act on each site decision.

BrokerageTransactions

DELIVER AND OPERATE

Projects and day-to-day running

Project management and facilities management sat within the same integrated contract, with pilots tracked on live occupancy data.

Project ManagementFacilities Management

Under one integrated contract. Account management held it together, reporting to the client's steering and executive committees.

IMPACT

The numbers behind the work.

A selection of results from recent work. Select any outcome to read the case.

OUR TEAM

UK Consulting and Sustainability Advisory.

Led by Ken Raisbeck, UK Head of Consulting and Sustainability Advisory.

Ken Raisbeck

UK Head of Consulting and Sustainability Advisory

Lucy Dunn

Executive Assistant

UK Consulting

Jackie Jones

Head of Workplace, Experience and Digital Strategy

Marie Laurent

Workplace Change Management

Renee Orban

Workplace and Occupancy

Harri John

Digital Advisory

Lukáš Hlatký

Bratislava Centre of Excellence

Jonathan Moseley

Head of Commercial, Portfolio and Programme Strategy

Jonathan Dewar

Portfolio and Commercial Strategy

Daniel Harvey

Consumer, Supply Chain and Talent

Marco Mestre

Strategic Programme Management

Sustainability Advisory

Ed Blackburn

Co-Lead

Amanda Stevenson

Co-Lead

Technical SMEs

Key Account Leads

Growth and Operations

Georgie Fraser

Growth Lead and Human Capital

Rob Williams

Growth Lead, Accounts

James Loubser

Business Performance Director and COO

Irfan Ahmed

Finance Business Partner

CAPABILITIES

A closer look at our practices.

Three practice groups, eight practices. Choose a group, then a practice, to see what we do, the questions clients bring us and the work behind it.

Commercial, Portfolio and Programme Strategy

Portfolio and Commercial Strategy

Strategy and execution on the real estate decisions that determine cost, capital and return.

Practice leadJonathan Dewar

WHAT WE DO

We advise occupiers, owners, investors and the public sector, across asset classes, on the decisions that determine cost, capital and return. Where a decision reveals value, we structure and run the transaction ourselves.

We support clients from first idea through governance approval and into execution, with C-suite-ready advice coordinated across tax, finance, technical accounting and legal.

CLIENTS CALL US WHEN

Optimise

Get more from the portfolio

“What is our real estate actually costing us?”
“We're locked into leases we no longer need. What are our options?”
“Is the portfolio the right size and shape for the business?”

Plan

Set the future direction

“Is our real estate earning its place on the balance sheet?”
“Is now the time to sell or hold?”
“We're sitting on an idle site. How do we commercialise it?”

Fund

Finance the strategy

“Can we bring in third-party capital to release what's tied up?”
“How do we fund the next move without tying up our own capital?”
“Own it, lease it or fund it with a partner?”

Execute

Structure and run the deal

“We're merging, demerging or selling. What happens to the real estate?”
“How do we run a competitive process and get the best price?”
“How do we structure the deal and get it done?”

TYPICAL CLIENTS BY SECTOR

Financial and professional servicesHSBC, Lloyds Banking Group, Deloitte

Technology, media and telecomsMeta, Accenture

Consumer and retailUnilever, Haleon, Kenwood

Industrial, logistics and aviationBoeing, Amazon

Life sciencesGSK, Johnson & Johnson

WHAT WE DELIVER

Portfolio strategy

Transaction underwritingFinancial model consultingBenchmarkingPortfolio optimisationReal estate planning and transformationSurplus space disposalM&A and divestment

Commercial strategy

Commercial strategy and planningAsset vision and positioningInnovation clusters and ecosystemsCommercial structuring and procurementNegotiation and transaction advisoryBusiness case and options analysisBiodiversity net gainPFI expiry

CASE STUDIES

$131m

recurring annual saving

45%

footprint reduction

GLOBAL PHARMACEUTICAL CLIENT

One CBRE team turned a policy constraint into $131m of annual savings

Challenge: The client needed large recurring savings from real estate by 2027 and a lasting change to its work environment as part of an executive-led culture programme. Its accounting policy blocked the usual estate levers, so the savings had to come through the workplace.
What we did: CBRE already held the integrated contract: account management, transactions, facilities management, project management, workplace and design. Portfolio Strategy led a joint client and CBRE team reporting to the steering and executive committees, with Workplace, Occupancy Planning, Design, Agile Advisory and Brokerage. We built the case site by site and rolled it up for the C-suite.
Outcome: One global framework covering workplace guidelines, design, technology, change management and portfolio strategy. The target portfolio change arrived three years early, with pilots tracked on live occupancy data so the plan stays current.

$364mannual estate cost

650,000 sq mabout 7 million sq ft

300locations

40,000people

Commercial, Portfolio and Programme Strategy

Consumer, Supply Chain and Talent

Occupier insight that answers where to locate, how to design the network and where the talent is.

Practice leadDaniel Harvey

WHAT WE DO

We turn operational insight into location decisions. For occupiers, that means supply chain network design, facility design, market entry for retail expansion and finding the right talent at the right cost, all built on a blend of operational experience and data science.

We apply the same occupier insight for investors, developers and landlords, so asset decisions rest on what occupiers will actually do.

CLIENTS CALL US WHEN

Where should our next facility go, and how many do we need?
How do we cut supply chain cost without losing service?
Which stores, formats and markets should we grow in?
Where is the right talent at the right cost?
Will occupiers want this asset, and stay?

OCCUPIER EXPERIENCE, APPLIED TO EVERY ASSET CLASS

Asset classClient type	OccupierIs this the right location, and how do I get the most from it?	Investor, developer, landlordWill occupiers want this asset, and how do I make it work harder?
IndustrialDistribution, manufacturing	Site selection Network optimisation Facility design Optimising operations Up to 15% supply chain and 10% operating savings	Due diligence Demand outlook Tenant exit risk Site optimisation Know which assets occupiers keep, and which to fix
RetailStores and formats	Market entry Portfolio expansion Rationalisation Format optimisation The right stores, formats and markets to grow	Portfolio review Single asset review Repositioning Occupier insight Evidence to retain, reposition or sell
OfficeFlex, R&D and labs	Location strategy Site selection Stay versus go Commute and talent Sustainable talent at the right cost	Talent underwriting Tenant retention Letting case Target occupiers Occupier talent logic behind every asset decision

CASE STUDIES

13%

lower supply chain cost, about EUR 140m a year

EUROPEAN SPORTING GOODS RETAILER

A blank-sheet European distribution network

Challenge: Design the ideal European distribution network from a blank sheet to cut cost and inventory and speed up fulfilment, on a compressed timeline.
What we did: Phased, end-to-end network optimisation: pan-European data collection, flow, channel and product segmentation, then total cost and scenario modelling.
Outcome: Distribution centres cut from 31 to 16.

20%

lift in operating profit equivalent from pick automation labour savings

GLOBAL MEDICAL SUPPLIES DISTRIBUTOR

One site or two for Germany and Northern Europe

Challenge: Cost pressure on two sites. Would one site work operationally, for service and on payback?
What we did: Inventory and transport modelling, concept and capacity design, then costed business cases covering stay versus go and tenure.

12 yrs

lease agreed at a higher rent

UK LOGISTICS REIT

Testing tenant exit risk before a lease renewal

Challenge: A major retailer's lease renewal was approaching. The occupier was consolidating its network and the investor was weighing a deep rent cut to keep it.
What we did: Our retail and supply chain teams built an operational model of the occupier's estate and tested growth, decline, acquisition and channel-switch scenarios.
Outcome: The site proved the lowest risk in the occupier's network.

Milan

selected, office secured and operational

US AESTHETICS AND BEAUTY BRAND

Choosing a European HQ: Geneva or Milan

Challenge: Choose a new European HQ and training centre on cultural fit, talent access and labour regulation.
What we did: Detailed labour, cost and regulation analysis of both cities, plus on-the-ground validation with local experts and broker-led tours.

Commercial, Portfolio and Programme Strategy

Strategic Programme Management

We turn strategy into reality: structuring, planning and delivering complex programmes while managing risk and tracking benefits.

Practice leadMarco Mestre

WHAT WE DO

Most clients face the same problem: delivering change, whether it comes from a merger, a new business policy, a culture shift or a portfolio transformation. We help them act strategically rather than react.

Our programme managers coordinate many stakeholders, drive efficiency and track benefits through to realisation. We connect directly into CBRE's project management, transactions and facilities management teams, so strategy hands over cleanly to operations.

CLIENTS CALL US WHEN

We're merging and need to consolidate real estate across multiple countries.
Our transformation programme has too many workstreams and no central coordination.
We're relocating our HQ and need the move, mobilisation and day one run as one programme.
We need to prove the business case is being realised.
Our culture is changing and we need to embed it, not just announce it.
Our processes slow delivery down and governance needs redesigning.

THREE CAPABILITIES

Programme strategy and planning

Designing outcomes and planning integrated delivery.

Strategic delivery

Managing milestones, coordinating workstreams and reporting to steering committees.

Process optimisation and governance

Diagnostics, governance redesign, adoption and training.

WHERE WE DELIVER

Mergers, acquisitions and divestments

Assess the portfolio and define the path to the benefits the deal promised.

Transformation programmes

A delivery model to define, deliver and control change.

Ways of working

Plan the strategy, lead the new ways of working and capture the benefits.

Relocation and mobilisation

Bridge client functions and project teams for a seamless first day and handover to operations.

Mission-critical PMO

Programme management office systems and tools focused on what cannot fail.

Operational improvement

Assess and optimise end-to-end real estate processes and governance.

Sustainable transformation

Deliver sustainability commitments through rigorous programme controls.

CASE STUDIES

$500m

synergies unlocked

20+

countries, 16,000+ employees

GLOBAL MEDIA LEADER

$500m of synergies from a $14bn merger in three months

Compressed timeline: Full real estate consolidation was required within three months of deal close. We built an end-to-end approval framework so each metro moved from due diligence to completion at pace, without losing governance.
No central coordination: We set up governance across three project categories, with clear reporting, assurance and escalation routes.
Limited visibility: We designed Smartsheet tracking tools and executive dashboards, including occupancy planning views, so leadership could intervene where needed.

1m+

sq ft HQ mobilised for first day of business

GLOBAL TECHNOLOGY CLIENT

Mobilising a 1 million sq ft London HQ

Fragmented mobilisation: Facilities management, security, logistics and waste were mobilising in parallel with little coordination. We set up and embedded a mobilisation PMO to align stakeholders, governance and reporting.
Hidden operational risk: Design decisions carried FM, cost and risk implications that surfaced too late. We ran critical user journeys on the highest-risk areas and turned the findings into PMO actions.
Unclear FM scope: Required FM components and fit-out provisions were missing or unclear. We mapped the full FM operating model and closed the gaps ahead of procurement.

Workplace, Experience and Digital Strategy

Workplace Strategy and Occupancy

Evidence-based workplace and occupancy strategy that sizes and shapes space for how people actually work.

Practice leadRenee Orban

WHAT WE DO

We help clients get value from their workplace and occupancy data: how it is collected, read and applied to align people, business goals and real estate strategy.

Through occupancy planning, utilisation analysis and stakeholder engagement, we make sure workplaces are the right size and in the right place. The result: better experience, lower cost, less portfolio risk and real estate decisions clients can defend.

CLIENTS CALL US WHEN

I don't know how many people use my buildings, or when.
How are we consuming space, and how could we do it differently?
How can we support hybrid working and raise office attendance?
Are the right teams in the right places with the right amount of space?
Is the organisation the right shape and size for what we expect of it?

HOW WE WORK

Set up

Confirm scope, vision and direction with the right stakeholders. Kick-off, site visits and a vision session.

Research

Interviews, focus groups, utilisation studies and experience surveys, alongside access control, headcount and persona analysis.

Report

Define the future state: settings, space budget, stack and block, test fits and a strategic brief.

Inform

Use the insight to brief design, re-stack in phases, support a building search and build the change roadmap.

RECENT WORK

Chubb

Workplace strategy and architectural brief for consolidation into a new London HQ.

Just Eat Takeaway.com

Global hybrid working readiness assessment measuring workplace effectiveness.

GSK

Workplace optimisation across a complex global portfolio.

Novartis

Workplace solution for C-suite executives in a hybrid environment.

WORKSPACE STRATEGY FOR OFFICES AND TECHNICAL SPACES

Vibrant

Appropriate utilisation in every area, including labs that look empty but are in use.

Frictionless

People move easily between connected spaces that support their work through the day.

Magnetic

Quality environments, backed by time-saving technology, that attract and keep talent.

CASE STUDIES

40%

global footprint reduction

500k+

sq ft new London HQ for 6,000 people

GLOBAL FINANCIAL SERVICES FIRM

A global workplace centre of excellence and a new London HQ

Challenge: Evolve a global workplace consistently with the brand, relocate the global HQ and reduce the footprint by 40% as hybrid working took hold, while meeting net zero targets.
What we did: A CBRE Future of Work team built global workplace standards and a toolkit, hybrid working and sensor strategies, and aligned HR, IT and Corporate Services on the roadmap. Embedded regional teams delivered locally with client project managers, architects and FM.
Outcome: Footprint down by about 40%, the London HQ relocation planned and supported, and stronger alignment across business functions and investment priorities.

26m sq ftglobal portfolio

200,000people

Workplace, Experience and Digital Strategy

Workplace Change Management

People-focused change that protects productivity and makes a workplace move feel purposeful, not disruptive.

Practice leadMarie Laurent

WHAT WE DO

Whether a client is moving office, reshaping existing space or adopting new ways of working, we put the people experiencing the change at the centre. That protects productivity and helps people settle faster.

We bring the latest thinking on how people move through change, from gamified transitions to launch events that mark a milestone in a company's history.

CLIENTS CALL US WHEN

How do I create a smooth transition between spaces?
How do I make sure the change is seen as positive?
How do I get people working in the new way?
How do I launch the new office with energy and lift attendance?
Can you help with change beyond the office?

SHAPE, MANAGE AND EMBED

Shape the change

Change readiness, visioning sessions, focus groups and amenity surveys.

Manage the change

Office guidance, mock-ups and pilots, welcome and move communications.

Embed the change

Day-one introductions and tours, floor support, pulse checks and post-occupancy assessment.

HOW WE MEASURE THAT CHANGE HAS ACTUALLY LANDED

Adoption

Behavioural metrics that show change has landed.

Engagement

Communication reach and effectiveness.

Governance

Discipline and active risk tracking.

Capability

Skills that stay inside client teams.

Improvement

Continuous improvement built into delivery.

Transparency

Executive reporting throughout.

WHAT CLIENTS SAY

The final outcomes have surpassed all our expectations. You and your team were a critical part of this journey.

Kathryn Harrison-ThomasManaging Director, CRS EMEA Region Head, Citi

CBRE has been an outstanding partner, bringing deep expertise and a collaborative approach to a complex workplace transformation.

Senior Manager, Workplace ExperienceConfidential financial services client

The team are doing outstanding work on the project. Really enjoy their energy, efficiency and willingness to execute.

Regional Head of PropertyEurope and Americas

CASE STUDIES

10,000

employees moved across two sites

CITI, CANARY WHARF

Moving 10,000 people out of Citi Tower

Context: Citi vacated Citi Tower ahead of a major redevelopment, relocating nearly 10,000 employees to two neighbouring sites, including 40 Bank Street.
What we did: Change management for both moves, helping employees adapt to new environments and new ways of working.

13,000

employees through a workplace transformation

CONFIDENTIAL PROFESSIONAL SERVICES CLIENT, LONDON

13,000 people into a new global HQ at St Paul's

Context: After a long partnership, CBRE was appointed partner of choice in December 2025 to lead the programme for the new global headquarters.
What we did: A change programme covering how people work, connect and perform, well beyond the physical move.

14,000

employees and 700 partners reached

CONFIDENTIAL FINANCIAL SERVICES CLIENT, LONDON

Three London buildings consolidated into two

Context: A decade-long partnership. This programme consolidated the London portfolio from three buildings to two to improve efficiency and experience.
What we did: Change strategy and an engagement programme across all three sites.

Workplace, Experience and Digital Strategy

Digital Advisory

We shape digital strategy, choose the right solutions and turn innovation into measurable business value.

Practice leadHarri John

WHAT WE DO

We make the complex simple, combining consulting and technical skills with real estate knowledge. We translate market knowledge into business outcomes clients can measure.

Our work shows clients how digital drives better results in efficiency, productivity, sustainability, health and wellbeing, experience and security.

CLIENTS CALL US WHEN

We don't have a digital or AI strategy for real estate.
Which workplace technology should we buy, and will people use it?
How do we make our buildings smart and keep them secure?
How do we build the investment case for innovation?

THREE AREAS OF FOCUS

Digitalise corporate real estate

Digital and AI strategy, target operating model and the innovation business case.

Digitalise the workplace experience

Experience design, product management and solution requirements for booking, access and apps.

Digitalise building operations

Smart building strategy, Internet of Things (IoT) operations and cyber resilience.

HOW WE GET INVOLVED

Innovation workshop

One week. Explore opportunities and future scenarios.

Benchmarking

Four to six weeks. Understand where you are and what to prioritise.

Digital strategy

12-16 weeks. Define the requirements and the investment case.

Embedded roles

12 months and more. Digital and AI support inside the client and account.

CASE STUDIES

300+

user journeys prioritised from 22 digital use cases

HSBC

Trusted adviser on a global digital workplace programme

Understand the need: We engaged a diverse user group to capture business needs and build HSBC-specific personas.
Prioritise: We turned those needs into 22 digital use cases, then co-created a prioritised backlog of more than 300 journeys.
Enable the change: A CBRE product manager drives the minimum viable product roadmap, user acceptance testing and change management for the replatformed experience app.

Self-servebook a room

Nudgingrelease it if unused

Interactivereal-time help

PersonalisedAI books the right room

Workplace, Experience and Digital Strategy

Human Capital

We help corporate real estate use the space it stewards as a talent amplifier.

Practice leadGeorgie Fraser

WHAT WE DO

We bring fresh thinking to people and organisation challenges, from human-centred experience design to behavioural science that shifts culture, plus a leadership programme for new and aspiring real estate leaders.

We partner with clients through C-level mandates, organisational change such as M&A, the push to innovate, or a rebalancing of outsourcing and insourcing.

CLIENTS CALL US WHEN

Is our structure, process and talent lined up to deliver the strategy efficiently?
Are our people satisfied with the end-to-end experience?
We've invested in a new direction. Have we invested in the behaviour shift that makes it pay off?
How do we simplify a fragmented supplier base?

THREE CAPABILITIES

Organisation effectiveness

Target operating model and organisation design to solve significant business problems.

Human-centred experience

Find the moments that make or break someone's day. Assess, measure, then transform.

Science-driven behaviour change

Interventions based on human insight, run as campaigns for each target behaviour.

CASE STUDIES

230 to 5

suppliers consolidated into service partners

NATIONWIDE

A new operating model for the property function

What we did: A diagnostic of the property function, a contract and portfolio review, a sourcing strategy and a full operating model, then support through transition.
Why it worked: A direct line to the COO, a forward-thinking Head of Real Estate and full access to teams and data.

FROMTO

~~c. 230 suppliers~~→five service partners

~~c. 220 people to manage~~→20-50 people

~~c. 500 hours of supplier meetings~~→c. 100 hours of governance

~~c. 23,000 invoices a year~~→about 75% fewer

~~c. 85 contracts~~→five partnership agreements

Day one

positive behaviours embedded from move-in

VIRGIN MEDIA O2

Post-merger HQ and cultural integration

Challenge: Bring two brands together in a new Paddington HQ and get maximum return from the new space.
What we did: Using behavioural science, we identified the behaviours that mattered, then designed physical, human and digital nudges with clear KPIs.
Outcome: A bespoke nudge library, measurable behaviour tracking and a facilities management team upskilled to keep improving after handover.

Sustainability Advisory

Practical sustainability strategy for occupiers and investors, from net zero and climate risk to social value.

Practice leadEd Blackburn and Amanda Stevenson

WHAT WE DO

From net zero to social value and from climate risk to biodiversity net gain, we help clients act on complex sustainability issues while protecting long-term value.

We understand both the occupier and the investor view, and work across every stage of the property lifecycle. One team manages the programme end to end, so the right work happens at the right time.

CLIENTS CALL US WHEN

Our data is manual and scattered. What can we trust?
We can't track or report progress to stakeholders.
We have different vendors on different initiatives and nothing joins up.
We have targets, but no clear next step.

WHERE WE FOCUS

Physical climate risk and resilience

Understand exposure and build resilience into assets and portfolios.

Energy efficiency and decarbonisation

Net zero roadmaps, audits and asset improvement plans.

Health and wellbeing

Healthier buildings that support the people in them.

Due diligence

Sustainability risk and opportunity at acquisition.

OUR OFFERING

Strategy

Target setting
Net zero roadmaps
Investment strategies
Policy and guidance

Portfolio

Stakeholder engagement
Reporting
Implementation toolkits
Regulatory guidance

Asset

Data management
Energy ratings
Certifications
Net zero audits

Social value

Social value frameworks
Social value assessment
Occupier engagement

SELECTED CLIENT WORK

Invesco

Pan-European ESG and resilience programme and net zero strategy across funds, covering disclosure regulation, decarbonisation and GRESB benchmarking.

Zurich Group

Standardised GRESB, EU Taxonomy and disclosure reporting, alongside strategy, through one coordinated pan-European service.

Shaftesbury Capital

Continuity in voluntary and mandatory sustainability disclosures through the merger, capturing the synergies.

CBRE Investment Management

Sustainable investment strategy, GRESB, refurbishments, green lease clauses and zero emission buildings.

Global investment firm

Net zero carbon roadmap for a new pan-European Core Plus fund, covering whole life carbon across acquisition, refurbishment and development.

Lazari

A sustainability framework and scorecards showing each asset's progress towards net zero.

CONTACT

For further information.

Ken RaisbeckExecutive Director, Head of Consulting and Sustainability Advisoryken.raisbeck@cbre.com

Business strategy, real estate depth, one delivery platform.

Business strategy, with real estate depth

Seven practices, one team

From strategy through to delivery

Trusted by the organisations that set the pace in their sectors.

Deep expertise across the real estate lifecycle.

Workplace, Experience and Digital Strategy

Commercial, Portfolio and Programme Strategy

Sustainability Advisory

The questions clients bring us.

What should we do with the portfolio?

Where should we locate?

How do we deliver change at programme scale?

Is our workplace working?

How do we land the change?

How do we make our buildings smarter?

How do we make the workplace a talent amplifier?

How do we hit our sustainability targets?

From boardroom to building.

UK Consulting leads the decision

One global framework, designed in

Exits, renewals and new space

Projects and day-to-day running

The numbers behind the work.

UK Consulting and Sustainability Advisory.

A closer look at our practices.

Commercial, Portfolio and Programme Strategy

Workplace, Experience and Digital Strategy

Sustainability Advisory

Optimise

Plan

Fund

Execute

Portfolio strategy

Commercial strategy

One CBRE team turned a policy constraint into $131m of annual savings

A blank-sheet European distribution network

One site or two for Germany and Northern Europe

Testing tenant exit risk before a lease renewal

Choosing a European HQ: Geneva or Milan

Programme strategy and planning

Strategic delivery

Process optimisation and governance

Mergers, acquisitions and divestments

Transformation programmes

Ways of working

Relocation and mobilisation

Mission-critical PMO

Operational improvement

Sustainable transformation

$500m of synergies from a $14bn merger in three months

Mobilising a 1 million sq ft London HQ

Set up

Research

Report

Inform

Chubb

Just Eat Takeaway.com

GSK

Novartis

Vibrant

Frictionless

Magnetic

A global workplace centre of excellence and a new London HQ

Shape the change

Manage the change

Embed the change

Adoption

Engagement

Governance

Capability

Improvement

Transparency

Moving 10,000 people out of Citi Tower

13,000 people into a new global HQ at St Paul's

Three London buildings consolidated into two

Digitalise corporate real estate

Digitalise the workplace experience

Digitalise building operations

Innovation workshop