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A typical Fortune 500 corporate real
estate executive operates a portfolio roughly equivalent in size and
activity level to a significant REIT or development firm. Mid-cap and
emerging public and private companies also share the same level of
accountability to its shareholders. Yet many organizations operate with
a fraction of the resources needed to maintain a consistent proactive
process and answer to treasury in a way that maintains the transparency
required in today’s accounting environment.
As a result, corporate real estate (CRE)
executives have been forced to achieve more with less and to become more
resourceful and sophisticated in managing resources. In addition, the
CRE executive faces increasing demands to balance conflicting objectives
like strategic planning and cost control with flexibility and
responsiveness.
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