A Day in the Life of


Group 6




Many Chief Executive Officers use VTS to make their days more productive and strategic — but what does this actually look like in practice? Take a look below and see how VTS impacts a day in the life of a CEO.


You rise early and hit the gym. From the treadmill, you email and text various team members for updates on different deals. You wait for their replies to get some insight into what's happening across your assets and to see if you need to get involved.


During your morning workout, you read your VTS Daily Digest email for a full update of yesterday's leasing activity across your assets. You recognize one of the prospective tenants, Modus Global, because you've worked on deals with them in the past.


You leave the gym with no updates. As you get to your desk, emails start coming in from your team responding that all deal activity is progressing. They don't mention their promising deal with Modus Global because they don't know you've worked with the company in the past.


You click into Modus Global's deal profile from your phone and add a comment explaining that you'll reach out to their team and see how you can help move the deal forward. You tag the deal lead so he's immediately notified.


One of your investors calls for an update on this quarter's leasing performance. You don't have the information readily available but promise to get her the report ASAP.


As you get to your desk, one of your investors calls for an update on this quarter's leasing performance. While you're on the phone, you open your VTS Business Intelligence (BI) dashboard and walk her through KPIs like deal conversion rates, deal cycle times, and how you're tracking to budget.


After hanging up, you find one of your analysts to tell him you need a report created immediately. He's completely derailed from his other work and spends the next two days pulling together the information from spreadsheets, whiteboards, and even napkins to get everything he needs. It's finally ready to send to your investor at the end of the week.


After hanging up, you also instantly share the report with your investor via email. You already gave her all of the updates she needed, but she appreciates having her own copy of the information.


While eating lunch, you review the finalized leasing report from last quarter. You get an overall picture of leasing performance – things seem to be on track, but you'd like to go deeper and understand which assets aren't performing well. The report doesn't have that detail.


While eating lunch, your automated weekly VTS BI report arrives in your inbox. It's filled with real-time insight into your leasing performance. You can see how your available supply compares to market demand and how deals are converting at each of your assets.


To get more information, you find your Heads of Leasing and Asset Management and ask them to update the report. You’d like it to include more information about how the spaces in your assets compare to market demand and your deal conversion rates by asset.


With this information, you realize that at one of your assets, there's been little tour activity because the market demand is for 10K SF spaces and this asset has a lot of 40K SF spaces available. You email your Head of Asset Management to consider demising spaces to open up a new type of inventory.


It's time for the biweekly leasing meeting with your brokerage team. They just sent you the leasing activity report, which you print out and take to the meeting.


Going into the biweekly leasing meeting, you have a good sense of everything that's happening across your assets. Your brokers have been entering deal updates into VTS as they happen, and you've already taken action where needed.


You spend the meeting going through each deal update, one by one. By the time you've reviewed all of them, the meeting has run over. It hasn't been a great use of your time.


You and your brokerage team spend the meeting discussing a repositioning strategy for one of your assets. While your brokers were initially marketing to tech companies, the data shows that law firms are actually converting at a higher rate. You talk through how to update your positioning and tactics to reach more of these tenants.


You're headed out of town to visit one of your assets. While sitting on the tarmac, you receive an email from your team – a new deal needs your approval. The email is long and has multiple PDF attachments that are difficult to open.


You're headed out of town to visit one of your assets. While sitting on the tarmac, an alert pops up on your phone that a new deal needs your approval. You easily review all of the deal terms, context, and your team's recommendations from your phone.


You start a series of back-and-forth emails to try and get the full context on the deal. Ultimately you can't give final approval because you physically need to sign the document. The approval will need to wait until you're back in the office next week. You're stressed as your plane takes off.


You approve the deal from your phone and then settle in for your flight. You already know that the deal was sent to everyone who needed to approve it ahead of you, so you're able to completely relax as the plane takes off.


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