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Invite colleaguesHow to structure next-gen contracts and deals: A corporate real estate and integrated facilities management perspective
Abstract
This paper explores how to structure next-gen contracts and deals in corporate real estate (CRE) and integrated facilities management (IFM). It highlights the cyclical nature of CRE management, balancing cost savings with strategic value. The COVID-19 pandemic has shifted the focus, making CRE a key part of business discussions. Organisations now see the importance of cost savings, operational efficiency, and employee well-being. This paper also discusses different contracting models: self-performed in-house, fully outsourced, and hybrid. Each model has its pros and cons, and the choice depends on the organisation’s needs. The goal is to find a balance between financial prudence and strategic value, ensuring that real estate decisions support overall business goals.
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Author's Biography
Jan Zesach is the Regional Workplace Lead of Novartis, where he oversees a comprehensive real estate programme spanning 15 countries and 70 locations. With over a decade of experience in the real estate and facility services industry, Jan specialises in workplace transformation, portfolio strategy, capital planning, and design and construction management. He is committed to fostering collaboration and innovation, reimagining office spaces as cultural and collaborative hubs in a post-pandemic world. Previously, Jan volunteered as an Executive Board Member, leading the Events Committee from April 2021 to March 2024 on the CoreNet Global Singapore Chapter Leaders Board. On October 17, 2024, Jan was awarded the prestigious CoreNet Global Singapore Chapter ‘Corporate Real Estate (CRE) Executive of the Year’. This award acknowledges the achievements of individual end-user members based in Singapore for the period from January to December 2023.