Thank you for choosing mobileLACE for your innovative digital transformation journey; Our Case Studies will show that Transformation Constraints can be mitigated by using our tested and proprietary, innovative solutions for technology and business provided inside our mobileLACE Digital Transformation Platform based on years of experience during corporate digital transformation.
This 2-year case study involved a de novo, pre-IPO, CRE-CDO REIT, CBRE REALTY FINANCE (NYSE: CBF.) CBF issued multi-level commercial real estate finance; later, the debt was structured into MBS CDOs – an investment instrument that insurance companies, pension, and hedge funds utilize to outperform the bond market or Treasury yields.
As an Enterprise Business Analyst and Enterprise Transformation Coach and now – CEO, I have strategized solutions from the 1990s until 2019 when I took all of my collective, collated experiences from 25+ years to strategize the mobileLACE solution models and brand. Building flexible continuity or our “agile consistency dynamic” into operational, product and curriculum strategy via process and content was a challenge. The mobileLACE team took these pieces and developed and designed the platform into a presentation reality in 2020-2021.
Transformation Constraints Contributing to Success/Failure:
*Risk Mitigation thru Technology
* Innovation as a Differentiator
* Digital Transformation Outliers Matter
* Cultural Value and Mission Alignment make or break an Executive Board.
In addition, these decision-makers needed a way to acquire a clear understanding of underlying US market-cycle differences – trending between asset types and their exogenous influencers, to properly adjust loan risk factors that normally indicate default.
This would provide a level of assurance – internally and eternally that the collateral within the instrument’s tranches could remain credit worthy and revenue-continuous, thru the bond’s maturity.
Because the CDO – or super bond’s financial value relied on uninterrupted payment of debt as a means of sustaining its bond class rating and subsequent promise of a return to corporate investors, the truth of status changes was paramount. Wall Street or “the street” is very mindful of reporting accurately for their corporate investors – especially in a post-Lehman, Enron, WorldCom era – to avoid any ugly, ripple, market effects.
Data that juxtaposed potential default-risk profile reporting metrics – against macro-economics, afforded a peek at potential consequences from uncontrollable changes upon CRE, and for CBF this data performed two important validations:
The success of initial investment decisions – made to issue debt against the commercial real estate’s value (private)
Proper structuring for the asset’s underlying tranche revenue streams – created by the initial debt issuance, and necessary to sustain a healthy investment class, maintain good credit ratings, and hold value. In turn, this kept the REIT in good standing with “The Street” analysts, the investor, and ultimately the exchange as a viable investment firm (public)
Market Ranking Briefs:
Weighing statistical research that makes transparent – predictive analytics and trending fluctuations in real estate fundamentals like: vacancy; construction and absorption rates, would allow for pretty solid debt issuance decision making.
An immediately searchable document library – used for audit validation and or legal purposes as a source of support for debt issuance, was essential for CRE.
The subjective understanding of impacts (related to consumer sentiment around geo-political change) that could set off default-risk despite positive macro-economics, was validated in real-time by connecting into the 2500 US CBRE affiliate offices in the 54 US markets. This transformed “old” swag decision making into a new blended collective wisdom – based on professional, reliable experiences and their outcomes.
3rd Party Data Context:
Understanding commercial and or residential markets, requires a comprehensive and iterative analysis of 3rd party data – for both comparable sales and econometric trends. In 2005-2006 Torto Wheaton was the leading commercial real estate research firm – until 2009, when CBRE enlisted Ray Torto as the Global Chairman of CBRE Research after they were purchased by CBRE.
Digital 1.0 turned several industries around, and after a decade made Fortune 500 companies consider what the new S&P lifespan might look like in the future.
Digital Transformation and NAFTA – in 2005 – 2008 allowed start-ups to compete with Fortune 500 companies – to disrupt and innovate via emerging technology.
Digital 2.0 presents emerging technology coupled with innovation – for a never-seen-before fully open service model. For success, this requires the removal of old cultural norms and processes, and – while keeping some structured governance in place – consciously changing our mental models – is required.
Transformation in 2021 has over-priced unicorns driving markets, pandemic warfare, and old political trends damaging enough to almost beckon financial uncertainty round again!
It has packed a big reality punch – because we are now forced to react with negative urgency instead of proactive strength…
Paradigm shifts below have been accounted for in mobileLACE solution – because history repeats!
Due to lagging cultural intelligence not keeping pace with innovation driving our future – fast we’ve made the decision to err on the side of caution!
|Covid 19- Impact Corporate||Covid 19 Impact Individual||Downturn CRE Buyers||Shift From Central Office Market|
|Manage the telecommute employees for business initiatives||Childcare while WFH – how will this work?||Office Sub-Leasing for Younger Companies – Growing Start-Ups?||Central Office Redundant Power; Internet and Security Costs – Do We Keep This Going?|
|Evaluate health safety and brand experience of WFH employees||How Do I Manage Isolation with Mental Health||Office Market – Highest and Best Re-Use?||“Nice to have technology” becomes “Need to Succeed!”|
|What will Brick & Mortar Retail future look like?||Ordering Online to Keep Up with Life Responsibilities – Not Because I Always Want To…||Impact of Intermittent Shutdowns on Vacancy Rates and Values||How will the MBS Debt Market Be Impacted By The Re-Use Time Cycle?|
|How Do We Stay Healthy?||Will I Be Safe At The Office?||Add in Disinfection Costs and Interruption Insurance?||What Does Property Maintenance Look Like With All Other Factors Considered?|
|What Does My new Supply chain Look Like?||Will My Manual Job Become Automated||RE-Use of Talent Essential||How Do I Create Remote Cultural Intelligence?|
|How Do I Digitize Fast?||I Will Change My Buying Habits Due To WFH And Downturn!||Digital Transformations Need Authenticity To Attract Limited Buying Market!||Risk Of Either Or Decision Making Will Be Instituted And Increase Inauthenticity!|