Commercial real estate asset managers are leaving substantial income on the table because they lack visibility into the operational data generated by their own properties, according to Bill Douglas, CEO of OpticWise, a commercial real estate digital infrastructure firm. Douglas, who has spent over a decade auditing properties, identifies a structural problem: the data that drives net operating income (NOI) — including utility consumption, insurance risk, and occupancy patterns — is locked inside building systems and vendor platforms, inaccessible to decision-makers.
The standard monthly or quarterly summary reports from property management systems show leasing data and financial KPIs but fail to capture operational metrics. “Properties send management what they are asked for — nothing more,” Douglas notes. Asset managers measure outcomes without seeing the inputs that drive them, such as how lighting control systems operate, air conditioning demand trends, or space utilization from access control logs.
Douglas highlights three key levers that asset managers are not pulling: utilities, insurance, and occupancy. On utilities, the challenge is understanding demand curves and rate structures to reduce consumption effectively. On insurance, properties that can document standard operating procedures — backed by system logs for water leak detection, alarm response, and occupancy management — present a lower risk profile to underwriters, potentially lowering premiums. On occupancy, data on underutilized areas, gym usage, and parking demand can drive revenue and tenant experience, yet remains invisible.
When ownership groups recognize the data gap, they often assign the problem to IT managers, property managers, or asset managers, none of whom are suited for the task. IT managers focus on information technology, not operational technology; property managers are focused on leasing and tenant service; asset managers are financial analysts. “The wrong people are being asked to do the right tasks,” Douglas says, leading to missed opportunities.
A practical data strategy begins with a data and digital infrastructure audit — an inventory of existing data, its location, and access. Then, prioritize high-value targets for visibility, and implement quick wins within 90 days. Douglas cites a client that saved $70,000 annually on electricity simply by activating an existing lighting control system that had never been turned on.
The cost of inaction is significant. A 400-unit apartment portfolio generating an extra $500 per door per year in NOI would gain $200,000 annually. An office building with 250,000 rentable square feet recovering $0.50 per square foot would add $125,000. With rent growth projected at only 1% in 2026, optimization through data is the path to value creation. “Owners who address the data gap now are better positioned to act on cost recovery, renegotiate insurance terms, and improve NOI without waiting on market conditions,” Douglas concludes. Those who do not are choosing to leave income on the table year after year.
