As WeWork moved upmarket, enterprise customers stopped comparing it to coworking and started comparing it to traditional landlords. Marketing, product, and sales were not equipped for that competitive landscape, so I pitched the function that would be.
WeWork was moving upmarket, and enterprise customers had stopped comparing it to coworking. They compared it to traditional landlords, with expectations to match.
Marketing, product, and sales were not equipped for that competitive landscape, and the existing processes were costing money in labor, lost sales productivity, and production fees.
In-house: I pitched the function, built the business case, secured executive funding, and led a global property marketing team of 15.
$50M in incremental revenue, asset dead time down 18%, total contract value up 30%, and a credible position against traditional landlords in the enterprise segment.
The property marketing function itself, the tiered asset system and global templates, and an asset-centric approach that matched how sophisticated enterprise buyers actually evaluate real estate.