Global Real Estate Asset Managers & Capital Project Managers Survey 2025: Business Strategies & Technology Investment Priorities

Report
Real Estate Leaders
Joy Trinquet
Joy Trinquet
Claire Stephens
Claire Stephens
19 Aug, 2025

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Executive Summary

After years of uncertainty and turbulence, the real estate market is starting to stabilize, allowing real estate managers to focus on core activities to optimize property values and investment returns. Verdantix interviewed over 100 senior real estate asset managers and capital project decision-makers to better understand their business strategies, priorities and technology investment plans in 2025 and beyond. Technology and service providers can use this report to uncover market direction, emerging areas of interest and spending plans of real estate asset managers and capital decision-makers.
Summary for decision-makers
The third annual Verdantix asset managers survey and second capital project decision-makers survey
Methodology
Real estate asset managers and capital decision-makers are future-oriented
Asset managers and capital decision-makers are prioritizing improvement projects and property net operating income (NOI)
New build expansion projects and smart building technology implementations are the most important project areas for assets
Despite not prioritizing occupant wellbeing and ESG, real estate managers view them as opportunities for the funds they advise
Market opportunities and risks are driving managers to recommend tenant experience, portfolio diversification and energy programmes
Managers advocate initiatives that enhance tenant attraction and maximize portfolio growth
Energy and sustainability initiatives centre on building optimization and energy resiliency
Capital project decision-makers and real estate managers turn to technology to make informed portfolio decisions, improve reporting and automate processes
Firms are leveraging software solutions to advance budgeting and portfolio decision-making processes
Managers plan to use AI across various applications, despite it not being the most important software selection factor
Figure 1. Respondents’ roles and activities
Figure 2. Regional breakdown of interviewees
Figure 3. Building ownership and project management relationship breakdown
Figure 4. Size of real estate portfolios under management
Figure 5. Property asset types under management
Figure 6. Priority initiatives for the next 12 months
Figure 7. Priority projects for the next 12 months
Figure 8. Factors presenting opportunities and risks for the next 12 months
Figure 9. Recommended portfolio actions over the next two years
Figure 10. Recommended energy and sustainability initiatives over the next two years
Figure 11. Asset management and capital project firm breakdown by data management strategy
Figure 12. Plans for portfolio management software use cases over the next 12 months
Figure 13. Current and future data collection plans
Figure 14. Plans for capital project management software use cases over the next 12 months
Figure 15. Software spending changes over the next 12 months
Figure 16. ESG data collection technology investment triggers
Figure 17. Software vendor evaluation criteria
Figure 18. Current and planned use of technologies in asset management practices

About the Authors

Joy Trinquet

Joy Trinquet

Senior Analyst

Joy is a Senior Analyst at Verdantix, specializing in real estate, facilities and workplace technology, with a particular focus on integrated workplace management systems/conn...

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Claire Stephens

Claire Stephens

Research Director

Claire Stephens is a Research Director at Verdantix, leading research into technologies and services shaping the real estate and the built environment, encompassing ...

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