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J.P. Morgan, the landlord of London's iconic Spitalfields Market, faced the challenge of enhancing the property experience for its office tenants, public guests, and on-site retailers in a post-pandemic world. The need to address health and safety concerns, provide information on COVID-19 safety measures, and create safer, more engaging experiences for tenants and visitors became paramount. The global landlord also aimed to re-open their office space and market post-lockdown, grant office occupiers access to the market, its traders, and deals, and elevate their sustainability initiatives. Furthermore, J.P. Morgan sought to reduce congestion and create more touchless experiences at the market, which sees nearly 300,000 people per week at peak times. The COVID-19 pandemic accelerated this need, prompting for more touchless ways of ordering, paying, and collecting food from the popular food trucks at Spitalfields Market.

Endurance Land, a property management company, faced the challenge of connecting their workplace experiences across their vast portfolios. The company's properties, including the London Wall Buildings and the Regent Quarter estate, span hundreds of thousands of square feet, making it difficult for tenants to stay aware of the various happenings at their workplace. This disconnect strained the landlord-tenant relationship and the connections tenants felt to each other and the office. The rise of remote and hybrid work models due to the global health pandemic further complicated this challenge. Endurance Land needed to find solutions that address safety, communication, and engagement for a post-pandemic workforce. The company also wanted to support local retailers and elevate their leasing strategies. The historic nature of the buildings and the numerous entrances (seven for the London Wall Buildings and ten for the Regent Quarter estate) made it difficult for tenants to stay updated on site happenings.

Hudson Pacific Properties, a real estate investment trust with a portfolio of office and studio properties, was faced with the challenge of maintaining tenant engagement and communication during the COVID-19 pandemic. The rapidly evolving commercial real estate industry, accelerated by the pandemic, presented significant complexity and change. With over 8,000 proptech companies to choose from, finding the best solutions to safely attract and retain tenants while differentiating assets was a daunting task. The rise of hybrid work models and new workplace innovations shifted the value equation from buildings and location to the building occupants themselves. This prompted a revised focus on connecting with tenants and their employees through new digital mediums. Hudson Pacific needed a tenant engagement and communication tool that could not only bring typical on-site amenities to tenants everywhere but also collect important data to inform landlords of how people are really using their buildings while addressing current-day health and safety concerns.

Intercontinental Real Estate Corporation faced a significant challenge with its 955 Massachusetts Avenue office property. The building, located in the heart of Cambridge's technology hubs, was competing with neighboring properties that boasted modern amenities and a significant footprint of both people and commercial office space. These included offices of technology giants such as Amazon, Facebook, and Microsoft. The 955 Massachusetts Avenue property, constructed in 2001, was not built with modern amenities in mind. It did feature a small, internally-run cafe for tenants, but its business was slow and not well-known among the building occupants. The primary challenge was to elevate the building's profile, show appreciation for tenants, build a greater line of communication during construction and maintenance updates, and compete with the amenitized spaces of neighboring properties.

J.P. Morgan, the landlord of London's iconic Spitalfields Market, faced the challenge of enhancing the property experience for its office tenants, public guests, and on-site retailers. In the wake of the COVID-19 pandemic, the need for health and safety measures, such as building updates and virtually-activated amenities, became paramount. J.P. Morgan aimed to create safer and more engaging experiences for their tenants and visitors. Key objectives included re-opening their office space and market post-lockdown, providing information on COVID-19 safety measures, granting office occupiers access to the market, its traders, and deals, and elevating their sustainability initiatives. They also sought to reduce congestion and create more touchless experiences, such as order ahead capabilities, to supplement their on-site amenities. The challenge was to find a reliable partner and provider to help them achieve these goals.

Jamestown, a leading real estate investment and management company, faced a significant challenge in communicating and connecting with the thousands of tenants and daily visitors at their landmark Ponce City Market (PCM) destination in Atlanta, GA. The property, a mixed-use asset, was home to diverse tenants, making it difficult to establish common experiences across varying sectors and groups. The Jamestown team had to manually communicate with their various tenants and public guests, which was a cumbersome process. They also sought to promote their local retailers and restaurants to the general population beyond their website, social channels, and earned and paid media programming. The onset of the COVID-19 pandemic further exacerbated the need for increased landlord-to-tenant communication to keep occupants updated on the latest health and safety regulations.

National Development, a multifaceted real estate company, was faced with the challenge of enhancing tenant engagement in their suburban office park, The District Burlington. They were tasked with uniting and strengthening their workplace culture across the property’s large campus. The company was heavily reliant on tenant gatekeepers for communication, which often led to breakdowns in the communication process. This was due to the gatekeeper’s presence in the office and their ability to quickly disseminate information. National Development realized that depending on email was not an efficient way to inform people of property-wide events and information. They needed a way to directly own the tenant communication process, cutting out the middlemen and connecting directly with their building’s consumers. They also recognized that the modern tenant population was more technologically advanced and that capturing a larger audience relied on a mobile app that would place these communications right in the palms of their tenants through their smartphones.

Jamestown, the owner and manager of the Innovation and Design Building (IDB), a 1.4-million-square-foot commercial mixed-use, multi-tenant asset located in Boston’s Seaport District, faced the challenge of staying competitive in a fast-paced industry. They had invested heavily in amenities for the building, including on-site retail, a fitness center, shuttles, and community events. However, they needed a way to track which amenities were popular, effectively communicate the offerings to their tenants, and incentivize and promote the on-site and local retail to its tenant population. The challenge was not just to attract and retain highly sought-after tenants, but also to understand their needs and create experiences to fulfill them. They wanted to activate their investments, build a stronger community with their tenants, and reinforce their brand.

The Swig Company, a privately-owned real estate investor operator based in San Francisco, was seeking to modernize its tenant engagement strategies and further establish its brand. The company had already invested heavily in tenant engagement, but needed a more advanced platform to spread its company culture and brand. The company's approach to their Bay Area office buildings was focused on placing the customer first and re-invigorating an already energetic workplace culture. However, they needed to expand upon their existing tenant programming in a way that was both meaningful and adaptable with the times. This included placing emphasis on their return to the workplace, corporate social responsibility efforts, and sustainability initiatives to keep their tenants informed, aligned, and involved with the company’s progressive goals. The challenge was further compounded by the arrival of COVID-19, which separated their workforce and necessitated a tool for staying in contact with tenants and conveying important information.