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Justin Lewis: A Q&A on Bringing an Owner-Operator Mindset to Client Solutions

Justin Lewis, Senior Director of Client Solutions at Tishman Speyer, shares how an integrated, hospitality-led approach can help owners navigate today’s real estate landscape.

Real estate operations have always been complex, requiring coordination, communication and deep expertise. What has changed is the pressure on owners to make those disciplines work together across capital planning, leasing, design and construction, customer experience and asset positioning.

For us, that interconnected strategy is central to how we operate as an owner, developer, operator and investment manager. Decisions are made with the broader business plan in mind, considering how property operations, leasing, capital investment and customer experience influence one another.

We spoke with Justin about how that owner-operator perspective informs Client Solutions and shapes decision-making at the property level.

Client Solutions is Tishman Speyer’s platform for providing real estate services to third-party owners. It extends the experience and capabilities we have built across our own portfolio to properties owned by others, bringing together property management and hospitality, asset management, leasing, design and construction, and flexible workspace under one integrated approach.

We launched the business in 2024, and since then, Client Solutions has been awarded more than 5 million square feet of assignments across office towers, mixed-use campuses, lender-controlled assets, family office holdings and international portfolios.

2. What is the value of a vertically integrated approach?

For us, the value of vertical integration is really about how all of those capabilities work together. Real estate decisions rarely exist in isolation, so we believe the strongest outcomes come from having property management, leasing, asset management, design and construction, and hospitality aligned around the same goals. Then, you have fewer handoffs, clearer accountability and the ability to bring in the right expertise at the right time.

At the end of the day, it’s about getting the right people around the table and working toward a shared strategy for the asset.

3. How does vertical integration work in practice?

1407 Broadway in New York is a good example. Our team oversees property management and hospitality, asset management, leasing, and design and construction, with each discipline contributing to a coordinated strategy for the property.

Rather than approaching leasing, operations or capital improvements as separate workstreams, the team considers how each decision affects the broader asset. Since our engagement began, occupancy has increased by more than 10%, with nearly 220,000 square feet of leasing activity.

4. What does hospitality mean to Tishman Speyer?

For us, hospitality is about how people experience a property every day. We want people to feel valued, comfortable and connected from the moment they walk in.

That can mean how someone is welcomed into a building, how amenities are designed and activated, how programming brings people together or how our teams engage with customers day to day. We see hospitality as an essential part of operations, not an added layer. It’s part of how you operate a great property.

5. How does Tishman Speyer bring an owner-operator mindset to Client Solutions?

We approach third-party properties through the same lens we apply to our own investments. That means thinking beyond any single function and considering how operations, leasing, hospitality, capital planning and customer experience collectively influence the performance and long-term positioning of an asset.

Because we have spent decades making those decisions as owners and operators, we understand the tradeoffs that come with them. Client Solutions gives us the opportunity to bring that experience to third-party assets and help owners think about both what their property needs today and where they want to take it next.

6. What distinguishes Tishman Speyer’s approach to third-party asset services?

We don’t look at property operations, leasing, hospitality or capital planning in silos. We look at how those pieces influence one another and what they collectively mean for the asset.

That broader view helps us bring the right expertise to a property while keeping everyone focused on the owner’s objectives and the larger business plan.

7. How does Tishman Speyer’s global scale benefit an individual property?

Our global platform gives us a broad base of experience to draw from. Tishman Speyer manages nearly 90 million square feet

, so our teams have worked across a wide range asset types, market conditions, ownership structures and stages of the real estate cycle.

At the same time, real estate is fundamentally local. The goal is to use that global experience to make our local teams even stronger, bringing the right expertise and perspective to a property while staying focused on the specific needs of the asset and its market.

8. How does Tishman Speyer approach capital decisions?

We evaluate capital in the context of the broader asset. If we’re considering an investment, we’re asking how it could support leasing, improve the customer experience or strengthen the property’s position. We’re also thinking about what it means for operations and costs, and how it addresses both immediate needs and longer-term priorities.

It comes back to that owner-operator perspective. A capital decision shouldn’t happen in a vacuum. It should support the property’s overarching goals and provide a return on investment.

Justin Lewis: A Q&A on Bringing an Owner-Operator Mindset to Client Solutions

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