Practical guidance for evaluating technology investments, modernizing workflows, connecting data, and applying AI where it can create measurable business value.
The goal is not to promote a predetermined tool. It is to help real estate leaders understand the decision, the economics, the operating implications, and the path forward.
Technology decisions too often begin with the product. Work through three questions in sequence instead: what outcome you want, what is preventing it, and what intervention the economics justify.
Standard software reaches its limit when the economic, operating, or strategic cost of accommodating it outweighs the value of standardization. How to spot each one before approving the next workaround.
Some technology cuts cost, some improves how the business performs, and a few create capabilities competitors cannot buy. Define the return you want before you select the product or approve the budget.
Most real estate companies should buy far more technology than they build. Buy common capability, configure and integrate the business, and build selectively where proprietary data and judgment create advantage.
Mike Hammerslag brings more than 30 years of experience at the intersection of commercial real estate, finance, operations, and technology. He has worked with owners, brokers, and managers of commercial real estate in roles including Director of Financial Analysis, Director of Research, and Managing Director of Financial Consulting.
He also led the financial and property operations of a family office overseeing approximately $200 million in assets under management, including commercial real estate holdings and third-party residential management.
His experience spans the management, financing, leasing, and sale of major property types. It includes work associated with the sale of Rockefeller Center, a 1.5-million-square-foot lease for a leading financial institution, the management of the 111 Eighth Avenue complex, and forensic analysis supporting property-tax determinations at 4 Times Square.
Mike has taught real estate and finance at Cornell University, SUNY Oneonta, NYU, and CUNY. As a faculty member, he has taught separate courses in financial analysis, investment analysis, market analysis, portfolio management, corporate finance, investments, and the foundational Real Estate Principles course. At NYU, he led the undergraduate real estate program. He continues to teach at CUNY, where he will offer Real Estate Principles in fall 2026.
His perspective combines real estate judgment, financial discipline, operating experience, product management, and a practical understanding of how technology must fit the business it is meant to improve.
Bring the workflow, operating issue, investment question, or idea. We can work through the outcome the business needs, what is standing in the way, and whether the answer is to retain, connect, modernize, replace, build, or apply AI.