Maureen Ehrenberg

Leads global business growth by developing and delivering integrated advisory services that align real estate, facilities, and workplace strategies with clients’ evolving business objectives. Drives strategic initiatives to expand market presence, strengthen client relationships, and introduce innovative solutions that create long-term value.

• President of the Commercial Division at Lessen Company. Responsible for setting and driving the business strategy, sales & financial performance of this $500MM dollar operating division of Lessen. The commercial accounts have experienced an average growth of 25% annually. Rebuilt overall resourcing, created new channel partnership approach for growth and rebranding, created the operations and technology roadmap to provide the most advanced and innovative integrated facility & real property digital operating platform for commercial real estate portfolios. The greatest benefit of the platform is its ability to drive end-to-end integrated processes, which is a game changer when working regionally, nationally, or globally to digitize performance management and operationalize ESG initiatives for an organization and attaining net zero carbon goals. Implemented AI approach to performance management and business insights for customers resulting in strong customer retention and expansion.

• Company was acquired by Lessen in April 2023
• Co-founder and CEO of Blue Skyre IBE (BSI), a Women-Owned Business Enterprise (WBE) with a vision to accelerate the leading trends that are redefining Property Management, Property Services, & Integrated Facility Management (IFM) through new hybrid service models. Blue Skyre IBE (BSI) was formed to accelerate the growth of an innovative Real Property Management offering. BSI’s differentiated advisory and platform services help clients reposition their internal capabilities and organizational models, operationalize ESG, enhance supply chain performance, and implement agile technology solutions. Ehrenberg leads the execution of our vision and mission upon which our strategy is built. BSI’s mission is to simplify and automate service delivery, streamline, and visualize performance data, operationalize Environmental, Social and Governance (ESG) impact, and provide data transparency and compliance. BSI’s solution unifies a fragmented service delivery market by deploying an alternative management model. BSI provides its clients with breakthrough solutions, value addition, impact, and portfolio resiliency through new methodology, service partners, and disruptive technology.

• Responsible for developing the strategy and managing the execution of coworking site operations, smart workplace/experience, strategic sourcing of hard and soft construction materials, capital planning and lifecycle management, renovations, and lease administration for the company’s 600+ site global portfolio. Drove operational and process change for the rapidly growing portfolio to implement measurable results in operational excellence, optimizing scale and creating leverage and performance standards for sustaining community/member experience, margin, and business performance improvement.
• Recruited to the company originally to set the strategy and execution of underwriting, acquiring, and vertically integrating an investment of $3B in global outsourcing services companies to build the company’s Powered by We global business for Enterprise Clients to manage their global portfolios.

• Directly responsible for JLL’s Facility Management Business incorporating $3B revenue, managed a global portfolio of 1.6 billion square feet and 36,000 employees in the division. Delivered 22-25% contribution margin growth annually from 2015-2018. Chair of the company’s Global IFM Board, responsible for leading and executing the global IFM business strategy and investments; the IFM product delivery platform is one of the company’s largest service lines.
• The business unit provided Asset Management, Facility Management, Smart Buildings Design & Execution, Engineering & Maintenance Services, Critical Environments Services, Energy & Sustainability Services, Health & Safety, Global Client Service, Call Centers, and Strategic Sourcing (managing over $20B spend annually).
• Recruited to JLL to reposition and grow its Global IFM business, i.e., Globalization, Operational Excellence, Productivity and Growth. Directly accountable for setting the vision and business strategy for the roadmap and investments in JLL’s IFM business. In 2015, the convergence occurring in the business was identified, and the JLL Board sponsored the acquisition of a $75MM technology company (Corrigo) to enable the digitization of the business and automate process flow. The acquisition was approved by JLL’s Global Board and closed in January 2016.
• From 2014 to 2019, the size of the business doubled, and profits were up materially through restructuring/repricing contracts and charging mechanisms. Refocusing the business, vision, and go-to-market approach differentiated JLL in the market and new vertical industries for IFM outsourcing. New products were also launched successfully.

• Responsible for leading the company’s Global Facility Management business, which is comprised of 2.0 billion SF of facilities under management across 120 countries. The team comprised 11,000 FM professional engineers and technicians; the Strategic Sourcing platform managing over $26 Billion in annual spend, Call Center Business, Energy & Sustainability Business, Health & Safety, Engineering & Maintenance Services, Critical Environments Business, Client Accounting Services, and the IFM transition implementation team.
• Restructured/repositioned several major client contracts and service provisions for several of the company’s largest FM accounts. Participated in the leadership of the UK acquisition of Norland Managed Services. The acquisition grew CBRE’s IFM service delivery capabilities in EMEA by 500% and improved market perception of platform strength. Identified JCI Global Workplace Solutions (GWS) as a target global IFM acquisition and initiated discussion with JCI around M&A.
• IFM’s operating unit grew over 125 million square feet of new FM business in 2010 and over 200 million square feet in 2011. Operating results by 2011 reflected a 23 percent increase in revenue and a 35 percent increase in net profit. Global FM revenues exceeded $725MM and an EBITDA of over $50MM. The corporate goal was to double the size of the FM business through organic growth within five years; the goal was accomplished 20% faster.
• Achieved the highest growth and margin for the IFM business in the company’s history. In 2010, appointed to the CEO’s HPGLT (High Performing Global Leadership Team), a group of selected leaders that were cultivated to grow within the global executive leadership of the company.

• With the sale of Grubb & Ellis, my Executive Employment Contract, which contained one-year non-solicitation and non-competition provisions, was triggered by a change in control.
• Ehrenberg served as Principal of Expense Management Solutions, responsible for its Real Estate Outsourcing Advisory Practice. At EMS, Ehrenberg designed FM Sourcing Solutions for corporations and ran the IFM and Real Estate bids for IO (Infrastructure Ontario) 50 million square foot portfolio and 48,000 acres of land (FM, Lease Administration, Technology, Transaction and Project Management), CISCO for Project Management, MITRE (FM, lease administration, Project Management, Transaction and Portfolio Management), and Intuit IFM Contract Negotiation representing Intuit.

• Executive Leadership – Twice served as Co-CEO of Grubb & Ellis during interim periods (up to 2 years) of vacant chief executive position and worked to guide the company back to profitable performance. Demonstrated the ability to rally people around a mission and motivate them to pursue it enthusiastically. However, it required cost, headcount reductions, and other tough measures to turn the company around. A key contributor to enterprise-level strategic planning and decision-making in repositioning this publicly traded real estate services firm. Completed two Wall Street “Road Shows.” Member of two-person executive “roadshow” team to raise funds to launch a SPAC ($143M) and company recapitalization ($100M), which was critical for re-listing Grubb & Ellis on NYSE.
• Responsible for the growth and strategic direction of Global Client Services (GCS), which included the Corporate Services Group, Project Management, Strategic Consulting, Institutional Services Group & Capital Markets, Grubb & Ellis Management Services, Inc., Grubb & Ellis Affiliates, Inc. and all Grubb & Ellis International business and operations. Key business owner of the firm’s global alliance with Knight Frank business units contributed a combined $300M annual revenue, comprised 3,000 employees, 200 million square feet under management and represented 500 institutional and corporate clients.
• Architect of the company’s Global Client Services business, positioning the firm to directly compete with the top three firms in the industry. Significantly increased market share by creating focused, top-talent teams to provide comprehensive, strategic real estate solutions and services to corporations and investors, respectively, on a global basis. Acted as the primary executive client interface for strategic company accounts such as IBM, Microsoft, Aetna, The Hartford, Capital One, Morgan Stanley, JP Morgan Chase Investors, and Prudential Real Estate Investors. Devised strategy for more than 500% organic growth and built organization to create processes and infrastructure to support growth and improve profitability. Earlier career experience includes roles with Premisys Real Estate Services, Inc., a wholly owned subsidiary of The Prudential Insurance Company of America, Chicago, IL (1991-1997), and First Office Management (Zell’s Equity Group), Chicago, IL (1989-1991).