Separate activity from progress
List inquiries, tours, proposals, and negotiations as distinct stages. Use the same definitions from one report to the next. A long activity list can still hide where suitable prospects stop progressing.
Make every active prospect understandable
For each suitable prospect, record the proposed use, space requirement, timing, source, current stage, last action, next action, and responsible person. Mark facts, prospect statements, and leasing-team assumptions separately so the owner can see what still needs verification.
Turn feedback into patterns
Preserve specific feedback when it is available, then group repeated issues such as layout, delivery condition, parking, timing, use, or total occupancy cost. One comment is not a market verdict. A repeated, verified obstacle is a reason to investigate a targeted change.
Connect proposals to the full economics
Compare proposals over the same period and state the assumptions. Include rent, concessions, landlord work, tenant improvements, commissions, expected downtime, and expenses retained by the owner. Review credit, guarantees, use, and execution dependencies separately from the cash-flow comparison.
Finish with the ownership decision
End the report with the decision required, the recommended action and its reason, the evidence still missing, the person responsible, and the next review date. If no change is recommended, say what will be monitored before the next decision.
General considerations for a property discussion. Property-specific decisions depend on verified information and the relevant professional advice.
All owner perspectives