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AI Strategy and Execution for Real Estate Firms
Most real estate firms know technology and AI matter, but they struggle to determine:
Where it creates value
Which initiatives are worth pursuing
How to execute without wasting time and capital
Parallax helps firms cut through the noise and hype to focus on high-impact, high-probability AI applications grounded in a deep understanding of real estate concepts and workflows.
Our Approach and Your Outcomes
Rather than years-long engagements, Parallax suggests a 1-3 month “jumpstart” process
Parallax’s services are laser-focused on developing highly effective technical solutions to real estate problems. We do not provide advice on marketing, sales, business develop, or go-to-market strategies. Good marketing won’t help if your product doesn’t work. After decades of experience in complex real estate and real estate AI development roles, we have developed an ability to take a real estate problem and translate that into a technical solution as well as anyone.
Service providers and startups - The value of your company depends on how effectively your products solve real estate problems. And the better those problems are solved, the more valuable your company should be. Parallax’s project analysis and roadmap development skills can help technology firms better understand how to capture the nuances and details of real estate needed turn a set of code into a great solution.
Traditional real estate firms - Traditional real estate firms present unique and challenging problems in terms of digital transformation. Longstanding processes, workflows, data, culture, etc. are already in place and must be modified. Dozens of different functions are interconnected within the firm and must all be integrated digitally. Parallax’s executive training and strategic roadmap development can drastically improve the outcomes of this digital transition.
What We Offer
Executive Training, Workshops, and Keynotes
Case Study: The Atlas Project →
Executive leadership is the key to any initiative in a firm and this is especially true with AI and other technologies. Real estate executives are very familiar with decisions regarding real estate, finance, market analysis, etc. But decisions about technology and AI are fundamentally different than real estate decisions. Our executive training, workshops, and keynotes are designed specifically to give executives just enough technical background to ensure technical teams have what they need to succeed. With this background, executives can make faster and more informed decisions about:
How to evaluate the value and ROI of each potential AI initiative
The difference between operational and strategic initiatives
The different sources of technology and which one is right for each situation
The resources, skillsets, and timeline needed to develop or integrate different capabilities
Why many current initiatives will never lead to a competitive advantage
Why “ChatGPT as a strategy” is dangerously insufficient
Without the proper resources and organizational support, technical teams don’t have a chance to successfully develop solutions. Parallax’s executive training and workshops will provide executives with the background needed to successfully navigate the organizational transformation to more AI-based capabilities.
Project Analysis and Framework Integration
The Echo Project →
Determining whether or not a particular initiative is technically feasible is one of the most challenging, but also the most important part, of any AI-based initiative. Humans and machines solve problems and interpret data in very different ways. The ability to quickly evaluate whether a project is computationally feasible and if sufficient data is available to solve the problem is the most effective way of choosing projects with a high probability of success and avoiding costly failures that could have been caught much earlier in the process. Parallax’s proprietary feasibility framework allows firms to evaluate:
Value feasibility - Will a certain project add value to the firm or is it a “shiny object.” What provides value to one firm may not provide value to your firm. Every real estate company has different strategies, processes, data, and decision-making processes. Just because a certain tool or approach worked for one firm doesn’t mean it will work as well for your firm.
Technical feasibility - Problems must be “computationally feasible,” meaning we’re able to translate the real estate problem into a machine-understandable problem. We must also evaluate whether the information needed to solve the problem is available digitally in sufficient quantity. Finally, we have to evaluate how accurate the solution must be to be usable in the organization.
Execution feasibility - Every project requires a different set of skills, funding, time, and tolerance for failure. Just because a particular project is technically feasible doesn’t always mean that your firm has the ability to successfully execute on that project. What Google can build is usually more advanced than what most real estate companies can build.
Whether you need help with a specific initiative or want to train your teams to more effectively evaluate all operational aspects of the organization, Parallax’s framework can significantly improve project selection and successful outcomes.
Strategic Guidance and Roadmap Development
The Brightline Project →
Parallax’s unique visual approach to creating an “instruction set” for technology and AI development allows an organization to “see” its processes, data, people, and workflows. This enables firms to much more quickly and effectively identify larger strategic opportunities and to increase the speed of implementation by employing Parallax’s feasibility framework at scale.
Real estate organizations are complex and varied, often with thousands of different workflows comprised of hundreds of individual tasks, functions, and decision-making processes. Each of these workflows represent an opportunity for automation or analysis, allowing the firm to become significantly more efficient and improve decision-making capabilities.
The goal of an organization should be to develop powerful and holistic systems, not a bunch of random applications here and there. By developing this systems roadmap, firms will have a much better idea of which strategic initiatives should be prioritized to maximize both short-term and long-term impact to the firm, as well as the resources needed for successful execution of each initiative. This prevents the “point-solution” problem where firms develop a tool here and another there with no strategic connection between these solutions.
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