Redefining the Future of Commercial Real Estate
Expertly representing the collective interest of real estate management professionals and sector growth
When BOMA International’s President & CEO, Henry Chamberlain describes the state of commercial real estate, the message is clear: transformation isn’t a buzzword—it’s the job. With a new strategic plan launched in January 2025 and an annual conference that just set multiple records, the 118-year-old organization is recentering on how buildings, careers, and communities actually work now.
“Our plan was built around rapid transformation,” Chamberlain says. “We’re organizing to be agile and to help members navigate a constantly shifting environment.”
“We designed the plan to lead through constant change,” he explains.
Anchored by five pillars—community, workforce development, pro-CRE advocacy, industry insights, and association operational excellence—the framework translates into very tangible wins: membership growth despite a broader economic pause, record engagement at its flagship conference, and new education products tailored to today’s time-starved, digitally native learners.
Five pillars for a shifting industry
The strategy rests on five pillars:
- Build the BOMA commercial real estate community
- Workforce development
- Advocacy for a pro-CRE agenda
- Industry insights and thought leadership (“What would BOMA do?”)
- Operational excellence across the association
Early results show momentum. Membership grew despite economic headwinds, and the 2025 BOMA International Conference delivered record engagement: the largest Student Day cohort to date (51 students paired with mentors and a building tour), a sold-out TOBY Awards gala, a sold-out Women’s Breakfast, and the association’s first all-day session (also sold out). BOMA also piloted Discussion Hubs, replacing administrative committee time with facilitated, in-room exchanges on topics like industrial, engineering, and emerging professionals.
“If it can be done on Zoom, it shouldn’t be done in the room,” the Chamberlain notes. “We used the room for real discussion—and it was a hit.”
Micro-credentials for a modern learner
One persistent refrain from industry leaders: talent. Teams are promoting faster than ever, leaving gaps in foundational skills. BOMA’s answer is short, stackable learning. The association launched micro-credentials comprising five concise, exam-backed courses, each awarding a digital badge for members’ LinkedIn profiles.
“They want to learn—they just learn differently and don’t have time for long slogs,” Chamberlain says. “Micro-credentials get people up to speed quickly.”
BOMA also formed its first Building Engineers Committee to address a critical shortage in an indispensable role.
Advocacy where it counts
BOMA’s government affairs team, working with local associations and industry partners, is pushing on several fronts:
- Lithium-ion battery safety legislation drafted by BOMA has advanced to the Senate’s agenda.
- Protecting ENERGY STAR: After the administration floated eliminating funding, BOMA mobilized letters and coalitions to keep the nation’s benchmarking backbone intact.
- Model codes: Active participation with ASHRAE and the International Code Council to ensure performance without unnecessary cost burdens.
“ENERGY STAR is the independent yardstick many jurisdictions use for BEPS compliance,” the CEO says. “Without it, progress backslides.”
Sustainability that drives NOI
For BOMA, sustainability isn’t a side program—it’s operational discipline that reduces costs and lifts NOI.
- Education & PD: Updated RPA curriculum includes deeper coverage on energy systems and sustainable facilities; conference tracks explored regulatory intersections with asset strategy and highlighted case studies like 55 Water Street’s thermal energy storage retrofit.
- High-performance programs: BOMA 360 and BOMA BEST guide energy management, water conservation, IAQ, and continuous improvement; BOMA’s Carbon Reduction Program participants cut emissions ~4% in one year, measured through ENERGY STAR Portfolio Manager.
- Yardi Building Sustainability Grant: Scholarship support for early-career professionals focused on sustainability.
With electrification mandates rising and grid capacity stretched, BOMA is pressing for smart, practical transitions—including alternative and complementary energy sources—so investments deliver measurable returns.
“It’s essential to lower operating costs, increase asset value, and meet investor expectations—sustainability is now table stakes,” Chamberlain adds.
Practical tech: AI that pays for itself
BOMA’s stance on technology is refreshingly pragmatic: ROI first. Members are all-in on smart-building tools that deliver real-time data, predictive maintenance, and HVAC optimization tied to occupancy—investments that improve tenant comfort while reducing energy spend. Sessions on AI and building automation were standing room only at BOMA 2025.
“Property-level tech gets expensive fast,” Chamberlain says. “Members want proven, manageable solutions that show a return—today.”
Futurist themes like digital twins and additive manufacturing remain on the horizon, but BOMA’s programming emphasizes what can be deployed now to move key metrics.
Workplace experience: from amenity to mandate
Beyond efficient operations, tenants expect meaningful workplace experiences. Research showcased at BOMA 2025, including insights from Gensler’s Global Workplace Study, points to a gap: workers often want to be in the office more, but just 26% say their current workplace helps them do their best work.
“The modern office must go beyond cubicles and copiers,” he notes. One only needs to think of natural light, flex spaces, multi-purpose rooms, and wellness amenities—investments that correlate with productivity, loyalty, and pride.
A good example would be, he relays, Winthrop Center in Boston’s Financial District, integrating Passive House–certified offices, a public Connector space, and a curated culinary hall. The message: it’s a workplace ecosystem, not just a building.
Workforce: the defining challenge
This is the most generationally diverse workforce in U.S. history, with systems still built for a bygone era. Pair that with accelerated promotions and a tight labor market, and the industry must rethink how it attracts, develops, and retains talent.
BOMA’s approach blends stackable education (micro-credentials, credentials, scholarships), community (local networking and peer exchange), and property-team-driven programs (BOMA 360/BOMA BEST) that build camaraderie and competency on the job.
“Today’s professionals want to build something great with us,” Chamberlain predicts. “Our structures need to reflect that.”
Industrial’s rise—and BOMA’s response
Long known for its office, BOMA’s fastest-growing segments are medical and industrial. Industrial is evolving from pure logistics to advanced manufacturing and data centers, with demand fueled by e-commerce, near-shoring, and AI. Even as vacancies tick modestly up and policy injects short-term uncertainty, the long-term outlook remains positive.
BOMA has stood up an Industrial Committee, produced sector-specific programming and publications, and expanded conference content to zero in on what owners and managers need now.
Inclusion as a talent strategy
Diversity, equity, and inclusion at BOMA is not a side initiative—it’s embedded. Membership that was 80% male decades ago is now slightly majority female. Leadership milestones continue: Lucy Smith serves as Chair (2025–26), with Kirsten Jade slated to follow—visible outcomes of intentional development across the federation.
“Call it DEI or call it talent strategy,” Chamberlain concludes.
“If people don’t see inclusive workplaces, they won’t join—and they won’t stay.”
AT A GLANCE:
Name: BOMA
What: The leading association representing building owners and managers while driving a productive path forward for its valued members
Where: Washington, D.C
Website: www.boma.org
