How a Leading Logistics Developer Overcame “the Data Problem”

Real estate leaders face two persistent problems that slow decision-making:

• Data overload coupled with inconsistent quality remain major hurdles. Information arrives in different formats, spread across siloed systems, and often lacks accuracy. Without confidence in their data, leaders struggle to make decisions.
  
  
• Stakeholder complexity is unavoidable. Each project brings together investors, lenders, contractors, tenants, and internal teams, and when communication breaks down, the result is duplication, delays, and costly missteps.

Together, these issues create what many call “the data problem.” It’s not a lack of data, but the inability to consolidate, trust, and therefore act on it. This effect multiplies as the number of stakeholders involved increases.

When Growth Meets Data Chaos

A leading logistics developer in the Baltics, Sirin Development, experienced these challenges first-hand. Their accounting system relied heavily on Excel, with cost allocations for tenants managed manually. As their portfolio grew, so did the spreadsheets. This created several pain points:

• Administering the system became increasingly difficult, especially with staff changes.
• Data volume ballooned as the number of properties increased.
• Miscommunication developed between accounting and property management teams.
• Work was duplicated, for example, purchase invoices were processed and then re-split later.
  
  

This resulted in inefficiency, risk of error, and a lack of transparency, and without a shift, decision-making would remain reactive and fragmented. Sirin Development needed more than another tool: they needed a new way of managing both their information and their stakeholders.

Sirin Development and Soft4Spaces Partnership

To address these challenges, Sirin partnered with Soft4Spaces, implementing a solution built on Microsoft Dynamics 365 Business Central. Rather than simply layering new software onto old processes, the collaboration focused on transforming how data and workflows were managed.

Key outcomes of the partnership included:

• Unified data model: All assets, projects, and financial data managed consistently in one place, reducing reliance on spreadsheets.
• End-to-end control: Budgets, forecasts, and actuals integrated, enabling leaders to spot variances early.
• Structured collaboration: Approvals and workflows became visible and auditable, aligning internal teams and external partners.
• Reliable reporting: Leadership gained confidence in portfolio dashboards and period-end numbers without exhaustive manual reconciliation.
  
  

The impact was measurable. Decisions were made faster because reporting was trusted. Risks surfaced earlier, avoiding cost overruns and late interventions. Cross-team collaboration improved, with fewer delays caused by unclear ownership. Leaders also spent less time cleaning data and more time focusing on strategy.

For Sirin, the result was a transformation from reactive to proactive management, ensuring projects stayed aligned with both financial and strategic objectives.

Lessons for Real Estate Leaders

For the largest players in real estate, the real challenge is not access to technology but how it is applied. Sirin’s experience underscores three principles worth noting:

• Trust in data is non-negotiable. Without a single, reliable source of truth, decision-making slows, risks multiply, and opportunities are missed.
• Governance beats dashboards. Before layering on analytics, organisations must define workflows, accountability, and responsibilities. Otherwise, data becomes noise rather than insight.
• Integration over isolation. Tools must connect seamlessly with existing platforms and teams. Fragmented systems create bottlenecks; integrated ones drive alignment.
  
  

The lesson is clear: innovation in real estate is not about chasing the newest tools. It is about creating disciplined ways of working that reduce risk, strengthen collaboration, and accelerate outcomes across portfolios. For leaders navigating a rapidly shifting market, this operational discipline may prove to be the most decisive competitive advantage of all.

Why Real Estate Leaders Can’t Afford the Data Gap

As ESG demands rise, costs climb, and stakeholder networks grow more complex, gaps in data and governance are no longer tolerable. Sirin Development’s shift with Soft4Spaces shows that solving the data problem is not about chasing new systems, but about building clarity and trust across operations. For real estate leaders, the takeaway is clear: disciplined data management is now the foundation for faster decisions, reduced risk, and long-term competitiveness.

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