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Construction can create assignments for commercial real estate (CRE) services firms—and make their future leasing work harder. New projects may generate development advice, brokerage, preleasing, valuation, and eventual property-management work. But completed buildings also add space to the market. If deliveries outpace occupier demand, vacancies and competition can rise, putting pressure on rents and lease-up. The outcome depends on the property type, local market, project costs, financing, and timing; construction volume by itself does not show whether a services firm will benefit.
How does construction activity affect commercial real estate services firms?
Construction affects CRE services firms through two connected channels: it changes the amount of work around a project, and it changes the supply of space available to tenants and investors. The first channel can create near-term assignments. The second shapes the market conditions in which firms lease, manage, value, or transact properties after construction.
That distinction matters because a busy development pipeline is not automatically good news for every firm. A project may produce advisory and leasing work before it opens, while its delivery may increase competition for tenants. Conversely, a slowdown can reduce development-related assignments but make existing space more attractive if demand remains healthy and little new inventory is arriving.
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The available 2026 outlooks describe CRE conditions and construction trends; they do not directly quantify how much construction changes a services firm’s revenue, staffing, or profitability. Treat the relationship as a set of market mechanisms to evaluate, not a guaranteed financial result.
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How a project moves work through the services chain
Construction-related work tends to arrive in stages. Project planning, financing, construction, completion, lease-up, and ongoing operations do not happen at the same time, so a change in starts may affect different service lines on different schedules. The precise timing varies by project and market; the sources do not establish a standard number of months or years for these lags.
| Project stage | Potential service-firm work | What can change the opportunity |
|---|---|---|
| Feasibility and planning | Development advisory, market analysis, valuation, and investment services may help assess a proposed project or site. | Financing availability, construction costs, policy uncertainty, and evidence of tenant demand affect whether a project proceeds and when. |
| Preleasing and construction | Brokerage and leasing teams may market space or work with prospective occupiers before delivery. Advisers may remain involved as plans evolve. | Preleasing indicates that some space has attracted commitments before completion; uncommitted speculative space remains more exposed to future competition. |
| Completion and lease-up | Leasing teams may seek tenants for remaining space. Valuation and investment advice may respond to the building’s condition, occupancy, and market alternatives. | Lease-up depends on local demand, competing deliveries, property quality, and how much space was committed in advance. |
| Ongoing operations | Property managers may take on recurring building operations, while brokerage, leasing, valuation, and investment teams continue to serve owners and occupiers. | The amount and duration of work depend on ownership, occupancy, asset needs, and the services contract; construction spending alone does not reveal the fee earned. |
This sequence explains why starts, completions, and occupied space should not be treated as interchangeable signals. A market can have a large pipeline of proposed or active projects but few immediate completions; it can also be absorbing buildings delivered earlier while new starts fall. Firms with different service lines may therefore experience the same market differently.
Which service lines are most exposed?
Development advisory and investment services
These teams can be involved before ground is broken, when owners and investors assess a site’s potential, expected demand, costs, and risks. More viable projects can expand the pool of potential assignments. Yet a project that looks attractive on the basis of broad demand may still be delayed or reconsidered if financing or construction costs change. JLL’s 2026 U.S. construction perspective discusses policy and cost uncertainty as factors affecting development decisions. It describes the decision environment, not a measured change in advisory-firm revenue. JLL’s 2026 U.S. construction perspective
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Brokerage and leasing
Construction can create work to market proposed or newly completed space, including preleasing activity. Once supply arrives, however, landlords may be competing for the same tenants as existing buildings. Where demand does not keep pace with deliveries, leasing teams may face a more difficult lease-up environment. The balance depends on local inventory, tenant requirements, building quality, and the extent of advance leasing—not simply the number of cranes or projects under way.
Property management
A completed and operating building can become a source of management work, but a construction pipeline is not the same thing as a management contract. Work begins when a property is operating and an owner engages a manager; the scope and duration depend on the building and agreement. A delivery wave can increase the number of buildings seeking services while also increasing competition for occupants, so the count of new projects alone cannot establish the net effect on a management firm.
Valuation and related advisory
New supply changes the set of properties against which an existing asset may be considered. A new, high-quality building can give occupiers an alternative to older space; in a market with limited new supply, existing desirable properties may face less direct competition. Valuation and investment analysis therefore need to distinguish asset quality and local alternatives rather than assume that every new building raises or lowers values uniformly.
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Why sector and location change the answer
National construction totals can conceal very different local situations. CBRE’s 2026 outlook describes variation in leasing recovery and supply across sectors, while Colliers’ 2026 outlook highlights different demand and construction conditions among property types. These are market outlooks, not proof that every city or asset follows the same pattern.
| Property type | Construction-market consideration | Implication for services firms |
|---|---|---|
| Office | CBRE describes differences between prime and secondary assets and expects leasing recovery to vary by market. Restrained construction of prime space can contribute to scarcity in higher-quality stock, while weaker assets may face competition or need repositioning. | Separate high-quality, well-located space from older or less competitive inventory. Brokerage and advisory opportunities may differ even within one city. |
| Industrial and logistics | Supply, occupier demand, manufacturing and logistics activity, and asset quality all matter. Colliers describes a pullback in construction alongside demand in logistics, manufacturing, data centers, and research and development. | Assess local inventory and absorption together. A pullback in starts does not by itself establish whether available space is scarce or whether recent deliveries are still being leased. |
| Retail | Disciplined development and tenant demand can keep supply tight; deliveries in weaker locations can instead add leasing pressure. | Location and tenant demand are central. A broad retail construction figure cannot tell a firm whether a particular center will attract tenants. |
| Data centers | Demand does not guarantee rapid delivery. Power availability, construction delays, and supply constraints can extend project pipelines and alter schedules. | Advisory and leasing timelines may depend on infrastructure and delivery readiness as well as customer demand. A planned project should not be treated as available space before it is completed. |
| Healthcare and other specialized assets | Completions and demand can move independently of general office construction. CBRE’s 2026 outlook cites a drop in healthcare completions. | Use asset-specific and local pipeline information rather than inferring conditions from office activity. |
Sources: CBRE’s 2026 outlook, Colliers’ 2026 outlook, CBRE’s 2025 midyear review, and JLL’s 2026 construction perspective.
What to monitor when assessing a market
For a practical view of whether construction is likely to expand or complicate work for a services firm, compare indicators for the same property type and local market. A single national starts figure leaves out the demand and delivery context that determines whether new space can be absorbed.
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- Project pipeline and starts: Distinguish proposed projects from those actually under construction. Consider whether financing and development costs make planned work more likely to proceed or more vulnerable to delay.
- Completions and delivery timing: Track space that has reached the market separately from space still being built. Compare deliveries with the inventory already available.
- Preleasing: Separate projects with tenant commitments from speculative buildings that still need to secure occupants. Preleasing is useful context, but it does not establish that all remaining space will lease quickly.
- Occupier demand and leasing activity: Examine whether tenants are taking space in the relevant sector and location. Demand can be supported by different drivers in different segments, such as logistics, manufacturing, technology, or demographic needs.
- Vacancy and rents: Read these alongside deliveries and demand. Rising supply can increase competition when absorption lags, while limited deliveries and sustained demand can produce a tighter market.
- Asset quality and age: Compare new inventory with existing properties by quality and usefulness. A market-wide vacancy rate can obscure a divide between prime and secondary assets.
- Construction and financing costs: These influence project feasibility and timing, so they help explain why a strong demand story may not translate into immediate completions.
- Service-line exposure and lag: Identify whether the firm earns work from development advice, leasing, management, valuation, or investment services, then map that work to project stage. Starts may precede completed buildings and recurring operational assignments.
What broad economic-impact figures do—and do not—show
The NAIOP Research Foundation’s 2025 U.S. edition reports that, in 2024, new commercial building development and existing building operations together generated $898.5 billion in direct expenditures, contributed $2.5 trillion to U.S. GDP, accounted for $862.5 billion in personal earnings, and supported 14.2 million jobs. These figures describe the combined contributions of development and operations; they do not isolate the effect of construction on CRE services firms.
The same report says each $1 of construction spending generated $2.95 in total economic value, reflecting cumulative effects as initial spending moves through the economy. That is a broad economic multiplier, not a return to a construction company, a fee earned by a broker or property manager, or a revenue multiplier for CRE services firms. NAIOP Research Foundation, 2025 U.S. edition
NAIOP’s 2026 research on the economic impacts of commercial real estate provides additional context for development and operations, but neither that work nor the broad industry figures above establish a causal revenue change for a particular services business. NAIOP’s 2026 research
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How to read construction forecasts without confusing them with results
Forecasts can help frame expectations, but they must retain their publication date and forecast status. For example, the American Institute of Architects’ January 17, 2025 Consensus Construction Forecast said nonresidential construction spending had increased in 2023 and 2024 and projected a dramatic slowdown in 2025 and 2026. Its projections included gains of 2.2% for nonresidential building spending in 2025 and 2.6% in 2026; commercial spending was projected to rise 1.7% in 2025 and 4.2% in 2026, while industrial spending was projected to rise 2.6% in 2025 and decline 2.5% in 2026. These were projections published in January 2025, not verified outcomes. AIA’s January 2025 Consensus Construction Forecast
CBRE’s August 4, 2026 midyear release characterizes construction activity as restrained in most sectors while identifying technology expansion, reshoring, consumer spending, and demographic demand as support for selected property segments. That is CBRE’s outlook, not a universal description of every market. Its broader 2026 outlook likewise describes different leasing and supply conditions by sector. CBRE’s August 4, 2026 midyear release
The useful question is not whether construction is simply up or down. It is whether viable projects are reaching a particular local market, whether occupiers are absorbing them, and which stage of the development cycle supplies work to the service line in question.
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