Aldar Estates | 2025OOH Revenue Strategy for Managed Properties
A commercial strategy engagement to unlock advertising revenue from managed property assets, covering opportunity scoping, RFP design, vendor engagement, site visits, and submission evaluation
Context
The property management team identified an opportunity to generate a new revenue stream from advertising space across a portfolio of managed buildings. The assets (building facades, lobbies, and common areas) had commercial potential for both digital screens and static OOH formats, but no commercial model existed to act on it. There was no pricing framework, no vendor structure, and no defined process for bringing OOH operators to market. The opportunity was clear. The mechanism to execute it was not.
The Challenge
The Challenge
The property management team brought me in to design and run the commercial process from scratch. The task was to assess the revenue opportunity across candidate sites, structure a viable commercial model for both digital and static OOH formats, build the RFP, manage vendor engagement, conduct site visits, and evaluate submissions against commercial and operational criteria.
This required working across property management, legal, and finance stakeholders, and delivering a commercial output that met the standards of those functions, not just a marketing brief.
What I Built
What I Built
Commercial Framework
Defined the revenue model for both digital screen placements and static OOH formats across managed building sites. Designed packaging tiers from single-asset placements to full network takeovers, giving vendors a clear range of entry points while protecting yield at the premium end.
RFP and Vendor Engagement
Built the RFP documentation, defined vendor qualification criteria, and managed outreach to OOH operators and media concession partners. Conducted site visits with prospective vendors and structured the proposal review process to ensure competitive tension and a commercially defensible outcome.
Submission Evaluation
Managed the full evaluation process through to final recommendation. Proposals were scored against commercial, operational, and contractual criteria. Vendor submissions did not meet the required standard and the process did not progress to award. The commercial framework and RFP remain available for reuse as the property management team brings forward additional sites.
Inventory Structure
Inventory Structure
Four commercial tiers were designed to accommodate different buyer types and budget levels while optimizing total yield across the asset portfolio.
01
Single Screen
Targeted spot placement on one asset. Entry-level access for brand-specific campaigns.
02
Triple Rotation
Share-of-voice across a rotation loop. Suitable for campaigns requiring sustained presence.
03
Full Takeover
Exclusive ownership of one asset for a defined period. Premium positioning, zero competition.
04
Network Takeover
Simultaneous control across all assets in the portfolio. Maximum reach and dominance.
Why It Mattered
Why It Mattered
A Revenue Stream That Did Not Exist
Before this engagement, these assets generated no commercial return. The framework created a repeatable model for monetizing OOH advertising space, applicable beyond this project to future asset expansion across the managed property portfolio.
A Process Built for Scale
The concession and tender framework was designed to be replicable. Future assets can be onboarded using the same commercial structure without rebuilding from scratch each time.
Cross-Functional Delivery
This was not a marketing project. It required working across property management, legal, and finance, and delivering a commercial output that met the standards of those functions, not just a marketing brief.
My Role
My Role
Led the commercial process to unlock OOH advertising revenue across managed building assets
Scoped viable sites across the managed property portfolio for digital and static OOH formats
Built the pricing framework, packaging structure, and revenue model from a blank page
Wrote and issued the RFP to OOH operators and media concession partners
Managed vendor engagement, conducted site visits, and evaluated proposal submissions
Delivered commercial analysis and scoring against defined criteria
Vendor submissions did not meet the required standard and the process did not progress to award
Framework and RFP structure retained for reuse across future property management mandates
This was a commercial strategy engagement, not a marketing brief. It required building a revenue model, running a structured vendor process, and delivering analysis that met the standards of property management, legal, and finance.