Custom real-estate financial reporting

Centralize rents, vacancy, arrears, charges, works, and cash in one reliable reporting layer.

We design custom financial dashboards that automatically consolidate your data and give leadership, asset managers, property managers, owners, and accounting one shared, consistent, always up-to-date view.

Koragence in a few numbers

+20Projects delivered

+50Experts and partners

+6Countries where we work

What leadership should finally be able to read

Office buildings to illustrate real-estate financial reporting

Cash, arrears, and vacancy in one shared view

Leadership must be able to reread expected cash, rents actually collected, aging arrears, and the vacancy weighing on the portfolio without reconciling several exports.

Gaps between property management, accounting, and operations

The right reporting makes useful gaps between rent calls, collections, charges, works, supporting files, and progress statuses visible instead of leaving each team with its own version.

Readable consolidation by asset, entity, or portfolio

The goal is not only to add up lines. It is to give leadership, finance, and asset management one shared base for faster trade-offs.

When should you put a proper real-estate financial reporting system in place?

The need appears when leadership, asset managers, property managers, and accounting no longer work from the same figures. Rents, vacancy, arrears, charges, cash, or profitability vary depending on the tools, exports, or files being used. From that point on, the issue is no longer the dashboard itself, but data reliability. Proper real-estate financial reporting provides a single source of truth to steer the portfolio, detect drifts quickly, monitor arrears, control charges, and make decisions from consolidated data rather than contradictory spreadsheets.

Who is this reporting for and which sources should be connected?

Who needs to read what? Leadership: a quick view of profitability, vacancy, cash, and the gaps that require a decision. Finance leadership: a reliable reconciliation between rents, collections, arrears, charges, and forecasts. Asset management: an asset-by-asset reading of performance gaps and portfolio trade-offs. Property management and owners: a shared view of deadlines, incidents, supporting files, and delays. Which sources should be connected? Property management: leases, billed rents, statuses, deadlines, and vacancy. Accounting: collections, arrears, charges, reconciliations, and authoritative entries. DMS: supporting files, amendments, leases, approvals, and documents used in committees as well as audits. Still-useful exports: historical data migration or securing a scope before a broader rebuild. Works and operations: incidents, expenses, delays, and field trade-offs connected to the financial reading. Bank or collection flows: daily or weekly cash visibility when it becomes critical.

What this kind of software should make visible right away

Monthly cash: expected cash, collected cash, and the gap that requires action. Vacancy: vacancy by asset or entity and the drift already weighing on upcoming trade-offs. Arrears: aging files, their amount, their age, and the owner responsible for follow-up. Charges and works: expenses that are shifting expected profitability or portfolio balance.

Which figures should a real-estate leadership team read weekly or monthly?

Each week

Weekly reviews are mainly used to see the delays that require a quick decision: expected collections, new or aging arrears, major incidents, blocking works, sensitive vacancy on some assets, and drifts that threaten the month’s cash.

Each month

Monthly reviews are used to consolidate: billed rents, collected rents, economic vacancy, arrears, charges, committed works, budget gaps, and profitability by asset, entity, or portfolio. This is where leadership decides what to correct, accelerate, or review.

What needs to be reconciled between property management, accounting, and operations?

Rents: billed rents against rents actually collected.

Collections: open arrears, ongoing actions, and the statuses that are actually followed.

Charges and works: quotes, expenses, and commitments already carried on the assets.

Cash projection: lease deadlines, vacancy, reletting, and the events that change the forecast.

Supporting files: documents, amendments, approvals, and files that explain a figure or a gap.

Reference data: the mandates, assets, units, entities, and companies that must stay readable inside consolidation.

Which real-estate KPIs should be made visible?

Operations

Vacancy by asset, open incidents, blocking issues, upcoming deadlines, and delays that require an operational decision.

Cash

Expected cash, cash collected, period gap, month projection, and the points already weighing on the forecast.

Collections

Arrears amount, age, volume at risk, follow-ups to trigger, and files that require escalation.

Vacancy

Physical or economic vacancy, concerned assets, vacancy duration, and expected impact on the financial projection.

Charges and works

Charges that are drifting, works committed, remaining spend, and the impact on yield, budget, or portfolio arbitration.

Leadership consolidation

Group or portfolio view, comparison across assets, entities, or areas, and a shared reading between leadership, finance, and asset management.

Context	Single asset or small structure	Multi-asset scope	Multi-entity or multi-site scope
Flows to cover	Rents, collections, arrears, vacancy, and cash visibility.	Asset-level consolidation, vacancy, cash, arrears, charges, and first works.	Cross-entity consolidation, cash, collections, charges, vacancy, and leadership views.
Readers involved	Leadership, property management, and accounting.	Leadership, asset management, property management, and accounting.	Leadership, finance, asset management, property management, and sometimes owners.
Typical timeline	3 to 5 weeks when the sources are already identified.	5 to 8 weeks when several sources must be reconciled.	8 to 12 weeks when reference data and permissions already differ.
Main watchpoint	Specific calculation rules, history to take over, and files to attach.	Heterogeneous sources, multiple exports, and multi-role views.	Divergent reference data, accounting reconciliation, and additional connections.

When do spreadsheets stop being enough to steer a real-estate portfolio?

Consolidation: several assets, entities, or sites must be read in the same leadership view.

Versions: several owners still reread the same figures in different exports.

Committees: arrears, collections, and vacancy are still reworked manually before each review meeting.

Production time: monthly consolidation takes too long before the decision work even starts.

Reconciliations: gaps between management, accounting, and operations still need to be explained manually.

What we deliver for this type of project

Dashboard: a leadership view with the right indicators and the right cadence.

Validated KPIs: a clear list of indicators, their calculation rules, and their sources.

Connected sources: the flows that are actually connected and those kept for a later step.

Selected scope: what the software covers, what it leaves aside, and why.

Roles and access: the views needed for leadership, finance, property management, and asset management.

Evolution plan: a clear next step to extend reporting without going back to side exports.

Related real-estate pages to compare right away

Real-estate management software

Owner or tenant portal

Integrate accounting and exports

When to replace spreadsheets

Spreadsheets, Power BI, standard real-estate software, or custom: which should you choose?

The right choice mainly depends on how many sources must be reconciled, the level of consolidation expected, how many roles read the reporting, and how much business flexibility is needed on the first selected scope.

Compare	Spreadsheets	Power BI / BI	Standard software	Custom
Setup timeline	Very fast at first, as long as volume and readers stay limited.	Fast if sources are already clean and calculation rules stay simple.	Reasonable if the software model already covers your target reading.	More structured upfront, but with a foundation aligned to your real decisions.
Business flexibility	Very flexible locally, less reliable once the reading must be shared.	Good flexibility on visualization, more limited on living statuses and business rules.	Good if your portfolio already follows the product standard.	Very strong as soon as roles, assets, or calculation rules go beyond the standard.
Multi-source reconciliation	Mostly carried by manual takeovers and checks.	Good if data is already normalized before entering the reporting layer.	Reasonable when the tool already covers management, finance, and reporting inside one logic.	The best fit when management, accounting, DMS, and operations must be reconciled according to your own rules.
Multi-role visibility	Difficult as soon as leadership, finance, management, and asset management reread the same base.	Good visibility is possible, provided roles and reading scopes were clarified upstream.	Often good on the roles planned by the vendor.	Very strong when each role must reread the same data with a different level of detail.
Dependence on exports	Very high: exports often remain the raw material of the reporting.	Medium: the tool visualizes well, but still depends on upstream flow quality.	Variable depending on the modules really used and the integration level.	Low when the critical flows are integrated directly into the same reading layer.
Evolution cost	Rises quickly as rules, readers, and perimeters multiply.	Controlled if sources stay stable, heavier if the business model changes often.	Often reasonable as long as your needs follow the vendor roadmap.	More cost-effective when business trade-offs and leadership readings change often.
Best use case	Low volume, few readers, few sources, and a mostly occasional need.	Visual steering on already-structured sources and fairly stable rules.	A portfolio that already fits a standard real-estate software logic.	Leadership that wants to reconcile rents, vacancy, arrears, charges, and cash inside a reading specific to its own model.

Our method

Frame the decisions that need steering

We start from the real decisions that must be made: cash, collections, vacancy, charges, works, asset trade-offs, or portfolio comparisons.

Audit the data sources

We review property management, accounting, DMS, exports, and operational flows to determine what is authoritative, what diverges, and what can be reconciled cleanly.

Define the calculation rules

We set the rules that let everyone read the same figures everywhere: billed rents, collections, arrears, vacancy, charges, cash, and consolidated views.

Prioritize the first scope

We keep the first scope that removes the most rework and already makes management visibility credible without trying to cover everything at once.

Deliver and validate the management view

We deliver a shared reporting foundation that lets leadership, finance, and asset managers work from the same figures, the same gaps, and the same priorities.