We had a great turnout for our
Beyond the Numbers Luncheon Program on Wednesday, January 21, 2026.
The program opened with remarks from Dr. Albert Saiz, Professor of Urban Economics and Real Estate at the MIT Center for Real Estate. The discussion was moderated by Kate Carter, President of CREW Boston and Shareholder and Director at Dain, Torpy, Le Ray, Wiest & Garner, P.C.
Our panelists included:
- Kimberly Bormann, Director, Boston Women’s Workforce Council
- Lizetta Fennessy, P.E., Chief Operating Officer, Haley & Aldrich
- Jon Davis, Founder and Chief Executive Officer, Davis Companies
- Travis McCready, Head of Industries, Leasing Advisory, JLL
The program began with a recap of the CREW Network Benchmark Study presented by Dr. Saiz. He and his team have been analyzing data for ten years and data collected from 2020-2025 from commercial real estate professionals. This year showed slightly lower participation overall, with women continuing to be more motivated than men to complete the survey. Dr. Saiz encouraged attendees to engage more male colleagues in participating, noting the importance of balanced data.
Several findings surprised attendees, including that more men than women are willing to accept commission-based roles, and that among women in commissioned roles, men continue to earn higher commission pay. The panel also discussed long-term career aspirations, noting that men are aspiring less frequently to C-suite roles, while women often experience slower career progression due to family responsibilities.
On average, women reported working 46 hours per week, while men reported spending more time in the office. The data showed a strong correlation between time spent in the office and promotions, with most promotions going to employees who are more physically present.
Lizetta Fennessy shared that Haley & Aldrich’s workforce is 43% female and that increased flexibility has supported team growth. Their organization has implemented schedule changes and part-time opportunities, emphasizing that retaining strong employees is far more cost-effective than replacing them. She also highlighted the need to continue improving ethnic diversity and to remain open to nontraditional industry pathways.
Jon Davis discussed Davis Companies’ efforts to increase diversity and recruit women and people of color. He noted a lack of industry visibility and shared how the firm engages with high school and college students to increase awareness, spark interest, and build talent pipelines early. This includes partnerships with organizations such as Pension Real Estate Association and Girls Who Code.
Kimberly Bormann emphasized the urgency of closing wage and ethnicity gaps, stating that real progress begins with culture, while acknowledging that culture change is challenging.
The panel agreed that presenting diverse teams to clients is critical. Travis McCready shared an example highlighting the importance of understanding clients and building teams that reflect their values and organizations.
One audience question focused on how working from home impacts promotions. Jon noted that women, more often than men, juggle family responsibilities. His line of work has fewer opportunities for in-office or client-facing visibility. He shared that within his industry, women are underrepresented in acquisitions, strategic, analytical, leadership, and operations roles.
Travis posed the question:
How do women penetrate subcultures when working remotely? He emphasized the importance of being part of decision-making teams and noted that some opportunities require physical presence, whether for client meetings or informal after-work gatherings.
Lizetta highlighted the role of management in supporting employees through mentorship, shadowing, and intentional project assignments, reinforcing that human relationships truly matter.
When asked how brokerage and commission-based roles can become more culturally advantageous, Travis suggested removing artificial barriers that discourage participation and creating clearer safety nets for those in commissioned roles. He also shared that fewer men are seeking senior roles with greater responsibility, often preferring similar compensation with less pressure. Clear communication and reassurance during slower sales cycles are essential.
In closing, the panelists shared actionable steps to advance progress: focus on skill building, share data especially with male colleagues, continue collecting data, and commit to transparency. Each panelist discussed how their organizations are working to improve workplace diversity.
The key takeaway: we all play a role in shaping our career trajectory. Whether working in-office, remotely, or in a hybrid model, how you show up matters. Ask to be part of special projects, research your clients, attend in-person meetings to support diverse teams, and engage in recruitment efforts. If you’re considering a path in acquisitions or commission-based roles, connect with others already in those positions and learn from their experiences.
The CREW Network Benchmark Study can also serve as a valuable tool in salary negotiations and career planning. Of course, skills, experience, and a proven track record of meeting goals remain essential to advancing compensation. However, the data clearly shows that women continue to be underpaid compared to men in the same roles—highlighting the importance of advocating for equitable pay and informed growth opportunities.
