Separate Business Unit
Data & digital infrastructure revenue is classified as a distinct business line, not lumped into “other income” with late fees. Lenders and capital partners recognize it as financeable revenue.
Case Study
Occidental Management: How Owner-Controlled Data & Digital Infrastructure Became a Financeable Revenue Line
Aspiria Campus | 3.8 Million SF | 207 Acres | 70+ Tenants | Overland Park, Kansas
~$3.8M*
Asset value from new-tenant technology-services annual NOI
60,000+
Data points monitored
Financeable
Revenue line recognized by lenders
*Annual net income from technology services sold to tenants added in the past two years, capitalized at 7.5%. Excludes the campus's energy and labor savings.
The Situation
In July 2019, Occidental Management acquired one of the largest corporate campuses in the United States: 20 office buildings, 14 parking garages, and a central plant across 207 acres, originally built for a single Fortune 500 tenant. The campus had an extensive fiber plant, but no operational intelligence layer, no managed digital services, and no owner-controlled connectivity model. When the anchor tenant departed, the data and digital infrastructure was left with bones but no brain. Occidental needed a partner who could design, implement, and operate the data and digital infrastructure as a managed asset, not leave it as a tenant-by-tenant problem.
“We didn't find this out during due diligence. We knew that about the fiber lines, obviously. And there's a lot of technology. We had no idea the capability of it while we were doing due diligence.”
Chad Stafford, President, Occidental Management
What OpticWise Did
OpticWise designed and now operates the campus’s entire data and digital infrastructure under a long-term managed services agreement. The engagement includes network architecture and operation across all 20 office buildings, 14 parking garages, and the central plant, building automation system monitoring across 60,000+ data points, owner-controlled connectivity delivered as a tenant service (wired, wireless, and telephony under the 5S® user experience standard), and campus-wide identity management that lets any tenant’s employees work securely from anywhere on the 207-acre property.
Critically, the owner, not the tenants, controls the core data and digital infrastructure. Tenants opt in to services. The data generated by building systems belongs to the property, not to third-party vendors. This model follows OpticWise’s SIC® engineering standard and the PPP 5C™ plan: Clarify, Connect, Collect, Coordinate, Control.
The Results
Revenue Generation
Technology services tenants choose to buy now produce real net operating income. Counting only tenants added in the past two years, that annual income is worth roughly $3.8M in asset value at a 7.5% cap rate. That figure leaves out the campus's energy and labor savings entirely. Lenders treat this income as a separate, financeable line, not "other income" lumped in with late fees.
Proactive Maintenance
Monitoring 60,000+ data points enables the operations team to identify equipment issues before they become tenant-facing problems, reducing emergency spend and improving satisfaction.
Tenant Experience and Retention
Campus-wide secure mobility, rapid provisioning (as fast as one day for a new tenant), and a full concierge technology model have helped grow occupancy from 15 corporate tenants at acquisition to over 70 today.
Client Voice
“Technology isn't just an expense anymore. Digital infrastructure can generate revenue, support leasing efforts, improve retention, and create efficiencies throughout the property. It's become a core component of asset performance.”
Chad Stafford, President, Occidental Management
“It's not just another line item on other income. What's that? Late fees? No, I mean this is like this is a separate business unit as we call it. I mean this is our technology infrastructure.”
“I don't care how big your building is, that's real financeable revenue.”
Chad Stafford, President, Occidental Management
What Changed
Occidental now treats data and digital infrastructure as a core asset class, not a cost center. The model is being expanded to their other properties, including office buildings and new multifamily developments. The same owner-controlled standard applies regardless of property size or type.
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