The Leasing Manager is responsible for driving new leasing activity across Inospace’s Johannesburg portfolio. This is a highly
commercial, execution -focused role that requires urgency, speed, and strong deal -making ability. The Leasing Manager’s
primary mandate is simple: fill vacant spaces with quality clients at the best possible commercial terms.
This role owns the full leasing cycle for vacant units – from generating demand and managing inbound and outbound leads, to
negotiating and concluding signed leases. The Leasing Manager develops and executes leasing and marketing strategies,
manages the leasing marketing budget, and works closely with property brokers and digital platforms to maximise exposure of
available spaces.
A strong understanding of the market – including prevailing rental rates, competing offerings, and demand trends across
Johannesburg sub -markets – is essential. The Leasing Manager must be able to price spaces competitively, motivate pricing
decisions with market data, and move fast to convert opportunities before they are lost.
Given Inospace’s growth strategy, this role offers significant earning potential through consistent leasing activity and incentivebased
rewards linked directly to occupancy performance.
Key Responsibilities:
1. New Leasing & Deal Execution
The core function of this role is to convert vacant spaces into signed leases, as quickly and commercially as possible.
- Drive new leasing activity across the Johannesburg portfolio to maximise occupancy and rental income across office,
warehouse, and storage spaces.
- Manage inbound leads from all channels – property portals, broker referrals, digital campaigns, signage, and walk -ins –
with a high sense of urgency and zero leads left unattended.
- Proactively pursue outbound leasing opportunities: identify target clients, engage prospective tenants, and generate demand for available units.
- Conduct site viewings and present spaces compellingly, tailoring the pitch to each prospective client’s business needs.
- Negotiate commercial terms – rental, lease period, escalations, and fit -out contributions – within delegated mandate.
- Exercise authority to approve adjustments within mandate and escalate to the Regional Portfolio Manager with a clear
recommendation where deals fall outside it.
- Drive the full lease conclusion process: prepare and finalise lease documentation, obtain required approvals, and
ensure all executed agreements are accurately filed.
- Maintain an accurate, live pipeline of all active leads, viewings, proposals, and negotiations at all times.
2. Market Knowledge & Pricing
The Leasing Manager must be commercially informed and market -aware. Pricing decisions must be grounded in real market
conditions, not just internal targets.
- Develop and maintain a strong working knowledge of rental rates, available spaces, and competitor offerings across
Inospace’s key Johannesburg sub -markets.
- Understand the nuances of pricing across different space types – office, warehouse, and storage – and apply
appropriate benchmarks for each.
- Use market data and competitor intelligence to price vacant units competitively and to motivate pricing proposals to the
Regional Portfolio Manager and Asset Management team.
- Identify where Inospace spaces are priced above or below market and recommend adjustments that balance
occupancy targets with rental income objectives.
- Stay current on market demand trends, new supply in the area, and any competitor activity that may affect leasing
performance.
- Share market intelligence with the Client Relationships & Renewals team to support renewal pricing decisions and
retention strategies.
3. Leasing Strategy & Marketing
The Leasing Manager is accountable for developing and executing the leasing marketing strategy and managing the budget
that funds it.
- Develop and implement leasing and marketing strategies tailored to each vacant space – taking into account space
type, location, size, and target client profile.
- Own and manage the leasing marketing budget: allocate spend across channels, track performance, and optimise
continuously based on results.
- Work with the marketing team to execute campaigns across digital platforms (Google, Meta), property portals
(Property24), broker networks, on -site signage, and other relevant channels.
- Ensure all available spaces are accurately and attractively listed across all active marketing channels at all times.
- Continuously assess the effectiveness of marketing spend and strategies, and refine based on lead volume, lead
quality, and conversion data.
- Identify new or underutilised marketing channels and test their effectiveness in generating quality leasing leads.
4. Broker & External Stakeholder Management
Property brokers are a valuable source of leasing demand, but broker mandates carry a cost. The Leasing Manager is
expected to be highly selective and strategic about which units are marketed externally versus managed through Inospace’s
internal leasing channels.
- Develop and apply a clear framework for deciding when to engage external brokers: weighing factors such as unit type, vacancy duration, demand profile, location, and the cost of commission against the benefit of broker -driven demand.
- Prioritise internal leasing channels – direct leads, digital campaigns, portals, and the existing client network – before
opening units to external broker marketing.
- Where external broker engagement is warranted, be selective about which brokers receive mandates, ensuring they
have a credible track record of placing clients in comparable spaces.
- Develop and maintain active relationships with a focused group of high -performing property brokers across
Johannesburg, ensuring Inospace spaces are consistently front of mind when matching clients to spaces.
- Brief brokers clearly and regularly on available spaces, pricing, and any applicable incentive structures – and hold
them accountable for lead quality and activity levels.
- Collaborate with brokers to match prospective tenants to suitable units and facilitate smooth deal progression through
to signing.
- Manage broker commission processes in line with agreed structures and ensure timely processing through the
appropriate channels.
5. Cross -Functional Collaboration
Leasing does not happen in isolation. The Leasing Manager must work closely with internal teams to ensure spaces are ready
to let, handovers are smooth, and the broader portfolio strategy is aligned.
- Coordinate with the Projects and Facilities team to ensure vacant units are in a lettable condition prior to viewings and
ahead of move -in dates.
- Engage with Asset Management to ensure leasing pricing strategy is aligned with asset -level targets and portfolio
objectives.
- Partner closely with the Client Relationships & Renewals team: receive immediate notification of clients intending to
vacate, enabling proactive re -marketing of units before they become vacant.
- Use churn intelligence from the Client Relationships team – reasons for vacating, client feedback on pricing and
service – to sharpen leasing strategy and pitch.
- Liaise with Operations to ensure new clients experience a smooth transition from lease signing to move -in.
- Work with the marketing team on broader brand and community initiatives that enhance Inospace’s profile and attract
prospective tenants.
6. Reporting & Pipeline Management
The Leasing Manager is not responsible for preparing reports, but is accountable for ensuring that all data is accurate, current,
and reflective of reality on the ground. The Leasing Admin team prepares reporting; this role reviews, interrogates, and
provides the feedback needed to keep it accurate.
- Review leasing pipeline reports, vacancy data, and performance dashboards regularly – interrogating the data against
your own knowledge of active deals and market conditions.
- Provide timely and specific feedback to the Leasing Admin team where data is inaccurate, incomplete, or does not
reflect the current status of leads, negotiations, or signed leases.
- Ensure all signed leases, concluded deals, and changes in unit status are communicated to the Leasing Admin team
promptly so that reporting is updated without delay.
- Flag discrepancies between reported vacancy figures and actual unit status, and follow through until the data is
corrected.
- Use reviewed reports as a working tool: identifying vacancy periods per unit, prioritising leasing effort on highest -risk or
longest -vacant spaces, and tracking deal conversion rates.
- Report to the Regional Portfolio Manager on leasing performance, pipeline health, marketing effectiveness, and market
conditions – drawing on accurate reporting as the basis for that commentary.