NAI Global Blog: Kim Kocur, Women’s Alliance Champion

Kim Kocur has spent nearly four decades shaping corporate real estate strategies at NAI Global and beyond, building a career defined by longevity, trust, and results. A former Senior Vice President of Corporate Services at NAI Global and now with NAI James E. Hanson, Kim has completed more than 1,500 transactions across 300 markets and managed relationships with some of the world’s most recognizable brands. Her 37-year tenure in the industry, including more than three decades with NAI Global, reflects not only deep expertise but a commitment to evolving alongside the business. As the 2026 NAI Global Women’s Alliance Champion, she is also helping shape the future of the industry for the next generation.

We sat down with Kim to discuss her career journey, the evolution of corporate real estate, and what it takes to build lasting relationships in a changing industry.

You’ve spent over 35 years in corporate real estate and completed more than 1,500 transactions across 300 markets. What has kept the work interesting and challenging for you over that time?

What has always kept it interesting is the variety. In corporate services, you cannot focus on just one discipline or on one market. You must understand industrial, office, retail, land and be able to manage complex, multi-market location real estate portfolios. Markets are always shifting. There are times when companies are focused on acquisitions and times when they are disposing of assets. Having that broad experience allows you to adapt. It also makes you more resilient during economic downturns because there is always some type of real estate activity taking place. The most challenging aspect of Corporate Services is that you are the “single-point-of-contact” to the real estate department and ultimately responsible for the entire team’s performance in the field. Being able to identify problems and solve them before the real estate executive is even aware is a true talent.

As someone who has worked with some of the most recognizable global brands, what do those clients consistently get right about managing real estate as a strategic function?

The most successful real estate leaders are open to change management and are excellent communicators at the executive level. They’re willing to adopt new technologies, explore different financial models, and look for ways to create efficiencies. Over time, I’ve seen a real shift. Real estate used to be more reactionary to operations, they were space providers and perceived as a cost center. Today those leaders have a seat at the C-suite table, they’re part of strategic discussions related to broader business decisions. Real Estate executives today are focused on workplace strategies, data driven technology integration, ESG & sustainability, portfolio flexibility and risk management.

You’ve built long-standing client relationships that have lasted decades. What is your approach to earning that level of trust and maintaining it over time?

For me, it comes down to treating every assignment with the same level of dedication. Often, you start with smaller, less visible projects. If you approach those with enthusiasm and attention to detail, you show how you work, how you anticipate challenges, and how you collaborate with brokers in the field. That builds trust. Over time, that trust leads to more opportunities across the organization. Communication is also critical. You must stay engaged at every level, not just on the large, high-profile transactions.

As this year’s Women’s Alliance Champion, what does that recognition mean to you as someone who has reached your level of success within the industry?

It’s very meaningful to me. Early in my career, there were very few women at industry events. I remember organizing small dinners just to bring women together and create a sense of community. Over time, it’s been incredible to see how much that’s changed. Today, women are leaders, owners, and top producers. They’re decision-makers within their organizations. Being part of that growth and helping support the next generation is something I care deeply about.

You have been actively involved in organizations like CREW and CoreNet. How have those communities shaped your perspective or approach to leadership?

Those organizations have been incredibly valuable, especially from a networking standpoint. Women in this industry genuinely support one another, and those connections often lead to business opportunities. I’ve built many relationships through those groups, and they’ve helped shape how I approach collaboration and leadership. There’s a strong sense of community, and that’s had a lasting impact on my career.

Looking ahead, what advice would you give to the next generation of professionals who want to build a long-term career in commercial real estate?

Be willing to learn and stay engaged in every part of the process. Don’t overlook smaller opportunities because those are often what open the door to larger ones. This is a relationship-driven business, and success comes from being responsive, adaptable, and committed to your clients over the long term. To be successful in corporate services you must be more strategic, account-driven and portfolio-focused.