Over the past few years, smart access has moved from table stakes to something owners and operators are scrutinizing much more closely. Not because the technology landscape dramatically shifted, but because the operating environment changed.
Capital is tighter. Labor is harder to find and keep. Operating expenses are analyzed more than ever. And across portfolios, teams are being asked to do more with fewer resources while still protecting resident experience and NOI.
That context is important because access decisions don’t live in isolation.
In theory, smart locks and access control systems fall under “technology.” In practice, they are a major part of daily operations.
They touch:
Move-ins and move-outs
Maintenance access
Lockouts
Vendor coordination
Self-guided tours
Training
Support tickets
The question operators are really asking is not whether smart access is innovative, but whether it makes life easier or harder for the people running the property.
Q3 REIT filings reflect this reality clearly, even if smart locks are rarely called out by name. The consistent themes are capital discipline, operating efficiency, expense management, and resident retention. Q4 filings will likely echo the same priorities.
Technology investments are not being avoided, but they are being evaluated through a tougher lens. Projects need to reduce friction, not add to it. They need to continue adding value over time, not just sound compelling during a sales pitch.
This is where smart access decisions start to diverge.
Some ownership groups are approaching access intentionally. They are looking at standardization, operational impact, and long-term support. Others are being pushed into decisions by aging systems that are losing manufacturer support, becoming harder to maintain, or creating more workarounds for onsite teams than they are worth.
In both cases, the driver is the same: operations and cost control, not novelty.
Smart access is no longer about selecting the newest or most feature-rich option. It is about managing risk, avoiding hidden operational drag, and making choices that scale across real portfolios with real constraints.
The challenge is that access touches so many parts of the business. When it works well, it can reduce stress on teams, improve consistency, and support better resident experiences. When it does not, it adds time, frustration, and cost in places that are hard to see on a spreadsheet.
That is why the conversation around smart access in 2026 needs to be more honest and more practical. Owners and operators are not looking for promises of transformation. They are looking for systems that align with how properties actually run and with the financial realities they are navigating.
At Cook & Boardman, this is where we spend our time. Helping owners and operators think through access decisions in the context of operations, portfolio realities, and long-term support.
Not as a technology trend, but as a business decision that needs to hold up over time.
We have upgraded hundreds of properties and replaced tens of thousands of locks, building the teams and processes necessary to consult on the decision, plan, and execute with minimal disruption, and continue supporting long after the install is complete.
Smart access sits at the intersection of technology, operations, and capital discipline, and the choices made today will shape how manageable and supportable portfolios are for years to come. If you are evaluating a replacement, planning a portfolio-wide standard, or navigating aging systems, our team can help you think through the operational and financial realities before decisions are made.
We've created a free, no strings attached lock health assessment to determine what steps you should take next: