Camille Renshaw’s route into commercial real estate begins with a tiny rebellion against the expected order of things. She learned to code in seventh grade. She became a technology entrepreneur. She founded Dyzco Technologies, sold it, and put the proceeds into two property portfolios. Only then did she decide to learn the real estate business from the inside. The owner became a broker, the broker became a sales leader, and the sales leader eventually returned to building software. Careers are often tidied into ladders after the fact. Renshaw’s looks more like a trail map: switchbacks, elevation, and a destination made obvious only once you turn around.
The two portfolios supplied an early and expensive piece of product research. One held single-tenant commercial properties. The other held single-family homes. Renshaw kept many of the commercial assets and sold the residential portfolio around the 2004-05 peak, a fortunate bit of timing she has attributed less to clairvoyance than to how strongly she disliked that kind of investment. She had discovered the appeal of net lease property as an owner: a tenant occupies the whole building and typically assumes a large share of its operating obligations. The asset can produce income without asking its owner to become the emergency contact for every loose hinge.
A broker with an owner’s questions
Renshaw joined Colliers as an investment sales broker and worked largely with net lease assets. At Stan Johnson Company, she founded the New York office and built a team that became the company’s largest by people and revenue, according to her later account. Her number two there was Scott Scurich. When a group moved to Ten-X, the online commercial real estate marketplace whose products included Auction.com, Renshaw became head of sales and Scurich led the net lease vertical.
Ten-X offered a view of what happened when property met a genuine digital marketplace at scale. Yet its emphasis sat toward distressed and value-add assets. Renshaw was interested in the other end of the spectrum: stabilized properties, long lease terms, strong tenant credit, and sellers trying to capture their highest value. The mechanics differed, but one lesson traveled cleanly. A market moves with more confidence when participants can see more of it.
“Our goal is to be a more modern brokerage firm.”Camille Renshaw
After leaving Ten-X in 2017, Renshaw and her colleagues took a few months off. Then, as she cheerfully put it, they “got the band back together.” In September, she and Scurich launched B+E, short for Brokers and Engineers. The name contains the bet. Brokerage has always depended on seasoned judgment, persuasion, and the odd miraculous phone call. Engineering could give those people a better instrument panel.
The B+E market loop
Every Burger King on the screen
Renshaw has explained the pitch with a fast-food example. A buyer looking to spend $20 million across four or five properties might want a Burger King. On B+E’s platform, that buyer can see the Burger Kings available at the time, study how they are priced, and inspect the comparable transactions. The point is not the Whopper. The point is context. A seven cap sounds precise, but without the lease, location, tenant credit, and surrounding market it is a number wearing a good suit.
Net lease information is unusually fragmented. A property might be formally listed, quietly available at the right price, or known only through a broker’s conversation with an owner. B+E’s approach has been to combine on-market and off-market possibilities, cross-reference them with pricing and credit information, and reveal trends within tenant categories. In a 2025 interview, Renshaw described a quarter in which casual-dining inventory moved from 289 available properties to 277 while average cap rates compressed by about five basis points. Neither number is dramatic alone. Together, over time, they form a pulse.
A market pulse, not a crystal ball · casual dining example
Reported example from 2025. Bars visualize direction and are not a common-scale price chart.
The ambition resembles a stock screen, but the analogy has limits. Shares are standardized and liquid. A Pizza Hut in one town cannot be swapped atom for atom with a Pizza Hut in another. Every building comes bolted to land, a lease, local traffic, and somebody else’s business performance. That stubborn individuality is why the broker survives the software. The platform can organize the evidence. It cannot walk the site, read a negotiation, or decide how much faith to place in the tenant behind the rent.
B+E’s public proof point arrived quickly. In 2019 it brokered a $324 million sale-leaseback of 11 Cabela’s properties totaling 1.6 million square feet. The deal gave Bass Pro Cabela’s a cash infusion and introduced B+E to institutional buyers and family offices that returned for later transactions. The same year, the company introduced seller dashboards for managing dispositions online. The useful technology was not a theatrical robot broker. It was a clearer process around a transaction that remained solidly made of buildings, capital, and people.
The human part of the platform
Renshaw’s most revealing maxim is not about data. “Familiarity breeds attempt,” she has said. The more time people spend together, the more likely they are to try doing business or making change together. It is a relational thesis hiding inside a technology company. More information lowers one kind of friction. Familiarity lowers another.
Her appetite for risk sounds similarly social. Each venture, she has observed, carries the relationships, skills, experience, and capital of the previous one into a larger wager. She calls herself an eternal optimist. The optimism has texture. Her grandmother, who left a difficult Alabama home as a teenager and later served in the Women’s Army Corps at a Staten Island hospital during World War II, taught her not to eliminate fear. Fear was healthy. The assignment was to be brave.
There is domestic scale in her life too. Renshaw has described cooking a 12-course meal for friends and family twice a year, stretching the occasion over roughly six hours with Southern recipes, stories, games, and natural wine. She runs along Williamsburg’s East River with her Labrador. She has named a law-firm runner job during college as her worst. The details make a pleasing counterweight to predictive pricing: an executive interested in faster transactions who is perfectly willing to let dinner take all evening.
“I think that you become what you can see.”Camille Renshaw
That sentence anchors her view of women in commercial real estate. Renshaw credits women who entered the industry before her with creating room for her own work. Visibility, in her telling, makes a role feel accessible. It also changes the investor side of the table. More women controlling capital can ask for women brokers, women executives, and companies that reflect the people whose money they manage. Her argument is practical as much as representative: varied perspectives can lead to better decisions and returns.
The work has included formal industry service. Renshaw served on CREW New York’s board, was a founding board member of the New York CCIM chapter, joined CREW Network’s global board for 2024 and 2025, and contributed as board liaison to its 2025 benchmark study. In 2026 she began chairing CREW Network’s Investment Committee. She is also scheduled to speak on women, entrepreneurship, and investing at ULI Tampa Bay’s inaugural Women’s Leadership Initiative Summit in October 2026.
Confidence is the product
The neatest way to misunderstand Renshaw’s career would be to call it a story of technology replacing tradition. Her own language points elsewhere. She speaks about clients becoming confident, unknown buyers becoming visible, and younger women seeing a path into leadership. The screen matters because it expands what a person can know or imagine before acting.
That idea also explains why her early coding belongs in the same story as the property portfolios. Code teaches that a system can be inspected and rewritten. Ownership teaches that every abstraction eventually sends a bill. Brokerage teaches that human incentives decline to fit in tidy cells. B+E is the compromise: use software to show more of the market, then bring experienced people to the stubborn particulars.
The strip mall will never trade exactly like a stock. Its roof ages. Its traffic pattern changes. Its tenant has a balance sheet and a brand and perhaps a drive-through queue curling toward the road. Renshaw’s contribution is to ask why that complexity should excuse opacity. Put the inventory on the screen. Connect it to credit and comps. Let the buyer see the field. Then pick up the phone, because the building is still somewhere real.