1. What’s the next big innovation or development in the built environment that you’re most looking forward to?
Overall, the shift toward dynamic, AI orchestrated real estate is the innovation I’m most eager to see accelerate. AI can become a major engine of design, development, and operations across the built environment. For the first time, we can use advanced models to simulate a building’s entire lifecycle—energy performance, embodied carbon, user behavior, cost, and long term adaptability before anything is constructed. This turns design into a highly intelligent, iterative process where thousands of options can be generated and optimized in minutes, unlocking improved sustainability and affordability outcomes.
2. What have younger team members pushed you to rethink?
Younger colleagues have made me rethink the pace at which we adopt new tools and working methods. They expect seamless, intuitive processes, whether in collaboration, data analysis or client delivery. They also challenge me on how we communicate impact: they want transparency, purpose, and measurable outcomes. Their willingness to question “how it has always been done” push us to stay agile and relevant.
3. Which part of your business process do you think AI will struggle to replace?
AI will reshape much of our workflow, but it will struggle to replace the human dimension of leadership and transformation. Real estate decisions often involve diverse stakeholders (investors, public authorities, communities) each with unique motivations and constraints. Navigating this complexity requires empathy, intuition and the ability to build trust. AI can support the analysis, but it cannot replace the judgment needed to balance financial, social and environmental outcomes in moments of ambiguity. Similarly, inspiring teams, shaping culture and enabling people to grow are deeply human responsibilities. AI will enhance our capabilities, but leadership will remain fundamentally personal.
4. What is becoming harder for leaders today than it was five years ago?
Today’s leaders must operate in constant uncertainty. Now we manage overlapping pressures, like climate risk, geopolitical instability, rapid technological disruption, shifting talent expectations, all at once. What has become harder is sustaining clarity and momentum amid this volatility. Teams look for direction, reassurance and purpose, and leaders must provide it while they themselves navigate complexity. Leadership requires more resilience, more transparency, and a much greater ability to adapt in real time.
