1. What’s the next big innovation or development in the built environment that you’re most looking forward to?
We see industrialisation as one of the most significant drivers of innovation in the built environment. The industrialisation of construction processes is essential to accelerate development in the sector, enabling projects to be delivered faster, more efficiently, and with greater predictability. By shifting more construction activities to controlled, industrial settings, we can significantly reduce timelines, improve quality control, and optimise the use of resources. Ultimately, this approach allows the industry to respond more effectively to market demands while increasing overall productivity and sustainability.
2.What have younger team members pushed you to rethink?
From the very beginning of the company, we have worked with younger professionals, and their contribution has been fundamental. They consistently encourage us to adopt a broader and more open view of the market, often bringing perspectives and ideas that more experienced generations may not naturally consider. This generational diversity has strengthened our ability to integrate new technologies, challenge traditional ways of thinking, and expand the company’s horizons. In addition, younger team members introduce new approaches to work-life balance, collaboration, and organisational culture, which has had a positive impact on how we operate as a business.
3. What would you need to change for more women to reach partner level in the built environment industry?
At VIZTA, gender equity in leadership is already a reality—50% of our directors are women. While certain roles may traditionally attract more female or male profiles, both women and men are fully integrated across the organisation, and women currently represent the majority of our workforce. This balance is also reflected on our construction projects. For example, on one of our projects in NOLA, in external
companies, most leadership positions on site—such as site management, supervision, and technical support—are held by women.
Although on-site construction work remains largely male-dominated, we are also seeing positive examples of change. In one of our projects, the prefabricated bathroom assembly line is predominantly staffed by women. These examples demonstrate that increasing female representation at senior and partner levels depends not only on opportunity but also on actively challenging traditional role expectations and creating inclusive environments across all stages of the construction process.
4. How has uncertainty changed the way you think about long-term decision-making in the built environment?
Geopolitical uncertainty has primarily influenced our approach to risk management rather than our overall perception of the market. We have become more cautious when assessing risk exposure and expected returns, ensuring that decisions are grounded in robust financial and operational analysis. Beyond this, our strategic outlook remains largely unchanged. We continue to see strong market fundamentals and sustained demand, which reinforces our commitment to optimising solutions that respond effectively to market needs while maintaining long-term resilience and value creation.
