1. What’s the next big innovation or development in the built environment
that you’re looking forward to?
The impact of technology is something we cannot afford to overlook. It’s changing the built environment, and only accelerating across the asset classes we invest in.
In lodging, you’re replacing humans with digital concierges, automated room maintenance scheduling, and dynamic pricing – all increasingly happening without human intervention. This is hugely important for the operating environment.
In office space, there’s a big question: who are your physical occupants? Work from home is as effective, perhaps even more affordable, than renting physical space. If you no longer need people to answer phones, do basic analysis, or handle documentation, their physical presence isn’t required. Offices with such tenants are going to struggle – that’s a huge potential disruptor we’re watching carefully.
Technology and AI’s ability to augment human decisions through learning models will increasingly be part of real estate business processes and decisions.
2. What have younger team members push you to think or rethink?
The biggest strength younger team members bring is that they are not together in their ways. They are much more open-minded about taking risks, being creative, and thinking outside the box. This is very valuable when you’re coming to the table as part of a team to generate ideas and solutions.
On the other hand, experienced team members can bring knowledge from past situations.
Four years ago, I joined the company’s reverse mentorship program. The biggest benefit was marrying these two perspectives. My experience would tell me, « I did this before and it worked well – maybe I should do the same again. » But a younger colleague, approaching the problem from a blank page, would suggest completely different solutions.
Seeing the world through a younger set of eyes forces me to get out of my comfort zone. It allows me to still apply my experience and judgment, but also trust that maybe this is a good time to try something very different and break the mold – to see whether it might result in a better solution for everyone.
3. What’s changed in how you recruit compared to five years ago?
We’ve shifted our recruiting strategy to focus on candidates who have a clearer sense of their career direction. In the past, we found that some hires were still exploring different paths and figuring out what they truly wanted to pursue.
Now, we target individuals who have already had some exposure to the real estate industry and have demonstrated both interest and aptitude in the field. These candidates have tested the waters, discovered they enjoy the work, and are committed to building their careers in this space – whether in real estate investments, operations, or asset management.
We’re then able to invest in people who are genuinely passionate about real estate, and they hit the ground running. It’s about finding the right match and ensuring long-term success for everyone involved.
