1. What’s the next big innovation or development in the built environment that you’re most looking forward to?
“Designing for transformation, not permanence.”
We live in a world in constant fluctuation. The certainties of the last century are collapsing one after another.
Covid showed us something powerful: when the threat is real, humanity can mobilise — fast, collectively, globally. Climate change deserves the same level of courage, solidarity and action.
At the same time, the financial world is shifting. Risk is no longer rewarded the way it used to be.
What creates value today is robustness, adaptability and long-term resilience.
So the real innovation is this: moving from static assets to living systems.
Buildings and cities that can evolve, transform, and regenerate — like living beings.
“From static assets to living systems.”
2. What have younger team members pushed you to rethink?
“That speed matters — but people matter more.”
Technology allows us to travel the world without leaving our living room.
To speak every language. To connect instantly.
And yet, life still happens here and now.
In presence. In relationships. In emotions
Younger generations remind us not to forget what truly matters:
the wind on your skin,
the reflection of sunlight on a building,
a deep conversation,
music that makes you vibrate.
“That sustainability is not a ‘nice to have’, it’s a baseline.”
Change can be frightening because it’s unknown. But staying attached to the past is far more dangerous.
It’s your generation’s responsibility — and power — to design a future that feels good, meaningful, and in harmony with the living world.
3. What would need to change for more women to reach partner level in the built environment industry?
“We need to redesign leadership models, not fix women.”
In a world saturated with alarming and violent news,
we tend to forget something essential: human survival has always depended on creation, solidarity and communication.
“Less hero culture. More collective success.”
Collective decisions made in a healthy framework will always outperform oversized egos — whatever some world leaders may believe.
At Atenor, our top management reached a true 50–50 gender balance in just four years.
Not as a statement — but as a strength.
Diversity creates better decisions, wider perspectives, stronger networks and more agile companies.
That’s not ideology. That’s performance.
4. Which part of your business process do you think AI will struggle to replace?
“Vision — not prediction.”
AI gives fast, impressive answers — a bit like fast food.
Efficient. Convenient. Satisfying.
But humans still have to learn how to cook.
To take responsibility.
To decide what kind of world we want to live in tomorrow.
AI can optimise paths.
Only humans can define direction.
