1. What’s the next big innovation or development in the built environment that you’re most looking forward to?
I’m most looking forward to the wider adoption of digital twins which extend beyond design and construction into day-to-day operation. When done properly, a digital twin becomes a living model of a building, linking real-time data with how the asset is actually used.
From a managing agent’s perspective, this is particularly powerful. This would allow us to move from reactive management to informed, preventative decision-making, improving maintenance planning, compliance oversight, energy performance and cost forecasting. Layering this with accessibility data means inclusive features can be monitored and maintained throughout the building’s life, not treated as a one-off compliance exercise.
Digital twins offer the opportunity to manage buildings as dynamic assets, balancing occupant experience, operational efficiency and long-term value. For property management, that shift would be transformative.
2. What have younger team members pushed you to rethink?
Being the youngest in the team, I’ve been pushed to question why we do things the way we do them. In property, many processes exist simply because that’s how they were taught or inherited, not because they’re still the best way. Fresh eyes have a habit of spotting friction we’ve all learned to work around.
This challenge has driven a rethink of everything from reporting and compliance workflows to how we communicate with clients and occupants. Borrowing ideas from other sectors and leaning into modern tools, particularly AI and automation, has shown how much time can be stripped out of low-value admin without losing rigor. The real shift isn’t technology for its own sake, but a mindset change: designing processes around outcomes and clarity, rather than habit.
3. Which part of your business process do you think AI will struggle to replace?
I think AI will struggle most with the human side of client relationships, particularly in customer service. As a small firm working closely with individuals and owner-managed businesses, we’ve learned that people don’t want to navigate bots, decision trees or automated questionnaires when something matters to them. They want to speak to someone who understands context, nuance and the emotional weight that property decisions often carry.
Commercial property remains a relationship business. Trust is built through judgment, empathy and continuity, not just speed or efficiency. AI is excellent at supporting that work in the background, surfacing information, drafting, analyzing and reducing friction, but it falls short when negotiation or accountability is required. The risk is using automation where reassurance is needed, which often creates frustration rather than efficiency. In our world, technology should enhance human service, not replace it.
4. If the next generation entering the built environment took just one lesson from your experience, what would you most want it to be?
The one lesson I’d want the next generation to take is not to let perception dictate possibility. As a wheelchair user, I’ve questioned at times whether real estate was the right industry for me, largely because so much of the built environment remains inaccessible. But I’ve always had a genuine passion for buildings and a strong desire to make things better, usable and inclusive.
The industry can appear off-putting from the outside, particularly for people from diverse backgrounds, and yes, there are plenty of vests and loafers. But it’s also full of thoughtful, supportive and progressive people who care deeply about what they do. My message is this: there is space to belong, to influence and to challenge the status quo. You can build a rewarding career while also making a meaningful, positive impact.
