1. What’s the next big innovation or development in the built environment that you’re most looking forward to?
The expanding and more sophisticated use of Virtual Reality is one innovation I am looking forward to. Although VR has been around for some time, traditionally within the domain of specialist consultancy teams, we’re now seeing it used far more widely to support end users, stakeholders, residents, and customers. This shift means that long before a building is completed, people can explore and understand a development in a fully immersive way. The technology has advanced so significantly that it can now deliver far greater value across the built environment. A compelling example is in healthcare. In hospitals, VR has the potential to transform early engagement by helping patients familiarise themselves with a new environment before it even exists. This could play a meaningful role in reducing anxieties, and creating a smoother, more reassuring experience for those entering an unfamiliar setting.
2. What have younger team members pushed you to rethink?
Younger team members have really encouraged me to rethink what community means in the context of my work. Over my 35-year career, I’ve delivered all kinds of developments, and for a long time the focus was primarily on the quality of the building itself. Today, the conversation has shifted. It’s no longer just about the building; it’s about the role it plays within its wider environment. A development should sit comfortably within its surroundings and genuinely serve its purpose. Younger colleagues place a much stronger emphasis on this and particularly on how a building contributes to the sense of community.
3. What would need to change for more women to reach partner level in the built environment industry?
I’ve traditionally approached this topic in a more conventional way, but I now recognise how crucial structured training and support are in helping women progress to partner level. Many women step out of the workforce for one, three, or even five years when they have children. In that time, policy and legislation can shift significantly. Although they can read about these developments, what’s harder to access is the real-world insight into how clients interpret and respond to those changes. When women return from parental leave, they may know the headlines but understandably feel disconnected from the practical implications. This represents a substantial loss of day‑to‑day learning and experience. A dedicated “return from parental leave” programme open to anyone taking extended time away for caring responsibilities could close that gap. By updating people on policy changes, client impacts, and business implications, it would rebuild confidence. For women especially, it would support long-term retention and progression into senior and partner level roles.
4. How do you balance this sector’s established ways of working with the expectations of a new generation that values flexibility, purpose, and rapid development and what changes have had the biggest impact on keeping young talent engaged?
Building flexibility into our developments and into the purposes they serve is becoming increasingly essential if we are to meet the expectations of the next generation. Having a team made up of different ages, genders, and socio‑economic backgrounds leads to more thoughtful and future‑proof solutions. We must recognise that younger people now demand more from both their workspaces and living environments and ensure our buildings can genuinely support those needs. Although we have long established construction practices, it’s vital to understand younger perspectives on what buildings should offer, what they value most, and how those priorities have evolved in recent years. This is crucial not only for meeting their expectations but also for keeping young talent engaged in the industry. Whilst many changes are underway, investment constraints have often limited our ability to embed true flexibility. However, this will not continue indefinitely. As investment returns, the next generation will have a significant opportunity to shape the future of the built environment, focusing on what they value the most.
