Sometimes that means defining strategy.
Sometimes it means shaping a property portfolio, redesigning an operating model, rethinking service delivery, building organisational capability or leading transformation. More often, it is a combination of all of these.
I enjoy helping organisations see the bigger picture, align around a shared direction and turn ambitious ideas into practical outcomes.
I help clients with…
- Making sense of complex challenges where there is no obvious answer
- Connecting the dots across strategy, portfolio, people, operations, technology, governance, workplace and service providers to identify what really needs to change
- Helping leadership teams make confident decisions about the future and turning those decisions into practical actions
One of the major challenges the I am seeing in the market is….
We’re often optimising individual parts of the system without understanding whether we’re improving the whole. Organisations can become highly efficient at managing individual functions, services or assets, but the harder challenge is understanding how people, place, technology, governance and operations work together to support organisational performance.
That’s why not every property problem is really a property problem. The underlying challenge might be growth, productivity, decision-making or capability, with real estate just one of the levers available to address it.
Treat property in isolation, and you can end up solving the wrong problem really well.
How do you think the market will change in the next 12-24 months?
CRE will face a credibility challenge at the executive table. Organisations increasingly expect functions to contribute to business outcomes, not just functional excellence. CRE teams that can bring real strategic thinking, data-led insight, organisational understanding and change capability will become trusted advisors. Those that remain focused primarily on property expertise risk becoming increasingly marginalised.
The industry’s traditional pace of change will become untenable. Businesses are making strategic decisions faster than ever, yet CRE often continues to operate on timescales measured in years. While major capital projects will continue to require longer horizons, organisations will increasingly expect workplace, service and operating model changes to be delivered at the speed of the business. The tolerance for lengthy diagnostic and implementation cycles will be expected to reduce significantly.
Recent impact
I recently worked with a client who had several major change initiatives underway across different aspects of their real estate lifecycle. Individually they made sense; collectively they hadn’t yet been joined up. My role was to help connect the dots, understand the dependencies, identify the priorities and ensure decisions were being made in the context of the wider picture. We built a team with the right mix of expertise to tackle each challenge, while keeping the overall story and direction coherent. We’re now supporting the client through implementation, helping ensure the individual changes continue to work together as a connected transformation.