DEVELOPMENT & PLACE

The retail and consumer markets react quickly to change, but the built environment part of our industry, not through any desire to be obstructive or less adaptive, operates within a system that is quite rigid. There are also calls for all types of retailers to face a level rates playing field. Indeed. The average bricks andmortar retailer contributes 2.3%of turnover towards business rates, while the average online retailer pays just 0.6%.We’re still working onwhat a solution to that looks like. Until recently you were a member of the British BIDs advisory board (see NE1 Profile Interview, p.10) What kind of contribution do you think BIDs have made to town and city centre regeneration? Broadly speaking they’ve been a very useful addition to local economic development. In the future, I think they’ll be asked to take on more and different functions and, as a result, there may be some interesting debates about their role in terms of delivering public services and what that means for businesses and citizens, as well as ownership and management of place. Looking ahead to the 2020s, what do you see as the biggest challenge facing the industry? I think the biggest strategic issue is aligning speeds of adaptation in our market. The retail and consumer markets react quickly to change, but the built environment part of our industry, not through any desire to be obstructive or less adaptive, operates within a system that is quite rigid. Whether it be planning, tax, valuation or leasing, these systems aren’t evolving quickly enough. Industry issues aside, Revo has been working on changing its own profile since it rebranded from BCSC two years ago. What kind of progress are you making? I believe we were absolutely right to move away from being a brand that was so aligned to one particular asset class [shopping centres]. We represent three core constituencies: owners, occupiers and local authorities, as well as their advisers, rather than any one of those groups. What we are developing as a brand is something which recognises that places are becoming much more of a mix of uses and functions, and therefore how we describe ourselves needs to acknowledge that. Have we nailed it? Not yet, but our strategy is set to 2020, so within the next 18 months we’ll start thinking about where we go next. I think the biggest strategic issue [ facing our industry] is the need to align the speed of adaptation in our market. What kind of feedback are you getting frommembers? They are telling us the way we communicate is more contemporary and that we are more accessible in our language and tone. Sometimes people are unaware that we’re not-for-profit, which means that our purpose in life is not to make money to distribute to shareholders, but to reinvest back into the organisation on campaigning, research, standards, creating networks, training and education. You’ve successfully boosted membership of under 30s. What other changes have you made? This year we’ve introduced amicro membership rate for companies with up to 3 employees. Start-ups and consultants are going to be an increasingly important part of our market and we don’t want to exclude them. In the last couple of years we’vemade changes to our annual conference to increase the number of exhibitors and visitors, and significantly reduced the costs. You’re already into your third year as chief executive. How have things changed with you at the helm? I’ll be honest: as an organisation we’d become slightly complacent, and in a competitive and difficult market that can really bite you in the backside. My aim has always been to be responsive to member needs and create an organisation that is much more inclusive and dynamic but retains the authority it’s built up since 1983 under the leadership of so many inspiring presidents. And where do you get your inspiration from? Travelling helps. Earlier this year we took a tour to Stockholm, Oslo and Copenhagen and came back with interesting examples of how destinations are being managed and curated. We also noted a big focus on environmental sustainability, which is of huge interest to us in the UK. Outside of your day job you’re also a non-executive director of a craft brewery and luxury ice cream producer. Are there any synergies? It’s definitely helpful for me to understand issues froma Fast Moving Consumer Goods perspective. And as both are small businesses they facemany of the same challenges that Revo faces as a small organisation. www.revocommunity.org Quick Questions » What do you love most about London? The sheer diversity of ideas and inspiration that it generates. » Tell us about a hidden gem in London… Elizabeth Street in Belgravia. It’s really well-managed with a great pub (The Thomas Cubitt), nice coffee shops and well-designed, uniform shop frontages. » What is your favourite UK city & why? Glasgow – it hugely exceeds my expectations. The vibe is incredible and there are great opportunities there. » Key ingredients for a great ‘place’? Architecture and infrastructure, as well as feeling safe, secure and having a diverse range of things to experience. » Favourite European city break destination? Possibly Berlin – I’ve never been, but am keen to go. » City break strategy: detailed itinerary or wing it when you get there? I don’t plan ahead, just get a broad sense of where things are and eventually find something interesting. I call it urban trekking, but my wife calls it getting lost! Liverpool One Oslo Opera House, Norway. Photo by Oliver Cole, Glasgow. Photo by Artur Kraft 36 37 CUSHMAN & WAKEFIELD DEVELOPMENT & PLACE