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Kevin Arnold

Since joining Kilpatrick Green in 1984 as an electrician, Kevin’s career has taken him through almost a dozen different companies on the journey to becoming Cushman & Wakefield. Since January 2016, he has served as the National Operations Manager, Caltex Account – part of the Global Occupier Services business – where he is responsible for the account’s operational and financial WIP reporting, as well as overseeing vendor contracts and the national preventative maintenance program for Caltex.

Kevin’s says his attitude towards work has always helped him on his career journey: ‘I find when I’m proactive, I achieve my goals.’ It was by putting this idea into action on a previous account that led him to being recognized for outstanding contract performance – and to where he is today.

Nearing the start of his 34th year, Kevin says that working for Cushman & Wakefield has given him amazing opportunities, great colleagues, and new and exciting roles.

Find out a little more about Kevin’s career journey below.
What year did you join Cushman & Wakefield (or one of the merged firms) and in what role?
I joined in January 1984 as an electrician with Kilpatrick Green.
What is your title? Briefly describe your day-to day-responsibilities.
I’m the National Operations Manager for the Caltex Account. My day-to-day responsibilities include, among other things, operational and financial WIP reporting as well as the management of preventative maintenance systems and the management of vendors.
Describe some of the changes you’ve seen take place in your role and our firm.
Over the last 33 years, I have worked for 11 different companies under the one group, relocated offices 10 times and, as a result, I have quite an extensive business card collection.

I still remember when “The Brick” mobile phone was first introduced into the company; it was a hazard on its own due to its weight and size. We also had a large digital camera. Images were recorded on a 3.5” floppy disk and then copied to the PC via a disk drive. Now we have the luxury of the smart phone that does both and more.
Describe some high points in your career.
From 2003 to 2011, I managed a state-based telco contract as a Facility Manager. Due to the outstanding contract performance and client relationship, we were awarded a national contract in 2012, and I was promoted to National Contract Manager.
What are some things that many of your colleagues would not know about you?
I am married with three children – two girls and a boy. As a family, we enjoy snow skiing and beach holidays, while my personal interests include living healthily, eating real food, and following the MotoGP.
If you had to describe yourself in 3 words, what would they be, and why?
Action gets results. I find that when I’m proactive I achieve my goals.
If you could have dinner with any one person, living or dead, who would he/she be and why?
I’d choose the Australian chef Pete Evans – I’m interested in his ‘Food is Medicine’ philosophy.
What do you like best about working for Cushman & Wakefield?
There have always been great opportunities, friendly colleagues, and new and exciting roles along my 33-year journey.
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Glen Moore

What year did you join Cushman & Wakefield, in what office, and what role?
1979 as a summer student. Research and Planning Department at 50 Holly Street in Toronto.
What are the biggest changes you’ve seen to the way business is done over the decades?
The continuing evolution and complexity in deal making. Our offices were always close to the subway because we had to deliver offers/deals to the lawyers. There were no computers or emails of course, and the Fax machine had not even been invented. What were two-page offers and 10-page leases has led to the behemoth documents and negotiations we have today. Unfortunately, the documents are going to get bigger.
What were some high points in your career.
I was making the minimum when one day I received a return call asking if I did industrial leasing (she thought maybe I only did sales). This led to a 90,000-square foot listing that turned into a 20-acre land sale that included a 250,000-sf design build that led to a seven-acre land sale (and we leased the 90,000-sf listing), and, yes, I made PRT on those deals for the next two years.

I am pretty sure I would not be here if not for my father, Bill. He was one of the first employees in the new “commercial division” of A. E. LePage (which became Royal LePage Commercial and then Cushman & Wakefield). By the time I came on board, the division had become the largest commercial real estate group in Toronto and Canada for that matter. Though I had graduated from university, the job market was tight, so I accepted a summer student position. We were tasked with creating an industrial data base for the GTA by walking or driving around buildings, getting old deals, and going through municipal records to catalogue some 800-msf of industrial buildings – a project headed by Frank Camenzuli.

This job introduced me to great people including Harvey Wright who was quite a visionary. He started the securitized sales of rental apartments at LePage and brought me on to the Chrysler Canada account, involving the sale of 65 car dealerships on a leaseback, 20 vacant land sites, and five large parts warehouses (I did not make PRT then as my salary was $10,500).

Doug Henderson gave a chance to be a manager of the branch and John O’Bryan was smart enough to recognize I was better off in sales. Over the years I have had many great deal partners and have learned from all of them.
If you had to describe yourself in 3 words or less, what would they be, and why?
Honest and fearless. Truthfully, that is what my daughter told me after hearing her friend’s mom, who worked at Colliers, describe me that way. I thought it sounded good, so I have used that as my motto for many years, although I keep that mostly to myself.
If you could have dinner with any one person, living or dead, who would he/she be, and why?
My dad. He died far too soon. We were in Phoenix at a PRT conference together, and for the first time I had my whole family come down to stay on afterwards. When I got home, I got a call telling me that he had been rushed to the hospital. Six days later, he was gone. I had many lunches and discussions over the years with him and would love to have one more.
What have you liked about working for Cushman & Wakefield, and how does the firm differentiate from the competition?
The people. I think we have a great office, too. Many of our support staff have spent most – and some all — of their working career with us. Why? It’s not the money, because I’m pretty sure we aren’t the highest paying employer. It’s the whole ball of wax – our people and our culture. I’m not sure if that is a differentiator or not, but I do know that the grass is not always greener on the other side.
What are some of the secrets to your personal success?
Perseverance. Anyone can put together an easy deal. Completing the challenging deals is what separates the good agents from the great ones. Also, you need to adapt. Transactions and the real estate market are not the same today as in the past and it will surely be different in the future. If you are not prepared to change, you’re a goner.
What’s one or two things that many of your colleagues would not know about you.
I have three grown-up kids and recently became a grandfather. The best part about this business is that it allows you the freedom to participate in family activities. Coaching, watching, and enjoying time with them. If you are only here to make money, I think you are in the wrong business. In 2006, I was awarded the Commercial Merit Award for doing such outside activities, as well as working for a couple of charities. I wouldn’t do it any differently if I were to do it again.
What do you see as the biggest future drivers of change for clients and real estate strategies moving forward?
Portability of jobs. People entering the workforce are looking to earn money in a way that allows them to do it from anywhere. Technology will impact us in ways we do not know for certain so it will be our job to adapt and change to suit the environment.
What advice do you offer young people getting into the business today?
Have some patience and enjoy what you are doing. That is probably what I was told when I entered the workforce, but nothing comes easily, and if you don’t wake up every day wanting to go to work, go find another job.
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Roberta (Bobbi) Mathies

When did you join Cushman & Wakefield?
In March 1976, I joined the Los Angeles office to work for John Cushman, who was at that time Executive Vice President and a Director of the Executive Committee.
Describe your daily activities.
My day-to-day responsibilities have always been to facilitate the smooth operation of our office. However, the individual tasks involved have changed many times.
What’s your background?
I was originally hired as Executive Secretary for John Cushman. Almost exactly two years after that, John left Cushman & Wakefield and started his own firm – Cushman Realty Corporation. He called me from New York and said, “Well, I resigned, and I resigned you too!” From that day forward everything changed. We started our new firm with seven people. I was the only support person, which meant that I answered the phone (including calls from tenants that their toilets were clogged), typed letters, sorted mail – and took care of HR and corporate finance (kept the books, paid the bills, collected the money) and, overall, tried to keep everything moving in the right direction. Gradually we added staff, brokers and new offices – and actually hired people for HR and finance.

Cushman Realty grew to 200 people in 11 offices and my role changed again. In addition to working for John who was Chairman of the Board, I handled special events like our top broker weekends, Day at the Races, our Showcase House event, and John’s client event at his ranch in Driggs, ID. One of my favorite events was the Boy Scout Golf Tournament that John sponsored each year. The logistics were incredible, but it was a favorite of our clients. Over the years, we raised over $3 million for the local scout councils.
What’s it like working for John Cushman, III?
Working for John Cushman has been a pretty wild ride – never a dull moment! I must say that John has always been very generous and has always offered opportunities to grow and excel. I have had the opportunity do so much more than the ordinary executive assistant and have truly expanded my horizons.

I have to brag for John and myself. Our small staff is the most incredible. John has been with the firm for 54 years, I’ve been here 41 years, Deanna Marinez (Executive Assistant) has reached 29 years, and Alex Ticehurst (driver and office help) has been with us for 23 years. That’s almost 150 years of combined service!
Describe your work on behalf of executive women.
Early in my career with Cushman & Wakefield in Los Angeles, I joined an organization called Executive Women International and John asked me to represent the firm. This was an exciting prospect and a tremendous growth vehicle for me. As a new resident of Los Angeles, I was introduced to my counterparts in the top 100 firms in the area. This opened doors for professional growth and access to the CEOs at these firms, many of whom were clients. There was a philanthropic side also. We organized job fairs for young women entering business and awarded scholarships. Cushman & Wakefield even hired a few of our scholarship winners. In 1987, I was elected President of the organization and found myself speaking in front of those 100 business leaders and their assistants.
What do you like to do in your personal time?
On a personal basis, my husband Dick and I love to travel, cook, and garden. We live in Dana Point, CA, which is like being on vacation every day.
If you could have dinner with any one person, living or dead, who would he/she be and why?
Ronald Reagan and Margaret Thatcher, as they were among the greatest and most influential politicians. Here’s some quotes I like:

“Being powerful is like being a lady. If you have to tell people you are, you aren’t.” — Margaret Thatcher

“Live simply, love generously, care deeply, speak kindly, leave the rest to God.” — Ronald Reagan
If you could describe yourself in three words, what would they be?
Energetic, enthusiastic, and fun-loving.
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Louis B. Cushman

Building on a family legacy of leadership in commercial real estate, Louis (Lou) B. Cushman has worked in the business for 52 years, amassing a bulging portfolio of trophy wins in the U.S. and internationally, industry and community awards, and recognition for growing the Houston office, and mentoring many young people along the way.

Lou and his twin brother, John C. Cushman, III, are still going strong in the firm that was founded 100 years ago in New York City in 1917 by their grandfather, J. Clydesdale Cushman, and their great uncle, Bernard Wakefield. Their steady contribution has gone a long way to defining our unique culture, known for the loyalty and long service of fee earners and staff alike. And, both brothers have the same intensity, focus, passion and pride in delivering outstanding client service that they had over 50 years ago.

Lou got his start in New York City in 1965 with his father, John C. Cushman, Jr. (who was Executive Vice President of Cushman & Wakefield, Inc. prior to leaving in 1964 to start his own firm) at J.C. Cushman Inc.

In 1967, Lou joined Cushman & Wakefield, working out of the firm’s Wall Street office. In 1971, he relocated to Houston to open and head up the new office. In Houston, Lou served as Senior Vice President of Cushman & Wakefield and Executive Vice President and a Director of Cushman & Wakefield of Texas, Inc. He famously put Houston on the map and rapidly built it up to become one of firm’s most successful offices.

According to his brother John: “Lou built the No. #1 office pound for pound that Cushman & Wakefield has anywhere in the world.”

Lou says his signature deal was the Pennzoil Company headquarters lease for 250,000 square feet in Pennzoil Place in 1972. This marked his first major lease both in Houston and with Hines, making possible a truly iconic building in the world of office building development.

From the very beginning in Houston, one of Lou’s greatest priorities was to be a role model to all those in his office. He worked to instill work ethic, teamwork, attention to detail (especially on legal documents), professionalism, pride and integrity, and the importance of verbal and written skills. Through his mentoring, Lou has had an indelible effect on and advanced the real estate careers of many, including support staff.

In 1978, Lou and John established Cushman Realty Corporation; after achieving national prominence, their firm was acquired by Cushman & Wakefield in 2001. Today, Lou is Vice Chairman of Cushman & Wakefield and serves on the Global Advisory Board.

Lou’s passions include travel, collecting art and antiques, architecture and interior design. Most of the public area art in the Houston office is his, and he supports numerous Houston art institutions, like the Menil Collection. Mountain climbing is another passion – and not just metaphorically in work; he’s scaled Mt. Rainier twice.

A personal story Lou likes to tell goes back to when he and his brother, John, went to Havana, Cuba in 1959, against their parents’ orders. Once they saw a billboard advertising the $27 round trip, they couldn’t resist. By sheer coincidence, they met Fidel Castro, got his autograph, and had their photograph taken with him.

Below, Lou Cushman gives more insight into his incredible career.
What was it like growing up a Cushman?
After our dad’s commute home from New York City to Montclair, NJ (the home of Clyde Cushman and Barney Wakefield as well), where John and I were born and graduated from Montclair High School, real estate was invariably a topic of conversation at the dinner table, although spending quality family time together was really the more important element. It was not our father’s nature to discuss details, but we heard about some of the successes, problems and failures in terms of what was happening at the office.

We were aware that Cushman & Wakefield was a very special firm, and that Clyde Cushman was the “dean” of New York real estate, all of which made us very proud, although at the same time made for a tough act to follow.

Our dad (Jack Cushman), grandfather, and great uncle were all very much gentlemen of the old school, but from the time we spent with them it was clear that it was a very tough – sometimes cutthroat – business, not without its aggressive ways and disappointments. Through it all, extremely strict as our dad was, we learned that hard work, persistence, and a tough skin were the keys to being successful in real estate.

Clyde Cushman loved to play games with us, draw pictures, and take us fishing. He was a fun person and a great influence, although he died when we were just 14 years old. Barney Wakefield was somewhat less outgoing and whom we knew less well. He spoke with a heavy British accent and loved his cigars. Aside from overhearing conversations, neither spoke directly to us much about the real estate business.
What are the biggest changes you’ve seen to the business over the decades?
The real estate business has changed dramatically, not just office leasing. It has become much more international, tenant representation has become accepted nationally (although still getting there internationally), there are far more firms in the business (hence much more competition), and massive numbers of pure canvassers have made business development more challenging vs. a single broker handling even a large transaction alone in years back.

Today, it is very much more a “team” driven, multi-discipline process with different skill sets added to pure brokerage. Regional, national, and global” corporate services” relationships are much more common and technology has totally transformed the way business is done.

It has been necessary for the broker to become well versed in all aspects of the business, from architecture to interior design, construction/construction costs, engineering, building operations, property management, and especially the accounting/financial/analytic side. In the process, the business has become more consultative – but with pure “transaction” experience continuing to be the key element in the tenant’s selection of a broker. Understanding and being a student of the lease document remains paramount.
Where were some high points in your career?
Over a career spanning 52 years there have been many high points. My first office lease in 1965, after working with my father’s firm in NYC for just six months, was for only 547 square feet, but it was a beginning – as was signing an IOU for my $75.00 per week draw. My first major lease was the 180,000 square foot headquarters of Salomon Brothers & Hutzler in One New York Plaza in 1968 while working in the Wall Street office of Cushman & Wakefield.

The headquarter lease for Pennzoil Company for 250,000 square feet in 1972 and the Shell Oil Company lease for 324,000 square feet in 1974 were my first major leases after moving to Houston. Multiple build-to suits, including one for 618,000 square feet in 2007, contributed to my #1 office broker ranking in the world at Cushman & Wakefield in 2007. But not to be forgotten are the countless small leases on which I learned the ropes and earned my spurs.
If you had to describe yourself in three words, what would they be, and why?
Work ethic , mentor, and integrity. Work ethic because that is simply what it takes, particularly in these far more competitive times.

Find a mentor who can teach you the ropes, guide you through problems and disappointments, and impart life lessons – all with the hope that you can in turn someday become a mentor, and contribute to a culture that grows and thrives on this, especially when it comes to teamwork.

Integrity means honesty — doing what you say you are going to do, respect for others, and reaping the rewards of repeat business, referrals, and glowing recommendations for a job well done.
If you could have dinner with any one person, living or dead, who would he/she be, and why?
Maya Angelou. Born in 1928, she was a writer, poet, historian, songwriter, playwright, stage and screen producer, director, performer, singer and civil rights activist, all far ahead of her time.
What have you liked most about working for Cushman & Wakefield?
The fact that Cushman & Wakefield is an international firm, with multiple disciplines to draw from as needed, the ability to cross sell, and the relationships built over time in working together on transactions. But most of all the firm’s reputation.
What are some of the secrets to your success?
I could say: hard work, hard work, and hard work. But not to be repetitive: hard work, attention to detail, and integrity.
What’s one or two things that many of your colleagues would not know about you? What do you do in your spare time?
My love of the Spanish language, which mirrors my love of Spain and my keen interest in the bullfights, having been to Pamplona three times (but definitely not running with the bulls). In my spare time, I like to work out, and read, and spend quality time with my family – especially my grandchildren.

How do you see property strategies changing to meet future challenges – and what are the drivers of change?

Property strategies will always be changing, uppermost now being technology advances, the ever-increasing pressure to rein in building operating costs, the need for larger floor plates and enhanced amenity packages, and the earnings pressure on space users to decrease the office footprint. All this is behind the push for open planning, in part because this is what Millennials want, along with greater recognition of the culture underlying landlord/tenant relations.

What advice do you offer young people getting into the business today?
After much due diligence, including perhaps rotating internships, identify the particular real estate specialty that most gets your juices flowing, and be willing to work hard and make the sacrifices (when you are young, have more time and perhaps no family responsibilities) to steepen the learning curve.

Never stop learning from everything and everybody that you come in contact with. Be a forever student, pick yourself off the ground and wipe off the footprints, watch your back, and find ever-changing ways to distinguish yourself from those around you, especially the competition. Most importantly, latch on to a mentor to help you navigate through the minefields. There is nothing quite like the analytical discipline to be gained from taking law courses, as I did while earning my MBA degree, even if night classes: real estate, agency and contract. And finally, find an understanding spouse/partner.
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Fred Beaubien

Fred Beaubien, who began his career 47 years ago in 1970 as one of Cushman & Wakefield’s first Chicago employees, played an instrumental role in establishing the Cushman & Wakefield brand in the city. He was the top producer in the Chicago office for 10 years and clinched the honor on a regional level four times.

In 1986, Fred was voted Commercial Broker of the Year by the Chicago Sun Times and nominated for the award in 1989, 1990, and 1996. In 1996, Fred and his team won the NAIOP Deal of the Year for the Blue Cross built-to-suit headquarters and the NAIOP Industrial Deal of the Year for the Kraft 800,000-square foot (sf) build-to-suite distribution center. Active in the community and industry, Fred served as President and on the board of the Chicago Office Leasing Brokers Association.

In 1996, Fred moved to San Jose, where he applied his expertise and creative thinking to help clients grow in Silicon Valley, which was then a maturing market, and quickly became one of the top producers in Northern California. He participated in Joint Venture Silicon Valley and was a board member of the Association of Silicon Valley Brokers. In 2012, The Association of Silicon Valley Brokers awarded Fred the Michael Murphy award for his career achievements and contributions to the community.

Over the years, Fred has represented user groups across asset classes. He’s known as an innovative thinker, who can be counted on to come up with creative strategies to solve complex client challenges. Fred’s transaction experience spans leases, leases with equity participation, build-to-suits for lease or purchase, and major asset dispositions.

In 2013, Fred relocated to Cushman & Wakefield’s Phoenix office, where he works today. Below, Fred sheds light on his long service with Cushman & Wakefield and views about the commercial real estate industry.
What are the biggest changes you’ve seen to the way business is done over the decades?
Other than the obvious — technology and the ability to get information — the sophistication of the users and real estate executives has changed a great deal. They are more highly educated and their role is more respected by the C Suite. They are more involved with the company strategy.
You are now working in your third market: Chicago, then San Jose, and now Phoenix. What motivated the relocations?
I had been in Chicago for 26 years and was given the opportunity to be Area Leader in San Jose/Silicon Valley in 1996. It was an exciting time in the tech world, a new challenge, and new life experience.

The move to Phoenix in 2013 was brought about mainly because I was tired of listening to myself complain about California! I am still doing business there and am now teamed with Don Rodie, with help from the Arizona Commerce Authority, in pursuing California companies to establish a presence in Phoenix.
Describe some high points in your career.
I have been very fortunate to have had my share of ‘career deals.’ Chicago included the ATT Corporate Center, 1.4 million square feet (msf) build-to-suit; the US Gypsum Corporate HQ, 800,000 sf build-to-suit; and the BlueCross/Blue Shield HQ one-msf build-to-suit. In San Jose, I represented the County of Santa Clara in the acquisition of a 250,000-square-foot complex to consolidate offices and, later, I led the acquisition of seven city blocks covering 13 acres in downtown San Jose for a medical/government center.

Each of these deals and many others required a creative solution, which was challenging and rewarding to tackle.

I am also grateful for the opportunities I have had over the years to work in management and serve on committees, which have influenced the structure, growth, and culture of Cushman & Wakefield.

Arthur Mirante, our former CEO, asked me to serve on a number of committees. In the late 1980s, because I had two of our first corporate service accounts — Kraft Foods and General Motors — Arthur asked me to form a committee and recommend a strategy and structure for our firm’s pursuit and service of that business. We presented a plan to the Board of Directors that was adopted and proved successful for a number of years.
If you had to describe yourself in 3 words, what would they be, and why?
Tenacious, resilient, and grateful for my family, friends, career, and all of my life experiences — so far.
If you could have dinner with any one person, living or dead, who would he/she be, and why?
Willie Nelson, just for the hell of it.
What have you liked most about working for Cushman & Wakefield?
I have been fortunate to have always found the support I needed, both geographically and from other service lines, and from research and analytics. I have developed long-term friendships over the years with many of my colleagues.
What are some of the secrets to your success?
I think one of the best compliments I have been paid by clients is that I am a ‘good thinker.’ I try to approach an assignment from a consultative perspective. From there, I formulate a strategy and establish a criteria by which alternative solutions can be measured.
What’s one or two things that many of your colleagues would not know about you?
I love fly fishing in both fresh water and salt water. You are always in beautiful places and if you are properly focused on the skills involved, it clears your mind of all your concerns.

Travel: It broadens your view. A recent trip to Cuba was most enlightening.

Road biking: I have done a number of charity rides. The best experience was a Tour de France organized ‘shadow ride’ for the first nine stages. Retired pros lead us to a point on the course each day and we would ride the last 60 or 80 miles in front of the Peloton and watch the finish.
How do you see property strategies changing to meet future changes?
Now, more than ever, a developer planning a new project must give careful consideration to understanding ‘the target market.’ Many corporations want larger floor plates, higher ceilings, more parking, and more power, but a building with such attributes may not lease well to law firms and other professional groups.
What advice do you offer young people getting into the business today?
  • Embrace rejection. It will make you stronger.
  • Do not make cold calls — make informed calls. Use the resources available to you to know about the individual, company, industry, and current facilities before you make the call.
  • Establish a business plan, formulate a strategy, think long term. Focus on the important tasks. Don’t be distracted by the urgent items.
  • Be informed. Read everything you can about the market, business, and your clients.
  • Get out of the office. Observe, see what others don’t.
  • Know more than the next guy.
  • Be involved in the community.
  • Remember that your spouse/significant other is your most important partner. Let he/she know how things are going and why you are flying high or grumpy.
  • Keep balance in your life.
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    Paul Langer

    What year did you join Cushman & Wakefield, in what office, and what role?
    I started in the business in 1979 with A.E. LePage in Edmonton. In 1983, I moved to J.J. Barnicke Ltd. in Toronto, both as a sales rep and office leasing specialist. Around 2002, I was appointed as manager of JJ Barnicke Northeast office, which was sold to DTZ in 2007. I continued in the role of manager at DTZ Barnicke until May of 2012 when I was hired by Cushman & Wakefield to be the Senior Managing Director and Market Leader for the Toronto East office. Of course, all three firms that I worked for are now a part of Cushman & Wakefield.
    What are the biggest changes you’ve seen to the way business is done over the decades?
    The business is now much more process-oriented. Clients are more demanding and expecting a much larger range of services — it’s more than just a one-off transaction. As Chuck Scott (Canada CEO) would say, ‘It’s about organizing services around the client.’ At the same time, relationships are still hugely important and sometimes tend to be overlooked by our younger salespeople.
    Describe some high points in your career.
    I’ve been twice honored as Salesperson of the Year in both North York and the City of Toronto. I’m obviously a strong believer in a high-performing and collaborative culture, with all brokers pulling on the same rope and sharing best practices.

    People who have made a difference to me during my career include my father,Peter Langer, Sr., Chairman of Markborough Properties Ltd; Joe Barnicke, who is an icon and a legend in our business, and; Tom McCarthy, our Vice Chairman, who was previously President of J.J. Barnicke.

    As far as signature deals are concerned, I’ve had the pleasure to work with numerous corporations in transactions totaling over five million square feet.
    If you had to describe yourself in 3 words, what would they be, and why?
    Honest, ethical, and client first.
    If you could have dinner with any one person, living or dead, who would he/she be, and why?
    Frank Sinatra.
    What have you liked most about working for Cushman & Wakefield?
    TThe people and the culture. Our firm differentiates itself by putting the client first, understanding their needs, and finding the combination of thought leadership, street smarts, services, and tools to deliver a relevant solution.
    What are some of the secrets to your success?
    Relationship building, the ability to listen, negotiation skills, and common sense.
    What’s one or two things that many of your colleagues would not know about you?
    Most of them know a lot about me! My ‘great’ singing ability and the musical shows that I put on for charity come to mind.

    What do you see as the biggest future drivers of change for clients and real estate strategies?

    The coordination and synthesis of external data by the broker partner to allow the client to make an informed, prudent, and safe decision. More than ever, we must deliver a cost-effective, strategic, and flexible real estate solution that aligns with the client’s business objectives.

    What advice do you offer young people getting into the business today?
    Work hard, prospect, never tell a lie, and build personal relationships.
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    Lloyd Cooper

    With a tenure that stretches back 32 years, Lloyd Cooper has been the city’s top sales producer for over a decade and stood among Canada’s National Top Ten salespeople since 1994. His team’s portfolio includes some of the largest and most complex transactions in Canada, covering all asset types and user groups. Annually, he completes over 100 deals, averaging two million square feet.

    Lloyd is an active member of numerous real estate association groups, is frequently quoted in the media and industry publications, and regularly participates as a speaker at real estate events.

    A Graduate of McGill’s Faculty of Law, Lloyd has been a member of the Quebec Bar since 1982 holding both Civil and Common law degrees. In 1985, he earned an MBA from the Ivey School of Business at the University of Western Ontario and attained the Master of Corporate Real Estate (MCR) designation in 2007.

    Read below to see what drives a veteran top producer like Lloyd.
    What year did you join Cushman & Wakefield, in what office, and what role?
    I joined Royal LePage Commercial in 1985 out of the UWO Business School. Initially, I interviewed for a position in the Toronto office but they didn’t think I would make it there so they suggested that I go to Montreal; the rest is history!
    What are the biggest changes you’ve seen happen to the way business is done?
    Our clients are smarter and more demanding. There’s far less reliance on the old boys’ network and the four-martini lunch and much more attention to detail and innovative solutions. We are also pitching in a more competitive environment so the competition is tougher. Increasingly, clients are looking for fee sharing and discounting.

    Describe some high points in your career.

    I had the opportunity of learning from mentors and peers such as Seymour Brock and Bill Moore who instilled in me a strong work ethic combined with great people skills and street smarts — the foundation to my practice.

    I have been fortunate to hit many of my career goals: consistent high-deal volume; largest deals in the Montreal market, including office and industrial transactions; hitting Top Ten the first time and then for the twentieth time; being Number One in Canada the first time and then doing it three times; making it into the Canadian Hall of Fame, and; being appointed Vice Chairman.
    How would you briefly describe yourself?
    I am a ‘serial networker,’ constantly attending industry and corporate events, joining every relevant organization, and getting every designation. It could be because I have FOMO (Fear of Missing Out).
    If you could have dinner with any one person, living or dead, who would he/she be, and why?
    Sam Zell — a brilliant real estate tactician and philanthropist.
    What have you liked about working for Cushman & Wakefield, and how does the firm differentiate from the competition?
    The firm has always felt like a small, intimate organization, even though it’s actually very large. We’re like a tight family though this may change somewhat given our rapid growth.
    What are some of the secrets to your personal success?
    Hard work, constantly on, attention to detail, continuous education, 24-7 networking.
    What’s one or two things that many of your colleagues would not know about you?
    I have three kids, have been married for 26 years to the same woman, love to travel, am a foodie (why I have a weight problem), and really like yoga!
    What do you see as becoming the biggest drivers of change for clients as we move forward?
    Technology is going to be the biggest challenge to the real estate industry and we are going to have to stay ahead of it, embrace it, and use it to our advantage. Companies are trying to do more with less space and infrastructure, but that is ok if our firm is leading the charge. What goes around comes around: firms such as IBM that promoted ‘work from home’ are now bringing back employees to the office, while using WeWork at the same time as part of their occupancy strategy.
    What advice do you offer young people getting into the business today? 
    Get into the business for the right reasons. Real estate is not a quick get rich scheme. It is hard work. Young people must be highly educated and driven to succeed and strive for excellence. There is no middle ground. It is a long-term business requiring a wide skill set, tenacity, self-motivation, and a hunger for success and money because that’s what drives our entire business at the end of the day!
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    Justina Yap

    Today, Justina works as an Administrative Officer at Springleaf Tower in Singapore – an office building for which Cushman & Wakefield provides building management services. Although officially taking on the position in 2005, Justina was also a driving force behind the company achieving the international ISO standard for quality management and quality assurance and served in other key roles since that time, which only reinforces her value to the client– and Cushman & Wakefield.

    Outside of work, Justina enjoys spending time with her daughter and volunteering in her community.

    Read below to find out more about Justina’s journey and tap into her secrets for success.
    What was your first role and what was it like to work for the firm and industry in your first years?
    I first joined Temasek Holdings, a Singapore investment company with strong government links, back in October 1979. I worked as a Secretary to the General Manager. I had no idea then that were so many companies reporting to Temasek Holdings – the size of the company at that time made my work there an eye-opening experience.
    What major roles have you played over the years?
    In 1996, I was very much involved in the certification of ISO 9000 – an international standard for quality management and quality assurance. Although I was posted to Springleaf Tower in 2005 – an office building for which Cushman & Wakefield still provides building management services – I was roped in to help coordinate the internal and external audits for the then-called Premas (an employer that would eventually become part of Cushman & Wakefield) for several years.
    What are the biggest changes you’ve seen to the way business is done over the decades?
    The ISO certification process is one thing that has changed. Before, all Standard Operating Procedures (SOPs) had to be printed and circulated. Now, every SOP is online – certainly a dream for the document controllers, who have to manage the huge amount of paperwork needed for internal and external audits.
    Describe some high points in your career.
    The company attaining ISO 9000 certification was a high point in my career. This was really gratifying as I had to work through many late nights with my team to meet deadlines and make ISO meetings.
    If you had to describe yourself in 3 words, what would they be, and why?
    Adaptable to change – to improve oneself.
    If you could have dinner with any one person, living or dead, who would he/she be, and why?
    My only daughter! We would exchange notes on work and life, and enjoy each other’s company.
    What have you liked most about working for Cushman & Wakefield?
    The company is generous in rewarding staff loyalty and I am grateful for that. During my 25th year with Cushman & Wakefield, I was rewarded with a $5,000 voucher for continuous service within the company.
    What are some of the secrets to your success?
    Plan ahead, and never stop anticipating questions or potential issues to help the team meet tenants’ questions or needs before they are even brought up.
    What’s one or two things that many of your colleagues would not know about you?
    I have been doing grassroots work on the Moulmein Novena Neighbourhood Committee for about 10 years, helping out with public initiatives and seasonal events during my free time to give back to the community. I feel a sense of fulfillment when I give my time to volunteer work. Community events are always short on volunteers to help out at old folks’ or children’s homes, and whenever I am able and have the time, I like to contribute in a meaningful way.
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    Sandra Seeley

    What year did you join Cushman & Wakefield (or one of the merged firms) and in what role?
    I joined in June 1984 in Human Resources as an administrator at A.E. LePage. Shortly after, we merged with Royal Trust and became Royal LePage. I became the administrator for the Residential Divisional Manager for North and Eastern Ontario, which included three regions and approximately 75 branches. From there, I became Executive Secretary to the President of Residential and later joined the commercial end of the business. I probably have been through seven-plus mergers and name changes.
    What’s your present title – and briefly describe your day-to-day responsibilities.
    As Operations Manager in the Toronto East office, I run the entire operations of the office, managing support staff, facilities, HR, recruitment, financial forecasts, costs controls, charitable and social events, and more.
    Describe some of the changes you’ve seen take place in your role and our firm.
    Originally, I used a typewriter, then slowly the word processors came on board, and finally an actual computer was used, with no mouse initially. We used fax machines with rolls of shiny paper. There was no email system back then everything was typed and mailed or delivered to various colleagues, clients, and suppliers.
    Describe some high points in your career.
    I headed up the United Way for GTA and organized a black-tie casino event with all the senior management running the various games. We organized client golf events, which raised a great deal of money for children in need. We had executive dinner, silent auctions, and even offered a car for a hole in one, which was won by one of our agents. I’ve also enjoyed organizing picnics, afternoon BBQs for support staff with various games, and many great networking events. I used to travel to Ottawa frequently, where I organized many dinners and awards programs. On the commercial side, I’ve organized our client ski day, Christmas parties, and various social and client events in the GTA.
    What are some things that many of your colleagues would not know about you?
    I was a single Mom when I began with the company and had twin boys who were approximately 4 years of age. They are now 37 and I have two grandchildren, a boy and girl who are 4 and 2 years old.
    If you had to describe yourself in 3 words, what would they be, and why?
    Reliable, truthful, and family-orientated.
    If you could have dinner with any one person, living or dead, who would he/she be and why?
    My Mom. Being a single parent, my Mom was always there to support me and my sons. She came from very meager beginnings in Scotland and loved Canada. She was my best friend and even though it’s been over 14 years since she passed, I still miss her.
    What do you like best about working for Cushman & Wakefield?
    The people.
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    Sampah Bin Mahadi

    Sampah now works with the maintenance team at Singapore’s Institute of Technical Education College West as part of the Facility Management services on campus.

    On campus, Sampah serves as a reactive maintenance technician, managing day-to-day facility operations at ITE College West and attending to user complaints regarding building services. He addresses issues and liaises with users to close every case as quickly and efficiently as possible.

    While Sampah himself is a man of few words, his supervisor, Lok Tonglin, praised his outstanding skill set and experience: “Sampah is very experienced and is able to attend to a wide scope of building problems – ACMV, plumbing and general building services; he is able to respond to facility issues with high-quality solutions independently.”

    When asked how he feels about Cushman & Wakefield, Sampah says he is glad to see that the company is growing bigger and stronger each year. He enjoys coming in to work every day, and he looks forward to the future of the company.
    You first joined Cushman & Wakefield in March 1972. What was your first role and what was it like to work for the firm and industry in your first years?
    My first role was technician for building maintenance. Working there was a great experience, and shortly after my first year, I felt bonded to the people.
    What major roles have you played over the years?
    Leading a team of new staff and sharing my experience with them.
    What are the biggest changes you’ve seen to the way business is done over the decades and what hasn’t changed?
    The biggest positive change is that the company is growing bigger and better every year.
    If you had to describe yourself in 3 words, what would they be?
    Diligent, receptive, quality.
    If you could have dinner with any one person, living or dead, who would it be?
    My wife.
    What have you liked most about working for Cushman & Wakefield?
    I enjoy working with and for my friendly colleagues and clients.
    What are some of the secrets to your success?
    There are no secrets — just keep working hard.
    What’s one or two things that many of your colleagues would not know about you.
    I enjoy watching and playing soccer – my favorite team is Liverpool. I have two daughters who are 30 and 20 years old and a son who’s 19. I also have two grandchildren, a 1-year-old boy and a 2-year-old girl.