Building purpose: a next gen Q&A on culture, connection, and careers in CRE

How important is it for you to work somewhere that aligns with your personal values?

Judson Martin: I think it’s really important. You might love your job because it matches your skills or brings success, but there are always going to be tough days. When that happens, having a deeper connection to the company’s mission can really help. If your values align with the organization’s, it gives you a sense of purpose and helps you push through.

Stephanie Yeargin: For me, it’s especially important how employees are treated – how they’re mentored, trained and supported. That says a lot about a company’s values.

Charles Watson: Absolutely. I’d say it’s critical. If employees don’t feel that the company shares their values, it can feel like everyone’s pulling in different directions. Alignment creates unity and makes the work feel more meaningful.

What does “purpose-driven work” in commercial real estate mean to you?

Judson: For me, it’s about creating lasting value – not just for clients and investors, but for everyone involved, especially the community. It means looking at projects with a wider lens. How can this development improve a neighborhood, support local jobs, or make resources more accessible? Whether I’m repositioning an older property, activating unused land, or helping a company find the right space to grow, I want to the work to have a positive impact. When a deal supports both business goals and community progress, that’s when I feel like I’m doing something meaningful.

Stephanie: Purpose-driven work goes beyond just making money. It’s about helping causes you care about – like finding space for a business that’s doing good or promoting buildings that focus on sustainability. It also means thinking carefully about what kinds of businesses go where, and how that affects the local vibe, job opportunities, and even safety. In a way, we’re partners in shaping communities, so being thoughtful and intentional really matters.

Charles: To me, it’s about working in a culture where your day-to-day responsibilities connect to a bigger mission. It’s not just about day-to-day tasks – it’s about feeling like your work contributes to something that matters to society. That sense of purpose can really drive motivation and meaning.

Have you seen Avison Young take action on social or environmental issues in a way that made you proud to be a part of the company?

Judson: Yes, definitely. I’ve been directly involved in the Avon Lake Generating Plant redevelopment project. It’s a big initiative – tearing down an old coal-fired power plant and cleaning up the site to make room for a new mixed-use neighborhood. It’s not just about removing a major source of carbon emissions. It’s also about revitalizing the lakefront, adding around 20 acres of new park space, and boosting tax revenue for the city. It’s a great example of how we can create environmental, social and economic value all at once.

Stephanie: For me, it’s our annual Day of Giving. It’s really impressive, especially for a company our size. We’re out there helping others, but we’re also building stronger teams. The amount of planning that goes into it and the fact that it’s such a big deal internally shows that Avison Young truly cares. That makes me proud to be a part of it.

Charles: I feel the same way. The Day of Giving is something I’m really proud of. Having assisted with the organization of the regional events in 2021, 2022 and 2023 I have been fortunate enough to see firsthand how much the day means to our colleagues and the local communities we support. It’s a great example of purpose in action. During my time at the business, I have attended local underprivileged schools whereby we support with professional skills such as interview preparation and public speaking.

Regionally, within the Leeds office there is a strong culture of social engagement, and we have recently taken part in various events including a 24 mile walk through the Yorkshire Dales, raising money for local charities in the process.

What does belonging in the workplace look like for you?

Judson: For me, belonging means feeling respected, valued, and trusted to make a real impact. It’s more than just being part of the team; it’s knowing that your work matters and that people recognize your contributions. It also means being able to show up as your true self, take ownership of your role, support your teammates and deliver value to clients. You’re not just along for the ride; you’re making your mark. And when that’s seen and appreciated, it creates a strong sense of connection and purpose.

Stephanie: That’s an easy one for me – our office feels like a group of friends. We confide in each other, hang out, and share ideas. It’s a really supportive and fun atmosphere. That sense of friendship makes a big difference.

Charles: To me, it’s about being able to show up every day as your authentic self, without fear or pressure to be someone you’re not. That’s when you really feel like you belong and are valued, then you can perform to the maximum of your abilities, and your potential can be fulfilled.

How would you describe the vibe and teamwork within your immediate team here at Avison Young?

Judson: Our team vibe is collaborative, supportive, and fast-paced. Everyone works hard and takes pride in delivering for our clients, but we also genuinely enjoy working together. We share knowledge, celebrate wins, and step in to help each other when needed. There’s a lot of trust and open communication, which helps us move quickly and efficiently. It’s a team that pushes each other to do great work, but we also keep things positive and fun.

Stephanie: It’s fantastic. We’ve been working together for six years, and we’ve built a really strong dynamic. There’s a lot of trust and we support each other, especially when it comes to balancing work with family and personal time. That balance helps us recharge and come back ready to go. As a younger broker, the mentorship I’ve received has been huge for my growth. I feel lucky to have someone like Glenn Gardner guiding me – thank you, Glenn!

Charles: I’d say our immediate regional team is very strong and synergistic. We hold frequent in-person meetings to review targets and budgets, supplemented by a weekly virtual call to bring up any issues that have arisen. We find that frequent communication facilitates organic collaboration. Within the week we use a group chat to quickly ask questions or get support when needed. We always end with a virtual quiz, which adds a bit of fun and helps with team bonding, albeit I am rarely successful!

What growth opportunities do you think are critical to success in the workplace?

Judson: I think the most important growth opportunities are the ones that help you build both technical skills and people skills, while also giving you a clear path forward. On the technical side, things like mentorship, stretch assignments, and working across teams help you grow your expertise and confidence. But soft skills, like communication, learning and emotional intelligence, are just as important for long-term success. That said, growth also needs structure. You need to know what the next step looks like and what it takes to get there. Without that clarity, it’s easy to feel lost. When expectations are clear and development is ongoing, that’s when real growth happens.

Stephanie: That’s a little different for me since I’m a broker – my growth is mostly in my own hands, and the path is pretty clear. But from what I’ve seen around me, I think it’s important to have the chance to try new things. Maybe someone wants to switch asset classes or move from a support role into brokerage, or the other way around. When people feel stuck, they usually leave. Of course, growth also ties into things like pay, flexibility, responsibilities and title.

Charles: To echo Judson’s sentiment, a combination of technical and soft skills is vital to success. I have worked alongside the learning and development team in the U.K. to develop the Future Talent series aimed at the graduate and apprentice cohorts and recently hosted an introduction to Property Management session.

I also think that mentoring and support play a huge part, and this is a program Avison Young offers. I personally have benefitted from having a mentor – knowing someone’s there to guide you can really support your progression. I also take an active role in mentoring several of our graduates through their professional qualification assessments and take real satisfaction from seeing their development.

Thinking slightly wider than the core role, it is also important to understand people, culture and budgets within the workplace, as these are all key factors that are critical to success.

Looking ahead, what future skills do you think our industry needs to start building now?

Judson: I think we really need to focus on building strong project management and time management skills. With complex deals, long timelines, and lots of moving parts, being organized and ready is key. It’s not just about getting the job done, it’s about building trust and showing professionalism. The people who can lead with clarity, stay ahead of the curve and treat their work like a well-run project will stand out in a competitive market.

Stephanie: I’d say learning how to better use AI tools. There’s a lot of potential to streamline our daily tasks and organize information more efficiently. We just need to figure out how to use these tools in a smart way.

Charles: I agree with Stephanie that AI is becoming ever present within the industry and needs to be capitalized upon. Similarly, utilizing data and technology efficiently will allow us to use our time more effectively. However, communication is still vital. I tend to think we’ve lost a bit of that since Covid and it’s become easy to rely on virtual meetings, texts, or emails, but face-to-face conversations and client interactions are still important and help to build stronger working relationships. Whilst the two are very different, an effective combination of both can be really powerful within the industry.

If you could give a student or someone early in their career advice about working in commercial real estate today, what would it be?

Judson: I’d say be curious, proactive, and most of all – patient. Learn everything you can, not just about your specific role, but how the whole deal or project comes together. Ask questions, find mentors, and don’t be afraid to step outside your comfort zone. Patience is especially important in this industry. Deals, especially in investment sales or capital markets, can take six to 12 months or more. That can feel slow when you’re just starting out and looking for quick wins. But if you stick with it, build relationships, and stay involved through the full process, you’ll gain a much deeper understanding and see the long-term rewards. I’ve worked on deals that took longer to close than the average first job lasts, and that perspective really helps you appreciate the value of staying the course.

Stephanie: Take your time finding the right fit, both the company and the team. Talk to as many people as you can. Once you land somewhere, don’t rush. There’s a lot of pressure to move up quickly, and that’s important, but make it easier on yourself by really learning the details and getting the fundamentals right. That foundation will carry you far.

Charles: Build your network early. Commercial real estate is a small world, and your career may take you along various trajectories, so it is important not to burn bridges as you never know when you’ll cross paths with someone again. Specifically at Avison Young, I think it’s important to get involved in as much as you possibly can, the opportunities are there to be taken! I have recently been elected to join the U.K.'s Future Talent Steering Committee which I look forward to contributing to as well as gaining a more holistic understanding of how the business works across different teams and offices.

If you could give a senior leader advice on how to better connect with younger generations in the workplace, what would you say?

Judson: I’d suggest creating more opportunities for real engagement and two-way conversations. Young professionals really value being heard and included, not just told what to do. One-on-one check-ins, casual lunches, or even quick mentoring chats can make a big difference. It’s also important to be transparent about company goals and how each person’s role fits into the bigger picture. Younger team members are driven by purpose and growth, so helping them understand the “why” behind the work keeps them more engaged. A little effort in communication and connection goes a long way in building trust and motivation.

Stephanie: Just spend time with them – grab coffee, go for drinks, and have real conversations. Encourage them to reach out, too. During Covid, our office Principals each called younger team members to check in on them one-on-one. I still remember that. One of them ended up giving me financial advice on a big decision I was facing. It was unexpected but really helpful. That kind of personal connection sticks with you.

Charles: I work closely with graduates across all offices and business units as part of the learning and development team and know that there is some good talent within the business, which just needs nurturing.

I think it’s important for senior leaders to be present, visible and approachable as this helps build relationships. We are fortunate within the Leeds office that senior leaders are just that and I have been fortunate enough to take advice from colleagues.

It's important for senior leaders to be as transparent as possible with junior colleagues in terms of budgets and that they demonstrate an understanding and awareness of the hard work that junior members of staff undertake for the business.

What makes you most excited and motivated to work at Avison Young? What keeps you engaged?

Judson: What really motivates me is the chance to learn from such a talented group of senior brokers and leaders. They all come from different backgrounds and bring unique experiences to the table. The insights they share, whether it’s strategies, lessons learned, or real-time feedback, are things you can’t get from a textbook. That openness keeps me engaged and always learning.

Stephanie: For me, it’s the unlimited potential to grow my own book of business. I also love the flexibility. I can manage my own time, choose who I work with, and either work solo or as part of a team. The environment is really positive and supportive too. I feel comfortable asking for what I need and I trust that my team and managing director have my back.

Charles: I feel like the company is on a strong upward path, and that’s exciting. There’s a real culture of growth here. I have had opportunities outside of my core work to become involved with D&I U.K. Advisory Council, Future Talent Steering Committee, and Sustainability and Decarbonisation Technical Cohort, which has allowed me to collaborate with colleagues and also to understand wider matters that impact the business. My work is varied, and I always feel supported. That combination keeps me motivated and looking forward to what’s next.