UKREiiF 2025: The Start of a New Market Cycle- Senior Hiring Is Evolving
By Emma Burnaby-Atkins, Senior Director, Madison Lincoln
This year’s UKREiiF felt like a real barometer for where the industry is headed, not just in terms of capital flows and policy conversations, but how firms are rethinking leadership and senior hiring. What was clear from our conversations in Leeds was that the profile of senior leadership in real estate investment and asset management is changing fast, driven by a complex mix of demographic, economic and technological forces.
Roughly 60% of today’s senior leaders in real estate will hit retirement age in the next 10 years. It is a fast-approaching reality that is pushing firms to build robust succession plans now. The industry has relied for too long on an informal pipeline, and that will be problematic going forward. Senior hiring timelines are lengthening, and the best candidates are planning their next moves half a year in advance. It is important to develop a succession plan, invest in ESG, and tech upskilling and act early. If you know you’ll need leadership talent in 6–12 months, start now. The search landscape is competitive, and becoming more so. However, boards are recognising the risk and opportunity of investing in emerging leadership now to ensure continuity, future-readiness and innovation for their organisations.
ESG was central to many conversations at UKREiiF. Investors are demanding stronger, deeper engagement with ESG on every level, and regulations are tight, especially around commercial building standards. That pressure is making ESG literacy a must-have at senior level. Firms want leaders who don’t just understand the basics but can guide an organisation through compliance, sustainable development, and long-term environmental impact strategy.
Tech was also at the forefront of many conversations. Tech now goes hand in hand with effective asset management, facilitating smart, informed decisions. PropTech and advanced analytics are helping leaders understand building usage, forecast performance, and improve ROI. The result is a rising demand for senior talent who can make data-informed decisions, integrate new systems, and future-proof portfolios through tech.
We’re seeing more demand for interim, project-based and fractional leadership. These roles are ideal for overseeing transformation initiatives, guiding ESG implementation, or bridging capability gaps without long-term commitments. It’s a pragmatic solution in a market that’s optimistic but still volatile. Also, the hybrid work shift is here to stay, but it presents real cultural and operational challenges. Leaders are developing models that embrace flexibility without losing connection or momentum. That balancing act is fast becoming a leadership competency in its own right.
From our perspective, UKREiiF is about visibility, networking, and connectivity. It was useful to meet candidates, catch up with clients, and listen to what leaders are thinking. There is still uncertainty around interest rates and capital availability, therefore, slowed deal flow is tempering some hiring decisions. However, it isn’t stopping them, firms are hiring where there’s strategic necessity, and there’s a strong sense that a new cycle is beginning.
The sentiment this year was cautious optimism. Funds are being raised. Deals are happening. That optimism is tempered by caution, especially when it comes to senior hiring. Business critical roles are being filled, and everyone’s watching the interest rate horizon, but the wheels are turning.
At Madison Lincoln, we’re closely tracking those shifts, who’s hiring and why. Timing is everything, and our job is to connect the dots between strategy, leadership, and timing.