On emerging technologies: We are a technology company in the real estate market, so it’s really important for us to understand how innovation and technology can change the game. Innovation is one of our core values, built into our reward and recognition system. Everyone knows what is expected of them in that space. It’s a key foundation. Our business’s trading platform is regulated and now it’s critical infrastructure in Australia, so we’re trying to redirect a lot of our attention to where we innovate, or areas where we don’t have sensitive data. So when we think about how to pilot or innovate, we look at areas of our business that are unregulated, that are less risky. Even with third parties, we take a very holistic approach. This is true for cloud, and it’s true for AI. About six years ago, when we were one of the first companies in Australia to move to cloud, it wasn’t just about the migration. It was about continuous training, reskilling, certification. Now we have a very holistic approach to AI, but we don’t compromise on data privacy, cybersecurity, resilience.
About our dynamic team: What we do well at PEXA is connect purpose and strategy, and the technology aspect connects people with place. In Australia, and now the UK, we have made great progress in this area. It is important to have teams understand what it means for customers, the impact it has on the market, and the impact when things go wrong. It is essential to be close to that purpose and align it with the strategy. It is also essential to understand how your work contributes to the group scorecard and the impact on the group. This is something we talk about constantly in our different teams, cascading that visibility. We have also invested heavily in career paths and self-actualisation so that our teams continue to learn and continue to evolve. Diversity and inclusion is also important to ensure that we bring out the best from you and allow you to be yourself in the organisation, regardless of your background. I think people significantly underestimate the impact of not having an inclusive organisation.
Regarding future human resource development: Technology is absolutely key. You need to know the business intimately, not just your area of expertise. Spend time in customer centers, in stores, in the aisles. Dig deep into the business to understand its possibilities, its opportunities, its pain points, and where its employees are. Doing that is always a competitive advantage in technology. And you don’t always have to ask for permission. There’s always an area of innovation, always something you can test. It’s much easier to demonstrate the value of something if you can actually deliver it. Inclusive teams are also important. In IT, too often we have teams that are very similar. The problem is that we have teams that don’t fully understand all aspects of the business, or that aren’t involved in different aspects of the team itself. If you have a team that can do that, you can show that it really reflects positively on your potential as a broader leader.
