JLL NATIONAL DIRECTOR
HEAD OF AGENCY MENA
INTERVIEW CONDUCTED BY
MARIE-CHRISTINE TAYAH
Editor in Chief
“Men and Women are different, We just communicate differently, We approach things differently. However, this brings great strength to an organization.”
How did it all start?
I am Dutch, mixed Indonesian, born in Amsterdam and have lived there as well as South America in my childhood years. Upon graduation from high school in Ecuador, I enrolled in the Faculty of Architecture at Delft Technical University in The Netherlands with a love for architecture. I, however, soon realized I was better fit to pursue the managerial and corporate side of real estate and as such received a Master’s degree in Architecture, Project Management and Real Estate. Already in the final stages of my study I knew I wanted to work for JLL. I liked what the company stood for, its reputation and their global presence. Upon graduation I applied for a full time position at JLL in Indonesia given my Dutch-Indonesian roots. During my time in Asia, I worked on projects in Jakarta and Singapore and learned how to conduct business in Asia. I was fortunate enough to have managers who recognized my contributions and within three years I went from a fresh graduate into a senior manager. I knew Jakarta would not be a long-term posting, however, and, in 2007, I moved to Dubai to be in charge of the Tenant Representation/Corporate Solutions side of JLL’s business in the UAE as an Associate Director. Now, nearly eight years later, I am a Director and the Head of Agency for the Middle East and North Africa region, which covers Corporate Solutions and Leasing.
What is the company’s added value in terms of real estate and advisory firm?
JLL has a unique position in the MENA region in that we are a truly professional and ethical services company, fully owned by our parent company based in Chicago and London. As a company, we are able to provide accurate advice to developers, governments, landlords and corporate occupiers alike. We service the entire real estate life cycle, from master planning and best use studies, to property management and project management of construction and fit-out through to dispositions. What I admire most about JLL is that as a leadership team we make great hiring decisions. I sincerely like and respect each of my colleagues and feel a sense of cooperation and camaraderie throughout all levels of the organization. Importantly, I believe our clients sense this positive energy and dedication to service alongside our wealth of expertise.
How challenging is it for a woman to be a director in the Middle East?
The Middle East is a big region and it is easier in certain parts of the region to be a female director than in others. People from outside this region often have the perception that being a female leader in the Middle East is hard. In Dubai, being a female leader has its challenges, but they are not more severe than in other, more developed markets. In a sense it is perhaps easier in Dubai to be a female leader, as the society is extremely diverse. In such a diverse society where you have people from many different cultures, speaking different languages and displaying different ways of conducting business, the reality is that your gender difference is muted (or mitigated) vis-à-vis operating in a more homogenous environment.
What are the challenges you encounter on a daily basis?
As a young woman I sometimes feel I have to prove my knowledge and expertise more than some of my older, male counterparts. In meetings with new contacts this may mean a slightly longer introduction of myself and my experiences, to make the other party more comfortable and aware. My daily challenges are however not necessarily only work related. My personal struggle is wanting to be a dedicated Head of Department as well as being a devoted mother and wife. Thankfully I have a husband who fully supports our duties at home and our two young sons, which has resulted in the household becoming both of our responsibility rather than just mine. When it comes to children, the younger years are the most important in terms of shaping character and a sense of belonging, and as such, I often wish there were more hours in a day to equally accommodate work and family. Here in Dubai however, we should never forget that most of us are fortunate enough to have relatively short commutes to and from the office while also being able to afford good quality domestic support.
In what ways do you rely on and deal with your team?
I fully rely on my team to achieve positive results. I aim to motivate my department by creating a supportive and collaborative working environment which fosters teamwork.. I sincerely believe in identifying each individual’s personal talents and aspirations, and ensuring their roles answer to this. By creating defined roles and separate business lines we are getting the best out of each individual. This year, our team is currently well ahead of its annual target.
What are the keys of success in your opinion?
Never settle for mediocrity. If you know you can do better, then do better. Hard work, high aspirations and the conscious decision to always give it your best results in an outcome you will always be proud of. Even if the outcome is ultimately not what we had strived for, as long as we can with sincerity state we have given it our best, it should never result in feelings of regret. Slightly in contrast to the aforementioned we should also never forget we are all human beings and we all mistakes. In my opinion it is okay to make an occasional mistake, but it is never okay to not do your best. And lastly, enjoying what you do also plays a critical role in success. If we love what we do, “hard work” will never feel like hard work.
Do you think you made it the hard way or the easy way to the top?
I think there is no such thing as the hard wayor the easy way. Every path has challengesbut also encouraging moments. Where mycareer has benefitted the most is havingsupportive managers who truly recognizedand acknowledged my contributions, gaveme additional responsibility subsequentlyallowing me to grow. Without this, I wouldhave never remained motivated. Supportfrom my family and a sense of adventurehave facilitated my developments as well.Some challenging moments were dealing onoccasion with non-supportive managers aswell as the general state of the economy inThe Netherlands and the UAE at some stageswhich did not allow for growth.
What is your message to women CEOs?
As women, we should never focus on gender differences as a focal point from the outset. People should be recognized for their skills and contributions and not for their gender profile. As such, women, just as much as men, should at all times focus on being really good at what we do and delivering positive results. As long as we as individuals really know our profession inside and out, it will result in a sense of confidence which will far outgrow any sense of insecurity in relation to our differences in gender, age or culture. Also as women leaders, we should support, foster and encourage each other more in sharing leads and referring work. I sense that men generally are much better at social networking and creating opportunities for each other, whereas women are sometimes too concerned about others’ perceptions.
