We believe and appreciate that success comes from
the hard work, perseverance, resilience, and creativity
that occurs throughout the process.

Current Position: I am the President and CEO of Flournoy Development Group.
Job Responsibilities: My responsibilities include setting FDG’s overall strategy, overseeing operations, managing key relationships, leading FDG’s investment and executive committees and fostering our culture of enterprising leadership and collaboration.
Direct Reports: The heads of all our development functions (including regional development teams, construction services and capital markets) and head of our operations platform (FPG).

The most rewarding experience of my career has by far been leading Team FDG with the unwavering support of Team KUSA/Kajima. I have the privilege to come to work every day with the very best, brightest, most resilient, humble, hard-working, and collaborative team members in our industry. Said differently, my most rewarding experience is a daily occurrence because here at FDG we really enjoy as a collective team the process of creating and operating remarkable residential communities, which transform and elevate the way people live. This is not only our career, but our true passion and purpose. I routinely tell our internal team members and external partners that I would not want to spend my time doing anything other than what I do on a day-to-day basis, particularly with the exceptional people I am fortunate enough to do it with.

Team Hiring/Development: This cannot be overstated from my perspective. We have an extremely rigorous and selective hiring process, given how critical it is to get the right people on the bus who will share our “All In” mentality to accomplish ambitious objectives for the greater good of the group. Put simply, FDG’s success starts and ends with our team.

Fostering/Setting Culture: We have a culture of unwavering perseverance, discipline, and collaboration driven by our “inside out” mentality hyper-focused on variables within our control. As a team, we absolutely love the process and welcome the grind of developing and operating premier multifamily communities. We believe and appreciate that success comes from the hard work, perseverance, resilience, and creativity that occurs throughout the process. It has been said many times in sports that championships are won when no one is watching, and this embodies our collective team’s mentality. We certainly enjoy a successful project, but not a lot of people in the industry appreciate or enjoy what it takes to get to that point like our team does, which makes it easy to celebrate these successes and have fun together.

Setting Strategy: This includes determining where we will focus our resources including development location criteria, underwriting criteria, geographic and product type expansions, which technology advancements we will adopt, brand/reputation management and overall business planning.

As a company, we are working toward even more consistency and methodical, sustainable growth through approaches like strategic target location expansion and differentiated product types. In addition, we are working toward investing more of our own FDG/Kajima capital in our unique developments versus offering so much of a share to outside 3rd party investors. We believe the best is yet to come for our company with the resources and support we have from the Kajima team.

I believe trust, open honest communication and true collaboration are the most important factors in constituting a comfortable work environment. At FDG we value everyone’s opinion and believe there is no question not worth asking. Given the complexity of what we do, no one person can have or should be expected to have all the answers. As a result, we encourage above all else these attributes in everything we do from hiring to setting strategy to problem solving a specific issue on a project.

I am most proud of our people and culture. I know I have touched on this several times throughout this interview, but our team is truly unique and the way they collaborate, persevere, care for and work together in such a high performing way is special and what I am most proud of.

At Wink Hotels, we have established an environment
that celebrates individual strengths
while recognizing the necessity of solid teamwork.

As CEO of Wink Hotels, I oversee all aspects of the Wink Hotels brand roll-out and operations on behalf of its Board and Shareholders. I am very fortunate for the opportunity to work with an incredibly talented team comprising of nearly 100 staff across Finance, Accounting, Sales & Marketing, F&B and Operations.

I would say the most fulfilling part of my job is being a mentor to my young team. Nothing is more gratifying than seeing our team grow, develop, and become more confident in how we approach our guests. Elevating the guest experience is at the heart of our business and guides team culture. It is therefore extremely rewarding to see our guests enjoying their time at our properties as they interact with our enthusiastic staff. Achieving this level of guest satisfaction is no small order – while traditional hotel operations dictate a ratio of 1 staff member per hotel room, we manage our hotels with a staffing ratio of 1 staff for every 5 rooms. Operating with this lean staffing model while maintaining high-impact guest experiences is a challenge we embrace every day and one that makes our brand unique.

First, I believe in leading by example. I have always strived to be a role model for our team in terms of work ethic, attention to detail, and being results orientated. It is important for leaders to be a living example of the expectations we have for our team.
Second, I believe in empowering my team and ensuring that there are clear roles, responsibilities, and accountability. As a growing hotel chain spanning multiple locations, it is imperative that our teams are empowered to make decisions and lead their business lines with the confidence of management support.
I deliberately balance between providing hands-on assistance to my teams while allowing them to grow individually to groom a generation of future leaders.
Third, I believe in the primacy of teamwork: If you want to go fast, go alone. If you want to go far, go together.
We are only as strong as our weakest link! At Wink Hotels, we have established an environment that celebrates individual strengths while recognizing the necessity of solid teamwork.

Our mission is for Wink Hotels to be the leading lifestyle-oriented hotel brand in Vietnam. We aspire to be the preferred choice amongst our guests, which leads to outstanding operating results that in turn generate handsome profits for our shareholders. We will do this in a way that is ethical, socially responsible, and environmentally sustainable.

In my view, it is necessary to cultivate an environment with clear roles and responsibilities and to articulate a common vision and direction for the team to get behind. This answers the “why” behind what we do. However, once the team understands where we are going and why we are going there, I think the most important factor for a comfortable work environment is to create an open environment where all ideas, opinions and suggestions are welcomed and appreciated. A comfortable environment is one where our team can be themselves, express themselves authentically, and be heard by management and fellow colleagues. At Wink Hotels, our goal is to create such conducive and collaborative environments for our team to thrive.

I am extremely proud of our team and what we accomplished as a start-up brand that is disrupting the traditional approach to hospitality. While we are still early in our development, we have been recognized as one of the top 8 new hotels in Vietnam by CNN traveler, consistently ranking on TripAdvisor as one of the Top 5 best hotels in Saigon and have received excellent comments about our staff and guest experience. I am very proud of this early recognition, which I attribute to us challenging norms and approaching the market with bold tenacity. Throughout this process, we never lost sight of our brand identity and our overarching goals. The team has been resolute in their efforts, and fully committed to our mission and vision. As a leader, I cannot ask for more. We are grateful for what we have achieved to date but will not rest on our laurels. The foundation we are setting today will be what carries us into the future.

I get great satisfaction from seeing the team flourish amidst
the challenges of a fast-paced investment environment.

I am Managing Director of Kajima Properties, the real estate investment and development subsidiary of Kajima Europe. We are a broad and experienced team of chartered surveyors and investment specialists based in London and Warsaw, investing internal and external funds into projects in most real estate sectors across Europe.

I am proud of the entrepreneurial spirit that Kajima Properties fosters, and the support that we have been given to grow and thrive has played an enormous part.
We continually investigate ways to expand the business into new sectors and to grow in new directions, and we have significantly grown the balance sheet to support this. I get great satisfaction from seeing the team flourish amidst the challenges of a fast-paced investment environment, managing existing relationships alongside new ones, and introducing new opportunities in new sectors.

For me the most important element of leadership is trust. Without the ability to have the trust of our shareholder, of our clients, of our partners and of our colleagues, we would not be able to sustain the quality of business that we have maintained throughout our growth. The trust imparted upon me, and the trust placed in members of the team is repaid in results.

A close second is the ability to engender collaboration. In an industry susceptible to silo working, I am a firm believer in ‘pulling together’ to achieve common goals and sharing in the opportunities and successes of each other. This in turn encourages the business to be more entrepreneurial, identifying prospects outside of the strict confines of a role.

And finally, a good leader must recognize that people and partners are humans, susceptible to the ups and downs of business and of life. Emotional connections are often ignored in business, but they have the power of turning around challenging situations.

Whilst Kajima Properties has delivered substantial profits from investment and development using internal resources, a key objective over the next few years is to grow our Investment Management business. We’re proud of the profit we generate, but by retaining minority interests in projects alongside third party investors we can super-charge our returns as well as creating a stable income platform to smooth out the peaks and troughs of the property cycle.

This is an interesting question after covid and everyone working at home. The most important factor for me, undoubtedly, is encouraging people to be in the same space to learn, challenge and collaborate.
We had the challenge of designing a new office for Kajima Europe in 2020, and so concluded that the office needed to be more domestic in scale and design to encourage people back into the office environment, so that people felt some of the home comforts they had gotten used to working from home via Teams. Ample break out spaces, quiet rooms, external space, soft furnishing, and flexible seating were all important, as well as a warm and less corporate design palette, have all contributed to a really successful office working environment.
The challenge is to then engender a sense of community and working together, which we are doing through more monthly get togethers and more social events, which is great for building teams and relationships between colleagues, as well as a sense of belonging.

Every acquisition, development or disposal makes me proud of the team! However, completing 77 Coleman Street in the City of London, on budget, at the height of lockdown, amidst huge material shortages was a fantastic achievement for the business. And similarly, managing the acquisition of Student Depot in a competitive bidding situation whilst managing internal approvals for a complicated corporate structure was another high point.
More generally, the past few years have seen us all working in extremely challenging conditions. During lockdown, seeing the team put in long hours, engaging over Teams instead of in person, and still managing to grow the business was an incredibly positive period for the business, and for this I am really proud!

Our focus for the group is a ‘back to basic’ approach,
ensuring we follow the systems and procedures now in place
throughout the company.

Managing Director/CEO.
I am responsible for managing the construction business’s overall strategy and operations across Australia and New Zealand. We have 8 separate regions/business units across the group who each have their own Director and management team. Our overall corporate structure also includes a group head of finance (CFO), HR, legal, capital and engineering. Across our group we are delivering approx. 60-65 projects at any one time and these projects range in value from $500k all the way up to $450m.

Seeing people and the business around me grow and flourish gives me enormous satisfaction. Our business is always evolving and has a real entrepreneurial spirit, which is exciting to be a part of. I’ve worked on many projects across many sectors but the most impressive thing about some of these projects is the teams the deliver them. At times those teams work on very difficult projects so seeing how they work through and deliver what we do is always humbling.

At our core we are a builder so first and foremost our focus is on safety, people, and quality.
A big part of my job is not only ensuring our day-to-day business is functioning uniformly across the group, but also important that I have a strong focus on the next 2-5 years and ensuring our strategy is sound. Being able to be in front of where the work will come from, emerging sectors, and preparing our business for that is a key part of my role. Lastly, with our business size (800+ approx. people) comes a unique power to harness and ensuring our business always operates with a one group mentality rather than standalone business units which is critical to achieving our goals.

Our focus for the group is a ‘back to basic’ approach, ensuring the business delivers on the hard work of the past 3 years. Despite some significant challenges we are well placed for success in the years ahead. Sustainable growth, whilst inevitable, will take a back seat to consistency and rigor as the group focusses internally on ensuring we follow the systems and procedures now in place throughout the company.
We are also planning for the next evolution of the industry here in Australia and New Zealand by increasing our push into the defense sector (including Pacific Island projects), preparing our internal capital capability, and building an engineering team to focus on upcoming renewable projects. Our business is also working hard to set and deliver on our own internal targets regarding corporate social responsibility and environmental.

Firstly, everyone being safe and going home each day to their family and friends is a main priority. Our business operates a flat management structure and it’s very important to me that everyone feels as though they can pick up the phone and call anyone in the business. It’s important that everyone has a voice, and everyone is heard. Without this, the team approach to the construction industry doesn’t work.
Our business is spending more money than it ever has in areas such as work life balance, internal training and leadership programs and investing in our people. Given our future plans it’s so important we have a major focus on our people.

I’m proud of many things, I’m proud of the business we have become post merge with our sector and geographic diversity. I’m proud of how we have collectively responded and worked through significant events that were tough at times in the business. I’m proud of our entrepreneurial spirit and willingness to explore the next frontier. I’m proud of the growth of our people and the opportunities we can provide. I’m proud of Kajima’s support and amazing long-term view and strategy. I’m proud of Barpa (an indigenous business we own 49% of) and the work that it accomplishes. I’m proud of our businesses Reconciliation Action Plan and I’m proud of the remarkable team we have that makes all this possible.

We have always succeeded in being opportunistic
by venturing into New Business Streams,
New locations or adopting the latest Technology/Innovation.

My Name is Robert Sirgiovanni, and I am the CEO of Kajima Cockram International (KCI). I am based in the Kajima Australia Head Quarters in Melbourne and oversee the KCI Operations across Asia and USA.

KCI basically has 2 business streams, and each business stream has operations in Asia and the USA. Cockram Construction is a specialist Construction Management Company with Operations across Asia dating back to 1993. During the last 30 years Cockram has managed the largest and most prestigious Pharmaceutical and Biological Manufacturing projects in China. In 2012 we formed Scenario Cockram, which is the largest Show Contractor in the world. Scenario Cockram completes wonderful Attractions for major Theme parks in Asia and USA –specializing in complex Show Sets and Rockwork projects.

The strongest message we offer to our clients is our company Values – what we call our “IDEALS”
I – Integrity
D- Determination
E – Excellence
A - Accountability
L – Leadership
S- Safety
The stability of our Operations from Leadership to Successful Project outcome provides our clients the confidence they can rely upon.

I commenced with Cockram in 1987 as a graduate from RMIT Building Degree. Having progressed through site-based positions I led a team to China in 1993 where Cockram constructed a Sterile Pharmaceutical Manufacturing facility for a division of Pfizer. After living in China for 3 years I returned to the Australian HQ and managed and expanded the operations to USA and other regions in Asia. In 2012 we successfully partnered with Scenario Group on a major attraction for Shanghai Disney. Following the success of that project we established Scenario Cockram which expanded to other regions in Asia and the USA. In 2017 Cockram was acquired by Kajima Overseas and was rebranded ‘Kajima Cockram International’. I eventually became CEO of KCI in 2021.

My goal is to firstly maintain the excellent reputation our business divisions have in Asia and USA, and to steadily grow those businesses. We have always succeeded in being opportunistic by venturing into New Business Streams, New locations or adopting the latest Technology/Innovation.
Although 35 years with a single company is common in Japan, it is quite rare in Australia. I plan to happily add to those years as the business grows.
My personal goal is to spend as much time as possible with my young family and enjoy my pastime of collecting and restoring classic cars.

We hope to encourage employees to improve themselves and
create an environment in which we can systematically train
excellent personnel and executives.

I am the deputy Project Manager of "THE GLOBAL ONE project" in the Nanko area of Taipei City.
This is a large-scale construction work with a total floor space of 230000m², and it is the largest construction work ever in Chung-Lu Construction.
I oversee the construction management and currently have 28 subordinates under my direct supervision.

By actively exercising one's own experience and skills, one can contribute to the construction of Chung-Lu Construction. Of course, I sometimes feel difficulties and pressure, but I can work with a sense of satisfaction, so I am healthy both physically and mentally.
This is an office building in Taipei City that I was in charge of a while ago. I was entrusted here with the director of the site for the first time. As it was located in a busy area, we paid close attention to noise, air pollution, management of construction vehicles, etc. As the construction work had a particularly large impact on the neighborhood, we worked hard to communicate with the neighbors on a daily basis and build a relationship of trust. I also remember that the construction of the underground work in particular was extremely difficult because the adjoining building was an aged building with more than 40 years of age.
What I was most happy about was that I became very close to the female owner of the next-door restaurant in Germany, who often caused inconvenience from the start of the construction, when the construction was completed, and that I was able to build a relationship that I can still keep in touch with. Regarding the construction work, although it was a difficult construction period, we were able to complete the construction work as planned with no accidents and disasters.

I believe that what is very important in carrying out work in an organization is to observe discipline and to treat people around us with a sense of cooperation. I instruct my subordinates to actively engage in their work and not forget their attitude of always learning. As a leader, I am always conscious of working in a more appropriate and efficient way.

I would like to answer what I think I should aim for in terms of the entire construction organization of Chung-Lu Construction. In the past few years, the number of Site Supervisors for Taiwanese employees has increased, and I feel that it is necessary to further organize the construction code and rules that will become in-house standards.
We would like to make it possible for each construction manager to fairly evaluate the implementation status of the site by compiling more effective codes on construction.
In addition, by establishing a more fair and rational promotion system and adjusting the organizational structure regarding generations and posts, we hope to encourage employees to improve themselves and create an environment in which we can systematically train excellent personnel and executives.

I think it is an environment in which the sense of accomplishment and satisfaction can be gained through work.
To this end, I think it is important to create an environment in which all employees can work with a sense of proactive and responsible attitude.

Chung-Lu Construction has established an excellent corporate brand image in Taiwan, and has earned a high reputation from society for its abundant construction results.

I want to inspire employees to improve their skills and
take on challenges, lead them to succeed in their projects,
and get client satisfaction.

Currently, I am appointed vice president and manager of the Southern region Branch in Kajima (China). I am mainly involved in company management and take charge of everything from obtaining a general project in the Southern region Branch to completing the project. The Southern region Branch has 39 employees and 11 first-class architects.
There are also six potential site manager candidates, and we have a system that allows for at least three projects to be constructed simultaneously.

In each process from obtaining the project to completion, it is important to look at advantages and problems, take the first steps, and lead employees in the right direction to achieve our goals. After entering the Southern region Branch, the first project (plant) was about the largest total floor area 93,000m² in Kajima (China). The construction period was about 15 months.
It was an absolute requirement to build a high-quality building amid the extremely strict process, so it was very challenging and rewarding and left a strong impression.

"Human resource development," "spirit of challenge," and "client satisfaction."
I want to inspire employees to improve their skills and take on challenges, lead them to success with good projects, and lead them to client satisfaction.

The Southern region Branch has been established for about four years, but I believe that the most important aspect is the sustainability of our business performance.
Currently, we are receiving orders for the main projects of Japanese companies mainly in the Southern region Branch, but in order to solidify our business foundation, we would like to expand our business scope by expanding our business into inland China in the future or by accepting local project orders.

I think it's a sense of balance between reason and emotion. By doing so, we aim to create a work environment in which all employees are motivated to demonstrate their performance.

I am proud of the fact that we are aiming to be the Chinese No.1 brand. We are also proud of our management policy to create a stable business foundation at present. We are also proud of the attitude that Japanese employees are willing to work with local employees, and that we are gradually growing toward the localization of our companies.