People Property Place

Gary Hersham has spent 45 years at the very top end of London property, brokering some of the most expensive private homes ever sold in the capital. He founded Beauchamp Estates, speaks seven languages, and has built a career on relationships with royalty, sovereigns and family offices who almost never deal in public.
When he started in the early 80s, one of the established Chelsea agents told him they'd squeeze him out. They didn't. Gary built a business at the super prime end because he worked out early that it suited him: fewer deals falling over, faster transactions, and a chance to meet some of the most interesting people in the world.
He's candid that the thing driving him was never proving a point to his successful father. It was the thrill of the deal, and hating to lose one. He talks through the deals that made his name, the way he gets into rooms he's not supposed to be in, and why he's still a major player today.
What comes across is someone who genuinely loves the game - the people more than the property, and the relationships more than the transactions. 
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Tony Smedley runs the European business at Heitman, a $50bn real estate manager that's 60 years old and still owned by its partners. He's spent 30 years working across pan-European real estate - early cross-border deals out of Brussels and Paris, building businesses at Insight and Schroders, co-founding Fountain Capital - and he's seen enough cycles to have a clear view on this one.
His take is that the next three to five years will be consequential, and it's a good time to be courageous. The market's been through a rough capital markets cycle, but operating performance has stayed strong. The lesson he keeps coming back to is to stop relying on the capital markets to generate value and focus on what you can actually control: earnings, asset management, the operational performance of the business underneath the building.
That's why Heitman has spent two decades buying real estate operating companies rather than just buildings, with a deliberate tilt towards needs-based areas driven by demographics rather than GDP - living, healthcare, student housing, senior housing, self-storage. Tony's wider argument is that the lines between real estate and infrastructure are blurring, and the industry needs to start talking infrastructure's language: earnings, operations, and duration.
He's also candid about what that means for the people in the industry. The job is more operational than it's ever been, and the traditional real estate qualifications don't really prepare you for reading a P&L or running an operating business. The skill set has shifted.
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Rodney Bysh has spent 30 years operating between Germany and the UK. He set up what's now a €68bn real estate platform from a serviced office at Henderson, did M&A at Rothschild & Co, built and sold Cording Real Estate to Edmond de Rothschild, and then started again. Feldberg Capital launched at the end of 2022, merged with Brunswick Property Partners, and has grown from £500m to £2bn under management with a team of 30 across Berlin, Frankfurt and London.
The conversation covers a lot of ground, but the through line is Rodney's view that this is the best window he's seen in his career for London offices. Rents are low and growing fast, there's virtually no supply, and institutional sellers are letting go of their best assets to free up liquidity. Three years ago it was a contrarian position. Now the market's catching up, but he thinks the opportunity is still there.
He's also unusually well placed to explain the German market to a UK audience. Feldberg is one of the few platforms with genuine boots on the ground in both countries, and Rodney's bilingual background - he grew up between the UK and Germany after his family left Uganda - gives him access to a layer of local operators and developers that most London-based investors never reach.
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Stafford Lancaster has been at Delancey for over 25 years, working alongside Sir John and Jamie Ritblat. Today he runs the firm behind some of the UK's most recognisable real estate projects - Earls Court, East Village, Elephant and Castle - and he's just launched a new lending platform in Albion Arc.
The thread that runs through the whole conversation is a single financing principle that Delancey has stuck to from day one: never get caught out. Before the GFC, they had no loan-to-value covenants in any of their debt. When values crashed and banks started calling in loans across the industry, Delancey had nothing to trigger. They rode the whole thing out and came through with a 15% gross IRR.
That same discipline shows up in how they won the Olympic Village - a David and Goliath bid against Hutchison Whampoa and the Wellcome Trust - and how they pioneered build-to-rent in the UK, interviewing 3,000 renters and flooding the market with 1,400 homes when the rest of the industry was still drip-feeding stock.
It's a flat structure, everyone's self-starting, and Sir John is still in the office at 90. Stafford talks openly about how that culture is what lets 65 people compete with firms ten times the size, and why he'd rather keep it that way than scale up.
What's the one principle you'd never break in your own business? Let us know in the comments.
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Rob Abraham joined Supermarket Income REIT when it owned seven stores. Today it owns 128 and he's the CEO of a FTSE 250 company at 35.
Getting there involved a farming deal that collapsed weeks after he started, a pandemic that supercharged the business, a mini budget that stopped it dead, and a share price that hit 65p before the board decided to internalise the management and break away from Atrato in six weeks.
Rob is clear on what drives value in grocery real estate. The best sites were taken during the space race of the 1990s and 2000s. You can't get 10 acres in a residential urban location anymore. And Tesco spending £50 million to buy a single store back onto its balance sheet tells you everything about how critical these properties are to the operators.
He's also pretty candid about the moments where it could have gone wrong. The internalisation was make or break. The Blue Owl JV, now at £840 million, came with real pressure. And none of it was planned.
What would your strategy be for building a specialist REIT from scratch? Let us know in the comments.
The People Property Place Podcast is powered by Rockbourne, recruiting leadership talent for real estate funds, owners, investors, and developers.
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