Buying Capability, Not Scale: Colliers Doubles Down on Integrated Advice

As Colliers approaches its 50th year, chief executive Malcolm Tyson is not in reflective mode. He’s firmly focused forward. Founded in Australia and now a global real estate advisory powerhouse, Colliers’ local business has spent the past four years quietly but decisively reshaping itself. It has expanded and diversified beyond traditional brokerage into urban planning, engineering, data analytics and technology-driven advisory with the acquisition of eight businesses in the past four years. That evolution isn’t opportunistic—it’s strategic, client-led and deeply rooted in what he believes has underpinned Colliers’ success for five decades, Tyson tells The Urban Developer . Buying adjacencies, not distractions The company’s most recent chapter has been punctuated by a steady run of acquisitions, with Colliers International deploying US$1 billion in 2022 alone. And that growth trajectory will continue to rise, according to Tyson. But it’s not scale for scale’s sake. “To maintain a level of growth, acquisitions help—if they suit our client pool,” he says. “If it’s adjacent and complementary to what we offer, then we’ll look at it.” “If you go back 10 years, we probably wouldn’t have thought we’d be where we are today with what we offer. “So we’re quite open to what that might look like in the future.” For now, the strategy is delivering. “The results within the teams and the client feedback are supporting it,” he says. ▲ Colliers' London headquarters at 95 Wigmore Street. The common thread among the acquisitions, Tyson says, is adjacency, rather than diversification. “It’s part of a broader global strategy,” he says. “Each one of those businesses deals with a very similar client group—in some cases, the same clients—and the services are immediately adjacent to what we already provide.” The logic is simple, Tyson says—clients increasingly want integrated, consistent advice, without fragmentation or handoffs between consultants. “If it works for the client, we’ll do it,” he says. “If the client prefers just one team in the room, that’s exactly what they’ll get.” Inside the Colliers tent The integration of Ethos Urban—now Colliers Urban Planning—offers a clear example of how the model works in practice. Planning advice, Tyson says, is often mission-critical, time-sensitive and deeply embedded in feasibility outcomes. Bringing that capability “inside the tent” changes both speed and decision quality. “You’ve got everyone in the room who can help the client make the right decision,” he says. “There are no concerns about intellectual property. Everything’s on the table. It really helps the client move quickly.” That two-way integration is just as important internally for Colliers. Brokerage teams working on large-scale rezoning or englobo opportunities are drawing on in-house planners who understand delivery timeframes, regulatory risk and approval pathways. Data as the next frontier While the integration of planning and engineering has broadened Colliers’ advisory bench, its most recent acquisition of LocationIQ points to where Tyson believes the next competitive edge will be forged. “They approach the retail asset class in a completely different way to a traditional consultancy,” he says. “They bring incredibly powerful data and technology solutions to the table.” ▲ LocationIQ’s initial application has been retail, but that will expand, Tyson says. While the initial focus is retail, Tyson sees clear application across industrial, office and hotel assets. “It would be illogical not to expand it,” he says. “Data is where everyone’s interest is right now—and it gives us a different lens on real estate decision-making.” A steadier year ahead Looking to the broader market, Tyson strikes a measured but optimistic tone. “Last year was a reset,” he says. “If this year’s similar to last year, everyone should be able to handle it.” The key shift, in his view, is predictability—particularly around interest rates. “There’s probably more predictability now than there has been,” he says. “With predictability, you can price things in and start to make forward decisions.” Supply constraints remain the dominant structural theme across asset classes. “We’re still faced with an undersupply of product,” Tyson says. “The cost of replacing or delivering a new product is challenging, which makes feasibility difficult. That points to an increasingly supply-constrained marketplace.” That imbalance, he says, is already shaping outcomes: premium office stabilising first, industrial holding firm, retail undersupplied and residential unable to keep pace with population growth. ▲Tyson says predictability will be the hallmark of the market for this year. “It all bodes well for the property market,” he says. “It’s just about how you view the opportunity and deal with what’s in front of you.” People-first approach to future Asked what ultimately sets Colliers apart, Tyson doesn’t point to any single service line or acquisition. Instead, he keeps coming back to his people. “Our focus has always been on delivering expertise-based solutions with service excellence,” he says. “Our aim is to be a trusted advisor.” That philosophy has translated into tenure, reputation and scale. Colliers Australia now employs around 2000 people, having added about 800 in the past four years alone. “Fifty years is quite unique,” Tyson says. “We started in Australia and that’s something we’re very proud of. “We’re inspired by the growth that’s been achieved over the past 50 years, and that sets the tone for us to continue that growth into the next chapter.” And if Tyson has his way, the next chapter will be just as transformative as the last.

Buying Capability, Not Scale: Colliers Doubles Down on Integrated Advice

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