1. As a second-generation leader, how would you describe your approach to people management, and how has it evolved from the leadership style you grew up observing?

I grew up observing a leadership style that valued discipline, structure, and consistency, and that foundation still shapes how I think today. At the same time, the workplace has changed. People today want to feel included in the journey, not just directed. My approach to people management is rooted in an open mindset and honest two-way communication. When people feel heard and respected, they naturally take ownership. That sense of involvement builds trust, engagement, and long-term commitment, which I believe is essential for modern leadership.

2. Yogi Group has scaled significantly across multiple sectors over the years. How have your HR priorities and talent requirements changed as the business expanded in size and complexity?

Over the last five decades, as Yogi Group grew from its early foundations into a multi-sector organisation, our approach to HR evolved significantly. What began as a focus on hiring the right people and keeping operations running smoothly gradually shifted toward building long-term capability and leadership depth. Today, our priority is developing adaptable talent that can collaborate across divisions, share knowledge, and grow with the organisation. The focus is on breaking silos and creating a connected culture where people understand the bigger picture and feel aligned with the values and vision that have shaped the group over generations.
 

3. Trust and service are core values of Yogi Group. How do you ensure these values are consistently reflected in leadership behaviour and employee engagement across a diverse workforce?

Values only matter when they are visible in daily actions. Trust and service are reinforced through how leaders communicate, how decisions are made, and how people are treated during both success and challenge. We encourage transparent conversations, active listening, and values-based recognition. Regular feedback helps us stay connected to our teams and ensures that what we stand for is genuinely lived across the organisation, not just written down.

4. The real estate and facilities services industries are increasingly influenced by technology and AI. How do you balance digital transformation with maintaining a strong human touch in managing people and customer relationships?

Technology and AI are powerful enablers, but they are not substitutes for human connection. In real estate and service-driven businesses, trust, empathy, and personal relationships remain central. We use technology to improve efficiency, insight, and decision-making, allowing our teams to focus more on meaningful interactions. The human touch remains at the core of how we engage with both our people and our customers, and that balance is critical to sustaining long-term relationships.

5. Looking ahead, what skills and mindsets should HR leaders prioritise when building teams for the future, especially in people-centric industries navigating rapid change?

HR leaders need to think like builders who understand what it takes to grow something from the ground up. While technical and digital skills are important, adaptability, emotional intelligence, and a genuine understanding of people matter just as much. The future belongs to organisations that stay curious, invest in continuous learning, and remain deeply human in how they lead and grow their teams.

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