Q&A: Peter McCamley, Incorp Strategic


 Peter McCamley is the National Director of Incorp Strategic, the strategy division of Incorp Property Solutions Group. Peter’s mantra is that strategy sets the  foundation for success. With more than 30 years’ experience in the property industry, Peter is a passionate and  major contributor to the development and positioning of the interior design industry.

Having been involved with the property industry for the past 30 years, what is the biggest lesson you have learned?
Keep innovating through understanding and identifying what’s influencing the future. We don’t let ourselves be consumed by trends, rather identify with the what’s influencing the future way we live, work, learn and play.

Invest in the industry – I have always believed in realising the best from and with the people you work with, whether they are part of your business or part of the client project team and similarly developing and mentoring the next generation within the industry. I am working with and have had the good fortune to work with great people, and if you can tap into the respective talents around you, that's when you get richer innovative outcomes.

What are you most excited about with your new position as National Director of Incorp Strategic?
I’m excited to join Incorp’s journey in building the unique brand with a rich 26 year history and gain the opportunity to provide our partners a uniquely differentiated strategic service offering tangible commercial business benefits. Incorp is a dynamic agile property solutions organisation with a rich mix of specialised disciplines providing for greater responsiveness to both our partners and the market at large. Increasingly clients are seeking one point accountability and ownership of the end solution – our offer guarantees that! 
How will your background as CEO of Geyer assist you in your new role?
My background has provided me with first hand appreciation of running growing and sustaining a business by ensuring competitive market differentiation, development of great talent, and fostering a culture that realises the execution of exceptional client outcomes. This experience has similarly recognised the accountability to a Board and other key stakeholders for top and bottom line outcomes. My experience has provided me a deep appreciation of the many dynamics within a business, external and internal influencers on business performance and engaging and connecting people with the business direction.  These are the same drivers for most business leaders and the context of the strategic conversations we are having with our clients.

From your experience working on Barangaroo, what are the challenges faced and how do you overcome them?
The primary challenges are;

  • The diversity of stakeholders and sometimes with disparate views.  The success of any project is ensuring a sound strategic foundation which is informed by and aligned to the business vision and objectives. This provides a business context to underpin successive communication during the course of the project.
  •  Anticipating the future. Projects represent significant capital investments which must support the business for 10 often 15 years ahead so ensuring an inherent ability to respond to changes over that time with little or no cost is paramount.
  •  Consistency across their property portfolio (respectful of local nuances).
  •  Maximising the efficiencies of and from the portfolio.
  • Commercial outcomes and greater longer term certainty of property costs.
  • Without compromise to providing ongoing insight and advisory towards new innovation,
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