Vice President of Product Development, Building Operations

About the Role:
CBRE's Building Operations & Experience segment is the world's largest operator of buildings globally. The VP, Product Development, Building Operations is an enterprise leader responsible for defining and delivering the end-to-end transformation of facilities management into an AI-led operating model. This leader sets the strategic vision, product architecture, and long-term roadmap, and drives enterprise-wide adoption, commercialization, and measurable business impact that differentiates us from the competition.

This role identifies and prioritizes the big product bets across building operations — deciding, for example, whether to focus first on fire & life safety, energy optimization, or robotic cleaning — sequencing them by client demand, commercial return, and feasibility, and partnering with Digital & Technology (D&T) to bring them to life. This role charts the path to the longer-term ambition of a more autonomous, self-optimizing operating model.

This role operates at the intersection of strategy, product innovation, and operational transformation, shaping how building operations become a core differentiator for the business and its clients.

Operating Model

The VP, Product Development has end-to-end ownership of CBRE’s building operations product agenda, partnering closely with D&T as a peer executive. Owns strategy, operating model, and value realization, while influencing technology direction, investment priorities, and enterprise alignment.

Works across executive stakeholders, clients, and partners to deliver a fully integrated, scalable product platform.

Key Outcomes (12–24 months)

• Defined and implemented a comprehensive product architecture for AI-enabled building operations, including safety and engineering standards
• Delivered a scaled, integrated product platform spanning multiple building systems and global portfolios
• Achieved enterprise-level performance improvements (uptime, cost efficiency, energy/carbon reduction)
• Established commercial models, pricing strategies, and market differentiation tied to measurable outcomes

What You’ll Do:

• Own the product strategy: set the multi-year vision for building operations products, assess opportunities across building systems and services against client value, payback, and feasibility, and make enterprise capital-allocation decisions on where to direct finite product investment.
• Own commercial outcomes: define value propositions, pricing models, and payback periods tied to uptime, energy performance, and cost savings; and defend the investment logic to the executive committee, board, and senior client stakeholders.
• Bring the client view in: own client relationships and the go-to-market strategy, translating market demand into strategic commitments and roadmap priorities.
• Drive the portfolio to market at scale: turn priority opportunities (e.g., predictive maintenance, energy optimization, integrated fault detection) into repeatable, globally deployable service offerings, and own the go-to-market strategy that brings them to clients.
• Build and lead the organization: lead a cross-functional product team; partner at the executive level with account leadership and D&T to align on sequencing; and ensure what gets built reflects both operational reality and client needs.
• Re-architect the operating model where it pays off: drive the enterprise-wide shift from time-based toward condition-based and predictive maintenance where the return justifies it, and redesign work processes and service levels at scale.
• Own scaling and global deployment: sponsor pilots across building types, validate performance and feasibility, and drive enterprise scaling through global deployment playbooks.
• Workforce & change: set the strategy to evolve roles toward exception management and system oversight as automation matures and sponsor the enterprise training and change programs to support it.