“Systems in the US are restrictive and archaic” Q&A with Adam Guli

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The problem:

My journey back to the US – after spending 10 years in Beijing, China – provided me with a unique perspective on the US Corporate Real Estate world. Now that I was back in Silicon Valley with the most innovative and progressive companies in the world, I assumed that meant working with a modern and flexible property model. I quickly discovered the process and systems set up in the US were even more restrictive and archaic. The legacy attitudes and structure of the US property industry was out of step with the needs of forward-thinking, dynamic and innovative global organisations.

The problem solved:

The Incorp solution represented a chance to drive much needed and strategic change within a stagnant and dated industry. I was thrilled by the opportunity to challenge the current process and fill in the gaps created by a lack of integration, expertise and transparency. However, would the US market welcome or understand our new approach?

I joined Incorp in August to build the foundations of our US model and team. While we are still establishing our identity, Incorp is quickly making a positive impression within the industry – for valuing people before property, transaction and short term KPI’s. Companies are crying out to evolve their property and digital strategies in harmony with their corporate and people vision. They are looking to partner with an expert team whom truly understand their needs and proactively bring clever solutions.

A broader industry problem: lack of accountability and efficiencies within the process of developing new people-centred work environments.

Today, the concept of design has become commoditised and transactional in its approach, while contractors, brokers and project managers – who are rewarded by short-term the bottom line savings – quickly move onto the next project, with no regard or consequence to the long-term outcome. The client is left with a mediocre “band-aid” solution, not a realisation of their vision. Two parties are primarily to blame for this: Firstly, the client who reacts to the assumed short-term need; and secondly, the service providers who play the ‘yes’ game to win the project at all costs.

The huge opportunity within this legacy framework is the development of a strategic roadmap that uncovers, clarifies and articulates the long-term vision and business objectives of an organisation. As opposed to the current system of compartmentalising and isolating the various components of the process and lacking an impartial integrator to ensure all entities are aligned throughout the journey.

Too frequently, individual gain outweighs overall success and has led to constant pain points while an organisation is trying to grow, evolve and mature its business.

Incorp is the guide and impartial strategic integrator that stitches the process together and drives the development of the roadmap that will deliver a more efficient and successful project outcome.

Is this a problem you are also facing? We can help you solve it.

Say hello! Reach me on LinkedIn or send me an email.


Adam Guli leads the North American team at Incorp. Adam has over 15 years’ experience building and leading client programs for global brands across the United States, Asia-Pacific, Middle East and Latin America. Managing teams, projects and brand awareness across these regions has given him a unique understanding of growing the business’ scope while maintaining cultural sensitivities.