Director of Product Development, Building Operations

About the Role

CBRE's Building Operations & Experience segment is the world's largest operator of buildings globally. The Director, Product Development, Building Operations will lead the development, delivery and execution of how we operate buildings in an increasingly technology-driven and AI-enabled world and build a plan within a defined set of priority use cases. This role identifies and prioritizes the big product bets across building operations — for example, energy optimization, fault detection, or predictive maintenance — sequencing them by client demand, commercial return, and feasibility, and partnering with Digital & Technology (D&T) to bring them to life. This role contributes to the longer-term ambition of a more autonomous, self-optimizing operating model. This role requires a hands-on, delivery-focused leader with strong expertise in building systems and facilities operations, combined with the ability to translate operational complexity into viable products and apply a commercial lens - weighing payback periods, understanding what clients will and won't pay for, and making disciplined choices within an agreed product investment plan.

Key Outcomes (12-24 months)

• A delivered set of validated use cases within the assigned scope, each justified by client demand, commercial return, and feasibility.
• Repeatable service offerings (e.g., predictive maintenance, fault detection, energy optimization) with the business case and payback established for each.
• Measurable results at pilot sites that build the evidence base and the confidence to scale.
• Pilots scaled into deployment playbooks tied to performance improvements (uptime, cost, energy/carbon).

What You’ll Do

• Execute product priorities: assess opportunities within the assigned scope, evaluate them on client value, payback, and feasibility, and recommend where to focus product investment.
• Develop the business case: build value propositions, pricing models, and payback periods tied to uptime, energy performance, and cost savings; support the investment logic to leadership and client stakeholders.
• Bring the client view in: meet with clients to understand what they prioritize and will pay for to inform the roadmap.
• Productize use cases: turn priority opportunities (e.g., predictive maintenance, energy optimization, integrated fault detection) into repeatable service offerings with clear requirements.
• Cross-functional delivery: work with account teams and D&T to translate operational needs into product requirements, align on sequencing, and ensure what gets built reflects both operational reality and client needs.
• Re-architect FM workflows where it pays off: shift from time-based toward condition-based and predictive maintenance where the return justifies it; redesign work processes and service levels accordingly.
• Pilot and scale: launch pilots across building types, validate performance and feasibility, and scale through deployment playbooks.
• Workforce & change: help evolve roles toward exception management and system oversight as automation matures; support the training and change programs to enable it.