As an award-winning and well-known thought leader in the real estate recruitment space, Madison Berkeley has always done things differently. Their team’s expertise comes from years of real estate recruitment experience. However, what sets them apart is their genuine interest in building relationships and supporting other organisations that are also on a journey to change the face of real estate. For our latest Catching Up With feature, we sat down with Andrew Gibson, Managing Director at Kontor. From early work experience in Belfast to co-founding his own firm and navigating the turbulence of Covid. Today, two years post-merger with Kontor, he is focused on delivering some of London’s most exciting leasing mandates, while balancing the demands of a young family and an industry undergoing seismic change.
There are countless routes into real estate
I knew from quite an early age what I wanted to do. My first exposure to the sector was work experience at an estate agent in Belfast with a family friend. I liked the fact that while it was desk-based, it wasn’t confined to a desk. He was in and out, doing deals, meeting people, and I found that appealing. That led me to study Real Estate at Northumbria University in Newcastle, where I completed a BSc. During my sandwich year, I joined Healy & Baker, which became Cushman & Wakefield. I realised I didn’t want to sell houses, but that agency suited me because of the pace and variety. I’ve always had a short attention span, and in agency you’re constantly juggling multiple work streams, it’s exactly the environment I thrive in.
Key turning points
My first big move was from Cushman to CBRE. I’m fortunate never to have left a job because I had to or was pushed! I’ve always liked the people I’ve worked with. But CBRE had mandates I envied, and when I was approached by people I trusted and respected, it felt like the right opportunity. I joined their West End development consultancy and leasing team in 2013, which was a great time to be there. In 2019, I made the leap to co-found Hedge Real Estate with three partners, including Paul Gold and Ben Orchard Smith. After 16 years in the big firms, I wanted to create something of my own. Hedge was gaining momentum when Covid hit six months later. Suddenly, no one wanted office space. We adapted quickly, shifting from agency to consultancy, scratching deals together, and leaning on great clients who stuck with us. As the market stabilised, we were looking to scale, but hiring challenges led us to conversations with Kontor. They’d already been through the growth pains we were about to encounter. They were strong on the occupational side; we were strong on leasing. It came together naturally, and in 2023, we merged. Two years on, it’s going really well.
Proud moments
Leaving CBRE was tough; there was no push factor, as I mentioned, it was a great team. But I’m proud I backed myself to create Hedge. Even though the brand no longer exists post-merger, the journey taught me a lot.
In terms of projects, Battersea Power Station stands out. I worked on it for six years, and was part of the team that brought Apple in as a tenant. I’m also very proud of my work with Derwent, delivering some significant Central London buildings. Those are campaigns that will always stay with me.
Real estate shifts and trends in the office market
The pandemic fundamentally changed how occupiers consume space. Just as people expect to order a taxi on Uber or food on Deliveroo, they expect office space to be “ready for occupation.” Fibre in place, AV on the wall, desks and meeting rooms ready, they want to walk in and get to work. The way space is found has also shifted, with digital platforms becoming central. For us, positioning the business to meet those changes has been hugely important, and that’s what the last few years have been about.
Navigating work-life balance
I have a young family, and balancing work with family life isn’t easy. My wife works in banking, and her employer is mandating a full five-day office week, whereas before she had some flexibility. That means we’re constantly looking at diaries, managing drop-offs and pick-ups, and juggling commitments. With our parents abroad, we have no support network nearby, so it’s just us. Add in the social and client-facing demands of agency launches, morning events, evening commitments and it’s definitely a challenge!
Challenges in the market
The West End is extremely competitive; there are simply too many agents. Beyond that, the wider market hasn’t been easy for years. Funding is tough, inflation pushes up costs, refurbishments are delayed, and decision-making drags. The investment markets are slowly easing, but it would be fair to say our whole generation of agents deserves a strong run of some good years now.
Advice you wish you’d been given earlier in your career
I’d tell my younger self to diversify earlier. I’ve always been in leasing and offices, which I love, but it meant I was pigeonholed to some degree back then. I should have gained investment experience earlier. Once you’re on major campaigns, it’s harder to change. That said, I embraced it, backed myself, and created my own business which is what brought me to where I am today.
