Commercial real estate teams are built for particular market conditions. The team you put together in good times is different from the team you put together in a downturn. 

General economic and market uncertainty and the proliferation of AI have shaken up the industry, but the market remains extremely competitive; its resilience is evidenced in its recruitment activity.

The volume of candidate searches conducted by Keller Augusta so far in 2026 has surged from last year. Companies are bolstering their teams and adding layers of support to offset market challenges. That’s led to an increase in interest for talent in asset management, accounting, finance, investor relations and even development, and firms are also looking for people who can demonstrate an ability to create value within an existing portfolio. Candidates have also become more confident in seeking new job opportunities in a more active market, but employers have set a high standard this year, which has made recruitment more challenging.  

Keller Augusta Senior Managing Director Kaitlin Kincaid leads the firm’s team of commercial real estate recruiters, driving recruitment strategy for its clients. For years, she’s helped companies build teams to take advantage of upswings, weather downturns and plan for the future. 

Tell us about your role at Keller Augusta, how you help clients and support your recruitment team. 

I lead the team of recruiters, direct search strategy and oversee the execution of our engagements. I have worked within the real estate executive search space for 20 years, and I also focus on client management and business development. 

A lot of my time spent on specific assignments involves managing the client’s expectations on the current market conditions and the realities of candidate pools. Momentum and conviction around making decisions on candidates is critical to the success of a search. We provide real feedback on how a firm or platform will be perceived in the market so that we’re positioned to clearly articulate an opportunity to the market. Many candidates are looking for a long-term opportunity, and it is our responsibility to properly vet the fit for both sides.   

What’s different from last year as the market has shifted and client needs have changed? 

Over the past few months, we have seen a shift in market conditions; search volume has increased and the assignments are more complex and targeted. Clients have a high standard on both technical capabilities and cultural fit, while there is competition for high-quality candidates as companies pursue talent from the same limited candidate pools. Firms have also tightened their budgets and are less willing to take risks on candidates that don’t fully meet their requirements, so our searches are being conducted much more strategically and with greater precision. 

What are some of the biggest challenges clients are facing through the first few months of the year? 

Hiring remains difficult across the organizational chart. Over the last year or so, many firms experienced turnover at the junior professional level, which created additional pressure on teams. Employee engagement and morale is a concern, especially if firms are working through challenging market conditions or distressed portfolios. Compensation is another challenge; many companies are working with budget constraints while competing for candidates in a limited pool, making both recruitment and retention more difficult this year.   

Firms are also navigating skill gaps across generations of employees. At a senior level, there can be a technology gap or a resistance to adopting new tools and innovative approaches in the AI world. At a junior level, employers cite a need for stronger soft skills, such as communication, relationship building and professional maturity. For young professionals, the learning curve is faster and shorter than with previous generations, so if they can’t overcome that, they might lose opportunities. Expectations are high and the bar for talent is rising.

How is AI permeating through the sector and impacting recruitment strategy? 

AI is the hottest topic in the industry today, and it's being considered or experienced across every function within an organization. Companies are actively evaluating how AI and other emerging technologies fit into their broader business and strategies, and that thinking is starting to shape hiring decisions.

Most roles do not require AI expertise, but employers are increasingly looking for candidates who demonstrate a mindset focused on efficiency, innovation, and continuous improvement. Firms want professionals who embrace change and are open to leveraging technology to improve outcomes. Experience with things like technology implementation, database conversions, process automation, or adopting new digital tools can be a differentiator. This is impacting roles across the spectrum, from property management, architecture, and construction to finance, accounting, and operations.

Is AI forcing firms to rethink their internal headcount at this point in time? 

We aren’t seeing AI drive conversations on headcount reductions, because most organizations view AI as a way to create efficiencies, expand capacity, and enhance decision-making, rather than simply reduce costs. The focus today is on identifying and implementing the right tools to create value across the business. In that sense, AI is viewed more as a strategic upgrade than as a workforce reduction initiative, and in many cases we are seeing pushes to increase headcount or create new roles to incorporate AI.

What’s encouraged you as you’ve surveyed the market this year? 

There is a level of optimism that continues to exist across the market. Companies are hiring, which reflects growing confidence in the outlook for access to capital and the ability to deploy.    

Despite ongoing geopolitical uncertainty and higher costs of business, firms appear to have adjusted their expectations and are planning accordingly. Many investors and operators are increasingly optimistic about the future and are positioning their organizations to capitalize on the next phase of growth.