Simon Todd: 100 Days in Office as Head of Real Estate

With 100 days now under his belt at JTC, Simon Todd sat down to share his first impressions and outlook for the future. In this Q&A, Simon reflects on his initial expectations, why he joined the company, and what’s next on his agenda.

What were your first impressions when you joined JTC?

The initial feeling was exactly what I’d hoped it would be: joining a global business with strong values and a dedicated team. I wanted to work somewhere with people who share similar values and are pointed in the same direction. From day one, I’ve been met with nothing but nice people, making it a genuinely pleasant environment to work in. There was a process of evaluating options, and this sense of likemindedness and mutual ambition really stood out to me at JTC.

What’s it like landing in a new organisation like JTC?

Even with my own due diligence like reviewing annual reports and learning about the offices, the reality was surprising.

In very simplistic terms, JTC turned out to be bigger than I expected. I’d call it a “TARDIS organisation”, it’s bigger on the inside than it expresses on the outside. There’s more breadth, more multi-faceted capability, and strategic versatility than I first realised.

Did your expectations match the reality?

I suspected I would find a global, values-driven business, but the internal connectivity and the comprehensive nature of the teams exceeded what I read on paper. The service is really bespoke and boutique at the team level. And importantly, growth hasn’t come at the cost of losing touch with the human element, something I’ve seen happen elsewhere, where companies grow and become impersonal. JTC delivers a wide-ranging suite of services, but remains personable.

Why did you join JTC?

The choice ultimately came down to values and environment. I wanted to work somewhere that wasn’t just large, but where people were aligned and focused on succeeding together. JTC offered that and delivered on it. In my discovery phase, I spent time talking to people across the company from new joiners with less experience to the most senior leaders and it reinforced my sense that people here are genuinely dedicated and enthusiastic about delivering great client service.

I wanted to join a dynamic, exciting organisation that delivers on its promises, not one that oversells a vision it can’t support with performance. Honestly, I’ve found the opposite at JTC: they could be more vocal about their depth of services, outstanding performance in real estate

What strategic advantages does JTC have in the market?

One thing I’ve noticed is that JTC’s potential, and actual offering, is sometimes undersold. As I learned more over these 100 days, I realised there’s a global network and lifecycle of services that’s more comprehensive than people realise. Especially in real estate, there’s massive potential to leverage JTC’s strengths even further.

In my experience, adding value in business goes beyond delivering exceptional service, which should be a given. It’s about making a measurable difference to clients’ operational and financial performance. I’ve found that JTC, through its comprehensive suite of additional services, investment in cutting-edge technology, and genuine commitment to client relationships, has a proven track record of delivering real, tangible results.

The challenge is making sure the market knows just how far-reaching and specialist the group really is.

What’s the wider market saying about what they want from companies like JTC?

I’ve spoken to lots of people – fund managers, intermediaries, lawyers, accountants, CFOs, CEOs, as well as asset managers at the coalface – to get a sense of what’s happening in real assets and real estate.

The landscape is shifting.

The old “do what you’ve always done” isn’t enough; clients are evolving and expect more. They want partners who can grow with them, respond globally, and provide boutique, highly targeted service.

It ultimately comes down to delivering real added value. While alignment with clients’ values and being a trusted partner are essential, clients also expect their providers to be proactive, anticipating and developing solutions for their future needs, not just offering standard services available today.

To paraphrase Henry Ford, clients aren’t interested in being sold a faster horse; they want innovative solutions that drive their business forward.

What are the biggest challenges in making JTC’s strengths known?

Externally, you could say that JTC is seen as multiple specialist jurisdictions which have specific asset class strengths. While clearly some do have more history or expertise, I think the challenge is demonstrating that we have such a breadth of experience and we have to be able to talk to the whole group, not just a certain area.

“If someone approaches us, I naturally want them to learn about our real estate capabilities, but at  the same time, I want to make sure they leave with a clear understanding of the full range of services we offer that could benefit them or their wider organisation, whether that’s our Global AIFM Solutions, depositary services, employer solutions, or operational due diligence etc . We should think of ourselves like NFL quarterbacks: able to read and memorise the playbook so we can deliver the right option at every opportunity.”

What’s your goal for the next 100 days and beyond?

We’ve got great people and deliver fantastic results, so for me, a lot of it now comes down to raising our profile and brand, making sure the sector knows exactly what they’re missing out on. My main KPI for the next year is pretty simple: when people think about real estate services, JTC needs to be front of mind. I get that we won’t always be the perfect fit for everyone, but not being considered at all is just not acceptable. It’s about making sure everyone in the sector knows who we are and sees the unique value we bring

And looking ahead to the longer term?

You can never get complacent when it comes to excellent delivery. Looking ahead, it’s all about keeping a laser focus on maintaining our standards, truly understanding what our clients need, and building the right structure to ensure we keep that proactive approach going.

I will seek to leverage the group brand so the market understands our complete service offering and the real “value add.” Clients need to see JTC as the stable, forward-thinking partner that can both respond globally and deliver what’s vital locally. It’s about reframing the narrative, not just talking about what we do, but how it solves problems and makes clients’ lives easier. The task is to communicate not just our services, but how we facilitate clients’ growth and success.

The first 100 days at JTC have shown that while the organisation holds significant untapped potential, the real opportunity lies in building its brand and profile, turning strong capabilities into widespread recognition across real estate and beyond.

The next 100 days promise to be as focused on action as the first 100 were on discovery.

To find out more about JTC’s range of solutions for Real Estate and how we can help you, contact Simon directly or visit the dedicated page: Real Estate