Why performance-centric digital matters for the property sector in 2023


As the digital partner of clients including HazardCo, Millbrook Resort and LJ Hooker, BBT has accumulated a wealth of experience working alongside the property and construction sector.

With their recently launched new brand purpose, “we unbound bold ideas and empower our clients through performance-centric digital solutions”, Founder and CEO Mike Taylor explains what performance-centricity really means and why this matters to the property sector now more than ever.

Kia ora Mike, can you tell us a little bit about the new performance-centric proposition at BBT?

The digital landscape is constantly changing, keeping us on our toes and with an eye out for what’s next. So when thinking about the next chapter at BBT, we took a ground-up look at our business, what we stood for and what we are proud of. We realised that no matter the role, be it our developers, designers or digital specialists, we strive to create meaningful impact and solutions that move the needle, or sometimes mountains, for our clients.

Our refreshed positioning puts performance-centricity at its core. We don’t shy away from percentages or numbers, as these are the results of our client’s bold ambitions combined with BBT’s digital strategy and execution. It represents the change we co-created, the growth we shared, and delivering on what we promised.

What are some digital opportunities you see in the property and construction sector?

Digital solutions are all about enabling people, and we see opportunities to alleviate the unprecedented challenges resulting from ongoing talent shortages, rising costs, and supply delays.

The fast-paced nature of the sector often means companies rely on what has traditionally worked for them, with little time to invest in process digitalisation and innovation. With the resource constraints and disruptions of the past couple of years expected to continue into 2023, it is time for companies to unbound their staff with process automation, minimise repeated admin work, and visualise data for better project management. The key is to focus on what matters the most for your staff and stakeholders, what is causing the most friction and investing in technology that delivers for the now and the future.

Many of our members would have (or seen others in their sector) tried to implement digital transformation but with limited success; what’s your advice on improving the odds?

The most common mistake we see businesses make is choosing software that has everything but the kitchen sink but then struggles to implement it. It’s not always about the bright shiny things. It’s about making sure the solution consistently delivers, and this is achieved by creating a seamless process that considers the business and users as a whole.

Using one of our clients, HazardCo as an example, their digital transformation took them from a
paper-based health and safety system to one that is cloud-based, automated, mobile-first, and designed with customised functionalities depending on the user. There is a subtle but crucial difference between creating a solution and expecting users to adapt to it versus one designed by looking at their business and users’ behaviour first. We were able to help increase their technology adoption (by 207%) and meaningful continuous innovation by really thinking about solving the pain points of their end users, from business owners to the people on the tools.

HazardCo website
The world is in a very different place since BBT started; how does performance centricity play into it?

The world is a lot more dynamic now, both online and off. It’s funny thinking back to when I first started BBT, we would have to convince our clients why a mobile website was important, and now that’s a given. Businesses are under unprecedented pressure, from consumer expectations increasing, increased online competition, and increased cyber security risks. It’s not easy to manage all these changing environments, and whilst most of the pandemic restrictions are lifted globally, the effects will last for years to come. If the last ten years were about moving online, the next ten years would be about delivering online and consistently learning and improving, never sitting still.

The digital environment will continue to evolve quickly (hello, metaverse), but problem-solving fundamentals won’t. We now have advanced tools and integrations to deliver value and provide tangible benefits. Businesses that harness these tools whilst being pragmatic and focused on short- and long-term ROI will outperform their competitors.

Looking ahead, what are you the most excited about?

Our ambitious clients and partners. We’ve been busy working on a range of projects, with quite a few launching next year, redefining customer expectations and business models.

At BBT, our big hairy audacious goal is to get our products into 10% of the world’s population in 10 years. Of course, we still have a long way to go, but by working collaboratively with our clients and bringing their ambitions to life, we are steadily progressing toward this goal.

Propel your company, boldly

To propel forward boldly, BBT has created an e-book outlining five digital priorities every business leader should consider to turn obstacles into opportunities.

Download the E-book

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