Solving Ireland’s housing and infrastructure deficit is one of the biggest challenges facing our country. The public sector’s commitment of over €175bn through the National Development Plan represents unprecedented investment levels. This figure could be transformational, but only if it’s deployed effectively. The scale of this challenge demands integrated thinking, innovative financing structures and delivery discipline. At Deloitte, we’re uniquely positioned to support this and I recognise the significant responsibility we have in ensuring we play our part in getting this right.
We currently advise on roughly €1.5bn in real estate transactions annually, working with leading real estate firms across the public and private sectors. Our services stretch across three integrated business lines: advisory, finance and M&A. Our team of about 20 specialists covers the full spectrum of expertise and includes quantity surveyors, town planners, debt and equity capital markets professionals and brokerage specialists. This breadth of skills means we can tackle complex, multi-faceted challenges that require integrated thinking.
The real-estate sector has maintained an inherent optimism and can-do attitude
My role is to lead our real estate finance service line and to drive its continued expansion. I manage relationships with our clients and identify new market opportunities. Along with complexity, the convergence of traditional debt and equity financing with alternative capital sources – such as institutional investors, impact funds and government-backed schemes – has also created opportunity. Our role is to help clients navigate that landscape strategically.
With real estate finance as a strong foundation, we’re now expanding that with advisory and M&A capabilities so that we can serve clients across the entire lifecycle of a project. That integration is really the key differentiator for our clients. We’re advising the public sector and semi-state bodies on delivery models and innovative procurement approaches, structuring blended finance vehicles that unlock capital where gaps exist; supporting strategic partnerships to enhance delivery capacity; and embedding AI and digital tools to improve timelines and reduce costs.
The real estate sector has navigated extraordinary uncertainty in recent years, from the Covid-19 pandemic to geopolitical tensions and significant legislative changes. Despite external pressures such as labour shortages and policy shifts, the sector has maintained an inherent optimism and can-do attitude. With that said, there’s an element of fatigue. Many organisations have been in crisis-management mode for several years, and that takes its toll. Many have deferred strategic initiatives while managing immediate challenges. However, I firmly believe we’re entering a more settled period and that there is optimism in the sector.
