Dusti Wofford, Global Technology Leader, CBRE
In an exclusive interview with CIO Review, she shares her insights on industry developments and challenges.
1. Can you share your career journey and the key experiences that influenced your philosophy and led you to your role at CBRE?
My career path has been anything but linear. I’ve spent nearly my entire 23-year career with CBRE and its family of companies, combining finance, global operations, and technology. I began in accounting and finance at Trammell Crow Company, which gave me the foundational business knowledge to progress. After CBRE acquired Trammell Crow Company in 2006, I shifted to the U.S. transactional business, later expanding into APAC and EMEA. These global roles deepened my understanding of business diversity and process improvement. Over time, my teams became part of CBRE’s Digital and Technology organization, leading to my current role as Global Technology Leader for Trammell Crow Company.
Early in my career, a major client challenged us to move beyond a transactional relationship and become true partners in technology and process. That experience taught me to manage high expectations and think innovatively, shaping my principles of adaptability, resilience, and openness to new ideas. I also learned that technology alone is not enough—real success requires collaboration and bringing people along on the journey of change.
2. What is your process for identifying high-impact problems across the real estate lifecycle that can be solved with technology?
Before considering a solution, my team focuses on understanding the business. A common mistake is starting with technology and then searching for a problem it can solve.
We act as true partners, not order takers. I often recommend Start With Why by Simon Sinek—it reinforces the importance of asking why we’re doing something. Just because a process has always been done a certain way doesn’t mean it’s the best way.
Once we understand the “why,” we map the user’s journey from start to finish to pinpoint where technology can make the biggest impact. While some might think this deep dive takes too long, it saves time in the long run and prevents costly rework.
3. Which aspects of your digital strategy and leadership philosophy most clearly distinguish CBRE’s approach from others in the commercial real estate industry?
Our digital strategy is built on the belief that technology is an enabler, not an end goal. While many in the industry focus on digitizing existing processes, our approach is defined by three pillars.
The first is end-to-end data intelligence—connecting large internal and external datasets to provide a multidimensional market view. We aim to give professionals and clients foresight, not just insight, helping them turn data into actionable strategies.
By focusing on data foundations and continuous improvements in efficiency, we can move faster and deliver more value in a competitive market 
The second is a culture of innovation. We embed technology into core business functions rather than treating it as a silo. This empowers our people to become creative problem solvers who challenge the status quo and create new value.
The third is operational resilience and value creation. Our digital investments automate repetitive tasks and improve efficiency, allowing professionals to focus on higher-value activities that directly impact client success. Together, these three pillars—data intelligence, innovation, and operational value—make our approach at CBRE and Trammell Crow Company unique.
4. How are you addressing the challenge of change management, ensuring the adoption of new tools within CBRE and among clients and partners?
Technology is advancing at an unprecedented pace, often causing fatigue. At Trammell Crow Company, our approach rests on two pillars.
First, we build genuine business partnerships based on trust. This allows us to engage stakeholders early, including those less comfortable with technology, ensuring everyone has a voice.
Second, we empower tech-savvy employees to act as change agents. When peers demonstrate a tool’s value, adoption happens faster than through top-down mandates. Ultimately, people are our greatest asset—we focus on bringing senior professionals along as partners while preparing the next generation to leverage technology to its fullest.
5. From leases to dispositions, what areas of the real estate value chain are most ripe for digital reinvention and what is your strategy to modernize them?
The real estate industry offers tremendous opportunity for digital reinvention. At Trammell Crow Company, we focus on two high-impact areas that provide the greatest return for our teams and clients.
The first is data intelligence— collecting the right data as a foundation for applying AI to generate insights, foresight, and automated workflows. This enables teams to detect new patterns and identify risks and opportunities in underwriting, site selection, and market analysis that would be difficult to spot manually.
The second is operational efficiency. Time is our most precious resource. By digitizing and automating manual tasks, we enable teams to focus on higher-value work such as structuring complex deals or managing more transactions. Development managers can spend more time proactively addressing risks rather than administrative tasks.
By focusing on data foundations and continuous efficiency improvements, we can move faster and deliver greater value in a competitive market.
6. What advice would you give to other digital leaders in legacy industries who are trying to balance innovation with business continuity?
Every leader faces that challenge, but it can be managed. The key is recognizing that innovation must be agile.
First, create a culture of innovation— an environment where everyone values curiosity and experimentation. It doesn’t happen overnight, but it’s the most critical long-term investment you can make.
Second, prove the value of innovation by choosing projects that deliver tangible wins. Small successes build momentum and demonstrate that innovation isn’t a distraction but a better way of working.
Finally, always start with the user’s journey. Mapping their path helps identify high-risk areas and ensures innovations solve real problems rather than create new ones. It’s the best way to maintain business continuity while driving meaningful change.