By Mike Myatt, Chief StrategyOfficer, N2growth This week's CEO interview features Mark Rose,Chair and CEO, of Avison Young. Founded in 1978, and headquarteredin Toronto, Avison Young is Canada's largest privatelyheld commercial real estate services firm. As you mightsuspect, the combination of Mark Rose and Avison Young can meanonly one thing...a new player entering the US market. I havelong believed that Mark Rose possesses one ofthe brightest minds within the field of commercialreal estate, and it's my pleasure to be able to profileMark in this week's CEO spotlight. In the text that followsyou'll hear Mark's views on leadership and the state ofthe market, and you'll be introduced to a firm poised to makea prolific entry into the US market. On with theinterview... Mike Myatt: I thinkit's fair to say that most of our readers are familiar with yourprevious leadership roles with JLL and Grubb & Ellis, but inorder to provide a more complete sketch of your background, wouldyou please share a brief summary of your careerhistory?Mark Rose: Ever since my first days in NewYork as a public accountant specializing in real estate advisory,it was clear that solving the needs of clients and generatingreturns for investors needed to be a priority. Whether managing,creating a strategy and selling a REIT at the top of the market in1989 as CEO of Pan American Properties, Inc. (a semi-public REITowned by the British Coal Pension Funds), or moving to WashingtonD.C. to personally oversee and execute a plan to restoreprofitability to the Watergate Complex, the combination ofstrategy, understanding the power of people and execution becamethe foundations for success.In 1995 I sold my company, MetropolitanRealty Advisors, to Jones Lang Wooten (JLW) to begin managing realestate services companies. As a lead executive in America for JLW,I oversaw the merger with LaSalle Partners in March 1999 to formJones Lang LaSalle (JLL). Later, I had the great fortune to writestrategy as Chief Innovation Officer with JLL and ultimately leftas COO and CFO of the Americas. In March 2005, I was recruited byGrubb & Ellis as CEO to rebuild a once proud brand. We hiredmore than 400 new brokers in 18 months, raised $100 million inequity capital to fund a five-year strategic plan and put apreviously de-listed company back on the New York Stock Exchange inless than two years. By driving shareholder value to historichighs, we restored G&E's reputation, raised industry awarenessof our talented staff, created significant shareholder value atthat time and ultimately became a takeover target.MikeMyatt: Would you please share with us what attracted youto Avison Young?Mark Rose: Very simply, thestrategy. I spent six months writing and honing with the help ofkey leaders in business, banking and real estate what was anunattributed thesis that fit and described a company- the history,culture and success of which, was Avison Young. I wasn't lookingfor Avison Young, but when I sat down with the principals andleadership of the company, I was overwhelmed by the alignment ofvision and cultural beliefs. With experience as a guide rail, I waslooking for a private, partner-led company that puts its clientsand people ahead or in alignment with its shareholders, not behindthem.Mike Myatt: What do you see as your primaryrole as Avison Young's CEO?Mark Rose: I believethe CEO owns the company's strategy and is accountable for amanagement team that organizes the company to deliver solutions,innovate and deliver value. The CEO is a client interface andbusiness developer and never, ever forgets that people are the lifeblood of the company. A CEO must never lose connection with his orher people and must always show leadership as we develop andpromote a diverse generation of future leaders.MikeMyatt: What are Avison Young's plans for US expansion inthe US market?Mark Rose: As you might expect, withthe US market being one of the largest and most vibrant real estatemarkets in the world, we have big plans for expansion in the US. Wehave already established a presence in the Chicago market, and haveset our sights on immediate expansion in the key markets from coastto coast. Additionally, as a diversified company, we expect toexpand in all facets of the commercial markets, in all propertytypes, in order to meet the widespread demands of our institutionaland corporate clients.Mike Myatt: Do you have amentor, and how important was/is that person to you in term of yourprofessional development?Mark Rose: Mentoring andthe role of a mentor are critical to the success and development ofexecutives. I was very fortunate to have a powerful mentor in theearly stages of my career and continue to reach out to those whom Ihold in high regard. At Pan American Properties, Inc., I wasmentored by Jim Boisi, our Chairman who was instrumental in shapingmy management style. Two of his more profound teachings were:"Drive your team to succeed and push them to be better than whatyou yourself are capable of" and "There are many experiencedprofessionals who have forgotten more (knowledge) than you know!" Inever forget the power of experience, knowledge and learning frommistakes, and today pass this on to the many mentees I have helpedto attain leadership positions in the industry.MikeMyatt: What books are you currently reading?MarkRose: The Post-American World by Fareed Zakaria andOutliers by Malcolm Gladwell.Mike Myatt: Whatwould you say was your "defining moment" as anexecutive?Mark Rose: It's very hard to choose onedefining moment because there have been several very key momentsfor me. I have written strategies and action plans that have led tovery positive outcomes over an almost 25-year career. But the two Iam most passionate about defined who I was as a leader. The firstwas when I sold Metropolitan Realty Advisors to JLW. I had thechoice to accept a large payment and leave my team behind orreceive no upfront payment and bring my team with me. The answerwas actually easy- my team meant more to me and they helped meestablish a baseline for success. The second was learning to standup and demand that people behave properly. It is not easy, buttaking on tough problems and bad actors are part of leadership.Having come through a situation like that, I learned that all youhave is your reputation and compromising or looking the other wayis unacceptable. Take the high road every time and it pays off inthe end.Mike Myatt: What do you see as yourgreatest leadership strength?Mark Rose: Commitmentto a vision, strategy and your people. No matter how rough thewaters get, I am always confident that we know what the result willlook like if we stay focused and committed. Too many leaders createthe vision and start to build, only to pull back when difficultiesor natural tensions develop. I believe that true leadership takescommitment and you cannot waiver on core principles.MikeMyatt: What is the toughest leadership decision you havehad to make thus far in 2009?Mark Rose: We haveneeded to make a few changes to our leadership team in 2009. Thoseare never easy decisions, particularly when the professionals arequality people. But my job is to field the best team at the bestpositions and sometimes that requires change. Our clients,principals and staff deserve to work with the best and thebrightest at every level, and the sustainability of our culture andthe company itself rests with those people.MikeMyatt: Where do you see the commercial real estate marketstrending in 2010?Mark Rose: I believe 2010 willstart the way 2009 will end- at the bottom of the cycle. I am a bigbeliever in metrics-based forecasting and cannot see a recovery inour sector until employment starts to rebound. As the financial andreal estate markets are forward-looking, I believe the second halfof 2010 will start to recover and the actual progress will berecorded in 2011.Mike Myatt: If you could give onepiece of advice to our readers what would that be?MarkRose: Stop talking and listen- you will be amazed by theknowledge and transformational ideas that rest with others.Embracing someone else's passionate viewpoint is not aweakness.ConclusionThis is a significant interview for tworeasons:

1. Mark Rose is highly regarded for his leadership ability, andthis interview provides an insightful look into the leadershipthinking responsible for shaping the minds of many within theindustry, and;
2. It reintroduces a well known CEO leading a Canadianjuggernaut in an aggressive US expansion. It is this author'sopinion that Avison Young will become a major player in the UScommercial real estate market under Mark's superiorleadership.