What’s Next for Property Professionals in 2025

The property market across Australia and New Zealand is undergoing a phase of cautious optimism in 2025. Following a challenging few years marked by uncertainty and operational pressures, agencies are again turning their focus to growth. According to recent findings, 66% of property teams plan to expand this year, with many leaders prioritising sustainable structures, team culture, and resilience over rapid scaling.

This optimism is tempered by practical constraints. While agencies are keen to grow, the availability of skilled staff—especially in property management—remains a barrier. The industry is also seeing a reduction in career development initiatives: only 36% of property teams cite training as a top priority in 2025, down from 54% in 2024. Financial pressure and increased workloads are often to blame.

Meanwhile, artificial intelligence is transforming how property professionals manage workloads, enhance service, and streamline operations. From AI-powered CRMs to automated communication and content creation, agencies are embracing the efficiencies these tools offer—while simultaneously reaffirming the need for human connection in an increasingly digital world.

Looking ahead, housing trends suggest a continued push toward sustainability, shared living, and renter-focused models. With affordability out of reach for many, both nations are adapting to new modes of ownership, development, and community design.

“We’re becoming a nation of renters.”



Peta Seaman, Managing Director at Edge Recruitment SA, was joined by Deanne Goodwin from Gary J Smith Real Estate and Ella Mills from Barfoot & Thompson to discuss the current state and future outlook for property professionals across Australia and New Zealand.

Goodwin noted that while growth is definitely on the agenda for Australian agencies, it’s increasingly approached with caution. “We want to focus on being sustainable… making sure there’s no burnout within the team,” she said. Quality over quantity is key, with an emphasis on team culture and skill development. “You’ve got to be able to dedicate your time so that people can also grow properly.”

In contrast, Mills described a different tone in New Zealand: “It feels like we’re coming out on the other side of it,” she said. After a difficult year that saw several agencies close, optimism is returning. “It seems very positive right now… there’s definitely going to be a lot of room to expand.”

Despite this growth, career development appears to be slipping down the priority list. Goodwin expressed concern about this shift: “It’s unfortunate because training’s obviously super important to growing.” She acknowledged that time and budgets were often the issue, but stressed that without ongoing development, staff retention becomes harder. “If they’re not learning or growing… they’ll go and seek opportunities elsewhere.”

Mills agreed, adding that while training is vital, it’s often one of the first things sacrificed. “It makes it a lot harder… to find the funds, but also the time,” she said. Balancing operational delivery with meaningful upskilling remains one of the sector’s biggest challenges.

Both leaders highlighted the resilience required for success in today’s market. Goodwin outlined the need for communication, time management, and emotional intelligence—especially in property management where “you wear many hats.” Mills echoed this: “You need to be resilient… especially in a time where a lot of people have financial burdens.”

Artificial intelligence, however, is helping lighten the load. Goodwin initially resisted AI but has since become a firm supporter. “We use it every day… for market research, automated reminders, administration and financial tasks,” she said. “It frees up time that we can better spend on building relationships.”

Mills shared a similarly enthusiastic view: “We love AI over here,” she said. “It’s helping us deliver better service while saving time and reducing costs.” From AI-powered CRMs to automated property advertising, New Zealand agencies are leading the charge in digital transformation.

Looking ahead to 2030, both guests predicted significant changes in living trends. Goodwin expects a continued move toward renter-focused models, fractional ownership, and sustainability in housing design. “We’re becoming a nation of renters,” she said, noting that affordability challenges will reshape how people access housing.

Mills also highlighted the rise of generational living and smart homes. “Climate consciousness is becoming a major trend,” she said. With rising expectations for green housing and digital integration, property professionals must stay agile and attuned to client values.

Practical Takeaways for Property Leaders in Australia and New Zealand

• Prioritise sustainable growth strategies that focus on structure, retention, and long-term resilience.

• Invest in training and development to retain staff and meet evolving client expectations.

• Equip teams with AI tools to streamline tasks, improve service, and boost productivity.

• Prepare for generational and financial shifts by adapting offerings to shared and rental-focused living models.

• Embrace sustainability in housing design and client engagement to stay ahead of demand trends.