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Colliers describes its Singapore project management team as an extension of clients’ in-house teams: it can lead a project from end to end or provide targeted advice while working within the client’s governance and operating model. A profile published by APAC Outlook on 12 October 2026 outlines that approach, the team’s stated regional reach, and a Murex headquarters relocation. The examples and performance figures below are reported by Colliers or the feature, rather than independently verified project results.
What Colliers means by purpose-driven project delivery
The APAC Outlook profile presents project management as both integrated delivery and advisory, tailored to the assignment rather than imposed as a separate operating system. Colliers’ Singapore team says it works within a client’s existing governance, coordinates stakeholders, and can provide full project management or focused advice. Its stated aims include protecting budgets, managing risk, aligning stakeholders, and handing over spaces ready to perform. These are descriptions of the service model and its aims, not guarantees for every project.
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Colliers’ Singapore project management service page describes services for occupiers and landlords, including integrated solutions and standalone advisory, and lists project and cost management. The page says the firm aims to deliver on time, within budget, and to high standards. For a client assessing a mandate, the practical distinction is whether the need is a single accountable delivery partner across project phases or specialist input on a defined issue.
Wing Yan Chang, Head of Project Management at Colliers Singapore, characterises the approach this way: “Our approach is grounded in data, guided by expertise, and driven by purpose. Every decision we support is calibrated to our clients’ strategic goals, enabling smarter, more resilient outcomes that are not only effective today but adaptive for tomorrow,”
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Where the Singapore team says it works
According to the feature, the Singapore team supports projects across Malaysia, Taiwan, and India. Its cited experience covers corporate workplaces, industrial facilities, chemical plants, and data centres. Those sectors have different constraints: an office move may hinge on workforce experience and continuity, while an industrial or data-centre project can require close attention to operational requirements and local conditions. The feature describes the team’s scope, but does not give project-by-project details for each market or sector.
The profile names Arrow Electronics, QBE Insurance, and Digital Realty as organisations that have made repeat appointments. That is a claim reported by the feature; it does not provide appointment dates, scopes, or independent client assessments.
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What the Murex relocation illustrates
The feature’s detailed example is Murex, which it describes as a global capital markets technology company. After occupying its former premises for 12 years, Murex engaged Colliers to support a move to a new Asia Pacific headquarters. The assignment, as presented in the profile, brought together programme coordination, workplace experience, business continuity, and sustainability considerations.
The example shows the range of concerns a headquarters relocation can combine: coordinating workstreams while preparing a workplace that supports staff and keeping business operations in view. The feature does not report the project’s budget, delivery duration, quantified post-occupancy results, or an independent client evaluation, so it should not be read as a measured case study of cost or schedule performance.
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Cost, governance, and value across a project
The profile’s cost argument is broader than meeting an approved budget. It describes the need for visibility across markets while responding to local procurement and operating conditions, with cost optimization, operational resilience, and value considered from planning through close-out. For an owner or occupier, that framing makes governance fit and decision rights important: regional oversight can support consistency, but project choices still need to reflect local delivery conditions and business priorities.
Colliers’ company-authored June 2025 Asia Pacific Project Management Insights summary positions cost performance as a key benchmark and connects project delivery with value creation, strategy-led design, and AI-enabled innovation. The associated 2025 report includes Mike Davis, Managing Director, Occupier Services, Asia Pacific, saying: “Cost has evolved beyond a simple financial constraint; today, it stands as a pivotal strategic lever.” Joon Baik, Head of Enterprise Project Management, Asia, says: “The future of project delivery lies in how intelligently we align capital with purpose, using data, AI and design.” These statements express Colliers’ own perspective on project delivery, not an independent market assessment.
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How Colliers frames sustainability
The feature describes Colliers’ Built to Last sustainability framework through three themes: decarbonisation and climate resilience; workplaces and communities where people can thrive; and ethics, transparency, and accountability. It says the company’s 2025 Global Sustainability Report covers emissions intensity, renewable electricity, workplace experience, governance, and responsible AI adoption.
APAC Outlook attributes the following figures to that report. They are company-reported APAC figures as reproduced in the 2026 feature, and the feature does not state their calculation boundary, baseline year for the five-year comparison, or verification method.
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| Reported measure | Figure and qualification |
|---|---|
| Scope 1 and 2 emissions intensity | 41.3% lower in APAC than five years earlier, according to Colliers’ 2025 Global Sustainability Report as reported by APAC Outlook in 2026. |
| Scope 1 and 2 emissions intensity | 9.26% year-on-year improvement in APAC, according to Colliers’ 2025 Global Sustainability Report as reported by APAC Outlook in 2026. |
| Electricity sourced from renewable energy | 36% of Colliers’ APAC portfolio, according to Colliers’ 2025 Global Sustainability Report as reported by APAC Outlook in 2026. |
| Volunteer activity | More than 7,260 volunteer hours across APAC, according to Colliers’ 2025 Global Sustainability Report as reported by APAC Outlook in 2026. |
The emissions figures concern emissions intensity, not absolute emissions. Bastiaan van Beijsterveldt, Managing Director of Colliers Singapore, says: “As sustainability expectations become more performance-driven, our focus is on delivering outcomes that fortify, de-risk, and create lasting value within our own operations and our clients”
What a decision-maker can take from the profile
The service model described is relevant where a client needs project leadership that can fit existing governance, coordinate across locations, or combine delivery with targeted advisory. When evaluating a similar mandate, decision-makers can use the profile’s themes to define their own brief:
- Decide whether the assignment calls for integrated project management or a narrower advisory role.
- Set clear governance, escalation paths, and decision rights for regional coordination and local delivery.
- Define how budget visibility, procurement, operational continuity, and handover readiness will be managed.
- Specify measurable sustainability or workplace objectives, including the evidence and reporting boundary expected.
Colliers’ Singapore service page also cites an Anglo-Eastern relocation to a 37,000-square-foot office at Labrador Tower and a Simmons & Simmons Singapore office modernization that the page says achieved BCA Green Mark certification. These are separate examples from the service page, not projects discussed in the APAC Outlook Murex profile.
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