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Repair Windows errors before they cause bigger problemsFix Now →Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →Cushman & Wakefield’s Australia and New Zealand Project & Development Services (PDS) team presents its role as beginning before a project reaches design or construction and continuing through delivery and longer-term asset planning. The October 12, 2026 APAC Outlook feature describes a service built around early strategic advice, project execution and links to wider property expertise—not just conventional project management. These are the firm’s and its executives’ descriptions of the offering, not an independent assessment of service quality or comparative performance.
What Cushman & Wakefield Project & Development Services does
In the APAC Outlook feature, PDS is presented as a partner for decisions that precede construction as well as for project delivery. According to Todd Hanrahan, clients increasingly want advice while they are assessing a site, testing feasibility, shaping a design or considering funding—not only after a project is approved.
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That early involvement can help a client examine whether a proposed project supports its business, investment and operational objectives before major commitments are made. Hanrahan describes the shift this way: “They’re not simply asking us to deliver a building – they’re asking us to help them achieve broader business, investment, and operational outcomes” [APAC Outlook Magazine, October 12, 2026].
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Repair common Windows errors and clear accumulated junk for a smoother, more stable PC - no reinstall needed.Free scan · no reinstallThe feature says PDS connects project advice with Cushman & Wakefield capabilities in capital markets, leasing, valuation, research and asset services. The intended proposition is to bring property and investment perspectives into project decisions and carry lessons from delivery toward the asset’s longer-term performance. The feature describes this service model; it does not establish project outcomes or prove that every assignment draws on each capability.
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What happens before a project is delivered
Before committing to a design or delivery plan, a client may need to clarify the intended outcome, assess a site, test feasibility, consider procurement and funding, and understand the risks that could affect cost or timing. The feature’s account of PDS places strategic advice in this pre-delivery phase, when choices about location, infrastructure, scope and design can still shape the project.
Hutch Bykerk, Head of Project & Development Services – Australia, says: “The challenge is understanding what a client is ultimately trying to achieve, then finding the best way to deliver it, manage risk, and create long-term value.” [APAC Outlook Magazine, October 12, 2026]
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For a client evaluating a project adviser, the practical questions are whether the team can engage early enough to inform major decisions, how it assesses feasibility and delivery risk, and how its advice connects to the asset’s intended use after completion. The feature does not compare providers or rank Cushman & Wakefield against competitors.
Delivery, technical advice and office fit-outs
Once a project proceeds, delivery work must translate the agreed objectives into a buildable plan and manage the issues that can affect scope, cost, programme and risk. Bykerk says projects are being delivered amid “rising construction costs, evolving procurement models, artificial intelligence (AI) impacts, planning reform, and changing occupier expectations,” adding that “Early strategic advice has become just as valuable as the delivery phase itself” [APAC Outlook Magazine, October 12, 2026]. These are the executive’s observations in the feature; the material provides no independent market measure quantifying cost changes or the prevalence of these pressures.
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Building Consultancy is presented as a complementary capability covering technical due diligence, redevelopment, repositioning and capital planning. Those services can be relevant when assessing an existing building, considering changes to its use or condition, or planning future investment in the asset.
For office projects in Australia, the company’s office-services page specifically describes PDS support for fit-outs and refurbishments, including attention to business continuity and compliance. That description applies to the office services outlined on the page; it should not be read as a complete account of every PDS project across Australia and New Zealand [Cushman & Wakefield Australia, Office Services].
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Sectors and project types in the ANZ feature
The feature names workplace, industrial and logistics, government, healthcare, education and data centres, alongside emerging living sectors. It also refers to student accommodation, build-to-rent, co-living, senior housing and social infrastructure. These are sectors discussed by the feature and its interviewees, rather than a quantified demand forecast.
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Hanrahan and Bykerk describe data-centre projects as technically demanding because they involve power, resilience, commissioning, security and operational continuity. Those requirements make it important to consider operating needs alongside design and construction decisions.
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Industrial development under land constraints
The feature points to multi-level industrial facilities as one response to land constraints in markets such as Sydney. It frames this as a development approach, not evidence that it is suitable for every site or a quantified measure of market adoption.
How to assess a project-advisory approach
The feature suggests several useful questions for an owner or occupier comparing project approaches. They are evaluation criteria, not a scorecard or a claim that one provider performs better than another.
- Timing: Can the adviser contribute before acquisition, design finalisation or funding decisions?
- Lifecycle scope: Does the support connect due diligence and feasibility with delivery and asset planning?
- Market coverage: Does the team offer the local knowledge required while providing access to wider expertise where useful?
- Technical fit: Does the team understand the operational demands of the relevant sector, such as data-centre resilience or office business continuity?
- Risk and controls: How will cost, programme, procurement and delivery risks be assessed and managed?
The feature characterises clients as disciplined about capital deployment and focused on location, infrastructure, feasibility, delivery risk and asset resilience. It also identifies construction costs, funding, programme and procurement as considerations that shape whether projects proceed and how they are structured. These are qualitative observations in the feature; it supplies no figures to quantify them.
Who leads PDS in Australia and New Zealand
The October 12, 2026 feature identifies Todd Hanrahan as Head of Project & Development Services – Australia and New Zealand, and Hutch Bykerk as Head of Project & Development Services – Australia. Hanrahan describes clients’ interest in advice across the project lifecycle: “Clients are increasingly looking for strategic advisors who can help them navigate complex property decisions, from the earliest stages of planning through to delivery and long-term asset performance” [APAC Outlook Magazine, October 12, 2026].
Technology context: a global Autodesk deployment
On March 5, 2025, Cushman & Wakefield announced an expanded enterprise agreement with Autodesk and a plan to deploy Autodesk Construction Cloud globally across project phases [Cushman & Wakefield, March 5, 2025]. This establishes the company’s stated global deployment, not that every ANZ PDS assignment uses the platform.
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