After a decade with the firm, it’s clear that things have changed. As the title suggests, employees are no longer considered an asset. Mr. Hines built a culture rooted in entrepreneurial spirit—empowering employees to lead, manage, and innovate in ways that supported both the firm and the individual. We once had a culture where employees reflected Mr. Hines’ values and standards. Anyone who worked for Hines was proud to say, “I work at Hines,” and we carried forward “The Hines Standard” for clients, vendors, and colleagues. In return, the firm upheld those same values for us.
That all changed in 2025, and the downward spiral continues. The firm no longer sees its people as its greatest asset. The values and culture that Mr. Hines established nearly 70 years ago have been cast aside. The company now operates with a singular focus: increasing profit for Jeff and Laura Hines, on the backs of those who helped build this firm over seven decades.
The carefully curated decisions, processes, and procedures that once made Hines the #1 global real estate firm have been abandoned. Decisions are now made haphazardly, with little regard for their impact on our culture or, most importantly, on Hines employees. Choices are made on the fly, with minimal planning or vision for the future. Bonuses were reduced or eliminated with almost no notice. Micromanagement has replaced trust, and the “entrepreneurial spirit” that made Hines exceptional has been stifled.
In essence, Hines has become no different from CBRE, JLL, or Cushman & Wakefield. The culture has been diluted to a shell of what once set this firm apart. When Mr. Hines passed away, we lost a leader who was driven to make Hines the benchmark for excellence in global real estate. He understood that treating employees as assets—not numbers—would elevate the firm. We believed in that vision wholeheartedly. We were proud to contribute to making Hines the best of the best because we knew we were valued and rewarded based on the merit of our efforts.
Now, we’re simply trying to keep up with a firm that feels rudderless. New policy changes, accounting terminations, and a shift away from hospitality-driven standards all point to one priority: maximizing profits for C‑level leadership. I believe the days of Hines being the standard for best‑in‑class CRE are gone. The culture continues to erode, and it’s heartbreaking to see what this company has become.
Change is necessary in life and in business, but when you sacrifice everything that made a company synonymous with quality in pursuit of profit alone, you lose your identity. You are no longer the leader or the model of what a great company should be—for both business and employees. You become just like everyone else. Hines no longer stands out from the pack; it has become part of a faceless, vanilla crowd moving in the same direction.
