Next in the Five Minutes With series, we speak with Chelsea Thomas. She is responsible for the delivery of Bankside Yards, a complex, multi-phase scheme in the heart of South Bank, where design, placemaking and long-term thinking come together.

Having begun her career in New York and having lived in both Trinidad and Tobago and Florida, Chelsea brings an internationally informed perspective to development.

Read on for Chelsea’s insights on global market dynamics, delivering quality at scale, and the importance of relationships in shaping a successful career.

Q: You joined Native Land in 2025, bringing experience from New York City, as well as time living in Trinidad and Tobago and Florida. What can Prime Central London take from these markets?

A: As a Trinidadian (or Trini) who began my career in New York, I have had the opportunity to observe and contextualise different market environments, each shaped by its own dynamics and customer expectations. It has helped me think more critically about what can genuinely be transferred between markets, and what is ultimately driven by local context.

This contrast is particularly evident when comparing New York City and Prime Central London. In New York, the market is highly institutionalised, with large operators managing portfolios at scale. The UK, by contrast, remains more fragmented and has historically been dominated by smaller landlords. That scale in the US, and the competition it creates, drives continual product innovation and a highly sophisticated, customer-led operating model.

This is reflected in how buildings are conceived. In New York, they are delivered as fully integrated lifestyle products, with amenities, services, and programming constantly refined in response to occupier demand. In London, while this approach is increasingly emerging, it has historically been less pronounced, with greater emphasis placed on the inherent qualities of the building and its location.

That said, there are important structural differences between the two markets. New York City is characterised by high-density, vertical, predominantly new-build product and a more rental-oriented customer base. London, in contrast, is a blend of period stock and new development, often delivered within a more heritage-led context, with a higher proportion of owner-occupiers. As a result, there is a greater emphasis in London on adaptation, placemaking and integration with the surrounding urban fabric.

Both cities are global lifestyle markets, but the drivers of value are more nuanced. In New York, value is more firmly embedded within the building itself – through brand, amenity, and service proposition. In London, value has traditionally been more closely tied to place – its location, character, and the quality of the surrounding neighbourhood – although there is an increasing shift towards a more product- and service-led offering.

Where London can take inspiration is in the consistency of service delivery and the active curation of resident life. The opportunity is therefore to draw on these operational and product-led innovations while remaining true to the qualities that underpin London’s enduring appeal.

Q: You’re currently working on the delivery of Bankside Yards. It’s one of London’s most significant mixed-use schemes, with multiple stakeholders and delivery phases. What aspects of a layered, multifaceted project like this do you find most rewarding?

A: What I find most rewarding is placemaking at scale, and the opportunity it creates to shape how people interact with the built environment over time. At Bankside Yards, there is a strong emphasis on ensuring the scheme integrates thoughtfully into the South Bank, while also establishing itself as a destination within Prime Central London.

A key part of that is setting day-to-day decisions within a much broader vision. Whether it is financing, product specification, or operational strategy, each decision contributes to delivering something with lasting impact. That connection between detail and the bigger picture is something I find particularly motivating.

Q: Native Land is known for delivering highly considered, design-led schemes. How do you ensure that quality and attention to detail are consistently maintained at scale?

At Native Land, and particularly at Bankside Yards, maintaining design quality at scale comes from being deliberate in how we approach both the individual building and the wider estate. Each building is designed to set a benchmark within its own segment, while also contributing to a cohesive and carefully considered masterplan.

Ensuring that quality and consistency are maintained comes down to the strength of collaboration across the team. While different teams focus on individual buildings or phases, there is continuous alignment around a shared vision for the estate, with design, specification and operational decisions regularly tested against that broader framework.

Ultimately, it is about maintaining discipline in execution – ensuring that decisions are made deliberately and that the overall quality of the scheme is protected as it evolves.

Q: Having worked with a range of developers prior to joining Native Land, what do you think distinguishes the business in its approach to development and partnerships?

A: What distinguishes Native Land is the combination of long-term thinking, thoughtful design- and service-led products, and the strength of its partnerships. That approach is reflected both in what is delivered and in how projects are structured and brought forward.

The business is deliberate about who it partners with, placing real emphasis on alignment in vision and approach, which underpins the consistency of delivery across projects.

Alongside that, there is a strong outward-looking perspective. Native Land is constantly drawing on insights from international markets – adopting best practice, embracing innovation, and evolving the product offering in a way that reflects how people want to live and interact with space.

Importantly, that mindset extends internally as well. There is a clear focus on investing in people and fostering an environment where individuals are encouraged to develop their knowledge. That, in turn, strengthens the quality of decision-making and ultimately the quality of the end product.

Q: Looking back at your career to date, what have been the defining moments or projects that have most influenced the way you work today?

A: I think it is less about a single defining moment and more about the cumulative impact of the people I have worked with and the experience I have gained along the way. As cliché as it sounds, there is something to learn from everyone you work with.

I have been fortunate to work alongside individuals with very different strengths – some highly detail-oriented, others focused on strategy and big-picture thinking, and others who place a strong emphasis on relationships and trust. Each of those perspectives has shaped how I approach my work today.

Throughout my career, I have been deliberate about broadening my understanding of property and development. Whenever my role has felt too narrow, or my learning has plateaued, I have actively sought exposure to different areas to develop a more holistic view.

This progression led to my previous role, where I worked across financing, design, marketing, construction, and delivery. Seeing a scheme through from inception to completion fundamentally changes how you approach decision-making, and it brings a strong sense of ownership and pride.

Q: For those starting out in the industry, what advice would you give? What’s something you wish you’d known earlier in your career?

A: Never underestimate the importance of relationships. I am often reminded of this and it is something I did not fully appreciate early in my career.

It can be difficult to find the time to invest in building your network, but in property – and more broadly in business and life – relationships underpin everything. People support and invest in those they trust.

Taking the time to build your network and maintain those relationships over the long term is one of the most valuable investments you can make.