Filmer is the largest shareholder in one of the country’s best-known commercial agencies
As CEO and co-owner of Burgess Rawson – one of Australia’s most successful real estate agencies – Ingrid Filmer is a trailblazer in Australia’s male-dominated commercial property sector.
Filmer spoke to Green Street News about her career journey, life lessons, inspirational mentors and how to curate a perfect portfolio auction (the event Burgess Rawson is most famous for).
Tell us a little bit about your career path in commercial property
My first role in the industry was as membership and events coordinator at the Property Council of Australia. That role gave me early access to CEOs and industry leaders, and I was instantly inspired. I saw the scale of the industry, the influence of property on the economy, and the calibre of people involved — and I knew immediately this was where I wanted to build my career. From there, I moved into asset management, first with Byvan (Savills) and then onto JLL, which gave me technical grounding, discipline and a sharp understanding of institutional real estate.
At 26, I joined Burgess Rawson, full of ambition and optimism, and quickly learned that managing private wealth is a whole different game – it’s personal, nuanced and deeply rewarding. Over the years, I transitioned from employee to owner, and ultimately, alongside my business partners, we bought the company from the founders. That changed everything. It stopped being just a job – I became truly accountable.
My business partners are also my friends, and I think clients appreciate that. I can’t run or hide from an issue – it’s our business, and we own the outcome. Nearly 20 years later, I’m proud to lead the eastern seaboard business and to have helped shape Burgess Rawson into the national market leader it is today.
What do you like about working in the commercial real estate industry?
It’s a people business. Every transaction represents real impact – on a family, a business or an investor’s future. I love the combination of strategic thinking, financial structuring and emotional intelligence it requires. You can’t fake it in this industry –results and relationships both matter, and that suits me perfectly.
What was the very first property you sold, and what do you remember about it?
My first deal wasn’t a sale – it was a renegotiation of a lease with the Commonwealth Bank in Box Hill [in Melbourne’s eastern suburbs]. That client is still with us today. It taught me early on that trust and consistency outlast even the sharpest negotiation. Relationships matter and so does showing up – time and time again.
Are there any particular deals that stand out in your memory and why?
Bunnings Kangaroo Flat [in Bendigo] stands out for me; I love that property. We were able to restructure the lease and add significant value to the asset. It’s a perfect example of using insight and strategy – not just salesmanship – to drive outcomes. We sold it twice, and both times it delivered an outstanding result. It reminded me that we don’t just sell property; we create investment-grade assets.
Who were some of your early mentors, and what did you learn from them?
Chris Smith, my regional manager at JLL, was a huge influence. He taught me everything from reconciliations to centre management and always made time to help me grow. He also gave me my first opportunity in Melbourne. His focus on doing things properly, his generosity with knowledge, and his ability to lead by example have shaped how I mentor others today.
The Burgess Rawson founders – Chris Burgess, Gerald Rawson and Graeme Watson – taught me about integrity, relationships and the power of playing the long game. They believed in doing good business with good people, and that principle has underpinned how I lead and work to this day.
What are the keys to curating a successful portfolio auction?
It’s about balance, insight and execution. You need the right mix of properties to appeal to a broad but engaged investor base. You need to tell the right story through data and marketing. And then you need a platform that builds real competition. That’s what Burgess Rawson has built; we don’t just list properties, we curate outcomes.
What have you learnt about investor behaviour having delivered so many auctions over the years?
Confidence is everything. Investors want predictability – net leases, reliable tenants and quality information. The more certainty we can provide, the stronger the bidding. Presentation matters, detail matters and so does trust. A great campaign turns interest into action.
Do you think rate cuts are going to drive another boom in CRE?
I think they’ll unlock confidence. We’re already seeing investors repositioning themselves in anticipation of a softer rate environment. It may not be a “boom’ in the traditional sense, but it will certainly reinvigorate demand, especially from private investors and self-managed super funds who’ve been waiting for the right moment to return to market.
Which asset classes are going to fire up over the next cycle?
Essential service assets with strong land value fundamentals will lead the next cycle. Think supermarkets, medical and daily-needs retail – assets that deliver consistent income and serve growing communities. Investors are becoming more discerning, but they’re still looking for reliability and long-term upside, and these types of properties tick both boxes. The underlying land value is becoming just as important as the tenant, especially in growth corridors where long-term development potential adds another layer of appeal.
What are some of the emerging, niche asset classes that are proving popular with investors?
Allied health, specialist childcare and vet clinics are all gaining momentum. These are sticky tenants that deliver essential services and are hard to relocate. Investors are also drawn to tenants with strong community ties and long leases – it’s not about chasing the newest thing; it’s about buying reliability.
What advice do you have for CRE investors starting out or diversifying away from residential?*
Stick to fundamentals. Buy quality assets with strong tenants, long leases and clean lease structures. Don’t chase the highest yield – chase the most reliable income. And work with someone who knows the space and is willing to educate you, not just sell to you. Commercial real estate isn’t complicated, but it is nuanced. Get the right guidance early, and you’ll reap the rewards.
*(Bonus 11th question for those who have been counting)