Interview with Priya Rawal, Founder & CEO of The Luxury Property Forum

You’ve had a remarkable career, moving from senior legal roles to founding The Luxury Property Forum. What motivated you to leap from law to entrepreneurship, and how did that shift come about?

Well, firstly, thank you so much for the compliment! I built my career in construction law, focusing on complex, high-value developments in both the super prime and commercial sectors. Working on schemes like One Hyde Park, Battersea Power Station, Neo Bankside, the W Hotel, and Westminster Fire Station showed me how brilliant the outcomes can be when people trust each other and share information early. I also noticed a difference in how teams worked. In commercial property, the hierarchy felt flatter, and collaboration was more instinctive. In the world of super-prime, I saw exceptional people working in silos, and too many good ideas and chances for partnerships fell between the cracks.

I wanted to expand my own network, so I looked for a place where the whole value chain could sit together with purpose and without ego. Developers, architects, interior designers, contractors, project managers, engineers, investors, family offices, advisors, and specialist suppliers. It did not exist, so I created The Luxury Property Forum. I ran The LPF alongside my legal career for five years because I cared deeply about both. 

Starting The LPF was not easy. Nothing like it had existed in our sector and, early on, many people did not see the need. Most relied on long-standing relationships and felt that was enough. During the pandemic, shortly after having my first child, we moved swiftly online. Our first webinar on COVID’s impact on luxury property drew more than 350 viewers. We have maintained strong attendance ever since, often exceeding those early numbers. That response told us the industry needed a trusted space for clarity, shared insight and support.

From there the community grew because people wanted practical knowledge and peers they could rely on. In our sixth year, as international interest strengthened, I made the decision to focus on The LPF full time. It felt like a natural step rather than a leap. Since then we have grown steadily, hosted stronger rooms, showcased the insight of our members and helped turn trusted relationships into real work and real impact for clients.

The LPF is now a recognised pillar within the luxury property space. In your view, what differentiates it from more traditional networking groups or membership clubs in the industry?

I think the main differentiator is that we are very intentional about who is in the room and why. The LPF is cross-disciplinary by design, but everyone operates at a senior level. That keeps conversations practical, respectful, and close to live projects. We invite people who want to contribute, learn, and collaborate. The atmosphere is warm and grounded - you need to be great at what you do and lovely to get on with. We care about outcomes for members and the standard of the industry. Everything is designed for utility. Strategic introductions come with context, so momentum is easier to build. Thought leadership is led by practitioners working on live schemes and with bags of experience, so the insight is useful for now and the future. Our masterclasses and webinars transfer knowledge across disciplines, which raises standards and reduces friction in delivery. Further being led by a brown woman and so often attending networking events with a sea of men in suits,  we champion women and inclusive leadership because a broader set of voices improves results. Awards and recognition are appreciated, but what matters most is that members win work, collaborate, learn from each other, and deliver better projects … and ultimately feel proud to be associated with the community. That trust is the real point of difference.

The LPF’s international expansion, particularly into the US and the Middle East, is an exciting development. What’s fuelling this growth, and how do you see the global luxury property community evolving in the years ahead?

Our membership has always been international, spanning from London to Italy, Monaco, New York, Miami, Dubai, Saudi Arabia, South Africa, and Mauritius. My view from the start was simple. If our model worked in prime central London, it would work in other centres of wealth where trust, quality, and service matter. Members were already collaborating across borders, so formalising that growth felt natural. Our current focus is New York and Miami, with Dubai and Saudi Arabia to follow. We are building each city with respected leaders who want to collaborate globally so it feels rooted in place while staying connected to the wider network.

The community is becoming more connected and more discerning. Capital, teams, and clients move quickly, and expectations around consistency are higher. The organisations that do best will be those that collaborate across jurisdictions while protecting standards, programme, and client experience. The LPF’s role is to be a calm, trusted bridge. We hope to continue to help members find the right partners, understand local nuance, and present their brands with confidence in every market we enter.

The luxury property sector is constantly evolving. What emerging trends or shifts are you seeing that are particularly exciting or presenting new challenges for your members?

Clients are not simply buying homes anymore; they are curating their lives. The projects that resonate are shaped by wellbeing, legacy, privacy, and purpose. Interior design is no longer a finishing touch. It is part of the strategic thread that runs from architecture into operations. Wellness has moved to the centre with biophilic thinking, spa quality spaces and technology that improves daily life without drawing attention to itself. The aesthetic is leaning toward quiet confidence, timeless materials and details that feel personal and honest.

Sustainability has shifted from narrative to necessity. Ethical sourcing, credible decarbonisation pathways and clearer reporting are shaping choices across the supply chain. This raises the bar and creates an opportunity for teams who can evidence performance without compromising beauty or comfort. The challenge is delivery (and convincing the clients!). Planning is demanding, supply chains are under scrutiny, and the cost of capital requires earlier, sharper decisions. The answer is genuine partnership. Bring disciplines together sooner. Align design with programme and data. Use constraints to guide better solutions. Our role at The LPF is to share credible insight, connect trusted partners and surface case studies that translate well across projects.

Innovation, sustainability, and technology are becoming central to luxury real estate. How is The LPF helping to drive these conversations, and how are your members responding to these evolving expectations?

We try to keep our conversation useful, insightful and genuine. Our roundtables and masterclasses as well as thought leadership papers, bring together leaders from across the industry to share what is working on, including the wins, the challenges, and how we evolve for the future. That includes embracing sustainability, diversity and innovation. We are proud to be part of PRIME, which encourages measurable action, shared standards and transparent reporting across sustainability, inclusion and governance.

On technology, we have produced a thought leadership report, a masterclass, and a webinar on AI in luxury property. We focus on where digital tools genuinely save time and reduce risk, from early feasibility and cost modelling through to procurement, programme, and client reporting. We keep the human element at the centre because judgement, ethics and client care are not optional in this sector. Members understand that expectations are rising, clients are younger and timelines are tighter. The appetite to learn and to partner with specialists is strong, and our job is to make those connections easy and reliable.

What is your leadership philosophy, and how do you use this to inspire and motivate those around you and in your team?

Leadership, for me, is service. It’s the same way I approached my legal career of fifteen years. My job is to set the tone, hold the standard, and build rooms where great people can do their best work. I care about clarity, so people know why we are in the room, what we are aiming for and how we plan to get there. I care about culture, so the environment stays warm, respectful and senior, which encourages people to share openly and collaborate well. And I also care about outcomes, because our purpose is to help members win the right work and deliver it well.

I lead in the same way we built The LPF. Quality over quantity. Cross-disciplinary, curated and high-trust. I ask for generosity and follow through, and I try to model that myself. We learn quickly, adjust to changing times and move forward together. I believe in growing people as much as platforms, so we create chances to speak, teach, and lead. Integrity, kindness and accountability is super important and sometimes can be forgotten in the harsh world of property. Finally, I am a mother as well as a founder, so respecting everyone’s time and energy is dear to me. I also love my team and know the importance of surrounding yourself with experts who know so much more than you do and from whom you can learn by osmosis! 

Through The Real Rendezvous podcast, you explore the stories behind luxury, lifestyle, and property. Has there been a particular guest or episode that reshaped how you think about the industry or your role within it?

I think Peter Swain’s episode on AI was intense but amazing and really helped move the discussion from using AI as a tool to it being a way of life. It is genuinely going to affect how we do almost everything going forward on an industry and personal level. He asked us to think about access and bias, and to keep human judgement at the centre while using technology to deliver better places to live. It's scary but so exciting too and I would rather be excited than scared. 

From a property point of view, I loved our interview with Daniel Daggers of DDRE Global. He is a real disruptor of the industry but came from humble beginnings and showed the importance of graft and just going for it. Not caring what others thought, but knowing that being a visionary can lead to your legacy. If I had cared what everyone thought at the time I started The LPF it wouldn’t be where it is today. 

On a personal note, speaking to Michel Roux Jr was a real joy. I grew up watching him and the Roux family and even applied to Le Gavroche for work experience before I trained as a lawyer. Listening to his stories about standards, craft and service at the highest level was a reminder that excellence is a culture. It is built quietly through preparation and pride. The same is true in super prime property, and it keeps me thoughtful about the rooms I curate and the example I set.

You’re a passionate advocate for women in the industry, all while balancing motherhood and a demanding professional life. What advice would you offer to other women navigating leadership, career growth, and life outside of work?

It's something that I have learned over time, but start by knowing your value and protecting your energy. Say yes to rooms that move you forward and no to noise that drains you. Build a trusted circle and ask for help when you need it. There is always someone to help. That is strength, not weakness. Also, it's really important to invest in your learning (know where you fall short and fix it) so you can lead with consistency. Also, be clear about your impact and keep track of it – no one else is going to do it for you. No one cares more about your career than you do. And finally, back other women around you both in private and in public and invite men in as allies. As a mother, I have learnt the importance of having a support network (both in work and at home). You do not have to choose between ambition and family, but you do need to choose what matters most each week and say it out loud. The more of us who lead, the better this industry becomes for everyone.

Looking ahead, what’s next for you and The Luxury Property Forum? Are there any upcoming projects, partnerships, or goals you’re particularly excited about?

We are strengthening London and building with care in the United States and the Middle East. New York is progressing well, and Dubai is next in line. We are working with respected local leaders, and we are so proud of the wider community we are growing. Giving back is important to us. This year, we will be deepening our sustainability commitments, partnering with LandAid, and building a pathway for schools and early careers so young people can see a future in luxury property.

We also want to bring more thought leadership to the industry from best practice notes, to guides, and playbooks. Over time, I would like The LPF to be a trusted authority for the luxury property sector and a credible voice in conversations with media and government. We hope to convene policy roundtables and present evidence-based recommendations, with the whole value chain and industry represented. Ultimately, better rooms, better knowledge, better representation, and a stronger platform for the industry we care about.

FAQs

What is The Luxury Property Forum (LPF)?
The Luxury Property Forum is the official forum for the luxury property sector and a private members’ club for leaders in high-end real estate and construction. It brings together developers, architects, designers, investors, contractors, and advisors to collaborate and share insight.

Who founded The Luxury Property Forum?
The LPF was founded by Priya Rawal, a former senior construction lawyer, who launched the community to break down silos in the super-prime property industry and create a trusted, collaborative network.

What makes The LPF different from other networking groups?
Unlike traditional clubs, the LPF is highly curated and cross-disciplinary. Members are senior leaders who contribute actively, share knowledge, and collaborate on live projects. The forum focuses on practical outcomes, not just networking.

Where is the Luxury Property Forum expanding internationally?
The LPF has members worldwide and is expanding into the US (New York and Miami) and the Middle East (Dubai and Saudi Arabia). Each location is developed in collaboration with respected local leaders, while remaining connected to the global network.

What trends are shaping the luxury property sector?
Key trends include sustainability, ethical sourcing, decarbonisation, wellness-focused design, biophilic thinking, and discreet technology that enhances daily living. Clients are increasingly seeking homes that reflect their legacy, privacy, and purpose.