Uzma Irfan occupies a distinctive position at the intersection of real estate, luxury, design and culture. As Whole-Time Director at Prestige Group, she has played an instrumental role in shaping the company's brand identity and strengthening its presence in India's real estate landscape. She is also the founder of Sublime, an umbrella brand spanning seven verticals, and the Director of The Collection at UB City, where she curates luxury retail experiences. In addition, she serves as Joint Secretary of CREDAI National and is associated with Falcon Property Management Services.
Having spent nearly two decades building brands and exploring new opportunities across the luxury landscape, Irfan believes that the strength of a brand lies in consistency, emotional connection and an understanding of changing consumer expectations. In conversation with Robb Report India, she discusses the evolving definition of luxury, the growing importance of wellness in real estate, the future of branded residences and the experiences that continue to shape her perspective.
Robb Report India (RR): You are known for building and transforming brands. Over the last two decades, particularly with Prestige Group, what are some of the key lessons you have learnt about building a successful brand?
Uzma Irfan (UI): I believe a brand is not built through advertising. Attractive advertisements may create awareness, but a brand is built through consistency. For us, that means delivering on time and ensuring quality construction. Prestige Group has been in the industry for 40 years, and we believe in maintaining quality and timely delivery. Over time, this has helped us build a reputation. Anyone buying a home looks at the developer's credibility and track record.
I have been instrumental in creating brands, and for me, it is all about establishing an emotional connection. There may be a need for something in the market, but the question is how you connect with the consumer. You also have to evolve with time. Change is inevitable. The pandemic, for instance, changed people's needs and expectations. Today, consumers are well-travelled, well-informed and know exactly what they want. You cannot have a cookie-cutter approach. I have always looked for opportunities in the market and tried to connect with customers.
RR: You mentioned the importance of human connection in building brands. In luxury storytelling, particularly in real estate, how have customer expectations evolved? How would you define luxury real estate today?
UI: Luxury today is all about time and convenience. It is no longer just about buying a home. When you reach a certain stage in life, you want concierge services. If you live in an apartment, you want things to be taken care of, ideally even before you have to ask. Whether you are hosting a dinner or planning your travel, you want the entire experience to be seamless. People are not just looking at amenities; they want to know how a development will elevate their lives, make things easier and create an experience that puts them first.
RR: Buying a home is an extremely personal journey, particularly in the luxury segment, where it is one of the biggest investments a person makes. Having delivered more than 300 projects, what do you believe should be a homebuyer's top priorities?
UI: When someone buys a home, they are buying their dream home. Luxury is about aspiring for something and reaching that point, but it is also a matter of perspective. What I consider luxury may not mean the same thing to someone else. It does not necessarily have to be an expensive home, and there cannot be a cookie-cutter approach.
Location matters, as does ease of commute. When you enter a residential complex, you should also consider what sets it apart from others. At Prestige, what we really prioritise is a person's well-being. Expectations have changed. People want everything they need, perhaps, within their own complex.
A home is not simply an investment for the moment. It is an investment for life and an heirloom that you pass on to generations. People put their entire savings into buying a home, sometimes even taking a loan, because they want something they can call their own. It is an emotional connection. That is why the location matters, as does the value it adds to your life over time.
RR: You described a home as an heirloom, which is an interesting way of looking at it. When Uzma Irfan is buying a home, what are the things she looks for?
UI: As I said, ease of commute and the location matter. The surrounding social infrastructure also makes a big difference when buying a home. It is fine if you have to travel an hour to work, but you would want your child's school to be nearby. You also need a hospital within a reasonable distance, along with other essential facilities.
When I talk about my home, I think of the place I want to return to. For me, home is where my heart and family are, and that is Bengaluru.
RR: From real estate to luxury retail experiences and now Falcon Property Management Services, what was the thought process behind this expansion?
UI: I would not call it diversification. I would call it taking care of our assets. Falcon Property Management Services does more than look after assets through security, housekeeping and other essential services. We also create an experience for customers living or working there.
We manage luxury properties and commercial establishments, creating an overall experience for the people who use these spaces. We are often their first point of contact. We have always been involved in property management, but Falcon focuses on the luxury side of it, making life easier for clients who live and work in these developments.
RR: Looking ahead to the next five years, what do you think will be the biggest trends in real estate? We are already seeing a shift towards villas and serviced residences, particularly with large hospitality chains entering the space. What other trends do you anticipate?
UI: In residential real estate, branded residences are going to be significant. Everyone is looking at them, and we will be entering this space very soon with different partners.
Wellness is another important area. Many people, particularly Gen Z, are increasingly prioritising it. In offices, people no longer want just a workspace. They want an environment where they spend eight to ten hours a day and have access to a gym, a restaurant where they can entertain clients, and perhaps a spa where they can unwind. With commuting and traffic making it increasingly difficult to find time for oneself, office spaces are also evolving to accommodate these needs.
RR: You mentioned wellness. When it comes to wellness and real estate, what does it actually mean?
UI: Wellness is much more than having a swimming pool or a gym. It is also about what we, as developers, are doing to ensure sustainability. How are we ensuring that the air people breathe within a residential complex is clean? If you look at Delhi, for instance, air pollution is a serious concern. Then there is water. What are we doing with rainwater, and what are we leaving behind for future generations? Water scarcity is a growing concern, and these are all important considerations.
RR: ESG has become a significant part of the real estate conversation. At Prestige, sustainability has been a priority for some time. What are some of the specific initiatives you undertake to incorporate wellness into your residential and commercial developments?
UI: In both residential and office developments, water conservation is important. We have partnered with a company to monitor water consumption through water meters, and we also focus on rainwater harvesting. We use harvested water for landscaping rather than wasting potable water.
We are also looking at ways to bring in natural light while managing heat. Glass, for instance, can create challenges with air conditioning, so we use materials that help control heat and reduce air-conditioning consumption. There are several smaller measures like these, but they make a difference. We also pay attention to using sustainable and environmentally responsible materials.
RR: Could you tell us about some of the upcoming projects from Prestige Group that you are particularly excited about?
UI: In hospitality, we are developing what will be the largest convention centre in Aerocity, Delhi, along with two hotels — Marriott Marquis and St. Regis — by the end of the year. These projects will take Prestige to a very different scale and level.
There is also a lot happening in Mumbai. We already have two ultra-luxury projects, Prestige Nautilus and Prestige Ocean Towers, with more to come. On the office front, we are working on some very different projects in Mumbai, including Mahalakshmi and VKC, where we are introducing an observatory, something rarely seen globally and a first of its kind in India. We are also developing our tallest tower.
Then there is Prestige City, a brand that began in Bengaluru and has now expanded to Hyderabad, Mumbai and Delhi-NCR. These developments bring together villas, apartments and schools.
RR: Prestige has an established presence in key cities such as Bengaluru, Mumbai, Delhi and Chennai. Are you also looking at expanding into tier-two and tier-three cities, or is that still some distance away?
UI: We entered Mumbai in 2022, and it has been only four years, but the market has welcomed us very well. We are doing a lot of work there, and we believe there is still considerable opportunity in tier-one cities. There are established developers in these markets who understand the business, but there is room for us as well. We are looking at Pune and possibly some other tier-two cities.
RR: I am surprised you did not mention Goa.
UI: We are looking at Goa as well. There you go! That is a little secret out of the kitty.
RR: If you had to identify Prestige Group's USP, what would it be? What sets the brand apart?
UI: We stand for passion and commitment, and we believe the customer is extremely important. We are known for quality, and we ensure that we deliver on time. Timely delivery, quality and a passion for excellence are what define us. It is this passion at the group level that drives the brand.
RR: When you started working with the company in 2006, I understand there was very little brand recall. People would sometimes even mistake Prestige Group for Prestige Cookers. What was the defining decision that helped transform the company's brand identity?
UI: I remember realising that people were calling the reception and asking for their cookers to be picked up. We conducted an entire survey around it.
The company has always been very humble. I worked on creating a brand manual and ensuring that the logo was standardised across the organisation. But, as I said earlier, it is not just about branding. It is also about how consistently the company has delivered and helped people realise their dreams. That is what has brought Prestige to where it is today. What I did was a small part of a much larger effort, and the transformation is the result of everyone's contribution.
RR: How important is positioning in the larger narrative of luxury storytelling today, particularly in real estate and other luxury categories?
UI: Brand positioning is extremely important. That is why I handle the overall branding. The way people perceive you matters, and the narrative surrounding a brand needs to be positive. Real estate sometimes comes with concerns around trust, and credibility and goodwill are essential.
Where and how you position yourself also makes a difference. Look at brands such as Dior and Louis Vuitton. They occupy an elevated position, and they understand that less is more. You do not have to constantly shout about what you do. For them, it is about craftsmanship and several other elements. For us, it is about excellence.
RR: If someone were to start a luxury real estate brand today, what are the three things you would ask them to prioritise?
UI: First, understand the city and its micro-markets. This is extremely important because every city is different, and people's needs and expectations vary from one location to another. You have to understand the sentiments and emotions of the people you are catering to.
Second, be consistent. Everything takes time; Rome was not built in a day. You have to be patient, understand the market and listen to what people need. Do not do something simply because you want to. Understand what the market requires and what the customer is looking for.
Third, stick to your guns. Anything is possible. Even the word 'impossible' says 'I am possible'. But you must find your purpose. There should be a reason behind what you want to build, rather than doing it simply for the sake of it.
RR: Over the last two decades, what has been your most challenging project? Is there one experience that threw you a curveball or taught you an important lesson?
UI: Honestly, every day and every minute is a learning experience. There have been curveballs along the way, whether it was a campaign that did not go as planned or an event that did not work out as expected. But failure is a stepping stone to success.
As I said, we should learn every day and strive to become better versions of ourselves. It is also important to ensure that the team remains creative and brings out the best in everyone.
RR: Real estate has traditionally been perceived as a male-dominated industry. As a woman in a leadership position, have you faced challenges on that front? And what would you tell other women aspiring to leadership roles?
UI: Being the boss's daughter can be difficult. There is a stereotype that you are where you are because of your family background. But I am my own individual. I have my own identity, my own way of working and my own leadership style. People do make assumptions, and comparisons are inevitable, but that is something you cannot always control.
I believe I have created my own mark and carved out a niche for myself. People understand that respect is earned, not bought. It is the way I work and what I bring to the table that has helped me get here.
I also do not necessarily think real estate is a male-dominated industry. You need interior designers, landscape architects and several other professionals to build a home. Who better than women to understand many of these requirements? Building a home is not just about construction or brick and mortar.
RR: Would you say women bring a different perspective to the process of building a home?
UI: Absolutely. Women have an eye for detail. A man might say, 'Let's just build it', but women often understand what is actually required in a home because we empathise and put ourselves in another person's shoes. There are so many considerations beyond simply having two bedrooms, a bathroom, a living room and a dining area.
It is not a male-dominated field, and I believe women play a very important role in it. I come more from the design side, where emotional intelligence also plays a significant part.
RR: What is one piece of advice you would give a woman colleague or someone on your team who wants to excel in her career?
UI: I would say it is not about breaking the glass ceiling; it is about standing together, supporting one another and taking people along with you. If you know your job and understand your subject, there will always be a place for you.
RR: What inspires you?
UI: The way my father and uncle built the company inspires me every day. It is their sheer hard work, dedication, determination and passion that have made Prestige what it is today. They started the journey 40 years ago, and that continues to motivate me.
The people around me also inspire me. When I travel, I learn so much, and I enjoy bringing those experiences and ideas back with me.
RR: Are there any designers, artists or architects whose work particularly inspires you?
UI: There are so many designers and artists in our country. I particularly admire Antoni Gaudí. In Barcelona, he created something so unconventional for his time. I think that is a wonderful example of why you should not always follow conventional ideas. You can be different, and so what if people talk about you? It probably means you are doing something different.
RR: So, you are always looking for something that is out of the ordinary?
UI: Absolutely. What is the point otherwise? Life would be boring.
RR: Is there an Indian artist or architect whose work you think embodies this unconventional approach?
UI: One artist whose work I really admire is Krishnacharya Bose. If you have seen his work, you will know how different it is. He uses bold colours, and his art has a certain happiness and energy to it.
RR: How do you unwind when you are not working?
UI: I am working almost 24/7, but it does not really feel like work to me. I enjoy spending time with my family. I also make time for my friends, which people often say is difficult, but I believe it is possible. I love travelling as well.
RR: What are some of your most memorable travel experiences?
UI: Tomorrowland, without a doubt.
RR: Really? I would have imagined it to be quite an overwhelming experience.
UI: Let me tell you why I loved it. It is so beautifully organised. It is about half an hour from Brussels, in a place called Boom. Everyone who comes there is there for one purpose: music. Nobody is concerned about anything else; people are simply there to enjoy themselves.
The festival starts at noon and continues until 1 am, yet you never really feel the passage of time. They have proper arrangements for everything, including washrooms and a large food area offering cuisines from around the world. Despite the scale of the festival, you hardly see any litter. It is an incredible experience.
There are around 12 stages, catering to different musical tastes. The main stage features artistes such as David Guetta and Armin van Buuren, but there are also dedicated spaces for trance and other genres. The entire setting is remarkable.
RR: That sounds like an incredible production. The craftsmanship that goes into creating those stages must be extraordinary.
UI: Absolutely. Last year, just before the first weekend, the main stage caught fire, if you remember. Do you know who came to their rescue? Guns N' Roses. The show simply went on. What I loved was that the organisers did not cancel the event or ask people to return for another time. They worked around the damaged stage, created an alternative arrangement and kept everything going.
Nobody seemed to mind because the music was so energising. There were people from all over the world, and the energy was incredible.
RR: The atmosphere really does make all the difference.
UI: Absolutely. The vibe, the atmosphere and the people are what make it such a memorable experience. We were there for two days, and it was fabulous.