Jessica Candaele serves as KTGY’s national director of business development. In her current role, Jessica leads KTGY’s firmwide growth strategy across 13 business units nationwide. She directs market positioning, client development, revenue generation, and sales team excellence by aligning business development initiatives with the firm’s long-term objectives. She oversees national strategy development, identifying emerging markets, evaluating diversification opportunities, and targeting high-value clients through rigorous research and competitive analysis. She partners with executive leadership to position KTGY for sustained success and collaborates closely with marketing to shape content strategy, thought leadership, and trend alignment.

Jessica works with leaders across every studio to strengthen performance, drive cohesion, and reinforce KTGY’s mission and vision. She also equips client-facing teams with the training, tools, and messaging needed to deliver a unified and compelling representation of the firm in every market.

She holds an MS from California State University, Fullerton, and a BS from Loyola Marymount University. She is an active member of ULI Los Angeles, serving as co-chair of the Women’s Leadership Initiative (WLI) and co-chair of the NEXT Americas Programs subcommittee. Jessica also serves on the board of The TT Foundation.

Hannah Moell is business developer and solutions collection/market researcher for BSB Design. In this role, Hannah helps BSB Design leadership launch internal and client-facing initiatives. Hannah plays a key role in helping BSB Design stay up to date with the latest technology and tools that can improve workflow and efficiency. She has been with the firm since 2017 and is passionate about professional development and personal growth to stay ahead of the curve and continuously improve her skills and knowledge.

Hannah was born and raised in Raleigh, North Carolina, and is a graduate of East Carolina University. She enjoys listening to Metalcore music. Hannah is also an active member of ULI, serving on the WLI ULI Triangle Steering Committee, part of the inaugural cohort for ULI Triangle’s NEXT Steering Committee, and a member of the NEXT Americas Programs subcommittee.

In the following Q&A, Jessica and Hannah explore their passion for the commercial real estate industry and how THEY’RE NEXT.

ULI NEXT: NEXT is about connecting and elevating the next generation of leaders in CRE. What does being a part of NEXT mean to you, and why are you excited that you’re NEXT?

Jessica Candaele (JC): I’m NEXT because my career has been built on seeing potential in people, in markets, and in organizations, and partnering with them to create a roadmap to achieve it. ULI NEXT is a community of mid-career leaders who aren’t just succeeding individually, but who are committed to elevating the industry collectively. ULI has been my second career for 17 years, through roles as a past Young Leader co-chair, NEXT Americas Program co-chair, current WLI co-chair, and involvement in countless committees, events, and conferences. Joining NEXT connected me with peers at similar career and life stages—people with limited bandwidth but a deep desire to stay engaged, learn from one another, and contribute with intention.

Hannah Moell (HM): I’m NEXT because I see how it is all connected, and I am advocating for housing. From the relationships we make, to the cities we build, to the homes we live in and provide for our communities, to the arts and culture of our world. CRE is never just about the built environment. It’s everything. This is the ancient craft of city building.

ULI NEXT: What’s the most interesting project you’ve worked on and how did it shape your career in CRE? 

 JC: Although it’s not a traditional CRE project, over the past year at KTGY I’ve driven a firmwide business development cultural shift—leading sessions at our annual leadership meeting, guiding quarterly leadership calls, mentoring leaders, and expanding our KPIs [key performance indicators] to better align business planning across all business units. This work is culminating in a unified national business development strategy that brings growth and client engagement together under one cohesive framework.

HM: The most interesting project is more process + market research. My work is connected to BSB Design’s Innovation Lab and supporting our legacy residential architecture firm nationally with market research and connections. There is such a need for housing in our municipalities regardless of local politics or macro uncertainty. If I can shorten the cycle times of architecture and build connections with innovative ways to get homes delivered faster than traditional work—that is a huge win for me.

For example, there is an AI robot-driven wood framing panelization company in my backyard (Durham, North Carolina) by the name of BotBuilt. They are able to frame out a home in the warehouse in one week and go vertical with two workers and a forklift in four hours. What would that do for the carry on the land if we can tighten up the delivery by a couple of days? What kind of housing options and supply could we supply to communities with this speed? I am actively working with and looking for builders and developers who are willing to think outside of the box.

ULI NEXT: What excites you most about the future of the industry and how do you see NEXT members helping shape that future?

JC: ULI NEXT members have unprecedented access to global ideas—through travel, digital platforms, articles, and social media. That exposure fuels curiosity and expands the inspirations that shape how we think about the built environment. Technology, including the rapid advancement of AI, has transformed how we collaborate in ways that were unimaginable even a few years ago. At the same time, there is a growing commitment to creating resilient communities. The convergence of these forces is what excites me most about where our industry is headed.

HM: The field at large is primed for change and new leadership. NEXT empowers us to step up. From the local district cohorts to national NEXT webinars, ULI NEXT offers resources beyond just the normal membership. This is how we rise together toward abundance versus scarcity.

ULI NEXT: As NEXT members navigate career growth, family, and leadership, how do you personally find balance?

JC: Balance hasn’t always come easily for me, and I don’t think it’s something I’ll achieve consistently. It comes in waves. I’m leading national growth efforts for a prominent design firm, serving on three boards, and raising three children—8, 6, and 1—so creating space for myself sometimes seems impossible. But small shifts have made a big impact: stepping away from social media to quiet the noise, spending time in green spaces, and giving myself more downtime after a particularly intense season.

Building strong personal relationships with colleagues, peers, and friends has also been essential. I’m also incredibly fortunate to have parents deeply involved in my children’s lives and families in our circle who have created a wonderful village around us. I couldn’t do what I do without them, and their support is foundational to my ability to lead at a national level.

HM: I hold time and space on my calendar for me, my boys, and my creative pursuits. The rest of the work gets done and I can show up as my whole self. It also helps to have supportive management that understands family needs and tiny toddlers (aka petri dishes).

ULI NEXT: What’s a bold move you’ve made in your career and how did it shape your path forward?

 JC: One of the boldest moves I’m making is stepping into a national leadership role. It was a leap into the unknown, and it continues to accelerate my growth. This responsibility pushes me to trust my instincts, elevate others, and lead with clarity even when the path isn’t fully defined. I’m learning every day that leadership isn’t about having all the answers but is about creating direction and empowering people. The greatest challenge is having confidence in my decisions amid uncertainty. I’ve had to trust that my experience, my industry knowledge, and my past successes have prepared me to stand firmly behind the recommendations I make.

HM: This sounds simple however it is not always easy—I knew what I wanted to do for the firm and I asked for it. I stepped up. I had ideas, I shared them, and I got what I wanted. Now I get to do the work that is so impactful to communities, the firm, and, most importantly, to myself.

ULI NEXT Fast Five:

• What’s your superpower?

 JC: I motivate with intention, not pressure.

 HM: My curiosity.

• Motto or personal mantra?

 JC: I have at least two: Show up and keep showing up. You don’t learn if you don’t fail.

 HM: The NC State Motto—Esse Quam Videri. “To be, rather than to seem.”

•  What motivates you?

 JC: Transforming potential.

 HM: A personal story around housing and the need for safety. And, of course, my two boys, Garrett and Grayson.

•  Last thing you read/watched?

 JC: Read What Got You Here Won’t Get You There by Marshall Goldsmith. Watched: Lots of holiday rom-coms (it’s December).

 HM: Read: Strong Ground by Brene Brown

•  Hobbies?

 JC: Dinner dates with my husband and friends. Hiking. Planning vacations.

 HM: Large-scale watercolors, parks with my boys, trail running, and reading.