CASE STUDY knowledge and professional expertise, needed to be complemented with the kind of technical fluency that enables faster, smarter decision-making and innovation. The gap wasn’ t just about technical skills, but about cultural readiness: the ability to challenge assumptions, use data to validate decisions, and embed AI in ways that enhance member value. For RICS, our partnership with Multiverse is just one of the many steps on our transformation journey. learning, rooted in real business challenges, allows our colleagues to build capability while delivering value immediately. The apprenticeship model was also critical for us: it enables deep, sustained engagement, with learning applied directly to live projects that matter to RICS. Their values align with ours and they understand what it means to future-proof a profession, not just upskill a team.
Can you tell us about some of the key internal operational efficiencies or new member services that will emerge directly from this enhanced data and AI capability?
Internally, we expect to see faster, more accurate analysis of market and member data, which will directly improve our ability to prioritise services, design more relevant products, and allocate resources more effectively. For members, this will translate into more personalised experiences – whether through our learning programmes for members or candidates, feedback on how members can achieve their professional goals, smarter policy engagement, or real-time insights into industry trends and risks.
Can you provide a concrete example of how RICS expects data and AI to transform decision-making within the organisation or for its members in the near future?
RICS history in brief
From a small group of just 20 surveyors meeting in London in 1868, the Royal Institution of Chartered Surveyors( RICS) has grown into a global authority. The Institution was born out of the need for professional standards during the rapid expansion of the Industrial Revolution, where new infrastructure and property development required more stringent checks and balances.
In 1881, it received a prestigious royal charter, a mark of its importance and integrity. The charter required RICS to act“ for the public advantage” and this purpose remains at the heart of the organisation’ s mission today. By 1947, it became the Royal Institution of Chartered Surveyors, solidifying its place as a trusted voice in the built and natural environment. Today, with over 134,000 members in more than 150 countries, RICS continues to set the“ gold standard” for the profession, ensuring that members adhere to the highest ethical and professional standards in a world that is always evolving.
One example we are exploring is how we can use AI to personalise our CPD & learning pathways for our members and candidates. By analysing what members are engaging with, whether that’ s specific competencies, formats, or topical area, we can begin to tailor the learning opportunities based on a member’ s career stage, sector, and region.
This allows us to move away from a one-size-fits-all approach and instead deliver more targeted, relevant content that helps each member grow in line with their professional goals and market needs. From a product perspective, it also means we can develop and recommend learning and tools that are not only timely but deeply aligned with what members are seeking which supports a more proactive, data-informed decisions across our product development pipeline.
What were the primary factors that led RICS to select Multiverse as its partner for the Transformation Academy?
We chose Multiverse because we were looking for more than a training provider, we needed a transformation partner. Their approach to applied
Gary Eimerman, Multiverse’ s Chief Learning Officer, says:
Multiverse specialises in“ personalised, on-thejob learning.” How will this methodology be tailored for the RICS Transformation Academy to ensure that chartered surveyors, with their diverse backgrounds and roles, effectively acquire and apply new data and AI skills?
Our first step with any new client is to run a skills scan to understand where the gaps lie and what their specific needs are, so we can teach the necessary skills to achieve their goals. Our programmes feature project-based learning, so apprentices apply those skills in their daily roles, in real-time.
Gary Eimerman, Chief Learning Officer at Multiverse
www. intelligentcio. com INTELLIGENTCIO EUROPE 15