The Faces of AIS: Ross Colson

As AIS continues its European expansion, we spoke with Ross Colson, Head of Business Development, about the career journey that’s shaped his approach to growth, client partnerships and leadership.

From training as a surveyor in Italy after an international cycling career, to working at the sharp end of London’s design and build market, Ross brings a uniquely international perspective. Now based in Amsterdam, he shares why joining AIS at this stage felt like the right move, and where he sees the biggest opportunities for clients across Europe.

Can you tell us about your career journey so far and what brought you to AIS at this exciting stage of expansion?

I started training as a “Geometra” (Surveyor) in Italy after my Cycle Racing career. Then I moved to London to work in Asset Management, Flex office space, before it was called Flex, and then into the top tier of London office Design & Build.

AIS has always been on my radar because of its international coverage, clear focus on client services and delivery excellence. We’ve kept in touch over the last 16 years, and after gaining experience throughout Europe and further afield, Q4 2025 felt the right time to join.

What experiences have shaped your approach to growth and client engagement?

Throughout my career, I’ve always been entrepreneurial. Relentless commitment and work rate wins every time. 

In the early days, I worked on the restoration of old farmhouses in Italy. I worked with families and their hard-earned personal money across international borders.  The processes and financial transactions were emotional and personal. This taught me respect and understanding from the client’s point of view, and how to solve their problems as a path to success. Now, I use that experience to put myself on the side of the client.

AIS has an incredible track record for repeat business and a solid set of framework agreements, which are clear indicators of a company which puts clients at the heart of every decision. Projects are structured around solving client issues with service and delivery excellence.

How do you see your role complementing AIS’s presence and reputation in the region?

As a Brit based in Amsterdam, I’m in a position to bring together the highest international working methodologies, outlooks and standards. The UK market is one of the most stringent and evolved and is driven by technology and competition, so being able to bring this approach to multiple geographies is a huge benefit.  I’ve spent a lot of time considering different approaches and AIS has it right. One point of contact builds the best relationships, for the best results. Our independence and strength deliver a powerful and compelling application for many clients. Driving an already strong, established reputation puts us in pole position for any multinational corporation. I will go full-gas, confident in the fact that I have the whole team to get us to the finish.

From your perspective, what unique opportunities do you see for AIS in the European market?

So many. International Clients want the highest standards across a variety of diverse locations, cultures and laws. Design, health and safety, environment, and delivery. They seek advanced contractors to be knowledgeable and “local” to address these criteria. There are very few companies that can provide this, like AIS, within one organisation, especially with our geographical reach, experience and knowledge. 

The biggest opportunity is – We take away the pains of delivering a project abroad, with ease, extent and capacity unmatched by any other.

Many large corporations have global real estate, but struggle to know all geographies, markets, suppliers and be everywhere and everything for everyone. A multi-national corporate Real Estate team is invariably a central resource, HQ based.  They have projects to be delivered across borders, languages and time zones. Post Brexit, the UK has had to look across Europe differently. Suddenly being out of the EU and with a lot of global companies sitting in London and looking across the English Channel, many questions were and still are being asked about delivering projects abroad. 

What kind of partnerships do you want AIS to build with clients, and how will you measure success in those relationships?

I want AIS clients to actually see and understand what we are doing in terms of strategy and striving forward, not only to separate ourselves from the competition, but because we are naturally curious thinkers and problem solvers.

After all, we are called Advanced Interior Solutions! A Design & Build company is no longer good enough to just design well and have a nice on-time delivery. Our partnerships will continue to be based on evolving the needs of people, place, and productivity. Not just furniture dropped in a new floorplate on a 10-year lease. There is a need for more tangible, value-added strike points. AIS has (and continues to) develop many initiatives for the collaboration of HR & RE challenges of today and the future.

For example, our Permanent Occupancy Evaluations continue our work and value throughout the term of occupancy. We are curious and are questioning the programmes of requirements. Our strategy team de-mystifies trends and dives deeper into the understanding of people, place and function. This is where we are partnering with forward-thinking clients and delivering the “Exceptional”. All exhibited with an exemplary number of repeat business Clients.

In my short time here, not only have I seen project process and design at the most esteemed aspirational levels, but I’ve also seen AIS building several compelling offerings. Our forward-thinking approach gives answers before the Client asks the questions and supports us in forming long-term relationships.

It is my job to build, develop and further expose this excellence. I will apply my sporting analogy. Set the goal. Make a plan, stick to the plan, measure, improve and enhance the plan. Re-measure. Deal with barriers and setbacks but remain focused and relentless. The results will come.

From a business perspective, a client coming back for more, wanting to work with you again is probably the most profound measure.

AIS is known for its collaborative and creative culture, how do you plan to support in building on that?

So far, I have experienced the value of its employees. I fully intend to meet, talk, interact and listen to all my colleagues across all departments and levels. There is a knowledge/learning atmosphere, of which I can happily inhale. I have a few years of knowledge and experience to share too. I do not know everything. I like to indulge in diverse and creative knowledge and environments. To support this, firstly, I’ll look, listen and learn. Then I believe AIS facilitate and actively encourages input and collaboration. I won’t be shy in supporting it. Everyone is encouraged to take up that podium.

What role does mentoring and developing talent play in your approach to growth?

Development is a much richer form of growth. It takes time and not the quickest route to growth. Colleagues come and go in employment a lot more that they used to, which means teams are constantly evolving.

I used to be an international racing cyclist, I took it badly when my teammates were getting as good or better than me. But then a coach once said to me, “You’re not a very good mentor if your pupils don’t become better than you”. This took time to sink in.

I now admire the success of others and our combined contribution to team success. Mentoring and Developing is one of the favourite parts of my job. Up and down the employment ladder! Building a team – from early sporting careers to delivering offices – has been one of the most important factors to success for me.

Looking ahead, what excites you most about Europe as a hub for innovation and business growth?

Firstly, there is a huge diversity in language, landscape, food, technology, architecture, people and culture, all within a relatively small geographical landscape. I want to dive in and explore.  The UK is a great place to start from, an established market, arguably at the leading edge of what we do and driven by ESG, technology and those highly competitive market forces. Gaming companies are going to Malta. Germany has automotive and Pharma giants. Bulgaria has a huge growth in Tech companies. Fashion in Paris. Finance in London. The Netherlands is home to many EMEA HQs. Although not completely marginalised into geographical locations, the growth, innovation and development within the diverse cultures and evolution of Europe is where the opportunities lie. 

Right now, the real excitement is our (continued) geographical expansion of what we do, in more diverse markets, for companies with aligned global principles.