How hospitality‑level amenities are redefining office space with Ted Mildon, Oxford Properties

The office sector is undergoing a dramatic transformation, and those who understand the shift are positioning themselves to thrive. Ted Mildon, who leads Vancouver's office leasing and operations for Oxford Properties Group, managing approximately 1.5 million square feet of office space, offers a compelling vision of what it takes to succeed in today's competitive market.

Watch the full interview with Ted Mildon as he shares insights on the future of office spaces and what it takes to create truly exceptional workplace environments.

Beyond the basics: The new definition of office amenities

Gone are the days when a gym and conference room were enough to attract and retain tenants. According to Mildon, today's successful office buildings require a completely reimagined approach to amenities—one that prioritizes experience and community over basic functionality.

"Now it's rooftop decks. It's an absolutely brilliant lobby. It's activated by furniture and art and music and coffee shops," Mildon explains. These aren't just nice-to-haves; they're essential components of a competitive office product in 2026.

The hotel test: Creating hospitality-level experiences

Perhaps the most striking indicator of success comes from Mildon's description of Oxford's transformation of 1021 West Hastings Street. After a two-year lobby renovation, the space has become so vibrant and welcoming that it's difficult to find a seat during lunch hours.

The ultimate validation? "If you were to ask someone who'd never been in that building before, am I in a hotel or an office building? I think most people would tell you they're in a hotel," Mildon notes. This confusion isn't accidental—it reflects the elevated service levels and hospitality standards that modern office buildings must deliver.

Performance through experience

The strategy is paying off. Both 1021 West Hastings Street and the Stack Guinness Tower have demonstrated that this value proposition resonates strongly with tenants. The spaces create vibrant environments where people naturally gather to socialize, have lunch, and engage with one another—exactly the kind of workplace culture that brings people back to the office.

"I think for those who can embrace it and embrace it properly, they're gonna outperform," Mildon predicts. "And you're gonna see that across North America, maybe into Europe."

Listening to your customers: The foundation of success

What separates successful office operators from the rest? According to Mildon, it starts with a simple but often overlooked practice: actually talking to your customers.

"What's important today might not be what was important 10 years ago," he emphasizes. Oxford conducts annual surveys and maintains ongoing dialogue with tenants to understand their evolving needs and priorities. This isn't about guessing what tenants want—it's about asking them directly and then delivering on those insights.

Technology as an enabler

Modern office management extends beyond physical amenities into the digital realm. Oxford recently launched a new occupant app that provides valuable data on how customers use their spaces. This technology helps answer critical operational questions: When should buildings open? When should services be activated? How are tenants actually engaging with the space?

"Just embracing these technological tools that we're seeing and finding a way to leverage and make that so you can deliver a better product for your customers," Mildon explains. The app isn't just a convenience—it's a feedback loop that enables continuous improvement.

Navigating uncertainty: Internal and external challenges

Mildon acknowledges the dual nature of uncertainty facing the Canadian office market. Internally, various levels of government and regulatory processes have created obstacles that became particularly evident as the market softened. The good news? There's growing recognition that these self-imposed barriers need to change.

"When the market softens the way it has recently, we realize, okay, maybe we need to change some of these processes and get rid of some of this uncertainty that we're putting on ourselves. And you're starting to see that happen," he notes.

Interestingly, external uncertainty is having a different effect. After a period of slower tenant activity, demand for bringing new occupants into the city is picking up again. "Uncertainty externally is helping us, and I think we're starting to tackle the uncertainty locally," Mildon observes.

The takeaway: Adapt or fall behind

The message from Ted Mildon is clear: the office sector is being redefined by those who understand that buildings are no longer just places to work—they're destinations that must compete for attention, engagement, and loyalty. Success requires:

• Hospitality-level service and amenities that rival high-end hotels
• Active listening to understand and respond to tenant needs
• Technology integration to enhance operations and gather insights
• Vibrant, activated spaces that encourage community and collaboration
• Adaptability in the face of both internal and external challenges

For office building owners and operators, the path forward isn't about waiting for markets to recover—it's about creating spaces so compelling that tenants choose to be there. Those who embrace this philosophy, as Oxford Properties has demonstrated in Vancouver, are positioning themselves not just to survive the current transformation, but to lead it.