In the Shoes of a CMO — Mayta Pinard (Edifim): “In Real Estate Development, We Can No Longer Afford to Fall Behind on Digital.”

Having joined Edifim in 2019 to create the marketing and communications function, Mayta Pinard now oversees a broad scope covering marketing, communications, IT, and interior architecture within the group’s holding company. After an international career in digital, she is now driving the transformation of this regional developer (Savoie, Haute-Savoie, Isère), long under-digitized, by structuring the brand, orchestrating the company’s digital maturity, and leading AI adoption. In a turbulent real estate market, she advocates for a highly integrated vision of the CMO role.

What are your top marketing priorities today?

Mayta Pinard: In real estate development, marketing was long reduced to launching each new project. Many regional developers did not invest in their brand. Yet buying property is a life decision — trust in the developer becomes critical. I therefore structured our work around brand, transparency, and customer relationships.

The second pillar is digitalization. The sector is behind: billboards, trade shows, and specialist press still dominated when I arrived. Prospects are now on digital channels, and the entire communication strategy must adapt to this reality.

How have buyer behaviors evolved in recent years?

M.P.: The shift began during the first lockdown and has continued to accelerate. In new-build real estate, 90% of buyers now start their journey online. Video calls have become common, electronic signatures are widespread, and digital presentation tools are now standard.

3D has also transformed decision-making: interactive models, virtual tours, and integrated environmental views build confidence, reduce stress, and strengthen transparency.

With AI, a new dynamic is emerging. Large language models simplify access to information. Prospects arrive with a higher level of knowledge and move forward more autonomously. This will further increase the importance of human advice later in the journey.

How do you track these journeys and adapt your marketing actions?

M.P.: The first priority was implementing a CRM, as many players were still working in Excel. Today, we track nearly every entry point — property portals, web, print via QR codes, and inbound calls — allowing us to understand precisely where prospects come from and what they engage with.

We then structure the journey. Upstream, we develop educational content (financing, buying new-build property, tax schemes), and then refine it based on customer maturity. This is essential in a sector where the sales cycle ranges from two to six months.

What role does AI play in your organization?

M.P.: There is market impact and internal impact.

On the market side, the challenge will be continuing to exist alongside major portals that LLMs will naturally prioritize as authoritative sources.

Internally, we conducted a usage audit: in three days of interviews, 160 use cases were identified across the company. We equipped the entire team with LLM tools and began deploying solutions tailored to each function.

In marketing, AI supports personalization, analytics, and visual production. Since we sell off-plan, imagery and 3D are central. AI allows us to generate multiple content variations from a single visual — animations, seasonal versions, atmospheres — delivering very tangible time and cost savings.

How do you decide between in-house and external resources?

M.P.: The decision depends on our core needs, sector challenges, and internal capabilities. I identify operational tasks with fluctuating workloads and rely on partners who can absorb activity peaks.

Even when outsourcing, we remain closely involved to steer and challenge expert partners. These are long-term relationships with providers who understand our premium positioning and standards.

In the current environment, agility is key: identify critical skills, retain them internally, and use external support as reinforcement rather than substitution.

What qualities do you look for in future marketing talent?

M.P.: In real estate development, timelines are never fully controlled — permits, appeals, construction uncertainties. Someone may handle three launches simultaneously.

I therefore need organized profiles capable of managing multiple projects, prioritizing effectively, and working under pressure.

Relationship skills are essential, as the role constantly interacts with sales directors. Marketers must bring ideas, defend communication plans, and adjust quickly when on-the-ground reality shifts.

Cultural fit also matters greatly. I involve all stakeholders in the hiring process to ensure smooth collaboration.

If you were CEO, what mandate would you give your CMO?

M.P.: I would ask them to protect the brand and guarantee alignment between promise and product reality.

In real estate development, ESG topics — quality of life, environmental impact, urban integration — are becoming increasingly important. Marketing must carry these subjects, not just relay them.

It must be embedded in the value chain, not confined to communication. The CMO’s role is to ensure coherence between what we say and what we deliver, even in a disrupted market.

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