Building with Purpose: Ilya Iliadis and the Next Chapter for Harnest

For Ilya Iliadis, successful property development has never been measured solely by the number of homes completed orthe financial performance of a project. The true measure of success, hebelieves, lies in what those projects deliver for the people and communitiesthey serve.

It is a philosophy shaped by a career spanning town planning, private development, major residential construction andsocial and affordable housing. Now, as General Manager of Harnest, part of theMazzei Group, he is bringing those experiences together at a time whenAustralia's housing challenges demand both commercial sophistication and awillingness to think differently.

His appointment in late 2025 marked an important chapter for Harnest, while we are looking to expand its developmentopportunities and significantly increase the number of homes we delivers. At the centre of that ambition is a conviction that commercial performance andsocial responsibility are not competing priorities. When properly aligned, they reinforce one another.

A career shaped by both sides ofdevelopment

Ilya began his career in town planning with what is now Urbis, advising on major retail and residential developments andnavigating the regulatory frameworks that determine whether projects canproceed. He then moved into private development across Melbourne's inner andmiddle suburbs, where he honed his understanding of disciplined siteacquisition, rigorous feasibility assessment and effective risk management.

His move into community housing in 2006added another dimension. Joining Common Equity Housing Limited as governmentinvestment in affordable housing expanded, he applied private-sector expertise to an organisation with a fundamentally different measure of success: makinglimited capital work harder and maximising the number of people who couldbenefit from each investment. Over eight years, he helped deliver more than$200 million in community and affordable housing, including developmentssupporting older Australians, low-income households and people with complexhousing needs.

As Ilya reflects, Common Equity Housing had its “heart in the right place”. His contribution was to help translate thatcommitment into outcomes supported by sound commercial decision-making.

One project shows what is possible. At 205 Gipps Street in Abbotsford, a 59-apartment development was structured so that34 apartments could be sold privately, enabling the remaining 25 to be retainedas debt-free social housing. It showed how private market demand could supportlong-term social housing assets while integrating residents from differenthousing backgrounds within the same development, and it became a defininginfluence on his approach to development and leadership.

Bringing commercial scale tosocial outcomes

In 2015, Ilya joined the Burbank Group, returning to large-scale private development while continuing to integratecommunity housing into commercially driven projects. His responsibilitiesincluded Metro Village 3175 in Dandenong, a community of approximately 1,000homes. He later led Burbank Urban, the group's medium-density and mixed-usedevelopment and construction business, overseeing a portfolio worthapproximately $300 million and contributing to corporate strategy andgovernance as a member of the senior executive team.

Through partnerships with community housing organisations, disability housing providers and government-supported programs,including Victoria's Big Housing Build, Build and Operate programs andSpecialist Disability Accommodation, he continued to explore how privatedevelopment capability could meet broader housing needs.

The experience reinforced a lesson that still informs his thinking: the housing sector cannot afford to operate inisolated commercial, government and community silos. Turning opportunities intocompleted homes requires all three to align around a viable development modeland a clearly defined outcome.

The opportunity to make a greaterdifference

After decades in the industry, Ilya remains motivated by tangible outcomes. “If it’s just about delivering projects, itbecomes a numbers game, and that’s not enough for me,” he says.

“I like to see outcomes. I want to know how what I’m doing is making a difference for people who are undergoing housingstress.”

Harnest’s commitment to inclusive housing aligned closely with his values, while its construction capabilities and beingpart of the Mazzei Group offered the chance to pursue those ambitions atgreater scale. Yet he is equally clear that mission alone is not enough. “Wemight be the most values-focused business, but without commercial integrity andacumen, we can’t keep doing what we do.”

For Harnest, that means pairing its commitment to housing outcomes with disciplined project selection, robustfeasibility analysis, effective governance and consistent delivery. Ilya seesthese disciplines not as constraints on ambition, but as the foundations thatmake it achievable.

An ambitious agenda for Harnest

Harnest currently delivers approximately 320 homes annually, with an ambition to reach 700 a year by FY2030. For Ilya,the numbers matter because of what they represent. “Each home is a family or anindividual who can be housed,” he says.

Harnest has established capabilities in Specialist Disability Accommodation and projects associated with the Homes Victoria Builders Panel, but Ilya sees considerable scope to broaden itsactivities. Opportunities include Harnest-led developments, joint ventures withmajor developers, and adjacent markets such as key worker accommodation,retirement living and land lease communities. Its regional footprint is alsocentral, as regional communities face their own challenges in housingavailability, affordability and the accommodation needs of essential workers.

The objective is not diversification for its own sake, but to apply Harnest’s expertise where commercially sustainablemodels can make a meaningful contribution to supply. Achieving it will meanchallenging conventional approaches. “We need to think more innovatively abouthow we meet the need that’s out there,” he says. “We need to rattle the cage.”

Building the organisation behindthe ambition

Ilya acknowledges the foundations established before his arrival, particularly the shared commitment to purposeamong Harnest’s approximately 70 employees. “That sense of purpose brings asense of urgency around outcomes,” he says. His focus is on complementing thatcommitment with greater technical and commercial capability, clearaccountability and a culture that supports learning and sound decision-making.

He places particular value on openness. “If you don’t know something, say it. Someone will teach you, and you’ll be betterfor it.” He also sees the wider Mazzei Group as a source of industry experienceand resources, and believes meaningful work, professional development and a supportiveteam make a compelling proposition for prospective employees. “It’s in ourinterest for you to succeed, and we’ll do everything we can to make thathappen.”

Defining success beyond thebalance sheet

As Harnest looks towards FY2030, its future will not be defined by growth alone. The more important question is whether that growth translates into sustainable housing outcomes, stronger communities and an organisation capable of making a lasting contribution to the sector. Ilya’s career shows that commercial development and social purpose need not sit at opposite ends of the spectrum; supported by sound strategy and thoughtful execution, each can strengthen the other.

Because behind every feasibility study, construction program and completed development is something more fundamental - the opportunity to provide someone with a place to call home.

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