In this episode of the Charity Charge Show, we sit down with Herman Bulls, International Director and Vice Chairman at JLL, board leader across several public companies, and long time nonprofit board member. Herman shares how West Point, Army Ranger School, and decades in corporate real estate shaped his approach to leadership, relationship building, and governance. He explains how JLL supports nonprofits and public institutions with real estate strategy, why culture and preparation matter, and what effective nonprofit boards should actually be doing.
About Herman Bulls
Herman Bulls is an International Director and Vice Chairman at JLL, where he has spent more than 35 years helping senior executives and institutions solve complex real estate challenges. He serves as Vice Chairman of the Board at USAA, Chairman of the Board at Fluence Energy, and sits on the boards of Host Hotels and Comfort Systems USA. Herman is also Vice Chair of the Board of the American Red Cross and Vice Chair of the West Point Association of Graduates, after a distinguished career as an Army officer and finance professor at West Point.
In This Episode, You Will Learn
- Herman’s journey from Alabama to West Point and Ranger School
How growing up as the youngest of seven, attending West Point, and graduating from Army Ranger School shaped his view of discipline, resilience, and leadership. - Leadership lessons from the Army that apply to nonprofits
Why you must first learn to be a good follower, how Ranger School reveals your real limits, and how these experiences inform his work with large organizations today. - Building JLL’s public institutions and nonprofit practice
How Herman helped create JLL’s public institutions division to serve federal, state, and local governments, colleges and universities, and nonprofit organizations with real estate strategy and execution. - The difference between networking and true relationship building
Herman explains why networking is transactional, while “connecting” is about helping others without expecting something in return, and how that mindset leads to durable relationships with nonprofit leaders. - Scaling a relationship driven culture inside a 100,000 person firm
How JLL uses preparation, debriefs, and constant self critique to maintain high standards, and why culture and accountability are key to serving mission driven clients well. - How JLL helps nonprofits think about real estate
The distinction between investors and occupiers, and how JLL helps nonprofits use real estate as a tool to advance their mission through leasing, facilities management, environmental support, and specialized sector teams. - What effective nonprofit board service looks like in practice
Herman’s experiences on boards such as the American Red Cross, West Point Association of Graduates, the Military Bowl, and the Defense Policy Board, and what he has learned about governance and oversight. - Practical advice for nonprofit board members and executives
Why mission and strategy must stay at the center, how boards should “keep their noses in and fingers out,” and how to ask constructive, challenging questions without crossing into management. - Technology, AI, and the future of real estate services
How JLL is investing in proptech, creating a dedicated technology reporting segment, using tools like virtual building tours and internal “JLL GPT,” and what this means for nonprofits planning their facilities in the coming years.
Key Takeaways for Nonprofit Leaders
- Mission comes first. Strategy, programs, and facilities decisions should flow from a clear understanding of why your organization exists and who you serve.
- Relationships beat transactions. Treat partners, vendors, and donors as long term relationships, not quick deals, and lead with curiosity about them as people.
- Governance is about questions, not control. Board members should be engaged, informed, and willing to ask hard questions while allowing management to execute.
- Preparation and debriefs matter. Take presentations, major meetings, and board sessions seriously, then always review what went well and what needs to improve.
- Real estate is a mission tool. Facilities, leases, and locations are not just costs. When managed well, they can amplify your impact and support long term sustainability.
Podcast Transcript Q&A
Q: Herman, for listeners who may not know you, can you share your background and how your journey led you to your work at JLL and in the nonprofit sector?
A: I grew up in Florence, Alabama as the youngest of seven children. My parents were hard workers who shaped my outlook early on. I was recruited by several colleges but chose West Point because I wanted the challenge. West Point is a leadership laboratory, and before you learn to lead, you must learn to follow.
During my time there, I attended Army Ranger School, which I often call one of the best things that ever happened to me. It taught me that your limits are always further than you think.
After serving 11 and a half years in the Army, with overseas tours and a degree from Harvard Business School, I returned to West Point as a professor of finance and economics. When I left active duty, I joined what was then LaSalle Partners, now JLL. At the time we had 300 professionals. Today we have more than 110,000 employees in over 80 countries.
I used my military and academic experience to build a new division at JLL dedicated to serving government agencies, colleges, universities, and nonprofit organizations. That is the work that led me deeper into the nonprofit sector.
Q: You mentioned Ranger School as a defining experience. What leadership lessons from West Point and the Army have stayed with you throughout your career?
A: Ranger School teaches you that your perceived limits are never your real limits. When you think you cannot go any further, you can. I remind myself of that daily.
Another lesson is the importance of being a good follower before you become a good leader. If you cannot follow, you cannot lead.
Lastly, leadership is about influencing a group to accomplish a common goal. It is not about rank or title. It is about responsibility, preparation, and communication.
Q: You built JLL’s public institutions and nonprofit practice from the ground up. How did your military background shape the culture of that division?
A: The first two rules I teach are simple:
- No surprises. Communicate early and often.
- Be kind. Treat everyone the way you want to be treated.
We also focus heavily on relationships. Most people focus on networking, which is a contract. Networking says I do this for you and you do this for me. Connecting is different. Connecting is doing something for someone without regard for what they will give you in return. Connecting is how relationships form.
That approach shapes everything we do with nonprofits and public institutions. These organizations are mission driven, and we make sure our culture aligns with that.
Q: JLL has grown from 300 employees to more than 100,000. How do you maintain a relationship driven culture at that scale?
A: Culture is about norms and expectations. You do not need a police force to enforce culture. People hold each other accountable.
We constantly practice and prepare before meetings and presentations. And we always conduct a debrief afterward, even when things go well.
A former chairman at USAA, who led the Blue Angels and Top Gun, taught me that high performance requires constant self critique. The Blue Angels debrief after every show because life depends on precision. That principle applies in business too.
Q: For nonprofits unfamiliar with JLL’s work, how does your team support mission driven organizations?
A: JLL serves two broad segments.
One is investors such as pension funds and sovereign wealth funds. The other is occupiers, which includes nonprofits and institutions that use real estate to advance their mission.
For nonprofits, we help with everything relating to real estate:
• leasing
• buying or selling property
• facilities management
• environmental issues
• project management
• long term strategy
• specialized sector support
Most nonprofits are not in real estate to make money. They are in real estate to serve people. We help them use their space as a multiplier for impact.
Q: You sit on several nonprofit and public boards. What organizations are you supporting today and why?
A: I have served on three major nonprofit boards that align with my life experiences:
• The Military Bowl. I played football at West Point, and this role lets me combine my love of sports with veteran support.
• The West Point Association of Graduates. After nearly 20 years on the board, I now serve as vice chair. We support West Point and graduates through fundraising and alumni services.
• The American Red Cross. I chaired the governance committee and now serve as vice chair of the board. It is humbling to help lead an organization chartered by Congress and responsible for critical humanitarian missions.
I also served on the Defense Policy Board, where I sat in rooms with leaders like Madeleine Albright and Henry Kissinger. That experience reinforced the responsibility we all have to give back.
Q: With your governance experience, what advice would you give nonprofit board members?
A: Focus on three things:
- Keep your eye on the mission.
- Have a strategy that aligns your programs and funding.
- Know your role.
Board members often struggle with the last one. A good rule is:
Noses in, fingers out.
Your job is to ask questions. Management’s job is to execute.
Effective boards apply constructive skepticism, not micromanagement. And remember, how you ask a question matters just as much as what you ask.
Q: Looking ahead, what excites you about JLL’s future and how it will support the nonprofit sector?
A: Technology. Real estate is changing fast because of it. JLL has invested in proptech and created funds to support companies building the future of real estate technology.
Starting in 2026, JLL will even report technology as its own business segment.
We have tools that let clients see buildings in Tokyo from a boardroom in the United States, evaluate views, navigate neighborhoods, and more.
We use AI extensively, including our internal JLL GPT model, which helps us analyze huge amounts of information safely and responsibly.
Technology and AI will help nonprofits make better decisions, use space more efficiently, and serve their communities more effectively.
Q: Any final message for nonprofit leaders listening today?
A: Your work is essential. Government cannot handle every need. Nonprofits step in to serve the public in ways that change lives.
Stay mission driven, surround yourself with strong partners, and never underestimate your ability to go further than you think you can. That is something Ranger School taught me, and it remains true for every leader today.
