Urbanitae Blog | The best real estate investment news

Category: Interviews

Meet the most interesting people in the world of real estate investment, startups and proptech.

  • “Buying a home will be as simple and natural as booking a trip.”

    “Buying a home will be as simple and natural as booking a trip.”

    Buying and selling homes with AI intelligence is now possible. The Spanish platform eVoost AI, specialized in real estate commercialization through Emotional AI, manages the entire sales process for property developers—from product design to buyer interaction—optimizing pricing, predicting demand, and personalizing every experience. With a presence in Europe, the United States, and the Middle East and North Africa (MENA), and backed by Abu Dhabi’s sovereign wealth fund and the Hub71 technology ecosystem, the company projects that within three to five years, buying a home will be as seamless as making an online reservation. We spoke with Cristian G. Pastrana, CEO & Founder, about how eVoost is transforming the home buying and selling process.

    What is eVoost AI and what value does it bring to the real estate market?

    eVoost AI is an AI-native Operating System for real estate developers. We are not an agency nor an advanced CRM: we are the technological layer that connects product, marketing, sales, and data into a single AI-driven operational engine.

    “we help developers build better, sell faster, and maximize profit“

    Our value proposition is very clear: we help developers build better, sell faster, and maximize profit by eliminating reliance on manual processes and outdated commercialization models.

    Compared to the traditional model—fragmented, slow, and dependent on intermediaries—eVoost introduces a system that delivers real demand prediction, intelligent and dynamic pricing, AI-operated digital sales funnels, and full control over both the D2C channel and buyer data. In a sector with tight margins and growing competition, intelligence becomes profitability.

    How does the platform work, and what role do virtual agents and “emotional” AI play in the sales process?

    The platform orchestrates all phases of a project’s go-to-market strategy. Before launch, it performs predictive market and buyer analysis, designs the product based on demand (including unit mix, sizes, and amenities), and defines a pricing strategy based on elasticity models.

    During commercialization, AI automates the entire funnel (lead capture, nurturing, activation, and closing) and operates virtual agents available 24/7 via voice, WhatsApp, web, and email, capable of responding in more than ten languages.

    In the realm of Emotional AI, a proprietary engine analyzes emotional signals and buyer behavior to deliver a fully personalized experience for each user—adapting tone, pace, content, arguments, visuals, or configurators—multiplying conversion rates by four and increasing engagement by over 300%.

    For developers, the platform provides a single dashboard displaying everything happening during commercialization in real time, along with future demand predictions and intelligent alerts.

    In short, it is a system that never sleeps, responds in seconds, and turns every interaction into actionable data.

    What concrete advantages does eVoost AI offer developers and buyers compared to traditional methods?

    For developers, eVoost can accelerate go-to-market speed by up to six times, increase profit by around 20% through intelligent pricing strategies, and quadruple lead conversion efficiency. It also eliminates information leaks and lost contacts, provides full funnel control (both D2C and, if desired, B2B brokers), and significantly reduces operating costs. Access to real “buyer intelligence” replaces commercial intuition with precise, actionable data, enabling decisions based on actual buyer behavior.

    For buyers, the benefits include immediate, clear responses in their own language; transparent and non-intrusive processes; and a fully personalized journey aligned with their emotional profile, needs, and budget—along with the ability to configure, reserve, or schedule without friction.

    In practice, buyers experience the journey they should always have had, while developers sell as never before.

    What technology powers eVoost AI, and why is it key to its success?

    eVoost uses an advanced Applied AI stack, built specifically for real estate, including:

    • Generative AI models for autonomous, multi-channel communication
    • Emotional AI to detect motivations, affinities, churn risk, and closing probability
    • Predictive Analytics for demand, pricing, absorption, and forecasting
    • Data Lake and ETL/ELT processes integrated with CRMs (HubSpot, Salesforce…) and marketing platforms
    • Dynamic Web Funnels with content and images generated and adapted to the buyer’s emotional profile
    • Automation Engine executing 24/7 commercial follow-up
    • Full-stack integration, where marketing, sales, product, and data converge in a single core

    Why is this key? Because the real estate sector has never before had a tool capable of thinking, executing, and learning at the same time.

    What results has eVoost achieved since its founding?

    The results achieved in less than 18 months have been exceptional. We have signed $1.76B in GDV with international developers and exceeded $21M in assured revenue, meaning income secured through future success. We currently have an active presence in Europe, MENA, and the United States; manage ten live projects; and will launch eleven more before December. We will also reach profitable growth in 2025—something rare in AI-first models within the sector. Our progress includes collaborations with leading developers in Spain, the UAE, Saudi Arabia, Romania, and Miami. All of this has been made possible by a multidisciplinary team and the institutional backing of Hub71 and Abu Dhabi’s technology ecosystem.

    The €860M exclusivity agreement with Hercesa: what does it represent for eVoost and the sector?

    This agreement marks a turning point in Europe. It is the largest technology agreement applied to residential sales ever signed in Spain, aligning a leading developer with a fully digital, AI-driven operating model. It also introduces, for the first time in Europe, the concept of an AI Operating System for Developers, moving away from dependency on external agencies or highly fragmented models.

    For eVoost, this milestone consolidates our position as a strategic technology partner rather than a simple vendor. It also accelerates our European expansion, validates our technology globally, and demonstrates that the European market is ready for real transformation—not merely incremental change.

    Your business model is performance-based: how does it work and what does it imply?

    Our model is simple and transparent. There is an OS setup fee associated with system implementation, and a success fee—around 2%—that is charged only when the developer sells.

    For developers, this means minimal risk and full alignment of interests: if there are no sales, eVoost generates no revenue. It also creates a constant incentive to optimize pricing, product, and go-to-market strategy.

    For eVoost, this model applies positive pressure to maximize performance, fosters long-term relationships based on measurable results, and allows the solution to scale across large portfolios and multiple markets.

    What market changes make a solution like eVoost necessary?

    The real estate sector is facing three key structural shifts. First, buyers have changed, but the industry has not always adapted. Today’s customer demands immediacy, expects personalized experiences, and seeks transparent processes that offer autonomy in decision-making.

    Second, developers need to work with real data—not intuition. This means knowing which product will work before building it, adjusting prices in real time, and maintaining brand control in an increasingly global market.

    “Today’s customer demands immediacy, expects personalized experiences, and seeks transparent”

    Finally, dependence on brokers or manual processes is no longer scalable. These models involve high costs, loss of brand control, and a lack of visibility and traceability throughout the commercial process.

    eVoost removes these barriers through a system capable of continuously thinking, executing, and optimizing.

    What is eVoost AI’s vision for the next 3–5 years?

    Our vision is clear: to become the global Operating System for the residential sector, from Abu Dhabi to the world. We aim to expand aggressively across MENA, the United States, and Europe, integrating complementary services such as insurance, furniture, and financing directly into an AI-operated funnel. We aspire to evolve toward a model where 100% of demand and product are connected through real-time data, leading the transformation toward a more efficient, sustainable, and buyer-centric real estate industry.

    Ultimately, we foresee that within three to five years, buying a home will be as simple and natural as booking a trip—powered by artificial intelligence that understands who you are and what you need.

  • “Next Madrid is a great example of public-private collaboration”

    “Next Madrid is a great example of public-private collaboration”

    En los últimos años, en la ciudad de Madrid han emergido múltiples enclaves empresariales. Pero Next Madrid pretende ser algo más. Ubicado en la zona de Manoteras, en el barrio de Hortaleza, se concibe como un proyecto que impacta en el entorno y sus habitantes, promoviendo al mismo tiempo el desarrollo y el bienestar. Más de 293.000 m2 de oficinas, de los cuales 97.544 m2 están catalogados como oficinas de grado A. La unión de la zona empresarial y residencial, hacen de esta área el emplazamiento perfecto para impulsar un barrio con todos los servicios y próximo al centro de la capital. Sostenibilidad, movilidad, tecnología…, y también ocio son algunos de sus pilares. Así nos cuenta, Borja Ramírez del Pino, Marketing Manager de Next Madrid.

    What was the initial vision behind the creation of Next Madrid, and how has it evolved during the project’s development?

    From the beginning, we were clear that Next Madrid had to be much more than a business hub located in Manoteras. Usually, large companies and office buildings are established in neighborhoods near residential and commercial areas without considering their surroundings or integrating with them.

    Next Madrid seeks to break those barriers. It was therefore conceived as a project that would positively impact the urban environment, mobility, livability, communication, and the entire Manoteras community, improving the experience of office users, shopkeepers, and residents, while adding vitality to the neighborhood.

    Since its inception in 2023, Next Madrid’s initiatives have evolved from brand awareness and communication actions, events for different types of users, CSR initiatives, urban improvement plans, mobility measures… and now we are focusing on activities and events that foster integration between office users, shopkeepers, and residents.

    “CBRE acts as a strategic partner, bringing its expertise in urban planning, investment attraction, and execution of action plans”

    Who is behind the project from a financial and management perspective?

    Next Madrid was born from the vision of some of the most important companies in the real estate sector, such as Árima, Bermejo & Williamson Real Estate, Onix, PineBridge Investments, IBA Capital Partners, and Catella AM Iberia. Although it is a private initiative, Next Madrid is a great example of public-private collaboration, as the City Council and the Hortaleza District Board play an important role in implementing certain measures.

    Additionally, CBRE acts as a strategic partner, bringing its expertise in urban planning, investment attraction, and execution of action plans.

    Why does Next Madrid stand out compared to other areas in Madrid?

    The northern area of Madrid is already a benchmark and an investment hub, and it will continue to be so with upcoming major projects.

    However, to highlight the advantages that Next Madrid specifically offers, we must mention its strategic location, excellent connectivity with the main roads of Madrid, a healthy, sustainable, and connected environment aligned with new business demands and work trends, all at very competitive rents compared to other areas of Madrid.

    How was the mix of uses in Next Madrid defined?

    The mix responds to a comprehensive vision of the workspace. In addition to offices, new services have been incorporated. For example, in terms of gastronomy, Next Madrid has already improved the area’s existing offer. Its tenants include top-tier restaurants and itinerant food truck circuits with premium brands. All this is within the Next Madrid spaces.

    Moreover, the Next Madrid community periodically organizes exclusive events for its users, allowing them to enjoy the excellent facilities in an afterwork setting while connecting with the local business network and establishing strategic partnerships. Sports offerings are also a reality, with a Running Club and wellness activities planned soon.

    What role do technology and sustainability play in this project?

    They are fundamental pillars. Next Madrid’s buildings are designed with state-of-the-art technology, advanced connectivity, and energy efficiency criteria. Sustainability is reflected in resource management, mobility, accessibility, and the commitment of companies to responsible environments.

    Next Madrid’s buildings are designed with state-of-the-art technology, advanced connectivity, and energy efficiency criteria.

    What types of companies or tenants are choosing offices in Next Madrid, and what are the occupancy expectations for the coming years?

    Next Madrid hosts some of the best national and international companies across diverse sectors, including technology, consulting, legal, finance, human resources… as well as significant startups and scaleups in innovation, design, and R&D.

    Demand has historically been strong, and expectations point to growing occupancy, driven by the attractiveness of the environment and the quality of the spaces.

    How does the project aim to contribute to the urban and social environment of the neighborhood?

    We can say that Next Madrid is already transforming the daily lives of neighbors and workers, generating a very positive impact on the neighborhood. The wide range of services, events, and activities contributes positively to the regeneration of the Manoteras area and fosters interaction with local residents, who see how a traditionally business district welcomes them and becomes a real alternative for leisure, dining, and well-being.

    What future phases or expansions are planned for Next Madrid, and could this project be replicated in other areas of Madrid or other cities?

    Currently, work is underway on a mobility and urban improvement plan for Manoteras, with a two-year execution horizon. This plan includes the development of green areas, lighting, mobility, transport, services, and accessibility improvements.

    Regarding replication, the Next Madrid model, due to its success and transformative capacity, could indeed be applied in other areas of Madrid or Spain, as long as it is adapted to local needs.

  • “Our goal is to build the best real estate investment platform in Europe”

    “Our goal is to build the best real estate investment platform in Europe”

    At Urbanitae, technology is not just a support function: it is the foundation that allows thousands of investors to access real estate opportunities securely, transparently and efficiently. Behind that infrastructure is Jorge Gutiérrez, CTO and co-founder of the company, responsible —together with his team— for ensuring that the platform can process hundreds of investments per second, operate in several countries with different regulations, and maintain security standards comparable to those of a major financial institution.

    In this interview, Jorge explains how to build a system capable of scaling at Urbanitae’s pace, which technologies are transforming the real estate sector, and why tech talent finds here a project with real impact. A conversation that reveals what usually remains unseen: everything happening behind the screen so that investing becomes simpler and safer with every step.

    Jorge, you’re not only the CTO, the head of Technology at Urbanitae, but also a co-founder. How did you meet Diego and what convinced you to take that step?

    I met Diego nine years ago through a mutual friend. He came from the fintech world and I from the tech world, and from day one we realised that our profiles fit, both personally and professionally.

    Diego had the idea of creating something that would truly change the way people invested in the real estate sector. And that was what convinced me: the ambition to build something big that could help people improve their lives in some way. Every step in that direction is important for society, and even in our early conversations we talked about how this project had to be carried out with maximum transparency and professionalism. That alignment of values is what led me to take the leap.

    When we talk about investment, security is essential. How does Urbanitae guarantee the security of investments?

    For us, security begins with the business model and continues with technology. At a business level, we work with experienced developers, we analyse projects in depth using the best processes, and we operate within a very strict regulatory framework, as we are supervised by the CNMV and the Bank of Spain. And from the technology side, we add several additional layers:

    • Secured infrastructure on certified clouds such as Google and Amazon
    • Real-time monitoring and alert systems for any sensitive operation
    • Double-validation controls in critical flows (payments, onboarding, fund movements)
    • Fraud detection and intrusion-prevention tools
    • Continuous audit processes, both internal and external
      Security is not a project that is developed once and only requires maintenance. For us, it is a continuous process of improvement, and therefore at Urbanitae we treat it as another product line: with its own roadmap, KPIs and constant evolution.

    At the same time, conveying trust is key. How do you see the role of technology in transmitting that sense of security and confidence to Urbanitae’s investors?

    Trust is not built with a pretty website or with charts and data on a computer or mobile screen. It is built with coherence: what the investor sees on the platform must match exactly what is happening in the actual projects.

    To give investors that perception, we work in three key areas. The first is transparency, with real-time metrics, updated information, and clear, coherent dashboards. The second is reliability: enabling investments even during peak stress moments caused by high demand, ensuring the platform operates at uptime rates trending toward 100%. And finally, closeness: technology exists to facilitate, but human relationships are irreplaceable. Our technological objective is to reinforce that relationship and ensure users have immediate access to whatever they need from Urbanitae.

    Urbanitae now has more than €2.8 billion in assets under management. How do you build a technological platform capable of scaling at that pace?

    People often think that scaling technology simply means adding more servers or more “hardware,” but in reality it is a process that begins on day one. It involves designing every component with the future in mind and with a clear objective: becoming the most important real estate investment platform in Europe.

    In our case, that journey has been built on several fundamental principles. We opted for a modular, event-driven architecture capable of absorbing thousands of simultaneous operations without bottlenecks. Automation plays a key role, especially in critical areas such as compliance, onboarding, payments or reporting. We have also put strong emphasis on data: we operate with a single, clean, centralised source of truth that feeds all our systems.

    “Big data is already a pillar, AI is a revolution, and tokenization only makes sense if it adds value.”

    To this we add the design of resilient and fault-tolerant processes, as well as the development of a technological ecosystem that minimises human dependency in repetitive tasks. In this way, business growth is not limited by the availability of human resources.

    Urbanitae’s platform is, ultimately, conceived and built with the same standards as any major financial institution, while maintaining the agility, speed and determination of a startup.

    Urbanitae already operates in Spain, Portugal, France and Italy. What technological challenges come with launching real estate investment in different countries?

    Since we are an international company and each country operates with its own regulation, tax system, KYC processes, payment methods and even different investor expectations, our biggest challenges have been —and continue to be— adapting to that complexity without losing efficiency. This involves integrating new payment methods and regulated providers in each market, managing tax differences in reporting, withholding and documentation, and adjusting onboarding and compliance flows to comply with local regulations.

    It also requires scaling our systems to support country-specific business rules without duplicating code, which is essential to keep the platform agile and sustainable over the long term.

    The key to achieving this has been building a global, highly configurable platform capable of offering truly local execution and treatment in each of the countries where we operate.

    Much of your work in Technology often goes unnoticed or stays in the background —and, like referees, people sometimes only talk about you when something fails. Which features or improvements would you highlight from the investor’s point of view in recent years?

    Although many of the most important developments are not visible externally, they have a direct impact on improving the platform. Even so, several features have made a clear difference in the investor experience. One is our investment flow, which is extremely fast and robust: Urbanitae can handle hundreds of investments per second because the entire infrastructure is optimised for it.

    We have also strengthened profitability dashboards, which now offer more detail and breakdowns, and we have transformed project information into something dynamic and updated: milestones, charts, documents, financial indicators and any relevant data evolve in real time. Additionally, we are not dependent on a single provider for any critical flow, which increases the system’s resilience.

    Another major improvement has been offering unified access to all project information and functionalities across channels, both on the website and in the mobile app. And of course, we have significantly reinforced security, incorporating more robust authentication for bank accounts, anti-fraud systems and early anomaly-detection tools.

    All of this serves a constant goal: ensuring that the investor is always at the centre of Urbanitae and enjoys a smooth, secure and transparent experience where any information or need can be met instantly.

    First came big data, then tokenization and now AI. What role do these technologies play in the real estate investment world? How much of it is just hype?

    I believe there is a lot of noise in this space, but also enormous potential. Each of these three trends brings something different. Big data is already a reality: it enables far more precise market analysis, anomaly detection and better understanding of project risk. At Urbanitae we use it intensively, and it has become one of the pillars of our decision-making.

    Tokenization makes sense when applied to secondary liquidity and advanced fractionalisation, provided it truly adds value to the investor and does not make the process more expensive. The main challenge today is not technological but operational: how to connect the virtual world that tokenization enables with the physical world, where notarial processes and traditional requirements still apply.

    “Many engineers come to Urbanitae because they want to work on something big and with real impact.”

    And then there is artificial intelligence, which is probably the greatest revolution of all. Thanks to AI, we can automate more processes, improve fraud detection, deepen data analysis and accelerate internal operations. It also opens the door to much more advanced personalisation of the investor experience. At Urbanitae, we apply these technologies only when they deliver immediate value to both the investor and the company.

    Urbanitae competes for tech talent with global companies. What does the project offer to attract an engineer who could work at any major firm?

    Urbanitae competes for tech talent with global companies, but what we offer is something many engineers value greatly. For me, three aspects make the difference, and they are the same things I have always looked for throughout my career. The first is real impact: what you build here is truly used. Every development moves millions of euros and improves the experience of thousands of investors.Few companies offer such a direct connection between your work and its immediate effect on users’ lives.

    The second is the technical challenge. We operate in an extremely complex and stimulating environment, where multi-country operations, international payments, large-scale automation, security and strict regulation all come into play. It is a place where an engineer can grow significantly and apply high-level knowledge.

    And the third is the team and culture. We are demanding, yes, but also very horizontal. We value autonomy, the desire to do things well and continuous learning. And we all work with a clear purpose: to build the best real estate investment platform in Europe. Many engineers join Urbanitae because they want to work on something big, with real impact and in a positive environment. And here, they find it.

  • Apartool, Temporary Apartments for Employees on the Move

    Apartool, Temporary Apartments for Employees on the Move

    From a Barcelona start-up to a key partner for major international corporations: this is Apartool’s journey in its first decade. The company has transformed corporate housing with a technology platform that connects travel agencies and companies to apartments for relocated employees in over 85 countries. The result is a more comfortable, efficient, and digital experience, simplifying management and improving stays for both companies and guests. Today, the company continues to grow in Southern Europe, consolidating a model that combines technology, flexibility, and human service to adapt to new forms of workforce mobility. In this interview, Marc Vilar, CEO of the company, explains how they have achieved solid growth and positioned themselves as a key player in the corporate rental market.

    Apartool was founded a decade ago. How did it start, and what market needs did you identify that were still unmet?

    We were founded ten years ago, and since then we have established ourselves as a provider for companies looking to offer quality housing for medium- and long-term employee stays. We have a portfolio of 300,000 apartments in over 85 countries, with a team capable of helping companies find exactly what they are looking for.

    As a result, we now provide companies with much greater flexibility so their employees can travel and work from anywhere in the world, which is a major competitive advantage in today’s globalized economy.

    “We now provide companies with much greater flexibility so their employees can travel and work from anywhere in the world.”

    What differentiates you from traditional alternatives like hotels or short-term rentals?

    At Apartool, we provide accommodations so employees can feel at home while traveling for work. Hotels are convenient for short stays, but when it comes to weeks or months, another option is needed.

    Corporate apartments offer higher comfort and privacy, with more space to live and work, allowing for a much more satisfying stay for relocated employees.

    Apartool is also presented as a technology platform. What role does innovation and technology play in your offering and in the management of apartments and bookings?

    Technology is in the company’s DNA, allowing us to find the best options among thousands of apartments, select the most suitable ones, and provide tailored proposals to clients within hours. It also simplifies the experience for those requesting accommodations.

    With our platform, we unify the booking of all apartments in one place. Our clients save time and always have all the information they need about their booked apartments.

    Large corporations like Danone, Netflix, or Repsol already trust you. What specific needs do these companies have that your model meets more efficiently?

    Apartool’s service is highly flexible and adapts to clients’ needs. The most common case is when a company needs to relocate an employee for a few weeks or months. Every day, we manage such bookings worldwide.

    We also handle more complex cases. For example, in 2024 we hosted the entire Emirates Team New Zealand during the America’s Cup in Barcelona. This involved coordinating accommodations for over 600 people in 300 apartments, always near the port, and managing frequent personnel changes. A challenge we successfully met with high satisfaction.

    We frequently work with film and TV productions, arranging housing near shooting locations, as well as projects requiring large-scale staff relocations like the Olympics, public works, new plant openings, team transfers, or training programs.

    These experiences led us to create a specialized team for group mobility, highly valued by project managers as it saves time and reduces uncertainties, leaving all housing management to Apartool.

    One common challenge in real estate is flexibility and efficient management of residential supply. How does the platform help optimize housing availability and generate smarter use of properties?

    We host professionals relocating for work. Owners particularly appreciate our guests for their reliability and longer stays, making properties more profitable and easier to maintain.

    “Today, corporate apartments are the natural choice for many travel managers when it comes to medium- or long-term stays.”

    How has the perception of corporate temporary rentals changed in the Spanish and European real estate markets in recent years?

    There is now more supply of apartments for professionals, a much more comfortable option for employees staying weeks or months. With validated apartments and simplified management, barriers to booking this type of accommodation disappear. Today, corporate apartments are the natural choice for many travel managers for medium- and long-term stays.

    The company is expanding in Spain, France, and Italy. Where do you see the greatest growth opportunities, and what role do these markets play in your medium-term strategy?

    Over time, we have expanded from Spain to other Southern European countries. Today, we have a large portfolio in France, Italy, and Portugal, with agreements with numerous travel agencies and relocation companies offering our apartments to their clients.

    We currently work with many companies in these countries and will continue growing there in the coming years.

    In a context where the real estate market faces challenges like rental regulations, limited affordable housing, or tourism pressure, what role can corporate temporary rentals play in balancing the sector?

    By hosting professionals relocating for work, we have a wide dispersion of guests across different areas.

    In some cases, we house teams working on public works in rural areas. In others, workers need to be near industrial zones where production plants are located. This diversity allows us to distribute guests more evenly and contribute to the development of local communities.

    At what stage of maturity is Apartool in terms of profitability and sustainability?

    Investor confidence has allowed us to invest in a large apartment portfolio, cutting-edge technology, and a highly specialized team. This has fueled rapid growth. Now it is time to leverage our economies of scale.

    We have recently introduced major technological improvements, making us faster and more efficient. We are prepared to enter the next growth phase on a solid foundation.

    The platform has prominent investors like Barlon Capital, Roch Ventures, and Finaves, even with indirect participation from footballer Leo Messi. How does this backing influence market confidence and your positioning in real estate?

    It is a privilege to have investors who understand our business and support our decisions throughout our development. Their backing has helped us go far, and we look forward to achieving many more milestones together.

  • Reviving: real estate investment against depopulation

    Reviving: real estate investment against depopulation

    Sometimes, great ideas are born from the most ordinary problems. In Ausejo, a small village in La Rioja, an old house once used as a warehouse became the origin of Revivía — a project with a social impact. When the owners decided to sell, the tenants faced a common rural reality: lack of resources and no access to small mortgages for home renovations. That challenge revealed a hidden opportunity in the rural real estate market. Íñigo Añaut and Antxon Aizpuru, the company’s founders, turned that challenge into a replicable model: bringing empty houses in villages back to life and turning them into affordable, sustainable, and vibrant homes.

    What sets your proposal apart from traditional real estate models, and how has it evolved since the beginning?
    Unlike other real estate investment models, ours is an impact investment. Our investors are not only seeking returns but also a measurable social impact — and our model combines both.
    At Revivía, we offer returns of around 6% and a tangible impact: each renovated house becomes a new home, rented at an affordable price, allowing a family to settle in a village.

    Turning empty houses into affordable, profitable homes doesn’t sound easy. What makes your model sustainable in the long run, for both investors and the villages?
    It’s not easy at all. Sustainability lies in balance. The investor must earn a fair return while offering affordable rent.
    For now, we’ve identified several houses that meet the right balance between profitability and affordability — but houses are limited, and not everyone can invest.
    Unfortunately, rural house investments aren’t for everyone: small mortgage loans don’t exist, and one must also assume the costs of renovation.
    For the villages, however, it’s a very sustainable model — it doesn’t create uncontrolled growth but revitalizes gradually. New families arrive, heritage is restored, and the local economy is reactivated without changing the village’s essence.

    In the areas where you operate, what real changes have you observed thanks to your model — in families’ lives, local employment, or the municipal economy?
    The project is already having a visible impact. Families who settle integrate into the community, children attend local schools, and adults find new job opportunities in the area.
    Each restored home brings life, work, and energy to the rural environment, proving that the model works and can sustainably revitalize villages.

    What type of investor is most interested in Revivía, and what advantages do they find in your model?
    The most common profile is people between 40 and 55 years old, financially comfortable, grateful for what life has given them, and eager to give something back to society. They want to know that their money is generating something positive while also providing them with monthly income.
    What they value most is knowing where their investment goes and seeing the real impact it creates.

    You use a proprietary tool that analyzes data from the INE, Cadastre, and SEPE to select the best locations. How does it help you make decisions and minimize risk for investors?
    Our tool gathers and cross-references data from multiple sources: demographic trends, income, employment, housing prices, services, and connectivity.
    With this information, we generate a score for each village and each house. It also includes a renovation cost estimator based on our real expenses.
    This allows us to give investors highly accurate, realistic figures, with margins and returns calculated from data — helping us strike the right balance between profitability and affordability.

    The real estate market is under great pressure: rising prices, limited supply, and reduced access to housing. How does a project like Revivía fit into this scenario? Could it help ease pressure on the urban market?
    That’s precisely why it makes even more sense now. In major cities, prices are skyrocketing, and more and more families are being pushed out of the market.
    Of course, focusing on villages won’t solve the housing crisis at a national scale, but it can offer a viable alternative for many families seeking quality of life and affordable rents.
    At the same time, it brings new life to abandoned heritage.

    How is investors’ perception of purpose-driven or impact investing evolving compared to traditional investing?
    More and more investors are seeking something beyond profit.

    “Impact investing isn’t charity — it’s common sense: earning money while generating social or environmental benefits.”

    There are impact investments that can also yield good returns. We’re at a point where people want to put their money where their values are reflected.

    Looking ahead, what changes and opportunities do you see in the rural real estate market? Could models like Revivía collaborate with crowdfunding platforms to scale their social impact across other regions?
    There are thousands of vacant houses in well-connected villages with all the necessary services that could become homes right now — but, as I mentioned, they’re “hard to buy.”
    Additionally, there are very attractive villages with many plots owned by banks. In my own village, Albelda de Iregua, from my apartment window, I can see nine plots with signs from well-known banking funds.
    That’s why I believe we’ll see more hybrid models combining investment, impact, and public-private collaboration.
    We’d love to open the door to small investors through crowdfunding; perhaps the way forward is to collaborate with existing platforms like Urbanitae, which already provide the necessary infrastructure.

    “Our goal is to prove that restoring empty houses can be both profitable and socially transformative.”

    If we succeed, the model could be replicated anywhere that offers the right conditions — attractive villages with houses that strike a good balance between profitability and affordability.

  • “Renting can be as valuable an option as buying”

    “Renting can be as valuable an option as buying”

    In this interview, Testa Homes analyzes how housing is evolving from being just an asset to becoming a service that provides well-being and community. With nearly 14,000 homes managed under a multifamily model that is gaining ground in Spain, the company has been a pioneer in proving that renting can be synonymous with quality, stability, and belonging. Its COO, Noelia Rosón, explains how professionalism, technology, and a commitment to tenant well-being are redefining the way people live in rental housing in Spain.

    Since you joined Testa Homes in 2020, how has the company changed, and what would you say has been the biggest lesson learned in these five years?

    The company has undergone a profound transformation. When I arrived in 2020, we were building the foundations of what Testa Homes is today: a company with fully integrated professional management, solid processes, and a very clear service-oriented vision.

    Over these years, we have moved from focusing on the building itself to building a corporate culture centered on the customer.

    The biggest lesson has been understanding that professionalizing the rental business goes far beyond the numbers: it requires a true service vocation and a human perspective. We manage homes, not assets—and that changes everything about how you work.

    The multifamily model is gaining relevance in Spain. What makes Testa Homes unique in this segment?

    Our difference lies in how we manage and in our ability to scale that model with consistency and quality. Testa Homes was founded with a clear commitment to direct management: we are both owners and operators, which allows us to take care of every detail and maintain an integral view of the asset’s entire life cycle.

    This structure gives us something essential: closeness, control, and operational consistency. We can ensure standardized processes and personalized attention across all our assets, regardless of location. Today, we manage one of the largest residential portfolios in Spain—nearly 14,000 homes—with a scale that combines institutional efficiency and residential sensitivity.

    In addition, we have acted decisively on our portfolio. Through our “Same Neighborhood, New Life” program, we have invested over €300 million to modernize and renovate homes, rehabilitate buildings, and adapt our assets to new market and sustainability demands.

    In short, what makes us unique is that we grow without losing focus on people. We scale processes but personalize management.

    “Housing is more than an asset: it’s an essential service that must provide well-being, stability, and community.”

    Beyond providing housing, you talk about creating communities. How does that translate into practice, and what kind of services or initiatives are you implementing for residents?

    Building community is an essential part of our model. It’s not just about offering a well-maintained home, but about creating an environment where people feel comfortable, connected, and supported.

    In practice, this means shared spaces that encourage interaction—gyms, coworking areas, green spaces—activities that foster connection among neighbors, and digital management tools that simplify communication and resolve any need quickly and transparently.

    We want living in a Testa Homes building to be a modern and human experience: a place where everything works well, but also where you feel you belong to a community. And that can only be achieved through professional, close, and scalable management capable of maintaining the same quality of service across thousands of homes.

    Sustainability is part of your strategy. What specific projects are you developing in terms of energy efficiency, and how do they impact both the company and tenants?

    Sustainability is integrated into our strategy from two perspectives: as a commitment and as an opportunity. We are promoting energy rehabilitation projects in existing buildings, installing renewable energy systems—such as solar panels and aerothermal technology—and implementing digital consumption monitoring, which allows us to anticipate issues and improve efficiency.

    The impact is twofold: we reduce our environmental footprint and generate savings and comfort for our tenants. We believe sustainability only makes sense if it improves people’s lives, not just corporate metrics.

    In a country traditionally oriented toward home ownership, what obstacles exist for renting to be perceived as an attractive and high-quality option?

    The main challenge remains cultural. In Spain, ownership has historically been associated with stability and security, while renting was perceived as a temporary solution.

    That is changing thanks to multifamily housing, which demonstrates that it’s possible to rent with quality, confidence, and professional services.

    Even so, we still need a stable and predictable regulatory framework that provides security for all stakeholders. Institutional renting requires clear and lasting rules in order to continue growing and offering affordable, high-quality housing.

    “In the coming years, we will see much smarter buildings—able to learn from their own consumption patterns.”

    What role do you think long-term rental should play as a real alternative for residents?

    It should play a central role. Long-term renting offers stability without rigidity—a combination highly valued by those seeking flexibility without giving up quality of life or a sense of belonging.

    At Testa Homes, we work to ensure that renting is seen as an aspirational choice, not a temporary alternative. We want our residents to choose to stay because they feel good, because they live in modern, safe, and sustainable communities aligned with the highest market standards.

    What trends do you think will shape the development of multifamily housing in Spain in the coming years?

    We’re in a period of consolidation, and I see three major trends.
    The first is expansion into secondary cities, where rental demand is growing and there’s room to develop profitable and sustainable projects. The second is product diversification, with a greater presence of coliving and senior living integrated into the multifamily ecosystem. And the third is the complete digitalization of the asset’s life cycle—from technical management to the resident experience. Technology will be key to optimizing, personalizing, and scaling without losing quality.

    Sustainability and digitalization are two of the main drivers of change. Which do you think will have the greatest impact on how we live and manage housing in the next decade?

    I think they go hand in hand. Sustainability needs data and technology to be measurable, and digitalization enables us to manage more efficiently, transparently, and responsibly.

    In the coming years, we’ll see much smarter buildings—able to learn from their own consumption patterns and adapt to residents’ habits. The impact will be huge: we’ll not only change how we manage housing, but how we inhabit it. We’ll live in more connected, comfortable, and conscious environments.

    As an executive with over 20 years of experience in real estate, what motivates you today in your role at Testa Homes, and what legacy would you like to leave in the sector?

    I’m motivated by purpose: to show that renting can be as valuable, modern, and sustainable an option as buying—and that the sector can be managed with the same standards of excellence as any other service industry.

    After two decades in real estate, I’m still passionate about working on projects that generate a positive impact—for both investors and people.

    If I think about legacy, I’d like to leave behind the conviction that housing is more than an asset: it’s an essential service that must provide well-being, stability, and community.

  • “When you are a leader in investment, people need to be able to trust you”

    “When you are a leader in investment, people need to be able to trust you”

    In recent years, Urbanitae has experienced exponential growth, establishing itself as the leading real estate co-investment platform in Europe. Behind this success is constant work in innovation, brand clarity, and closeness to investors. Leading this strategy is Diego Gallego, CMO of Urbanitae, who combines his experience in the startup ecosystem with a vision strongly focused on building trust and community.

    We spoke with him about how real estate investment is communicated, how to manage a brand growing at this pace, and how marketing becomes a key tool to democratize investment.

    Urbanitae has grown at high double digits in recent years. From a marketing perspective, how do you manage a brand that goes from being a startup to leading a sector in Europe?

    When you are small, you need to be seen and make every euro count; when you are a leader, people need to be able to trust you. That’s the shift. We have gone from telling to showing: real cases, clear data, and processes that work. First, we organized the house—message, design, and tone—and then aligned the promise and experience at every point of the journey in a personalized way: website, registration, and project follow-up. If what you say matches what the user experiences, the brand grows on its own.

    Is generating trust—a key factor when talking about investment—at odds with marketing, which is oriented toward selling?

    No. What clashes with trust is selling at any cost. At Urbanitae, we prefer to say “this is not for you” rather than force a conversion. We like to explain timelines, risks, and product fit directly. Some potential investors won’t enter today; but those who do understand better, come back, and recommend us. Selling well is providing context and delivering on what you promise.

    “If what you say matches what the user experiences, the brand grows on its own.”

    An essential part of Urbanitae’s strategy is investor education, with projects like Urbanitae Academy. What role does marketing play in this educational mission?

    We act as an editor. We start from the real questions of our investors and turn them into clear formats: articles, videos, and guides. Moreover, we do it adaptively, so each user can learn what they need at their own pace. We don’t seek clicks for clicks’ sake; we seek understanding. We measure whether the content helps make better decisions. By reducing information asymmetries, investor confidence rises and friction in support decreases. The result: both the person and the business win.

    The real estate sector is not exactly known for innovation. How do you convey the idea of investing in property in a novel way?

    With transparency and simplicity. Less smoke, more processes: at Urbanitae, we prioritize explaining clearly what we analyze, what we discard, and why. We provide investors with simple tools, like simulators and project timelines, as well as channel-native formats. Additionally, we step out of the bubble and bring the message to culture, sports, or entertainment without losing rigor. Novelty isn’t in the adjective; it’s in showing the backstage.

    The Phantom of the Opera, illuminated signs in Madrid, Barcelona, and Valencia, collaborations with Grupo Los40, Dazn, “Ladrillo, Matías…”—are there any campaigns or actions you remember fondly?

    “Ladrillo, Matías, Ladrillo…” because it started with humor and ended as a community wink. The illuminated signs gave us brand pride, just like the street marketing campaigns, and The Phantom of the Opera combined quality and culture in a very “us” way. All these actions share coherence and real conversation, not just impact.

    “We don’t seek clicks for clicks’ sake; we want investors to understand what they are doing.”

    In marketing, it’s often said that “the hard part isn’t reaching the top, but staying there.” What challenges does Urbanitae face now in terms of brand and growth?

    Three main fronts. First, ensuring the investor experience isn’t affected by the company’s scaling. Second, we must continue to clearly explain Urbanitae’s differences compared to new players. And, of course, we need to remain relevant without resorting to fireworks. To achieve this, we focus on useful, non-intrusive personalization, content with substance, and quality metrics—not just volume.

    With international expansion underway, how is Urbanitae’s message adapted to markets like Portugal or France without losing its essence?

    The essence is simple: real estate co-investment clearly explained and supported by the best real estate opportunities arising in Europe. We adapt references, language, objections, and journeys for each country with local teams while maintaining the same standard of promise and service. In other words, we are global in principles and local in execution.

    You’ve been at Urbanitae for over 5 years and you admit you can’t stand still. What does Urbanitae offer that has made you not feel the need to change projects?

    Challenge, purpose, and team. The challenge is big: to be the leading platform in Europe; the purpose is compelling: democratize real estate investment with quality; and the team makes you better. What drives me is building long-term trust. Here I can do it every day, from a landing page to a project like Academy, built from scratch, to a unique agreement with a major brand. If you feel you can still contribute and learn, you don’t look elsewhere—you push harder. When I stop feeling motivated or think I can contribute elsewhere, I will leave.

  • De Piso en Piso: the Most Inclusive Room Rental

    De Piso en Piso: the Most Inclusive Room Rental

    What began in 2015 as a simple Facebook group to help university students find a room has grown into a platform that’s transforming the way people share housing. De Piso en Piso not only makes it easier for young people—mainly university students—to rent rooms, it also enables older adults to offer accommodation in search of companionship or extra income. At the same time, young people in vulnerable situations can find a home where they can integrate and live safely. In this interview, Víctor Domínguez, CEO and co-founder, explains how the business model has evolved, the challenges in the rental market, and future projects.

    From your beginnings to now, has the business model changed? What is your current value proposition based on?

    The business model went through several iterations before reaching the current system, which is the most sustainable and profitable. Between 2015 and 2017 we worked with real estate agencies: we charged them a fixed percentage to publish their entire flats in our Facebook, Instagram, and WhatsApp groups. The model worked so well that each listed flat was rented in under six hours.

    In 2017 we took a step further and launched the depisoenpiso.com portal. The initial model was similar to Airbnb: users could post spare rooms and, to book, interested parties had to pay one month’s rent in advance plus a 15% commission. Only after payment were contact details shared. However, the system didn’t work as expected: while Airbnb stays last a few days, in our case the average stay was 12 months. Users wanted to see the property and meet the person they’d be living with before committing financially.

    In 2018 we adopted a freemium/premium model, which remains in place today. Posting and contacting are free and unlimited, but we offer paid options to highlight listings and increase visibility, both for those offering accommodation and those seeking it. The system covers technical costs but doesn’t generate enough margin for economic growth.

    Finally, in 2019 we entered a new phase as a real estate agency specialized in room-by-room rentals. Our current model consists of charging the owner a recurring monthly fee in exchange for managing everything related to the leases: tax and legal advice, getting the property ready, promotion, tenant selection, viewings (in person or online), and resolving issues, both technical and related to co-living.

    Thanks to having our own portal and an active social media community, we can give maximum visibility to the rooms we manage, minimizing vacancy time. This way, the owner optimizes income and the tenant gains access to fair prices in a safe environment.

    What figures are you handling today—number of transactions to date, rooms currently available, and your tenant and landlord base?

    We currently manage 345 rooms directly, spread across 115 flats and two small student residences. At the time of answering, only 13 rooms are available, which implies an occupancy rate close to 96%.

    Over the years, more than 17,000 room listings have been published on our website and around 300,000 contact requests have been generated.

    “Many landlords who used to offer five-year contracts have stopped doing so.”

    Let’s talk in more detail about the concept of “inclusive co-living.” How and why did this idea arise, and how has it developed?

    As our portal grew, we found that not only young people and students were getting in touch with us, but also people in vulnerable situations. Among them are families seeking companionship for their elderly parents by offering a room, and young people who, upon leaving care at 18, even with a job and a desire to integrate, cannot secure housing due to their circumstances.

    These cases account for a small share of our activity—most users are university students who want to live with other students—but when they arise, we give them special attention to help them find a place where they fit.

    Today we actively collaborate with city councils, universities, and social organizations in Girona and Barcelona to address these needs.

    That said, it’s important to be realistic: not everyone at risk is ready to share housing. Some, due to traumatic experiences, need other kinds of support before they can live in shared accommodation.

    Could you share a “success story” from this line of work?

    Among the many success stories we’ve seen, one of the most representative is that of a retired couple who, despite owning their home, struggled to make ends meet due to an insufficient pension.

    They decided to try renting two rooms to students. The experience was so positive—both financially and in terms of co-living—that they soon adapted the house to offer a third room. Since 2019 they’ve maintained this model: each summer, when one student finishes their studies, another takes their place.

    The relationship with tenants goes beyond the financial. On weekends, the couple often invite the students to share a paella, and they also attend the city’s cultural activities together.

    Thanks to this living arrangement, the couple not only comfortably make it to the end of the month, but also enjoy companionship and a rich, engaging daily environment.

    “If laws that restrict rentals keep being approved, many Spanish cities will show minimal supply against overwhelming demand.”

    Tensions in the rental market have become a political issue and one of the biggest problems for citizens in many cities. As experts, how do you think this debate should be addressed?

    The problem is clear: demand far exceeds supply, and it’s a multifactorial situation that requires diverse, complementary solutions. It’s difficult to predict which measures will be most effective, but we do know which one hasn’t been: the current Law 12/2023, of May 24, on the right to housing. This regulation has seriously affected the traditional rental market.

    Many landlords who previously offered five-year contracts have stopped doing so. Instead, they’ve opted for temporary or room rentals because, with prices set by the Ministry, it’s not viable for them to assume the costs and risks.

    Let’s not kid ourselves: banning temporary and room rentals, as proposed by the Government of Catalonia (Govern de Catalunya), will not make landlords return to the traditional model. The most likely consequence is that many will sell their properties, further reducing the available supply.

    What does the long-term future of residential renting in Spain look like?

    If laws that restrict rather than promote renting continue to pass, many Spanish cities will have minimal supply against overwhelming demand, similar to what’s happening in other major European capitals. In that scenario, finding a rental home will be practically impossible because there will be far too many applicants for very few available properties.

    And what are the most immediate and future projects for De Piso en Piso?

    Although it may sound cliché, our goal is to incorporate artificial intelligence into the room-search process. The idea is that, by simply entering their profile and needs, each user receives personalized recommendations for the most suitable accommodation.

    However, we’re talking about long-term co-living, not short stays. That’s why it’s essential to fine-tune the technology and develop it with great precision: the home suggested by the AI will, in many cases, be where the person lives for months, so it must be the right one—without mistakes.

  • Zenova: the platform that digitalizes energy management in real estate

    Zenova: the platform that digitalizes energy management in real estate

    In this interview with Urbanitae, we discuss with Zenova how sustainability and energy efficiency are shaping the agenda of the real estate sector. Technology has become an indispensable ally. Zenova, co-founded by Jaime García, was created precisely to address these challenges: a modular platform that enables developers, funds, and managers to optimize costs, simplify processes, and meet growing regulatory requirements. We spoke with its CEO about how the company is transforming energy management and what its plans are to establish itself as a European benchmark in proptech.

    In a few words, how would you describe Zenova’s value proposition for the real estate market, and what makes it different from other solutions?

    At Zenova, we have developed a solution specifically designed to cover all the energy needs of the real estate sector in a simple and efficient way. Our software can handle any energy-related requirement: from managing procedures with energy retailers and distributors to optimizing energy costs and monitoring consumption for sustainability reporting.

    How does Zenova help large companies and real estate groups manage energy more efficiently, and which of its features—asset management, monitoring, supply optimization—deliver the most value to clients?

    Zenova offers the real estate sector a platform to tackle any energy-related challenge. Its differentiating value lies in its ability to adapt to each client’s profile. For example, a property manager with hundreds of units often faces a huge administrative burden—registrations, cancellations, changes of ownership—that can be streamlined through our Switching module. Meanwhile, a large logistics operator with fewer supply points but very high energy consumption gains more value from using our Optimize module, which allows them to reduce and control their costs to the maximum.

    This way, each company finds in Zenova the exact functionalities it needs to manage energy more efficiently and profitably.

    You work with very different profiles, such as developers, funds, and property managers. How do you ensure the platform meets all their needs?

    The key is flexibility. We know that developers, funds, and property managers face very different challenges in energy management. That’s why we designed the platform to be modular. Zenova covers a wide range of features—from consumption monitoring to contract optimization—while adapting both the modules and the level of detail to each client’s needs.

    Thus, every user works only with what really adds value, avoiding unnecessary complexity and maximizing efficiency in platform use.

    “The real estate sector in Spain faces a double challenge: regulatory pressure linked to sustainability and economic impact.”

    What role does technology play in your strategy to provide comprehensive and sustainable solutions?

    Technology is the driving force behind everything we do. We don’t see it merely as a tool, but as the lever that allows us to transform how the real estate sector interacts with energy. Thanks to artificial intelligence, for instance, we can anticipate needs, simplify complex processes, and bring our clients closer to our vision.

    Our goal is that every functionality of the platform not only solves a specific issue but also delivers an experience that makes a difference.

    Can you share a concrete example where Zenova has had a significant impact on a client’s energy management or real estate portfolio?

    A clear example is the impact of our Optimize module, launched at the end of 2024. Thanks to this tool, asset managers across different segments (logistics, retail, residential) have significantly reduced their energy costs. In some cases, the savings reach several hundred thousand euros annually, highlighting not only the economic value of the platform but also how smarter energy management can become a true competitive advantage for the real estate sector.

    What are the main challenges the real estate sector faces in advancing sustainability and energy efficiency?

    The real estate sector in Spain faces a twofold challenge. On one hand, regulatory pressure tied to sustainability and emissions reduction forces owners and managers to be much more proactive in managing consumption. On the other, the economic impact: energy is becoming an increasingly relevant line item in financial results.

    If we set aside the exceptional years of 2021 and 2022, marked by the crisis stemming from the war in Ukraine, we see that in the last two years energy costs have been between 20% and 30% higher than the average of the previous decade.

    Looking ahead, what changes and trends do you expect in the real estate market and in the adoption of technological solutions like Zenova?

    In the coming years, we will see a paradigm shift in the real estate sector driven by artificial intelligence. As in other industries, the adoption of these digital tools will become increasingly natural and necessary to manage day-to-day complexity. Teams will demand solutions that not only save time but also help them make smarter and more sustainable decisions.

    In this context, at Zenova we aim to establish ourselves as one of the reference platforms, supporting the sector in this transition.

    “Energy can become a true competitive advantage for the real estate sector.”

    You recently won the Iberian stage of ULI’s PropTech Innovation Challenge. What does this recognition mean for Zenova, and how can it boost your presence in the European ecosystem?

    It was a great source of pride for us, especially because this recognition highlights the tremendous work the team has done in recent years. The award belongs to them and is the result of their effort.

    Strategically, winning the Iberian stage of the PropTech Innovation Challenge gives us highly relevant visibility in the European ecosystem and strengthens our ambition to become the leading platform for energy management in the real estate sector in Europe. It’s a boost that allows us to accelerate our vision and open new opportunities for international collaboration.

    Finally, what strategic goals does Zenova have for the coming years, particularly regarding sustainability, expansion into new sectors, and consolidation as a proptech leader?

    At Zenova we have a very clear ambition: to become the European benchmark in energy management for the real estate sector. We want any market player to be able to address all their energy-related needs from a single platform.

    In this regard, we are firmly committed to sustainability and to enabling our clients to meet certification and regulatory requirements quickly and transparently.

  • “There is no real estate bubble, but prices cannot rise forever”

    “There is no real estate bubble, but prices cannot rise forever”

    Urbanitae faces a decisive year-end. The real estate crowdfunding platform approaches the final months of 2025 with intense project activity and the challenge of consolidating its international expansion. Its CEO, Diego Bestard, reflects in this interview on the challenges of a market with record-high prices, the evolution of returns, and the role that new products and markets will play for the company.

    The final stretch of the year is key for Urbanitae. What can investors expect for the remainder of 2025?

    The last quarter of the year usually concentrates more than half of the financed volume. In September, we already launched several projects and before the end of the month we will add up to seven more operations. October, November, and December will follow the same pace. This doesn’t mean we rush the timelines: urgency is dictated by the developer, not us. We never skimp on analysis, we always conduct due diligence with external firms, and the investment committee is increasingly demanding. We have studied three times more operations than in 2024 but approved a similar number. That shows we are prioritizing quality over quantity.

    Some investors complain that projects are being published too quickly. How do you manage that?

    It’s true that on some occasions we have published operations on consecutive days, but this is due to the developer’s need to close financing. It is not our intention to artificially accelerate the process. We always give at least 48 hours’ notice and usually leave several days for investors to study the operation. In addition, we organize webinars, produce videos, and publish detailed information so they can analyze each project carefully. Our commitment is that investors always have enough time and resources to make their decision.

    “We haven’t lost capital in any project, even in a historic scenario”

    How would you describe the current situation of the Spanish real estate market?

    We still see a clear imbalance: high demand and low supply. That means whatever comes to market sells, even if prices are increasingly high. This is pushing part of the local demand out of areas with strong international pressure. Are we in a bubble? I don’t think so. The sector is not overleveraged, and construction is still below demand. Prices cannot rise forever, but I also don’t foresee a collapse like in 2008. The most likely outcome is stabilization, with inflation adjusting real values over the coming years.

    With such strong investor appetite, are returns going down?

    In debt, yes, there could be downward pressure. Today we offer between 10% and 12%, but it’s likely we’ll see more operations around 8%. Even so, these are very attractive rates compared to the European average. In equity, the logic is different: there we take on the industrial risk of developing, and the target return is between 15% and 20% annualized. Below those levels, it wouldn’t make sense to invest. If the market didn’t allow us to reach them, we would stop doing equity and look for other alternatives.

    Some recent projects have delivered returns below expectations. What happened?

    This is due to extraordinary factors: the war in Ukraine, rising material costs, covid-related logistics disruptions, or interest rate hikes. All of this delayed construction and drove up costs. Even so, I want to highlight that we haven’t lost capital in any project. We have had delays and lower profits, but we have always returned the invested money. If the worst-case scenario is breaking even, I think that’s great news. In fact, the average IRR across our returned projects is still 13%. That proves the model works even under adverse circumstances.

    “If the worst-case scenario for an investor is to recover their money, may it always be that way”

    Urbanitae will be at The District starting September 30. What do you expect from this event?

    It’s a natural environment for us: a meeting point between investors and developers. We will take part in several panel discussions on investment, fintech, and innovation in the real estate sector. For Urbanitae, it is an opportunity to strengthen ties with key players and share our vision.

    What new developments is Urbanitae preparing internationally and in terms of products?

    Italy will be our next market, with a first project we expect to launch shortly. In France, we are also very advanced: we have just appointed a country director and are already analyzing several projects. We are very cautious: we prefer to move slowly, ensuring guarantees, rather than take a false step. At the same time, we are promoting non-residential projects—hotels, coliving, student housing—and continuing to consolidate Urbanitae Academy and Direct Investments, which already have a long runway ahead.

  • Distrito Natural: eco-friendly and collaborative housing for a sustainable future

    Distrito Natural: eco-friendly and collaborative housing for a sustainable future

    In a real estate sector marked by the urgency of addressing both the housing shortage and the climate crisis, projects are emerging that propose a paradigm shift. Distrito Natural, led by architect and CEO Iñaki Alonso, advocates for an ecological and collaborative housing model that combines energy efficiency, community, and sustainability. In this interview, Alonso explains how decarbonization, social innovation, and the creation of new residential models are transforming the way we conceive of our homes.

    What motivated you to launch a real estate project like Distrito Natural, focused on reducing the environmental impact of housing?

    After two decades of work with the architectural firm sAtt, we were convinced that it was possible to offer a new alternative in the real estate market: a housing model that minimized its ecological footprint while at the same time generating community and well-being.

    For me, housing is a tool for environmental and social regeneration; a space that helps people live better and contribute to the planet’s future. In a sector that is generally very rigid and traditional, we saw the opportunity to promote a model that integrates savings, sustainability, and community.

    You offer co-housing and coliving proposals. What are the differences between these two models, and what advantages do they have compared to traditional housing?

    In both cases, the key lies in creating community and sharing spaces and services that enrich daily life, such as laundry rooms, urban gardens, coworking spaces, rooftop terraces, or photovoltaic energy production.

    Coliving is aimed more at those seeking temporary rental stays, while co-housing is designed for stable private ownership projects, with strong community participation in the design and day-to-day management. This is the case of the Pirita development in Usera (Madrid), delivered in February 2025, and the Tomás Bretón building in Arganzuela, which we are about to complete.

    We are also developing projects under a third model, cohousing, based on the right of use: a form of tenure halfway between buying and renting, where communities have even greater influence over decisions from the start of the project. This is the case of Entrepatios Las Carolinas (completed in 2020) and others we are currently developing in Rivas and Navalcarnero (Madrid).

    What all these formats have in common is that they optimize resources, reduce environmental impact, and create richer community environments than traditional housing.

    To what extent are these innovative formats transforming such a consolidated sector as real estate?

    I believe we are introducing a different perspective into the sector, putting people and the planet at the center, and not just the real estate product itself.

    By prioritizing sustainability and collaboration, we demonstrate that it is possible to live differently: in a way that is more consistent with today’s challenges, without sacrificing comfort or savings—quite the opposite.

    Distrito Natural projects are designed for a future in which, for example, heat waves will be more frequent. Thanks to photovoltaic production, passive design, and energy efficiency, we ensure well-being at home with minimal utility bills.

    We are not seeking to replace the traditional model, but rather to open new pathways that bring diversity, resilience, and positive impact to the way we live.

    “The investment market in Spain is evolving towards greater appreciation of projects with ESG commitments.”

    Decarbonization of the real estate sector is one of today’s major environmental challenges. How do you address it at Distrito Natural, and what does it mean for residents to live in a zero-carbon home?

    At Distrito Natural, we understand decarbonization as a comprehensive commitment: from bioclimatic design and the use of low-impact materials to renewable energy production and full electrification of buildings.

    We create homes that minimize emissions throughout their entire life cycle and offset the unavoidable ones, achieving carbon neutrality. For residents, this means living in more efficient, healthier, and more comfortable homes that reduce energy costs while actively contributing to protecting the planet.

    In this regard, wood is one of our strongest allies and one of the most distinctive features of our projects. Instead of concrete and steel—which emit large amounts of CO₂ in their production and transport—we use wooden structures, a material that is not only sustainable but also acts as a carbon sink.

    Energy efficiency is one of your trademarks. What kind of savings, both in energy and money, can a family expect when living in one of your developments?

    Thanks to passive and bioclimatic design, the use of renewable energy, and high construction quality, a family can reduce its energy consumption by between 70% and 80% compared to a conventional home. This translates into much lower and more stable utility bills, as well as greater independence from fluctuations in the energy market.

    In a 100 m² home, monthly bills range between €20 and €50, including heating, air conditioning, and hot water. This represents a significantly lower expense than that of a conventional home: around €1,400 less per year.

    When buying a house with a 25- or 30-year mortgage, one doesn’t just take on financial debt: there’s also the risk of carrying an “energy mortgage.” From this perspective, a Distrito Natural home allows savings of up to €45,000 over 30 years.

    What features or elements do you consider indispensable for a home to be truly sustainable?

    We are clear that the cleanest—and cheapest—energy is always the one that isn’t consumed. But for a home to be truly sustainable, it’s not enough for it to be highly efficient in terms of energy or CO₂ emissions. It is necessary to analyze its entire life cycle: from the extraction of materials to the end of its useful life, considering different impacts such as water consumption, depletion of the ozone layer and other resources, or toxicity to people and ecosystems.

    This analysis, which we conduct using the Ecómetro LCA tool, allows us to select low-impact materials, apply construction systems that extend the building’s durability, and develop a design that optimizes efficiency from the outset.

    Another fundamental aspect is water consumption, especially in a future context of more frequent droughts. Distrito Natural homes save 30% of water thanks to a pioneering system of biological greywater reuse for irrigation and toilets.

    “Eco-friendly and collaborative housing is viable, profitable, and replicable in different contexts.”

    In a strained context, especially in large cities, do you think your model can help democratize access to housing?

    Yes, precisely because one of the major problems in the real estate sector today is the lack of housing, particularly social and affordable developments. According to the Bank of Spain, there is a deficit of 600,000 new homes.

    It is necessary to increase housing stock and make it affordable; however, we would miss a great opportunity if we didn’t do so while minimizing CO₂ emissions, preparing for the impacts of climate change, and ensuring affordability in use—so that heating and cooling don’t become a heavy economic burden.

    To achieve this, we need the involvement of all stakeholders: from public institutions to real estate developers. In this regard, Distrito Natural and the association Provivienda have signed a collaboration agreement to promote affordable and social housing together with local and national administrations, and we already have several projects under study.

    What are the main barriers you face today in the real estate sector when implementing your housing models?

    The main barriers are related to a sector that is very rigid and accustomed to repeating traditional models. We are dealing with cultural inertia, complex regulations, and administrative processes that sometimes hinder innovation.

    Another challenge—though increasingly less so—is finding financing and suitable land for sustainable and affordable projects. However, we have noticed significant improvement in recent years: value propositions like ours are increasingly recognized and appreciated, in line with what is happening in other advanced European countries.

    The investment market in Spain is evolving toward greater appreciation of projects with ESG commitments, recognizing that integrating profitability with sustainability, social impact, and responsible governance is key to building trust and addressing current challenges.

    What medium- and long-term goals do you have to continue promoting this model?

    We are in the process of consolidating our current development model to keep demonstrating that eco-friendly and collaborative housing is viable, profitable, and replicable in different contexts, including outside cities, with rural regeneration projects like Vibio.land. At the same time, our goal is to scale this model by integrating it into public policies and collaborating with institutions to expand the stock of sustainable and affordable housing.

    In the long term, we aim to become a benchmark in Spain and pave the way toward a future real estate sector aligned with decarbonization goals and the growing demand for projects with positive social and environmental impact. We believe that housing can and must be a driver of transformation and resilience.

  • “We analyzed more than 150 projects in Portugal last year”

    “We analyzed more than 150 projects in Portugal last year”

    With Urbanitae set to attend the Iberinmo Summit Portugal next Monday and Tuesday, September 15 and 16, we interviewed Simão Cruz, Country Director of Urbanitae in Portugal. Since his arrival in 2024, the Portuguese market has advanced significantly: in that first year we financed 8 projects totaling €28.8 million, and so far in 2025 we have already closed two deals worth €9.1 million. We asked Simão how Urbanitae is consolidating its presence in Portugal—its strategy, key projects, and what lies ahead—to provide a clear view of our momentum in real estate co-investment.

    Urbanitae landed in Portugal in 2024 and in just one year has established itself as a leader in real estate co-investment. How do you assess that first year of activity?

    This past year has been quite challenging for Urbanitae in Portugal. We took the necessary time to study not only the market but also the entire corporate, legal, and tax structure of real estate transactions before approaching the market with our value proposition. Once we did, the market responded quite well. Still, since we take a very cautious approach to investment risk, the start was slow—though fortunately it resulted in excellent partnerships with developers and landmark projects in Portugal.

    In our first year of activity, we managed to close 10 crowdfunding campaigns with a total investment volume of €38 million, amounting to 10,900 investments under management, representing €282 million in assets under management (AUM).

    In short, it was a first year with results exceeding our expectations, during which we positioned ourselves as market leaders in Portugal, clearly demonstrating the potential of our platform as an alternative financing solution for real estate projects.

    So far in 2025, you have already financed two deals worth more than €9 million. What type of projects are you prioritizing in Portugal?

    At Urbanitae we are agnostic regarding the type of real estate projects we invest in. Looking at the portfolio’s track record, we have seven residential projects, two aparthotels, and one office project. There is a strong concentration of residential projects, which reflects the level of investment in the Portuguese real estate market.

    However, what we prioritize are projects proposed by developers with proven experience, a history of successfully completed projects, located in high-value areas with strong demand and low liquidity risk. Projects with no licensing risk, or where the licensing process is already well advanced, are always our focus since only then can we control execution timelines. We also consider projects whose commercialization is already well advanced, given that the exit strategy is clearly defined and the developer can then focus entirely on execution.

    The Portuguese real estate market is currently very active, with a focus on both residential and other asset types. Where do you see the main investment opportunities today?

    It is true that most investment opportunities are usually found in central areas of major cities. However, it has become clear that excellent projects can also be found in the surrounding areas. At Urbanitae, we have received numerous requests to evaluate luxury residential opportunities in several premium locations—something natural given the country’s reputation as a luxury destination, and recently, the fact that many internationally renowned personalities have chosen Portugal to invest and live in.

    “In Portugal, our AUM (assets under management) amounts to €282 million.”

    In addition to residential projects, which will continue to be the main investment assets going forward, we have identified concepts such as flex living, retail projects, and aparthotels, which tend to offer excellent investment opportunities, both in terms of profitability and shorter development timelines compared to residential projects. The scarcity of this type of product in the market makes prices attractive for developers to include such operations in their pipelines.

    One of Urbanitae’s differentiating values is co-investment: developers and retail investors participate in the same projects. How is this model being received in Portugal?

    More and more Portuguese developers and investors are becoming aware of our platform. As a result, not only do we now have more resident investors in Portugal investing with us, but real estate developers are also considering our business model when structuring new projects.

    Just last year alone, we analyzed more than 150 investment opportunities—a figure that gives us confidence in the market’s potential. We are fully aware that we are only at the beginning, and it is only a matter of time before all developers consider real estate crowdfunding when defining the capital structure of any project. They may not choose this solution, but it is clear they will have to consider it due to the added value we bring to both the developer and the project. The more information they have about available alternatives, the better their decisions will be.

    Urbanitae has closed large-scale deals, with €5M tickets—unprecedented in Portugal. What does this mean for the sector and for investors’ perception of this model?

    Co-investment is a known model in Portugal. However, it has so far been structured in a closed environment limited to institutional investors, with minimum entry thresholds far beyond the reach of small retail investors. Urbanitae has literally come to democratize this real estate investment market, enabling small investors who were previously excluded to become partners with the country’s top developers, investing in landmark projects with expected returns that would otherwise be hard to find—while also benefiting from the important diversification component in any investment.

    The €5M tickets have opened the door to new developers and larger-scale projects, with greater economies of scale, making them more efficient and with better expected returns. I believe the sector is still surprised by this capability and by the way we have structured such deals. It is true that, for many developers, the competitive advantage of using Urbanitae only becomes clear after a first contact or an initial opportunity analysis. Proof of this is that, of the seven developers we currently have projects with in Portugal, two have already returned to the platform with new projects, and three others currently have opportunities under review by us.

    The Portugal Real Estate Summit brings together the market’s main players. How important is it for Urbanitae to participate in such an event?

    For Urbanitae, the Portugal Real Estate Summit is, above all, a time to take stock of what has happened in the sector over the past year and listen to the market—connecting with developers and investors, attending interesting conferences and debates, meeting new players, and gaining insights into everything involved in the always dynamic process of developing any real estate project.

    “Of the 7 developers we currently have ongoing projects with in Portugal, 2 have already returned to the platform with new projects.”

    At the 2024 edition, the former governor of the Bank of Portugal commented on developers opening their capital structures to retail investors in real estate projects—precisely noting that there is still much to be done in Portugal in this regard. This year, one of the interactive sessions will focus on alternative real estate financing, with Urbanitae participating as a panelist—once again giving us the opportunity to openly discuss this subject with developers and other stakeholders. This clearly shows that the market is paying increasing attention to alternative sources of financing and to opening capital structures to new investors.

    What can we expect from Urbanitae in Portugal by the end of 2025 and in the years ahead?

    By the end of 2025, we will surely have new investment opportunities announced on the platform. Later this month, we plan to launch a new crowdfunding campaign for another landmark project, and by year-end we have at least three more opportunities in our pipeline.

    In the coming years, above all, we aim to establish a greater recurrence of new opportunities, allowing Urbanitae investors to diversify by country and project type. We also expect to soon launch our first debt project—something we have been working on to ensure legal and tax security in its structuring. Only once we have stabilized this part will we present this new investment strategy in Portugal.

    Over the next few years, we want to grow both in financed volume and in the Portuguese investor base. Our goal is to attract more and more developers and projects to our platform, while maintaining the quality of the opportunities presented, and consolidating Urbanitae as what it already is in Portugal: the benchmark for real estate crowdfunding.

  • MeiT: professionalizing mid-term rentals in the real estate market

    MeiT: professionalizing mid-term rentals in the real estate market

    MeiT is a platform that digitizes mid-term rentals, combining technology, verification, and human support to offer a safe alternative to the chaos of peer-to-peer rentals. It was born as a response to a real problem: helping international students avoid fraud. Today, it operates in several cities and aims to professionalize a booming segment. We spoke with Jaime Cerezo, CMO and co-founder, about how they are leading this change.

    One of your key features is the physical verification of the property and the escrow of funds. How do you manage to scale that model as you expand into new cities?

    Verification isn’t conducted in person at every property—it wouldn’t be efficient. Scaling that model has been one of our many challenges, but also one of our biggest competitive advantages. We achieved it by combining technology with smart document processing.

    We allow property listings to be posted freely and autonomously, and we verify all listings, though not all are validated immediately—it depends on the volume of postings. As soon as there is a request for a viewing or a rental on an unverified property, that listing is prioritized and verified before continuing with the transaction.

    In addition, we hold the money in escrow until the tenant confirms everything is in order. This guarantees real security in the transaction, which is one of the pillars of our value proposition. And thanks to a clear, structured method, we can replicate our model in any city, maintaining the same level of control—whether in Madrid, or tomorrow in Seville or Lisbon.

    You’ve already closed several funding rounds. From your experience, what are investors looking for today in a growing proptech like MeiT?

    It depends a lot on the profile, but in our case—with business angels as the main investors—what they value most is the vision, the ability to execute, and the fact that we are solving a real problem with a scalable model. In a marketplace like MeiT, the key is reaching that critical volume that allows transactions to flow autonomously within the platform.

    More than overly technical metrics, what they really look at is traction: growth in published units, registered users, activity on the platform… and, of course, revenue. That matters to everyone: to the team, because it marks the sustainability of the model; and to investors, because it validates the business. That evolution builds confidence that we’re creating something solid, with real potential to reach operational break-even. In fact, we’ve already achieved it in some months, which proves we’re on the right track.

    You already operate in Madrid, Barcelona, and Valencia. What factors do you consider before entering a new market? What differences have you found between these cities?

    We don’t open in new cities randomly. We follow a clear criterion: we analyze demand for mid-term rentals, the type of supply available, connectivity, and the regulatory environment. We also apply objective filters such as population size, number of universities, and expected tenant turnover.

    Since we have a B2B focus, it’s often our own partners who push us to expand into a city. If we close a partnership with an operator in Madrid or Barcelona, it’s common for that same operator to already be present in another city. That’s strong validation for us, but not enough on its own. Even if the partner has a presence, we apply our own criteria before launching operations. If the city fits, we open it and generate traffic so they can operate successfully.

    Madrid is all about scale and maturity. Barcelona has huge international appeal, though with stricter regulation. Valencia has definitely been one of the surprises: strong connectivity, more reasonable prices, and a young, dynamic demand.

    “Mid-term rentals are more profitable than traditional ones, and much more stable and manageable than tourist rentals.”

    Right now, it’s not about being everywhere, but about being strong where we are and making sure that, when we enter a city, we can deliver on our promise: filling homes for landlords and giving real confidence to people looking for a place to live. That’s MeiT.

    That said, we have an ambitious plan: in the coming months we want to expand to cities like Malaga, Seville, and Bilbao. The market is moving fast, and we’re moving with it.

    Where do you want to take MeiT in the coming years? Do you plan to expand services, open new verticals, or even internationalize the platform?

    We want MeiT to become synonymous with mid-term rentals in Spain. That is our focus: consolidating our position in seasonal rentals, that space between tourist stays and traditional long-term leases. And we want to do it well, being more than just a portal: a real tool for management, verification, and support for those who need housing for a few months, without the noise or rigidity of other models.

    We don’t rule out opening verticals like traditional residential rentals or integrating new players, such as real estate agencies, who could greatly benefit from our technology in their rental processes.

    Before internationalizing, our priority is to strengthen our model in Spain—not in every city, but in those that, due to demand, connectivity, and turnover, best fit our target audience: people on the move, both international and interprovincial.

    In short, we want mid-term rentals to have a name of their own. And that name is MeiT.

    Mid-term rentals sit between traditional and tourist models. What advantages do they offer landlords and investors? What barriers still exist?

    Mid-term rentals offer a very attractive balance: they are more profitable than traditional rentals and much more stable and manageable than tourist rentals. For landlords or investors, that translates into solid income without the daily operational demands of a vacation property.

    Moreover, demand is growing and becoming increasingly diverse: international students, mobile professionals, digital nomads… solvent profiles, staying for several months with clear needs. This creates a more controlled turnover, allowing pricing adjustments without engaging in a daily battle for occupancy.

    That said, barriers remain. The main one is the lack of a clear and consistent regulatory framework. Each city interprets it differently, which creates uncertainty. On top of that is the lack of professionalization: many individuals still manage these rentals with tools that aren’t designed for it. Neither the Urban Leasing Law (LAU) nor the tourist rental model fits completely.

    That’s where MeiT comes in: we provide the technology and support that this type of rental needs to become professional and scalable. Because this model has enormous potential, but it requires structure. And that’s exactly what we bring.

    Spain is a key destination for international students, digital nomads, and young professionals. What trends are you observing in that demand?

    We see demand becoming more demanding, more informed, and much more digital. But also more human in decision-making: they want to book online, yes, but they also need real trust in what they are renting.

    International students look for stays of several months (4 to 10), value proximity to universities, neighborhood safety, and the option to share apartments. They come with everything planned, but need a platform that gives them guarantees from the start.

    Digital nomads are more flexible (1 to 6 months), move between cities, and value agile processes without unnecessary paperwork. For them, connectivity, a suitable workspace, and the freedom to move in and out without hassle are key.

    Young professionals—an increasingly common profile due to work mobility—look for well-equipped homes, clear contracts, and agility throughout the process. They don’t want to waste time or deal with absurd conditions.

    All of them have something in common: they want ease, flexibility, and trust. And that’s why mid-term rentals are growing so much: because they fit the way these people live today.

    “Today, mid-term rentals operate in a “limbo” between the short- and long-term.”

    What opportunities do you think mid-term rentals offer that are still underexplored in the real estate market?

    Mid-term rentals aren’t in their infancy, but they are still in a very early stage—similar to where Airbnb was 14 or 16 years ago. And that opens up a landscape full of opportunities.

    At the time Airbnb entered Spain, there were hardly any agencies specialized in managing vacation rentals. Today, that ecosystem is huge. That type of evolution is exactly what could happen with mid-term rentals: new needs arise, and with them, new business models.

    This model will end up inheriting the best of both worlds: the agility and user experience of the vacation sector, and the structure and solidity of residential rentals. That hybrid pattern is already starting to emerge in players reaching a high degree of professionalization, and that’s where flex living comes in. We’re talking about developments designed from the ground up for this lifestyle: optimized units, shared spaces, integrated services—all built for flexibility.

    Today, mid-term rentals exist in a “limbo” between the short- and long-term. And far from being a problem, that gap represents fertile ground for many of the next big opportunities in the sector. Because the demand already exists; what’s missing is structure.

    The real estate sector has historically been slow to adopt technology. As young entrepreneurs, what role do you think your generation can play in transforming the market?

    Our generation is right at the intersection of two worlds. On one hand, younger tenants—international, digital, mobile—no longer conceive of a process that isn’t 100% online. They want to book, pay, and sign from their phone, but also know that if they have a question or need support, there’s a real person on the other side. And if they want to visit the property before booking, they can do that too. Digitalization shouldn’t condition the process, but make it more accessible and secure.

    On the other hand, large property holders often come from corporate structures where they’ve already worked with technology to facilitate management and daily operations. These profiles are familiar with inventory management systems—so-called PMS (Property Management Systems)—and are used to working with integrations. At MeiT, we prepared from the start to connect with those systems, which allows us to onboard portfolios of hundreds or thousands of units in days, not months. That agility is key to scaling.

    And then there are individuals, many with prior experience on platforms like Airbnb. If you give them a clear, intuitive tool with good support, they use it without issue. In fact, many are very proactive once they understand the system.

    The precedent was set by Airbnb: without phone support or traditional processes, it got an entire generation of landlords to adapt to a completely new way of renting. Today, many of our users come from that background and ask us for features that don’t yet exist in mid-term rentals.

    The key is knowing what to digitize, how to do it, and for whom. That’s why, at MeiT, we already manage digital submission of documents and asynchronous signing of seasonal rental contracts, enabling frictionless operations—even across time zones or countries.

    Our generation can lead this change not only because we understand technology, but because we also understand new users. We want to build a model that works for everyone: fast, safe, and human. Because transforming a sector isn’t about applying a digital layer—it’s about rethinking it from the inside out.v

  • Trivima: Virtual Architecture at the Service of Real Estate Sales

    Trivima: Virtual Architecture at the Service of Real Estate Sales

    Designing spaces that don’t yet exist and turning them into real and immersive experiences is the proposal of Trivima, a company specializing in Virtual Architecture services. Founded in 2020, the company has developed AVVI, an innovative virtual assistant that is revolutionizing the way homes are marketed. We spoke with Martín González Tolosa, partner and commercial director, about how technology is transforming the real estate sales process and the key role virtual architecture will play in the coming years.

    What is your value proposition in the real estate sector?

    TRIVIMA is a cooperative founded in 2020 with a very clear goal: to specialize in the field of virtual architecture. Our work consists of creating virtual environments and developing interactive 3D applications that allow our clients to communicate, sell, and experience their projects in an innovative and contemporary way.

    We are architects, but we don’t just create 3D models; we design experiences. Our deep understanding of architecture enables us to create virtual spaces that are not only visually impactful but also coherent, functional, and emotionally resonant in terms of scale, lighting, materiality, and spatial sensitivity.

    On top of this architectural foundation, we build a strategy focused on always offering cutting-edge technological solutions, with an approach based on three core pillars: visual quality, customization for the end client, and thoughtful design of the immersive experience.

    We operate under a “turnkey” service model, providing comprehensive solutions for a wide range of sectors—from real estate developers to industries and cultural institutions. For a client in the real estate sector, this means having an expert partner who handles the entire process, ensuring a final result of the highest quality aligned with their business goals.

    “Virtual architecture is already a key component in the new commercial paradigm of real estate.”

    How does AVVI, Trivima’s Virtual Assistant for Real Estate Sales, work?

    AVVI is our flagship solution for the real estate sector: a multi-user virtual assistant designed to facilitate property sales. It’s an application that allows users to explore a home in real time through an immersive 3D virtual reality experience, while the sales agent guides them through the environment.

    The buyer can walk through rooms, customize finishes, see real views, compare orientations, check real-time unit availability, and get questions answered—all through a simple and attractive interface designed to turn the virtual visit into a purchasing decision.

    What specific benefits and functionalities does AVVI provide for the various players in real estate?

    For developers, AVVI is a powerful sales tool that accelerates decision-making, reduces pre-sales costs, and improves conversion rates. It allows projects to be showcased well before construction begins.

    For buyers, it’s a way to explore the home they want with complete freedom and realism, eliminating the uncertainty that often accompanies off-plan purchases.

    What sets your platform apart from other tech companies in the real estate sector?

    The proptech market is full of high-quality, specialized solutions. However, many focus on just one part of the process: renders, 360 tours, or a basic chatbot.

    Trivima’s difference is that we’ve built a complete solution. Our value proposition is based on specialization, customization, and user experience.

    Unlike more generic or static solutions, AVVI offers a fully interactive environment tailored to each development: it allows for finish customization, visualization of the actual surroundings, and multi-user interaction.

    We don’t just show a project—we let people live it firsthand. Additionally, we offer flexible, scalable solutions tailored to the specific needs of each client.

    What technological innovations make AVVI’s immersive experience possible?

    AVVI combines cutting-edge technologies, such as next-gen graphics engines, real-time rendering, and compatibility with multi-user virtual reality devices. This integration of design, technological innovation, and interactivity allows us to deliver an experience that goes far beyond a traditional virtual tour: it’s a realistic, shared simulation of the home-buying process.

    “The virtualization of housing doesn’t end with the sale.”

    What role does virtual architecture play in today’s property buying and selling process? How does it influence customer decision-making?

    Virtual architecture is already a key piece in the new commercial paradigm of real estate. It allows projects to be showcased before they physically exist, shortens sales cycles, builds buyer confidence, and delivers a richer, more emotional experience.

    For the customer, being able to walk through a home, see how the light enters the living room, or what the view is like from the terrace is not just a bonus—it’s a decisive factor. More than ever, selling is about creating emotion, and virtual architecture is the tool that connects product and emotion.

    The impact on the home-buying decision is threefold. First, it removes barriers to understanding: by allowing the client to “see”, “feel”, and “inhabit” the space, it eliminates the mental load of interpreting complex floor plans. The decision becomes more intuitive and confident.

    Second, it builds a spatial storytelling: it allows the developer to tell the story of the lifestyle being offered. It’s not just about square meters, but about imagining yourself having breakfast on a balcony with a view or enjoying the warmth of a family living room.

    Finally, it generates a future digital asset: the virtualization of the home doesn’t end with the sale. It can help the buyer plan furniture, make future renovations, or assist in building management—thus extending the value of the developer’s initial investment.

    What impact has AVVI had since its launch in 2024, both in the national and international markets?

    The launch has exceeded our expectations. In the national market, we’ve been adopted by leading developers like AEDAS Homes, who are seeking a real competitive advantage.

    We’ve recently made the leap into the international market, a step we’re very excited about. Although it’s still early to draw conclusions, the outlook points toward exponential growth.

    What challenges and goals do you foresee within the proptech ecosystem in the medium and long term?

    In the medium term, our goal is to consolidate AVVI’s presence in the national market and establish ourselves as a technological benchmark for the real estate sector. From there, we plan to scale our operations internationally. To achieve this, we will continue evolving and perfecting AVVI.

    In the long term, we aim to become the bridge between the digital and physical worlds in home buying and selling, offering increasingly accessible, integrated, and user-centered solutions. International expansion will remain a priority—always staying true to our core values.

  • PhotoILike: AI to Optimize Real Estate Listings

    PhotoILike: AI to Optimize Real Estate Listings

    In an increasingly competitive real estate market, artificial intelligence is transforming how properties are listed and optimized. We spoke with Manuel Pérez García, CEO and founder of PhotoILike, a startup born out of the research environment at the Universidade da Coruña, which has developed a pioneering solution to maximize the visual and commercial impact of real estate listings. Their system, unique in the market, can generate descriptions, sort images, and enhance photos in seconds—with measurable results in lead generation. In this interview, he tells us how the project started, the innovation behind it, and what’s coming next.

    Tell us briefly about your background and how the company came to be. What role did the Universidade da Coruña play in the project’s origins?

    PhotoILike was born from a group of leading researchers in artificial intelligence (AI) applied to creativity, led by Juan Romero, who was named Europe’s best AI researcher in 2021. Their aim was to contribute real products to society, beyond simply sharing their findings with the academic community. The university, along with institutions like the Xunta de Galicia and the Galician Innovation Agency (GAIN), supported the creation of this project through the Ignicia program. At that point, I joined the team to launch PhotoILike, bringing my experience in startup development and my background in finance.

    We designed the only AI system capable of measuring the commercial appeal of an image.

    What exactly is PhotoILike, and how does it improve the listing process in the real estate sector?

    Our app automatically generates optimized listings to attract the highest number of potential leads. Based on photos and some basic property data (location, square meters, number of rooms), we create the ideal listing: we enhance the images, arrange them in order, and write an engaging description.

    It’s an all-in-one solution powered by AI that turns basic photos into professional listings ready to be published in seconds.

    We also offer additional features, including automated home staging—a technology-driven technique that visually prepares a property for sale or rent without physical intervention. We also create content for appraisals and generate videos. Plus, we help automate various processes and workflows.

    A picture is worth a thousand words. What real impact does a well-chosen photo have on a property’s commercial performance?

    We’ve conducted A/B testing with major players in the Spanish real estate sector (portals, servicers, and agencies), as well as in countries like Mexico, Portugal, and Italy. These tests compare two versions of the same content to evaluate which performs better, allowing us to optimize lead generation effectively. In every case, our AI systems delivered improvements of over 20% in potential lead generation compared to listings created by industry professionals.

    In fact, our commercial strategy focuses on encouraging clients to try our product so they can see for themselves the boost in leads and visits we provide.

    “We designed the only AI system capable of measuring the commercial appeal of an image.”

    How does your AI work, and what kind of analysis does it perform on images?

    We use various automated systems to enhance images, generate text, extract information from each photo, and classify them, among other tasks. The commercial appeal score is based on an AI model that predicts the click-through rate each image will receive. This system was trained using over 1.5 million individual surveys conducted with people evaluating real estate photos. Given how fast the technology evolves, we are constantly updating and improving.

    How is PhotoILike different from other tech solutions available to real estate agencies?

    The key difference is that we support the entire listing creation process using intelligent technology. Thanks to our app, agents can generate a complete and optimized listing even before leaving the property after the first visit. Also, we are the only platform that can arrange the image order optimally, based on the actual impact each photo has. We are continuously evolving, improving, and adding new capabilities.

    What features stand out in your AutoAd system? How does it make daily work easier for agencies or portals?

    Our clients get better performance in both views and leads for their properties, and they gain access to more data, allowing them to make better-informed decisions. They can create content faster than their competitors—a big plus for agencies focused on rentals, as well as for servicers managing large portfolios of assets who need to publish listings quickly.

    We’ve also recently added a home staging module that provides examples of possible renovations or improvements for the property.

    “The use of our AI systems has led to more than 20% improvement in lead generation.”

    What measurable results have you observed after implementing PhotoILike in real estate campaigns?

    In all tests conducted by our clients, we’ve seen an increase in conversion rates from listing views to detail views, typically improving by 10% to 20%, based on comparisons with listings created by professional experts.

    Lead generation tends to increase by 35% to 45%, according to the same tests and always benchmarked against clients’ own original listings.

    Can you share a success story that shows the impact of your technology on the industry?

    Some of our major clients do not allow us to share their data publicly, but we can mention Vivienda2, a leading real estate agency in Madrid. This agency saw a 40% increase in average leads per listing after implementing our technology.

    What are your short- and medium-term expansion plans? Are you exploring other sectors or markets?

    Right now, we are focused on expanding our commercial reach across Europe and Latin America. We’ve developed specific solutions for vacation rentals and are adapting them for the hotel industry. The next vertical will be vehicles and the second-hand goods market in general. We’re also working on a new product for fashion and furniture, which we expect to launch in 2026.

    And of course, we want to keep growing in every way. Soon, we’ll announce a major strategic decision on our journey to becoming a leading player in AI-driven image solutions.

  • Analysis and outlook of the proptech market in Spain 2024

    Analysis and outlook of the proptech market in Spain 2024

    Proptech companies in Spain are positioning themselves as key players, reshaping the traditional model and setting the course for the future of the market. The real estate sector in the country is changing rapidly. The pressure to meet new expectations, streamline operations, and improve the customer experience is driving widespread adoption of technology.

    This is reflected in the report “Analysis and Outlook for the Proptech Market in Spain 2024”, produced by Solvia and TheFringe/LABS, which provides an in-depth analysis of this transformation. Among its key findings are the sustained growth in the number of tech companies, the increase in collaboration between traditional firms and startups, the consolidation of artificial intelligence as a key tool, and a growing demand for solutions that are both sustainable and efficient. All of this is happening in a landscape where consumer habits are shifting, and the sector must face challenges related to scalability and regulation.

    An Ever-Growing Ecosystem

    Proptech in Spain has experienced accelerated growth: in just four years, the number of startups has increased from 151 in 2020 to 562 in 2024. This momentum is largely due to these companies’ ability to improve operational efficiency in the sector, thanks to technologies such as artificial intelligence, machine learning, big data, and automation.

    Among the most notable applications are asset valuation, smart portfolio management, and immersive virtual tours, which reduce time and costs while improving the user experience.

    The study notes that 91.2% of these companies expect revenue growth this year, and nearly three out of four plan to expand their teams. In terms of business models, B2B dominates, followed by B2B2C and B2C. Although most companies generate less than €500,000 in annual revenue and operate with small teams, growth expectations are high. Their top priorities for 2024 include expanding products and services (64.7%), forming partnerships with traditional companies (47.1%), and securing funding (41.2%).

    Interest in real estate technology is also growing: 72.2% of companies, both startups and traditional, have noticed increased demand for these solutions. However, actual collaboration between both sectors is still limited. Only 6.9% of startups perceive clear interest from traditional firms, while most believe the interest is only moderate.

    The areas with the highest demand for technology are property management (over 64%), commercialization (58.8%), and valuation and analysis (ranging from 35% to 46%, depending on the type of company). Partnerships are growing: one-third of startups occasionally collaborate with corporates, and nearly half of traditional firms have some form of partnership with proptech startups.

    Efficiency, Data, and Technology as Growth Drivers

    Efficiency and cost reduction are the main drivers behind the adoption of proptech solutions, according to 79.2% of companies. Added to this are data availability and improvements in data analysis (54.2%), along with ongoing technological innovation (44.4%).

    When it comes to technologies, artificial intelligence and machine learning lead the way with 77.8%, followed by data analytics (58.3%) and process automation (51.4%). Technologies such as augmented reality (23.6%) and marketing tools (22.2%) are also gaining relevance, though to a lesser extent.

    On the other hand, although blockchain and IoT are not yet widely used, more and more companies are showing interest in them due to their potential to enhance security, traceability, and efficient management of real estate assets.

    More Demanding Consumers and a Better User Experience

    Changing consumer behavior is becoming a key catalyst for the growth of the proptech sector. More than 91% of companies report a significant shift in client demands, with a growing preference for more intuitive, personalized, and seamless digital experiences. The main improvements in user experience identified in the study include:

    • Greater integration of services into a single platform (38.9%)
    • Improvements in usability and navigation (30.6%)
    • Personalization (16.7%)

    This increasingly client-focused approach is pushing companies to rethink their processes and services to better adapt to the new digital reality.

    Sustainability Gains Ground

    Another area gaining momentum is sustainability. The study finds that interest in proptech solutions focused on energy efficiency and sustainability has increased over the past year: 73.7% of companies report growing demand in this area. However, only a small percentage believe proptech is currently playing a truly key role in this space, indicating significant room for further development.

    Other drivers of proptech growth include renewed interest from investors (20.8%) and large asset holders (18.1%), as well as the goal of reducing low-value repetitive tasks (1.4%).

    Looking Ahead

    In the near future, the most prominent trends point to greater collaboration between startups and traditional companies, increased adoption of emerging technologies, a renewed focus on sustainability and energy efficiency, and market consolidation through mergers and acquisitions.

    Nonetheless, the sector will also face significant challenges, as highlighted in the Solvia and TheFringe/LABS report. These include regulations and government policies, as well as issues related to scalability and market industrialization. Difficulties in client acquisition, competition with traditional firms, and macroeconomic uncertainty also remain part of the current landscape.

  • “Institutional investors seek diversification and efficient management”

    “Institutional investors seek diversification and efficient management”

    In this interview with Eduardo Barrantes, you’ll gain a deeper understanding of how Urbanitae supports its investors. He began his career at the company by assisting users who were discovering a new way to invest in real estate through our platform. Today, he is part of the Wealth team, the department specialized in supporting high-volume investors such as family offices and high-net-worth individuals. In this conversation, he tells us what day-to-day work looks like with these profiles, what they seek in Urbanitae, and what unique value our participatory financing model offers them. A conversation that provides insight into the work of one of the company’s key teams… and reveals that, in the end, all investors share the same motivation: to make their money work in a profitable, transparent, and efficient way.

    Tell us a bit about yourself: how did you end up at Urbanitae?

    My professional career began in the family business, where I had the opportunity to see from the inside how family structures think and operate. That stage was key to understanding not only the importance of family protocols and consensus-based decision-making but also how investments are approached from a multigenerational perspective, with a particular focus on wealth preservation and long-term planning. From there, my career led me to Urbanitae, where I’ve been able to combine that knowledge of the investment world with an innovative and highly professional model within the real estate sector.

    You started in Investor Relations, focusing on retail investors. What was that initial experience like with real estate investing?

    It was very enriching. Retail investors are often discovering for the first time the possibility of investing in real estate projects with accessible amounts, which naturally generates a lot of questions and curiosity. Serving this profile helped me understand how to communicate clearly and transparently, and most importantly, taught me the importance of building trust from the very first contact. Experiencing that initial exposure to real estate confirmed to me that we were working with a model that has great potential.

    Now you’re part of the Wealth department, where you work with larger-scale investors. What does your work in this area involve?

    My job is to support institutional investors, family offices, and private banking profiles who are seeking indirect and delegated real estate investment opportunities through Urbanitae. We offer personalized advice, present the projects that best align with their strategy, and help them optimize their investments from both financial and tax perspectives. It’s a close, long-term relationship based on mutual understanding and trust.

    “One of the main tax incentives for our larger investors is the 100% exemption from wealth tax and the 95% reduction in corporate tax.”

    What types of investors make up Urbanitae’s Wealth universe? What are they looking for when they come to you?

    We work with a diverse range of investors, from family business structures and family offices to institutional vehicles and private banking profiles. Each has its own investment logic, but they all share an interest in accessing solid real estate opportunities with a professional, well-structured approach. Urbanitae offers them an agile channel for diversification, providing access to deals that were historically reserved for developers or large players. They especially value the transparency, rigorous project analysis, and the possibility of maintaining a direct, personal relationship with our team.

    One of the advantages these investors have is access to tax benefits due to their investment volume. Can you briefly explain how that works?

    One of the main tax incentives for investors holding a significant stake in our projects is linked to the family business tax regime, regulated under the Wealth Tax Act (Law 19/1991, Art. 4), with relevant effects on corporate income tax, provided certain conditions are met.

    This regime allows, under specific conditions, the application of:

    • 100% exemption from Wealth Tax on the value of the stake held.
    • 95% reduction in Corporate Income Tax on dividends received, provided the recipient company holds at least a 5% stake in an entity engaged in real economic activity and maintains it for at least one year.

    Main requirements:

    • Minimum direct stake of 5%.
    • The entity must engage in real economic activity (excluding holding or asset management companies).
    • The investor or family group must carry out effective management functions within the company.

    “Retail investors tend to focus on the specific project. High-volume investors, on the other hand, look at the portfolio as a whole.”

    How does Urbanitae facilitate this? In operations where an investor exceeds 5% of the capital, we structure the investment through a company engaged in real economic activity. In addition, we facilitate the investor’s inclusion in the board of directors of the vehicle company, thereby enabling compliance with the legal requirements to benefit from this tax regime.

    In this way, our qualified investors can benefit from significant tax optimisation, both in terms of their wealth and the taxation of returns generated by the investment.

    In addition, it is increasingly common for these types of investors to use more sophisticated structures such as venture capital companies (SCRs) or vehicles with specific tax treatments, which offer not only wealth and inheritance tax advantages but also favorable treatment of capital gains and dividends.

    Ultimately, we tailor our structures and support to help investors optimize their investments within the existing legal framework—always guided by professionalism and transparency.

    From your experience, what sets large investors apart from crowd investors? Do they have different concerns or priorities?

    The main difference lies in the approach. Retail investors tend to focus on the specific project: the location, the type of development, the timeline. High-volume investors, on the other hand, typically look at the portfolio as a whole, at diversification, the recurrence of opportunities, and efficiency in management. That said, there is one thing that unites all profiles: the pursuit of profitability, transparency, and security. In that, there’s no difference.

    How do you see Urbanitae’s evolution since you joined?

    It’s been spectacular. When I joined, the company was already a benchmark in the real estate space, but in a very short time, we’ve grown in investor numbers, funding volume, and internal professionalism. What I value most is that this growth hasn’t come at the expense of closeness and personalized service, whether for retail or institutional investors. Urbanitae has managed to scale while staying true to its core values.

    And finally, what would you say to someone thinking about investing with Urbanitae for the first time—whether it’s €500 or €100,000?

    I’d say: take your time to understand how the model works, ask us any questions you may have, and start with whatever amount you’re comfortable with. Urbanitae is designed to give any type of investor access to quality projects, with transparent information and a team that supports them throughout the process. It doesn’t matter if you start small or with a significant amount—the key is to start well-informed, and that’s exactly what we’re here for.

  • inAtlas: geospatial intelligence for real estate

    inAtlas: geospatial intelligence for real estate

    In a sector as dependent on location as real estate, having accurate data and tools powered by geospatial intelligence makes all the difference. That’s why inAtlas was founded over a decade ago, with the mission of helping companies identify opportunities, assess risks, and plan with greater precision. We spoke with its CEO, Luis Falcón, about how the company has contributed to professionalizing territorial analysis and transforming decision-making in the Spanish real estate sector.

    How did inAtlas get started, and how have you contributed to revolutionizing the way companies make strategic decisions?

    inAtlas began its activity in 2010 with the goal of democratizing access to business intelligence tools and qualified data, highlighting the importance of the geospatial dimension in business. From the outset, we set out to change how organizations define their strategies—moving from intuition to data, with a geospatial perspective. Instead of relying solely on Excel or static reports, we offer a dynamic, visual, and territorial approach that enables our clients to see the potential of their business in every square meter of the country.

    Our revolution has been making complex information accessible and operational. Today we work with major operators, manufacturers, export entities, franchises, real estate agencies, insurance companies, and utilities, integrating big data into their expansion processes, location assessment, risk analysis, or commercial prospecting. We also work with public administrations seeking to enhance their diagnostic capabilities to plan more effective urban policies.

    How do you differ from other firms offering similar solutions?

    inAtlas combines three key differentiators. First, it offers territorial granularity down to the building entrance, including cadastral information. Second, it maintains a B2B market database, updated daily, containing over 3.5 million active businesses in Spain and 600 million globally across 200 countries and territories. It also includes 400 million customs operations and more than 150 variables on consumer profiles worldwide (B2C market). Finally, it features powerful geospatial functionalities that allow for instant cross-analysis, segmentation, and simulations.

    Additionally, we are a 100% SaaS (Software as a Service) company, with our own platform, no external technological dependencies, and a multidisciplinary team with both technical and business expertise. We work with data, yes—but also with the right questions: Where to invest? Where is there more risk? Where are my customers and those of my competitors?

    How is big data transforming real estate?

    Big data has enabled the real estate sector to move beyond generic approaches and toward hyperlocal decision-making. It’s no longer just about the location of an asset, but understanding everything behind each site: competition, demographics, income levels, consumption habits, mobility, or tourist pressure.

    Today, a developer or fund can anticipate an asset’s potential performance, assess a project’s feasibility, or calculate a location’s commercial appeal using real and up-to-date information. This transformation is creating a more professional, transparent, and efficient sector.

    It also helps address structural challenges. Cities face the task of balancing economic development with access to housing. This type of analysis enables more visionary planning, combining profitability with social cohesion—something essential if we want our cities to remain competitive and livable.

    “Big data has enabled the real estate sector to move beyond generic approaches.”

    In a market with so many information sources, how can we identify those that offer reliable data?

    Reliability comes from traceability and consistency. We work with verified official sources—such as the Cadastre, INE, Business Directory, and CNIG (National Geographic Institute)—which we then process and validate using our own models. What matters is not just having data, but understanding what it means, how it’s combined, and what it’s used for.

    Moreover, the ability to cross-reference different sources helps reduce errors and add depth. For example, a postal address may seem clear, but without precise georeferencing, it can lead to wrong decisions. We connect coordinates, income levels, property types, and economic activity to provide a reliable and actionable view.

    You recently launched GeoBiz, a tool that represents a turning point in real estate analysis. What are its functionalities?

    GeoBiz Real Estate is our most advanced SaaS solution for professional analysis. It allows users to visualize and compare locations based on socioeconomic, commercial, tourist, and housing indicators. Some of its key features include:

    • Automatic location assessment (heatmaps, scoring, reports)
    • Competitor analysis and commercial concentration
    • Potential demand estimates and customer segmentation
    • Integration with client-owned or third-party databases
    • Export of results via reports or APIs

    Its greatest strength is usability: with just a few clicks, you can make informed decisions without needing expertise in GIS (Geographic Information Systems) or statistics.

    “Various developers use GeoBiz Real Estate to identify properties and analyze the local real estate market.”

    Can you share a specific case where inAtlas tools made a significant impact?

    A recent case involves a restaurant chain that used our tools to redirect its expansion strategy post-pandemic. We analyzed their current network, competitors, post-COVID mobility, and new high-potential areas. The result? Within a year, they opened 12 new locations with average revenues 30% higher than their previous ones.

    Several developers use the sector-specific GeoBiz Real Estate tool both to identify properties and to analyze the real estate market around their assets. This helps them make accurate pricing decisions and find potential buyers.

    Another example is an insurance company that optimized its network of agents and reduced claims in high-risk areas using our geolocated risk scoring. The key lies in combining data with industry knowledge and agile decision-making.

    What challenges does a traditionally conservative sector like real estate face?

    The main challenge is the real digitization of processes—not just as a display, but as part of the decision-making core. Many companies still resist changing work methods that were effective in the past but are no longer competitive today.

    Another obstacle is data integration in collaborative environments: developers, investors, agencies, public administrations… Multiple types of information must be integrated and made to “speak” to each other. Lastly, there’s a training challenge: understanding what data is, how to interpret it, and how to turn it into value.

    We’re also at a point where the private and public sectors must align more than ever. Planning affordable housing, attracting talent, or revitalizing neighborhoods cannot be done without accurate data and cross-sector collaboration. Transformation means understanding the market—but also the social and urban environment in which it operates.

    What are your business expectations?

    inAtlas is in a phase of consolidation and growth. We’ve strengthened our positioning in nine sectors: real estate, retail, finance, import-export, tourism, insurance, industry, energy, and telecommunications. Additionally, we are expanding strategic alliances both in Spain and internationally.

    But beyond growth, our ambition is clear: to become the benchmark in business intelligence based on territorial logic, applied to decision-making. We want to help companies be more successful and cost-efficient, and help institutions plan better, reduce risks, and ultimately create smarter and more sustainable environments.

  • Gradual changes the rules of rent-to-own

    Gradual changes the rules of rent-to-own

    Gradual offers a fresh take on the traditional rent-to-own model. The future homeowner selects a property on the open market, and Gradual’s team of experts provides advice and support throughout the entire purchase process. An institutional investor buys the home and offers it to the client under the Gradual scheme, enabling flexible access to home ownership. The initial contribution is reduced to 5%, and buyers have up to 7 years to save and complete the purchase. Backed by the Pryconsa Group, Gradual is revolutionizing this market. Guillermo Estévez, the company’s CEO, explains in this interview why their proposal is a real alternative for thousands of people struggling to access homeownership.

    How and when did Gradual come about?

    In 2020, we were looking for a solution to the homeownership access problem, which already existed at that time and has worsened, just as we anticipated. This is an innovative proposal aimed at solving a serious social issue.

    Is your model designed to facilitate access to homeownership? How do you help more people become homeowners?

    By building total trust in the model. That’s key. Being part of Pryconsa—with 60 years of history and 75,000 homes delivered—is a solid guarantee. So is doing this with seriousness and industry knowledge. Our team brings a wealth of experience, particularly in real estate. I don’t believe this model works without leveraging that experience for the benefit of our clients. They’re buying a home—this is critical.

    The main change is attracting capital from institutional investors who are committed to helping solve this issue. We connect people who want to buy a home but are excluded from the traditional market with investors willing to purchase the property on their behalf. This enables us to offer a standardized, surprise-free rent-to-own model with all terms defined from day one. That certainty—knowing how the model will function over the next 7 years—is also crucial.

    One major barrier we remove is the high upfront cost of a traditional mortgage—typically around 30% of the home’s value (mortgage, taxes, fees). For a €200,000 apartment, you’d need €60,000 in savings, which is very difficult. With Gradual, the upfront payment is fixed at 5%—just €10,000 in this example. That changes everything.

    Gradual allows access to the chosen home—it’s not a closed portfolio, and properties don’t have to be from Pryconsa—savings of up to 30% on paid rent, and the opportunity to buy in a more financially secure position. It’s a highly favorable model for tenants/future buyers.

    What are the basic requirements to use your service?

    Interested clients must have a certain income level and financial stability. We conduct a strict financial scoring and assess their situation thoroughly. It wouldn’t make sense to accept people who, we believe, won’t be able to secure financing in the future. That wouldn’t be helping them. We filter out many applicants. This is part of the seriousness I mentioned.

    Regarding the property, we’ve achieved something innovative: the property pool is “open,” and any home for sale that meets certain criteria can be eligible. That’s a major change. A closed—even broad—property pool would limit matching opportunities. Interested clients select a home on the market, bring it to us, and we analyze everything together. We put all our real estate and financial expertise at their disposal.

    “We’ve achieved something innovative: the property pool is ‘open,’ and any home for sale that meets certain criteria can be eligible.”

    What kind of profiles are most interested in your rent-to-own model?

    We recently published the 1st Report on the Rent-to-Own Market in Spain. Some key findings: 47% of our clients are between 30 and 40 years old, and 30% are between 40 and 50. This indicates that people still have to wait a long time to access homeownership, even with our model.

    As for income, 36% earn between €1,500 and €2,500 net per month, and 26% between €2,500 and €3,500. There’s a “middle class” with income and stability, but still facing barriers to homeownership. Notably, 78% of applicants have an existing loan. That impacts financial scoring and financing viability. Our model can help ease that pressure over time.

    Also, 55% of applicants apply alone—which makes sense, as it’s harder to save for a mortgage solo, especially with rent expenses. Another 12% are separated or divorced. The model suits people based on age, income, and life circumstances.

    What advantages does Gradual Homes offer compared to other rent-to-own or traditional rental models?

    Compared to traditional renting, the biggest advantage is the discount—up to 30% of the rent paid during the contract period—applied at the time of purchase. Gradual not only allows access to a home but also lets tenants leverage a significant part of their rent. Other key benefits include the Gradual Flexibility Guarantee, the option to make small renovations, and the fact that, even as a “homeowner,” you don’t pay property tax, HOA fees, etc.

    Compared to other models, beyond the financial structure—which we’ve stayed true to—and its flexibility, one major advantage is the experience and expertise we provide, combining the strength of Pryconsa with the Gradual team. From the beginning, we’ve believed this model is the most appropriate, and we have deep knowledge of the market and of our clients to understand and support them. If I were buying a home, I’d do it with someone offering a long-term professional guarantee—since this is a relationship lasting up to 7 years. Few players can match the combined expertise of Pryconsa and Gradual.

    “Gradual thoroughly analyzes the client’s financial situation. That’s why the model is accurate and transparent from the start.”

    How does your Gradual Flexibility Guarantee work?

    Sometimes, unexpected life events can prevent clients from continuing with the rent-to-own plan. Staying true to Gradual’s mission—helping people access homeownership—we’ve created a system to address these situations, offering a 50% refund of the initial contribution in such cases. This is highly appreciated, as it provides peace of mind in a relationship that may last up to 7 years.

    What happens if the client ultimately decides not to purchase the home?

    They would forfeit the initial 5% contribution. That makes sense. The client chose the property and asked the institutional investor to buy it so they could access it through the Gradual model. There has to be a commitment on their part. However, we distinguish between a voluntary decision not to buy and an uncontrollable circumstance.

    The sole goal of the investor is for the tenant/future buyer to exercise their purchase option and fulfill their goal. Gradual thoroughly analyzes the client’s financial situation, which is why the model is accurate and transparent from the beginning.

    How has demand for this model evolved in recent years?

    Demand has grown significantly, even though we’re still in a niche. More people know about us, and trust builds as they see real cases of people already benefiting from Gradual. We receive over 400 leads per week. Many see this as a real, viable solution for their situation. Interest is high.

    Gradual has completed around 50 transactions (over €12 million in home purchases), mainly in the last two years. Our goal is to continue growing in the regions where we operate—Madrid, Valencia, Alicante, and Málaga. The need exists not only in major cities but also in many locations where access to housing remains a challenge.

  • habitacion.com: From Renting to Shared Co-Ownership

    habitacion.com: From Renting to Shared Co-Ownership

    habitacion.com has set the goal of turning tenants into real estate investors. Using the legal structure known as “proindiviso” and with the intermediation of this startup founded in 2023, several buyers come together to acquire a percentage of a property in which they also live. Students, executives, and digital nomads are some of the profiles that have participated in the 80 deals already closed. The forecast for 2025 is to reach 400 operations, and more than 21,000 people are already on the waiting list. This growth will be fueled by a recent €1.3 million funding round led by Demium Capital. Oriol Valls, co-founder and CEO of the company, explains in this interview the core of this revolutionary model.

    How did the idea for habitacion.com come about, and how does it help young people access homeownership?

    habitacion.com was created to bring the real estate sector closer to more people by making homeownership more accessible. We saw how most young people were unable to save, spending all their income on rent, and ending the month without owning anything. The idea to found habitacion.com came from our personal experience: we were both spending all our income renting a room and wanted to invest in real estate—but without having to buy a full property or take on a mortgage.

    habitacion.com makes homeownership accessible by turning rent into an investment. If a user pays €450 per month to rent a room, that’s €5,400 a year essentially lost. By buying a room, they can pay the same €450 per month but as an owner, generating equity. In five years, they could save over €20,000, for instance, if they decide to sell their share.

    What’s the process to register the ownership of an individual room?

    When you buy a room, you’re acquiring an undivided share of the property (proindiviso), meaning a percentage of it. This is the same legal structure used when a couple buys a home together: both purchase 50% in proindiviso (as registered in the Property Registry).

    “Our first rooms were booked in less than 48 hours, closing more than 80 transactions in the main cities of the country.”

    Registering ownership of a room follows the same legal process as any real estate transaction: a public deed of sale is signed before a notary and then submitted to the Property Registry. The registry records each co-owner’s ownership percentage.

    Are there legal risks in the model? What guarantees does habitacion.com offer buyers?

    We use the legal form of proindiviso, which has been part of Spanish law since 1880—it’s well-established and highly regulated. It’s also the most common way to acquire property in Spain, providing maximum legal strength to the habitacion.com model.

    At the same time as the public deed is signed, buyers sign a co-ownership agreement that protects each individual’s rights and interests and ensures compliance with current legislation.

    What sets habitacion.com apart from other housing access models?

    Our main differentiator is that we facilitate access to shared homeownership. Room-sharing is common, but it’s almost always tied to renting—never to ownership.

    How many rooms are you currently offering, and in which areas?

    Our first rooms were reserved in under 48 hours. We closed over 80 deals last year in major cities like Madrid, Barcelona, Valencia, and Granada. Currently, more than 21,000 people are on the waiting list, and we aim to reach 400 rooms by 2025.

    How do you manage the purchase process when the buyers don’t know each other?

    Before finalizing the sale of a property, we match compatible profiles based on lifestyle and living preferences. This process includes an affinity test and personalized interviews with all potential buyers, where we assess compatibility and expectations. We also ensure that all future cohabitants meet in advance and agree before the deal is formalized.

    “Our goal is to scale the platform to establish ourselves as leaders in the residential co-ownership market in Southern Europe.”

    Once the group is confirmed, a co-ownership agreement is signed regulating key aspects of shared living and property management. This includes legal compliance, protection of each owner’s rights and interests, use of common and private areas, house rules (e.g., standard cleaning services), and procedures in case of breaches or dissolution of the agreement.

    This framework ensures a safe, transparent, and sustainable co-living experience for all buyers.

    What are the most common buyer profiles?

    Young adults between 25 and 35 who are already sharing apartments and looking for a more stable, long-term alternative; parents of university students studying in big cities who prefer to invest in housing instead of losing money to rent over four or five years; executives and professionals who travel frequently and spend large amounts on temporary accommodations (Booking, Airbnb, etc.)—they can now have a fixed private room. We also see digital nomads who travel most of the year but want a stable base—like a room in Madrid. Finally, divorced individuals looking for flexible and affordable living solutions, and investors interested in a new way to generate returns in the real estate market.

    What role are other participatory models like Urbanitae’s playing in the real estate sector?

    Models like Urbanitae’s, based on collective investment, are transforming access to real estate investment. Their role is increasingly relevant because they democratize investing—allowing people without expertise or significant capital to invest in real estate projects with low minimum contributions. These participatory models also bring innovation to how real estate assets are financed, managed, and accessed, serving as a bridge between technology and citizen capital. In short, models like Urbanitae’s are playing a key role as drivers of change in the sector.

    What has been your biggest challenge so far?

    We have extremely high demand but limited supply. Today, we have a waiting list of over 21,000 people. Our main focus is rapidly expanding our room offering to meet this demand.

    What are your goals for the future?

    Our goal is to scale the platform and become the leading residential co-ownership provider in Southern Europe. We want to continue expanding our reach and help more and more people access homeownership.

  • “The future of real estate lies in technological innovation”

    “The future of real estate lies in technological innovation”

    When we talk about investments, safety is no longer just about risk level: technology has become a driving force that transforms how we protect and manage money. Ensuring that your money moves only through the right channels and without errors is another key aspect of investing with peace of mind—and at Urbanitae, we take it very seriously. That’s why we have our own robust and reliable technology platform. We spoke about this, and much more, with Daniel Barbero from Urbanitae’s Technology team.

    First of all, what is frontend and backend?

    One of the most common distinctions in software development is the separation between frontend and backend.

    On one hand, frontend refers to the part of the application that users directly interact with. It’s the graphical interface—what you see and interact with on a website or mobile app.

    On the other hand, the backend is responsible for business logic and data management. It’s what happens behind the scenes, which users can’t interact with directly, but it’s essential for everything to work correctly.

    Imagine you’re at a restaurant. The frontend is everything you see and interact with as a customer: the tables, the decor, the menu, the service. Everything that allows you to enjoy the dining experience.

    The backend, meanwhile, would be the kitchen and everything happening behind the doors: chefs cooking, orders being managed, ingredients in the fridge. You don’t see it, but it’s fundamental to your overall experience.

    How did you get into frontend development?

    I’ve always been into technology, computers, and especially video games. I initially started studying video game development, but I soon realized what truly fascinated me was programming and software development in general. So I shifted my focus, studied computer engineering, and specialized in frontend development.

    What does your role as a Frontend Architect involve?

    As a Frontend Architect, my job is to define and oversee the architecture of frontend applications, ensuring that they’re scalable, maintainable, and efficient. The applications must align with business goals and user experience standards. To achieve that, I coordinate with other teams like backend, design, and product to ensure smooth integration and an optimal user experience. I’m also responsible for researching and adopting new technologies to improve our tech stack and code quality.

    What technologies do you typically use?

    We use a variety of technologies in our frontend stack. Mainly, we work with React to build interactive and dynamic user interfaces. We also use TypeScript to improve code quality and facilitate long-term maintenance.

    A few years ago, talking about technology and real estate together might have seemed contradictory. After nearly four years at Urbanitae, how do you see it now?

    From my point of view, technology has always been a driver of change in all industries, and real estate is no exception. At Urbanitae, we’ve shown that technology can transform how people invest in this sector, making it more accessible and transparent.

    Digitization has allowed us to offer a robust and reliable platform where users can invest securely and easily. I believe the future of the real estate sector will always be closely tied to technological innovation as a key driver of progress.

    Everyone is talking about AI. How do you use it in your day-to-day work?

    It’s true that AI has come a long way in recent years and generated a lot of buzz. In our case, it’s not so much about large predictive models, but rather tools that help us automate processes and improve development efficiency.

    We’re also exploring how to use AI to enhance the user experience—for example, with recommendations or automated support. But always with a strong focus on user data security and privacy, which is something we take very seriously.

    What do you enjoy most about working at Urbanitae?

    What I value most about working at Urbanitae is the people and the tangible impact of our work. Being part of this project means contributing to transforming the way people invest in real estate, making it more accessible and transparent. The environment is dynamic, collaborative, and constantly brings new challenges, which encourages learning and professional growth. I feel fortunate to contribute to such a meaningful project alongside talented and committed people.