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.

  • Abad Grupo Inmobiliario: half a century transforming the real estate sector in the region of Murcia

    Abad Grupo Inmobiliario: half a century transforming the real estate sector in the region of Murcia

    From its beginnings as a family-owned real estate agency to becoming one of the most innovative firms in the Region of Murcia, Abad Grupo Inmobiliario has followed a path of steady growth. Leading the company with nearly half a century of history, Mar Abad—together with her two partners—has spearheaded this evolution with a human-centered approach focused on the client experience. ABAD promotes a comprehensive model, guiding buyers throughout the entire purchasing process while also offering added-value services such as legal and tax advice, as well as decoration recommendations, among others.

    With over four decades of experience, what evolution would you highlight from Abad Grupo Inmobiliario’s origins to today?

    It’s been almost fifty years of continuous evolution, but if I had to highlight one thing, I’d say the most important has been our ability to adapt without losing our essence. We started as a family-run agency, founded by my father. Today, we are three partners who have carried on his legacy with passion and determination. Over time, we’ve grown into the leading company in the real estate sector in Murcia. But what’s most rewarding is that we’ve maintained the same close, human, and personalized service that has always defined us.

    Our main achievement has been transforming from a traditional real estate agency into a modern, innovative company centered on the buyer experience. We’ve embraced emotional marketing, technology, and creativity.

    We’ve also built an extraordinary professional team that not only understands real estate but also shares our values. And that’s evident in every detail.

    In short, these years have been a true journey of transformation: from family-run to professional, from commercial to experiential, and from local to a point of reference—always with passion, innovation, and a strong commitment to people.

    Abad Grupo Inmobiliario follows a comprehensive model. What added value does this 360º approach bring to clients?

    For us, adopting a comprehensive model means guiding the buyer through the entire process—not just selling a house. We want clients to feel supported, advised, and cared for from the very beginning and even after the signing.

    This 360º approach adds enormous value, as it goes far beyond the traditional scope. It’s not just about showing homes, but also about solving legal and tax issues, advising on decoration, recommending trusted services, facilitating processes, and even inviting them to enjoy exclusive experiences through our ABAD Experience program.

    Clients truly value this, because they see us not as mere intermediaries, but as allies. They know they can trust our judgment, our team, and our network of collaborators. This builds a closer, longer-lasting, and trust-based relationship.

    Ultimately, this approach turns a real estate transaction into a complete experience—stress-free, with real support, and the peace of mind that they’re not alone during one of the most important moments of their lives.

    How is innovation and technology integrated into your processes and projects?

    Digitalization is an unstoppable trend across all sectors, and we are no exception. We have implemented a private online sales strategy that is positioning us as innovation leaders in the real estate sector. This allows us to attract a broader audience, particularly younger, tech-savvy buyers.

    Our goal is to invite clients and partners to enjoy a Premium digital access experience, with early information about certain properties and exclusive audiovisual content—such as Abad Series, tips, and recommendations. This strengthens our bond with them and fosters greater brand loyalty.

    These innovations also allow us to test the market before launching a property, shortening sales cycles because homes sell faster and at the right price.

    Murcia has become a magnet for those seeking a home or a secure investment

    What does today’s buyer want, and how is Abad Grupo Inmobiliario responding?

    Today’s clients are clearly less patient and better informed. Companies are expected to move faster—both in providing access to information and in customer service.

    The ability to conduct virtual tours, sign contracts digitally with full legal guarantees, and stay informed in real time about the status of their sale mandate has led real estate agencies to adapt swiftly and efficiently to the digital world.

    In a competitive market, speed is crucial. Thanks to our private online sales, clients have the advantage of being the first to discover and evaluate new investment or purchase opportunities. This allows them to make quicker, better-informed decisions with less competition.

    This early access to information, along with the exclusivity it offers, encourages users to register and become more committed to our agency. It not only improves their experience but also strengthens our relationship with them by offering meaningful added value.

    For us, it also enables better segmentation and understanding of our registered users. We can offer properties that better match their preferences and needs, improving sales efficiency and reducing the time properties stay on the market.

    What trends are currently shaping the real estate market in Spain and the Region of Murcia?

    The real estate market in Murcia shares many national trends, such as rising prices, a shortage of new housing, and growing demand pressure.

    Specifically, Murcia is experiencing a boom due to rising demand for both primary residences and holiday homes. The region has become a magnet for those seeking a home or a secure investment, thanks to its unmatched lifestyle, sunny climate, and competitive prices compared to other parts of Spain.

    We see a clear upward trend in housing prices in the region, which is also reflected in the number of real estate transactions. Demand significantly exceeds supply, especially in the city of Murcia and coastal areas.

    This imbalance is partly due to the scarcity of new housing, rising demand—driven by demographic growth and the revaluation of key areas—and new market trends such as rent-to-rent (leasing a property to sublet short-term with the owner’s consent) and flipping (buying an older property, renovating it, and reselling it).

    There is a need for public administration to address the challenges of land scarcity and affordable housing.

    What factors have led to this supply-demand imbalance, and what solutions could help balance the market?

    The lack of available land for new housing development is one of the main challenges facing the sector. The number of housing permits issued annually is clearly insufficient to meet current demand. Combined with rising construction costs, this drives up prices and makes it harder for large segments of the population—especially young people—to access housing.

    Public authorities must step in to address the challenges arising from land shortages and the need for affordable housing. Professionalization, technological innovation, and sustainability will remain key to success in the coming years.

    Additionally, industrialization in construction will help revitalize the sector, reducing its dependence on artisanal methods. There is currently a shortage of trades like carpenters, plumbers, and bricklayers. Industrialization would also promote greater female participation in the real estate market and reduce dependency on weather conditions.

    You recently received the Businesswoman of the Year award from OMEP. What does this award mean to you, to Abad Grupo Inmobiliario, and to the empowerment of women in the sector?

    This award is very special to me because it not only recognizes a career and body of work but also a way of understanding the real estate industry. The company was founded by my father, and we’ve continued and expanded his legacy. Personally, it’s a huge motivation to keep innovating, growing, and especially, breaking stereotypes.

    For the company, it’s a collective recognition. None of what we do would be possible without the team behind it—my sister, my brother-in-law, and all the people who have believed in this project from the beginning. It’s moving to see that hard work, passion, and a fresh approach are noticed and appreciated.

    And of course, this award also means a lot for all the women in the industry, because every time one of us is recognized, it opens the door for others. This award proves that leadership in our sector can be exercised differently—with empathy, innovation, and strong values. I hope it inspires more women to believe in their ideas, take charge of their projects, and lead in their own way. There’s still much to be done, but we’re on the right path.

    The sector has traditionally been male-dominated. What has your experience been as a woman leading Abad Grupo Inmobiliario, and what has changed over the years?

    It’s true that the real estate sector has traditionally been male-dominated. However, my experience as a woman leading a real estate firm has been above all one of growth and learning, while witnessing a profound societal shift.

    When I started, it was clear I often had to prove myself twice as hard just because I was a woman, as if earning respect required double the effort. But I think that also gave me the strength to do things my own way, without trying to mimic traditional leadership models. I saw it as an opportunity to break the mold and show that leadership can be different—empathetic, collaborative, and focused on creating value in broader terms.

    I believe women have brought a different sensitivity, a more holistic view of customer relationships, the value of human teams, and the power of emotional and experiential innovation. In our case, this translates into projects like ABAD Experience, where we don’t just sell homes—we create community, trust, and relationships. We focus on creating memorable moments for buyers, on attention to detail, and on humanizing the property buying process. That’s closely tied to a more feminine approach, though not exclusively.

    There’s still progress to be made, but today we’re no longer seen as an exception. More and more of us are making contributions to the sector. That’s something to be proud of—and it motivates me to keep opening doors for the women who come after us.

  • Jesthisa, from family developer to benchmark in the Henares Corridor

    Jesthisa, from family developer to benchmark in the Henares Corridor

    With over six decades of experience, 31 housing developments, more than four million square meters of developed land, and 211,141 square meters dedicated to industrial projects, Jesthisa has become a benchmark in the Henares Corridor. Founded in 1962 as Construcciones Jesús Esteban, the developer has grown with strategic vision, professionalizing every phase of the process and diversifying its activity into residential, industrial, and asset management sectors. With a strong commitment to sustainability, innovation, and close client relations, the company now strengthens its position and faces the future with a clear and ambitious roadmap.

    More than 60 years of experience is a long time. What milestones have been key in establishing Jesthisa in the real estate sector?

    Undoubtedly, the early years after the company’s founding were fundamental milestones in our journey, during a time when urban growth was beginning to take center stage in Spain. That first stage laid the foundations for what Jesthisa is today: a company focused on quality, integration, and the management of all processes, with a clear vision aimed at anticipating market demands.

    The second major milestone came in 2002 with the entry of the second generation and a name change. This transition marked a modernization of the business approach and a determined effort to professionalize each stage of the real estate process, from land acquisition and development to final delivery to the customer.

    Key moments also include the company’s move into new business areas such as managing asset-holding companies and diversifying into large-scale logistics developments.

    A final milestone can be seen in Jesthisa’s consolidation since 2020 as a benchmark in the Henares Corridor for developing large residential projects tailored to all types of clients. This has enabled us to broaden our horizons and focus more precisely on the market’s emerging needs.

    Throughout all these years, the key has been to remain true to our values while evolving without losing our essence.

    Let’s talk about the company’s business model. What advantages does integrated management from land acquisition to key delivery offer?

    Our business model is based on comprehensive management of the real estate process. Controlling the entire cycle—from land acquisition to design, construction, marketing, and final delivery—allows us to ensure very high quality standards and greater efficiency in costs and timelines.

    This approach also gives us great agility in responding to unforeseen events or market changes. It fosters smooth and personalized communication with our clients at every stage, generating trust and long-term loyalty.

    In short, this approach leads to better-conceived projects, greater added value, and a long-term vision.

    “We like to develop projects where there is a real community, with its own identity, and where we can make a meaningful contribution to the urban and social environment.”

    What role do medium-sized cities play in the future of the residential market?

    Medium-sized cities are gaining more and more prominence. They are experiencing significant growth thanks to improved infrastructure, digitalization, and a better quality of life compared to major cities. More affordable prices also make them very attractive destinations for young families and for people looking to work remotely from quieter locations.

    At Jesthisa, we have been committed to these environments for years because we firmly believe in their potential for sustainable growth. We like to develop projects where there is a real community, with its own identity, and where we can make a significant contribution to the urban and social environment.

    How has the buyer profile evolved in recent years, and how is Jesthisa adapting to these new demands?

    Today’s buyer is much more informed and demanding. They are looking for energy-efficient homes, with good communal spaces, connectivity, and architecture that fits their lifestyle. There is also greater environmental awareness and increasing interest in aspects like sustainability, self-sufficiency, and outdoor spaces.

    At Jesthisa, we have adapted our developments by incorporating self-consumption criteria from the design stage, low-impact materials, home automation, and energy efficiency solutions. We have also improved the buying experience through digital channels, show home visits, and customizable options for materials and finishes. All this translates into more professional and personalized service.

    Your developments emphasize sustainability, energy efficiency, and design. What trends stand out in this area, and how are they being applied?

    A clear trend is bioclimatic design, which aims to leverage natural resources to optimize indoor comfort and reduce energy consumption. The integration of renewable energy sources, such as solar panels, is becoming more common, along with the use of high-efficiency systems such as aerothermal and geothermal energy.

    What opportunities do you see in the current market, and which niches may have the greatest growth potential?

    In the current context, we see particularly attractive opportunities in the rental sector, with the Build to Rent segment gaining increasing importance. At the same time, new residential needs are emerging related to more flexible lifestyles, such as coliving and flexliving.

    Another interesting niche is that of international buyers, who value both construction quality and the natural and cultural environment offered by many of Spain’s medium-sized cities. For this reason, we are committed to continuing to develop projects that combine design, quality of life, and sustainability.

    Jesthisa also develops industrial projects with turnkey solutions. How does this business line fit into your overall strategy?

    The industrial line is a natural extension of our expertise in comprehensive project management. We apply our experience in urban planning, construction, and coordination to offer customized solutions to companies needing modern, efficient facilities tailored to their operations.

    Thanks to a turnkey approach, we ensure a high level of specialization and adherence to fixed timelines and budgets. Strategically, expanding our presence in these types of assets strengthens our position in the Henares Corridor.

    “Co-investment models, such as Urbanitae’s, democratize access to real estate investment and open new financing avenues for developers.”

    What advantages can co-investment models like Urbanitae’s bring to the development market?

    Co-investment models, such as Urbanitae’s, democratize access to real estate investment and open up new financing avenues for developers. These tools are very useful for risk diversification and for validating projects with an investor community that brings not just capital but also trust and visibility.

    For companies like ours, it can be an effective way to accelerate project development without giving up control over project management. It’s a win-win formula that will undoubtedly gain traction, especially as traditional financing channels become more restrictive.

    What new projects are on the horizon, and what are your main strategic objectives in the short and medium term?

    In the short term, we are focused on several residential developments within the Henares Corridor, particularly in cities like Guadalajara and Cabanillas del Campo, where we see strong growth potential due to their proximity to Madrid, economic dynamism, and high quality of life. At the same time, we are continuing to expand in the industrial sector, developing turnkey projects that respond to the growing demand for modern logistics spaces.

    In the medium term, our strategic goal is to consolidate the Jesthisa brand on a national level, expanding our presence in other key regions and strengthening our position in the center of the country. We want to continue growing sustainably without losing the personal touch and quality that have always defined us. And, of course, we will keep prioritizing innovation, sustainability, and partnerships with strategic allies who share our vision for a more efficient, humane, and responsible real estate development model.

  • “Proptech companies need to stand together”

    “Proptech companies need to stand together”

    Innomads is a proptech company founded seven years ago in the offices of the real estate services firm Forcadell, as part of a project launched in collaboration with nine other real estate agencies. At the time, proptech was experiencing significant growth, making it a key moment to bridge the gap between technology and real estate. Innomads emerged as a key ally for innovation in this market, but also as a space for networking and identifying trends. Leading the platform is Xenia Robert Abad, HUB Director, who shares more details in this interview about their work and the challenges the sector will face in the coming years.

    How did Innomads Proptech HUB come about, and what role does it play in the digital transformation of the real estate sector?

    Innomads was founded seven years ago in Forcadell’s offices. When proptech began to gain traction, Forcadell realized that sharing their knowledge of the technological side of real estate with other companies would be key to helping drive the proptech movement. They created a separate LLC, and their Innovation department became an independent company. Innomads plays a key role in the sector’s digital transformation by acting as a strategic connector between tech startups, corporations, and other players in the ecosystem.

    What sets the company apart from other hubs, and how does it support startups and corporations in proptech innovation and project development?

    We like to define Innomads along two distinct verticals, which complement each other. For all those SMEs and corporations that don’t want to or can’t afford an in-house R&D department, we act as their external innovation department. What sets us apart is that companies can join a group where conversations and advice naturally emerge… And even though they are competitors in the market, when it comes to innovation, they collaborate. Being part of Innomads gives them access to much more valuable and affordable proposals. In short, we are not just a networking space; we are a platform that identifies trends, advises on technology adoption, and helps companies effectively implement innovation. While many focus solely on the startup ecosystem, Innomads acts as a bridge between startups and large corporations, facilitating the integration of proptech solutions into established businesses.

    We also have the HUB side, where we stay up to date on everything happening in innovation and technology in the sector to identify companies that may be valuable for our members and our broader community of businesses, startups, and institutions in our database. In this area, Innomads also hosts webinars, shares news and events from different companies to increase their visibility, and spreads our knowledge through our podcast “Hablando con propiedad”, where Francesc Quintana and I interview KOLs and CEOs in the industry.

    “Innomads is not only an innovation HUB but also a catalyst for knowledge and technology”

    What resources and training does Innomads provide to boost companies’ competitiveness within the ecosystem?

    Innomads is not only an innovation HUB but also a knowledge and technology accelerator, offering key resources and training to help real estate companies adapt to the future and remain competitive. With curated and exclusive materials like in-depth reports on the latest innovations in proptech and real estate digitalization, trend analyses, pilot tests to trial new technologies before full-scale implementation, and weekly updates on valuable solutions from both strategic and operational perspectives, we’ve helped all our members optimize processes, reduce costs, increase profitability, and position themselves effectively in the market.

    One of the HUB’s roles is overseeing strategic reports. What kinds of reports are these, and how do you ensure they provide valuable insights to HUB members and clients?

    These reports serve as decision-making tools, helping members anticipate industry trends and opportunities, innovate their business models, and optimize their strategies within the proptech space. We create exclusive “bite-sized” reports for our members covering the sector, neighboring countries, and how technology is transforming those markets and ours—Spain. We adapt based on what our members need or what we believe will be most helpful to them.

    We recently released our 2025 Annual Trends Report. This report is full of valuable insights gathered throughout the year, based on events we’ve attended, news stories, and reports published by global institutions. We analyze and synthesize this information. The report covers the macroenvironment—what’s happening politically, economically, demographically, and within the industry—since all of this impacts the real estate sector. Then we delve into proptech, analyzing progress and major investment milestones, and finally present annual trends along with existing market solutions that address those trends. The report offers a clear view of what’s currently happening and what’s expected in the near-to-mid future.

    We also offer the report as a workshop format for different organizations—it’s not exclusive to members. Innomads maintains close contact with major players in the proptech space. That’s why we have strong relationships with industry players such as API Center, companies like CBRE, and we have a partnership with the Barcelona Finance HUB by Aticco, as well as other entities like CSIM and the Real Estate Services Cluster. Ultimately, we believe it’s better to collaborate and contribute together than to go it alone.

    Networking is essential for Innomads. How do you foster strategic relationships between startups, institutions, real estate companies, and other key players in the ecosystem?

    Our main goal is to stay up to date with what’s happening every day, and to do that, we either reach out directly to companies we’re interested in, or they contact us. Events are also key—not only attending and participating but also organizing them. One of our most effective formats is speed dating. We usually host one per year for our members, and it often leads to very interesting synergies. We also organize webinars with other companies on relevant topics, open for anyone to attend free of charge. They’re engaging and insightful.

    Female representation in your company is significant. How does this diversity impact innovation, company culture, and project development?

    It’s true that there aren’t many women in this sector, but their numbers are steadily growing—and we love to see it. In our specific case, two women lead the HUB: myself and my colleague Sofía Maragliano. We both believe that female presence at Innomads is not just a reflection of our values but a key part of how we innovate. Diversity—especially gender diversity—enriches the perspectives from which we tackle the sector’s challenges.

    “Diversity—especially gender diversity—enriches the perspectives from which we tackle the sector’s challenges”

    What are the main trends and key technologies shaping the future of proptech?

    Undoubtedly, and as everyone’s saying, Artificial Intelligence and sustainability are leading the way. AI has been around for years, but now we’re becoming more aware of how essential it is in our daily operations. At Innomads, we’ve noticed a huge surge in chatbot development. Companies are trying to integrate conversational AI into their systems, but we’re seeing efforts to move beyond simple bots that just guide you to an answer. The goal is to create assistants that can make calls, redirect them, and sound convincingly human. In this space, cybersecurity is also becoming very prominent. Other notable trends include asset tokenization and everything related to coworking, coliving, and flexliving. Lifestyles and needs are changing—and that’s being reflected in how we live.

    What projects or initiatives does Innomads have in the works to continue leading digitalization and transformation in the real estate sector?

    We want more companies to become part of the Innomads family so we can share what we all know with each other. We always aim to support startups, and lately, we’ve been focusing our efforts on finding ways to support those startups or projects that are just getting started—those that lack the necessary funding or haven’t fully fleshed out their ideas yet. We’re working on a new service to include in our offerings, designed with input from expert collaborators, to provide added value to our members and promote the growth of new, disruptive solutions in the sector.

    At Innomads, we’ll continue sharing our knowledge, and we want to leave everyone with a very important message: Companies that are part of the proptech sector must stay united, because we believe that change starts with us if we want to bring it to more traditional firms.

  • Orygen: transforming rural land into strategic assets

    Orygen: transforming rural land into strategic assets

    Founded in November 2022 by Costanza Pinto Bonomo (COO) and Victoria Hermida Esquitino (CEO), Orygen emerged from Demium’s incubator. Its purpose is to connect owners of unprofitable rural land with companies seeking land for project development. Landowners gain income from properties that were previously burdens thanks to the development of renewable energy projects, agriculture, carbon credit reforestation, or timber production. Companies, on the other hand, gain agile and transparent access to a traditionally opaque market with limited data. In just over two years, Orygen has already converted more than 75,000 hectares into productive and sustainable assets. Costanza Pinto shares the company’s story and the keys to the success of this highly innovative startup.

    Your slogan is “We transform land, we drive projects.” How is this dual mission put into practice?

    At Orygen, our mission is to give new life to rural land while facilitating the development of sustainable and profitable projects. This mission is carried out through two main pillars.

    On one hand, we focus on land transformation by connecting landowners with concrete opportunities to make their properties profitable. Through our technology, we analyze the potential of each piece of land and connect it to companies in markets such as renewable energy, agriculture, carbon credit reforestation, or timber production, among others. In doing so, we help unused land generate economic, social, and environmental value.

    On the other hand, we work with companies seeking land for their initiatives, offering them more agile and transparent access to the rural land market. In a traditionally opaque sector, Orygen provides data and analysis that facilitate decision-making and help more projects reach completion. Additionally, we offer a tailor-made service, mobilizing a network of brokers and collaborators across Spain to find land that matches each company’s needs precisely. Before presenting any opportunity to our clients, we conduct a detailed analysis, which not only speeds up the search process but also optimizes brokerage by ensuring that each plot of land has the potential for the required project development.

    In this way, our work not only optimizes land management but also contributes to the revitalization of rural areas and the growth of key industries for the ecological transition.

    The platform features a land analysis system. How does this tool work and who is it intended for?

    Our platform includes an advanced land analysis system that uses artificial intelligence, computer vision, and geospatial analysis to accurately assess the potential of each plot.

    Here’s how the system works: the tool processes our database, including technical and legal aspects such as climate conditions, protected areas, access, environmental features, slope, water availability, power lines, and many more. Thanks to AI algorithms and computer vision, we identify development opportunities and potential risks, determining the most profitable and sustainable uses for each piece of land. This gives our clients and landowners clear, detailed information on the real potential of each site.

    This analysis service is aimed at a wide range of clients, such as landowners looking for viable options to understand and monetize their land without selling it. It’s also useful for companies and investors needing reliable data to make strategic decisions about acquiring or leasing land. Brokers and industry agents also benefit, as they require precise and structured information to speed up land sales and purchases. Even public entities use the service to optimize territorial planning and promote more sustainable development.

    Our system not only reduces uncertainty in the land market, but also improves decision-making, helping channel resources toward projects that generate economic, social, and environmental impact.

    “We help landowners find new opportunities without the complexity of managing them on their own”.

    Many companies are looking to offset their carbon emissions. How do you work with these types of clients?

    Companies aiming to offset their carbon emissions are just one of the many industries we work with. At Orygen, we collaborate with a wide variety of sectors, including renewable energy, regenerative agriculture, the forestry market, glamping projects, and carbon and biodiversity credit companies.

    Our approach is always the same: unlock the potential of rural land. We have a portfolio of over 75,000 hectares across Spain and, if no land matches a client’s needs, we activate our “Ad-hoc Requests” tool. This system allows companies to precisely define the characteristics of the land they’re seeking (location, size, regulations, technical features, etc.). With this information, we mobilize our network of brokers and experts to identify land that fits those requirements.

    Before presenting any opportunity, we thoroughly analyze each plot to ensure it matches the client’s needs, thus optimizing the negotiation process and accelerating the connection between supply and demand. With this model, we not only enable the development of sustainable and profitable projects, but also help landowners find new opportunities without the complexity of managing them on their own.

    You’ve already transformed more than 75,000 hectares of rural land. What are the biggest challenges you face in carrying out these transformations?

    Despite our success, transforming rural land into productive and sustainable assets comes with key challenges. One is the complexity of accessing data, as Spain’s land market lacks centralized and accessible information. At Orygen, we are compiling and structuring previously unavailable data to reduce uncertainty and facilitate decision-making. Another challenge is legal and regulatory barriers, as land-use laws are complex and can determine a project’s viability. A plot may have enormous potential, but if it’s under environmental protection laws, it’s automatically ruled out for many initiatives. We also face issues with the opacity and disorganization of the market, with many owners lacking proper land registration or key documents, such as those proving water access. This not only slows down transactions but also reflects a deep-rooted mindset: many avoid regularizing their land because they associate it with extra costs without seeing the real benefit.

    Ultimately, our biggest challenge is changing the landowners’ mindset — helping them see their land not as a burden but as an opportunity to generate value, an asset. Orygen brings transparency, technology, and concrete solutions so they can profit from their land sustainably, without lack of information or time being an obstacle.

    What kind of solutions does Orygen offer to owners of large plots that are already in use?

    At Orygen, we identify opportunities that landowners may not have considered. Most are specialized in a single activity, like olive growing, wine production, or renewable energy. However, the true potential of their land lies in diversification and creating multiple income streams.

    For instance, if a plot already has olive trees, why not certify the CO₂ absorbed by those trees to generate extra income? At the same time, a water credit project could be integrated, allowing a complete irrigation system upgrade at no cost to the owner, resulting in significant savings. Moreover, in that unused two-hectare area at the back of the property, a glamping project could be set up, creating a new revenue stream without impacting the main activity. The possibilities are immense, and the only reason many of them don’t materialize is because owners lack the time or resources to identify them. At Orygen, we take care of this for them, ensuring that every square meter of their land works in their favor as efficiently and profitably as possible.

    “Our system optimizes decision-making, helping to channel resources into projects that generate economic, social, and environmental impact”.

    Among all the projects you’ve carried out, is there one you’re especially proud of?

    If we had to pick one, it would probably be the first, as it marked the beginning of our mission. It happened in Pego, Alicante, with a small 1.5-hectare plot. The owner contacted us without a clear plan, just with the desire to do something useful with land that had been unused for years. We analyzed its potential and gave it a new purpose: a reforestation with native and profitable species adapted to the local ecosystem. We connected him with a company that was looking for exactly that type of land for a project. Today, that plot is no longer forgotten space — it’s an example of how, with the right strategy, any property can regain its value and contribute to the environment. Regardless of the project’s size, for us it symbolized something much bigger: the first plot with a new purpose thanks to Orygen.

    What are the main challenges you foresee in the near future?

    Our goal is to continue scaling Orygen’s impact, not just in Spain but around the world, and to do that, we face several key challenges, such as expanding our land network and improving data accessibility. There are still millions of underutilized hectares in Spain, and our challenge is to reach more landowners, offering them even more solutions to make their land profitable.

    At the same time, we continue working on collecting and analyzing data to make the rural land market more transparent and efficient, while democratizing access to information for landowners. Another challenge is consolidating our “Requests” model. We want to refine and scale this tool so that more companies can find exactly the land they need in an agile and structured way. This means strengthening our broker network and streamlining the land search and validation process even more. We’re also promoting new monetization opportunities for landowners. From carbon and biodiversity credits to rural tourism or regenerative agriculture projects, there are many ways to generate income from land. We aim to keep identifying and developing new opportunities that allow landowners to diversify their income sources and maximize land value.

    Finally, we want to break mental barriers in the sector, since one of the biggest challenges remains shifting landowners’ perception of their property. Many still view their land as a burden, when in fact, it can become a strategic asset. We want to keep driving this change, proving through action that there are real and profitable solutions for every piece of land.

    As we grow, our mission remains the same: transform land and connect opportunities, creating a positive impact for landowners, companies, and the environment.

  • SeniorExpert: how to make your home finance your retirement

    SeniorExpert: how to make your home finance your retirement

    The population pyramid is reversing. Low birth rates are narrowing the base while the top, where those over 65 are, is expanding. The duration of retirement is also increasing, along with concerns about maintaining financial well-being during this period. The home, where many Spaniards have their savings tied up, allows them to obtain liquidity without giving up ownership or usage through options such as reverse mortgages, bare ownership, life annuities… We discuss all this in this interview with Lupina Iturriaga, co-founder and CEO of the fintech SeniorExpert, an independent financial advisor specializing in retirement solutions.

    Financial security before and during retirement is a growing concern for more and more citizens, and this is the starting point for SeniorExpert.

    SeniorExpert is an independent financial advisor specializing in retirement solutions. We support our clients in making strategic decisions about investment, savings, and financial management in general, offering personalized recommendations based on their life stage and assisting them through implementation.

    That’s why we operate on two fronts. On one hand, we provide financial advice to all individuals, regardless of their wealth. On the other, we help those over 64 obtain economic liquidity using their home’s value, without having to give up living in it.

    Our independence is the key differentiator compared to other companies offering similar services. We don’t “push” predefined products; instead, we analyze each person’s specific circumstances to offer only what best suits them.

    We know that our recommendations and ongoing support throughout the process can improve quality of life in retirement. It doesn’t matter if you’re 45, 55, or already retired. The guidance of an independent advisor is essential to ensure you are organizing your finances well or identifying areas for improvement. We spend a lot of time working—why not dedicate time to making our money work better for us?

    It is estimated that by 2040, 14 million people in Spain will be over 65. SeniorExpert focuses on housing solutions so that retirees can maintain the lifestyle they desire. What is your proposal?

    Seventy percent of retirees rely solely on pension income, and 65% receive less than €1,300 per month. Transitioning from employment to retirement involves changes, one of which is a loss of purchasing power. However, many expenses remain during this new stage—whether for enjoying leisure time, helping family members, or securing support in advanced age.

    One of the services SeniorExpert offers is advising on solutions that convert a home’s value into liquidity, with the unique feature that the owner does not have to give up ownership and can even continue living there. Among the alternatives to generate additional income are reverse mortgages, bare ownership, reverse housing, real estate life annuities, and sale with guaranteed rent. Each responds to a different need. Our goal is to maximize savings accumulated in the home and convert it into money.

    When someone turns to SeniorExpert for these solutions, we first conduct a comparative analysis of all available options. We then explain the implications of the different alternatives for the homeowner and their family, both in the short and long term. It’s important to note that there are many entities, and the same product differs from one to another. That’s why it’s crucial to study each individual’s needs and financial situation. SeniorExpert experts are involved in all stages, from analysis and documentation management to finalizing the process with a notary. Our commitment is to simplify the process and ensure everything is done transparently.

    From an expert perspective, which of these products is the most interesting for obtaining liquidity?

    There is no one-size-fits-all solution. The choice between options depends on individual priorities, expectations, and circumstances. For example, a reverse mortgage works the opposite of a regular one: the bank advances the home’s value to the owner—either as a lump sum or, more commonly, in monthly installments—and the loan amount increases over time until the borrower’s passing.

    With the sale of bare ownership, the owner sells the title but retains the right to live in the home for life. The reverse housing model also involves a transfer, but the owner simultaneously becomes a lifetime tenant. With real estate life annuities, the bare ownership is transferred while retaining usage rights, and periodic income is received until death, at which point the buyer takes possession of the property.

    Choosing the right alternative depends on factors such as economic and family situation, life expectancy, and preferences regarding residence. Liquidity amounts also vary based on factors such as the owner’s age and the home’s value.

    The advantage of evaluating the best option with SeniorExpert is that we accompany the client through every step, providing real and transparent advice so that they fully understand the consequences of each option, both now and in the future.

    What kind of clients turn to SeniorExpert for these services?

    In financial planning, we serve clients of all ages, generally from 45 and up. Some seek us out due to a major life event, such as job loss or divorce, while others come because they recognize the importance of planning for the future or are nearing retirement and unsure if they’re managing their finances correctly.

    For housing solutions, retirees, their children, or other relatives contact us to explore how they can leverage their home to generate extra income to supplement their pension and ensure financial stability.

    Our goal is to maximize savings accumulated in the home and turn it into liquidity.

    We must remember that 80% of people in this age group have their savings tied up in a home, but they prefer not to give it up or change their routine. They come to us after discussing options with their close circle but need expert, independent, and trustworthy advice. The SeniorExpert team provides full support from start to finish.

    The process begins with a free comparative study, analyzing available housing liquidity options. From there, we offer completely impartial advice, explaining the benefits and trade-offs of each model. This empowers clients to make informed decisions with greater confidence. Once a decision is made, SeniorExpert guides them through the entire process, from documentation to the notary signing and registration. Our fees depend on successful outcomes—clients only pay if the transaction is completed. It’s important to note that not everyone is eligible for these solutions.

    Many of these methods for generating income from home equity have existed for some time, but they are now experiencing greater growth, correct?

    Unlike buying property, the decision to obtain liquidity from a home through these methods is usually made once in a lifetime. Therefore, most people first consult their close network before seeking professional advice. This second phase can take time because, given the significance of the transaction, it’s crucial to identify, analyze, compare, and evaluate the best options.

    This is where SeniorExpert comes in, offering efficiency, transparency, and independence throughout the process. Users can reach us via our website or by phone, and from the very first moment, they are assigned an advisor. We conduct a free comparative study and provide all necessary information and analysis so that clients can make the most informed decision.

    How does SeniorExpert work with those who want to plan ahead and not wait until retirement?

    We also offer financial planning advice for those still working or already retired, helping them optimize their savings and investments or maximize their overall wealth to ensure a secure retirement and well-managed financial legacy.

    Throughout life, we make many critical financial decisions, such as buying or selling a home. In these moments, it’s natural to wonder whether we can afford it or if we are choosing the best option.

    It’s clear that we must find alternatives to complement the current pension system, which is already under pressure.

    SeniorExpert supports clients through all these processes. We work with individuals of all wealth levels because what matters is not how much you have but how well you manage it. Every financial decision—investing, selling, buying— involves significant sums of money, so it’s worth optimizing to the fullest.

    Ultimately, we help our clients make strategic decisions about investment, savings, and financial management while guiding them through execution.

    In many cases, people don’t realize the long-term impact of small adjustments in their investment strategy. For example, a 7% return on a €100,000 investment over 30 years results in €761,226. If the return is 6%, that figure drops to €574,349. The good news is that with minor strategy and cost adjustments, significant improvements can be achieved without adding risk.

    How does SeniorExpert foresee the evolution of financial solutions related to housing?

    Spain’s demographic pyramid is reversing, with an increasing number of people over 65. Adding longer life expectancy to the equation, it’s clear that we need to find alternatives to support the current pension system, which is already under strain. Those currently aged 45-60 may need to finance 25-40 years post-retirement. There is a real possibility that the existing model will weaken, and more people are becoming concerned about retiring with financial security and peace of mind.

  • Wolo: The real concern for property owners is ‘tenant squatting’

    Wolo: The real concern for property owners is ‘tenant squatting’

    Wolo, a platform founded by Oriol Sanleandro and Jordi Cucala, with the support of the investment group 101 Ventures, has established itself as one of the leading companies in the long-term rental market in Spain. With a clear focus on digitizing processes and customer service, the company aims to offer innovative solutions for property owners and tenants. After gaining experience in sectors such as mobility (Cabify) and food delivery (Take Eat Easy), Oriol Sanleandro, CEO of the platform, has brought his expertise to the real estate sector to transform the rental experience in the country. In this interview, he shares Wolo’s vision, its proposal, and insights on the sector’s current challenges and key factors for its evolution.

    After your experience in the mobility sector with Cabify and in food delivery with Take Eat Easy, you moved into the real estate sector. What differences did you find in this industry, and what attracted you to this change?

    Moving into the real estate sector was a natural evolution in my entrepreneurial journey. At Cabify and Take Eat Easy, I discovered the power of technology to transform traditional industries, and in real estate, I saw a similar opportunity. While digitalization had already begun revolutionizing business models in mobility and food delivery, I found a highly fragmented market here, where operations were scattered and still relied on manual, inefficient processes.

    What attracted me to this change was the opportunity to apply everything I had learned in Silicon Valley and in my previous experiences to develop a platform that simplifies and enhances the user experience, optimizing all processes involved in renting a property. At Wolo, we have successfully combined advanced technology with a strong customer service orientation, offering solutions that not only streamline the process but also build trust and security for both parties.

    What sets Wolo apart from other platforms, both in terms of technology and the additional services provided to tenants and property owners?

    Our value proposition is clear: we eliminate the uncertainty of renting for both property owners and tenants. We achieve this by combining technology with a comprehensive service model. We digitize the entire selection, contracting, and payment guarantee process, ensuring speed and transparency. However, what truly defines us is how we enhance human expertise with technology: behind every contract, there is a professional team overseeing every detail, from tenant selection to handling issues, backed by technological tools that multiply efficiency.

    For property owners, the key difference is how we align interests. With our Guaranteed Rental service, we not only assume the risk of non-payment, but we become strategic partners: if the tenant doesn’t pay, we do. This forces us to be rigorous in selection, using predictive algorithms and thorough verifications, because our success depends on theirs. Unlike a traditional real estate agency, which charges for finding a tenant and then disengages, or a non-payment insurance that acts reactively, at Wolo, we work proactively to prevent problems from the start.

    After closing the €1.5 million investment round in 2024, what specific projects have already benefited from this capital? How has it helped drive the company’s growth and expansion?

    The capital injection has been a real catalyst for our growth. With the €1.5 million investment, we have strengthened our technological infrastructure, allowing us to optimize and expand our platform with new functionalities that improve both user experience and contract and property management efficiency. Additionally, we have strengthened our team of real estate advisors and customer service specialists, leading to a more personalized and approachable service.

    Thanks to this capital, we have accelerated our expansion, now operating nationwide, and have launched new services and business lines, solidifying our market position. All of this reflects the excellent momentum we are experiencing, though we recognize there is still a long way to go.

    The long-term rental market is undergoing significant changes, with increasing demand and limited supply in certain areas. How does Wolo view the current situation, and what solutions do you propose to address these challenges?

    The current state of the long-term rental market in Spain is, unfortunately, the result of poorly designed public policies that have prioritized votes over rigorous analysis and effective solutions.

    When a market is intervened without understanding its structural dynamics, the effects are often the opposite of what was intended. Price controls and certain modifications to the Urban Leases Law (LAU) have had a perverse effect: instead of protecting tenants, they have drastically reduced the available supply and driven up prices in high-demand areas. Unfortunately, this is no surprise. Industry experts had already warned about it, and it is a phenomenon observed in Catalonia with its 2020 Urban Leasing Law, as well as in countries like Germany or Sweden, where rent controls ultimately drove small property owners away, negatively impacting both supply and prices.

    At Wolo, we believe that the solution is not to demonize property owners, most of whom are families who rely on rental income for their retirement or future savings, but rather to incentivize supply intelligently. To achieve this, we consider regulatory and tax stability crucial, which means offering tax incentives to those who rent out properties long-term, especially small landlords. A successful example is Portugal, which increased its rental supply by 15% after exempting low-income rental properties in high-demand areas from taxation.

    It is also essential to ensure real and not just theoretical protection by establishing agile mechanisms to resolve conflicts, such as “inquiokupación,” and by safeguarding the rights of both parties. Additionally, supporting renovation efforts by linking public aid to property maintenance and improvements would benefit tenants, landlords, and the overall housing market.

    “The current state of the long-term rental market in Spain is the result of poorly designed public policies.”

    At the same time, it is urgent to learn from international success cases. In Argentina, after lifting restrictive regulations in 2022, the rental market rebounded with a 20% increase in supply in just six months. In Ireland, REITs (real estate investment trusts), with tax benefits tied to long-term contracts, have partially balanced demand in Dublin.

    At Wolo, we strive to be part of the solution. Our Guaranteed Rental model not only protects property owners from non-payment but also restores their confidence to put their properties on the market. Restoring balance will not be quick, but it is possible if policies are based on evidence rather than ideology. In the meantime, we will continue demonstrating that when incentives are aligned and technology is combined with common sense, complex problems have realistic solutions.

    Does Wolo offer any guarantees to property owners in terms of contract compliance and protection against illegal occupation? Is there a tenant selection process to help prevent such issues?

    The real concern for property owners is not so much illegal occupation but tenant squatting. This term refers to tenants who, after signing a legal contract, stop paying rent and, due to slow judicial processes and excessive tenant protections, can remain in the property for over 20 months without paying. In many cases, the owner is forced to maintain utility payments and may even continue paying the mortgage, facing absurd and frustrating situations. On top of this, such tenants often cause significant property damage.

    To tackle this issue, we have implemented a rigorous tenant selection process using advanced scoring and risk analysis systems to ensure the best profiles are chosen. And if, despite all these precautions, a non-payment occurs, our Guaranteed Rental service ensures the owner receives timely rent payments indefinitely until they regain possession of the property. Additionally, we cover legal expenses, potential property damage, and handle all communication and negotiation with tenants, providing total peace of mind to our clients.

    “We are developing systems that speed up tenant selection and improve rental predictability.”

    Experts point out that the supply of long-term rentals in Spain has been steadily decreasing over the past three and a half years, while seasonal rentals have significantly increased. How does this trend affect Wolo’s business model?

    We have closely followed the growing trend of temporary rentals and room rentals, but in our view, this phenomenon is more of a response to circumvent the restrictions imposed by recent LAU modifications than a real market demand.

    For this reason, we remain committed to the long-term rental model. With the right policies in place, this segment will not only recover but also grow, aligning with the levels of more housing-advanced European countries.

    Looking ahead, what are Wolo’s next steps in terms of expansion or new service developments? Any short- or medium-term updates?

    Our future focus is on automation and scalability. We are developing AI-powered systems to optimize tenant selection and improve rental predictability.

    These initiatives ensure that Wolo continues to be a benchmark in the long-term rental market.

  • Flaternity: coliving solutions for students and young professionals

    Flaternity: coliving solutions for students and young professionals

    Flaternity offers coliving solutions by adapting large and outdated properties to create functional and high-quality spaces. The company, led by Colombian entrepreneurs Esteban Molina and Daniel Bayona, was founded to address the growing demand for temporary housing among Erasmus students and young professionals. In this interview, Daniel Bayona, Chief Strategy Officer (CSO) of Flaternity, shares insights on the solutions they offer to tenants and property owners, their expansion plans in new cities like Madrid, Málaga, and Granada, and the impact of seasonal rental regulations. He also discusses how Flaternity aims to further consolidate its presence in the real estate market in 2025.

    After arriving in Barcelona as a student, you decided to found Flaternity with Esteban Molina. What led you to take that step?

    Esteban Molina, CEO and co-founder of Flaternity, arrived in Barcelona in 2014 to study finance, while I came in 2015 to pursue my MBA. At that time, we experienced firsthand the difficulties both students and short-term residents faced when trying to find a room or an apartment.

    The barriers to entry were quite high: real estate agencies required extensive documentation, and many students coming for their master’s degrees—some of which lasted only nine months—were reluctant to furnish an apartment for such a short period.

    This situation persisted in the following years, and we saw it repeatedly as more friends from South America and other countries arrived. We realized there was a gap in the market for a solution that genuinely met the needs of people staying for limited periods.

    “The main challenge Erasmus students and young professionals face is the temporary nature of their stays.”

    Flaternity focuses on offering coliving spaces for Erasmus students and young professionals. What are the main challenges this group faces when looking for housing, and how does Flaternity address them?

    The main issue Erasmus students and young professionals encounter is the temporary nature of their stays. At Flaternity, we house many Erasmus students who come to Barcelona for three, six, or, in some cases, nine months. This is where solutions like ours can provide real value.

    Students have access to fully furnished rooms with all utilities included (water, electricity, Wi-Fi, and, in some cases, gas). Additionally, they benefit from a dedicated maintenance and cleaning team, available to assist with any issues during their stay.

    These solutions not only enhance their experience in the city but also increase the value of their stay.

    Flaternity focuses on large apartments in need of renovation to create functional living spaces. Why do you choose this type of property, and what value do they provide for both owners and tenants?

    We believe that the real estate sector must adapt to the new lifestyles of younger generations. As a result, many large apartments in city centers that require renovations are no longer attractive to new families. This is where we, as an operator, can add significant value to property owners.

    We look for apartments to lease and, in some cases, purchase, to renovate them and create what we call “coliving apartments”—optimized spaces for shared living. For example, in an apartment that previously had a 40-square-meter living room, we can redistribute the space to add an extra bedroom while maintaining a 20-square-meter common area.

    Our value proposition for property owners is particularly compelling because Flaternity signs the lease agreements, handles the renovations, and manages the property throughout the lease period. We also invest in renovations, ranging from €20,000 to €100,000, ensuring that property owners achieve higher returns without having to manage the property themselves.

    Ultimately, it’s a win-win situation: owners find a profitable use for properties that would otherwise remain obsolete, and tenants gain access to well-equipped rooms in a city with high demand for temporary housing.

    What kind of renovations does Flaternity carry out, and how do you adapt properties to create functional and attractive spaces for tenants?

    At Flaternity, we carry out both full-scale renovations and targeted improvements in kitchens and bathrooms. Our primary goal is to optimize the layout of the apartment and renovate it to meet all necessary living and comfort standards.

    Additionally, we are currently working on two commercial property conversions, transforming them into residential units. In total, we are converting 360 square meters of office space into 19 rooms to meet the growing demand for temporary student accommodation in Barcelona.

    Last year, Flaternity advised an investment group on purchasing properties to generate returns. How is this collaboration model structured, and what benefits do both parties gain from these agreements?

    Last year, we closed a deal with an investment group to purchase our first apartment in Barcelona, and this year, we have acquired two more. The value proposition for the investment fund is based on acquiring properties that have remained vacant and on the market for several months and converting them into coliving apartments.

    As mentioned earlier, the real estate sector must adapt to modern lifestyle trends. More and more young professionals and remote workers are looking for temporary housing solutions. This makes apartments of 160 square meters or larger particularly attractive to real estate investors.

    The business model works as follows: Flaternity operates the assets, while the investment fund acquires centrally located apartments with potential for renovation. Flaternity then takes care of refurbishing, furnishing, and transforming them into coliving spaces.

    At Flaternity, we guide our investors throughout the entire process: from property scouting and financial structuring to documentation management, including both purchase and renovation phases.

    “Property owners find a profitable solution for previously obsolete apartments, while tenants access well-equipped rooms in a city with high demand for temporary housing.”

    Seasonal or mid-term rental regulations have recently been a challenge in Catalonia, with a decree law being approved and subsequently overturned. How would such regulations affect Flaternity, and how should this sector be regulated, in your opinion?

    Coliving falls within a broader real estate trend known as flex living, and we acknowledge that, at some point, it will need regulation. Ideally, this would be done with input from a group of real estate experts who understand the benefits that flex living brings to cities. However, what we believe is truly necessary is combating illegal practices.

    Municipalities should focus more on addressing illegal tourist rentals and ensuring that all rental spaces meet proper housing standards. That’s where most of the regulatory efforts should be directed. While a well-structured regulatory framework will eventually be needed for the flex living sector, in the short term, the priority should be tackling the widespread illegal activity within the market.

    Flaternity currently operates in Barcelona and Valencia but plans to expand to cities like Madrid, Málaga, and Granada. What factors do you consider when selecting new cities for expansion, and what are your forecasts and next steps for 2025?

    In 2025, we aim to consolidate our brand and the expansion we’re experiencing in Barcelona during the first half of the year, with the goal of closing the year with our first coliving building in the city. Last year, we launched our first rooms in Valencia, a location with tremendous potential due to its large student population. We also see significant opportunities in cities like Madrid, Málaga, and Granada.

    Since our focus is on Erasmus students and professionals coming to Spain, many of our expansion decisions are based on available data regarding the mobility of these groups.

  • Silk Pay: The loyalty and payment program for tenants and property owners

    Silk Pay: The loyalty and payment program for tenants and property owners

    Silk was born with a clear vision: to transform renting, traditionally seen as a mere expense, into an opportunity to create value for both tenants and property owners. Through its payment gateway, the platform automates collections and connects them directly to an innovative loyalty program. Every time a tenant pays rent on time or shops within the network of partner brands, they earn points redeemable for rent discounts or gift cards. In this interview, Miguel Linera, CEO and co-founder of Silk, talks about the company’s origins, the projects currently in development, and the future.

    When and why was Silk created, and who is behind this project?

    Silk originally emerged with the idea of revolutionizing loyalty in the real estate sector. When we started, we saw an opportunity to turn renting—traditionally just an expense—into a starting point for generating value for both tenants and property owners. However, we soon realized that the opportunity was much broader if we could modernize the payment infrastructure in the real estate industry.

    That’s how Silk Pay was born—our payment gateway specialized in managing financial transactions in the sector, automating collections and linking them directly to our loyalty program. Silk was founded by Ignacio Suárez, Alfonso Chaparro, and me, after working together at Arextech.

    Before Silk, you led Arextech, a startup acquired by Architrave. How did that experience influence Silk’s development?

    Arextech was an enterprise software company designed to simplify complex processes related to real estate asset marketing and management. Working in that environment allowed us to deeply understand our clients’ operations and find ways to translate those complexities into clear and functional technological solutions.

    Today, thanks to what we learned, we plan more efficiently, optimize our efforts, and ensure that every feature we add to Silk has a tangible long-term impact. We focus on delivering clear value that aligns with the expectations of those who trust our solution. Without the experience gained at Arextech, we wouldn’t be able to move with the speed and precision we have now.

    “Silk Pay is designed specifically for the real estate sector, where money flows are recurring, more complex, and involve significantly higher amounts.”

    The platform offers a unique loyalty program that allows tenants to earn points for paying rent and making everyday purchases. How does this system work, and what impact does it have on users?

    Every time tenants pay their rent on time or make purchases through our network of partner brands—which includes over 150 partners such as Iberia, Adidas, Lidl, Decathlon, and others—they earn points that can be redeemed for rent discounts or gift cards. This not only encourages timely payments but also turns renting into more than just a monthly obligation, creating a positive impact on both users’ financial well-being and the financial management of property owners and managers.

    Besides tenant benefits, the platform simplifies payment collection for property owners. What specific incentives does Silk offer to attract more property owners to its network?

    Unlike payment gateways designed for e-commerce, optimized for quick, one-time transactions, Silk Pay is specifically designed for the real estate sector, where money flows are recurring, more complex, and involve significantly larger amounts. In the rental market, payments are not just simple transactions—they often require manual reconciliations, issue resolution, and more detailed tracking, which e-commerce tools are not equipped to handle.

    Many real estate companies have tried to adapt e-commerce payment gateways to their operations, but these solutions lack critical functionalities such as automation of recurring payment tracking, integration with real estate management systems, and the ability to efficiently resolve discrepancies. This mismatch creates inefficiencies and frustration for both property owners and tenants, failing to improve the current state of payments via bank transfers and direct debits, which already cause numerous problems.

    Silk Pay, on the other hand, has been developed to address these specific needs. It allows property owners to initiate payments, automates reconciliation, facilitates tracking of recurring payments, and seamlessly integrates with our loyalty program. This enables property owners to offer a loyalty plan to their tenants, encouraging timely payments and allowing tenants to save money month after month through their purchases.

    A proprietary banking card to facilitate rent payments is Silk’s next project. What features will this card have, and how will it improve the user experience?

    Silk’s proprietary banking card is designed as a strategic evolution of our platform, although its launch is not planned until 2026. This card will allow tenants to set up their rent payments through Silk Pay, automatically earning points with each payment. Additionally, it will complement the current program, where users already earn points for online purchases, by also enabling them to accumulate points with any in-store purchase.

    Although still in the planning phase, the goal is for this card to serve as a bridge between recurring payments and tenants’ daily finances, maximizing the benefits of belonging to the Silk ecosystem. We want every expense—whether rent, groceries, or coffee—to become an opportunity to save and access rewards. This reinforces our vision of building a comprehensive solution that not only simplifies rent management but also enhances users’ overall financial experience.

    You recently closed a €770,000 funding round backed by SOCIMI Ktesios, Grupo ENLACE, and Grupo Hive. How do you plan to invest this capital?

    We are primarily investing in strengthening Silk Pay, the core of our platform, improving the product to make it increasingly intuitive, easy to integrate, and efficient. Currently, we are focusing on optimizing processes such as automation, payment management, and reconciliation, ensuring that each feature provides real value.

    We are also expanding the loyalty program by increasing the number of partner brands and offering more exclusive benefits to users, maximizing the value of every transaction—whether rent payments or daily purchases.

    Regarding international expansion, we are conducting pilot programs in Germany and the UK to lay the groundwork for faster scaling.

    “We choose strategic partners who complement our users’ daily lives and provide tangible benefits that truly add value.”

    The company has also signed agreements with over 100 brands, including Miravia, Nike, and JustEat. What criteria do you use to choose partners, and what specific advantages do these alliances offer Silk users?

    We select strategic partners who complement our users’ daily lives and provide tangible benefits that genuinely add value. We focus on brands relevant to everyday spending, such as supermarkets, fashion, delivery services, and essential utilities, ensuring that users can earn points for purchases they would make anyway.

    Additionally, these partnerships strengthen the connection between Silk Pay, rent payments, and the loyalty program, allowing users to maximize their rewards with every expense and use their points to reduce their rent. This creates a seamless experience that integrates financial and consumer needs.

    With more than 40,000 tenants already in the network, what are your plans for scaling in Spain and other European countries? Which markets are a priority and why?

    Our immediate priority is to consolidate Silk Pay in Spain, working closely with our investors, who are already beginning to integrate Silk as their solution for managing rent payments. We have also established strategic collaborations with rental management software companies, which helps us accelerate product distribution and adoption on a larger scale.

    Regarding priority markets, we are developing pilot programs in Germany and the UK, two countries with a high percentage of rental housing and a clear lack of payment solutions designed specifically for the real estate sector. These markets present a great opportunity for us to establish ourselves as the standard for modernizing payments, offering a unique combination of automation and loyalty rewards.

    How do you view the rental market in Spain and Europe today? How can Silk help change perceptions of renting?

    The rental market in Spain and Europe faces significant challenges, the most evident being the lack of available housing. This will not be resolved without changes in public policies that allow for more housing construction in areas where demand far exceeds supply, either by increasing density with high-rise buildings or expanding urbanized areas.

    While we cannot directly influence housing availability, we believe we can make the rental process simpler and fairer for tenants. Something as basic as being able to pay rent using your preferred method should not be a luxury. It’s absurd that you can pay €1 for a coffee with a card but not your rent when it represents, on average, more than 30% of Europeans’ income.

    Additionally, we believe we can help change the perception that renting is “throwing money away.” While Silk won’t lower rent prices in Spain, it will allow tenants to get money back from payments that previously offered no benefits.

  • Live4Life: The ‘Airbnb’ for student apartments and rooms

    Live4Life: The ‘Airbnb’ for student apartments and rooms

    Live4Life has transformed the student rental market by offering comprehensive solutions for tenants and landlords with a proposition rooted in technology, sustainability, and a seamless, hassle-free user experience. With ambitious expansion plans and a strong vision for the future, the company is emerging as a key player in the global university housing market. Alberto Añaños, CEO and founder of the company, shares in this interview how the idea for the platform was born, the challenges and opportunities of the sector, and how Live4Life plans to grow and bring its value proposition to new cities and countries.

    What market needs did you aim to address with this platform?

    Live4Life was born eight years ago at the Polytechnic University of Valencia, inspired by a personal experience: it took me over a month to find my future university flat when I started my studies. Countless visits, trips, and interviews with real estate agents and landlords… That’s when I realized student housing needed a specialized company to provide a safe, fast, and efficient solution to this problem. Thus, this platform was created to connect landlords with tenants—a kind of Airbnb for student flats and rooms.

    What types of properties does Live4Life offer, and how are they managed?

    We offer flats and rooms for students and young professionals, ensuring a secure rental process through our platform while eliminating paperwork and unnecessary trips.

    These properties are fully equipped and ready to move in. At Live4Life, we manage the entire process: property acquisition, tenant screening, digital contract signing, guaranteed payments, and services like maintenance, cleaning, and legal advice. We handle everything so landlords can rest easy, and students enjoy a hassle-free rental experience.

    Are you planning to enter the conventional rental market, or will you remain focused on the student segment?

    We believe there is significant untapped potential in this sector, and we aim to solidify our position before exploring other areas. While we don’t rule out expanding into new markets in the future, our focus will always be on scalable and efficient solutions.

    “The main problem in the market, by far, in Spain is public administration. It needs to be said loud and clear.”

    What competitive advantages does Live4Life offer compared to traditional student housing options?

    Our main advantage lies in providing a comprehensive experience for both students and landlords, with a clear focus on this demographic to become their top choice. From the student’s perspective, we simplify the search process and ensure secure, transparent properties with added services like virtual tours and personalized support. For landlords, we offer complete management services, guaranteed payments, and a hassle-free administrative process, eliminating concerns like squatting.

    Additionally, our focus on technology and sustainability allows us to optimize processes and reduce our environmental impact.

    What role does technology play in Live4Life’s operations?

    Technology is at the heart of Live4Life, driving our scalability and efficiency. From property searches to contract signing, the entire process is fully digitized. We offer 360° virtual tours, online identity verification, and a management dashboard for both landlords and tenants. This not only enhances the user experience but also makes our services faster, more transparent, and more sustainable.

    How do you perceive the current state of the rental market in Spain? What are the main challenges faced by tenants and landlords today?

    The main issue in Spain’s rental market, without a doubt, is public administration. Let’s be clear about that. For over eight years, there has been a significant imbalance between supply and demand, a situation that worsens each year. There is very little housing in areas with high demographic concentration, while demand is very high and continues to grow.

    Rather than facilitating the creation and construction of new housing, the administration imposes barriers on landlords, causing more uncertainty about whether they should keep their properties in the rental market. Tenants and landlords are in the same boat—some just don’t realize it yet.

    “Students no longer just look for a place to sleep; they now prioritize functional, well-located spaces with additional services.”

    In your opinion, how has the student rental market evolved in recent years, and what trends do you foresee for the future?

    The student market has seen significant evolution. It is increasingly professionalized and offers better quality across the board. Students no longer just look for a place to sleep; they now prioritize functional, well-located spaces with additional services. Sustainability and technological integration are also of great importance to them.

    Looking ahead, I believe we will see growth in coliving options and further digitization of rental processes.

    How do you envision the future of the real estate market regarding property rentals? Do you think platforms like Live4Life will play a key role?

    Absolutely, rental platforms—and Live4Life in particular—will play a central role in the future of renting. Users increasingly demand transparent, convenient, and digital solutions that allow them to pay online with the confidence that their flat will be waiting when they arrive in a new city.

    Additionally, with the rise of remote work and international mobility, renting is becoming more dynamic and global.

    In this context, Live4Life understands the importance of its role in today’s society and is determined to reach every university city on the planet. We are committed to becoming the world’s largest platform for student accommodation.

    In terms of expansion, what are Live4Life’s plans for the coming years? Are you planning to expand to other cities or even go international?

    Our short-term plan includes expanding to new cities in Spain, where student demand is booming. In the long term, we are working on our internationalization, focusing initially on Latin America and Dubai.

    We are confident that our solutions have great potential in these markets, and we are excited to bring our value proposition to a global scale.

  • Industrialized construction: “The answer to Spain’s current housing deficit”

    Industrialized construction: “The answer to Spain’s current housing deficit”

    Industrialized construction is gaining ground as an efficient alternative to meet the growing housing demand in Spain. Juan Carlos Cabrero, director of the Specialist Technician in Industrialized Construction Course at the Madrid College of Quantity Surveyors, leads one of the sector’s most significant training initiatives. In this interview, Cabrero discusses the opportunities offered by industrialized building, the main challenges it faces, and how specialized training can be key to addressing the future of construction. This innovative approach promises to transform the way we build.

    How would you describe the current state of the construction sector in Spain?

    I would describe it as a sector in recovery and growth after a prolonged period during which the number of houses built has been far below what the country needs. The Bank of Spain clearly expressed this in its 2023 annual report, quantifying the cumulative gap between household creation and new housing construction in 2022 and 2023 at 375,000 units. Additionally, it anticipates a further 225,000 homes needed for the 2024–2025 period.

    As we well know in this sector, building is always much harder and costlier than tearing down. With current annual new housing construction numbers around 90,000 units and the target to meet societal demand estimated at more than double that figure, we face an urgent and complex challenge.

    What challenges and opportunities do you identify for industrialized construction?

    The industrialization of building construction has traditionally been a resource employed in contexts of urgent housing needs and a shortage of skilled labor in the sector. Today, we must also think in terms of environmental sustainability, regarding energy consumption, raw materials, and energy expenditure throughout a building’s life cycle; economically, as we must construct homes tailored to the real purchasing power of Spaniards, particularly young people; and socially, as it is inconceivable for a modern, civilized society to render a basic need like housing inaccessible.

    What role is the College of Quantity Surveyors playing in addressing the demand for 600,000 new homes in the coming years?

    Our role in this matter is to commit, across all departments, to addressing society’s needs, as this institution has done since its founding over a century ago. Regarding the industrialization of building construction, we have been developing a postgraduate training program since 2019 in collaboration with the Building School Foundation and the Francisco de Vitoria University. Over six editions, we have pioneered the structuring, organization, and dissemination of knowledge and experience from leading professionals and companies in the industrialized construction of buildings, both nationally and internationally.

    “Sometimes, profound changes in a sector happen out of conviction, which would be desirable, and other times because there is no other choice.”

    In the area of innovation, the college, through its Technological Hub, strongly supports technologies such as project digitization with BIM methodologies, the use of drones, on-site robotics, site digitization with point clouds, document management via blockchain, and 3D printing of industrialized components. We provide our members and society with the latest available knowledge and procedures for the development and use of these technologies.

    Labor shortages in the sector are among its most critical problems. What strategies does the College of Quantity Surveyors propose to attract young talent and promote industry training?

    Our strategies focus on communicating the opportunities our sector and profession offer, training new professionals, and constantly reskilling those already practicing. Collaboration with members in all areas of professional practice is also essential. I would also highlight our firm commitment to drastically reducing the high workplace accident rate in our sector by training, advising, and supporting professionals through all phases and circumstances of construction work.

    The College recently organized the Technical Congress on Industrialized Construction. What were the key conclusions, and how will they impact the sector?

    Following the congress, a comprehensive report of conclusions was published, available on our website. Key points include the need to industrialize building construction as a response to Spain’s current housing deficit. For successful implementation, reforms are needed to make urban land available and streamline building permit processes.

    Additionally, public-private collaboration strategies must be promoted to ensure stable demand for components, along with efforts to foster training and innovation.

    To effectively implement industrialized building construction, digital transformation strategies will be encouraged, with methodologies such as BIM and LEAN considered essential. Ensuring component quality through documents like DAUs (Documents for Adaptation to Use) is also crucial.

    We will also promote the use of component platforms, where open construction systems can be customized for each client and project, emphasizing the role of architecture in each endeavor. Most importantly, adopting industrialized component-based construction systems is key to reducing workplace accidents across the sector.

    Industrialized construction (IC), which moves much of the construction process to specialized factories, promises 20% to 40% savings in building time. Do you think this advantage will suffice to position it as a mainstream option in the Spanish market?

    The evolving circumstances of the sector are already positioning it. Ultimately, these circumstances—across all dimensions—determine the optimal degree of industrialization/cost depending on the location, purpose, and details of each project. Sometimes profound sector changes occur by conviction, which is ideal, while other times, they happen out of necessity. The naval sector, for example, became industrialized during World War II, when various countries’ survival was at stake. Interestingly, it was a professional from our sector, builder Henry Kaiser, who conceived and materialized that change.

    “The most significant regulatory reforms are those related to financing and guarantees in projects.”

    What barriers do construction companies face when adopting IC models, and how could the College of Quantity Surveyors help overcome them?

    Throughout the value chain of building development and construction, the primary barriers are related to training and knowledge of systems, components, and procedures. These are essential for making optimal choices about which construction systems to use and implementing them effectively. Another barrier is the need to create an ecosystem of component manufacturers with a stable demand for their products.

    What significant projects in Spain demonstrate the viability of Industrialized Construction (IC)?

    Currently, there is a growing number of projects utilizing industrialized components to varying degrees, such as bathrooms, structures, enclosures, or volumetric elements. Notable examples include the buildings by Vía Ágora in Madrid Río and Valdebebas and the B&B hotel in Tres Cantos, developed by Grupo Casais and ACR. Other examples include projects for the Plan Vive program in the Madrid region, built with industrialized systems by companies such as Vía Ágora or Avintia, and wood-based buildings by firms like Madergia, 011h, and Erro y Eugui. Prefabricated concrete structures by ANDECE members are also gaining prominence. Furthermore, steelframe constructions, as well as various schools and fast-food restaurants incorporating volumetric components, are notable. We are now at a point where it is difficult to highlight specific projects without overlooking many others.

    In your opinion, what changes are needed in current regulations to facilitate more agile and effective construction processes, such as Industrialized Construction?

    The most significant regulatory reforms, in my view, relate to financing and project guarantees. Recently, encouraging signs have emerged that efforts by Spain’s Association of Developers and Builders to raise awareness and offer solutions will result in legislative reforms to address these issues.

    What are the College of Quantity Surveyors’ main objectives for this sector in the coming years? How can it contribute?

    Broadly speaking, the mission of the Madrid College of Quantity Surveyors and Technical Architects has always been to serve as a meeting point for all stakeholders involved in comprehensive building management. We aim to position our members as reliable professionals of the highest value in any role or responsibility within the construction process.

    Specifically, in the context of developing new technologies applied to building design, construction, and maintenance, the College is at the forefront of defining real applications and their practical integration within the legal and technical framework that governs standard construction processes.

  • Libelium: The Spanish IoT connecting the world

    Libelium: The Spanish IoT connecting the world

    In 2006, the development of the Internet of Things (IoT) was still in its early stages. Alicia Asín and her partner David Gascón were convinced they could achieve something significant in this field and founded Libelium. Their initial ambition was accompanied by enthusiasm and a certain level of naïveté. But the result has exceeded expectations: today, the company is an international benchmark, operating in more than 120 countries. One of its most experienced areas is smart cities—connected cities that monitor all kinds of parameters to improve management and quality of life. In this interview, Alicia Asín, CEO and co-founder of Libelium, shares more about this journey.

    From a University of Zaragoza spin-off to operating in over 120 countries, Libelium embodies the dream of many entrepreneurs. What’s the story behind this global IoT leader?

    Libelium was born in 2006 as a spin-off of the University of Zaragoza, fueled by the curiosity and passion for technology that David Gascón and I shared as classmates in Computer Engineering. Our starting point was a final year project focused on wireless sensor networks, which revealed the enormous potential of IoT. No one was doing anything groundbreaking in this field, and we believed we could become a global leader. In the beginning, we relied more on enthusiasm and naïveté than strategy. We thought running a company would be easy—far from the truth.

    We were advised to specialize in a vertical, focus on a few export markets, and design proprietary solutions to protect our know-how. Well, we did none of that. This isn’t to say advice shouldn’t be considered, but when working in a nascent field like IoT in 2006, you have to carve your own path and adapt as challenges arise. In the end, it hasn’t gone too badly, has it?

    IoT solutions are among the main technologies driving smart city development. How much progress have we made in this area?

    When we started the Smart Santander project in 2013—considered one of Spain’s first smart cities—we were taking the initial steps toward creating a connected city. We deployed a network of 1,125 devices to monitor parameters like temperature, noise, light, and air quality. It was a proof of concept (PoC) to demonstrate how data could help us better understand and manage our cities.

    That was what we now call IoT 1.0: collecting data. We weren’t sure yet what to do with it, but the priority was to digitize cities and gather as much data as possible. Then came IoT 2.0. With data in hand, the question was what to do with it. This era marked the rise of big data and the challenge of interoperability: ensuring data from different sources could communicate. We began applying basic algorithms and breaking down silos between municipal departments, promoting a city-wide platform for integrated data management.

    “At Libelium, we like to talk about “datocracy”: making decisions based on data for technical and objective issues.”

    Today, we’re in the era of artificial intelligence (AI), where we apply insights to this data, enabling not just reactive decisions but predictive and preventative actions. For example, we can anticipate traffic jams during peak hours, pollution spikes, or risks to critical infrastructure.

    IoT applications span various aspects of urban management and offer opportunities to address key challenges like pollution. What is Libelium’s approach to this issue?

    A decade after Smart Santander, we’ve evolved from merely measuring and collecting data to making informed and automated decisions through IoT combined with AI and predictive analysis using digital twins. A prime example is Cartagena’s Low Emission Zone (LEZ), where we utilize our envair360 solution to design and manage an LEZ based on hyperlocal data on pollution, noise, and mobility.

    Low emission zones are often controversial as they impose restrictions on citizens. Whether you implement strict or lenient policies, local governments face criticism. This, along with their technical complexity, is why LEZs have been slow to roll out in Spain.

    Our data-driven solution allows municipalities to simulate various restriction scenarios in a virtual environment, determining the most effective measures to reduce CO2 emissions. At Libelium, we like to talk about “datocracy”: making data-driven decisions for technical and objective issues like managing an LEZ, free from ideological biases and focused on the common good.

    Efficient water and energy management also offers significant opportunities for smart cities. What actions are being taken in these areas?

    As urban demands grow and resources become increasingly scarce, we need to shift from traditional, reactive management to proactive, data-driven approaches.

    For water, the challenge isn’t just ensuring availability but also guaranteeing quality and efficient usage. Cities require infrastructure that detects leaks, monitors real-time quality, and adapts to climate change effects such as droughts or heavy rains. By collecting and analyzing data, we can anticipate risks and make informed decisions to protect this vital resource.

    In real-time, for instance, we can predict floods and take preventative action or optimize irrigation in public parks based on weather and soil conditions.

    In the energy sector, integrating new renewable sources like solar and wind into existing infrastructure is a major challenge. Building new high-voltage lines or upgrading current ones is costly and logistically complex, limiting the ability to transport new energy without risking system overloads. To address this, we’re working on decentralizing energy distribution, enhancing storage solutions, and maximizing existing infrastructure. With Red Eléctrica de España and Telefónica, we’ve developed a digital twin project for high-voltage lines, optimizing the safe injection of energy into the grid.

    In a country like Spain, where tourism is a key economic driver, how can IoT contribute?

    Tourism is a cornerstone of Spain’s economy, but its benefits don’t always extend to all citizens. As visitor numbers grow, cities must balance economic development with preserving cultural identity and natural resources.

    The challenge is clear: how do we continue attracting tourists without compromising residents’ quality of life or the heritage that draws visitors? Once again, data is key. At Libelium, we believe data is the new language for communication between public administrations, private businesses, and citizens, creating positive impacts for cities.

    Libelium helps tourist destinations become smarter, fostering a tourism model that is profitable, respectful of its surroundings, and sustainable. We monitor air quality in real-time, enabling local authorities to implement measures that protect public health and enhance visitor experiences.

    “If we can foresee a likely future, we can design backward to avoid problems.”

    We also provide detailed insights into foot traffic at points of interest, helping prevent overcrowding and promoting lesser-visited neighborhoods. Our solutions extend to preserving architectural heritage by monitoring the effects of air quality and climate conditions on historic buildings. Similarly, we use environmental sensors to protect natural heritage by optimizing resource use and minimizing the environmental impact on sensitive areas like beaches, coral reefs, or natural parks.

    After 18 years, what’s next for Libelium?

    From the beginning, we’ve known we operate in an environment of constant innovation. Over the next few years, we’ll continue pursuing this path. Looking back, it’s dizzying to see how far we’ve come. Technology evolves so quickly that it’s impossible to predict where it will lead us. However, Libelium remains anchored by three principles: the value of data for better-informed decision-making, innovation in service of sustainability, and a commitment to people and our environment.

    And cities—what will they look like in 10 years?

    The cities of the future will depend less on available technology and more on our ability to make bold decisions and implement solutions efficiently. Technology advances at such a rapid pace that we often struggle to envision the future or adapt to changes. However, some predictions are clear.

    For example, by 2050, global demand for air conditioning is expected to triple due to climate change and economic growth. While this may benefit manufacturers, air conditioning already accounts for 3% of greenhouse gas emissions and 7% of global energy consumption. This problem looms, yet the will to address it remains insufficient.

    At Libelium, we emphasize the importance of datocracy: using data and technology to plan and make informed decisions. If we can foresee a likely future, we can design backward to avoid problems. Many European cities aim to be carbon-neutral by 2030, but few have a concrete plan to achieve it. Our failures lie not in prediction but in execution.

    In 10 years, cities could be cleaner, more sustainable, and more livable—but only if citizens, technology, and authorities collaborate to apply existing solutions to real challenges. The key is not to wait for technology to do the work for us but to use it strategically with a genuine commitment to change.

  • Enso Co-living: Flexible housing for the future

    Enso Co-living: Flexible housing for the future

    When Michael Erd co-founded Enso Co-living, he had a clear mission: to offer a unique living experience that combines flexibility, design, and a dynamic community for young professionals and digital nomads. Today, with over 600 rooms in cities such as Barcelona, Madrid, Valencia, and Mexico City, the company is not only redefining the concept of coliving but also spearheading a global expansion backed by technological innovation, sustainability, and a firm commitment to quality. In this interview, we delve into the vision, challenges, and future plans of one of the pioneers in this sector.

    What inspired the creation of Enso Co-living, and what is its main mission?

    The inspiration came from a personal need of co-founder Michael Erd, who was looking for a space that offered comfort, services, and a high-quality community experience when he moved to Barcelona. The company’s main mission is to provide a complete, worry-free living experience where residents can feel at home and grow as individuals.

    How many rooms are currently available?

    Enso Co-living offers more than 600 rooms in cities such as Barcelona, Madrid, Valencia, and Mexico City.

    What sets your company apart from other coliving models?

    Enso Co-living stands out by offering a premium experience focused on community, with high-quality design, all-inclusive services, and meticulous attention to customer experience. Additionally, the company is exploring complementary revenue strategies, such as technology integration and community monetization.

    What role does technological innovation play in your offering?

    Technology is a key pillar for Enso Co-living. We are developing digital platforms to enhance the experience for both residents and property owners, automating processes such as billing and lead generation. Furthermore, we are exploring the use of artificial intelligence to optimize management and improve scalability.

    “The coliving market is booming due to trends like remote work and the preference for flexible living models.”

    What type of user typically opts for coliving?

    Our typical users are young professionals and digital nomads aged between 25 and 40. They seek to live in well-located urban spaces with all-inclusive services and a vibrant community that allows them to build personal and professional connections through events and activities.

    How do you view the market’s evolution in Spain, and what are your plans for continued growth in the country?

    The coliving market is booming due to trends like remote work and the preference for flexible living models. We plan to expand our network in Spain with more rooms while focusing on international growth, maintaining our commitment to community, quality, and sustainability.

    In the United States and Mexico, you are growing after receiving an €8.2 million investment from the U.S.-based private equity fund XY Booster. How are these markets developing?

    Enso Co-living is in the early stages of expansion in these markets. In Mexico City, for example, we are exploring real estate opportunities in key areas such as Polanco and Roma, prioritizing competitive pricing and occupancy strategies to ensure initial success. Additionally, we are considering expanding to other locations like Miami, New York, London, Lisbon, and Milan.

    “We plan to expand our room network and enter new markets like the United States, Asia, and Mexico.”

    How do you choose the location for new coliving projects in each country?

    Enso Co-living selects locations based on criteria such as local demand, the quality of available properties, and economic feasibility. We also prioritize areas with good accessibility and potential for building active, dynamic communities.

    How do you envision the market in the next five years, and what role will your company play in it?

    As a current leader in this segment in Spain, Enso Co-living aims to lead the global market within the next five years. We plan to expand our room network, enter new markets like the United States, Asia, and Mexico, and diversify revenue streams. With a model that combines quality design, technological innovation, and sustainability, we will establish ourselves as the premium coliving option worldwide, offering the best experience to our users.

  • “The future of work is hybrid and flexible”

    “The future of work is hybrid and flexible”

    In a rapidly transforming work landscape where flexibility and innovation are more critical than ever, zityhub emerges as the technological solution redefining the office concept. Founded in 2019, this Spanish startup has propelled a hybrid and flexible work model connecting businesses to an extensive network of spaces in cities such as Madrid, Barcelona, and Valencia. Together with Ángel Serrano, co-founder and CEO, we delve into how zityhub is leading this transformation, its most innovative initiatives, and the impact of its “extended liquid office” model on the future of work.

    What is the platform’s value proposition?

    zityhub provides a tech-driven solution that enables companies to offer their employees the ability to book workspaces, meeting rooms, parking spots, and other services. It is the only solution on the market that transforms the office into a flexible, on-demand workspace for employees while connecting and integrating it with an extensive network of distributed workplaces across the city. This innovative approach defines the concept of the “extended liquid office.”

    With zityhub, companies can easily manage workspace reservations, from individual desks to meeting rooms, optimizing costs and utilizing only the required square footage. Our Software as a Service (SaaS) platform adapts seamlessly to in-office, hybrid, or remote work policies, catering to the unique needs of each organization while providing full control and traceability throughout the process.

    Our technology simplifies the management of modern offices, delivering an efficient, productive, and flexible experience for employees while aligning with new work dynamics—all integrated into a single platform.

    How many flexible workspaces does the company currently offer, and where are they located?

    At zityhub, we understand that offices are no longer tied to a single location. Our platform features a flexible network of spaces that connects corporate workplaces to an extensive range of coworking spaces, shared offices, universities, hotels, and professional associations. This network caters to short-term or medium-term workspace needs.

    Currently, our platform includes a network of approximately 500,000 square meters, making it Spain’s largest real-time reservable workspace network with pay-as-you-go options—all through a fully digital process.

    We operate over 150 hubs across cities like Madrid, Barcelona, Valencia, Málaga, Bilbao, Santander, and Seville, among others.

    What type of companies and professionals use zityhub, and how many users does the platform have?

    Our users are companies spearheading a new way of working—those that truly listen to the needs of today’s professionals and understand that offices should prioritize collaboration over individual work.

    We categorize our clients into three types based on their use of our services: companies using our solution to manage their office; those without an office, utilizing our network’s spaces on demand; those leveraging zityhub for both their own office and the extended network.

    “Today, flexibility has become one of the key factors in attracting top talent.”

    We currently have more than 20,000 users from companies of various industries, sizes, and locations. Our platform is designed for any organization seeking an agile solution to manage the complexities of modern offices while delivering flexible, efficient employee experiences.

    Are there any industries showing greater interest?

    The tech sector leads the charge in adopting this new work model. However, we also serve a broad range of industries, including healthcare, professional services, call centers, education, and energy.

    Our solutions are tailored to fit the unique needs of any company’s work model.

    Your platform enables bookings in coworking spaces, office buildings, hotels, and even hospitals, such as Gregorio Marañón Hospital. How has this initiative been received in the healthcare segment?

    The initiative has been very well received. It is a socially impactful, philanthropic project aimed at offering flexible workspaces within hospital facilities.

    We identified a need and proposed the idea to the Community of Madrid and Gregorio Marañón Hospital to support patients’ families and the patients themselves who spend long hours in the hospital and sometimes need a comfortable place to work.

    We call it “Here Nearby,” reflecting the proximity of these spaces to the patients’ rooms. This initiative breaks the hospital routine while providing a nearby and accessible workspace.

    Flexibility can be applied in any environment. The modern workspace prioritizes activities over square footage.

    Why should companies firmly committed to in-office work consider hybrid or flexible models?

    Flexibility enhances employees’ emotional well-being, directly impacting their engagement and productivity.

    The future of work is hybrid and flexible. Professionals’ needs have evolved, and flexibility has become a key factor in attracting top talent. It’s no longer just a policy but a strategic pillar for recruiting and retaining the best people.

    “The flexible model can deliver savings of 35% to 50% compared to maintaining permanent offices.”

    Hybrid and flexible models empower professionals with autonomy and the responsible freedom to choose where they perform at their best. In-person interactions take on a strategic role, driving innovation and strengthening team bonds.

    Additionally, flexible models offer companies tangible benefits, such as optimizing resources by aligning workspace usage with actual employee demand.

    At zityhub, we embrace the value of a “liquid office” that adapts to professionals’ needs, much like water takes the shape of its container. The work environment is evolving, and not all activities require the same type of space. As philosopher Bauman described, we are living in an era of “liquid modernity,” marked by constant and accelerated change.

    The challenge for companies lies in striking the perfect balance: understanding when physical presence makes a difference and when work can flow more efficiently from other locations.

    What level of cost savings can companies achieve by opting for flexible workspaces through platforms like zityhub?

    Our solution significantly reduces real estate costs. Companies can adjust their workspace usage based on their actual operational needs. This flexible model can deliver savings of 35% to 50% compared to maintaining permanent offices or underutilized square footage, especially in major cities with high real estate costs.

    Is the traditional office concept in decline? What role will solutions like zityhub play in the future of work?

    The traditional office model—with assigned desks and chairs—is evolving. Companies today seek greater flexibility, strategic locations, and solutions that allow them to manage hybrid and flexible models effectively.

    Our solution plays a pivotal role in the future of work. Companies must ask themselves critical questions: Is my space adequate for the number of employees I have? How long does it take for my employees to commute? What is my space utilization rate? How can I foster meaningful in-person interactions?

    Visionary companies are already adopting flexible, decentralized models, achieving remarkable results in satisfaction and efficiency. We are leading this transformation alongside organizations committed to a flexible, sustainable model centered on human well-being.

    What challenges does the coworking and flexible workspace market currently face?

    Meeting evolving market demands is a significant challenge for the coworking and flexible workspace industry. Just as human talent seeks flexibility, companies will too. Moving away from rigid, traditional contracts is essential.

    Creating an all-encompassing employee experience in the workplace remains challenging, especially given changing needs. Employees require not just well-designed offices but spaces that foster collaboration—both with colleagues and professionals from other companies. Design must inspire creativity, socialization, and productivity, yet a well-designed space without people becomes “invisible.”

    Those failing to adapt to this new era—where intentional, intelligent design dictates the dynamics—will remain stuck in the past as others advance toward a future prioritizing life above all else.

  • “2024 is nearing its end with a highly favorable wind for the mortgage sector.”

    “2024 is nearing its end with a highly favorable wind for the mortgage sector.”

    Trioteca brings a model of transparency and simplicity to mortgage contracting in Spain. Gone are the days of bank-by-bank negotiations and long, tedious processes. Since 2018, this platform has relied on technology to offer fully personalized mortgages in real-time. Ricard Garriga, co-founder of the company alongside Sara Orra, discusses in this interview the changes that digitalization has brought to the mortgage market and the current state of the sector.

    What is Trioteca’s main goal, and how did the idea of creating a digital mortgage platform come about?

    Trioteca’s goal is to evolve access to mortgages in Spain, following the model of neighboring countries where transparency and simplicity are already the standard. We aim to give decision-making power back to users through an experience that combines transparency, simplicity, and cutting-edge technology to enable them to make informed and free decisions.

    This idea was born out of a frustrating personal experience when securing a mortgage. We saw firsthand how complex, costly, and opaque the traditional mortgage process is and how disconnected it remains from the expectations and needs of modern users. We decided to transform this process. Today, Trioteca is a reality for thousands who have found in us a bridge to a network of personalized mortgage options where artificial intelligence and sector knowledge converge to adapt to each profile and situation.

    In practical terms, while INE reports that the average Spanish user signs fixed-rate mortgages at 3.51% APR, Trioteca offers them on average at 2.56% APR—almost one percentage point less than the Spanish average. This translates to an average of 100 euros less each month in mortgage payments, and as a principle, we are free for the user. So, there is no reason not to choose Trioteca.

    What advantages does your digital platform offer those looking for a mortgage or aiming to improve the terms of their current mortgage?

    Trioteca offers users direct access to wholesale prices and fully personalized mortgage options in real time, eliminating unnecessary bank visits and long, complex processes. Our platform automatically analyzes each user’s financial profile, needs, and priorities and presents the most competitive mortgages on the market, including those that can improve the conditions of an existing mortgage.

    We negotiate large mortgage volumes daily, which allows us to obtain privileged terms that banks offer exclusively to Trioteca as a more cost-effective and efficient customer acquisition channel than their own network. This advantage hinges on our advanced technology and artificial intelligence, which constantly adapts to the market to find not just any option but the best option for each user—and all this at no cost to the client.

    Our model is infinitely scalable and designed to give every user the confidence that they will always have the best available conditions.

    How does Trioteca’s algorithm work to select the best mortgage offers for users?

    Our algorithm is the heart of Trioteca. It combines machine learning, real-time market data, and a recommendation model based on the user’s credit profile and preferences. First, it analyzes each client’s debt capacity and financial profile. From there, it connects with the bank and selects and ranks all mortgage options so the client can see not only the most affordable choice but also the one best suited to their situation and personal goals. Additionally, our system learns from each interaction, becoming more accurate and able to anticipate users’ needs as the market evolves.

    “Digitalization has allowed users to make much more informed decisions and with a much clearer context regarding their financial possibilities.”

    What impact have partnerships like the one with Fotocasa had on the expansion and improvement of your services? How has the process of searching for housing and financing evolved?

    Partnerships like those with Fotocasa, Amstro, appraisal companies, notaries, and the banks themselves have been key to growing our value proposition. Integrating our technology with such a renowned home search platform has allowed us to reach users at the exact moment they consider a mortgage. This marks the beginning of a collaborative ecosystem where Trioteca is seen not only as a free mortgage broker but also as part of the entire home-buying cycle, from search to acquisition. Digitalization has enabled users to make much more informed decisions and have a clearer context of their financial possibilities, something we aim to continue strengthening through high-value strategic collaborations.

    Besides finding new mortgages, what additional services does Trioteca offer, such as improving the terms of existing mortgages?

    Trioteca goes beyond finding new mortgages; we also help users renegotiate or change their current mortgage, leveraging market changes or improvements in their financial profile. Additionally, we have launched a suite of personalized financial empowerment services, ranging from early repayment simulation to long-term cost forecasting. All of this is designed to give users full control over their mortgage and maximize their savings over the life of the loan.

    What type of user profile benefits most from your services?

    Our services particularly benefit profiles that consider options beyond their own bank, who seek speed, transparency, and a personalized approach. However, we also see that many traditional users, who previously depended on in-person banking, are drawn to the simplicity of our digital model. Ultimately, anyone looking to optimize their mortgage options can benefit, especially those who value a frictionless process and a clear, direct offer.

    “My advice for anyone who has found a property they like is not to wait to buy”

    Since your launch, what have been Trioteca’s biggest challenges and achievements in digitalizing the mortgage process?

    The biggest challenges are yet to come. As with any established and robust industry, implementing change is no easy task. We had to create processes that meet required security and transparency standards but in a much more efficient and user-friendly way. In terms of achievements, we have consolidated a leading technology position in Spain’s digital mortgage sector and have been recognized for our technological and AI innovations. We are also proud to have earned the trust of financial institutions: with our technology in their systems, they see undeniable improvements in adapting their products to their clients’ needs—our users.

    What impact is the current decline in interest rates having on the mortgage market, and what opportunities does it represent for homebuyers?

    Without a doubt, 2024 is nearing its end with a highly favorable wind for the mortgage sector. The primary impact we are already seeing is that many people who could not secure a mortgage in 2023 due to high-interest rates can now access one.

    However, we want to warn that this will also impact prices, which are rising and will continue to do so now that rates are lower. From September 2023 to the same month this year, we have already recorded a 14.2% price increase. So, my advice for anyone who has found a property they like is not to wait to buy. If rates are lower later, we can change the mortgage, but the price you pay for the property will no longer be negotiable.

    What changes do you expect to see in the future of the mortgage sector in Spain?

    We envision a future where the mortgage sector is increasingly digital, transparent, and user-centric. Over the next two years, we predict that the share of mortgages processed through digital mortgage brokers in Spain will rise from the current 20% to 40%, similar to neighboring countries. Additionally, the use of artificial intelligence will continue to grow, enabling not only financial condition assessments but also personalized experiences that guide users through each step of their mortgage process. At Trioteca, we are leading this transformation by developing solutions that make the mortgage experience a seamless process, centered on each client’s needs.

  • Kronos Homes: A decade of commitment to architecture and sustainability

    Kronos Homes: A decade of commitment to architecture and sustainability

    Kronos Homes celebrates its tenth anniversary this year, a milestone that reflects its firm commitment to transforming the urban landscape in Spain and Portugal. Since its inception, the developer has stood out for its focus on sustainability, design, and the creation of urban spaces that prioritize well-being and integration with the environment. In this interview, CEO Rui Meneses Ferreira shares insights on the company’s evolution, the essential role of architecture in its projects, and the keys to its strategy for meeting the growing demand for sustainable and luxury housing on the Iberian Peninsula.

    Kronos Homes is celebrating its tenth anniversary this year. Where does the company currently stand? How has it evolved?

    At Kronos Homes, we are pleased to celebrate our tenth anniversary, a decade dedicated to shaping the urban footprint of cities in Spain and Portugal. This journey has been supported by a great team and has involved collaborations with renowned architecture firms, designers, and artists.

    Over this time, we have established ourselves as a key player in the new-build real estate market, with a strong presence in strategic areas such as Madrid, Barcelona, Valencia, the Costa del Sol, the Portuguese Algarve, and Lisbon. We are at a point of sustainable growth, with an extensive portfolio of properties and major projects aimed at creating new neighborhoods and unique buildings that serve as a positive legacy for society.

    Kronos Homes has established itself as a leading developer in the market. What makes it unique in the real estate sector?

    We focus on residential projects centered around architecture, design, art, and sustainability, values that contribute to people’s quality of life. We work with internationally renowned architects, including several Pritzker Prize winners, as well as prominent local professionals, in addition to interior designers and globally recognized artists. We create new neighborhoods, enhance the urban planning of each city, and integrate our projects into the natural environment. This approach sets us apart, and we work to ensure each property is unique as well.

    How many homes do you expect to deliver in 2024?

    This year, we plan to deliver a total of 1,500 homes. By the end of the year, our portfolio will consist of 18,000 units, 1,500 more than in 2023. This way, we continue to strengthen our commitment to leadership in the Iberian market, prioritizing people’s quality of life.

    Kronos Homes projects bear the mark of renowned architects such as Rafael de la Hoz and Joaquín Torres, among others. What role do design and architecture play in the developer’s projects?

    Architecture has been part of Kronos Homes’ DNA since the company’s inception. We are committed to unique architecture, using quality materials and finishes, with a commitment to sustainability. Over the years, we have collaborated with architects such as Eduardo Souto de Moura, Ricardo Bofill, RCR Arquitectes, Morph Studio, Clavel Arquitectos, Touza, DNA Barcelona, and Adoras Atelier, in addition to the aforementioned Rafael de la Hoz and A-cero.

    “We are creators of new neighborhoods: we enhance the urbanism of each city and integrate our projects into the natural environment.”

    All our developments are conceived from the outset as unique and innovative projects, where architects have the freedom to create a design that beautifies cities and generates a positive impact on the urban fabric. As I previously mentioned, good architecture is that which leaves a legacy for future generations and improves people’s lives.

    In addition, we bring in interior designers, landscape architects, and artists such as Teresa Sapey, Alejandra Pombo, Patricia Bustos, Beatriz Silveira, Adriana Nicolau, Luna Pavia, and Rafael Macarrón, among others. This combination of talent is reflected in creativity, attention to detail, and quality. In this way, we create unique spaces born from the convergence of architecture and art.

    Alongside architectural design, sustainability is another key pillar of your projects. How are these elements integrated into your developments?

    For Kronos, people come first. That is why our sustainability strategy focuses on community building, taking care of the planet while reducing CO₂ emissions, promoting sustainable housing, and encouraging the circular economy.

    We believe that cities are living organisms, capable of regenerating, growing, and adapting to climatic, social, and demographic challenges. Through our projects, we aim to create the tools for a greener and more human future for urban planning.

    On the more technical side, we conduct life cycle assessments (LCA) of all our developments, prioritize energy efficiency, sustainable construction, and work with the CoCircular initiative to certify the traceability of waste generated on-site. We are also part of the Advisory Board of BREEAM Spain, one of the most stringent international certifications.

    Moreover, just as we integrate architecture into the environment, we also carefully consider vegetation, choosing native species, orienting projects for optimal sunlight, and conserving water while creating landscapes that respect the surrounding natural environment. In short, we want to be agents of transformation and social revitalization through sustainability.

    The luxury real estate market is a niche where Kronos Homes has a strong presence. How do you view the evolution of demand for luxury housing in Spain and Portugal? Have buyer expectations changed?

    The luxury market on the Iberian Peninsula remains dynamic, and at Kronos Homes, we have anticipated its evolution and buyer expectations with commitments that go beyond exceptional quality. Luxury today also encompasses social and environmental awareness, positively impacting the community. In this regard, Kronos Homes connects with those who prioritize well-being, green spaces, and environmental respect.

    “Spain and Portugal offer promising prospects for the real estate market. There is a shortage of quality new housing, interest rates are decreasing, and the economy as a whole continues to grow.”

    Likewise, the desire for a more personalized home has grown, so we place emphasis on design and creativity to make each residence extraordinary and give it a unique identity for its owner.

    How does Kronos Homes view the future of the real estate market in Spain and Portugal? Do you believe investing in this sector remains a safe bet for domestic and international investors?

    We look to the future with optimism because over these ten years, we have proven that our model works. Our new-build homes offer a different concept to the market, which has been very well received and has allowed us to grow. Our developments stand out for their architectural quality, sustainability, and technology, setting them apart from the majority of the real estate market.

    In addition to these differentiating values, another key factor is the prime location of our developments. We create attractive new neighborhoods, foster urban growth, and invest in highly desirable areas, such as on the Spanish and Portuguese coasts.

    Additionally, the context in Spain and Portugal offers promising prospects for the real estate market. There is a shortage of quality new housing, interest rates are falling, and the overall economy continues to grow. As such, both regions remain attractive destinations for both domestic and international investors.

    From your position as a developer, what solutions could help mitigate the housing shortage?

    As I mentioned, there is a housing shortage estimated by the Bank of Spain at around 600,000 units. It is essential that the industry as a whole continues to develop projects that meet this need, bringing as much supply as possible to the market. At Kronos Homes, we are constantly active, designing new projects and starting construction in areas with high demand, such as Madrid, Catalonia, and the Costa del Sol, always highlighting our value proposition based on architecture, design, art, and sustainability.

    Finally, what are the upcoming projects and expansion plans for Kronos Homes? In which markets or developments are you focused for the coming years?

    We continue to grow in Spain and Portugal, where we plan to launch a total of 1,600 homes over the 2025-2026 period. We have a diverse range of projects, from the development of the Vale do Lobo Golf & Beach Resort in the Algarve to building a large sustainable neighborhood in Sant Pere de Ribes, in Barcelona, and expanding our offerings in Madrid and the province of Malaga. In any case, we remain true to our purpose of contributing to society through architecture and the creation of urban spaces that prioritize people’s quality of life.

  • “Investing is essential for good financial health”

    “Investing is essential for good financial health”

    Communication is a key ingredient in any company’s strategy—especially in the digital age. In a company like Urbanitae, which manages investments and therefore depends heavily on trust, communication is more than just a tool. This blog is only a part of that strategy, which aims to both inform readers about real estate news and offer useful tips or recommendations to help them improve their finances. Today, we talk with the person responsible for the content of this blog, Gonzalo Urdiales, Content Specialist Manager at Urbanitae.

    How would you describe your role at Urbanitae?

    My role has evolved since I joined Urbanitae at the end of 2021. Initially, I was going to be responsible for the blog, and I still am. I define the content that is published, and I write a portion of it myself, as well as monitoring SEO and fixing performance issues. But I also play a part in different areas of the company’s communication, such as publishing press content, writing landing pages or the corporate dossier, compiling Urbanitae’s public statistics, and, in general, handling everything related to the textual identity of the brand. I even record podcasts.

    What are your challenges when creating content for the real estate investment sector?

    I think the main challenge is to be accurate. I don’t have a specific background in finance, so I’ve been learning on the go. The most important thing for me is that the content is correct, clear, and educational, especially when it comes to financial education or investment decisions. I believe that, just like me, anyone can learn the basics of saving and investing, and it’s never too late to start. This blog aims to be useful in that journey.

    Where is the line between marketing and communication?

    The line is sometimes very thin. Obviously, marketing is geared toward selling; in our case, attracting potential investors and increasing our base. In this sense, communication and marketing can go hand in hand. At Urbanitae, we’re fortunate that we strive to do things well, so the results usually follow, and it’s not difficult to explain what we do and report on our performance. That said, I come from journalism, and whether it’s because of that or not, I tend to place great importance on data, precision, and clarity—sometimes with more “intensity” than marketing might require.

    “Just like me, anyone can learn the basics of saving and investing. It’s never too late to start.”

    You studied Political Science. How did you end up at a real estate investment platform?

    Well, politics and economics aren’t so far apart… The truth is, I always wanted to write because I thought I was better at that than other things. So, after some hesitation—I was enrolled in Computer Engineering at one point—I opted for Political Science over Journalism. I got lucky and landed a job at one of the country’s leading financial newspapers, El Economista, where I’ve spent most of my career. While at the newspaper, I gradually shifted toward corporate and institutional communication, and at Urbanitae, I’ve had the chance to combine all those facets… and add a few more.

    How do you approach content creation for such a diverse audience, from small investors to finance experts?

    Well, it’s a challenge, because as I mentioned, I’m not a finance expert myself. But I think it’s possible to offer value to all these audiences by focusing on different aspects of investment and the real estate sector. A more advanced reader might be interested in knowing whether the luxury segment and investment in cities like Marbella are good options for their money, while others may benefit from understanding whether it’s better to pay off their mortgage or invest. Or the opinions of experts like Bogle or Daniel Lacalle, which we feature on the blog.

    What would you say is your biggest takeaway from your time at Urbanitae?

    I think the most important lesson is the importance of taking care of personal finances. Since joining Urbanitae, I’ve read a lot about investments, and I really like a quote from John Bogle in his Little Book of Common Sense Investing: “We know that investing involves risk. But we also know that not investing dooms us to financial failure.” I think that’s a good summary of what everyone should know: investing is necessary for good financial health. Although it’s essential to familiarize yourself with some basic concepts—and we talk a lot about that in the Learn section—you don’t need a lot of sophistication to invest successfully, as long as you take a long-term approach.

    “Working at the leader in the sector in Spain and experiencing things like sponsoring ‘The Phantom of the Opera’ makes working at Urbanitae quite an experience.”

    What motivates you most about working in an environment like Urbanitae?

    Although the company is over seven years old, Urbanitae still maintains its startup spirit in the sense that there are new projects and ideas all the time. That speed and innovation, although sometimes stressful, is one of the things I appreciate most about Urbanitae. There are plenty of opportunities to learn and grow. Also, I must admit that working for the leader in the sector in Spain and witnessing things like the sponsorship of “The Phantom” makes working here quite an experience. I can’t forget to mention my colleagues, who are the best I could ask for.

    Besides investment books, what do you usually read? Any recommendations?

    I don’t have much time to read, in general, but I’m good at taking advantage of my commute on the subway, and sometimes I even read while walking. I read more essays than novels, and I tend to like books on economics, politics, and history. To suggest something beyond investment books, I’d recommend The Revenge of Power by Moisés Naím, a book from two years ago about the degradation of democracies that, sadly, always seems to be relevant.

  • “Public-private collaboration is key to addressing the affordable housing challenge”

    “Public-private collaboration is key to addressing the affordable housing challenge”

    For over three decades, Fadeco has played a crucial role as a link between real estate developers’ associations across the eight provinces of Andalusia. In this interview, its president, Ignacio Peinado, addresses key issues in the region, such as the scarcity of developable land and the need to overcome regulatory barriers to promote sustainable and balanced growth. He also discusses the critical role of collaboration between the public and private sectors in ensuring housing access and developing projects that meet the real demands of Andalusian society.

    Real estate development is one of the strategic sectors in Andalusia. What is the current state of the industry in the region, and what are its main challenges?

    Andalusia’s housing industry is well-established and backed by leading companies and top-level professionals. However, the region faces a challenge common to other parts of Spain: the difficulty of accessing housing. According to estimates from independent organizations, Andalusia has a housing deficit of more than 100,000 homes, both in social housing and in the free market, covering both sales and rentals. Additionally, more than 500,000 young Andalusians, despite being employed, are unable to leave their parents’ homes due to high housing costs.

    The sustained increase in prices has created a situation where many families are forced to make an unsustainable financial effort to buy a home. Faced with this reality, the region’s main challenge is meeting the growing housing demand. To achieve this, it is essential to speed up the management processes that enable us to secure urbanized land, the key resource needed to meet the high demand for housing.

    Addressing the shortage of ready-to-build land is one of the major demands from real estate developers to the administration. This issue is particularly acute in major urban centers like Seville, Málaga, and areas such as the Costa del Sol. What kinds of measures or decisions are necessary?

    Many measures can be taken, but the priority is to eliminate the obstacles that hinder the economic viability of land developments. This could be directly achieved through a strong commitment from public authorities, increasing the budget allocations for this purpose. It is clear that there is an inverse relationship between spending on housing access and promoting construction, as well as the proportion of social housing within the total. For this reason, we are concerned to see that the budget allocated for this purpose in the Andalusian government is less than 1% of the total, down from 1.5% in 2009, even when back then we had a large housing stock and much lower prices; figures that, in today’s scenario, would be entirely insufficient.

    “Andalusia has a housing deficit of over 100,000 homes, both in social housing and the free market.”

    Being aware of the administration’s strict budget constraints, we have also proposed alternatives that do not impact public finances, such as offering more flexibility in land use compensation or delaying the current 7% bond required when creating the Compensation Board until the start of urbanization work. However, the proposal we believe could have the greatest impact on activating sectors that offer higher percentages of affordable housing is what we call IMPASS (Andalusian Impulse for Sustainable Land). This proposal prioritizes land developments aimed at social housing construction, focusing on those that follow ESG criteria. This will also benefit the public administration since the urban infrastructure costs will be lower once these developments are completed.

    In summary, these initiatives aim to ease current restrictions and stimulate the sector, increasing the supply of affordable housing and facilitating more equitable access to housing for citizens.

    How can the region’s housing access problems, especially for young people, be solved? What actions does Fadeco propose to improve this situation?

    Isolated solutions are not enough; multiple measures must be adopted in a coordinated manner. It’s concerning to think that young people’s housing access problems will worsen when they reach retirement age if they haven’t managed to buy a home. Otherwise, they will face rental payments under a pension system in fragile balance.

    For this reason, the best option would be a national housing agreement involving local, regional, and national administrations. Among other goals, this would help reduce the tax burden on housing and address over-regulation.

    In the short term, more social housing could be built by making the use of existing land and buildings more flexible, whether for sale or rent. In the medium term, reactivating sectors where planning is already underway is necessary, accelerating the approval of those with strategic importance for the region by including them in the fast-track office or activating the exceptional mechanism of declaring a housing emergency, allowing for immediate action, as in extraordinary situations such as floods or pandemics.

    How do you view public and social housing initiatives in Andalusia? Do you think they are sufficient, or could new measures be implemented?

    Public housing initiatives in Andalusia are practically symbolic. The main way to improve them is to increase the budget allocated to housing policies, which is currently completely insufficient to meet demand. In this regard, the Andalusian government’s housing budget is 0.2% of GDP, far below the European Union’s target of 0.4%. Some studies clearly highlight this situation, estimating that more than €7 billion in public investment would be needed to build 200,000 homes over the coming years.

    How can private developers collaborate with the public sector to improve the supply of affordable housing?

    Public-private collaboration has become a key tool for addressing the affordable housing challenge, allowing administrations and private companies to work together to fund, build, and manage affordable housing. This collaboration combines resources to optimize the always limited public funds available for housing development, integrating the expertise of both sectors to maximize social and economic impact.

    “It is essential to speed up management processes to secure urbanized land.”

    Despite this, public-private collaboration in housing policies is hindered by the regulatory environment and the lack of economic and financial incentives aimed at increasing supply. For this reason, Fadeco is advocating for measures to encourage this collaboration, primarily focused on simplifying processes and ensuring legal certainty, not only in construction but also in land management and the execution of urbanization works, incorporating public aid programs for land acquisition, urbanization, and the construction of affordable or social housing, whether through public or private initiatives.

    Similarly, we are working to incorporate land exchange programs, swapping undeveloped public land for private urban land, allowing administrations to fast-track housing developments. We also aim to avoid external costs stalling the development of sectors indefinitely due to the unfeasibility of execution.

    Andalusia’s new Housing Law, expected to come into effect in 2026, focuses on affordable housing, youth access, and increasing supply. Andalusia has become the first autonomous community to create its own regulations in this area, following the initiation of the draft bill. Why has Andalusia taken a different approach from the national housing law?

    In my opinion, the national law is excessively interventionist, opting for over-regulation rather than incentivizing. The consequences can already be seen in some regions where it has been applied for a year. While it may be too early for definitive conclusions, so far, it has only reduced the supply of rental housing and increased prices. Moreover, there are constitutional concerns, as it encroaches on regional powers, and it focuses too much on price controls and penalties rather than encouraging the construction of more public and private housing, which could negatively impact real estate investment.

    The demand for industrialized, smart, and sustainable homes is booming. How are developers responding to these new trends?

    The focus on building smart and sustainable homes is not only a social responsibility but also a smart business strategy. Growing demand from buyers looking for more eco-friendly and healthier homes is transforming the real estate market. Investing in sustainability also attracts investors committed to ESG (Environmental, Social, and Governance) criteria, positioning companies competitively within the sector. Sustainable construction helps meet increasingly strict environmental regulations, avoiding potential future fines and ensuring long-term project viability.

    At Fadeco, we believe that sustainability should not be limited to the buildings themselves to make them efficient and sustainable. We advocate for sustainability from the outset, beginning with the land urbanization phase. Therefore, one of our proposals is to prioritize urban developments with ESG criteria by offering higher development potential for social housing construction. This will also benefit the administration since urban infrastructure maintenance costs will be lower once completed.

    Industrialized home construction offers several key benefits. First, it significantly reduces construction time, as factory production of modules or components allows for greater control and efficiency, shortening home delivery times. This not only optimizes operational costs but also allows for quicker project turnover, increasing profitability.

    Additionally, industrialization reduces errors and improves construction quality by minimizing the inaccuracies typical of traditional construction. This translates into fewer repairs, generating additional savings. Strategically, industrialized housing is a solution that meets the demand for sustainability, with more resource-efficient processes and a smaller environmental footprint, positioning developers as innovative and committed to building the future.

    How do you envision the future of the real estate sector in Andalusia and Spain over the next five years?

    If the right decisions are made, Andalusia could become a benchmark for sustainable and inclusive urban development, where public-private collaboration plays a crucial role.

    Although the current situation is complex, we believe there is room for growth and adaptation, driving projects that meet the real needs of the population and promoting greater housing accessibility. If we can overcome regulatory obstacles and improve the availability of developable land, Andalusia’s real estate sector will experience sustainable and positive growth in the coming years.

  • The number of proptechs in Spain falls for the first time in 2024

    The number of proptechs in Spain falls for the first time in 2024

    In recent decades, the real estate sector has undergone a profound transformation. The emergence of new technologies has led to what is known as “proptech,” companies that combine the real estate world with technological innovation to improve how we buy, sell, and manage properties. However, for the first time since their emergence in the Spanish market, the number of proptech companies has begun to decline in 2024, according to the PropTech Trends report prepared by PwC in collaboration with TheFringe/Labs and the API of Catalonia.

    Boom and stabilization of PropTech in Spain

    Since 2017, the proptech ecosystem in Spain has experienced meteoric growth. That year, barely 50 startups were operating in this field, but by 2023, the number had risen to 548, representing a significant share of the country’s digital economy. These companies are primarily divided into two categories: 60% are B2B, meaning they provide services to other businesses, and 40% are B2C, focused directly on the consumer.

    The success of proptech in recent years has been driven by several factors, including the digitization of real estate processes, the automation of tasks, and the integration of emerging technologies such as big data, augmented reality, and artificial intelligence. Thanks to these tools, proptech companies have improved efficiency and transparency in the sector and facilitated more agile decision-making for businesses and individuals.

    However, 2024 has marked a turning point. After several years of sustained growth, the market has begun to show signs of saturation, and the figures reflect a slight decline. In the last two years, approximately 90 startups have disappeared, with 48 of them in 2023 alone.

    What factors explain the decline?

    This decline in the number of proptech companies is not exclusive to Spain. The decrease in startups in the tech real estate sector is being observed globally, partly due to the drop in funding for tech projects, a trend that affects the entire industry. Investors have become more cautious, demanding greater guarantees of profitability before allocating capital to new companies. Moreover, the focus has shifted from prioritizing growth and expansion to concentrating on the profitability and sustainability of businesses.

    Another significant factor has been the correction in the valuation of startups. During the boom years, many proptech companies achieved very high valuations that, in some cases, did not reflect the reality of their business. This correction has negatively impacted the ability to access capital for many of them, especially in an uncertain macroeconomic environment characterized by rising interest rates and reduced credit availability.

    Concentration of the ecosystem

    Despite this decline, the proptech ecosystem in Spain remains one of the most dynamic in Europe, primarily concentrated in Catalonia (32%) and Madrid (29%), with Valencia in third place (8%). This phenomenon reflects a strong commitment to innovation in these urban centers, where companies are adopting new technologies to stay competitive in an increasingly complex market.

    In particular, Catalonia and Madrid have attracted more foreign investment, as 12% of proptech companies operating in Spain are headquartered in other European countries like France, Italy, and the United Kingdom, while 4% come from other international markets such as the United States or Singapore. This shows the growing interest of global companies in entering the Spanish market and seizing the opportunities it offers.

    Challenges to technological adoption

    Although proptech has significantly improved the efficiency of the sector, it still faces significant barriers to more widespread adoption. The cost of technological solutions is one of the main concerns for real estate professionals, along with the lack of adequate technical support to implement and maintain these tools. Additionally, many real estate professionals admit that navigating the ecosystem of more than 500 companies is challenging, making it difficult to identify the most suitable solutions for their needs.

    However, the positive impact of technology on the sector is undeniable. 100% of industry professionals acknowledge that technology has improved their efficiency, and 50% assert that it has done so significantly. Furthermore, eight out of ten professionals have noticed an increase in customer satisfaction since integrating new technologies into their processes.

    The future of PropTech in Spain

    Despite the recent decline in the number of startups, the future of technology in the real estate sector looks promising. Professionals’ expectations are clear: 73% plan to adopt new technologies in the near future. Artificial intelligence, chatbots, and more advanced data integration in CRMs are emerging as key tools to enhance customer communication and optimize business processes.

    Generative AI is gaining ground in the sector, and over 60% of the population trusts companies that utilize this technology to make data-driven decisions. In an increasingly complex environment, proptech offers a viable solution to overcome many of the current challenges in the real estate market, and it is likely that, over time, they will continue to be key players in the evolution of this sector.

    Although the number of proptech companies in Spain has declined in 2024, the digitization of the real estate sector is just beginning. Companies that can adapt to the new market demands and offer more accessible and efficient technological solutions will continue to pave the way for the future of the real estate market.

  • “It is necessary to increase the production of affordable housing”

    “It is necessary to increase the production of affordable housing”

    Grupo Salas is the leading social housing developer in Catalonia and one of the contractors for the third phase of the Plan Vive in the Community of Madrid. With over 30 years of experience and a team of more than 270 professionals, the company has delivered over 4,000 homes across the country. In this interview, Manel Rodríguez, CEO and shareholder of Grupo Salas, discusses the company’s social mission and the housing access problem, particularly for young people, one of the biggest challenges facing the real estate sector.

    What are the main challenges the developer has faced in your three decades in the real estate market?

    Over the years, the real estate market has experienced changes driven by sector-specific cycles, but it is also impacted by economic and financial fluctuations, such as interest rate hikes and mortgage credit restrictions. At times, external factors, such as the pandemic-induced halt, also affect us directly. In any case, the key is always to work with a long-term perspective and maintain financial strength to overcome these ups and downs.

    What type of real estate developments do you carry out? What sets you apart from your competition?

    We develop multi-family residential buildings for first-time homebuyers, either for rent or purchase. We specialize in affordable housing, which is our main differentiating factor. We do not develop luxury homes, single-family houses, or second homes. We always operate in the “central” market segment, catering to the middle class looking for “homes to live in,” which allows us to secure demand—an essential aspect of our positioning: we always have 90% presold!

    For those considering buying a home, would you say it is a good time to do so or to invest in the real estate sector?

    Buying a home is a significant life decision, which should not be viewed solely as a financial investment, but rather as a personal one. If it’s the home your family needs, it’s a good investment. Experience shows that real estate investments are always a good long-term investment: it is a safe asset, and in high-demand areas, prices always rise. Even after the 2007 real estate crisis, homes in genuinely sought-after areas quickly regained their value. Speculative purchases without real demand behind them are a different matter!

    All experts agree that there is not enough housing to meet demand. What measures could alleviate the problem?

    This is indeed one of the most complex problems society will face in the coming years. All studies show that housing production needs to double, especially affordable housing, not only to meet the demand driven by immigration and household formation but also to address the deficit accumulated over the past five years.

    To increase the pace of production, several factors need to come together. First, the availability of urban land. The population increase creates a need: for example, the metropolitan region of Barcelona (stretching from Vilanova to Mataró, including Vallès) now exceeds 5 million people. We cannot continue “consuming” territory where there is none, so urban planning must become denser, and its processes must be expedited. Public administration must act as a large-scale urban developer, controlling windfall gains while ensuring the availability of final urban land.

    Public administration, which controls the entire process, must also be agile, clear, and stable. Urban planning regulations, taxation, municipal building permits, land registration, occupancy certificates… The housing development process is highly regulated, and the sector needs clarity, stability, and agility: a long-term, cross-party state agreement for housing development.

    “We need to densify urban planning and streamline its processes. The public administration must act as a large-scale urban developer.”

    The availability of financing is also an important factor. The residential real estate sector consumes significant financial resources. Since the real estate crisis, credit has been reduced, which has been “healthy,” but now there is great investment capacity and borrowing power that must be utilized, at affordable interest rates. I’m talking about increasing developer credit and increasing mortgages for families.

    Additionally, it’s important to highlight the significance of production capacity. Housing must be built—it’s not just a theoretical process but a material issue involving many agents. When we talk about doubling production, we’re talking about putting stress on one of the main productive sectors of the GDP. We need to train a lot of labor, which will have to be foreign, we need a lot of immigration, and above all, we need to support the industrialization of the sector, which continues to be a traditional production sector with outdated means.

    Housing prices and rents are at historic levels. What measures should be taken to improve access to housing?

    The key measures should aim to increase supply because the imbalance between supply and demand is the root cause of the current crisis.

    On the other hand, to prevent a price surge, we support limiting the use of housing for economic speculation, such as in tourism. It makes sense, because if not, historic city centers in tourist areas will turn into theme parks.

    “Real estate investments are always a good long-term asset, a safe haven.”

    At the same time, we believe that, exceptionally and temporarily, while work is underway to increase production, temporary measures such as rent caps could be implemented. However, we must be aware that artificially limiting rents will be counterproductive in the medium and long term if the production of new supply is not corrected.

    Solving the housing access problem for young people is one of the biggest challenges for the real estate sector. Could this be solved by increasing the stock of public housing at affordable prices? What percentage of social housing does Salas currently manage?

    Grupo Salas dedicates 50% of its production to social rental housing and another 25% to social housing for sale. Only 25% of our production is free-market housing for sale. I believe many other actors need to increase the production of affordable housing because it’s what the country needs. Our role as developers is not just a financial issue: we are providers of a basic necessity, and we have a social responsibility in this regard. At Salas, this principle guides our growth and expansion plans.

    The company mainly operates in Catalonia and Madrid. Do you have plans to expand into new geographic areas or markets?

    Historically, we have also produced in the Balearic Islands, and we hope to return when conditions are favorable for producing affordable housing there. Later on, we will consider expanding our large-scale affordable housing production model to other locations, but for now, we will continue growing in Catalonia and Madrid.

    What trends do you think will define the future of the housing market in Spain?

    On one hand, we will see a price increase in the free-market housing sector in high-demand areas like Madrid, Barcelona, the Mediterranean coast, the islands, and the urban centers of large cities, turning this market into a luxury good.

    On the other hand, we will see large-scale production of social and affordable housing, mainly for rent, which will be accessible to those who cannot buy. We will also see the production of other housing models, such as coliving, flex living, and senior living, which will define the future of housing in Spain. In terms of production, there will be a shift towards industrialization and, at the same time, an improvement in sustainability.

  • “Three years ago, Urbanitae was a startup, and you could feel it structurally”

    “Three years ago, Urbanitae was a startup, and you could feel it structurally”

    When we talk about investments, people come first. It’s not just about gaining the trust of our investors, which we achieve by selecting the best projects and providing transparent information. Our way of working must also reflect our values, starting with our team. When Nacho Oncina joined Urbanitae, we were fewer than 20 employees. Today, we are close to 70. But we still maintain the same essence. We talked to him about his three years as a designer at Urbanitae.

    What does a typical day at work look like for Nacho Oncina at Urbanitae?

    My typical day involves a lot of different tasks depending on what’s needed at the moment. If there’s a project on the horizon, I record Diego Bestard and then edit and publish the video that accompanies the project sheet. I also edit all the other video content we post at Urbanitae, like webinars, shorts we post on TikTok, or interviews from “Entre el punto y la U,” and I prepare the audio files we upload to our podcast.

    Another task I handle is the layout for the landing pages we use in various campaigns. I also maintain our blog, among other things. I don’t get bored.

    Nacho, you’ve done a bit of everything, from working in construction to running a clothing store and journalism. Which experience impacted you the most?

    I think running the clothing store marked me the most. It was in the late ’90s, a time when Madrid was culturally and musically booming, and the store was on Fuencarral Street, between Chueca and Malasaña, so you can imagine… It allowed me to discover new environments and subcultures, which were quite interesting. Also, working with the public is wonderful and teaches you a lot.

    Which job would you never do again?

    I would never go back to construction. It’s an extremely tough job, and I have great respect for it. Besides the physical demands, working outdoors with very low or high temperatures depending on the season, in rain, sunshine, or frost… I think most people working in the service industry aren’t aware of how lucky they are.

    What do you like most about working at Urbanitae?

    Besides the air conditioning? No, seriously. What I like most is the team I work with. I know it sounds like a standard response, but it’s the truth. Everyone in the company is great, but within our department, there’s a special vibe, and we laugh a lot, which makes the day go by easier.

    “People working in the service industry are not aware of how lucky they are”

    Another thing I enjoy is the new challenges. Diego, our director, is always coming up with new ideas, and in the three years I’ve been here, he has pushed me to give my best and learn a lot in the process. I probably shouldn’t say this, so he doesn’t get too confident…

    And what do you like the least?

    The fast-paced times we sometimes work under, especially when multiple tasks are going on, and we have to put everything on hold to prioritize the projects we are funding – understandably. In those moments, stress kicks in… But we weather the storm professionally until the sun shines again.

    How has Urbanitae changed since you joined in 2021?

    Three years ago, Urbanitae was a startup. Consolidated, yes, but still a startup, and you could feel it structurally and organizationally, almost like a family business. We were 20 people, and everything was managed easily. Now, we’re about 70 – and we’ll have even more people in the coming weeks – with a fully established corporate structure, and there are new hires whose names I sometimes don’t remember… We might be losing the “romanticism” of the early years, but well… I’m becoming an old man who nostalgically looks back at the good old days.

    We know you’re an avid reader. What book would you recommend to our Real Estate team?

    I love the Real Estate team, even though – always with love – they’re the target of most of my jokes. I can think of many books to recommend since I know they genuinely enjoy reading. But I’ll go with a classic: Germinal, by Émile Zola.

    From your perspective, how do you see the future of real estate crowdfunding?

    I think it’s an investment modality with great potential. At Urbanitae, we aimed to make it accessible to everyone, starting with small amounts – 500 euros – and we’re seeing that it’s a success. What was once reserved for insiders is now accessible to non-experts who want to earn more than the crumbs offered by banks.

    When will we see you DJing again?

    Well, I don’t have any club gigs scheduled in Madrid for the next few weeks, mainly because I’ve been focused on my podcast series, Motions Radioshow, and more importantly, on starting a small agency/roster of DJs with my partners, aimed at providing music for private and corporate events.

  • Revicasa, the proptech that analyzes the condition of a property before buying it

    Revicasa, the proptech that analyzes the condition of a property before buying it

    Knowing and detecting the actual condition of a property before deciding to purchase it is the main goal of the proptech Revicasa. Supported by the most advanced technology and with certified architects who have extensive experience in construction and rehabilitation projects, Revicasa detects potential deficiencies in structure, electrical installation, plumbing, humidity, and other defects that may be hard to spot at first glance. We discuss this untapped market niche in Spain with Daniel Martín, co-founder of Revicasa, and what it offers future buyers.

    You define yourselves as experts in home inspections. For those thinking about buying a second-hand home, how can they request an inspection with Revicasa?

    Our goal is to help people who are considering purchasing a home to do so with the utmost peace of mind, security, and confidence that the property is in good condition.

    The inspection request with Revicasa is made through our website. The client requests a review of the property they are interested in, whether it’s an apartment, a block of flats, or a chalet. On the day of the inspection, our technicians review every corner of the home with the most advanced technological tools, test all the installations, and address any concerns the potential buyer may have.

    Real estate inspection is an emerging sector in Spain that provides peace of mind, security, and confidence when investing in a property. What level of acceptance does this model have in Spain, and what sets you apart from other companies?

    We are a 100% Spanish-owned company, founded in early 2023, with a business model still in its early stages in Spain. In countries like the United States, this market reaches figures close to 4.5 billion euros. In Europe, in countries like the UK and the Nordic countries, the model is already well-accepted. In Spain, we have introduced a pioneering service that helps buyers purchase properties with confidence.

    In second-hand properties, we detect a serious problem in one out of every four homes that may affect the structure or habitability

    The service offered by Revicasa is gaining considerable acceptance in Spain because it provides security to the buyer and is a novel service. We started in Madrid, and the warm reception we’ve had has led to our rapid expansion, allowing us to be present in almost all of Spain’s autonomous communities, such as Andalusia, Catalonia, Galicia, Madrid, the Basque Country, and the Valencian Community, among others.

    Additionally, we have developed our own app with an AI component that allows our architects to generate highly accurate inspection reports with photos, estimates, and specific comments of great value.

    Within a maximum of 48 working hours, our architects produce a complete report with as much information as possible.

    How can the condition of a property be detected before purchase, and what is inspected during an inspection?

    All our technicians are certified architects or technical architects with extensive experience in construction and rehabilitation projects. They also receive specific training at Revicasa, and we provide them with the latest technology available on the market for detecting hidden defects and verifying the proper condition of the installations.

    During a home inspection, our technicians check the exterior for any structural problems, construction defects, and compliance with the current Building Code. As for the interior, it is inspected in great detail, and all installations, such as electrical, plumbing, or climate control systems, are tested. The condition of the finishes and insulation in doors and windows is also checked, along with detecting any hidden defects related to moisture or structural or construction issues that may be visible inside.

    What are the most common issues you detect in the actual condition of a property?

    In second-hand properties, we detect serious issues in one out of every four homes, which can affect the structure or even make the home uninhabitable. We mainly find outdated installations, moisture problems, and structural cracks. Additionally, we notice that cost estimates for repairs are often far from reality by potential buyers, and our report allows them to assess the actual cost of investment.

    In new builds, we find significant discrepancies between the project and the final execution, such as underfloor heating that is shown on the plans but not installed in all areas where it should be, something we can detect with our thermal cameras.

    Technology is key to Revicasa. What types of innovations have you implemented to carry out the entire home inspection process?

    To conduct a detailed study, the certified architects working with Revicasa use technological tools such as thermal cameras, hygrometers, sound level meters, and gas leak detectors, among others. For example, with thermal cameras, we can check whether heating systems like underfloor heating, air conditioning, or radiators are working properly.

    Failing to detect a serious problem can incur additional costs of between 5-20% of the purchase price

    Additionally, we have spent the last 6 months developing a custom app with its own AI component, which facilitates the economic quantification of the deficiencies our technicians find on-site. It also provides additional insight into the origins and potential solutions to the detected problems.

    According to INE data, 82.1% of homes sold in Spain are second-hand properties, yet many have unidentified structural problems that can lead to extra expenses for the buyer in the long run. What approximate percentage of extra costs are we talking about?

    Failing to detect a serious problem can result in additional costs of between 5-20% of the purchase price. This depends on the size of the property and the type of problem. For structural issues, extra costs range from 10,000 to 20,000 euros. For example, if there is a moisture issue, costs typically range from 3,000 to 15,000 euros, depending on the source. The figure can increase depending on the specific problem.

    From Revicasa’s experience, what is your assessment of the condition of second-hand homes in general? What are the most common hidden defects in second-hand homes?

    Overall, we have a very old and deteriorated housing stock. The main hidden problems in homes are moisture, structural damage, and issues with installations (electricity, plumbing, climate systems…). These issues are not visible at first glance, which is why certain tools are necessary to ensure they are functioning correctly.

    On the other hand, what are second-hand home buyers primarily looking for?

    Beyond knowing the property’s deficiencies, the most important thing for buyers is to quantify the cost of these issues. The problems found and the estimated repair costs we provide will determine whether it is truly worth making the investment. Additionally, it gives the buyer negotiation power based on our report, allowing them to potentially reduce the final price of the property.

    In this regard, buyers are justified in asking for a price reduction if there is a hidden issue or deficiency that was not initially detected, and the seller may not have been aware of. We have also found that it is easier for sellers to accept a lower offer when the potential buyer provides evidence of a deficiency uncovered during the inspection.

    Furthermore, it offers the buyer peace of mind, knowing that the investment they are making is indeed going towards a property that justifies the price they are paying for it.

    You operate in regions with a high percentage of second-hand homes like Madrid, Catalonia, Valencia, Andalusia, the Basque Country, Galicia, and Extremadura. Looking to the future, what are your plans for expansion and growth?

    Our goal is to provide service throughout the Iberian Peninsula, the Canary Islands, and the Balearic Islands by the end of 2025. By the end of 2024, we hope to have opened another office in the Valencian Community, and next year we aim to triple our revenue.