Transformation to an organisation fit for the future 2025.

We lift your organisation onto a new level

  1. In order to meet demands in 2025, it is primarily necessary to realign organizations to future business models.

  2. The right mix of traditional and innovative approaches in REM is effective and thus creates for novelty.

  3. It is clear that only new business models and services in real estate management that are relevant to the primary processes and thus have an effect on the income are perceived to be important.

  4. From the BETA to the ALPHA version.

Project History

From the traditional to a lean, agile and business-driven REM - always one step ahead.

  • Traditional REM

    Traditional real estate management is to a large extent concerned with in-house provision of services and value-creation. In many cases, the business team share the tasks involved in property management. The building management functions are kept in-house.

  • Innovative REM

    Innovative real estate management focuses on the client’s primary business drivers. This is achieved through the targeted change from service provision to service control combined with the establishment of innovative and result-oriented control instruments. The partnership-based integration of providers raises quality. International central or decentralized REM strategies, as well as the use of state-of-the-art IT (such as CAFM) or the lean approach are the basis of our consulting services.

  • New Business

    Modern REM, with its new and employee-oriented services in the company, is perceived as a process between equals and thus brings tangible and measurable added value. For example, through agile working it addresses challenges in personnel. Digitization is impacting on the operational requirements of the real es-tate portfolios and there is a tangible relevance to environmental and social governance.

We make your Real Estate Management fit for the future

Our top priority in our activity is satisfying the user.

User satisfaction

Focus on the user.

Big Data

Key figures with a simple click.

Process integration

To be part of the primary process.

Increase efficiency

Increase employee efficiency.

Agile working

Flexible and fast action an reaction.


Evaluate Environment Social Governance.


Quantify ROI and costs.

Risik management

Recognising, assessing and accepting risks.


The individual needs of users are central.

And that's exactly where we start. Especially in times of a shortage of skilled workers, this factor is deci-sive for the success of real estate management.

New workplace concepts, thermal comfort or acoustic comfort have a direct influence on the productivity of the employees. However, success can also be generated in terms of production, efficiency or innovation.


Understand and use change as an opportunity. Only an organization that is fit for the future will meet the demands of tomorrow.

In order to fully exploit the potential of successful real estate management, the company strategy as well as market and user-specific requirements must be considered. When reshaping existing organizations and their processes, it is imperative to know the influencing factors and their effects.


Thinking about tomorrow today: Buildings are planned today with a technology that is only two years old.

The basis for optimal building operation is the smooth running of traditional facility, property and asset management services in combination with a sensible make or buy decision.

This creates scope for focusing on lean real estate management, a new contract culture and efficiency-enhancing IT solutions. With a stronger focus on outcomes, strategic aspects such as agile working environments or future technologies. This benefits the core business.


Data is power and the currency of tomorrow.

The digital transformation is changing real estate management. New technologies for data acquisition, sys-tems for handling the flood of data or applications with learning algorithms create transparency and net-working.

By optimizing existing and introducing new systems, technologies can be transformed into a sustainable competitive advantage.


Only truly effective sustainable development makes a difference.

The environmental footprint of a business can be directly influenced by the management of real estate. The design, construction, operation and use of buildings play an essential role here. Especially with regard to energy consumption, management of real estate influences the performance of the whole business.

Sustainability is anchored in the corporate strategy of the core business and must also be guaranteed by how property is managed. The drivers here are above all the market, the clients and their own employees.


Fluid organizations need flexible real estate that can meets their ever-changing needs.

Corporate real estate management has a significant influence on the company's economic success.

A key driver here is the increase in user productivity.

Another adjustment point is the reduction of real estate running costs in connection with the increase in val-ue of the real estate portfolio, make or buy decisions, purchasing of facility management services and high quality for lower capital expenditures. In the design, the optimal interaction between building envelope and technology plays a major role.

The Method:
Structuring and integration of action areas.

Holistic, networked consulting based on six fields of action provides a sound and comprehensive basis for secure decision-making.

Find out more

Your contact person

Your personal contact for indivdual consultancy services tailored specifically to your needs!

Sebastian Hölzlein

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