Trends and Challenges

We are in a phase of maturity in the irregular asset sector, which is conditioned by two fundamental factors: on the one hand, caution in the face of a possible rise in default and increasingly restrictive regulation, which affects both the medium-term expectations of banks and the appetite of institutional investors and, on the other hand, the disparity at a geographical level between real estate supply and demand, putting pressure on sale and purchase prices, rental housing stock, and the capacity for development in large communities while the stock stagnates in the rest of the territory.

In this context, establishing transparent, flexible, and scalable relationships among the different layers that make up the sector is the first step towards tackling the main challenge when it comes to managing irregular assets: aligning the expectations of optimising asset holders’ balance sheets with the capacities of companies linked to arrear recovery, real estate management and development, and the asset marketing.

To this end, service companies must be able to provide differential value to asset holders, either by offering specialised services that facilitate the outsourcing of functions or through comprehensive and simplified management of the value chain, which, in an environment of increasingly narrow margins, involves a commitment to digitalising the operational model in order to maintain profitability.

Industry Transformation

From the Asset Management area, we have advised the main entities in the sector since its origins, participating in its transformation along different lines of action:

  • Establishing commercial systems and new business models to accelerate divestment/protect value.
  • Establishing advanced models for segmentation, portfolio structuring, and balance sheet planning with an end-to-end view of the asset life cycle (management itineraries).
  • Portfolio advisory in the purchase and sale of portfolios.
  • Analysing and defining an outsourcing strategy according to the entity’s momentum.
  • Advising on management contracts (negotiation strategy, business plan, definition of services, procurement process, and perimeter analysis) both from the bidder’s and the supplier’s point of view.
  • Maximising profitability through efficiency in operations and supplier networks.
  • Integrating ESG practices in the corporate strategy and adapting the risk management, internal control, and audit models.
  • Optimising the technological model that supports the business and its scalability.