Avi Tam

What recent key move did you lead?
We acquired a construction company with a C5 (Unlimited) Contractor Classification, which can build unlimited projects, in response for our increasing need of a company for expanding the scope of our construction. This empowered our construction capabilities and provided us with the freedom that becoming also the execution contractor provides.

What are the company’s strongest attributes?
The young and dynamic spirit that we brought into the relatively conservative construction industry. We are open to out-of-the-box thinking, such as buying agricultural land in Mazkeret Batya, we apply cutting-edge construction methods with the most advanced equipment and we work more transparently, as part of a more modern philosophy, with both our customers and our suppliers.
Another major advantage of Asia Cyrus is the absolute control of the field activities and the quality of the materials that are used. The company buys construction materials such as aluminum, iron, flooring and tiling directly, we buy only high-quality materials from leading companies, and with the purchasing power that we accumulated and our reputation as a company with high payment ethics we get lower prices, which are reflected in the more attractive apartment prices for our customers. This also provides us with the capability to monitor our various contractors continuously. The company's executives visit the work sites daily and supervise the construction's progress to the finest details.

Which of the company’s recent key moves will lead to it becoming stronger over the next few years?
Our company believes in Israel's periphery, in investing in it, in bringing the center to it. All of the moves that we made under the value of investing in the periphery and developing it would produce great results in the coming years. This includes a national campaign aimed at no less than turning Ben Gurion's vision the colonize the Negev into a reality. The company believes that this is the right place for urban renewal investments. Our major footprint in the Mehir LaMishtaken (government price-capped) Program, in which we believe also from the social aspect, not just from the economic aspects, is expressed in choosing to execute our first project in Dimona. Nowadays, we still see the current 303-aparmtnets project in Dimona, after completing and delivering another 194 apartments, as a flagship project in an area with an incredible construction momentum.

What are the main challenges facing the company in the next few years?
The challenges over the next few years would be the same challenged we faced over the past few years. Development and construction companies such as ourselves must know how to handle regulatory changes, identify the next locations of construction and development momentum and follow the legislative plans closely. Each of these would continue to be an inseparable part of growing developers.

What would you recommend an up-and-coming executive?
There is no substitute for going deep. You must gain in-depth knowledge of your subordinates, customers and their needs and the market in which you work. This would enable you to always remain two steps ahead of everyone else.  

What should one remember during hardships?
All of the good things that we have and achieved.