Doron Atia from Asia Cyrus – Development and  Initiation Ltd.
Doron Atia מחברת Asia Cyrus – Development and  Initiation Ltd.

Doron Atia

Founder and CEO

Asia Cyrus – Development and Initiation Ltd.
Real Estate, Development and Construction
Year of Birth: 1971
Email: [email protected]
Position: Founder and CEO
Additional Positions: Owner, Gaia – Wedding Venue
Past positions: CEO, "Ben HaKramim" – Wedding Venue
Seniority in position: 15 years
Education: : Practical Engineer
Member in: Council Member in Mazkeret Batya for 10 years
Languages: Hebrew, English
Military rank: Sergeant

What recent key move did you lead?
The winning of a Mehir LaMishtaken (government price-capped) project in "Gan Yavne" where the company is expected to build 400 apartments in 5-6-story buildings. This is the company's flagship project, and for good reasons: the opportunity to work with the best planners and the full cooperation of the Head of the Council at the stage when the project is still forming, before the execution, turns it into a broad and impactful project from every aspect. Construction in one of Israel's most sought-after areas with the importance of the forward-looking planning of infrastructures and access roads, and a visual design with an environmental perspective.

What are the company’s strongest attributes?
More than anything else – the optimal utilization of the residential areas. In my opinion, the fact that Asia Cyrus prioritizes the residents and "Never Exits the Apartment" that we built until all of the advantages of environmental planning were achieved, all of the standards were implemented for all of the suppliers and the residents themselves express higher than average satisfaction – already creates a significant differentiation for our company.
This is continued directly by absolutely uncompromising quality. Not as an empty gesture, but as expressed by the standards that we preset for construction in the company, which are much higher than average. We work only with advanced German equipment, we use construction materials from leading suppliers. Only when the level of infrastructure, before starting execution, is this high – can you reach the aesthetics, the visibility of a building that surpasses those of other buildings.
We also have a policy of strength that comes from quality rather than quantity. Like an elite unit, we choose to build an enormous number of apartments – about 800 housing units – with a small, high-quality executive team.

Which of the company’s recent key moves will lead to it becoming stronger over the next few years?
Asia Cyrus has always prioritized transparency. All of our work vis-à-vis customers, suppliers and residents is carried out accordingly. An important cross-company move that we executed in order to further strengthen this activity is adapting our approach to the new world. We increased the managers availability to seven days a week, including holidays. We installed dedicated apps for this purpose and adapted our service also through WhatsApp. Digitization is simply crucial for the existence of every company these days.
Another central point is our plan to enter the urban renewal segment. We believe that the future is there and our short-term growth plans already include a doubling of the number of apartments that we own through this move.

What are the main challenges facing the company in the next few years?
We prefer to see challenges as opportunities. In every aspect of our entry into the urban renewal segment, it would be very important to strike the delicate balance between the government programs and directives, and the execution instructions from the local authorities. Just as important, we would have to keep the community, the future residents, involved and in the picture as an inseparable part of the future renewal.

What would you recommend an up-and-coming executive?
From the very beginning – make no compromises. It is very easy to give in to the temptation to make discounts, to round the corners. These are things that won't survive in the long run. It is important to stick to the standards that you set for yourself – externally – in your work ethics, the way you manage your subordinates and your contracting with external entities – and never to sell yourself and your company cheap. Don't be lenient with yourself, because very quickly you will reach a state of constant compromise.

What should one remember during hardships?
That this is temporary. Even when you feel like they won't – hardships shall pass. It is important to always remember to be prepared for the day after the hardships.