Fredy Robinson

What significant initiative have you led recently?
The key initiative I have led is the expansion of our development activities, with a focus on strengthening our urban renewal operations as part of the Group's growth strategy. We have concentrated on complexes where our experience in development, planning, and infrastructure gives us a distinct advantage. For me, selecting a project begins with understanding how it can be realized from a planning, engineering, and economic perspective, while creating value for apartment owners and the surrounding urban environment. 

What do you consider to be the company's key strengths?
Our advantage lies in our ability to understand a project in its entirety: from land and planning through infrastructure and business considerations to execution. The Group comprises companies specializing in complementary fields, enabling us to combine engineering expertise, development experience, and professional management. This integrated approach is particularly valuable in large-scale projects, where every decision affects the entire complex. 

What are the company's main challenges in the coming years?
The main challenge is bringing complex projects to fruition in a changing business environment. This requires ongoing assessment of planning, construction and financing costs, as well as advancing processes with the relevant authorities. In my view, sustainable growth is also measured by the ability to select the right projects and manage risks throughout the entire process. 

What advice would you give to a manager at the beginning of their career?
Get to know the business in depth and stay close to the field. It is important to understand how things work in practice and how your decisions affect employees, clients, and partners. I would recommend building a professional team that feels confident enough to challenge you. A manager must know how to make decisions and take responsibility, but also listen and change course when the facts warrant it. Above all, keep your word, because the trust built over time is the foundation for long-term collaboration. 

What is important to remember during difficult times?
Maintain sound judgment and a long-term perspective. During challenging periods, focus on what can be advanced, stay involved, and provide the team with clear direction. Trust between employees and partners is an asset built over many years, and it becomes especially important when circumstances grow more complex.