Doing digital differently: Oliver Hofmann

Switzerland’s property market is in a state of flux, according to Wincasa CEO Oliver Hofmann. Residential rents have plateaued, retail revenues are in decline, and the demand for office space is at the mercy of outsourcing and offshoring.

These aren’t easy times for those with skin in the real estate game. But even with an array of challenges presenting themselves, Oliver feels that he and his team are poised to overcome them.

Oliver Hofmann bring years of experience to Wincasa

Oliver joined Wincasa – part of the Swiss Prime Site group – in January 2013, and says it was then that the first signs of market saturation appeared. Coupled with this, large international advisory and investment firms had cemented themselves as part of the status quo. To thrive in this climate, adaptation was involuntary.

Oliver explains: "Wincasa – and other real estate providers – as property managers had to convert into integrated property service providers with more than ‘just’ operational services. Further to that, landlords started to outsource several services, and digitisation became important as well. Our role was to transform Wincasa from a well-organised national player to a firm that could compete with international companies in a saturated environment, and also extend our services." This lofty goal, of course, did not come to fruition overnight.

Oliver brought his experience in the cut and thrust of banking and finance to the company. He’d spent three years in the finance department of the Swiss arm of IBM, and 15 years at UBS in private and corporate banking – quite the pedigree. With Oliver at the helm, Wincasa managed to secure its position as the leader in the Swiss marketplace.

"Our Property and Centre Management combine more than CHF65 billion [approximately €60 billion] assets under management, which, even at a European level, is an exceptional size," he shares. "We established an extensive service line along the entire lifecycle of a property and serve our clients in the planning, construction, and operation of a real estate asset."

Wincasa finds success through digitisation

Wincasa does offer a broad range of services. It provides sales consultancy and property revitalisation through to facility management and portfolio strategies. All aspects of property are covered. And, alongside its commitment to lifecycle-long client support, a sizeable factor in Wincasa’s success has been its capacity to digitise.

It’s wholly evident that analogue solutions on their own are no longer sufficient in the real estate and property management marketplace. Oliver speaks to the extent to which Wincasa has been able to engage with technology in order to deliver modern services to its clients. "All stakeholders expect fast solutions and quick execution of digitisation," he says. Appropriately enough, the Wincasa team introduced a long list of innovative procedures and services.

You need self-discipline, especially in terms of setting clear boundaries between business and private life.

"We established the online portal MyWincasa for our tenants, we created a mobile app for our frontline staff, we digitised a part of our processes, and launched a 360-degree VR technology with our partner Matterport in April. And, as a result of our growth, and lean management programs, we significantly increased our profitability. We strive for an EBIT margin above double digits."

"The foundation of our work culture is teamwork"

The company’s ability to capitalise on market needs has attracted new projects, and this has meant new service lines have been created. It has also made apparent the need to use more transparent management tools – at all levels. Oliver notes that to handle the increasing demands, Wincasa needs "the best people, and large investments in state-of-the-art information technology." To attract great staff, Oliver admits, he leans on a classic management maxim: leading by example.

"The foundation of our work culture is teamwork, and empowering our people with a clear vision and guidance. We lead by example, look forward, and set simple goals. Our vision is to be the leading integrated service provider in Switzerland, and the partner of choice for our customers. In two years, we will be the digital master in the industry, and we will support and add value for our customers, and for our tenants in the transformation of their businesses."

Our vision is to be the leading integrated service provider in Switzerland, and the partner of choice for our customers.

Oliver says the focus of Wincasa in the year ahead is to bolster the human element of its business, while simultaneously honouring the work it has done to grow from a balance-sheet perspective. "Our 830 specialists know the local markets and use up-to-the-minute technology. We are the frontrunner in the digitisation of our industry in Switzerland. Over the next 12 to 18 months, our strategy is to strengthen our relationships with customers and tenants and to increase their satisfaction. At the same time, we’ll execute our project pipeline and establish new business lines. In parallel with these goals, we want to become an even more attractive employer that offers interesting job and career opportunities."

Achieving work-life balance

Oliver, as CEO, is testament to the culture at Wincasa. He says he’s able to find equilibrium between his home life and his life at the office, though he adds that work–life balance is earned. "You need self-discipline, especially in terms of setting clear boundaries between business and private life. My life is built onseveral pillars: family, friends, diverse leisure activities, and importantly a fascinating work environment."

With this self-discipline, and strong personal foundations, it’s clear that Oliver Hofmann will continue to build Wincasa however the international property market may sway.